PMI-PBA Mock Exam Lite - 8

Question 1

You are leading the business analysis activities for a software development project. As your first deliverable, you need to submit your business analysis plan for approval. You have identified your business analysis activities and now have to estimate expected durations and cost. Which of the following techniques can be used for the estimation of duration and cost for your business analysis activities using historical data from similar projects?

Answer 1

Analogous estimation

Analogous estimation is a technique for estimating the duration or cost of an activity or portfolio component, program, or project using historical data from an item having similar characteristics. [The PMI Guide to Business Analysis, page 387]

Question 2

A project team is currently investigating an issue on your project. The team wants to setup a visual management tool to track and monitor the work in progress and to understand scheduling demands of the project. Which of the following tools will you recommend to be used?

Answer 2

Kanban board

Kanban boards are visual management tools that help manage the flow of the project work and scheduling demands. None of the other choices are visual management tools. [PMBOK® Guide 6th edition, page 117]

Question 3

Your project sponsor has asked you to establish a digitized workflow to facilitate requirements review and approval process on your project. Which of the following tools should you deploy to meet this request?

Answer 3

Requirements management tool

Requirements management tools allow requirements and other product information to be captured and stored in a repository. These tools help maintain audit trails and perform version control to assist with change management. These tools also facilitate review and approval processes thorough workflow functionality. [The PMI Guide to Business Analysis, page 260]

Question 4

Your organization wants to implement a new workflow management system. You can either have this system developed in-house (option A) or you can acquire this from a vendor (option B). Option A has an NPV of $100,000 and a payback period of five years, while the option B has an NPV of $85,000 and a payback period of two years. If the management’s risk tolerance is low, which option will you select?

Answer 4

Option B since the payback period is two years

If you disregard the risk, option A is more favorable as it has a higher NPV. However, since the management’s risk tolerance is low, option B must be selected as its payback period is shorter. [The PMI Guide to Business Analysis, page 90]

Question 5

Which of the following graphical tools shows a team’s progress by showing the number of story points remaining in the project?

Answer 5

Release burndown chart

A release burndown chart shows a team’s progress by showing the number of story points remaining in the project. The vertical axis shows the number of story points remaining and the iterations are shown across the horizontal axis. [The PMI Guide to Business Analysis, page 131]

Question 6

Recently one of the strategic organizational projects was declared unsuccessful. You have been asked to conduct an investigation of this and uncover the root cause behind the failure. You find out that the key driver for failure was scope creep. Which of the following could be the root cause behind the scope creep?

Answer 6

The product team did not track the project using a traceability matrix.

A traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them. The matrix can support linkages among many different types of objects, providing a mechanism for tracking product information through the project and product life cycles. Establishing these links manages scope creep by ensuring that only relevant product information is incorporated into the solution. All the rest of the choices are irrelevant to the problem at hand. [The PMI Guide to Business Analysis, page 261]

Question 7

You are considering using brainstorming technique for an upcoming elicitation workshop. What could be a major reason behind this consideration?

Answer 7

Identifying high-level business requirements.

Since this is an elicitation workshop, the goal can be nothing but eliciting product requirements. Developing the cost estimates and identifying the critical path is the job of the project manager. Further brainstorming cannot be used to validate a business case. [The PMI Guide to Business Analysis, page 165]

Question 8

You are in charge of a troubled project. The project includes producing widgets for your customer. You collected production data to help identify the causes of defects in the overall process. Which technique should you use to analyze this data to determine the main source of defects?

Answer 8

Fishbone diagram

Cause-and-effect diagrams, also known as fishbone diagrams, why-why diagrams, or Ishikawa diagrams, break down the causes of the problem statement into discrete branches, helping to identify the main or root cause of the problem. [PMBOK® Guide 6th edition, Page 293]

Question 9

You are developing a business analysis guide for a client organization to help it standardize its business analysis processes and methods. Once the stakeholders on a project have been identified, especially on large projects, the next step is to group these stakeholders. All of the following are acceptable ways to group project stakeholders EXCEPT:

Answer 9

Grouping by project scope

Stakeholders should be grouped based on their characteristics. Stakeholder groupings can be structured by similar interests, common needs, level of importance, by roles, motivations, complexity level, location or many other stakeholder qualities. Grouping by project scope doesn’t make any sense. [Business Analysis for Practitioners: A Practice Guide, page 44; The PMI Guide to Business Analysis, page 115-116]

Question 10

Your organization is considering investing in an ERP solution. It will take two years to build the system using in-house resources. The total upfront cost is $1,000,000. It is expected that if the solution is implemented, it will decrease the operational costs by $100,000 by the end of each operational year. The system is expected to be in operation for at least 15 years. What is the payback period of the investment?

