PMI-PBA Mock Exam Lite - 16

Question 1

You are currently helping a junior business analyst plan her business analysis activities on a website development project. You want to ensure that the business analyst considers a number of factors while planning for elicitation. Which of the following are key factors that must be considered when planning for elicitation?

Answer 1

Project lifecycle, type of project, time constraints, budget, number and location of stakeholders, and types and level of detail required in business analysis deliverables.

There are a number of factors to consider when planning for elicitation: stakeholder group characteristics and dynamics, project lifecycle, characteristics of the technique, type of project, time constraints, budget, number of key stakeholders involved and their location, types of requirement deliverables being produced, level of detail required in business analysis deliverables, techniques that are familiar to the business analyst. [Business Analysis for Practitioners: A Practice Guide, page 53; The PMI Guide to Business Analysis, page 127]

Question 2

You are the lead business analyst on a development of a Curriculum Management System for a university. You want a diagram to show all in-scope systems and all the inputs and outputs, including the systems or actors providing or receiving them. Which of the following diagrams should you develop?

Answer 2

Context diagram

A context diagram is a scope model that shows all the direct system and human interfaces to systems within a solution. A context diagram clearly depicts the in-scope systems and any inputs or output, including the system or actors providing or receiving them. [The PMI Guide to Business Analysis, page 186]

Question 3

Shawn is in the execution phase of his project. He is getting unexpected requests from his stakeholders about the project’s progress. Shawn can use all the following to respond to their requests except:

Answer 3

Business case

Since Shawn is in the execution phase and stakeholders are requesting project information, he must respond through the Manage Communications process. The communications management plan, organizational process assets and work performance reports are inputs to this process. Shawn can use any of these documents to respond to their requests. The project’s business case is not of much help at this stage. [PMBOK® Guide 6th edition, Page 379]

Question 4

A product team has started its first project iteration with the selected user stories for the iteration. During the sprint, a senior stakeholder requested a change to a user story included in the sprint. How should the product team address this change request?

Answer 4

Escalate the matter to the product owner.

In adaptive projects, the product owner decides to abnormally terminate the user story or add new ones in collaboration with the product team. The product team cannot decide this on their own. [The PMI Guide to Business Analysis, page 264]

Question 5

You have been hired as a business analyst to analyze business processes of five different institutions that have recently merged. Your goal is to review and consolidate all critical processes. As the first step, you need to identify what are the critical processes and collect these processes from the individual institutions for further analysis. You are reviewing each institution’s intranet site to collect any published information on business processes. This review is an example of:

Answer 5

Document Analysis

Document analysis is an elicitation technique used to analyze existing documentation to identify information relevant to the requirements. While identifying problems or opportunities, this technique involves reviewing information relevant to the business need. For example, strategic goals and objectives, performance goals and results, customer survey results, documentation about current processes, and business rules might be analyzed. [The PMI Guide to Business Analysis, page 61]

Question 6

You are analyzing the product reporting requirements. You have identified the initial list of all reports that are required to be produced by the system and worked with the user experience analyst to develop low fidelity prototypes for all these reports. Once the report prototypes were approved by the stakeholders, you developed a detailed report table for each identified report. What should you do next?

Answer 6

Pass the prototypes and the detailed reports to the development team.

A report table is an interface model that describes detailed requirements for a single report. Report tables are usually created any time after an initial list of reports for a solution has been identified and prioritized. Report tables typically contain technical information that generally is not suitable for the consumption of the stakeholders. Since the stakeholders have already approved the prototypes, you can send the prototypes and the reports to the development team for development. [The PMI Guide to Business Analysis, page 201]

Question 7

A product team has completed the development of the first set of wireframes of the product. You now want to develop a model that connects the user interface element requirements to the wireframes. Which of the following models should you develop to meet this requirement?

Answer 7

Display-action-response model

A display-action-response model is used in conjunction with a prototype or wireframe to connect the user interface element requirements to a visual representation. [The PMI Guide to Business Analysis, page 199]

Question 8

The lead business analyst on the project has asked the junior analysts to compile all elicited information and develop relevant models to find patterns and to explore the problem space further. Which of the following gives the complete list of solution models that can be developed from elicited information?

Answer 8

Scope models, process models, rule models, data models, and interface models

The models are organized into five categories: Scope models, process models, rule models, data models, and interface models. [The PMI Guide to Business Analysis, page 184]

Question 9

You have been invited by your colleague to attend one of the project standup meetings. You notice that the team has got a big chart on a wall, divided into sections such as “Ready”, “In Development”, “Being Tested”, and “Completed”. What tool are they using?

