CAPM: Business Analysis

Key performance indicators (KPIs) are A. metrics that can be used to evaluate an organization's progress in achieving its objectives or goals. B. indicators of project performance measured by cost-benefit ratios C. will alert the business analyst and project manager of potential cost overruns and schedule issues D. are considered fixed, unless approved through a formal change management process

A. metrics that can be used to evaluate an organization's progress in achieving its objectives or goals.

Traceability involves documenting requirement relationships and is used in business analysis to maintain product scope. Requirements that are documented but fail to trace to a business need are considered to be: A. out of scope B. not verifiable C. not viable D. not feasible

A. out of scope

In the event a participant is known not to be available for a subsequent elicitation session follow-up, the business analyst might: A. produce all notes on a whiteboard during the elicitation session so attendees can clarify and correct information on the spot. B. utilize active listening techniques to capture all thoughts and ideas, spoken or unspoken. C. hold the follow-up regardless and force the participant to attend, or accept the accuracy of the elicidation "as written." D. treat any clarification as a change request.

A. produce all notes on a whiteboard during the elicitation session so attendees can clarify and correct information on the spot.

Brainstorming techniques should be used in elicitation to: A. prompt innovation and creativity by asking groups to consider novel or "outside of the box" solutions. B. limit participation of stakeholders in requirements definition. C. analyze existing documentation and identify information relevant to the requirements. D. provide a more comfortable setting for the interviewee, especially if they are discussing sensitive information

A. prompt innovation and creativity by asking groups to consider novel or "outside of the box" solutions.

Two business analysis activities that often confuse stakeholders are requirements verification and requirements validation. Requirements verification Requirements validation

-Requirements verification is the process of reviewing requirements and models to ensure they meet quality standards, -requirements validation is the process of ensuring that all requirements accurately reflect the intent of the stakeholder and that each requirement aligns to one or more business requirements

Place the following steps for evaluating performace in the correct order: 1. First 2. Second 3. Third -Determine Metrics -Measure Performance -Analyze Results

1. First--Determine Metrics 2. Second--Measure Performance 3. Third--Analyze Results

Match the statement in the left column with the project life cycle model in the right column: 1. Predictive 2.Iterative/Incremental 3.Adaptive - Business analysis is performed up-front and then in small amounts throughout the project. -Business analysis is constant. - Business analysis is conducted mostly up-front

1. Predictive- Business analysis is conducted mostly up-front 2.Iterative/Incremental Business analysis is performed up-front and then in small amounts throughout the project. 3. Adaptive-Business analysis is constant.

Match the statement in the left column with the project life cycle model in the right column: 1. Predictive 2. Iterative/Incremental 3. Adaptive -The need and solution are known and do not change throughout the project. -The need and solution are unknown and unstable. -The need and solution become more stable as the project progresses.

1. Predictive: The need and solution are known and do not change throughout the project 2.Iterative/Incremental:The need and solution become more stable as the project progresses. 3. Adaptive: The need and solution are unknown and unstable.

Understanding constraints, risks, and assumptions is useful when analyzing project proposals for addressing the business need. Match the description from the left column with the proper term in the right column. -Risk -Constraint -Assumption 1. Uncertain events or conditions that may have a positive or negative effect on one or more project objectives if they occur. 3. Factors that are considered to be true, real, or certain, without actual proof or demonstration. 2. Limitations on a team's options to execute a project, which may be business- or technical-related.

1. Risk-Uncertain events or conditions that may have a positive or negative effect on one or more project objectives if they occur. 2.Constraint Limitations on a team's options to execute a project, which may be business- or technical-related. 3.Assumption-Factors that are considered to be true, real, or certain, without actual proof or demonstration.

The MoSCoW acronym is used to describe a set of prioritization rules. Match the MoSCoW term in the left column with the correct definition in the right column. 1. not delivered this time around 2. fundamental to project success 3. important, but project success doesn't rely on it 4. can be left out without impacting the project -Must have -Should have -Could have -Won't have

1. not delivered this time around; -Won't have 2. fundamental to project success-Must have 3. important, but project success doesn't rely on it-Should have 4. can be left out without impacting the project--Could have

Match the type of question that can be asked in the left column with its correct description in the right column: 1.A question that calls for a response from a limited list of answer choices. 2.A question that allows the respondents to answer in any way they desire. 3.A question that may be asked in any situation. 4. A question that requires an answer regarding the subject at hand -Open-ended questions -Closed-ended questions -Contextual question. -Context-free questions

1.A question that calls for a response from a limited list of answer choices.--Closed-ended questions 2.A question that allows the respondents to answer in any way they desire. -Open-ended questions 3.A question that may be asked in any situation.--Context-free questions 4. A question that requires an answer regarding the subject at hand-Contextual question.

Match the Analysis Model on the left with the appropriate Model Category from the right column: 1.Data Model 2.Process Model 3.Scope Model 4.Interface model 5. Rule Model SWOT diagram User Story Wireframe Entity Relationship Diagram Decision Tree

1.Data Model-Entity Relationship Diagram 2.Process Model-User Story 3.Scope Model-SWOT diagram 4.Interface model-Wireframe 5. Rule Model-Decision Tree

Tolerance Ranges used in measuring the results of nonfunctional requirements are defined as A. Acceptance Criteria B. Key Operating Metrics C. Decision Trees D. Exact Value Predictions

A. Acceptance Criteria Acceptance Criteria are the conditions that a product, system, or component must meet to be accepted by users, customers, or other stakeholders. When it comes to nonfunctional requirements, tolerance ranges are often used to define acceptable performance levels, reliability, usability, and other quality attributes. These ranges set the minimum and maximum acceptable values for the system's behavior, essentially forming part of the acceptance criteria.

