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QUESTIONS

Q1: Organization A provides score rating points - Must-haves get 10 points; discretionary items are given points ranging from one through nine. Vendor proposals are ranked against the criteria list. The vendor with the most points is selected. Techniques used during this process are

Option 1: Vendor assessment, decision analysis, and key performance indicators.
Option 2: Vendor assessment, key performance indicators, and acceptance/evaluation criteria.
Option 3: Decision analysis, structured walkthrough, and functional decomposition
Option 4: Decision model, Activity diagram, Financial analysis.

Q2: Business analyst A is a new business analyst for an application re-engineering project. A needs to choose the initial elicitation technique. A has a large number of stakeholders located across multiple locations. Business analyst A's preferred approach will be 

Option 1: Interviews.
Option 2: Workshops.
Option 3: Observation.
Option 4: Survey.

Q3: A is a business analyst for Project P. One particular stakeholder is adding unnecessary requirements and expectations into the go/no-go criteria. What should A's approach be before submitting the requirements package?

Option 1: Call a meeting with the project sponsor and the SME in question and lay out the assessment of the situation.
Option 2: Do not invite the stakeholder for the decision package review meeting as the stakeholder disrupts the decision-making process.
Option 3: Facilitate a brainstorming session among executive team members to deal with the SME's expectations.
Option 4: Seek a meeting with the SME to listen to the concerns carefully and be able to reflect them back to the stakeholder.

Q4: Business analyst A is struggling with how to model requirements in the best way possible for the project. In particular, the business wants to allow mortgage applicants the ability to save their application and resume it later in the future if they cannot complete the application in one sitting. Which of the following options describes the above information?

Option 1: Process modeling.
Option 2: Goal decomposition.
Option 3: Use Cases.
Option 4: Scenarios.

Q5: Business analyst A is worried about the low adoption of the newly deployed application. The solution comes with many new features compared to the earlier
application. A investigated the reason for the same to be usability aspects not being considered while developing the new application. Business analyst A should

Option 1: Modify the application for better performance.
Option 2: Modify the application for better security.
Option 3: Modify the application for more features.
Option 4: Modify the application for better user navigation.

Q6: Business Analyst A has transitioned from full-time software engineering to become an internal analyst within his company for a new project. The project is intended to unify and streamline the operation of several ad hoc processes and systems that have grown over time. From his own experience, he wants to be able to give the development teams more information about the context of their work. This should give them a better feel for what their customers need. He also has an idea that he will be able to clearly understand the customer processes and turn them into effective requirements and a solid, efficient architecture. He’s heard the complaints of friends in other departments, so he knows he needs to talk to a wide variety of people, and his managers have communicated the need to get buy- in from senior management for certain milestones. His managers have walked him through the higher-level functions of the company’s collaboration, messaging, and planning software, which gives him insight into different factors to consider and ways to tie everything together.

Analyst plans for a discovery phase, where the existing processes are mapped, which included reviewing existing documentation; a needs phase, where the process stakeholders are queried about what is good and bad about the existing system and what their perceived needs are; a design phase, where a new solution is developed and documented (this may involve some research and experimentation); a development phase, where the system is built; and a rollout and training phase where the new system is deployed and put into use. The analyst talks to the other two analysts in the company and learns that they don’t yet employ a consistent business analysis approach. He learns that one of the analysts only works with external end users while the current project involves a process and systems that are only used internally. He arranges for them to describe their best practices and situations where things worked out especially well. Which tool is the analyst A applying
when consulting with the company’s other analysts?

Option 1: Business Policies.
Option 2: Stakeholder Engagement Approach.
Option 3: Business Analysis Performance Assessment.
Option 4: Business rules


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Q7: (Same case as in the previous question). Business Analyst A has transitioned from full-time software engineering to become an internal analyst within his company for a new project. The project is intended to unify and streamline the operation of several ad hoc processes and systems that have grown up over time. From his own experience, he wants to be able to give the development teams more information about the context of their work. This should give them a better feel for what their customers need. He also has an idea that he will be able to clearly understand the customer processes and turn them into effective requirements and a solid, efficient architecture. He’s heard the complaints of friends in other departments, so he knows he needs to talk to a wide variety of people, and his managers have communicated the need to get buy-in from senior management for certain milestones.

His managers have walked him through the higher-level functions of the company’s collaboration, messaging, and tie everything together. The analyst plans for a discovery phase, where the existing processes are mapped, which included reviewing existing documentation; a needs phase, where the process stakeholders are queried about what is good and bad about the existing system and what their perceived needs are; a design phase, where a new solution is developed and documented (this may involve some research and experimentation); a development phase, where the system is built; and a rollout and training phase where the new system is deployed and put into use. The project has the potential to change a large number of internal systems and workflows, so all parties recognize that a significant amount of discovery, documentation, and analysis has to be performed up front. Some of the details can be worked out in an iterative fashion when the end details are being worked out, but the core transformation needs to identify a solid architecture and plan for the transition to it.