Answer 9

Kanban board

This is an example of Kanban board. A Kanban board provides a means to visualize the flow of work, make impediments easily visible, and allow flow to be managed by adjusting the work in process limits. [The PMI Guide to Business Analysis, page 233]

Question 10

You are reviewing the business analysis and product development practices of an organization. You have noticed that the product teams are not spending sufficient time in refining the product backlogs. Which of the following describes the characteristics that a product backlog needs to demonstrate to be considered well-refined?

Answer 10

DEEP

DEEP Describes the characteristics that a product backlog needs to demonstrate to be considered well-defined. DEEP Is an acronym that stands for detailed appropriately, estimated, emergent, and prioritized. [The PMI Guide to Business Analysis, page 394]

Question 11

You are drafting a procurement requisition use case. The organization has a standard requisition process for items that exist on the organizational product catalog. However, if the request is regarding a non-catalog item, a secondary approval workflow is required to be appended to the primary approval workflow. Which section of the use case will you use to document the secondary approval workflow?

Answer 11

Alternative flow

Each use case contains a normal flow, which is the most common scenario of interactions between the system and user, as well as alternative and exception flows, where the scenario diverges from the normal flow. In this scenario, the secondary approval workflow needs to be documented as the alternative flow of the use case. [The PMI Guide to Business Analysis, page 214]

Question 12

A project team is currently analyzing its current iteration progress and reviewing the following chart. What is this chart called?

Answer 12

Burndown Chart

This is an example of a Burndown Chart. A burndown chart is a graphical representation of work left to do versus time. The outstanding work is shown on the vertical axis and time along the horizontal. It is useful for predicting when all of the work will be completed. [PMBOK® Guide, 6th edition, Page 226]

Question 13

Your organization has recently merged with another company. The newly formed organization has appointed an auditor to audit all capital projects and assess if these are still aligned with the new organizational strategy. The auditor wants to see your product’s roadmap. How should you develop this roadmap?

Answer 13

Graphically display all high-level product features along with the sequence in which the features will be built and delivered.

In business analysis, product roadmaps provide important information about a product, providing insights about the product vision and how the product will support organizational strategy, business goals and objectives over time. To develop this you need to graphically display all high-level product features along with the sequence in which the features will be built and delivered. [The PMI Guide to Business Analysis, page 95]

Question 14

Peter is leading a knowledge work project. Since the scope of work was not clear at the start of the project and the project requirements were expected to change throughout the project execution, Peter chose to apply predictive management approaches to the project. During the first month into project execution, most of the completed tasks took more than twice the amount of time that was allotted for them. Where did Peter go wrong?

Answer 14

Peter should have used adaptive project management approaches.

Adaptive and Agile methods are more suited to projects with a huge amount of uncertainties. As the project scope wasn’t defined at the start and the requirements were expected to change throughout the project lifecycle, this is the kind of project that benefits the most from adaptive approaches. [PMBOK® Guide 6th edition, page 665]

Question 15

The CEO of your organization has asked you to explore ways to digitize business reporting processes so that the business can benefit from real-time reporting. You are currently conducting a feasibility study to determine if this capability should be built in-house or if this should be outsourced. Which business analysis process do you need to perform to complete this task?

Answer 15

Determine Viable Options and Provide Recommendation

Feasibility studies are typically conducted as a part of the Determine Viable Options and Provide Recommendation process. Feasibility study results are the output of this process. [The PMI Guide to Business Analysis, page 85]

Question 16

A product development team is trying Agile development methods to deliver a new technological solution your organization has requested. The Agile coach, who is helping the team on this project, has recommend using the Feature Injection technique during sprint planning sessions. What should be the main objective of this approach?

Answer 16

Features with maximum business value are selected for development.

The “inject features” step in the Feature Injection technique involves selecting the features with maximum business value and presenting these in the form of scenarios. [The PMI Guide to Business Analysis, page 89]

Question 17

Your project’s business case has been approved and you are ready to start conducting your elicitation events. Which of the following processes need to be performed each time prior to conducting an elicitation event?

