Techniques vs Tasks (17.5%)

Question 1

In Plan Business Analysis Approach:
This technique is Used to identify possible business analysis activities, techniques, risks and other relevant items to help build the business analysis approach.

Answer 1

Brainstorming

Question 2

In Plan Business Analysis Approach:
This technique is used to understand whether elements of the problem or opportunity are especially time-sensitive, high-value, or whether there is any particular uncertainty around elements of the possible need or solution.

Answer 2

Business Cases

Question 3

In Plan Business Analysis Approach:

This technique is Used to review existing organizational assets that might assist in planning the approach.

Answer 3

Document Analysis

Question 4

In Plan Business Analysis Approach:

This technique is Used to determine how long it may take to perform business analysis activities.

Answer 4

Estimation

Question 5

In Plan Business Analysis Approach:
This technique is Used to assess how different approaches (and the supported delivery options) affect the value delivered.

Answer 5

Financial Analysis

Question 6

“In Plan Business Analysis Approach:

This technique is Used to break down complex business analysis processes or approaches into more feasible components.

Answer 6

Functional Decomposition

Question 7

In Plan Business Analysis Approach:

This technique is Used to help build the plan with an individual or small group.

Answer 7

Interviews

Question 8

“In Plan Business Analysis Approach:
This technique is Used to track any issues raised during planning activities with stakeholders. Can also track risk related items raised during discussions when building the approach.

Answer 8

Item Tracking

Question 9

“In Plan Business Analysis Approach:
This technique is Used to identify an enterprise’s previous experience (both successes and challenges) with planning business analysis approach.

Answer 9

Lessons Learned

Question 10

“In Plan Business Analysis Approach:

This technique is Used to define and document the business analysis approach.

Answer 10

Process Modelling

Question 11

“In Plan Business Analysis Approach:

This technique is Used to validate the selected business analysis approach with stakeholders.

Answer 11

Reviews

Question 12

“In Plan Business Analysis Approach:

This technique is used to assess risks in order to select the proper business analysis approach.

Answer 12

Risk Analysis and Management

Question 13

“In Plan Business Analysis Approach:

This technique is Used to determine the boundaries of the solution as an input to planning and to estimating.

Answer 13

Scope Modelling

Question 14

“In Plan Business Analysis Approach:
This technique is Used to identify possible business analysis activities, techniques, risks and other relevant items to help build the business analysis approach.

Answer 14

Survey or Questionnaire

Question 15

“In Plan Business Analysis Approach:

This technique is Used to help build the plan in a team setting.

Answer 15

Workshops

Question 16

In Plan Stakeholder Engagement:

This technique is Used to produce the stakeholder list and identify stakeholder roles and responsibilities.

Answer 16

Brainstorming

Question 17

In Plan Stakeholder Engagement:

This technique is Used to identify stakeholders who were the source of the business rules.

Answer 17

Business Rules Analysis

Question 18

In Plan Stakeholder Engagement:

This technique is Used to review existing organizational assets that might assist in planning stakeholder engagement.

Answer 18

Document Analysis

Question 19

In Plan Stakeholder Engagement:
This technique is Used to interact with specific stakeholders to gain more information or knowledge about stakeholder groups.

Answer 19

Interviews

Question 20

In Plan Stakeholder Engagement:
This technique is Used to identify an enterprise’s previous experience (both successes and challenges) with planning stakeholder engagement.

Answer 20

Lessons Learned

Question 21

In Plan Stakeholder Engagement:

This technique is Used to identify potential stakeholders and help understand the relationships between them.

Answer 21

Mind Mapping

Question 22

In Plan Stakeholder Engagement:
This technique is Used to determine if the organizational units or people listed have any unique needs and interests that should be considered.

Answer 22

Organizational Modelling

Question 23

In Plan Stakeholder Engagement:

This technique is Used to categorize stakeholders by the systems that support their business processes.

Answer 23

Process Modelling

Question 24

In Plan Stakeholder Engagement:
This technique is Used to identify risks to the initiative resulting from stakeholder attitudes or the inability of key stakeholders to participate in the initiative.

