Free Practice Questions for PMI PMI-PBA Exam

 The type of requirements that do not trace to a business need are out-of-scope requirements. Out-of-scope requirements are the requirements that are not related to the project scope, objectives, or deliverables, and that do not contribute to the solution of the business problem or opportunity. Out-of-scope requirements are usually identified and excluded during the requirements analysis and traceability processes, to avoid wasting time, resources, and effort on unnecessary or irrelevant features or functions. Out-of-scope requirements can be caused by various factors, such as unclear or changing business needs, conflicting or unrealistic stakeholder expectations, poor communication or elicitation techniques, or lack of validation or verification methods. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 18; Business Analysis for Practitioners: A Practice Guide2, page 92.

A requirements traceability matrix is a tool that links the requirements to their sources, objectives, and deliverables. It helps to track the status, changes, and verification of each requirement throughout the project life cycle. If the requirements traceability matrix was not updated with the change, it could result in a key requirement being missed or overlooked in the implementation. The other options are not likely to cause this problem. The requirements management plan is a document that describes how the requirements will be elicited, analyzed, documented, validated, and managed. The scope management plan is a document that describes how the project scope will be defined, controlled, and verified. The schedule management plan is a document that describes how the project schedule will be developed, monitored, and controlled. References: PMI-PBA® Examination Content Outline, page 13; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 39; 6.

The business analyst would recommend formal signoff to the group if errors in the product could result in financial solvency. Formal signoff is a process that ensures that the stakeholders agree on and approve the requirements and deliverables of the project. Formal signoff can help to reduce ambiguity, confusion, or disputes among the stakeholders and increase their accountability and commitment to the project. Formal signoff is especially important when errors in the product could result in financial solvency, as it implies that there is a high level of risk, complexity, or regulation involved in the project and that any mistake or defect could have severe consequences for the organization or its customers. The industry being unregulated is not a reason to recommend formal signoff to the group, as it implies that there is less need for compliance or verification of the product quality or performance. The project impact being contained within a small department of the company is not a reason to recommend formal signoff to the group, as it implies that there is less stakeholder involvement or interest in the project outcome or value. The organization following an iterative project life cycle is not a reason to recommend formal signoff to the group, as it implies that there is more flexibility and adaptability in the project scope and deliverables and that feedback and validation are obtained frequently throughout the project. References: Business Analysis for Practitioners: A Practice Guide 1, page 113-114; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 17.

 A survey is a technique that involves collecting information from a large number of people by asking them questions and analyzing the results. Surveys are often used to measure the satisfaction, opinions, preferences, or attitudes of customers, employees, or other stakeholders. Surveys can be conducted through various methods, such as mail, online, phone, or in-person. Surveys are a suitable technique for gathering information from employees regarding their satisfaction with the solution because:

Surveys can reach a large and geographically dispersed population of employees across the country.

Surveys can allow employees to provide anonymous and honest feedback without being influenced by peer pressure or group dynamics.

Surveys can use standardized and quantifiable questions that can be easily analyzed and compared.

Surveys can be cost-effective and time-efficient compared to other techniques that require more resources and coordination.

References: = PMI Professional in Business Analysis (PMI-PBA) ® Examination Content Outline, page 19.

A review of the solution prototype would be the most viable technique to use in this scenario for validating requirements through in-person sessions. A solution prototype is a simplified version of part or all of a solution that can be used to elicit feedback from stakeholders. A review of a solution prototype involves presenting or demonstrating it to stakeholders and asking them questions to assess their satisfaction, understanding, agreement, or concerns. A review of a solution prototype can help to validate that the solution meets the stakeholder requirements and delivers value to them. A brainstorming session is a technique for generating ideas or solutions by encouraging free and creative thinking from participants. A brainstorming session can help to elicit or analyze requirements but not validate them. A use-case development session is a technique for creating use cases that describe how actors interact with a system to achieve their goals. A use-case development session can help to elicit or specify requirements but not validate them. A review of the previous version is a technique for examining an existing solution or product to identify its strengths, weaknesses, opportunities, or threats. A review of the previous version can help to elicit or analyze requirements but not validate them. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 13; Business Analysis for Practitioners: A Practice Guide2, page 76.

 Time-boxing is a prioritization technique that involves assigning a fixed amount of time or resource to each requirement or deliverable, and delivering as much value as possible within that time or resource constraint. Time-boxing is useful when the project has a tight timeline or budget, and the stakeholders have too many requirements for the delivery window. Time-boxing helps to focus on the most important and valuable requirements, and to manage the expectations and scope of the stakeholders. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 18; Business Analysis for Practitioners: A Practice Guide2, page 97.

A review is a technique that involves examining a work product, such as requirements, to identify errors, omissions, inconsistencies, or ambiguities. A review can be formal or informal, depending on the level of rigor and documentation required. A review can be conducted by the business analyst alone or with other stakeholders, such as the project manager, the sponsor, the subject matter experts, or the end users. A review can be done through various methods, such as reading, walkthroughs, inspections, or peer reviews. The purpose of a review is to ensure that the requirements are clear, complete, correct, and consistent, and that they meet the quality standards and expectations of the stakeholders. By conducting a review, the business analyst can obtain approval from the stakeholders and confirm their agreement and commitment to the requirements. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 23; Business Analysis for Practitioners: A Practice Guide2, page 131.

 An organizational chart is a tool that helps to visualize the structure and hierarchy of an organization, as well as the roles and responsibilities of its members. It can also show the relationships and interactions between different units, departments, or teams within the organization. An organizational chart can help the business analyst to identify the missing project stakeholders by showing who are involved in or affected by the online ordering system, such as the purchasing department. A business case is a tool that helps to justify the need and value of a project or initiative, as well as the costs and benefits associated with it. It does not provide information about the project stakeholders. A business analysis plan is a tool that helps to define the scope, approach, activities, deliverables, and schedule of the business analysis work. It does not provide information about the project stakeholders. A business analyst communication plan is a tool that helps to determine the communication needs, methods, frequency, and channels for the business analysis work. It does not provide information about the project stakeholders. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, PMI Guide to Business Analysis2, Business Analysis for Practitioners: A Practice Guide3, Organizational Chart - What is an Organization Chart? Definition, Types, Tips, Tutorial, and Examples

The selected project life cycle is a characteristic of the project that is needed to determine the approach so that the business analyst can validate whether they will need to have a discussion about the budget. The project life cycle is the sequence of phases or stages that the project goes through from initiation to closure. The project life cycle can be selected based on various factors, such as the nature, complexity, size, and uncertainty of the project, the stakeholder preferences, the organizational culture, and the industry standards. The project life cycle can influence the approach that the business analyst and the project team use to plan, execute, monitor, and control the project, and to deliver the product or service. The project life cycle can also affect the budget, schedule, scope, and quality of the project, and the level of stakeholder involvement and communication. Therefore, the business analyst should understand the selected project life cycle and its implications for the project, and validate whether it is appropriate and feasible for the project, and whether it requires any adjustments or discussions with the stakeholders. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 84.

Power/interest grid is a technique that involves plotting the stakeholders on a matrix based on their level of power and interest in the project. Power/interest grid can help the business analyst to identify and categorize the stakeholders during the initial phase of a project by showing how influential and engaged each stakeholder is. Power/interest grid can also help to determine the appropriate communication and engagement strategy for each stakeholder group. References: = PMI Professional in Business Analysis (PMI-PBA) ® Examination Content Outline (2019), page 9; Business Analysis for Practitioners: A Practice Guide (2015), page 61.