Answer 17

Prepare for Elicitation

Confirm Elicitation Results will be preformed after the event. Before each elicitation event, you need to carry out the Prepare for Elicitation process. Note that Identify Problem or Opportunity and Assemble Business Case processes are performed early during the project and are not repeated prior to each elicitation event. [The PMI Guide to Business Analysis, page 160]

Question 18

Your team has recently released a product which has not been well received by the customer. During the Evaluate Acceptance Results and Address Defects process, you found a number of issues regarding the product’s compliance to the specified acceptance criteria. Which of the following techniques will now help you determine the cause and degree of difference between the baseline and actual performance?

Answer 18

Variance analysis

Variance analysis is a technique for determining the cause and degree of difference between the baseline and actual performance. In the given scenario, variance analysis must be applied to study the causes of the differences between the baseline and actual performance. [The PMI Guide to Business Analysis, page 293]

Question 19

The chief financial officer of your organization has recently asked your team to initiate a new project to deliver a new cost control system for the organization. The team is now brainstorming over the requirements to deliver this project. The team believes that they need to carry out extensive system security and penetration testing and additional resources will be required to perform this task. This requirement is part of:

Answer 19

Project Scope

This requirement is part of the project scope. The project scope defines the work that needs to be done to deliver a product, service, or result. This is different than product scope, which is the set of features and functions that characterize the required solution/product. [The PMI Guide to Business Analysis, page 17]

Question 20

For complex and high value projects, activities of business analysis get started well before the project is initiated. Typically in such cases, the requirements management process starts with:

Answer 20

Needs Assessment

For complex and high value projects, activities of business analysis get started well before the project is initiated. Typically in such cases, the requirements management process starts with a business need analysis. The rest of the choices are the processes that are performed once the project has been initiated. [PMBOK® Guide 6th edition, Page 132]

Question 21

Peter is leading the business analysis activities on one of your organization’s strategic projects. He was in the second month of his business analysis activities when the project sponsor complained about and challenged his business analysis approach. You have been asked to intervene and resolve this conflict. What would you do first?

Answer 21

Investigate if a business analysis plan exists.

The business analysis approach is simply the method a business analyst uses when managing and performing the business analysis activities on a project. The business analysis approach is documented in the business analysis plan. Therefore, the first step is to identify if this plan exists. [Business Analysis for Practitioners: A Practice Guide, page 38; The PMI Guide to Business Analysis, page 127-129]

Question 22

You are analyzing the product reporting requirements. You have identified the initial list of all reports that are required to be produced by the system and worked with the user experience analyst to develop low fidelity prototypes for all these reports. What should you do next?

Answer 22

Develop a detailed report table for each identified report.

A report table is an interface model that describes detailed requirements for a single report. Report tables are usually created any time after an initial list of reports for a solution has been identified and prioritized. [The PMI Guide to Business Analysis, page 201]

Question 23

You are working on a project with all the team members located in geographically different areas, and all communication is by email and chat. It is sometimes hard to infer the true meaning of these messages because you cannot see facial expressions or hear tones of voice. This is an example of:

Answer 23

Noise

Anything that interferes with the meaning of a message is considered noise. [PMBOK® Guide 6th edition, Page 372]

Question 24

You have been assigned a project to implement a new accounting system in your organization. You have assembled a small team of engineers and accountants that will help you deliver this project. The project timeline is tight. Which of the following is a common mistake in such situations that your team should be careful of?

Answer 24

Conducting requirements elicitation without first understanding the business analysis approach.

Many projects are initiated with tight timelines that place pressure to address the tactical activities before the plan. The project team should avoid the urge to rush into requirements elicitation without first understanding the expectations for the business analysis process and the road map for pursuing the work. The rest of the choices are all good practices. [Business Analysis for Practitioners: A Practice Guide, page 38; The PMI Guide to Business Analysis, page 127-129]

Question 25

You are conducting a post-implementation solution evaluation of a system. You can use all the following as inputs to this exercise EXCEPT:

Answer 25

Regression test reports of the system

You would conduct regression test and evaluate the result prior to releasing a solution and conducting the UAT. During the post-implementation review you would rely on other performance data as inputs such as impact on productivity, system adoption rate, and levels of customer satisfaction etc. [The PMI Guide to Business Analysis, page 282]

Question 26

Your firm has been hired to audit an organization that isn’t performing well in the market. You are analyzing the organization’s strategy and conducting a business capability analysis to assess the potential effectiveness of the strategy. Which of the conditions, if exists, will be an impediment to your business capability analysis?

Answer 26

Absence of historical data regarding the capability being analyzed.

