Interface modeling is a technique to describe how different components or systems interact with each other and exchange information. Interface modeling can be used to depict how the solution will work with all of the company’s systems by showing the inputs, outputs, and dependencies of each system. Interface modeling can help to identify potential integration issues, gaps, and conflicts among the systems. The other techniques are not suitable for this purpose. Data modeling is a technique to define the structure, format, and relationships of data. Rules modeling is a technique to define the logic, constraints, and policies that govern the behavior of the solution. Enterprise modeling is a technique to describe the structure, culture, and processes of an organization. References: PMI-PBA® Examination Content Outline, page 11; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 54.

 Quality function deployment (QFD) is a technique that involves translating customer needs or requirements into product features or specifications. QFD helps to relate the product features to customer value by using a matrix called a House of Quality, which shows how each feature satisfies a customer requirement, how important each requirement is to the customer, how well each feature performs compared to competitors, and how each feature affects other features. QFD can also help to identify gaps or opportunities for improvement in the product design. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 12; Business Analysis for Practitioners: A Practice Guide (2015), page 69.

Requesting information on the current ordering process and comparing it with other companies is a technique that involves gathering data and benchmarking best practices from similar or relevant sources. Requesting information on the current ordering process and comparing it with other companies can help the business analyst to take the next step after completing the requirements by analyzing the current state of the problem, identifying gaps or opportunities for improvement, and proposing possible solutions or alternatives. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 12; Business Analysis for Practitioners: A Practice Guide (2015), page 69.

 MoSCoW is a requirements prioritization method that classifies requirements into four categories: Must have, Should have, Could have, and Won’t have. This method helps the business analyst and the stakeholders to agree on the essential requirements that must be delivered within a fixed time frame, and the desirable requirements that can be deferred or dropped if necessary. MoSCoW is suitable for this project because it allows the business analyst to focus on the minimum viable product that meets the business need of replacing the current enrollment and billing software application before the vendor contract ends, and to cope with the large volume of requirements by prioritizing them based on their value and urgency. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 18; Business Analysis for Practitioners: A Practice Guide2, page 92.

 The MoSCoW technique is a prioritization technique that helps to rank requirements according to their importance and urgency. The acronym stands for Must have, Should have, Could have, and Won’t have. This technique can help the business analyst to manage requirements by focusing on the most critical ones and minimizing the scope creep. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 19.

The main reason for the business failure was a failure to establish measurable success criteria in the business case. The success criteria are the standards or indicators that are used to measure the achievement of the business objectives and the expected benefits of the project. The success criteria should be defined and agreed upon by the stakeholders in the business case, and they should be specific, measurable, achievable, realistic, and time-bound (SMART). The success criteria can help the business analyst and the project team to evaluate the feasibility, viability, and desirability of the project, and to monitor and control the project performance and outcomes. The success criteria can also help to ensure the alignment of the project deliverables with the stakeholder expectations and the market needs. If the success criteria are not established or are poorly defined in the business case, the project may fail to deliver the desired value and return on investment, even if it meets the time, cost, scope, and quality constraints. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 16; Business Analysis for Practitioners: A Practice Guide2, page 86.

Requirements baseline is the approved version of the requirements document that serves as a reference point for further changes. Requirements can be changed after they are baselined through a defined process that involves submitting a change request, analyzing the impact of the change, obtaining approval from the stakeholders, updating the requirements document, and communicating the change to the project team and other affected parties. Requirements can be changed at any stage of the project life cycle as long as they follow the defined process. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 10; Business Analysis for Practitioners: A Practice Guide (2015), page 40.

Problem tracking is a technique that helps the business analyst to manage and resolve issues identified by stakeholders with requirements. It involves creating a clear and concise record of each issue with its description, impact, priority, data, owner, status, and any other relevant information. It also involves tracking and managing the recorded issues until they are resolved. Problem tracking helps to ensure that issues are not neglected or abandoned, and that they are addressed in a timely and effective manner. Problem tracking also exposes the root causes of issues and helps to prevent recurrence of similar problems in the future. References: = PMI Professional in Business Analysis (PMI-PBA) ® Examination Content Outline, page 19.

 According to the PMI Professional in Business Analysis objectives and content, a prototype is a tool that can be used to demonstrate the features and functionality of a product or solution in an iterative manner. A prototype can help to elicit, validate, and verify requirements, as well as to obtain feedback and approval from stakeholders. A prototype can also help to reduce risks, errors, and rework, and to increase customer satisfaction and quality. A proof-of-concept model is a type of prototype that is used to test the feasibility and viability of a product or solution. A proof-of-concept model can help to show the benefits and value of the product or solution, and to identify any technical or business challenges or constraints. References:

PMI Professional in Business Analysis objectives and content: PMI-PBA Certification

PMI Professional in Business Analysis reference list: PBA Reference List

PMI Professional in Business Analysis study guide: Study.com

 The business analyst must perform a cost-benefit analysis in order to complete the business case and arrive at a solid recommendation. A cost-benefit analysis is a technique that compares the costs and benefits of different options or alternatives for solving a business problem or achieving a business opportunity. A cost-benefit analysis helps to evaluate the return on investment (ROI), the net present value (NPV), and the payback period of each option, and to select the most optimal one based on the business value and the strategic alignment. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 10; Business Analysis for Practitioners: A Practice Guide2, page 40.