Answer 24

Risk Analysis and Management

Question 25

In Plan Stakeholder Engagement:
This technique is Used to develop scope models to show stakeholders that fall outside the scope of the solution but still interact with it in some way.

Answer 25

Scope Modelling

Question 26

In Plan Stakeholder Engagement:

This technique is Used to depict the relationship of stakeholders to the solution and to one another.

Answer 26

Stakeholder List, Map, or Personas

Question 27

In Plan Stakeholder Engagement:

This technique is Used to identify shared characteristics of a stakeholder group.

Answer 27

Survey or Questionnaire

Question 28

In Plan Stakeholder Engagement:

This technique is Used to interact with groups of stakeholders to gain more information about stakeholder groups.

Answer 28

Workshops

Question 29

In Plan Business Analysis Governance:
This technique is Used to generate an initial list of potential stakeholder names who may need approval roles in the defined governance process.

Answer 29

Brainstorming

Question 30

In Plan Business Analysis Governance:

This technique is Used to evaluate existing governance processes or templates.

Answer 30

Document Analysis

Question 31

In Plan Business Analysis Governance:
This technique is Used to identify possible decision-making, change control, approval, or prioritization approaches and participants with an individual or small group.

Answer 31

Interviews

Question 32

In Plan Business Analysis Governance:

This technique is Used to track any issues that arise when planning a governance approach.

Answer 32

Item Tracking

Question 33

In Plan Business Analysis Governance:
This technique is Used to find if past initiatives have identified valuable experiences with governance that can be leveraged on current or future initiatives.

Answer 33

Lessons Learned

Question 34

In Plan Business Analysis Governance:
This technique is Used to understand roles and responsibilities within the organizationt to define a governance approach that involves the right stakeholders.

Answer 34

Organizational Modelling

Question 35

In Plan Business Analysis Governance:

This technique is Used to document the process or method for governing business analysis.

Answer 35

Process Modelling

Question 36

In Plan Business Analysis Governance:

This technique is Used to review the proposed governance plan with key stakeholders.

Answer 36

Reviews

Question 37

In Plan Business Analysis Governance:
This technique is Used to identify possible decision-making, change control, approval, or prioritization approaches and participants.

Answer 37

Survey or Questionnaire

Question 38

In Plan Business Analysis Governance:
This technique is Used to identify possible decision-making, change control, approval, or prioritization approaches and participants within a team setting.

Answer 38

Workshops

Question 39

In Plan Business Information Management:

This technique is Used to help stakeholders uncover their business analysis information management needs.

Answer 39

Brainstorming

Question 40

In Plan Business Information Management:

This technique is Used to help specific stakeholders uncover their business analysis information management needs.

Answer 40

Interviews

Question 41

In Plan Business Information Management:

This technique is Used to track issues with current information management processes.

Answer 41

Item Tracking

Question 42

In Plan Business Information Management:
This technique is Used to create a source of information for analyzing approaches for efficiently managing business analysis information.

Answer 42

Lessons Learned

Question 43

In Plan Business Information Management:

This technique is Used to identify and categorize the kinds of information that need to be managed.

Answer 43

Mind Mapping

Question 44

In Plan Business Information Management:

This technique is Used to document the process or method for managing business analysis information.

Answer 44

Process Modelling

Question 45

In Plan Business Information Management:

This technique is Used to ask stakeholders to provide input into defining business analysis information management.

Answer 45

Survey or Questionnaire

Question 46

In Plan Business Information Management:

This technique is Used to uncover business analysis information management needs in a group setting.

Answer 46

Workshops

Question 47

In Identify Business Analysis Performance Improvements:

This technique is Used to generate ideas for improvement opportunities.

Answer 47

Brainstorming

Question 48

In Identify Business Analysis Performance Improvements:

This technique is Used to gather assessments of business analysis performance.

Answer 48

Interviews

Question 49

In Identify Business Analysis Performance Improvements:

This technique is Used to track issues that occur during the performance of business analysis for later resolution.