Root cause analysis has led to the discovery of several disparate and potentially unorganized findings. A ________ may be prepared to help connect the related contributors in such a scenario. A. Affinity Diagram B. Traceability matrix C. Decision Tree D. Entity Relationship Diagram

A. Affinity Diagram

Root cause analysis has led to the discovery of several disparate and potentially unorganized findings. A ________ may be prepared to help connect the related contributors in such a scenario. A. Affinity Diagram B. Traceability matrix C. Decision Tree D. Entity Relationship Diagram

A. Affinity Diagram -Entity Relationship-An Entity Relationship Diagram (ERD) is used to model the relationships between entities in a database or system. It's useful for database design but not for organizing findings from root cause analysis.

If the success of the project is dependent upon something happening in the future, for example, a specific change in consumer interest, the business analyst should document this condition as a/an: A. Assumption B. Contingency C. Constraint D. Non-functional Requirement

A. Assumption

A component of the project, program, or portfolio management plan that describes how, when, and by whom information about the project will be administered and disseminated. A. Communications Management Plan B. Requirements Management Plan C. Business Analysis Plan D. Stakeholder Management Plan

A. Communications Management Plan -The Communications Management Plan is a component of the project, program, or portfolio management plan that outlines how project information will be communicated. It specifies how, when, and by whom information will be administered and disseminated to project stakeholders. This plan ensures that all stakeholders are kept informed and that communication is clear, timely, and effective throughout the project lifecycle. -D. Stakeholder Management Plan;This plan focuses on identifying stakeholders, analyzing their needs and expectations, and planning how to engage with them, but it does not specifically address the administration and dissemination of information.

Two persistent problems that often occur in elicitation sessions (select 2): A. Interlopers or those who are not invited or do not need to attend the meeting. B. Lack of attendance by those who are needed for the meeting but do not show. C. Participants who are invited by role, rather than organizational position D. Flow of information among participants, rather than directly to the business analyst

A. Interlopers or those who are not invited or do not need to attend the meeting. B. Lack of attendance by those who are needed for the meeting but do not show.

There are four stages during the actual elicitation activity in which information is gathered, they are A. Introduction B. Body C. Close D. Define E. Elicit F. Follow-up

A. Introduction (A): This is the opening phase where the purpose, scope, and expectations of the elicitation session are set. It's where you introduce yourself, the participants, and clarify the objectives of the session. B. Body (B): This is the main part of the session where the actual elicitation occurs. The focus is on asking questions, gathering information, and discussing the topic in detail. C. Close (C): This is the concluding phase where you wrap up the session, summarize the key points, and clarify any follow-up actions. It's also a time to ensure that all participants feel their input was heard and understood. F. Follow-up (F): After the session, follow-up involves reviewing the gathered information, clarifying any points if needed, and ensuring that the information is documented accurately. It also includes any additional communication or actions needed to complete the elicitation process.

Which of the four strategies for solution replacement/phase-out generally present the most business risk? A. Massive one-time cutover ("Big Bang") B. Segmented cutover by region, by role, etc. C. Time-boxed coexistence with a final cutover on a specific future date. D. Permanent coexistence of the old and replacement solutions, with all new business using the replacement solution.

A. Massive one-time cutover ("Big Bang") Massive one-time cutover, or "Big Bang," is a strategy where the old system is entirely replaced by the new system in one single, large-scale event. This approach presents the most business risk because it involves switching everything over at once. If issues arise during or after the cutover, the impact can be significant, potentially causing major disruptions to business operations, with little opportunity to fall back on the old system.

The time needed to recover a project investment is known as A. Payback Period B. Return on Investment C. Internal Rate of Return D. Net Present Value

A. Payback Period

The root cause analysis tool (shown below) can be used to identify missing, duplicated, or unnecessary steps. A. Process flow B. Traceability matrix C. Fishbone diagram D. Interrelationship diagram

A. Process flow

Even the smallest change needs to be understood in terms of the impact to the overall project. In an adaptive environment, the project may have few formal plans, however, the project manager must consider impact to this, which shows, at a high level, what is planned for release over the course of the project iterations. A. Product Roadmap B. Product Backlog C. Project Velocity D. Product Increment

A. Product Roadmap

You discover the formal Situation Statement and stakeholder approval have been skipped, and work has started on design of a solution. This may result in A. a solution that addresses only part of the business need or fails to meet the business need at all. B. a criminal investigation C. the discovery of important components such as the root causes of the problems D. better understanding of current organizational goals and objectives.

A. a solution that addresses only part of the business need or fails to meet the business need at all.

Choosing the correct model can be difficult because often there are multiple valid choices. A reporting or analytics project will likely focus initially on A. data models B. process models C. interface models D. rule models

A. data models

In most instances, the analysis performed in the business case helps organizations select the best programs and projects to meet the needs of the business, and becomes a valued input to: A. Project initiation B. Project planning C. Project execution D. Project closing

A. Project initiation In most instances, the analysis performed in the business case is used to help organizations decide whether to move forward with a project or program. The business case provides a rationale for the project, detailing the benefits, costs, risks, and alternatives. It is typically reviewed and approved during the project initiation phase, which is when a project is formally authorized. The business case becomes a critical input in this phase as it helps stakeholders determine if the project aligns with strategic goals and if it's worth pursuing. - B. Project planning: While the business case may inform some aspects of project planning, the key decisions about whether to proceed with the project are made during initiation. Project planning involves developing detailed plans for how the project will be executed, rather than deciding if the project should be started.