The decision-making process in the business analysis plan defines how decisions will be made regarding the requirements and the business analysis approach. It specifies the roles and responsibilities of the decision makers, the criteria and methods for making decisions, and the process for resolving conflicts and disagreements. Having a clear decision-making process can help the business analyst facilitate the requirements workshop and reach an agreement among the stakeholders with different points of view and priorities. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 13.

 Plurality is the decision role that was used by the project team to decide which requirements will be included in the next release. Plurality means that the option with the most votes is selected, even if it does not have a majority (more than 50%) of the votes. Plurality is a decision role that can be used when there are more than two options and a quick decision is needed. References: PMI Guide to Business Analysis, Chapter 4, Section 4.3.2.4; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain II: Planning, Task 3.

A SWOT analysis is a technique that helps to assess the internal and external factors that may affect the success of a solution or an option. A SWOT analysis involves identifying the strengths, weaknesses, opportunities, and threats of each option, and comparing them with the business problem and the desired outcomes. A SWOT analysis can help the stakeholders to evaluate the feasibility, viability, and desirability of each option, and to select the best one based on the strategic alignment and the business value. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 10; Business Analysis for Practitioners: A Practice Guide2, page 41.

Version control is a technique that helps to manage changes to requirements and ensure that only authorized changes are made. It also helps to maintain a history of requirements changes, which records the date, reason, and impact of each change. Tracking the status of each requirement helps to monitor the progress and completion of requirements throughout the project life cycle. These practices help to ensure the integrity of requirements and avoid confusion, inconsistency, or ambiguity. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 8; Business Analysis for Practitioners: A Practice Guide (2015), page 38.

 The business analyst will need to use the product scope as an input to the business case. The product scope is the description of the features, functions, and characteristics of the product, service, or result that the project will deliver. The product scope helps to define the business problem or opportunity, the desired outcomes, and the benefits of the solution. The product scope also helps to identify the assumptions, constraints, risks, and dependencies that may affect the project feasibility and viability. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 9; Business Analysis for Practitioners: A Practice Guide2, page 36.

The business analyst is using a bottom-up estimation technique, which involves breaking down the work into smaller components and estimating the time and resources needed for each component. Then, the estimates are aggregated to obtain the total estimate for the project. Bottom-up estimation is more accurate and reliable than other techniques, but it also requires more time and effort. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 85.

 Moscow analysis is a tool or technique that the business analyst can use with the stakeholders to prioritize the requirements to determine which requirements are approved, deferred, or rejected. Moscow analysis is a method of categorizing requirements into four groups: must-have, should-have, could-have, and won’t-have. Must-have requirements are essential and non-negotiable for the project success. Should-have requirements are important but not critical for the project success. Could-have requirements are desirable but not necessary for the project success. Won’t-have requirements are out of scope or low priority for the current project. Moscow analysis can help to identify the most valuable and feasible requirements that can be delivered within the available time and budget. It can also help to manage stakeholder expectations and resolve conflicts or disagreements on the priority of the requirements. SMART goals is a tool or technique that can be used to define clear and measurable objectives for a project or a process, but it does not help to prioritize the requirements. SMART goals are specific, measurable, achievable, relevant, and time-bound. SWOT analysis is a tool or technique that can be used to assess the strengths, weaknesses, opportunities, and threats of a project or a process, but it does not help to prioritize the requirements. SWOT analysis can help to identify the internal and external factors that affect the project or process performance and quality. Timeboxing analysis is not a standard tool or technique in business analysis, but it may refer to a method of allocating a fixed amount of time for each task or activity in a project or a process, but it does not help to prioritize the requirements. Timeboxing analysis can help to manage time and resources efficiently and effectively. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 95.

 A configuration management system is a capability that will help ensure that the product conforms to approved requirements, changes can be documented, and the status of each change can be reported. A configuration management system is a system that consists of the processes, procedures, tools, and databases that are used to manage and control the configuration items of the project. A configuration item is any component of the project that has a defined and approved version, such as a requirement, a deliverable, a document, a model, a test case, etc. A configuration management system can help the business analyst and the project team to record, track, update, and maintain the configuration items throughout the project lifecycle, and to ensure their consistency, integrity, and traceability. A configuration management system can also help to handle changes, resolve issues, and measure the quality and performance of the project. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 24; Business Analysis for Practitioners: A Practice Guide2, page 133.

According to the PMI Professional in Business Analysis objectives and content, a prototype is a tool that can be used to elicit, analyze, and validate requirements. A prototype is a representation of a solution that allows stakeholders to interact with it and provide feedback. By developing a prototype, the business analyst can gather functional requirements from the end user and ensure that the new interface supports their core business processes. A prototype can also help to reduce ambiguity, resolve conflicts, and increase stakeholder satisfaction. References:

PMI Professional in Business Analysis objectives and content: PMI-PBA Certification

PMI Professional in Business Analysis reference list: PBA Reference List

PMI Professional in Business Analysis study guide: PMI.com

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.