Which element is the primary consideration in structuring the business analysis approach?

Option 1: Timing of Business Analysis Work
Option 2: Business Analysis Activities
Option 3: Acceptance Option
4: Complexity and Risk

Q8: (Same case as in the previous question).Business Analyst A has transitioned from full-time software engineering to become an internal analyst within his company for a new project. The project is intended to unify and streamline the operation of several ad hoc processes and systems that have grown up over time. From his own experience, he wants to be able to give the development teams more information about the context of their work. This should give them a better feel for what their customers need. He also has an idea that he will be able to clearly understand the customer processes and turn them into effective requirements and a solid, efficient architecture. He’s heard the complaints of friends in other departments, so he knows he needs to talk to a wide variety of people, and his managers have communicated the need to get buy-in from senior management for certain milestones.

His managers have walked him through the higher-level functions of the company’s collaboration, messaging, and planning software, which gives him insight into different factors to consider and ways to tie everything together. The analyst plans for a discovery phase, where the existing processes are mapped, which included reviewing existing documentation; a needs phase, where the process stakeholders are queried about what is good and bad about the existing system and what their perceived needs are; a design phase, where a new solution is developed and documented (this may involve some research and experimentation); a development phase, where the system is built; and a rollout and training phase here the new system is deployed and put into use. Once the project phases are defined the BA arranges a template for kick-off and review meetings for each phase involving representatives from each stakeholder group.

He meets with managers from each group at the beginning of major engagements with their staff to arrange the discovery, data collection, deployment, and training efforts. He schedules after-action reviews at the close of each effort and arranges to circulate the BA findings for review and correction by each group. Finally, the BA assesses the relative importance, interest, and level of interest of each stakeholder. Which Planning and Monitoring task is the analyst carrying out?

Option 1: Plan Stakeholder Engagement
Option 2: Plan Business Analysis Governance
Option 3: Identify Business Analysis Performance Improvements
Option 4: Plan Business Analysis Approach

Q9: (Same case as in the previous question).Business Analyst A has transitioned from full-time software engineering to become an internal analyst within his company for a new project. The project is intended to unify and streamline the operation of several ad hoc processes and systems that have grown up over time. From his own experience, he wants to be able to give the development teams more information about the context of their work. This should give them a better feel for what their customers need. He also has an idea that he will be able to clearly understand the customer processes and turn them into effective requirements and a solid, efficient architecture. He’s heard the complaints of friends in other departments, so he knows he needs to talk to a wide variety of people, and his managers have communicated the need to get buy-in from senior management for certain milestones. His managers have walked him through the higher-level functions of the company’s collaboration, messaging, and tie everything together.

The analyst plans for a discovery phase, where the existing processes are mapped, which included reviewing existing documentation; a needs phase, where the process stakeholders are queried about what is good and bad about the existing system and what their perceived needs are; a design phase, where a new solution is developed and documented (this may involve some research and experimentation); a development phase, where the system is built; and a rollout and training phase where the new system is deployed and put into use. The main architecture analysis and development will be conducted using a Waterfall process to ensure a cohesive architecture is created. Once the core functionality is in place the individual development teams will complete their portions of the system in close consultation with their individual user and administration groups. During this time a Scaled Agile Framework (SAFe) or “Scrum of Scrums” will be used. Which collection of statements seems most appropriate for the Waterfall phase of the project

  1. Decision Making: Each stakeholder represented is evaluated in terms of how they
    participate in terms of being responsible, accountable, consulted, or informed.

  2. Change Control Process: Determine how changes will be requested, the elements
    that will be evaluated for each request, how changes will be prioritized, how requests
    will be documented, how requests and changes will be communicated, who will perform
    the impact analysis, and who will authorize changes.

  3. Plan Prioritization Approach: Activities will be prioritized from a groomed backlog
    considering cost, risk, and value.

  4. Plan for Approvals: Relevant managers will be designated as approvers for each
    activity and change. These may include the project sponsor, department heads and
    others.

 

Option 1: a, c, and d
Option 2: a, b, and d
Option 3: a and b only
Option 4: a and b only

Q10: (Same case as in the previous question).Business Analyst A has transitioned from full-time software engineering to become an internal analyst within his company for a new project. The project is intended to unify and streamline the operation of several ad hoc processes and systems that have grown up over time. From his own experience, he wants to be able to give the development teams more information about the context of their work. This should give them a better feel for what their customers need. He also has an idea that he will be able to clearly understand the customer processes and turn them into effective requirements and a solid, efficient architecture. He’s heard the complaints of friends in other departments, so he knows he needs to talk to a wide variety of people, and his managers have communicated the need to get buy-in from senior management for certain milestones. His managers have walked him through the higher-level functions of the company’s collaboration, messaging, and planning software, which gives him insight into different factors to consider and ways to tie everything together.