Which method would be used when articulating aspects of an organization's capabilities, especially as it would pertain to a specific situation. A. SWOT B. RACI C. DITL D. SMART

A. SWOT -SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. It's a framework used to evaluate an organization's internal capabilities (strengths and weaknesses) and external factors (opportunities and threats) that could impact its success in a specific situation. This method is directly related to assessing and articulating an organization's capabilities in a given context. -Raci:Responsible, Accountable, Consulted, and Informed.

In a SWOT analysis, a technically competent staff would be considered a A. Strength B. Weakness C. Opportunity D. Threat

A. Strength

When a proposed change is incompatible with other parts of the technical infrastructure, such an option may not be considered A. Technically feasible B. Operationally feasible C. Time feasible D. Financially feasible

A. Technically feasible

A Situation Statement should accurately describe the A. The current state and its impact on the organization B. Change needed to address a specific situation C. Cost and resource requirements needed to address the situation D. Relative priority of addressing the situation compared with other initiatives

A. The current state and its impact on the organization

Which statement best describes the Project Manager's responsibility towards requirements: A. The project manager is accountable for ensuring that requirements-related work is accounted for in the project management plan, and that requirements-related activities are performed on time, within budget, and deliver value. B. The project manager has the ultimate decision-making authority regarding requirement details C. The project manager is never involved in the definition of project requirements, as that is the responsibility of the business analyst and will lead to a confusion of their distinct roles. D. The project manager is responsible for Functional Requirements, while the business analyst is responsible for the Business Requirements.

A. The project manager is accountable for ensuring that requirements-related work is accounted for in the project management plan, and that requirements-related activities are performed on time, within budget, and deliver value.

The Business Analysis Plan differs from the Requirements Management Plan in that: A. The requirements management plan covers planning decisions for both the product and project requirements, while the business analysis plan refers to all information that is documented regarding product requirements. B. The requirements management plan covers planning decisions for only the product requirements, while the business analysis plan refers to all information that is documented regarding project requirements. C. The requirements management plan covers planning decisions for the project requirements, while the business analysis plan refers to all information that is documented regarding product requirements. D. The requirements management plan covers planning decisions for the project requirements, while the business analysis plan refers to all information that is documented regarding product and project requirements.

A. The requirements management plan covers planning decisions for both the product and project requirements, while the business analysis plan refers to all information that is documented regarding product requirements.

Disadvantages of questionnaires and surveys include (select 3): A. There is no opportunity for clarification, which could render the answers meaningless. B. Responses may not be what is expected, which could render answers meaningless. C. The formulation of the questions are often closed-ended, which could render the answers meaningless. D. The number of responses the business analyst receives may not be significant enough to serve as a representative sample. E. There is no logical way to encourage participation and avoid insufficient data

A. There is no opportunity for clarification, which could render the answers meaningless. C. The formulation of the questions are often closed-ended, which could render the answers meaningless. D. The number of responses the business analyst receives may not be significant enough to serve as a representative sample.

Which prioritization technique is most effectively used when the project has a fixed timeline and that timeline is not negotiable. A. Time-boxing B. Weighted ranking C. Multivoting D. Monte Carlo method

A. Time-boxing

This diagram show below depicts the stakeholders who directly interact with the solution as 'actors', and the interfaces that need to be created between the system features and the actors: A. Use Case Diagram B. Context Diagram C. Entity Relationship Diagram D. Process Flow

A. Use Case Diagram

The concept of continual confirmation can be used to improve the process of A. Validating requirements B. Verfying requirements C. Documenting requirements D. Prioritizing requirements

A. Validating requirements

To effectively obtain proper signoffs and approvals for project documents, the business analyst must understand the steps, levels, and tracking systems of the organization's : A. Work Authorization System B. Document Management System C. Change Management System D. Human Resource Management System

A. Work Authorization System

Which of the following are considered Root Cause Analysis (RCA) tools (select 3) A. SWOT analysis B. 5 Whys C. Fishbone diagram D. RACI model E. Capability Table F. Process Flows

B. 5 Whys C. Fishbone diagram F. Process Flows B. 5 Whys: This technique involves asking "Why?" multiple times (usually five) to drill down into the root cause of a problem. It helps identify the fundamental cause of an issue by peeling away the layers of symptoms. C. Fishbone Diagram (Ishikawa or Cause-and-Effect Diagram): This tool helps visualize the different causes that contribute to a specific problem. It's structured like a fishbone, with the problem at the head and the various potential causes branching off from the spine. F. Process Flows: Process flow diagrams map out the steps in a process, helping to identify where problems or inefficiencies occur. Analyzing process flows can reveal root causes related to process breakdowns or bottlenecks.

Wireframes, architectural renderings, floor plans, or sketches of a new product are considered: A. Demonstrations B. Low-fidelity prototypes C. Simulations D. Personas

B. B. Low-fidelity prototypes Low-fidelity prototypes are simple, early versions of a product that provide a basic representation without full functionality. This can include wireframes, sketches, floor plans, or architectural renderings. -Demonstrations involve showing how a product or system works, typically with a functional or nearly functional version of the product.

