PMI-PBA Mock Exam Lite - 18

Question 1

You are leading the business analysis efforts for an organizational transformation program. You are currently creating questions that will be asked from stakeholders during an upcoming elicitation activity. Which business analysis process are you performing?

Answer 1

Prepare for Elicitation

During the Prepare for Elicitation process, you identify the questions for the elicitation activity. [The PMI Guide to Business Analysis, page 161]

Question 2

Your organization requires a feasibility study to be conducted prior to initiating any project that has a rough cost estimate of more than a million USD or if the change impact involves more than 10% of the organizational staff. Which of the following is an incorrect classification of a feasibility study?

Answer 2

A feasibility study may be considered a program.

Organizations may classify projects differently depending on their internal policies and structures. A feasibility study can be considered pre-project work, the first phase of a project, or a stand-alone project. However, it cannot be considered a program. A program will have much larger scope. [PMBOK® Guide 6th edition, Page 11]

Question 3

You are managing a complex operating model transformation project. You want to subdivide the scope into smaller components so that these can be easily planned and managed. You plan to do this exercise in collaboration with other team members. This technique is known as:

Answer 3

Decomposition

Decomposition is used to breakdown information described at a high level into a hierarchy of smaller, more discrete parts. The rest of the choices are estimation techniques and do not help in decomposition. [The PMI Guide to Business Analysis, page 132]

Question 4

Which of the following techniques is ideal for requirements validation?

Answer 4

Prototyping

A prototype is a draft version of a product that allows you to explore your ideas and show the intention behind a feature or the overall design concept to users before investing time and money into development. Prototyping is an efficient and effective way to understand and validate system requirements at the early stage of software development. [The PMI Guide to Business Analysis, page 61]

Question 5

Regardless of the selected life cycle of a project, planning plays a critical role in defining the success of a project. There are many project areas that need attention during the planning activities. Which of the following project planning information is typically considered sensitive on most projects?

Answer 5

Results of stakeholder analysis

Much of the information produced as a result of stakeholder analysis is typically considered sensitive in nature. The business analyst should be careful when distributing the results of this analysis to a broad distribution group. [Business Analysis for Practitioners: A Practice Guide, page 45; The PMI Guide to Business Analysis, page 115-116]

Question 6

You are leading the business analysis activities for a project that will be digitizing some of the paper-based manual business processes. Although the high-level product requirements have been identified and approved, the process workers are finding it hard to articulate detailed system requirements. Which of the following tools can help you elicit these requirements from the process workers?

Answer 6

Display-Action-Response Model

Although document analysis is a good requirements elicitation tool and you can use that to review existing paper-based forms and reports to collect system requirements, the question is asking us to identify a technique that would help us elicit detailed system requirements from the process workers. Process models and ecosystem maps are drawn at a high level and would not help the process workers identify detailed system requirements such as UI layout, business rules and validation criteria, etc. Display-Action-Response model is a business analysis model that dissects a user interface mockup into its display and behavior requirements at the page element level. [The PMI Guide to Business Analysis, page 395]

Question 7

A product team has recently developed a sophisticated business application. Prior to the application’s release, the product team conducted a readiness assessment to evaluate how well the organization is prepared for the change. What should the team do next?

Answer 7

Develop a transition plan

A transition plan is based on the readiness assessment as well as the transition strategy. It covers development of all the communication, rollout, training and user documentation procedure updates, business recovery updates, and other collateral and final production tasks needed to successfully cut over and adapt to the future state. [The PMI Guide to Business Analysis, page 297]

Question 8

You have been assigned to conduct a post-implementation solution evaluation of a recently released IT system. For this exercise you need performance data before and after the release to do your comparisons. Unfortunately, nobody gathered the required performance data prior to the release. What should you do?

Answer 8

Estimate the original performance baseline.

If there is no baseline of performance data, then either the performance data after a release can represent the business value or estimates of the original baseline can be made. [The PMI Guide to Business Analysis, page 282]

Question 9

You have been asked to assess the current human resource management function and recommend a technological solution to digitize the processes. In order to rank the available vendor solutions, you need more understanding of the feature requirements by the stakeholders. Which of the following tools would help you in facilitating discussions with stakeholders about various desired future state options of the system capabilities they would like to have?