Answer 49

Item Tracking

Question 50

In Identify Business Analysis Performance Improvements:
This technique is Used to identify recommended changes to business analysis processes, deliverables, templates, and other organizational process assets that can be incorporated into the current initiative and future work.

Answer 50

Lessons Learned

Question 51

In Identify Business Analysis Performance Improvements:
This technique is Used to determine what metrics are appropriate for assessing business analysis performance and how they may be tracked.

Answer 51

Metrics and KPIs

Question 52

In Identify Business Analysis Performance Improvements:

This technique is Used to witness business analysis performance.

Answer 52

Observation

Question 53

In Identify Business Analysis Performance Improvements:

This technique is Used to analyze existing business analysis processes and identify opportunities for improvement.

Answer 53

Process Analysis

Question 54

In Identify Business Analysis Performance Improvements:
This technique is Used to define business analysis processes and understand how to improve those processes to reduce problems from hand-offs, improve cycle times, or alter how business analysis work is performed to support improvements in downstream processes.

Answer 54

Process Modelling

Question 55

In Identify Business Analysis Performance Improvements:
This technique is Used to identify changes to business analysis processes and deliverables that can be incorporated into future work.

Answer 55

Reviews

Question 56

In Identify Business Analysis Performance Improvements:
This technique is Used to identify and manage potential conditions or events that may impact business analysis performance.

Answer 56

Risk Analysis and Management

Question 57

In Identify Business Analysis Performance Improvements:
This technique is Used to help identify the underlying cause of failures or difficulties in accomplishing business analysis work.

Answer 57

Root Cause Analysis

Question 58

In Identify Business Analysis Performance Improvements:
This technique is Used to gather feedback from stakeholders about their satisfaction with business analysis activities and deliverables.

Answer 58

Survey or Questionnaire

Question 59

In Identify Business Analysis Performance Improvements:
This technique is Used to gather assessments of business analysis performance and generate ideas for improvement opportunities.

Answer 59

Workshops

Question 60

In Prepare for Elicitation:
This technique is Used to collaboratively identify and reach consensus about which sources of business analysis information should be consulted and which elicitation techniques might be most effective.

Answer 60

Brainstorming

Question 61

In Prepare for Elicitation:

This technique is Used to identify information or patterns that require further investigation.

Answer 61

Data Mining

Question 62

In Prepare for Elicitation:

This technique is Used to identify and assess candidate sources of supporting materials.

Answer 62

Document Analysis

Question 63

In Prepare for Elicitation:

This technique is Used to estimate the time and effort required for the elicitation and the associated cost.

Answer 63

Estimation

Question 64

In Prepare for Elicitation:
This technique is Used to identify concerns about the planned elicitation, and can be used to seek authority to proceed with specific options.

Answer 64

Interviews

Question 65

In Prepare for Elicitation:
This technique is Used to collaboratively identify and reach consensus about which sources of business analysis information should be consulted and which elicitation techniques might be most effective.

Answer 65

Mind Mapping

Question 66

In Prepare for Elicitation:
This technique is Used to identify, assess, and manage conditions or situations that could disrupt the elicitation, or affect the quality and validity of the elicitation results. The plans for the elicitation should be adjusted to avoid, transfer, or mitigate the most serious risks.

Answer 66

Risk Analysis and Management

Question 67

In Prepare for Elicitation:
This technique is Used to determine who should be consulted while preparing for the elicitation, who should participate in the event, and the appropriate roles for each stakeholder.

Answer 67

Stakeholder List, Map, or Personas

Question 68

In Conduct Elicitation:
This technique is Used as a source of business analysis information by comparing a specific process, system, product, service, or structure with some external baseline, such as a similar organization or baseline provided by an industry association. Market analysis is used to determine what customers want and what competitors provide.

Answer 68

Benchmarking and Market Analysis

Question 69

In Conduct Elicitation:
This technique is Used to generate many ideas from a group of stakeholders in a short period, and to organize and prioritize those ideas.

Answer 69

Brainstorming

Question 70

In Conduct Elicitation:
This technique is Used to identify the rules that govern decisions in an organization and that define, constrain, or enable organizational operations.