The analyst plans for a discovery phase, where the existing processes are mapped, which included reviewing existing documentation; a needs phase, where the process stakeholders are queried about what is good and bad about the existing system and what their perceived needs are; a design phase, where a new solution is developed and documented (this may involve some research and experimentation); a development phase, where the system is built; and a rollout and training phase where the new system is deployed and put into use.

It is known that the central architecture will be designed based on categories of data, calculations and decision making, and that the individual data fields, types, and interfaces will be detailed during the second phase of the project. It is therefore determined that requirements will be organized using a two-tiered outline approach, with the heading items in the outline defining the abstract requirements identified in the first phase and the subordinate items in the outline defining the details of the data and how it is handled. The non-functional requirements for the system and its components will be defined as a third type. Attribute templates and display mechanisms are defined for each type of requirement. The templates include information about how requirements may relate to regulatory, corporate, and other policy requirements of a more general nature. Which element or elements of the Plan Business Analysis Information Task is or are not being addressed?

Option 1: Organization of Business Analysis Information
Option 2: Storage and Access and Plan for Requirements Reuse
Option 3: Level of Abstraction and Requirements Attributes
Option 4: Plan Traceability Approach

Q11: A is a business analyst for Project R. Stakeholder Z has good familiarity with traceability chains. Z insists that the project follows the approach. Business analyst A's response should be

Option 1: Accept the stakeholder’s suggestion as traceability matrix is very popular.
Option 2: Explain that there are many ways to maintain traceability.
Option 3: Traceability is not required as the project is of medium complexity .
Option 4: Maintain traceability only at feature level.

Q12: Stakeholder S provided the following requirement, “The system should be able to manage schedule”. The project glossary document does not describe the verb, Manage. It is possible that the term manage can be broken down further. The reason why the requirement needs revision is because the requirement is

Option 1: Not clear. Option 2: Not atomic . Option 3: Not testable. Option 4: Not understandable.

Q13: While discussing with Implementation SMEs of Project X, Business analyst A finds that the implementation team is working on integrating a map feature. The same feature was already implemented in Project Q. The reason for repeat development could be because

Option 1: Past requirements were not baselined.
Option 2: Past requirements were not tested.
Option 3: Past requirements were not maintained.
Option 4: Past requirements were not packaged.

Q14: A works as the business analyst for a project to introduce a new electronic gadget. Projects such as this have been lengthy, involved multiple stakeholders, and included thousands of requirements. When selecting a business analysis approach for the project, which of the following is A most likely to consider?

Option 1: Adopt the benchmarking approach as the stakeholder has high authority.
Option 2: Explain that multiple techniques can be used for elicitation.
Option 3: Make sure that all participants have a minimum of five years’ experience with the company.
Option 4: Since 'A' knows Kano model, choose the same.

Q15: A has scheduled a focus group to determine the current attitudes towards a new product that the company is developing. Stakeholder S suggests using the Kano model. Another stakeholder R argues that the group should use the benchmarking approach. What should business analyst A do?

Option 1: Adopt the benchmarking approach as the stakeholder has high authority.
Option 2: Explain that multiple techniques can’t be used for elicitation.
Option 3: Since 'A' knows Kano model, choose the same.
Option 4: Explain that multiple techniques can be used for elicitation.




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ANSWERS WITH EXPLANATION

 

Q1: Correct Option: Vendor assessment, key performance indicators, and acceptance/evaluation criteria.

Explanation: Observe that the company is trying to evaluate vendors. It has defined key performance parameters and has also developed evaluation criteria. Decision analysis is used for uncertain and complex situation which is not the case here. BABoK V3.0 - Section 10.16.1-Purpose - Decision analysis formally assesses a problem and possible decisions in order to determine the value of alternate outcomes under conditions of uncertainty.

Q2: Correct Option: Survey.

Explanation: Surveys are a useful technique to gather requirements from large geographically dispersed stakeholders. BABoK V3.0 - Section 10.45.4 - Usage Considerations - .1 Strengths - Easier to collect information from a larger audience than other techniques such as interviews.

Q3: Correct Option: Seek a meeting with the SME to listen to the concerns carefully and be able to reflect them back to the stakeholder.