Answer 10

12 years

The payback period is the time needed to recover an investment. For this scenario, the payback period is 12 years; 2 years of development time + 10 years to recover the initial investment. [The PMI Guide to Business Analysis, page 90]

Question 11

You are conducting Solution Evaluation for a recently released security management system for your organization. Some of the benchmarking information needed to evaluate the system is critical for the Solution Evaluation but is not useable by the system itself. What is the disadvantage of obtaining this additional information?

Answer 11

Additional cost

If the information is critical for Solution Evaluation, this need to be obtained. There might be some cost disadvantages there but this cannot be ignored. All other options are irrelevant. [The PMI Guide to Business Analysis, page 279]

Question 12

You are a lead business analyst on an enterprise system migration project. The project manager has asked you to collect and document product requirements and share with the technology vendor after validation from the stakeholders. Which of the following is not a suitable way to express the product requirements?

Answer 12

Burndown chart

A burndown chart is a graphical representation of work left to do versus time. This cannot be used to document product requirements. The rest of the choices are all acceptable forms of requirements documentation. [The PMI Guide to Business Analysis, page 9]

Question 13

A traceability matrix connects or traces links between items. A business analyst can repurpose the traceability matrix to analyze models to ensure that they are complete. All the following are valid applications of a traceability matrix EXCEPT:

Answer 13

Comparing the business problems to the identified root causes.

Comparing the business problems to the identified root causes is carried out during a typical root cause analysis and the results are typically displayed on a fishbone diagram. A traceability matrix is generally not suitable for this exercise. All the rest of the choices are valid examples of the use of a traceability matrix. [The PMI Guide to Business Analysis, page 196]

Question 14

You are helping an organization mature its business analysis processes. The organization has a history of reacting to business problems as they come rather than defining a strategy and initiating projects based on the strategy. Which of the following business analysis processes first provide assurance that new initiatives are aligned with organizational strategy?

Answer 14

Needs Assessment processes

Needs Assessment processes guide the investment decisions made by organizations. Processes from the Needs Assessment knowledge area are used to ensure that new initiatives align with organizational strategy. [The PMI Guide to Business Analysis, page 57]

Question 15

The banks in the Ukraine have raised the annual interest rates sharply to 30 percent. You have the option to invest your money either in Ukrainian banks or to build a small factory for a client. The total cost of building the factory will be $12 million but it will spread evenly over one year ($1 million payable by the end of each month for the next 12 months). The client will make a payment of $3.9 million at the end of each quarter from the start of the project. Which of the following is the best option (if you are only considering the return on investment)?

Answer 15

Invest the money in the bank for a year

In this scenario you are considering investing your money in the bank or building a factory. Since all transactions are not happening at the same point in time, we need to discount the cash flows and then determine the return on investment. Since the bank is offering a 30% annual interest rate (the opportunity cost if you decide to build the factory), you need to discount all the cash flows for the factory project by 2.5% (30% / 12) on a monthly basis. The discount formula is: Present Value (PV) = Future Value / (1 + interest rate)^period. Let’s use this formula to determine the net present value of all cash outflows: Month 1: PV = 1,000,000/(1+2.5%)^1 = 975,610 Month 2: PV = 1,000,000/(1+2.5%)^2 = 951,814 Month 3: PV = 1,000,000/(1+2.5%)^3 = 928,599 Month 4: PV = 1,000,000/(1+2.5%)^4 = 905,951 Month 5: PV = 1,000,000/(1+2.5%)^5 = 883,854 Month 6: PV = 1,000,000/(1+2.5%)^6 = 862,297 Month 7: PV = 1,000,000/(1+2.5%)^7 = 841,265 Month 8: PV = 1,000,000/(1+2.5%)^8 = 820,747 Month 9: PV = 1,000,000/(1+2.5%)^9 = 800,728 Month 10: PV = 1,000,000/(1+2.5%)^10 = 781,198 Month 11: PV = 1,000,000/(1+2.5%)^11 = 762,145 Month 12: PV = 1,000,000/(1+2.5%)^12 = 743,556 Adding these up we get the total PV of outflows = 10,257,765 Now let’s calculate the PV of all inflows using the same formula: Quarter 1: PV = 3,900,000/(1+2.5%)^3 = 3,621,538 Quarter 2: PV = 3,900,000/(1+2.5%)^6 = 3,362,958 Quarter 3: PV = 3,900,000/(1+2.5%)^9 = 3,122,841 Quarter 4: PV = 3,900,000/(1+2.5%)^12 = 2,899,868 Adding these up we get the total PV of inflows = 13,007,204 The return on investment (today) = (13,007,204 - 10,257,765)*100 / 10,257,765 = 27% Since the bank is offering an annual 30% return on investment, it is advisable not to undertake the project and leave the money in the bank account. [PMBOK® Guide 6th edition, Page 34, https://www.mathsisfun.com/money/net-present-value.html]