 A matrix is a tool that can be used to record, organize, and track the requirements throughout the lifecycle of the project. A matrix can help the business analyst to identify the sources, dependencies, relationships, and attributes of the requirements, as well as to monitor their status, changes, and traceability. A matrix can also facilitate the communication, verification, and validation of the requirements with the stakeholders, and ensure their alignment with the business needs and objectives. A matrix can be updated and reviewed regularly to reflect the current state of the requirements and the solution, and to obtain the approval and acceptance from the stakeholders. A common example of a matrix is the Requirements Traceability Matrix (RTM), which is a tool that links the requirements to the project scope, objectives, deliverables, and test cases12. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline3, page 18; Business Analysis for Practitioners: A Practice Guide4, page 92.

Observation is a technique that involves watching how people perform their work in their natural environment. Observation can help the business analyst to understand the company’s current business processes, identify pain points, and discover opportunities for improvement. Observation can also help to validate or verify the information obtained from other sources, such as interviews or documents. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 9; Business Analysis for Practitioners: A Practice Guide (2015), page 61.

 Team peer review is a technique that is used to identify ambiguous or unverifiable requirements. Team peer review is a technique that involves having a group of peers or experts examine and evaluate the requirements for quality, completeness, correctness, clarity, consistency, and testability. Team peer review can help to identify any ambiguous or unverifiable requirements that may cause confusion, misunderstanding, or errors in the project. Team peer review can also provide feedback and suggestions for improvement or resolution of any issues or defects in the requirements. Fishbone analysis is not a technique that is used to identify ambiguous or unverifiable requirements. Fishbone analysis is a technique that is used to identify the root causes of a problem or an effect by analyzing its contributing factors and their relationships. Fishbone analysis can help to understand why a problem exists or why an effect occurs, but it does not directly examine or evaluate the quality of the requirements. Resource checklist is not a technique that is used to identify ambiguous or unverifiable requirements. Resource checklist is a tool that is used to identify and document the resources needed to perform business analysis activities, such as people, tools, facilities, equipment, etc. Resource checklist can help to plan and manage the resources required for business analysis work, but it does not assess or verify the quality of the requirements. Traceability matrix is not a technique that is used to identify ambiguous or unverifiable requirements. Traceability matrix is a tool that is used to track and document the relationships and dependencies among requirements and other project elements, such as design, test cases, risks, issues, etc. Traceability matrix can help to monitor and control changes to requirements and ensure alignment with project objectives and stakeholder needs, but it does not measure or validate the quality of the requirements. References: Business Analysis for Practitioners: A Practice Guide 1, page 162-163; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 19-20.

Requirements status during the project development cycle is the information that should be reported to the stakeholder who wants to know how the implementation of new features in the development of a product is progressing. The requirements status shows how many requirements are in each stage of the development cycle, such as analysis, design, development, testing, or deployment. This information can help the stakeholder understand the progress and quality of the product development and identify any issues or risks that may affect the delivery of the new features. Distribution of project changes is not relevant to the implementation of new features, as it shows how many changes have been requested, approved, or rejected for the project scope, schedule, cost, or quality. Number of requirements approved vs. number of requirements rejected is not relevant to the implementation of new features, as it shows how many requirements have been accepted or discarded by the stakeholders during the requirements analysis phase. Number of requirements tested and approved is not sufficient to report the implementation of new features, as it only shows how many requirements have passed the verification and validation process, but not how many are still in development or deployment stages. References: Business Analysis for Practitioners: A Practice Guide, page 161-162; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 19.

 A user survey is a technique that can be used to determine how well the solution meets the business case. A user survey is a method of collecting feedback from the end users of the solution about their satisfaction, preferences, expectations, needs, problems, or suggestions. A user survey can help to measure the performance, quality, usability, and value of the solution and compare it with the expected benefits and outcomes defined in the business case. A user survey can also help to identify areas for improvement or enhancement of the solution. Asking the sponsor for feedback is not sufficient to determine how well the solution meets the business case, as it does not capture the perspective of the end users who are directly affected by the solution. Surveying the project is not relevant to this scenario, as it does not focus on the solution but rather on the project management processes and practices. Comparing the results of day-in-the-life (DITL) testing and integration testing is not effective, as it does not reflect the actual usage and experience of the solution by the end users after deployment. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 14; Business Analysis for Practitioners: A Practice Guide2, page 80.

Time-boxing is a prioritization technique that involves allocating a fixed amount of time or resources to each requirement or backlog item. Time-boxing can help the business analyst to review the amount of work the team is capable of delivering based on the approved project schedule by setting deadlines and constraints for each requirement or backlog item. Time-boxing can also help to focus on the most valuable and feasible requirements or backlog items and avoid scope creep or gold plating. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 11; Business Analysis for Practitioners: A Practice Guide (2015), page 66.