The most common link between goals and objectives and programs and projects is the: A. Situation Statement B. Business Case C. Needs Assessment D. Affinity Diagram

B. Business Case A Business Case is a document that justifies the start of a project or program. It explains the reasoning behind why the project is necessary, what benefits it will deliver, and how it aligns with the organization's goals and objectives. It links the strategic goals of an organization to specific programs and projects by showing how these initiatives will help achieve those goals. -Situation A situation statement describes the current state of affairs and may highlight problems or opportunities, but it's not typically used as the primary link between goals, objectives, programs, and projects.

This characteristic can impact how stakeholders understand the primary written and spoken language of the team, interpret non-verbal communications, interact with authority, and view their role on the team. A. Atitude B. Culture C. Influence D. Location

B. Culture This characteristic can impact how stakeholders understand the primary written and spoken language of the team, interpret non-verbal communications, interact with authority, and view their role on the team. A. Atitude B. Culture C. Influence D. Location

These models provide a way to analyze highly complex concepts, because they allow for the complexity to be broken into manageable elements. A. Data Model B. Decomposition Model C.Process Model D. Role Model

B. Decomposition Model

The acronym INVEST is used to ensure quality of the user stories, each element being: A. Insular, Nominal, Virtual, Elicited, Smart, Transferable B. Independent, Negotiable, Valuable, Estimable, Small, Testable C. Interpretable, Nuanced, Elequent, Specific, Time-bound D. Interactive, Non-negotiable, Error-free, Systemic, Tangible

B. Independent, Negotiable, Valuable, Estimable, Small, Testable

The use of virtual meetings to elicit requirements is likely to increase in the future, however, a common disadvantage associated with conducting virtual interviews is: A. Increased cost overruns B. Interviewees multitask during the session, resulting in lost information; C. Scheduling difficulties D. Ability to bring people together from all over the world

B. Interviewees multitask during the session, resulting in lost information;

When a business analyst asks "what problems do our customers have?", or "what problem are we solving?", they are likely beginning to elicit information for a A. Solution requirement B. Needs assessment C. Hybrid process D. Stakeholder assessment

B. Needs assessment

Which requirement type describes the environmental conditions or qualities required for the product to be effective. A. Functional requirements B. Nonfunctional requirements C. Quality requirements D. Transition requirements

B. Nonfunctional requirements Nonfunctional requirements describe the environmental conditions, qualities, or attributes that a system must have to be effective. These include factors such as performance, reliability, security, usability, and environmental conditions in which the product must operate (e.g., temperature, humidity, noise levels). -Functional requirements: These describe what the system should do—its functionality or behavior. They define the specific actions, tasks, or operations that the system must be able to perform.

During feasibility assessment, a potential option does not meet the nonfunctional requirements standards for sustainability, maintainability, supportability, and reliability. The option is considered to be: A. Technically Unfeasible B. Operationally Unfeasible C. Schedually Unfeasible D. Financially Unfeasible

B. Operationally Unfeasible -Technically Unfeasible: This refers to a situation where the technology required for the option either doesn't exist or isn't advanced enough to meet the project's needs. If the option fails to meet technical standards (like reliability, maintainability, supportability), it would be considered technically unfeasible.

A risk that would have a positive effect on one or more project objectives is known as a/an: A. Threat B. Opportunity C. Constraint D. Benefit

B. Opportunity

1 / 1 point An ERD (Entity Relationship Diagram) would use which of the following relationships to depict the inventory of a specific product at a specific store location, where it may be in-stock or out-of-stock? A. Optional One B. Optional Many C. Mandatory One D. Mandatory Many

B. Optional Many

The practice of giving a fictitous name, such as "Paul the Purchaser", to identify how user classes may interact with a problem, perform specific actions, and possess certain skills and preferences is known as creating a/an : A. Instantiation B. Persona C. Culture D. Attitude

B. Persona- A Persona is a fictional character created to represent a specific type of user. It includes details like the user's goals, behaviors, and preferences. Personas are used in design and development to help teams understand and empathize with the users they are designing for. "Paul the Purchaser" is an example of a persona.

The business analyst is usually expected to make a recommendation, alternatives, and to support the recommendation with facts and evidence in order for whom to make ultimate solution decision? A. Project Manager B. Project Sponsor C. Solution Architect D. Business Manager

B. Project Sponsor -The Project Sponsor is typically the person who has the authority to make final decisions on the project, including approving the recommended solution. The sponsor is usually a senior executive or stakeholder who is responsible for providing resources, support, and overall direction for the project. The business analyst provides the necessary analysis, recommendations, and supporting evidence, but the ultimate decision on which solution to implement rests with the project sponsor. -A. Project Manager: The project manager is responsible for planning, executing, and closing the project, but they do not typically make the final decision on the solution. Their role is more about managing the process and ensuring that the project meets its objectives within scope, time, and budget.

How can one use the Traceability Matrix to determine some requirements may be missing? A. The business needs, goals, and objectives have not been articulated in enough detail, may not be relevant, or incorrectly stated. B. Project objectives with no associated requirements indicate that the objective will not be met. Without defined requirements, the end product, service, or result will not add the value that the organization anticipates. C. Product requirements that are not traceable to a business objective are misaligned with the current project, in which case it belongs elsewhere or should be eliminated. D. An extensive traceability process can consume a lot of time and require extensive management of the traceability links.

B. Project objectives with no associated requirements indicate that the objective will not be met. Without defined requirements, the end product, service, or result will not add the value that the organization anticipates.