Answer 9

Feature model

The RACI matrix and the fishbone diagram are tools for responsibility assignment and root cause analysis respectively, hence these options are irrelevant. Process models can be used to determine the degree of fit between a vendor’s product and business requirements of the organization, but these cannot be used to present different future state feature options. The feature model provides a visual representation of all the features of a solution arranged in a tree or hierarchical structure. [The PMI Guide to Business Analysis, page 79]

Question 10

In an agile approach to project management, requirements classified as “epics” are decomposed into:

Answer 10

User stories

In an agile approach, epics are decomposed into smaller components called user stories. [PMBOK® Guide 6th edition, Page 160]

Question 11

You have classified your product features using purpose alignment matrix considering two factors: criticality and market differentiation. To your surprise, only a handful of features were classified as “differentiating” because these were mission critical and provided high market differentiation. How would you have classified these features if you would rather have used a Kano model?

Answer 11

Delighters

Delighters are the features that differentiate the product from competitor’s products and are sometimes referred to as the “wow” factor. [The PMI Guide to Business Analysis, pages 80, 81]

Question 12

You are setting up a PMO for an organization and reviewing some of the recently completed projects to analyze the current project management and business analysis practices of the organization. You are surprised to find out that most of the completed projects delivered products that didn’t completely address the business needs that initiated these projects. Which of the following is most likely to be the root cause of this?

Answer 12

Business problems or opportunities were most probably not thoroughly understood prior to initiating the projects.

During the selection of a project, the project’s goals and objectives must be aligned with the business’ goals and objectives. This is independent to the project life cycle or having a PMO overseeing the project. [The PMI Guide to Business Analysis, page 57]

Question 13

The director of human resources in your organization has expressed her interest in implementing a new employee attendance system. The new attendance system should utilize facial recognition technologies to detect and record the employee sign-in and sign-off times. This would replace the current card tap-in and tap-off system the organization has been using for some time. You are also aware that the new organizational strategy encourages, “working from home” and is targeting to have at least 50% of the employees working from home at any given point in time. In your opinion, what is the problem with the HR director’s project idea?

Answer 13

It doesn’t align with the organizational strategy.

You need to spot the problem based on the given information. We know that the organization plans to encourage employees to work from home and have less workforce at work. The HR director’s project idea is clearly not aligned with the organizational strategy. As part of business analysis, we ensure that all initiatives are aligned with the organizational strategy and objectives. [The PMI Guide to Business Analysis, page 57]

Question 14

You are working for a consulting firm that has been engaged by a fast-moving consumer goods company to assess its manufacturing processes. Several defects have been reported in the manufacturing process and you have conducted a thorough root cause analysis of the situation. You develop a Pareto diagram to communicate the results of your root cause analysis. What will this diagram highlight?

Answer 14

The most significant issues among the reported issues.

A Pareto diagram is a histogram that can be used to communicate the results of root cause analysis. Pareto diagrams are a special form of vertical bar chart used to emphasize the most significant factor among a set of data. [The PMI Guide to Business Analysis, pages 69]

Question 15

You are analyzing a business problem and comparing two alternative solutions that could address the problem. Both solutions have comparable pros and cons. You now want to do a financial comparison of the options taking into account the total cost of ownership. Option A has an IRR of 4% while the option B has an IRR of 8%. Which option should be selected if the decision is to be made on the basis of IRR calculation?

Answer 15

Option B

Option B needs to be selected as it has a higher IRR value. IRR is a measure of return to cost; therefore, the higher the IRR, the higher the return a solution option is expected to deliver. [The PMI Guide to Business Analysis, page 90]

Question 16

You have been asked to elicit product requirements for a project. The current circumstances make observation the only elicitation technique feasible to start the elicitation process. Which of the following is a major drawback of this technique you should be mindful of?

Answer 16

People act differently when they are being observed.

Although observation could be time-intensive, the major drawback of this technique is that people act differently when they are being observed. The other two choices are not accurate. [The PMI Guide to Business Analysis, page 168]

Question 17

The organization’s strategy provides a strategic direction and performance parameters for identifying, selecting, and delivering the right mix of projects. If it is determined that some of the CEO’s favorite projects do not fully align with the business objective, the PMO manager must:

Answer 17

Recommend a realignment of the project objectives

Honoring the CEO’s desires and executing the project is against the PMI’s Code of Ethics since the project manager knows that some of the projects are not fully aligned with the strategy. Terminating the project is an extreme and should not be the first consideration. The project manager must make a recommendation to realign the project objectives with the organizational strategy since value to the business can only be delivered when projects remain aligned with the strategic direction of the organization. [PMBOK® Guide 6th edition, Page 14]

Question 18

You have a project in which you are responsible for building a condo complex in a resort town. The project is expected to take two years to complete. During your work breakdown structure meeting, you have decomposed many deliverables into work packages and schedule activities. However, there are some work packages that will occur a year from now, so you have elected not to decompose those deliverables and work packages at this time. This is an example of what tool or technique?