A requirements traceability tool is a tool that provides combined functionality for business analysis and quality assurance activities. It helps to document and track the relationships and dependencies among the requirements, the sources of the requirements, and the project deliverables. It also helps to monitor the status, changes, and verification of the requirements throughout the project life cycle. A requirements traceability tool can also support the analysis, validation, and testing of the requirements, as well as the evaluation of the solution quality and performance12.

A functional specification tool is a tool that helps to define and document the functional requirements of a system or a solution. It describes the features, functions, behaviors, and inputs and outputs of the system or the solution. It also specifies the acceptance criteria and the expected results of the system or the solution. A functional specification tool is mainly used for business analysis activities, but not for quality assurance activities13.

A system use case modeling tool is a tool that helps to illustrate and communicate the interactions and scenarios between the users and the system or the solution. It uses diagrams, symbols, and text to represent the actors, use cases, relationships, and flows of events of the system or the solution. It also defines the preconditions, postconditions, and exceptions of each use case. A system use case modeling tool is mainly used for business analysis activities, but not for quality assurance activities14.

A solution quality assurance tool is a tool that helps to measure and evaluate the quality of the system or the solution. It uses various methods and techniques, such as testing, inspection, review, audit, and feedback, to check the quality of the system or the solution against the quality standards and criteria. It also identifies and reports any quality issues, defects, or errors of the system or the solution. A solution quality assurance tool is mainly used for quality assurance activities, but not for business analysis activities1 .

References: 1 PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 9-11; 2 Business Analysis for Practitioners: A Practice Guide, page 121; 3 Business Analysis for Practitioners: A Practice Guide, page 133; 4 Business Analysis for Practitioners: A Practice Guide, page 135; Business Analysis for Practitioners: A Practice Guide, page 125

The person identified in the RACI matrix as accountable for deployment approval is the one who should be contacted by the business analyst to review the testing results and get approval to proceed with deployment. The RACI matrix defines who is Responsible, Accountable, Consulted, and Informed for each task or deliverable in a project or a process. The accountable person has the authority and accountability to approve or reject the work. The tester identified in the testing strategy is not necessarily the one who can approve deployment, as they may only be responsible for conducting testing. The project manager identified in the project charter may not have the authority to approve deployment, as they may only be responsible for managing the project. The project sponsor identified in the scope document may not be involved in deployment approval, as they may only be informed of the project progress and outcomes.

The business need is the reason why the project is initiated and the problem or opportunity that the project aims to address. The business need defines the key business drivers and the desired outcomes of the project. By asking what the business need is, the business analyst can understand the value proposition of the project and prioritize the requirements that align with the business objectives and deliver the most benefits to the stakeholders. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 9; Business Analysis for Practitioners: A Practice Guide2, page 23.

The business case is a document that provides the justification for initiating a project or program. It describes the business problem or opportunity, the benefits and costs of the proposed solution, and the risks and assumptions involved. The business case also includes the intangible costs and benefits associated with the change, such as the disruption and short-term loss of productivity that the client anticipates. The business analyst can use the business case to communicate the value proposition of the project or program to the stakeholders and decision makers. References: PMI Guide to Business Analysis, Chapter 3, Section 3.2.1; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain II: Planning, Task 4.

The requirements approval process is documented as a measure of effective decision making that allows the business analyst to finalize the process for requirement approval. The requirements approval process defines the roles, responsibilities, criteria, methods, and tools for approving the requirements and ensuring that they meet the stakeholder needs and expectations. The requirements approval process should be agreed upon by the stakeholders and the business analyst before the requirements are elicited, analyzed, and validated. The requirements verification process is not a measure of effective decision making, but a technique for ensuring that the requirements are complete, correct, consistent, and clear. The requirements elicitation process is not a measure of effective decision making, but a set of activities for discovering, gathering, and understanding the stakeholder needs and expectations. The requirements validation process is not a measure of effective decision making, but a technique for confirming that the requirements align with the business objectives and deliver value to the stakeholders. References: Business Analysis for Practitioners: A Practice Guide, page 113-114 1; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 17 2.

 Using a table to map business rules to functional requirements ensures that all tax and fee calculations are implemented correctly. It helps in verifying that the system reflects current regulations and avoids calculation errors. References: PMI-PBA® Examination Content Outline, Business Analysis for Practitioners: A Practice Guide.

 A strategies and goals analysis is a technique that helps to ensure that the projects are aligned with the organization’s vision, mission, values, and strategic objectives. A strategies and goals analysis helps to identify the business problems or opportunities that the projects are intended to address, and to evaluate the expected benefits and outcomes of the projects. A strategies and goals analysis also helps to prioritize and select the projects that have the highest potential to improve the company’s performance and profitability. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 10; Business Analysis for Practitioners: A Practice Guide2, page 40.

Customer metrics on the existing system are an input into solution evaluation and decision making in this context, as they provide a baseline for measuring the performance and value of the new solution. The business analyst can use these metrics to compare the existing system with the new solution and assess how well the new solution meets the customer needs and expectations. A cost-benefit analysis of the existing system is not an input into solution evaluation and decision making, as it does not reflect the customer perspective or satisfaction with the system. Technical readiness of the development team is not an input into solution evaluation and decision making, as it does not relate to the quality or effectiveness of the new solution. A new solution design specification is not an input into solution evaluation and decision making, as it describes how the new solution will be built, not how it will perform or deliver value. References: Business Analysis for Practitioners: A Practice Guide, page 176-177; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 20.