Question 16

Procurement statement of work (SOW) is a narrative description of the products or services to be delivered by the vendor. It usually references all the following except:

Answer 16

The business case

The procurement statement of work (SOW) does not usually reference the business case. The business case may contain cost sensitive information that may not be made available to a wider audience. The rest of the choices are valid components of a procurement statement of work. [PMBOK® Guide 6th edition, Page 477]

Question 17

You have just taken over the reins of a troubled project that is required to automate a complex organizational workflow. The business analyst on the project defined the current-state and the future-state process maps and documented the functional and non-functional requirements. The technical architect on the project was happy with these and used these as inputs to the system architecture design blueprint. However, once these artifacts were shared with the developers you got a strong pushback in regards to completeness and accuracy of the project scope and requirements. This led to multiple revisions to the requirements and change of requirements management approaches which further exacerbated the situation. The developers don’t seem confident that the documented requirements reflect true business requirements and collectively define the project scope. In order to get to the root cause of this problem, what should you look for first?

Answer 17

Find out if an approved scope management plan exists that was socialised and agreed by all key stakeholders.

A Scope Management Plan documents how the project and product scope will be defined, validated, and controlled. It appears that multiple requirements management approaches have been tested on the project without proper change control. This leads to a basic question; doest an agreed and approved scope management plan exits? If the answer to this question is a yes, then further investigations will be required to identify the root cause of the problem. [PMBOK® Guide 6th Edition, Page 134]

Question 18

A steadily declining burndown chart indicates that?

Answer 18

The velocity is constant.

A burndown chart shows a team’s progress by showing the number of story points remaining in the project. The vertical axis shows the number of story points remaining and the iterations are shown across the horizontal axis. A steadily declining burndown chart indicates that the velocity is constant; the same number of story points are being delivered in each project iteration. [The PMI Guide to Business Analysis, page 131, 148]

Question 19

You are leading the business analysis activities for an ERP implementation project. This is a major project that is expected to take two years to complete. You have recently circulated your project’s situation statement to the key stakeholders. To your surprise, the project stakeholders look confused and seem to have different ideas of the situation. What risk will get introduced if this issue is not handled at this stage and project work progresses?

Answer 19

A wrong solution might be identified.

If the situation statement is not properly understood, or if the stakeholders have a different idea of the situation, there is a risk that a wrong solution will be identified. All other options are irrelevant to the issue presented. [The PMI Guide to Business Analysis, page 59]

Question 20

You are leading business analysis activities on a process automation project. In order to define the stakeholder engagement and communication approach, you need to understand the stakeholders needs and requirements. You can utilize several elicitation techniques to determine stakeholder engagement and communication approach EXCEPT:

Answer 20

Persona analysis

Persona analysis is a stakeholder analysis technique that can help you understand the stakeholders, their needs, and requirements better. However, this is not an elicitation technique. [The PMI Guide to Business Analysis, pages 125, 126]

Question 21

Your project has been randomly selected to be audited by the assurance department. They are asking you to show the linkage of all product features to the organizational strategy and priorities. Which of the following models should you develop for the assurance department to meet this requirement?

Answer 21

Goal model and business objectives Model

A goal model and business objectives model are scope models that organize and reflect the goals and business objectives in relation to other product information. [The PMI Guide to Business Analysis, page 194]

Question 22

You are managing a project that is required to identify and document the value chain of your organization. The deliverable will be a set of activities that the organization is operating in order to deliver a valuable product or service to its customers. An organization’s value chain can be represented by a special type of flowchart called SIPOC. SIPOC stands for:

Answer 22

Suppliers, inputs, process, outputs, and customers

SIPOC stands for Suppliers, inputs, process, outputs, and customers. [PMBOK® Guide 6th edition, Page 284]

Question 23

Your organization is a regional water distribution company. So far, the organization has enjoyed a monopoly. The new managing director wants the business to get into the bottled water market. Since there are a number of players already in the bottled water market, the organization’s current sales and marketing processes and procedures might not be fit for the new competition. In order to compare the organization’s current processes with that of the competitors’, you need to utilize which of the following techniques?