Answer 18

Rolling Wave Planning

The correct answer is rolling wave planning. Rolling wave planning is a form of progressive elaboration and is used when the project management team does not have enough information for a phase or deliverable that will occur far into the future. [PMBOK® Guide 6th edition, Page 160]

Question 19

The products categorized as “high market share” and “high market growth rate” products on a growth-share matrix implies that these products:

Answer 19

Provide the most significant benefits to the organization.

A Product portfolio matrix, also known as a growth-share matrix, is a market analysis quadrant diagram used by organizations to qualitatively analyze their products and product lines. One axis reflects market growth while the other reflects the market share of the organization. The matrix provides a quick visual way to evaluate which products are meeting or exceeding performance expectations in the marketplace. The products that provide the most significant benefits to the organization would be found in the upper left quadrant, because these are the products where the organization has a high market share in a market with a high growth rate. Those in the upper right quadrant are regarded as having good potential because, although they have a low market share, they are in a market that is continuing to grow. Those in the lower left quadrant, with a high market share in a low growth market, are considered a dependable income stream. [The PMI Guide to Business Analysis, page 284]

Question 20

Tracey is managing an ERP system implementation project. Which of the following tools can help her uncover a number of hidden process requirements during the Collect Requirements process?

Answer 20

Observation

A hidden requirement is the one that the user or the customer fails to communicate or takes for granted. Hidden requirements can be identified by a “participant observer” who actually performs a process or procedure to experience how it is done. [PMBOK® Guide 6th edition, Page 145]

Question 21

You are developing a story map of your product and sequencing the user stories based upon their business value and the order in which their users typically perform them. This story map will be shared with the stakeholders to obtain their feedback. What are the three sections of a typical story map?

Answer 21

Backbone, walking skeleton, and related user stories.

The three sections of a typical story map are backbone, walking skeleton, and related user stories. [The PMI Guide to Business Analysis, page 205]

Question 22

Your team has recently released an accounting software in the market. You were the lead business analyst on the project. Based on the customer feedback, you are currently analyzing the product’s features using a Kano model. Which of the following is a reverse feature?

Answer 22

A complicated user interface with several cascading features that are difficult to find.

The data security standards and the processing speed are performance features; these are the features that either satisfy or dissatisfy the customers depending upon how well they perform. A feature that provides competitive advantage to your firm in comparison to the competitors is a delighter. A bad user interface is always unwanted by the customer; this is an example of a reverse feature. [The PMI Guide to Business Analysis, page 80]

Question 23

As a result of some recent team conflicts that lead to some major issues on your project, you have decided to conduct some team building activities. You have called a three-hour team building workshop and have invited all project team members. You are now jotting down some points from the PMBOK® Guide’s Develop Team process to be discussed with the team during the workshop. Which one of the following tools and techniques is NOT part of the Develop Team process?

Answer 23

Rolling Wave planning

Rolling Wave planning is not a tool and technique of the Develop Team process, while the other choices are. [PMBOK® Guide 6th Edition, Page 336]

Question 24

A project was initiated to increase the manufacturing throughput by 20%, reducing the manufacturing costs by 15%, and increasing the sales volume by 25%. How would you approach the post-implementation solution evaluation for this project?

Answer 24

Evaluating the throughput, costs, and the volume.

Business goals and objectives specify stated targets that the busines is seeking to achieve. They provide the context for evaluating solution performance because they are a measurable description of the expected business value. In this case, all three measurements must be used to evaluate the post-implementation performance of the solution. [The PMI Guide to Business Analysis, page 281]

Question 25

You are conducting a post-implementation solution evaluation of a product. During the review you found many instances where the product failed to meet the target performance levels. Which of the following elicitation techniques would you use to identify the workarounds being used by the product users to compensate for the gaps in the product performance?

Answer 25

Observation

From the given choices, only observation is an elicitation technique. You can use this technique to identify the workarounds being used by the product users to compensate for the gaps in the product performance. [The PMI Guide to Business Analysis, page 283]

Question 26

Which of the following models should you develop if you want to visually show the states of an object and any allowed transitions between those states?