Several businesses exist without documented business architectures, processes and strategies. The absence of documentation doesn’t mean these businesses do not have architectures, processes or strategies. Although the absence of this documentation is not a favorable thing for an analyst, this shouldn’t impede the capability analysis. However, without historical data conducting a business capability analysis will be extremely hard because the historical data is used to establish performance standards by which current and future performance is evaluated. [The PMI Guide to Business Analysis, page 66]

Question 27

You are conducting the initial business analysis activities for a proposed automation project. Since the project stakeholders do not have any experience in using the technology being proposed by the project, the project stakeholders are struggling to define the product requirements. Which of the following business analysis techniques provides a visual representation of a product’s design during its conceptual design stage?

Answer 27

Low-fidelity prototyping

Kano analysis and fishbone diagram are irrelevant to the question. Low-fidelity prototyping uses models that provide a visual representation of what may eventually evolve into a product’s design. High-fidelity prototyping is used during the actual development of the product. [The PMI Guide to Business Analysis, page 61]

Question 28

You are replacing a system that is currently being used by a big number of business units and stakeholders in your organization. The project’s stakeholders list has become long and difficult to manage. Which of the following choices will allow easier management of this information?

Answer 28

Grouping the stakeholders based on their characteristics.

Stakeholder lists can quickly become long and difficult to manage; therefore, placing stakeholders into groups based on their characteristics will allow for easier management of the information. Establishing a stakeholder register without grouping the stakeholder will not yield any benefit. The other two choices are irrelevant. [Business Analysis for Practitioners: A Practice Guide, page 44; The PMI Guide to Business Analysis, page 115-116]

Question 29

The WBS represents all product and project work. The total work at the lowest levels should roll up to the higher levels so that nothing is left out and no extra work is performed. This principle is also the:

Answer 29

100 percent rule

The WBS represents all product and project work. The total work at the lowest levels should roll up to the higher levels so that nothing is omitted and no extra work is performed. This principle is also called the 100% rule. [PMBOK® Guide 6th edition, Page 161]

Question 30

Your organization has recently won a project to construct a 5-star hotel in the city. As a contractual obligation, you are now support to provide your client a hierarchical structure of project resources organized by category and resource type, used in planning, managing and controlling project work. What do you need to develop and share with your client?

Answer 30

Resource Breakdown Structure

The Resource Breakdown Structure (RBS) is a hierarchical structure of team and physical resources related by category and resource type. [PMBOK® Guide 6th edition, Page 316]

Question 31

You are leading a complex Agile project that is expected to last two years. You have a huge list of features that must be prioritized. Since you have many stakeholders, you decide to use questionnaires to reach out to these stakeholders to prioritize these features. What is the advantage of this approach?

Answer 31

This method quickly gathers responses from a large number of stakeholders.

A questionnaire is the right tool to be used if you have a large population base and you need to quickly identify which features are valued more than the others. The rest of the choices are incorrect. [The PMI Guide to Business Analysis, page 68]

Question 32

The law of diminishing marginal returns is applicable to which type of the following features?

Answer 32

Must-have

According to the Kano model, once some amount of a must-have feature has been implemented, customer satisfaction cannot be increased by adding more of that feature. Also, no matter how much of a must-have feature is added, customer satisfaction never rises above the mid-point. We can observe the law of diminishing marginal returns on such features. [The PMI Guide to Business Analysis, page 79]

Question 33

You have been hired as the business analyst for a process automation project. At the time of your joining, the project was already in the planning phase, and the project manager has already developed the project schedule. You are not happy with the time allowance for business analysis activities on the project. What should you do next?

Answer 33

Convey your concerns to the project manager and start developing your business analysis plan.

At this stage, the inadequacy of the time allowance is an assumption. However, you need to test this assumption once you have your business analysis plan ready. Since the business analysis planning might take some time, it is best to convey your concerns to the project manager immediately. [Business Analysis for Practitioners: A Practice Guide, page 68; The PMI Guide to Business Analysis, page 127]

Question 34

Which of the following predictive project management techniques resembles an agile approach:

Answer 34

Rolling wave planning

Rolling wave planning resembles agile approaches since it allows the project management team to wait until the deliverables or subcomponents are agreed on, so the details of the WBS can be developed. [PMBOK® Guide 6th edition, Page 160]

Question 35

Your project is in detailed design. The technical architect is proposing a solution that in your opinion doesn’t support the project requirements. You conduct a team meeting to discuss this issue and all the developers seem to agree with the architect’s proposal. However, the business analyst on the project is supporting you. What should you do?