Answer 23

Benchmarking

Benchmarking is a comparison technique used to compare one set of practices, processes, and measurements of results against another. This technique provides a way to determine new capabilities by conducting a comparison against benchmarking studies of external organizations. [The PMI Guide to Business Analysis, page 78]

Question 24

You are wrapping up a requirements elicitation workshop and gathering the notes, sketches, diagrams, and models developed during the workshop. These notes and artifacts are:

Answer 24

Informally 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. Since you are gathering notes and artifacts produced during the workshop, these are considered as informally documented. [The PMI Guide to Business Analysis, page 169]

Question 25

You have recently completed all requirements elicitation workshops for your product and documented all user requirements as epics. When you presented these epics to the product team, they were concerned about the sizes of the epics as most of the epics required more than one iteration for development. You call a team meeting and slice the stories in collaboration with the product team. What should you do next?

Answer 25

Add the sliced stories to the product backlog.

Story slicing is a technique to split epics or user stories from a higher level to a lower level. The reason to split stories is that sometimes stories are too big to construct in an iteration. Once the stories have been sliced, these need to be added to the product backlog where they will be prioritized for development. [The PMI Guide to Business Analysis, page 214]

Question 26

Kate has been asked to conduct the feasibility of a new CRM system. So far, the business has been relying on its traditional manual customer relationship management processes, but now it is struggling to keep up with the competition. In this scenario, the business’ requirement of acquiring a state-of-the-art CRM system to boost its customer relations management capabilities is an example of:

Answer 26

Business requirements

Business requirements describe the higher-level needs of the organization as a whole, such as the business issues or opportunities. Other choices are much lower level requirements. [PMBOK® Guide 6th edition, Page 148]

Question 27

You are preparing a presentation pack for a board meeting. The primary focus of your presentation is to demonstrate the business analysis work completed on the project so far. You would like to have a couple of colleagues peer view your presentation, but you don’t have the luxury of time to conduct a formal peer review. Considering the time limitation, which of the following is recommended?

Answer 27

Peer desk check

Skipping the peer review is not recommended. The rest of the choices are all peer reviewing methods. A peer desk check is an informal peer review completed by one or more peers simultaneously to look over the materials. The other two methods are more formal and rigorous. [The PMI Guide to Business Analysis, page 224]

Question 28

You have been appointed as the product owner for a new ERP solution for your organization. Your organization is a leading financial institution in your country and the environment is highly regulated. On this project, you would like to maintain an audit trail and version control for all product requirements. Which of the following tools should you consider to facilitate this objective?

Answer 28

Requirements management tool

Requirements management tools allow requirements and other product information to be captured and stored in a repository. These tools help maintain audit trails and perform version control to assist with change management. [The PMI Guide to Business Analysis, page 260]

Question 29

You are developing the business analysis plan for a complex ERP system development project. You have a small team of business analysts that will be conducting the business analysis activities. For each business analysis activity, the team needs to consult a different group of stakeholders and all elicited requirements need to be approved by different stakeholder groups. To summarize all this complexity in a simple model, you should use a:

Answer 29

RACI chart

A RACI model is a common type of responsibility assignment matrix that uses Responsible, Accountable, Consult, and Inform designation to define the involvement of stakeholders in activities. The rest of the choices do not have this capability. [The PMI Guide to Business Analysis, page 118]

Question 30

The requirements elicitation team has generated a large number of ideas during sessions to gather product and project requirements. Which of the following techniques is best suited to sorting these ideas into groups for review and analysis?

Answer 30

Affinity diagram

The affinity diagram enables a large number of ideas to be sorted into groups for further review and analysis. It is a tool used in gathering of requirements. [PMBOK® Guide 6th edition, Page 144]

Question 31

Regardless of the type, complexity and nature of a project, all projects may benefit from application of some golden project management principles. For example, the following action decreases the risk of a project failing to meet its goals and objectives:

Answer 31

Active management of stakeholders

Changes are inevitable. Acquiring more than required resources will put a strain on the budget and might compromise the project’s financial goals. Fast-tracking always introduces risk to the project. However, active management of stakeholders almost always guarantees a decrease in project risk. [PMBOK® Guide 6th edition, Pages 504-506]

Question 32

You and your Agile team are currently analyzing your project’s backlog. You want to identify the stories that have historically delighted the users but now have become their basic requirements. What would be your development approach for these basic items?