Interface analysis is a technique to describe how different components or systems interact with each other and exchange information. Interface analysis can help to identify the inputs, outputs, and dependencies of each system, and to ensure that they are compatible and consistent with each other. Interface analysis can also help to detect potential integration issues, gaps, and conflicts among the systems. An organization that is in the process of replacing its current system should conduct interface analysis to facilitate a successful migration, as it would help to ensure that all current connections to other systems remain functional after the upgrade. The other options are not correct. Document analysis is a technique to review existing documents or records to elicit information or requirements. User interface analysis is a technique to design and evaluate how users interact with a system or product. Systems analysis is a technique to understand and model the structure, behavior, and functions of a system or process.

Before beginning requirements elicitation, the business analyst should document how the relevant systems interact. This is an important activity that helps to understand the current state of the systems, their interfaces, dependencies, and data flows. It also helps to identify the gaps, issues, and opportunities for improvement in the systems. Documenting how the systems interact can be done using various techniques, such as system context diagrams, data flow diagrams, or interface analysis12.

Preparing the requirements traceability matrix, defining how the solution will be evaluated, and drafting a high-level data model are not activities that should be initiated before beginning requirements elicitation. These activities are part of the analysis, validation, and management of the requirements, and they should be done after the requirements have been elicited12.

References: 1 PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 10-11; 2 Business Analysis for Practitioners: A Practice Guide, page 131-132

A requirements traceability matrix (RTM) is a tool that helps to map and track the user requirements with the test cases, and to ensure that the requirements are met by the solution. A RTM can also include other attributes or characteristics of the requirements, such as priority, risk, complexity, source, owner, etc. One of these attributes can be the system and architectural stability, which reflects the degree of reliability, robustness, and resilience of the system and its architecture. By including this attribute in the RTM, the business analyst can ensure that the requirement meets the acceptance criteria for system and architectural stability, and that the test cases can verify and validate this attribute. A RTM can also help to identify any gaps, inconsistencies, or conflicts between the requirements and the test cases, and to manage any changes or issues that may arise during the development process. References: = 1, 2

 Interviewing is a technique to elicit information, opinions, or feedback from stakeholders by asking them questions and listening to their responses. Interviewing can be used to clarify or validate requirements, resolve conflicts or misunderstandings, build rapport and trust, and explore complex or sensitive issues. A good time to consider using the interviewing method is when there are communication challenges among stakeholders, such as different perspectives, expectations, or interests. Interviewing can help to overcome these challenges by providing a direct and personal communication channel, allowing the interviewer to tailor the questions and responses to each stakeholder, and facilitating a deeper understanding of the stakeholder’s needs and concerns. The other options are not good times to consider using the interviewing method. Attempting to obtain sign-off on requirements from stakeholders is not an elicitation activity, but a validation activity that requires formal documentation and approval. There is not enough time to gather requirements from many different sources is a constraint that limits the use of interviewing, as it is a time-consuming and resource-intensive technique that can only involve a few stakeholders at a time. Assembling a requirements traceability matrix is not an elicitation activity, but an analysis activity that involves linking the requirements to their sources and deliverables using a tool or document. References: PMI-PBA® Examination Content Outline, page 10; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 50.

 Observation is a technique that involves watching how people perform their tasks and activities in their natural work environment. Observation can be used to gain an objective, first-hand insight into tasks and activities that are difficult to describe, as it allows the business analyst to see the actual behavior, interactions, processes, and problems of the users or customers. Observation can also help to identify the implicit, hidden, or unspoken needs and expectations of the users or customers, as well as to validate the information obtained from other elicitation techniques. Observation can be done in two ways: passive or active. Passive observation means that the business analyst does not interfere or participate in the tasks and activities, but only records and analyzes what is observed. Active observation means that the business analyst interacts with the users or customers, asks questions, and provides feedback during the observation. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 17; Business Analysis for Practitioners: A Practice Guide2, page 89.

An entity relationship diagram (ERD) is a type of requirements document that would be most valuable to a database administrator. An ERD is a graphical representation of data entities and their relationships in a database. An ERD shows how data is organized, stored, accessed, and manipulated in a database. An ERD can help to design, document, and communicate a database schema. A data flow diagram (DFD) is a graphical representation of how data flows through a system or a process. A DFD shows where data comes from, where it goes, how it is transformed, and what it is used for. A DFD can help to analyze, design, or improve a system or a process. A business process diagram (BPD) is a graphical representation of how activities are performed by actors in a business process. A BPD shows who does what, when, where, why, and how in a business process. A BPD can help to model, document, or optimize a business process. An object diagram is a graphical representation of objects and their relationships in an object-oriented system. An object diagram shows how objects interact with each other through messages or operations. An object diagram can help to illustrate or test an object-oriented design. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 95.