Answer 35

Ask the business analyst to revalidate the business requirements and the potential solutions.

Prototyping both solutions will waste valuable resources. The best strategy is to validate the requirements and the proposed solution through the business analyst as they are ultimately responsible for managing the business requirements. [PMBOK® Guide 6th edition, page 132]

Question 36

Prioritizing requirements is an important step in managing the product scope. The product requirements prioritization criteria are generally documented in the business analysis plan. In addition to defining the timing and frequency of prioritization, a business analyst should clearly define the criteria that will be used to prioritize. All of the following are key considerations when defining the prioritization criteria EXCEPT:

Answer 36

Chronological order of requirements elicitation

Requirements are prioritized based on a number of factors such as: value, cost, difficulty, regulatory, and risk, etc. Chronological order of the requirements elicitation should be irrelevant and requirements discovered later could be of higher business value. [Business Analysis for Practitioners: A Practice Guide, page 55; The PMI Guide to Business Analysis, page 127]

Question 37

You have recently joined a product team developing an ICT service request management system. You find out that the project team has not setup a requirements traceability matrix for the project and is only working against a product backlog. As a result, the product backlog contains a number of product requirements that are related to each other, but these relationships have not been documented anywhere. For example, there is a requirement that, “the ICT service desk manager should be able to perform resource leveling for all incoming service requests”. There is another requirement that, “the system should be able to estimate the amount of work required for each incoming request”. What is the relationship between these two requirements?

Answer 37

Value dependency

This is the example of a value dependency. The system provides value by estimating the amount of work for each incoming request. If the amount of work cannot be estimated to a reasonable degree, there is no value in performing resource levelling as that will then also be inaccurate and introduce delays because each work item has its own processing requirements. [The PMI Guide to Business Analysis, page 259]

Question 38

Which of the following processes deals with maintaining the integrity of baselines by releasing only approved changes for incorporation into the project management plan?

Answer 38

Perform Integrated Change Control

Maintaining the integrity of baselines is done in the Perform Integrated Change Control process. This process is conducted from project inception through project completion. [PMBOK® Guide 6th edition, Page 113]

Question 39

Your team is developing a security system for the Department of Defense. You have elicited product requirements and are currently analyzing these. The system must comply with a number of federal regulations. During which of the following analysis processes will you evaluate the compliance of product requirements with the federal regulations?

Answer 39

Verify Requirements

Verification is the process of reviewing the requirements and other product information for errors, conflicts, and adherence to quality standards. Verification also involves evaluating whether requirements and other product information complies with a regulation, specification, or imposed condition. During the Verify Requirements process you will evaluate the compliance of product requirements with the federal regulation. [The PMI Guide to Business Analysis, page 221]

Question 40

You have completed all product requirements elicitation activities and are currently analyzing the results to identify likely use cases, user stories, and system flows. Which of the following models would help you identify likely use cases, user stories, and system flows?

Answer 40

Event response tables

Event response tables are created to help identify likely use cases, user stories, or system flows. [The PMI Guide to Business Analysis, page 192]

Question 41

You are leading business analysis activities for an enterprise-level development project which is currently in the requirements elicitation and analysis stage. You are running a requirements elicitation workshop and find that the stakeholders are struggling to specify their product requirements in a level of detail required for development. You decide to capture the stakeholder requirements as user stories. What should you do next?

Answer 41

Validate the user stories and add these to the product backlog.

It is not uncommon for business stakeholders to struggle in trying to articulate their requirements in detail required for product development. Agile methods solve this problem by allowing a business analyst to document the stakeholders needs as user stories and work on elaborating these stories later. Once the user stories have been captured, the next logical step is to add these to the product backlog. [The PMI Guide to Business Analysis, page 215]

Question 42

You are managing a software tool development project on strict waterfall principles. Although the project would require 6 months to complete, it’s relatively straightforward as the requirements are clear and can be documented in detail at the start of the project. What is the logical sequence of the Project Scope Management processes you need to follow on this project?