Explanation: This is a win-win strategy. Escalation is not a good approach. BABoK V3.0 - Section 9.5.1 - Facilitation - .1 Purpose Business analysts facilitate interactions between stakeholders in order to help them make a decision, solve a problem, exchange ideas and information, or reach an agreement regarding the priority and the nature of requirements. The business analyst may also facilitate interactions between stakeholders for the purposes of negotiation and conflict resolution (as discussed in Negotiation and Conflict Resolution (p. 210)).

Q4: Correct Option: Scenarios.

Explanation: Since the process requires a save and submit option which is a different option than submitting straight through. BABoK V3.0 - Section 10.47.2 - Description - Paragraph 5 - A scenario describes just one way that an actor can accomplish a particular goal. Scenarios are written as a series of steps performed by actors or by the solution that enable an actor to achieve a goal. A use case describes several scenarios.

Q5: Correct Option: Modify the application for better user navigation.Explanation: Since navigation is part of usability. BABoK V3.0 - Section 10.36.3 - Elements Paragraph 5 - Usability Prototype: is a product model created to test how the end user interacts with the system without including any of the properties (for example, appearance, configuration). 

Q6: Correct Option: Business Analysis Performance Assessment.

Explanation: Business analysis itself is a process that needs to be understood, analyzed, and improved. Analyst A is trying to get a feel for what has worked and not worked in the absence of a formal process, and in light of his own lack of experience as an analyst. BABoK V3.0 - Section 3.1.5 - Guidelines and Tools - Business Analysis Performance. Assessment: provides results of previous assessments that should be reviewed and incorporated into all planning approaches.

Q7: Correct Option: Complexity and Risk.

Explanation: The project described is complex and the complexity and risk of the project does affect the business analysis approach. BABoK V3.0 - Section 3.1.4 - Elements Paragraph 9 - Other considerations that may affect the approach include: • the change is complex and high risk, • the organization is in, or interacts with, heavily regulated industries, • contracts or agreements necessitate formality, • stakeholders are geographically distributed, • resources are outsourced, •
staff turnover is high and/or team members may be inexperienced, • requirements must be formally signed off, and • business analysis information must be maintained long- term or handed over for use on future initiatives. 

Q8: Correct Option: Plan Stakeholder Engagement

Explanation: This is the process of working out how to engage with stakeholders during a project. BABoK V3.0 - Section 3.2.1 - Purpose - The purpose of Plan Stakeholder Engagement is to plan an approach for establishing and maintaining effective working relationships with the stakeholders.

Q9: Correct Option: a, b, and d

Explanation: Item c is only appropriate for an adaptive approach, specifically Scrum in this case. Other items are applicable to predictive approach.
BABoK V3.0 - Section Figure 3.1.2: Formality and Level of Detail of Business Analysis Deliverables

Q10: Correct Option: Storage and Access and Plan for Requirements Reuse

Explanation: All of the other elements are addressed in the description. The answer is based on case context. No need to reference to BABoK.

Q11: Correct Option: Explain that there are many ways to maintain traceability.

Explanation: All activities in business analysis can be carried in multiple ways and there is no unique best way. Page vi - The BABOK® Guide should not be construed to mandate that the practices described in this publication should be followed under all circumstances. Any set of practices must be tailored to the specific conditions under which business analysis is being performed.

Q12: Correct Option: Not atomic .

Explanation: Words like "Manage" can be broken down, so they are non-atomic. BABoK V3.0 - Section 7.2.4 - Elements - Atomic - self-contained and capable of being understood independently of other requirements or designs.

Q13: Correct Option: Past requirements were not maintained.

Explanation: Not maintaining requirements results in the same requirements being implemented multiple times. BABoK V3.0 - Section 5.2.1 - Purpose - The purpose of Maintain Requirements is to retain requirement accuracy and consistency throughout and beyond the change during the entire requirements life cycle, and to support reuse of requirements in other solutions.

Q14: Correct Option: Explain that multiple techniques can be used for elicitation.

Explanation: Techniques are not mutually exclusive. Point to remember. BABoK V3.0 - Section 1.4.5 - Techniques - Techniques provide additional information on
ways that a task may be performed. The list of techniques included in the BABOK® Guide is not exhaustive. There are multiple techniques that may be applied alternatively or in conjunction with other techniques to accomplish a task. Business analysts are encouraged to modify existing techniques or engineer new ones to best suit their situation and the goals of the tasks they perform.

Q15: Correct Option: Explain that multiple techniques can be used for elicitation.

Explanation: Techniques are not mutually exclusive. Point to remember. BABoK V3.0 - Section 1.4.5 - Techniques - Techniques provide additional information on
ways that a task may be performed. The list of techniques included in the BABOK® Guide is not exhaustive. There are multiple techniques that may be applied alternatively or in conjunction with other techniques to accomplish a task. Business analysts are encouraged to modify existing techniques or engineer new ones to best suit their situation and the goals of the tasks they perform.






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