Requirements are statements of the needs, expectations, or conditions that must be met by a solution. Requirements should be clear, complete, consistent, and testable, so that they can be understood, verified, and validated by the stakeholders. If the requirements are not ready for peer review, it means that they have not met these quality criteria, and that they need to be refined or revised. One possible cause of this situation is that the requirements do not provide all of the information needed to define the work, such as the scope, objectives, deliverables, assumptions, constraints, risks, dependencies, etc. This would make it difficult for the peer reviewers to evaluate the feasibility, accuracy, and alignment of the requirements with the business needs and goals. The other options are not likely to cause this problem. Some requirements having not yet been discussed in a work group session is not a reason to delay the peer review, as long as the requirements have been elicited from the relevant sources and documented properly. The requirements’ reference codes not tracing to the attribute numbers in the work breakdown structure is a minor issue that can be easily fixed by updating the reference codes or the work breakdown structure. The requirements documents having not yet received sign-off from the sponsor is not a prerequisite for peer review, as sign-off is usually obtained after the peer review and validation process. References: PMI-PBA® Examination Content Outline, page 13; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 39.

Communication is an essential part of requirements management, as it ensures that the requirements are clear, consistent, and agreed upon by all the project stakeholders. Stakeholders are the individuals or groups who have an interest or influence in the project, and who can provide input, feedback, and approval for the requirements. Communication also helps to avoid surprises, misunderstandings, and conflicts among the stakeholders, and to manage their expectations and satisfaction. Communication should be timely, accurate, relevant, and transparent, and should follow the communication plan and strategy defined in the requirements management plan12.

One of the aspects of communication is the status of the requirements, which indicates the progress and completion of the requirements throughout the project life cycle. The status of the requirements can be tracked and documented using a traceability matrix, which is a tool that links the requirements to their sources and traces them throughout the project. The status of the requirements can also be monitored and controlled using a change control process, which is a process that evaluates, approves, and implements any changes to the requirements. The status of the requirements can have different values, such as proposed, approved, implemented, verified, deferred, deleted, or rejected12.

When the status of a requirement changes, it should be communicated to all the project stakeholders, not just the source of the requirement or the project team. This is because the change in the status of a requirement may have an impact on the scope, schedule, cost, quality, or risk of the project, and may affect the interests or expectations of the stakeholders. Communicating the status of the requirements to all the project stakeholders helps to keep them informed and engaged, and to obtain their feedback and approval. It also helps to prevent surprises, such as the one experienced by the major stakeholder in the question, who was unaware that a particular requirement was deferred12.

Therefore, the best option is C. The status should have been communicated to all project stakeholders. Option A is not the best option, because the status should have been communicated to more than just the requirement’s source. Option B is not the best option, because the status should have been communicated earlier than prior to project launch. Option D is not the best option, because updating the status in the traceability matrix is not enough, as the stakeholders may not have access to or awareness of the matrix. References: 1 PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 9-11; 2 Requirements Management 101 | Smartsheet 2

Interface analysis is a technique that involves identifying and describing how a system or product interacts with other systems, products, or users. Interface analysis can help the business analyst to analyze the complex, in-house processes that are being converted into the new system by defining the inputs, outputs, functions, features, behaviors, and performance of each interface. Interface analysis can also help to ensure compatibility, interoperability, usability, and security of each interface. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 12; Business Analysis for Practitioners: A Practice Guide (2015), page 69.

A modeling tool integrated into a version control feature that ensures that team knowledge is captured is a tool that should be used to improve the communication of product needs with the stakeholders and to improve their understanding. A modeling tool is a tool that allows the business analyst to create visual representations of the product needs, such as diagrams, charts, graphs, or mockups. These models can help the stakeholders to comprehend and verify the requirements more easily than textual descriptions. A version control feature is a tool that allows the business analyst to track and manage changes to the models and ensure that they are consistent and accurate. A version control feature also enables collaboration and knowledge sharing among the team members and stakeholders. A requirements management tool that documents requirements and their properties and relationships is not a tool that should be used to improve the communication of product needs with the stakeholders and to improve their understanding, as it does not provide visual or graphical representations of the product needs. A document management system and a relationship matrix that groups all related documents is not a tool that should be used to improve the communication of product needs with the stakeholders and to improve their understanding, as it does not create or display models of the product needs. A workflow management tool that documents the flow of information is not a tool that should be used to improve the communication of product needs with the stakeholders and to improve their understanding, as it only focuses on one aspect of the product needs and does not capture other dimensions such as functionality, quality, or value. References: Business Analysis for Practitioners: A Practice Guide 1, page 77-78; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 16.

 A feasibility study is a technique that involves evaluating the viability and suitability of a proposed project or solution. A feasibility study can help the business analyst to define the scope of this project by assessing the technical, economic, legal, operational, and schedule aspects of designing and building three bridges within a limited time frame. A feasibility study can also help to identify the risks, benefits, costs, and assumptions associated with each bridge project. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 10; Business Analysis for Practitioners: A Practice Guide (2015), page 52.