Answer 42

Plan Scope Management, Collect Requirements, Define Scope, Create WBS, Validate Scope, and Control Scope

The logical sequence of the six scope management processes is: Plan Scope Management, Collect Requirements, Define Scope, Create WBS, Validate Scope and Control Scope. [PMBOK® Guide 6th edition, Page 129]

Question 43

You are the business analyst on a process digitization project and currently planning your product requirements elicitation activities. Due to the complexity of the product, you need to spend considerable amount of time with the stakeholders. You also require a few resources to complete this task within the agreed time. In order to sequence your elicitation activities, you need to know the resource availabilities. Who is responsible for determining how the resource availability will impact sequencing decisions?

Answer 43

Both you and the project manager

When deciding the order of business analysis activities, the project manager and business analyst should work together to determine how the resource availability will impact sequencing decisions. [Business Analysis for Practitioners: A Practice Guide, page 54; The PMI Guide to Business Analysis, page 156]

Question 44

A product team is halfway through the development of a product. A new technology has recently become available in the market that can enhance the product. However, incorporating this technology at this stage means significant rework. The product team believes that effort spent on the development of the deliverables that would require rework is sunk cost and should not be a factor in making the right decision at this stage. You decide to conduct a force field analysis prior to making any decision. What is the reason for conducting this analysis?

Answer 44

Analyze whether there is sufficient stakeholder support to pursue the change.

Force field analysis is a decision-making technique that can be used to help product teams analyze whether there is sufficient support to pursue a change. Using this model, a team identifies the forces for or against a proposed change. [The PMI Guide to Business Analysis, page 266]

Question 45

You are designing a new information system for your organization. This system must interact with a legacy system in your organization that was developed in-house a decade ago. The original developers of this system do not work for the organization anymore. In this situation, how would you obtain the interaction requirements for this legacy system?

Answer 45

Get the legacy system’s design documents analyzed by your development team.

The legacy system users cannot provide technical information of the system. Acceptance testing is irrelevant to the situation and penetration testing is not advisable for this matter. Your best bet is to have your development team review the design documents of the legacy system and analyze the interaction requirements. [The PMI Guide to Business Analysis, page 167]

Question 46

You are leading a major organizational change project. Due to the expected project impacts on stakeholders, this project has been classified as a highly sensitive project. You have recommended the use of Persona Analysis technique on this project. Which of the following statements regarding the Persona Analysis technique is inaccurate?

Answer 46

Each persona has a one-to-one relationship with each project stakeholder.

Persona analysis is a technique that is conducted to analyze a class of users for understanding their needs and behaviors. A persona has a relationship with a class of users and is not created for every user; one persona typically represents more than one stakeholder, similarly, one stakeholder can be associated with more than one persona. [Business Analysis for Practitioners: A Practice Guide, page 45; The PMI Guide to Business Analysis, page 115-116]

Question 47

Which of the following planning techniques allows detailed planning of only the work that needs to be accomplished in the near term, while the work in the future is kept at a higher level?

Answer 47

Rolling Wave Planning

Rolling Wave Planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. [The PMI Guide to Business Analysis, page 134]

Question 48

You are managing a complex construction project and are due to meet a contractor in a few days. The contractor has explicitly asked you to present the list of activities you wish to include in the contract. You know the project scope but haven’t yet developed the list of project activities. As you create the activity list, which technique is recommended for subdividing the project into smaller components called activities?

Answer 48

Decomposition

The decomposition technique allows the project manager to create smaller and more manageable pieces of work from the larger work packages. [PMBOK® Guide 6th edition, Page 185]

Question 49

Conduct Elicitation is the process of applying various elicitation techniques to draw out information from stakeholders and other sources. The key objective of this process is that it obtains information from the appropriate sources to sufficiently define and elaborate requirements and other product information. On adaptive projects, this process falls under the scope of:

Answer 49

Backlog refinement

On adaptive projects, conducting elicitation is a part of backlog refinement or elaboration. Elicitation of high-level product information occurs to develop the backlog, and elicitation of more detailed product information happens within subsequent iterations. [The PMI Guide to Business Analysis, page 169]

Question 50

You are wrapping up a requirements elicitation workshop and gathering the notes, sketches, diagrams, and models developed during the workshop. As the next step, you plan to refine this information and update the requirements management tool. This information, once in the requirements management tool, is:

Answer 50

Formally documented unconfirmed elicitation results

Unconfirmed elicitation results consist of the information obtained from completed elicitation activities. These results of elicitation activities may be documented either formally or informally. When you gathered the notes and other artifacts produced during the workshop, these were considered as informally documented. However, when you will refine this and update the requirements management tool, these will become formally documented. [The PMI Guide to Business Analysis, page 169]