Answer 70

Business Rules Analysis

Question 71

In Conduct Elicitation:

This technique is Used to develop a better understanding of a problem or to stimulate creative solutions.

Answer 71

Collaborative Games

Question 72

In Conduct Elicitation:

This technique is Used to identify key terms and ideas of importance and define the relationships between them.

Answer 72

Concept Modelling

Question 73

In Conduct Elicitation:

This technique is Used to identify relevant information and patterns.

Answer 73

Data Mining

Question 74

In Conduct Elicitation:

This technique is Used to understand entity relationships during elicitation.

Answer 74

Data Modelling

Question 75

In Conduct Elicitation:
This technique is Used to review existing systems, contracts, business procedures and policies, standards, and regulations.

Answer 75

Document Analysis

Question 76

In Conduct Elicitation:

This technique is Used to identify and understand ideas and attitudes from a group.

Answer 76

Focus Groups

Question 77

In Conduct Elicitation:
This technique is Used to understand the interaction, and characteristics of that interaction, between two entities, such as two systems, two organizations, or two people or roles.

Answer 77

Interface Analysis

Question 78

In Conduct Elicitation:

This technique is Used to ask questions of stakeholders to uncover needs, identify problems, or discover opportunities.

Answer 78

Interviews

Question 79

In Conduct Elicitation:
This technique is Used to generate many ideas from a group of stakeholders in a short period, and to organize and prioritize those ideas.

Answer 79

Mind Mapping

Question 80

In Conduct Elicitation:
This technique is Used to gain insight about how work is currently done, possibly in different locations and in different circumstances.

Answer 80

Observation

Question 81

In Conduct Elicitation:

This technique is Used to understand current processes and to identify opportunities for improvement in those processes.

Answer 81

Process Analysis

Question 82

In Conduct Elicitation:

This technique is Used to elicit processes with stakeholders during elicitation activities.

Answer 82

Process Modelling

Question 83

In Conduct Elicitation:
This technique is Used to elicit and validate stakeholders’ needs through an iterative process that creates a model of requirements or designs.

Answer 83

Prototyping

Question 84

In Conduct Elicitation:
This technique is Used to elicit business analysis information, including information about customers, products, work practices, and attitudes, from a group of people in a structured way and in a relatively short period of time.

Answer 84

Survey or Questionnaire

Question 85

In Conduct Elicitation:
This technique is Used to elicit business analysis information, including information about customers, products, work practices, and attitudes, from a group of people in a collaborative, facilitated way.

Answer 85

Workshops

Question 86

In Confirm Elicitation Results:

This technique is Used to confirm elicitation results against source information or other existing documents.

Answer 86

Document Analysis

Question 87

In Confirm Elicitation Results:
This technique is Used to confirm the business analysis information and to confirm that the integration of that information is correct.

Answer 87

Interviews

Question 88

In Confirm Elicitation Results:
This technique is Used to confirm a set of elicitation results. It could be informal or formal depending on the risks of not having correct, useful, and relevant information.

Answer 88

Reviews

Question 89

In Confirm Elicitation Results:
This technique is Used to conduct reviews of the drafted elicitation results using any level of formality. A predetermined agenda, scripts, or scenario tests may be used to walk through the elicitation results, and feedback is requested from the participants and recorded.

Answer 89

Workshops

Question 90

In Communicate Business Analysis Information:

This technique is Used to individually communicate information to stakeholders.

Answer 90

Interviews

Question 91

In Communicate Business Analysis Information:
This technique is Used to provide stakeholders with an opportunity to express feedback, request required adjustments, understand required responses and actions, and agree or provide approvals.

Answer 91

Reviews

Question 92

In Communicate Business Analysis Information:
This technique is Used to provide stakeholders with an opportunity to express feedback and to understand required adjustments, responses, and actions. They are also useful for gaining consensus and providing approvals. Typically used during group collaboration.

Answer 92

Workshops

Question 93

In Manage Stakeholder Collaboration:
This technique is Used to stimulate teamwork and collaboration by temporarily immersing participants in a safe and fun situation in which they can share their knowledge and experience on a given topic, identify hidden assumptions, and explore that knowledge in ways that may not occur during the course of normal interactions.