 According to the PMI Guide to Business Analysis, a use case is a technique that describes how an actor interacts with a system or a process to achieve a specific goal. A use case can help to prevent problems from occurring in the implementation of a new application, as it can capture the functional requirements and the expected behavior of the system or the process, as well as the exceptions and alternative flows. A use case can also help to design and execute test cases that cover all the possible scenarios and outcomes. In this case, a use case could have prevented the problem of a worker using a field that was not supposed to be used, as it could have specified the valid inputs and outputs for the report, and the actions and responses of the system or the process. Prototyping, diagrams, and document analysis are other techniques that can help to analyze and communicate requirements, but they do not necessarily prevent problems from occurring in the implementation of a new application, as they do not describe the interactions and outcomes of the system or the process in detail. References: PMI Guide to Business Analysis, page 165-166.

When a change request is received, the business analyst is responsible for analyzing the impact on business and underlying systems. The business analyst should assess how the change request will affect the business needs, objectives, and value, as well as the existing or planned systems, processes, and functions. The business analyst should also evaluate the feasibility, priority, and urgency of the change request, and provide recommendations and alternatives to the stakeholders. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 23; Business Analysis for Practitioners: A Practice Guide2, page 132.

Root cause analysis is a technique that involves identifying and analyzing the underlying causes of a problem or an issue. Root cause analysis can help the business analyst to determine how the selection criteria requirement was missed, and to prevent similar errors from occurring in the future. Root cause analysis can be done using various tools, such as fishbone diagram and the Five Whys. A fishbone diagram is a graphical tool that organizes the possible causes of a problem into categories, such as people, process, technology, environment, etc. A fishbone diagram can help the business analyst to visualize the relationships between the causes and the effects, and to identify the most likely root causes. The Five Whys is a questioning technique that involves asking “why” repeatedly until the root cause of a problem is revealed. The Five Whys can help the business analyst to drill down into the details of the problem, and to uncover the underlying factors and assumptions that led to the missed requirement. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 21; Business Analysis for Practitioners: A Practice Guide2, page 101.

According to the PMI Professional in Business Analysis objectives and content, scope creep is the uncontrolled or unauthorized expansion of the project scope due to the addition or modification of requirements without proper approval or justification. Scope creep can negatively affect the project’s quality, schedule, cost, and stakeholder satisfaction. To avoid scope creep, the business analyst should define a requirements baseline, which is a set of agreed-upon and approved requirements that serves as a reference for further development and testing activities. The business analyst should also implement a change control process, which is a formal and systematic procedure for managing and documenting any changes to the requirements or scope. The change control process should include steps such as identifying, analyzing, evaluating, approving, communicating, and implementing the changes, as well as updating the requirements baseline and traceability matrix accordingly. References:

PMI Professional in Business Analysis objectives and content: PMI-PBA Certification

PMI Professional in Business Analysis reference list: PBA Reference List

PMI Professional in Business Analysis study guide: Study.com

 Asking stakeholders to vote on the requirements is a technique that the business analyst can employ to rectify the issue of not having enough resources to deliver all the requirements. Voting is a method of prioritizing requirements by asking stakeholders to rank or rate them according to their importance, urgency, value, or risk. Voting can help to identify the most critical or essential requirements that should be delivered first or within the available resources. Voting can also help to resolve conflicts or disagreements among stakeholders and reach a consensus on the priority of the requirements. Holding a brainstorming workshop to build the rationale for the requirements is not an effective technique to rectify the issue, as it does not address the resource constraint or the priority of the requirements. Brainstorming is a method of generating ideas or solutions by encouraging free and creative thinking from participants. Brainstorming can help to elicit or analyze requirements, but not prioritize them. Performing traceability to find out where the requirements originated is not a useful technique to rectify the issue, as it does not indicate the importance or value of the requirements. Traceability is a process of tracking the relationship between requirements and other project artifacts, such as design, test cases, or deliverables. Traceability can help to ensure completeness, consistency, and quality of the requirements, but not prioritize them. Surveying stakeholders on their likes and dislikes about the requirements is not a viable technique to rectify the issue, as it does not provide a clear or objective way of prioritizing the requirements. Surveying is a method of collecting feedback from stakeholders by asking them questions about their satisfaction, preferences, expectations, needs, problems, or suggestions. Surveying can help to validate or evaluate the requirements, but not prioritize them. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 95.

Competitive analysis is a technique to compare the strengths and weaknesses of similar products or services offered by competitors in the same market. Competitive analysis can help to identify opportunities, threats, and gaps in the market, and to develop strategies to increase sales and customer satisfaction. Competitive analysis can be used to identify solutions for the startup company that sells organic vegetable and fruit smoothies by comparing their best-selling juice with similar products offered by competitors. The other techniques are not suitable for this purpose. Benchmarking is a technique to compare the performance of a product, service, or process with a standard or best practice. Trend analysis is a technique to analyze historical data or patterns to forecast future outcomes or behaviors. Focus group is a technique to elicit opinions, preferences, or feedback from a representative group of customers or users. References: PMI-PBA® Examination Content Outline, page 11; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 51.