Answer 26

State Diagram

The state table and state diagram are data models that show the valid stats of an object and any allowed transitions between those states. State tables model all states as both a column and a row in a table that allows a business analyst to systematically consider each potential state transition (from row to column) to determine if the transition should be allowed or is not capable of being transitioned to/from other states. State diagrams, on the other hand, visually depict the states and transitions, but only show valid transitions for the object. [The PMI Guide to Business Analysis, page 203]

Question 27

You are leading a complex organizational transformation project. You have a wide range of stakeholders from active supporters to non-supportive and resistant stakeholders. You are now analyzing these stakeholders based on their influence and impact. What will be your strategy to manage the stakeholders classified as “high influence” and “high impact” stakeholders?

Answer 27

Frequently communicate with stakeholders in this category and build a strong partnership and trusting relationship because they can make or break an initiative; this group of decision-makers are a critical source for requirements.

Stakeholders who are expected to adapt to the implemented solution once it is built are from the “low influence/high impact” group. Stakeholders that are just being monitored to ensure their behavior does not change over time are from the “low influence/low impact” group. Stakeholders who are decision-makers have “high influence”, and the stakeholders who are a critical source for requirements are “high impact”. [The PMI Guide to Business Analysis, page 119-120]

Question 28

Your software development project is nearing its completion and a few concerns have been raised around measuring the completion of the project scope and the completion of the product scope. Which of the following statements accurately describes how the completion of project scope and the completion of product scope are measured?

Answer 28

The completion of project scope is measured against the project management plan, and the completion of product scope is measured against the product requirements.

The completion of project scope is measured against the project management plan, whereas the completion of product scope is measured against the product requirements. The work of the project results in delivery of the specified product scope. [PMBOK® Guide 6th edition, Page 131]

Question 29

State table and state diagrams are useful for solutions involving workflows and can help with the discovery of business rules that relate to an object moving from one state to another. In which situation would you prefer developing a state table instead of a state diagram?

Answer 29

When you want to ensure that all transition combinations are considered.

State tables are mostly used for analysis to ensure that all transition combinations have been considered. State diagrams are used for the ease of stakeholders to visualize the valid transition flow. Note that stakeholders can validate the transition flow using both models given that they understand the models. The last two choices are applicable to both models. [The PMI Guide to Business Analysis, page 203]

Question 30

What term defines the work needed to deliver a product, service, or result?

Answer 30

Project scope

Project scope describes the work that must be performed to deliver a product, service, or result to the stakeholders. Product scope describes the features and functions that characterize a product, service, or result. [PMBOK® Guide 6th edition, Page 131]

Question 31

You work for an insurance company. The company has recently rolled out an online claim management tool. According to the last months stats, more than 5,000 people used the tool and about 600 complaints have been received regarding the tool. You now want to collect further information from the product users so that you can address the reported issues. Which of the following elicitation technique is most appropriate in this context?

Answer 31

Questionnaires

Questionnaires and surveys are written sets of questions designed to quickly accumulate information from a large number of respondents. Given the number of customers, the rest of the options are not ideal in the given scenario. [The PMI Guide to Business Analysis, page 68]

Question 32

Your team is currently struggling with keeping up with the number of stories in WIP state. Which of the following tools can help in this situation?

Answer 32

Kanban Board

A Kanban board is a WIP management tool. It helps the team boost performance by limiting the Work in Process (WIP). [The PMI Guide to Business Analysis, page 233]

Question 33

A product team is developing a software solution using a waterfall project life cycle. When should the product team chase the stakeholders for formal release signoffs on such projects?

Answer 33

At the end of the project life cycle

Depending on organizational norms, obtaining a release decision may include obtaining signoff. For a predictive project life cycle, signoff usually occurs at the end of the project life cycle. [The PMI Guide to Business Analysis, page 296]

Question 34

You have recently joined a product team as their business analyst. The team is developing an information system for the organization. The previous business analyst completed the elicitation activities to define the business requirements. The team now requires detailed product requirements for development. What should you do next?

Answer 34

Revisit elicitation processes to elicit detailed product requirements.