Answer 93

Collaborative Games

Question 94

In Manage Stakeholder Collaboration:
This technique is Used to understand stakeholders’ satisfaction or dissatisfaction, and offer them an opportunity to help improve the working relationships.

Answer 94

Lessons Learned

Question 95

In Manage Stakeholder Collaboration:
This technique is Used to identify and manage risks as they relate to stakeholder involvement, participation, and engagement.

Answer 95

Risk Analysis and Management

Question 96

In Manage Stakeholder Collaboration:
This technique is Used to determine who is available to participate in the business analysis work, show the informal relationships between stakeholders, and understand which stakeholders should be consulted about different kinds of business analysis information.

Answer 96

Stakeholder List, Map, or Personas

Question 97

In Trace Requirements:

This technique is Used to trace business rules to requirements that they support, or rules that support requirements.

Answer 97

Business Rules Analysis

Question 98

In Trace Requirements:
This technique is Used to break down solution scope into smaller components for allocation, as well as to trace high-level concepts to low-level concepts.

Answer 98

Functional Decomposition

Question 99

In Trace Requirements:
This technique is Used to visually show the future state process, as well as tracing requirements to the future state process.

Answer 99

Process Modelling

Question 100

In Trace Requirements:
This technique is Used to visually depict scope, as well as trace requirements to the area of scope the requirement supports.

Answer 100

Scope Modelling

Question 101

In Maintain Requirements:
This technique is Used to identify business rules that may be similar across the enterprise in order to facilitate reuse.

Answer 101

Business Rules Analysis

Question 102

In Maintain Requirements:
This technique is Used to identify information flow that may be similar across the enterprise in order to facilitate reuse.

Answer 102

Data Flow Diagrams

Question 103

In Maintain Requirements:
This technique is Used to identify data structure that may be similar across the enterprise in order to facilitate reuse.

Answer 103

Data Modelling

Question 104

In Maintain Requirements:
This technique is Used to analyze existing documentation about an enterprise that can serve as the basis for maintaining and reusing requirements.

Answer 104

Document Analysis

Question 105

In Maintain Requirements:

This technique is Used to identify requirements associated with the components and available for reuse.

Answer 105

Functional Decomposition

Question 106

In Maintain Requirements:

This technique is Used to identify requirements associated with the processes that may be available for reuse.

Answer 106

Process Modelling

Question 107

In Maintain Requirements:

This technique is Used to identify a solution component that may be utilized by more than one solution.

Answer 107

Use Cases and Scenarios

Question 108

In Maintain Requirements:

This technique is Used to identify requirements associated with the story that may be available for reuse.

Answer 108

User Stories

Question 109

In Prioritize Requirements:

This technique is Used to assess requirements against identified business goals and objectives to determine importance.

Answer 109

Business Cases

Question 110

In Prioritize Requirements:

This technique is Used to identify high-value requirements.

Answer 110

Decision Analysis

Question 111

In Prioritize Requirements:

This technique is Used to produce estimates for the basis of prioritization.

Answer 111

Estimation

Question 112

In Prioritize Requirements:
This technique is Used to assess the financial value of a set of requirements and how the timing of delivery will affect that value.used to assess the financial value of a set of requirements and how the timing of delivery will affect that value.

Answer 112

Financial Analysis

Question 113

In Prioritize Requirements:
This technique is Used to gain an understanding of a single or small group of stakeholders’ basis of prioritization or priorities.

Answer 113

Interviews

Question 114

In Prioritize Requirements:

This technique is Used to track issues raised by stakeholders during prioritization.

Answer 114

Item Tracking

Question 115

In Prioritize Requirements:

This technique is Used to facilitate the process of prioritization.

Answer 115

Prioritization

Question 116

In Prioritize Requirements:

This technique is Used to understand the risks for the basis of prioritization.

Answer 116

Risk Analysis and Management

Question 117

In Prioritize Requirements:
This technique is Used to gain an understanding of stakeholders’ basis of prioritization or priorities in a facilitated group setting.