This elicitation method is beneficial for collecting a large amount of information from a diverse population dispersed over a wide geographical area over a short period of time at a relatively small expense. A. Observation B. Questionnaires and surveys C. Prototypes D. Interviews

B. Questionnaires and surveys;Questionnaires and surveys are designed to gather information from a large number of people quickly and efficiently. They are particularly useful when the respondents are dispersed over a wide geographical area, as they can be distributed online, by mail, or in other formats that don't require face-to-face interaction. -D. Interviews: Interviews provide in-depth information but are time-consuming, often costly, and typically limited to a smaller group of participants.

This tool can define and clarify who is responsible for providing requirements, who has authority to approve requirements, who can make decisions or settle differences when they arise, and who is involved when changes to requirements are proposed. A. DITL B. RACI C. SWOT D. SMART

B. RACI

A developer working on a your project decides to exceed customer expectations by adding a new feature not defined in the baseline requirements. These changes are programmed without obtaining approval, and discovered during inspection. This feature is considered to be an example of A. Progressive Elaboration B. Scope Creep C. Team Empowerment D. Cultural Appropriation

B. Scope Creep

"The cost for transport has been increasing at an average rate of 10% per year, over the last 18 months" is an example of a: A. User Story B. Situation Statement C. Use Case D. Requirement specification

B. Situation Statement -A Situation Statement describes a specific condition, fact, or circumstance relevant to the business or project. It often provides context or background information that helps explain why a particular business decision or action is needed. In this case, stating that "the cost for transport has been increasing at an average rate of 10% per year, over the last 18 months" provides context about the rising costs that may be affecting business operations or decisions. A. User Story: A user story is a simple, informal description of a feature from the perspective of the end user. It usually follows a format like "As a [user], I want [goal] so that [reason]." This option doesn't describe a condition or situation. C. Use Case: A use case describes a specific interaction between a user (or another system) and the system to achieve a goal. It focuses on the steps and actions taken to accomplish a particular task within the system. D. Requirement Specification: A requirement specification details the specific needs or conditions a system or product must satisfy. It's a formal statement of what the system must do, not a description of a situation or condition.

The statement, written from the point of view of the user, and describes the functionality needed in a solution, usually written in the format "As an <actor>, I want to be able to <function>, so that I can <business reason>" is known as a : A. Use Case B. User Story C. Rule Model D. Process Flow

B. User Story

The Delphi technique is A. a technique used to determine the amount of time needed to recover a project investment. B. a technique used to resolve a conflict between business units with opposing views of how to solve a business problem, where experts on the subject participate in anonymously. C. a technique for managing projects where factors, such as managerial preferences, or project characteristics, determines how the organization desires to maintain and control project performance. D. a technique that provides a direct way of viewing people in their environment to see how they perform their jobs or tasks and carry out processes.

B. a technique used to resolve a conflict between business units with opposing views of how to solve a business problem, where experts on the subject participate in anonymously.

The longer the Payback Period (PBP) A. the greater the benefit. B. the greater the risk. C. the greater the cost D. the greater the Net Present Value (NPV)

B. the greater the risk.

High Fidelity prototypes may be A. observational or demonstrable B. throwaway or evolutionary C. evolutionary or revolutionary D. cutting edge or low-fidelity

B. throwaway or evolutionary -High-Fidelity prototypes are detailed and interactive models that closely resemble the final product in terms of appearance and functionality. There are two common types: Throwaway prototypes: These are built to explore ideas or validate concepts, but they are not intended to be part of the final product. Once they have served their purpose, they are discarded. Evolutionary prototypes: These are designed to evolve into the final product. They are incrementally improved and refined based on feedback, eventually becoming the final solution.

It can be frustrating trying to elicit requirements from stakeholders who, while understanding high level goals and objectives, do not know what the product details should be. To address this challenge, the business analyst should A. use techniques such as observation to help the stakeholders better understand the current state, and recommend a predictive project life cycle since it a preferred approach when stakeholders need to visualize the solution to further define their requirements later in the project life cycle. B. use techniques such as prototyping or storyboards to help the stakeholders visualize characteristics of each of possible solution, and recommend an adaptive project life cycle since it a preferred approach when stakeholders need to visualize the solution to further define their requirements. C. use techniques such as interviews and facilitated workshops to help the stakeholders

B. use techniques such as prototyping or storyboards to help the stakeholders visualize characteristics of each of possible solution, and recommend an adaptive project life cycle since it a preferred approach when stakeholders need to visualize the solution to further define their requirements.

A number of business analysis planning decisions are dependent on the chosen project life cycle, therefore: A. the business analyst should skip business analysis planning when a hybrid project life cycle is selected. B.the business analyst should tailor process decisions in accordance with the project life cycle selected. C. the business analyst should tailor the project life cycle selected in accordance with the business analysis plan. D. the business analyst should never tailor process decisions, nor project life cycle models.

B.the business analyst should tailor process decisions in accordance with the project life cycle selected.

Select the most accurate statement describing traceability matrix hierarchy: A. The traceability matrix is usually built from the bottom up, starting with lowest-level requirements and linking them through their most common attributes B. A traceability matrix is typically an informal artifact, and not built hierarchically nor in any specific order. C. A formal traceability matrix is usually built hierarchically, starting with high-level requirements and filling in the details as the requirement is progressively elaborated. D. A traceability matrix may be formal or informal, usually built in the sequence of how the work will be performed, completed, and verified.

C. A formal traceability matrix is usually built hierarchically, starting with high-level requirements and filling in the details as the requirement is progressively elaborated.