As the business analyst, it is your responsibility to elicit the detailed product requirements. Elicitation is highly cyclical. It is repeated multiple times for each level of abstraction and product information. All elicitation processes that were performed to define business requirements need to be repeated once again to define more detailed product requirements. [The PMI Guide to Business Analysis, page 155]

Question 35

You have recently joined a product team developing an internal information management system for the organization. The project is currently in the planning phase and you are responsible for eliciting the product requirements and creating the work breakdown structure for the product team. A business analysis plan for the product does not exist. You believe that insufficient funds have been allocated for the requirements phase. Ideally, more funds should have been allocated for conducting requirements elicitation workshops. How should you resolve this issue?

Answer 35

Develop a business analysis plan, include funding requirements, and get it approved by key stakeholders.

Since the business analysis plan does not exist, you need to develop one. If the funding for business analysis activities is not adequate, you can only justify additional funding with your business analysis plan. [Business Analysis for Practitioners: A Practice Guide, page 68; The PMI Guide to Business Analysis, page 127]

Question 36

A project requires an initial investment of $100,000 and returns $22,961 annually for the next 6 years. At 5% discount rate, the present value of all cash inflows is $116,542. What’s the project’s Net Present Value (NPV)?

Answer 36

16542

Net present value (NPV) is the difference between the present value of cash inflows and the present value of cash outflows. NPV = $116,542 - $100,000 = $16,542. [The PMI Guide to Business Analysis, page 90]

Question 37

You are required to analyze a business unit and produce some data models to help digitization of the business unit’s core operating process. You have identified that a data flow diagram, an entity relationship diagram, and a data dictionary need to be developed. Which of these you should develop first?

Answer 37

Entity relationship diagram

Entity relationship diagrams, process flows, and ecosystem maps are usually created first to identify the data objects, processes, and systems to show in a data flow diagram. A data dictionary lists data fields and additional details for data objects in an entity relationship diagram. The best way to proceed is to start the development of the entity relationship diagram. [The PMI Guide to Business Analysis, pages 187, 188]

Question 38

You are leading a complex organizational process automation project and are having a hard time in gathering and validating the requirements. You have recently formed a team of SMEs to help you with the requirements collection and documentation. The SMEs have now provided a huge set of diverse requirements. In order to reach a consensus among experts, which technique can be applied?

Answer 38

Facilitation

Well-facilitated sessions can build trust, foster relationships, and improve communications among the participant, which can lead to increased stakeholder consensus. [PMBOK® Guide 6th Edition, Page 145]

Question 39

Andrew is a project management guru hired by a retail giant in your country. Andrew finds out there is a wide array of projects that need to be managed from a central PMO; from a number of small projects to large initiatives requiring long-term roadmaps to manage the development of these programs. What project management approach should be recommended for such projects?

Answer 39

A predictive approach, adaptive approach, or a hybrid of both, may need to be adopted.

In large organizations, there may be a mixture of small projects and large initiatives requiring long-term commitments to manage these programs using scaling factors (e.g. team size, geographical distribution, regulatory compliance, organizational complexity, and technical complexity). To address the full delivery life cycle, a range of techniques utilizing a predictive approach, adaptive approach, or a hybrid of both, may need to be adopted. [PMBOK® Guide 6th edition, Page 178]

Question 40

You are leading the business analysis efforts for a system upgrade project and are currently analyzing the future-state with some subject matter experts. One SME, due to his senior position in the organization, appears to be driving all the requirements-related decisions during the workshop. This is an example of:

Answer 40

Autocracy

This is autocracy; one individual makes the decision for the whole group. [The PMI Guide to Business Analysis, page 267]

Question 41

The new operations manager of your company has proposed acquiring new automatic packaging equipment for the factory. The project requires an initial investment of $1.5 million with an IRR of 10% with the asset’s useful life of 20 years. The project’s IRR is higher than any other currently proposed projects. You are aware that one of your organization’s strategic goals is to outsource several non-core business functions in the next two to three years which includes packaging. In your opinion, what is the problem with the proposed initiative?

Answer 41

It is not aligned with the organizational strategy.

The problem with the initiative is that it is not aligned with the organizational strategy. The rest of the options are not correct: A positive IRR means the project is expected to return some value to the business; a project with the highest IRR doesn’t necessarily mean maximum risk; no data is given to determine the project’s payback period. [The PMI Guide to Business Analysis, page 57]

Question 42

As an external vendor, you are managing a complex software project on a time-and-materials (T&M) contract. One of your team members reports a breakthrough in automating some of the testing activities. This may result in cost savings to the project and completion of the project one month ahead of schedule. Which of the following actions would you take?