Answer 117

Workshops

Question 118

In Assess Requirements Changes:

This technique is Used to justify a proposed change.

Answer 118

Business Cases

Question 119

In Assess Requirements Changes:

This technique is Used to assess changes to business policies and business rules, and develop revised guidance.

Answer 119

Business Rules Analysis

Question 120

In Assess Requirements Changes:

This technique is Used to facilitate the change assessment process.

Answer 120

Decision Analysis

Question 121

In Assess Requirements Changes:

This technique is Used to determine the size of the change.

Answer 121

Estimation

Question 122

In Assess Requirements Changes:

This technique is Used to estimate the financial consequences of a proposed change.

Answer 122

Financial Analysis

Question 123

In Assess Requirements Changes:

This technique is Used to help business analysts identify interfaces that can be affected by the change.

Answer 123

Interface Analysis

Question 124

In Assess Requirements Changes:
This technique is Used to gain an understanding of the impact on the organization or its assets from a single or small group of stakeholders.

Answer 124

Interviews

Question 125

In Assess Requirements Changes:

This technique is Used to track any issues or conflicts discovered during impact analysis.

Answer 125

Item Tracking

Question 126

In Assess Requirements Changes:

This technique is Used to determine the level of risk associated with the change.

Answer 126

Risk Analysis and Management

Question 127

In Assess Requirements Changes:

This technique is Used to gain an understanding of the impact or to resolve changes in a group setting.

Answer 127

Workshops

Question 128

In Approve Requirements:

This technique is Used to resolve issues and gain agreement.

Answer 128

Decision Analysis

Question 129

In Approve Requirements:

This technique is Used to track issues identified during the agreement process.

Answer 129

Item Tracking

Question 130

In Approve Requirements:

This technique is Used to evaluate requirements.

Answer 130

Reviews

Question 131

In Approve Requirements:

This technique is Used to facilitate obtaining approval.

Answer 131

Workshops

Question 132

In Specify and Model Requirements:

This technique is Used to represent the acceptance and evaluation criteria attributes of requirements.

Answer 132

Acceptance and Evaluation Criteria

Question 133

In Specify and Model Requirements:

This technique is Used to represent features or functions of an enterprise.

Answer 133

Business Capability Analysis

Question 134

In Specify and Model Requirements:

This technique is Used to describe the rationale for requirements.

Answer 134

Business Model Canvas

Question 135

In Specify and Model Requirements:

This technique is Used to analyze business rules so that they can be specified and modelled alongside requirements.

Answer 135

Business Rules Analysis

Question 136

In Specify and Model Requirements:

This technique is Used to define terms and relationships relevant to the change and the enterprise.

Answer 136

Concept Modelling

Question 137

In Specify and Model Requirements:
This technique is “Used to record details about the data involved in the change.
Details may include definitions, relationships with other data, origin, format, and usage.”

Answer 137

Data Dictionary

Question 138

In Specify and Model Requirements:

This technique is Used to visualize data flow requirements.

Answer 138

Data Flow Diagrams

Question 139

In Specify and Model Requirements:

This technique is Used to model requirements to show how data will be used to meet stakeholder information needs.

Answer 139

Data Modelling

Question 140

In Specify and Model Requirements:

This technique is Used to represent decisions in a model in order to show the elements of decision making required.

Answer 140

Decision Modelling

Question 141

In Specify and Model Requirements:
This technique is Used to model requirements in order to identify constituent parts of an overall complex business function.

Answer 141

Functional Decomposition

Question 142

In Specify and Model Requirements:

This technique is Used to record the meaning of relevant business terms while analyzing requirements.

Answer 142

Glossary

Question 143

In Specify and Model Requirements:
This technique is Used to model requirements in order to identify and validate inputs and outputs of the solution they are modelling.

Answer 143

Interface Analysis

Question 144

In Specify and Model Requirements:

This technique is Used to define and analyze the quality of service attributes.