 The change control process is a set of procedures and tools that are used to manage changes to the requirements and the solution throughout the project life cycle. The change control process is defined in the business analysis plan, which is a document that describes how the business analysis activities will be performed, monitored, and controlled. The business analysis plan also specifies the roles and responsibilities of the business analyst and other stakeholders involved in the change control process. The business analyst should follow the change control process as defined in the business analysis plan to ensure that any changes to the requirements are properly documented, analyzed, approved, communicated, and implemented. By following the change control process, the business analyst can avoid scope creep, maintain the quality and integrity of the requirements, and align the solution with the business needs and objectives. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 24; Business Analysis for Practitioners: A Practice Guide2, page 133.

According to the PMI Guide to Business Analysis, the requirements baseline is a version of the requirements that has been formally reviewed and agreed upon by the stakeholders, and that serves as a basis for further development and validation activities. The requirements baseline is ready for sign-off when the requirements are clear, consistent, complete, and validated. These are the four characteristics of good requirements that ensure that they are understandable, unambiguous, accurate, and feasible. Complete means that the requirements cover all the necessary aspects of the business problem or opportunity, and that they do not have any gaps or omissions. Clear means that the requirements are expressed in simple and precise language, and that they avoid any jargon or ambiguity. Consistent means that the requirements do not have any conflicts or contradictions with each other or with the business objectives. Validated means that the requirements have been checked and confirmed by the stakeholders, and that they meet their needs and expectations. References: PMI Guide to Business Analysis, page 183-184.

 A customer metrics tool is a tool that measures the satisfaction, loyalty, retention, and advocacy of customers. It helps to evaluate the performance and quality of the products or services offered by a company, as well as the effectiveness of the customer service and support. A customer metrics tool can also provide insights into the needs, preferences, expectations, and feedback of customers, which can help to improve the customer experience and increase customer retention and referrals. Some examples of customer metrics tools are12:

Customer Satisfaction Score (CSAT): This tool measures how satisfied customers are with a specific product, service, or interaction. It typically uses a scale of 1 to 5 or 1 to 10, where higher scores indicate higher satisfaction. CSAT can be used to assess the overall satisfaction of customers, or to focus on specific aspects, such as ease of use, quality, or speed.

Customer Effort Score (CES): This tool measures how easy or difficult it is for customers to complete a task, such as placing an order, resolving an issue, or finding information. It usually uses a scale of 1 to 7, where lower scores indicate lower effort. CES can be used to identify and eliminate the pain points and friction that customers encounter, and to enhance the customer experience and loyalty.

Net Promoter Score (NPS): This tool measures how likely customers are to recommend a product, service, or company to others. It uses a scale of 0 to 10, where customers are classified as detractors (0-6), passives (7-8), or promoters (9-10). NPS can be used to gauge the loyalty and advocacy of customers, and to calculate the growth potential and profitability of a company.

Churn Rate: This tool measures the percentage of customers who stop using a product or service within a given period of time. It can be calculated by dividing the number of customers who left by the total number of customers at the beginning of the period. Churn rate can be used to monitor the retention and attrition of customers, and to identify the reasons and factors that cause customers to leave.

Customer Lifetime Value (CLV): This tool measures the total revenue or profit that a customer generates for a company over their entire relationship. It can be calculated by multiplying the average purchase value by the average purchase frequency, and then multiplying the result by the average customer lifespan. CLV can be used to estimate the value and profitability of each customer, and to allocate resources and strategies accordingly.

A focus group is not a metrics tool, but rather a research method that involves a small group of customers who share their opinions and experiences about a product, service, or topic. A focus group can provide qualitative data and insights, but not quantitative measurements. A business completion metrics tool is a tool that measures the percentage of customers who complete a desired action, such as signing up, purchasing, or renewing. It can be used to evaluate the conversion and retention rates of customers, and to optimize the customer journey and funnel. A sales and marketing metrics tool is a tool that measures the performance and effectiveness of the sales and marketing activities and campaigns of a company. It can be used to track and analyze the sales and marketing goals, strategies, and outcomes, and to improve the sales and marketing efficiency and ROI. References: 1 The Top 5 Customer Satisfaction Metrics You Need to Track; 2 Customer Satisfaction Metrics: 7 Best Metrics to Measure

Decomposition model is a technique that involves breaking down a complex entity into smaller and more manageable components. Decomposition model can help the business analyst to estimate the effort associated with project requirements by providing a hierarchical structure of the requirements, showing the dependencies and relationships among them, and allowing for more accurate and detailed estimation at lower levels. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 13; Business Analysis for Practitioners: A Practice Guide (2015), page 71.

A decision tree is a tool that can be used to analyze how the system responds to various combinations of input conditions with the probability of each outcome. A decision tree is a graphical representation of a decision problem that shows the possible choices and their consequences. A decision tree can help to evaluate the expected value of each alternative and choose the optimal one. Functional decomposition is a tool that can be used to break down a complex system or process into smaller and simpler components. Expected monetary value is a tool that can be used to calculate the average outcome of a decision under uncertainty by multiplying the value of each outcome by its probability and summing them up. Weighted criteria is a tool that can be used to prioritize requirements or alternatives based on their importance and performance scores. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 95.