Answer 42

Communicate the current status to the customer and indicate the potential changes to cost and schedule.

A project manager should always communicate an accurate statement of the project status. There could be subsequent actions to determine how the savings could be best put to use, whether there could be any cost sharing, etc.—but these would need to be done following the appropriate procedure. [PMI Code of Ethics and Professional Responsibility]

Question 43

You are leading the business analysis activities on a software development project. The project manager has asked you to draft a business analysis plan and send it over to him so that it could be integrated with the overall project management plan. You have drafted the business analysis plan and are ready to share it with the project manager. However, the plan has not been reviewed or approved by the key stakeholders. What is the risk of not doing this?

Answer 43

Key stakeholders might underestimate the level of participation necessary for the requirement activities.

Obtaining approval on the plan helps to reduce the risk of stakeholders not supporting the business analysis process once it starts and underestimating the level of participation necessary for the requirement activities. [Business Analysis for Practitioners: A Practice Guide, page 68; The PMI Guide to Business Analysis, page 127]

Question 44

Your product team has limited knowledge of a business analysis work plan. You are helping the team understand the difference between a business analysis plan and a business analysis work plan. Which of the following statements regarding the business analysis work plan is correct?

Answer 44

The business analysis work plan is ultimately integrated with the project management plan.

The business analysis work plan and the project management plan are developed by the business analyst and the project manager, respectively. The business analysis work plan is a subcomponent of the business analysis plan. The business analysis work plan is ultimately integrated with the project management plan. [Business Analysis for Practitioners: A Practice Guide, page 61; The PMI Guide to Business Analysis, page 146]

Question 45

You have recently conducted a requirements elicitation workshop and captured several user stories. The project sponsor is not comfortable with the way the user stories were written as he is more comfortable with the traditional requirements specification methods. How would you explain the relation between a detailed requirement and a user story?

Answer 45

A user story may contain many detailed requirements which need to be elaborated near their development.

In adaptive approaches, user stories are commonly the method to represent requirements. A user story may contain many detailed requirements which need to be elaborated near their development. [The PMI Guide to Business Analysis, page 215]

Question 46

You are analyzing the elicited product requirements and identifying the product scope. You need to present a high-level product scope model to the steering committee next week. Which of the following is a scope model that you could use?

Answer 46

Context diagram

Context diagram is a scope model. The rest of the choices are

Question 47

You have recently introduced Pareto diagrams to your client organization. These have been very well received by the client’s senior managers in figuring out problems in their respective areas of the business. The format of a Pareto diagram demonstrates which of the following management technique?

Answer 47

80/20 principle

A Pareto diagram is a histogram that can be used to communicate the results of root cause analysis. Pareto diagrams are a special form of vertical bar chart used to emphasize the most significant factor among a set of data. The format of a Pareto diagram helps demonstrate the 80/20 principle whereby 80% of problems can be related back to 20% of the causes. [The PMI Guide to Business Analysis, pages 69]

Question 48

You are leading the business analysis activities for an ecommerce-enabled website development project for your organization. The project is currently sponsored by the sales department and almost all of the stakeholders from this group are on board with this project. However, a senior manager from the finance department has been found to be unsupportive of this project. The senior manager is not a direct stakeholder of this project. What is the risk associated with having this senior manager not supporting your project?

Answer 48

This might hinder project success.

Although the senior manager is not a direct stakeholder for your project, the manager can use his influence, tied to his position, to hinder the project success. Since the senior manager is not a direct stakeholder, events given in other choices are irrelevant. [Business Analysis for Practitioners: A Practice Guide, page 43; The PMI Guide to Business Analysis, page 115-116]

Question 49

Everyone in your organization fears the HSE Manager due to some strict disciplinary actions they have taken in the recent past. Which of the following factors enable the HSE Manager to enforce compliance?

Answer 49

Coercive power

The fear originates from the disciplinary actions taken in the recent past. This is an example of coercive power. [PMBOK® Guide, 6th edition, Page 63]

Question 50

You are about to commence the elicitation activities for your project. You decide to use document analysis technique as a starting point so that you can maximize the value of the stakeholder engagement time. When using document analysis for requirement elicitation, which of the following is the most important factor to consider?

Answer 50

Accuracy and relevancy of the information being used

When using document analysis for requirements elicitation, it is important to recognize the accuracy and relevancy of the information being used. If the information is not accurate or relevant, the whole exercise will be useless. [The PMI Guide to Business Analysis, page 167]