Answer 32

Prioritize their development.

Basic features provide little satisfaction to stakeholders, but, when missing from the end solution, cause extreme dissatisfaction. These features need to be prioritized for development. [The PMI Guide to Business Analysis, page 80]

Question 33

You are managing a complex project. The team has been struggling with the detailed requirements gathering process as the stakeholders are unsure about their true requirements. You requested to manage this project using an Agile approach but the request was turned down by the program manager. Instead, she advised that you use Rolling Wave Planning on the project. When is Rolling Wave Planning useful in a project?

Answer 33

You should use Rolling Wave Planning to help you achieve the appropriate level of detail in each work package at the right time.

Rolling Wave Planning is a technique used to create a more detailed work plan while keeping the right level of detail for each activity; activities happening sooner have more detail than those further in the future. [PMBOK® Guide 6th edition, Page 185]

Question 34

You have developed a use case diagram for your system that shows all the in-scope use cases for the system. You have also visually documented the steps or tasks that people perform in their jobs pertaining to each of the identified use cases. You now want to develop textual descriptions of these interactions and steps. Which of the following models should you develop next?

Answer 34

Use Case

You have already identified the use cases and developed a use case diagram. The next step is to complete the definitions of each of the use cases. [The PMI Guide to Business Analysis, page 214]

Question 35

Your project has a big list of stakeholders. After analyzing your stakeholders, you have a mix of supporting and non-supporting stakeholders. Stakeholders who are positive about the project and who assist the project team in building excitement and support for the project are known as:

Answer 35

Project champions

Project champions are the stakeholders who assist the project team in building excitement and support for the project. [Business Analysis for Practitioners: A Practice Guide, page 40; The PMI Guide to Business Analysis, page 115]

Question 36

You have just been advised by the project sponsor that the new student management system your project team is developing must be available 24x7 and must be able to handle up to 500 concurrent connections at any given point in time. This is an example of:

Answer 36

Non-functional requirement

These are examples of non-functional requirements. A non-functional requirement describes the environmental conditions or qualities required for the product to be effective. Examples of non-functional requirements include reliability, security, performance, safety level of service. [The PMI Guide to Business Analysis, page 10]

Question 37

The on-demand scheduling approach used in agile environments is based on the theory-of-constraints and pull-based scheduling concepts from lean manufacturing to limit a team’s work in progress. This is also called:

Answer 37

Kanban

The on-demand scheduling approach used in agile environments is based on the theory-of-constraints and pull-based scheduling concepts from lean manufacturing to limit a team’s work in progress. This is also called Kanban system. [PMBOK® Guide 6th edition, Page 177]

Question 38

You are leading the business analysis efforts for a system upgrade project and are currently analyzing the future-state with some subject matter experts. Some of the SMEs, due to their senior positions in the organization, appear to be driving all the requirements-related decisions. Which of the following techniques can help you overcome this problem and obtain quality feedback from all SMEs?

Answer 38

Delphi

You want to solicit the feedback from the SMEs anonymously to overcome the problem of some SMEs overpowering the others. The Delphi technique is a consensus-building method that consolidates anonymous input from subject matter experts using rounds of voting. [The PMI Guide to Business Analysis, page 394]

Question 39

Due to a major generator failure, several pieces of manufacturing equipment have been damaged. You formed a small investigation team that has just completed a detailed root cause analysis of the situation. You developed a Kano diagram to communicate the results of the completed root cause analysis. What is the main disadvantage with this approach?

Answer 39

A Kano diagram presents the analysis of product features from the viewpoint of the customer but does not focus on reported issues and defects.

A Kano diagram is used to analyze a product’s features from the viewpoint of the customer. It must be noted that a Kano diagram does not focus on the reported issues and defects. [The PMI Guide to Business Analysis, pages 79]

Question 40

You are planning and scheduling your business analysis activities throughout the project lifecycle. The team has selected the business analysis artifacts required for the development. When should you schedule the development of a feature model during the project lifecycle?

Answer 40

Beginning of a project

Feature models are typically started at the beginning of a project to show all the features that are in scope for a project and is updated as additional features are identified during elicitation and analysis. [The PMI Guide to Business Analysis, page 193]

Question 41

Shortly after the release of a new product, several customer issues have been reported. You have analyzed these issues and grouped them into related categories. You are presenting these results to the senior leadership team as a histogram. The leadership team is happy with your analysis but has asked you to sort the histogram by frequency of occurrence in a descending order. You decide to construct a Pareto chart to meet this requirement. To transition from a histogram to a Pareto chart you need to:

Answer 41

Sort the histogram by frequency of occurrence and add a line chart.