When will the business analyst request approver's signoff on the requirements A. After the solution is confirmed but before it has been validated B. After the solution is validated but before it has been confirmed C. After the solution is confirmed and validated D. Before the solution is confirmed and validated

C. After the solution is confirmed and validated

The set of activities performed to identify business needs and recommend relevant solutions; and to elicit, document, and manage requirements describes: A. Project Management B. Data Analytics C. Business Analysis D. Information Engineering

C. Business Analysis

Which document best describes how the business analysis process will be performed, including the plan decisions agreed to by the project team. A. Stakeholder Engagement Plan B. Situation Statement C. Business Analysis Plan D. Needs Assessment

C. Business Analysis Plan

A question that requires an answer regarding the subject at hand; namely, the problem domain or the proposed solutions. Your Answer: Correct A. Open-ended question B. Closed-ended question C. Contextual question D. Context-free question

C. Contextual question

When a business analyst uncovers a series of "if this, then that" statements, this tool can be used to capture all possible combinations A. Context Diagram B. Ecosystem diagram C. Decision Tree D. Entity Relationship diagram

C. Decision Tree

What business analysis activities might identify a situation where additional value could be obtained from a project, but the additional effort needed to achieve it is not justified. A. Verification B. Validation C. Evaluation D. Inspection

C. Evaluation -Evaluation in business analysis involves assessing a project or solution to determine whether the outcomes meet the desired objectives and whether any additional value could be achieved. During evaluation, a business analyst might identify situations where more value could be gained by extending the project or adding features. However, they may also assess whether the additional effort, cost, or time required to achieve this extra value is justified. If it is determined that the effort isn't justified, the project might proceed without those additional features or changes.

From a customer perspective, evaluation sometimes focuses on qualitative aspects, such as satisfaction, so how could a business analyst measure such results? A. Qualitative responses can be referred to anecdotally. B. Customer perpectives need not be evaluated, as long as operational metrics are captured C. Evaluation from a customer perspective can also be more quantitative by capturing qualitative aspects, such as satisfaction on a Likert scale (i.e., scale of 1-5, where 1= not pleased and 5 = extremely pleased) D. Observe customer encounters and record their experience

C. Evaluation from a customer perspective can also be more quantitative by capturing qualitative aspects, such as satisfaction on a Likert scale (i.e., scale of 1-5, where 1= not pleased and 5 = extremely pleased)

The root cause analysis tool (shown below) used in decomposing a problem or opportunity is known as a: A. Process flow B. Traceability matrix C. Fishbone diagram D. Interrelationship diagram

C. Fishbone diagram

The decision of whether or not the solution should be released in whole, or in part, or not released at all is known as A. Retrospective B. Make or Buy Decision C. Go/No-go Decision D. Decision Tree

C. Go/No-go Decision

The work performed to assess a proposed change, which includes identifying the risks associated to the change, the work required to incorporate the change, and the schedule and cost implications is known as A. Baselining B. Traceability C. Impact Analysis D. Configuration Control

C. Impact Analysis

The projected annual yield of a project investment, incorporating both initial and ongoing costs is called: A. Payback Period B. Return on Investment C. Internal Rate of Return D. Net Present Value

C. Internal Rate of Return The internal rate of return is the projected annual yield of a project investment, incorporating both initial and ongoing costs into an estimated percentage growth rate a given project is expected to have -Return on investment (ROI). Return on investment is the percent return on an initial investment, calculated by taking the projected average of all net benefits and dividing them by the initial cost. ▹ Net present value (NPV). -Net present value is the future value of expected benefits, expressed in the value those benefits have at the time of investment. NPV considers current and future costs and benefits and inflation.

For projects that follow an adaptive life cycle, baselining requirements is performed by maintaining the product backlog. Who is accountable for the requirements in the product backlog and their priority? A. Business Analyst B. Scrum Master C. Product Owner D. The agile team

C. Product Owner

Retrospective and lessons learned data are valuable inputs when formulating an approach for how to conduct the business analysis work for a project. The biggest difference between lessons learned and retrospectives is : A. Due to the frequency by which retrospectives occur, improvements cannot be applied to the current project. B. When Lessons learned are performed within a predictive life cycle, the learning can be applied only to future projects. C. Retrospectives occur as at the end of each sprint, or at the end of a Kanban delivery, while lessons learned are conducted within a predictive life cycle at the end of a stage gate or a phase. D. The information gained from lessons learned can only be leveraged to ensure process mistakes are not repeated, while retrospectives can only be used to ensure that valuable steps are continued.

C. Retrospectives occur as at the end of each sprint, or at the end of a Kanban delivery, while lessons learned are conducted within a predictive life cycle at the end of a stage gate or a phase.

Prohibition against using certain building materials in the region that the customer is located would be an example of a Your Answer: Incorrect A. Assumption B. Contingency C. Solution Constraint D. Non-functional Requirement

C. Solution Constraint -A Solution Constraint is a limitation or restriction on the choices available when developing a solution. It defines boundaries within which the solution must be designed and implemented. In this case, the prohibition against using certain building materials in the region is a restriction that limits the options available when designing or constructing the building. -D. Non-functional Requirement;Non-functional requirements refer to the criteria that describe how the system should perform, such as performance, security, usability, etc. These are about the qualities or properties of the system, not about prohibiting specific solutions.

Which statement best describes the Business Analyst's responsibility towards requirements: A. The business analyst is accountable for ensuring that requirements-related work is accounted for in the project management plan, and that requirements-related activities are performed on time, within budget, and deliver value. B. The business analyst has the ultimate decision-making authority regarding requirement details C. The business analyst is responsible to perform the set of activities to identify business needs and recommend relevant solutions; and to elicit, document, and manage requirements. D. The business analyst is responsible for project requirements, defined by PMI as "the actions, processes, or other conditions the project needs to meet."

C. The business analyst is responsible to perform the set of activities to identify business needs and recommend relevant solutions; and to elicit, document, and manage requirements.

When preparing a Situation Statement, you should always describe A. The most viable solution B. A potential solutions, along with feasibility and risks associated with each solution C. The problem or opportunity, along with its effect and impact on the organization. D. The estimated cost of implementing the solution

C. The problem or opportunity, along with its effect and impact on the organization.

A practical and effective method of ranking two or more feasible options based on how well each one can address specific aspects of the business need. A. Capabilities Table B. SWOT analysis C. Weighted ranking matrix D. RACI model

C. Weighted ranking matrix A Weighted Ranking Matrix is a practical and effective tool for comparing and ranking multiple feasible options based on how well they address specific aspects of the business need. In this method, different criteria (aspects of the business need) are assigned weights based on their importance. Each option is then scored against these criteria, and the weighted scores are totaled to determine which option best meets the needs.

When sufficient breadth of business knowledge is lacking on the requirements team, the business analyst should A. Declare that specific option to be not operationally feasible, and recommend the next best option. B. Identify specific areas where more time needs to be spent on building relationships and collaborating with key individuals. C. Work with the project manager to acquire additional resources to provide the needed or missing experience for the requirements-related activities. D. Recommend utiizing an adaptive life cycle where product requirements are less important

C. Work with the project manager to acquire additional resources to provide the needed or missing experience for the requirements-related activities.

The level of ambiguity should be considered in estimating the level of effort required for defined activities and deliverables. For example, when taking advantage of an emerging technology or using a solution that the organization has little experience with, the estimate should consider A.less ambiguity B. no ambiguity C. greater ambiguity D. total ambiguity

C. greater ambiguity

Factors drawn on an interrelationship diagram that have a large number of "outgoing" arrows are : A. the sources of the problem, or a cause B. key outcomes of other factors, or effects C. inputs to another work process D. resource constrained activities

C. inputs to another work process In an interrelationship diagram, factors with a large number of "outgoing" arrows are typically identified as causes or sources of the problem. These factors influence many other elements within the diagram, meaning they have a significant impact on the system or situation being analyzed.

The requirements change process is performed differently depending on the selected project life cycle. For a project following a predictive life cycle, A. there is an expectation that requirements will evolve over time and, as a result, often take a flexible approach to requirements change control. B. changes need not be traceable to business objectives. C. the business analyst should document the approach so that stakeholders know how to request a change and how changes will be assessed for impact. D. changes are not permitted after stakeholder approval of product requirements.

C. the business analyst should document the approach so that stakeholders know how to request a change and how changes will be assessed for impact.

When no internal data exists or when it cannot be feasibly collected, the business analyst may try to obtain data from an external organization or aggregated industry metrics. This is known as A. Data Modeling B. Data Analytics C. Business Analysis D. Benchmarking

D. Benchmarking Benchmarking is the process of comparing your business processes, performance metrics, or data against external standards or industry best practices. When internal data is unavailable or difficult to collect, a business analyst may look to external sources, such as industry metrics or data from other organizations, to understand how the business is performing relative to others in the industry. A. Data Modeling: This refers to creating a visual representation of data structures to show the relationships between data elements. It's about designing how data will be stored and accessed but doesn't involve comparing against external data. B. Data Analytics: This is the process of examining, cleaning, transforming, and modeling data to discover useful information and support decision-making. It's more focused on analyzing existing data rather than comparing it with external data. C. Business Analysis: This is a broad discipline that involves understanding business needs and finding solutions to business problems. Benchmarking can be a part of business analysis, but it specifically refers to the comparison process.

Which form of testing consists of a set of use case scenarios or several user stories or functional requirements to exercise in sequence against a specific segment of data, in order to compare the expected results with the actual results. A. Automated Testing B. Integration Testing C. Regression Testing D. Day In The Life (DITL) Testing

D. Day In The Life (DITL) Testing -Day In The Life (DITL) Testing is a form of testing where a set of use case scenarios, user stories, or functional requirements are exercised in sequence against a specific segment of data. This type of testing simulates real-life usage of the system to ensure that the system behaves as expected in a typical day-to-day situation. The purpose is to compare the expected results with the actual results to ensure the system functions correctly in a realistic environment.

A technique used to resolve a conflict between business units with opposing views of how to solve a business problem, where experts on the subject participate in anonymously is known as the A. Monte Carlo method B. The Sorting Hat method C. The Oracle technique D. Delphi technique

D. Delphi technique

When a proposed change conflicts with the baselined requirements or specific requirement items residing in the product backlog, the business analyst should A. Bring the conflict to the attention of the project manager to force a decision B. Return the proposed change to the requestor, as it is not acceptable due to the conflict C. Remove the original requirement, as it is overriden by the change request. D. Facilitate a resolution to the conflict by scheduling a requirement session to discuss alternatives and reach consensus.

D. Facilitate a resolution to the conflict by scheduling a requirement session to discuss alternatives and reach consensus.