The leadership team has asked for a Pareto chart which is a histogram that has been ordered by the frequency of occurrence; that shows how many issues were reported by each identified category. Since you already have developed a histogram, this implies that you already have the frequency of occurrence data. [The PMI Guide to Business Analysis, page 403]

Question 42

Your product backlog contains some conflicting requirements. Which of the following techniques can you use to validate these requirements by obtaining SMEs’ consensus using rounds of voting?

Answer 42

Delphi

Delphi is a consensus-building method that consolidates anonymous input from subject matter experts using rounds of voting. [The PMI Guide to Business Analysis, page 228]

Question 43

You are automating a warehouse stock replenishment and reordering system. The reorder quantity and the selection of the supplier depend upon several variables. You have collected all the rules that define this logic. Which of the following models should you develop next to document this logic?

Answer 43

Decision Table

A decision table and decision tree are rule models that show a series of decisions and the outcomes to which the decisions lead. Decision trees and tables are often used to model business rules. [The PMI Guide to Business Analysis, page 189]

Question 44

You are analyzing a complex workflow that involves some data elements to change state at various steps during the workflow. You want to ensure that you have considered all the relevant business rules involved at each transition state. Which of the following tools can help you conduct this analysis?

Answer 44

State table

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. The rest of the tools will be irrelevant to this analysis. [The PMI Guide to Business Analysis, page 203]

Question 45

Which of the following is an elicitation technique that encourages team participation and enhances engagement?

Answer 45

Product box

Product box is an elicitation technique that uses game play to focus on the features of a product that are important to the customer. None of the rest of the options are elicitation techniques. [The PMI Guide to Business Analysis, page 166]

Question 46

Agile teams are not only quick in adopting changes but are also quick in learning from their mistakes and improving their performance. Which of the following is an Agile improvement technique that allows the team to evaluate its past performance on a regular basis?

Answer 46

Retrospectives

In adaptive projects, retrospectives are meetings that are scheduled on a regular basis or conducted when a body of work is completed, such as the conclusion of an iteration or at the end of a project phase. The purpose of a retrospective is to task the project team with identifying those areas where team performance can be improved. [Business Analysis for Practitioners: A Practice Guide, page 51; The PMI Guide to Business Analysis, page 149]

Question 47

You and your Agile team are currently making team commitments regarding what features will be progressed or completed prior to the next stand-up. Which meeting is this?

Answer 47

Daily meeting

During daily planning/stand-ups teams make, assess, and revise their daily plans. During daily meetings, teams constrain the planning horizon to be no further away than the next day, when they will meet again. Daily meetings are also used to make team commitments. [The PMI Guide to Business Analysis, page 144, 244]

Question 48

You have a great product idea that could immensely benefit your organization. When you presented this idea to the senior leadership, you were appreciated for coming up with this idea. However, you were asked to explore this further and analyze the feasibility as well as establish the validity of the benefits that will be delivered through this product. What should you do first?

Answer 48

Develop a business case.

Clearly the senior leadership is asking you to conduct a detailed feasibility study and assemble a business case demonstrating the alignment with the organizational strategy. The other choices will become more important once the project is authorized. [The PMI Guide to Business Analysis, page 98]

Question 49

You are the lead business analyst on a migration project. The scope of the project involves identifying all business applications that are currently hosted on-site and migrate them over to a private cloud offered by a leading vendor. Since the expected number of project stakeholders is high, you will be relying on multiple techniques to identify all impacted stakeholders. Which of the following is NOT a technique that is used for stakeholder identification?

Answer 49

Five-whys analysis

Five-whys analysis is a root cause analysis technique and not a stakeholder identification technique. The rest of the choices are all valid examples of stakeholder identification techniques. [The PMI Guide to Business Analysis, Page 111]

Question 50

An Agile team benefits from traditional project management approaches such as lessons learned gathering, analysis and documentation; and Lean approaches such as Kaizen (continuous improvement) during:

Answer 50

Retrospectives

An Agile team benefits from traditional project management approaches such as lessons learned gathering, analysis and documentation; and Lean approaches such as Kaizen (continuous improvement) during retrospectives. [The PMI Guide to Business Analysis, page 149]