This elicitation method is performed by asking prepared and/or spontaneous questions and documenting the responses. A. Observation B. Questionnaires and surveys C. Prototypes D. Interviews

D. Interviews

An ERD (Entity Relationship Diagram) would use which of the following relationships to depict a basketball team with at least one but possibly more players at a given position? A. Optional One B. Optional Many C. Mandatory One D. Mandatory Many

D. Mandatory Many An Entity Relationship Diagram (ERD) is used to represent the relationships between entities in a database. Mandatory: The team must have at least one player at a given position, meaning the relationship is required. Many: There can be multiple players at the same position, meaning more than one instance of the relationship can exist. A. Optional One: This would suggest that a team may or may not have a player at a given position, and if it does, it can have only one player in that position. This doesn't fit the scenario. B. Optional Many: This would suggest that a team may or may not have players at a given position, but if it does, it can have multiple players. The "optional" part doesn't fit because the team must have at least one player. C. Mandatory One: This would suggest that a team must have exactly one player at a given position, but in this case, the team can have more than one player in the same position.

The acronym INVEST is used to ensure quality of the user stories. If a story cannot be be independently verifiable, it is considered to be: A. Not Negotiable B. Not Valuable C. Not Estimable D. Not Testable

D. Not Testable The INVEST acronym is a guideline for creating high-quality user stories in Agile development. It stands for: -Independent Negotiable Valuable Estimable Small (or Sized appropriately) Testable

Which elicitation technique will provide context around activities and more insight into tasks that are difficult to describe A. Focus group B. Interview C. Questionnaires and Surveys D. Observation

D. Observation,By observing, you can see how things are actually done, which can reveal details and challenges that might not come up in interviews, focus groups, or surveys. -Focus Groups-A focus group is a group discussion where multiple people are asked about their opinions, experiences, or ideas on a specific topic. It's used to gather a range of views and understand different perspectives on a topic. It's particularly useful when you want to explore attitudes or brainstorm ideas. -Interview-It's used to obtain in-depth information from an individual, especially when detailed insights or personal experiences are needed -Questionnaires and Surveys.These are sets of structured questions provided to individuals to fill out, usually to gather quantitative data or specific information. When is it used? They're used when you need to collect data from a large number of people quickly. It's great for getting a broad overview or specific answers to predefined questions.

Which of the following tools will be most useful in finding gaps or missing steps, duplication, or unnecessary and non-value-added steps in a business process? A. Affinity Diagram B. Fishbone Diagram C. Interrelationship Diagram D. Process Flow Diagram

D. Process Flow Diagram A Process Flow Diagram (PFD) is a visual representation of the sequence of steps in a business process. It's used to map out the flow of work, and it is extremely useful for identifying gaps, missing steps, duplications, and non-value-added steps in a business process. By visually laying out the process, you can easily see where inefficiencies or issues might occur. -C. Interrelationship Diagram An Interrelationship Diagram helps visualize the relationships between different variables or factors in a complex situation. While it shows connections and influences, it's not typically used for mapping out the steps of a business process to identify gaps or duplications.

Which document prepared during Business Analysis Planning designates who is accountable for signoff on the business requirements? A. Situation statement B. Traceability Matrix C. Needs Assessment D. RACI model

D. RACI model The RACI model is a responsibility assignment matrix used in project management and business analysis to designate who is Responsible, Accountable, Consulted, and Informed for each task or decision. In the context of business requirements, the RACI model specifies who is Accountable for signing off on the business requirements, meaning the person or group who has the final authority to approve the requirements.

This process is often facilitated by answering 3 simple questions: What is working? What is not working? What needs to change? A. Feasibility Study B. Root Cause Analysis C. Needs Assessment D. Retrospective

D. Retrospective

The ability to track product requirements from their origin to the deliverables that satisfy them is known as: A. Inspection B. Quality Control C. Decomposition D. Traceability

D. Traceability

Which requirement type describes temporary capabilities, such as data conversion and training requirements, and operational changes needed to migrate from the current state to the future state. A. Functional requirements B. Nonfunctional requirements C. Quality requirements D. Transition requirements

D. Transition requirements These describe the temporary needs and capabilities required to move from the current state to the future state. This includes tasks like data conversion, training for new systems, and any changes in operations that are only needed during the transition period. These are temporary and specific to the process of migrating to the new system or state.

requirements validation and verification is A. Validation is concerned about ensuring that the requirements solve the problem, while verification is the process of reviewing the requirements for errors and quality. Verification must occur before validation. B. Verification is concerned about ensuring that the requirements solve the problem, while validation is the process of reviewing the requirements for errors and quality. Verification must occur after validation. C. Verification is concerned about ensuring that the requirements solve the problem, while validation is the process of reviewing the requirements for errors and quality. Verification must occur before validation. D. Validation is concerned about ensuring that the requirements solve the problem, while verification is the process of reviewing the requirements for errors and quality. Verification may occur before or after validation.

D. Validation is concerned about ensuring that the requirements solve the problem, while verification is the process of reviewing the requirements for errors and quality. Verification may occur before or after validation.

A stakeholder group comprised of a large number of stakeholders, with varying needs, and who interact with different business units to complete their work could prompt the project manager to: A. simplify project objectives to avoid stakeholder conflicts. B. limit participation of stakeholders in requirements definition. C. understand that all stakeholders will benefit equally in project outcomes. D. allocate additional time in project activities for collaboration and communication with stakeholders.

D. allocate additional time in project activities for collaboration and communication with stakeholders.

For goals and objectives to be SMART, they must be (select 5): A. Measurable B. Aspirational C. Reliable D. Time-bound E. Systemic F. Achievable G. Specific H. Relevant

SMART: Specific, measurable, achievable, relevant, Time bound