Answer 144

Non-Functional Requirements Analysis

Question 145

In Specify and Model Requirements:
This technique is Used to allow business analysts to model the roles, responsibilities, and communications within an organization.

Answer 145

Organizational Modelling

Question 146

In Specify and Model Requirements:
This technique is Used to show the steps or activities that are performed in the organization, or that must be performed to meet the desired change.

Answer 146

Process Modelling

Question 147

In Specify and Model Requirements:

This technique is Used to assist the stakeholders in visualizing the appearance and capabilities of a planned solution.

Answer 147

Prototyping

Question 148

In Specify and Model Requirements:
This technique is Used to specify and model requirements concerned with the separation of duties among users and external interfaces in utilizing a solution.

Answer 148

Roles and Permissions Matrix

Question 149

In Specify and Model Requirements:

This technique is Used to model the root causes of a problem as part of rationale.

Answer 149

Root Cause Analysis

Question 150

In Specify and Model Requirements:

This technique is Used to visually show a scope boundary.

Answer 150

Scope Modelling

Question 151

In Specify and Model Requirements:
This technique is Used to specify and model requirements to show how processes operate and interact with one another, and in what order.

Answer 151

Sequence Diagrams

Question 152

In Specify and Model Requirements:

This technique is Used to identify the stakeholders and their characteristics.

Answer 152

Stakeholder List, Map, or Personas

Question 153

In Specify and Model Requirements:
This technique is Used to specify the different states of a part of the solution throughout a life cycle, in terms of the events that occur.

Answer 153

State Modelling

Question 154

In Specify and Model Requirements:
This technique is Used to model the desired behaviour of a solution, by showing user interactions with the solution, to achieve a specific goal or accomplish a particular task.

Answer 154

Use Cases and Scenarios

Question 155

In Specify and Model Requirements:
This technique is Used to specify requirements as a brief statement about what people do or need to do when using the solution.

Answer 155

User Stories

Question 156

In Verify Requirements:
This technique is Used to ensure that requirements are stated clearly enough to devise a set of tests that can prove that the requirements have been met.

Answer 156

Acceptance and Evaluation Criteria

Question 157

In Verify Requirements:

This technique is Used to ensure that any problems or issues identified during verification are managed and resolved.

Answer 157

Item Tracking

Question 158

In Verify Requirements:

This technique is Used to identify how to evaluate the quality of the requirements.

Answer 158

Metrics and KPIs

Question 159

In Verify Requirements:
This technique is Used to inspect requirements documentation to identify requirements that are not of acceptable quality.

Answer 159

Reviews

Question 160

In Validate Requirements:

This technique is Used to define the quality metrics that must be met to achieve acceptance by a stakeholder.

Answer 160

Acceptance and Evaluation Criteria

Question 161

In Validate Requirements:

This technique is Used to identify previously documented business needs in order to validate requirements.

Answer 161

Document Analysis

Question 162

In Validate Requirements:

This technique is Used to define the financial benefits associated with requirements.

Answer 162

Financial Analysis

Question 163

In Validate Requirements:

This technique is Used to ensure that any problems or issues identified during validation are managed and resolved.

Answer 163

Item Tracking

Question 164

In Validate Requirements:

This technique is Used to select appropriate performance measures for a solution, solution component, or requirement.

Answer 164

Metrics and KPIs

Question 165

In Validate Requirements:

This technique is Used to confirm whether or not the stakeholder agrees that their needs are met.

Answer 165

Reviews

Question 166

In Validate Requirements:

This technique is Used to identify possible scenarios that would alter the benefit delivered by a requirement.

Answer 166

Risk Analysis and Management

Question 167

In Define Requirements Architecture:

This technique is Used to describe the requirements structure as it relates to data.

Answer 167

Data Modelling

Question 168

In Define Requirements Architecture:

This technique is Used to break down an organizational unit, product scope, or other elements into its component parts.

Answer 168

Functional Decomposition

Question 169

In Define Requirements Architecture:

This technique is Used to define the requirements structure collaboratively.

Answer 169

Interviews

Question 170

In Define Requirements Architecture:
This technique is Used to understand the various organizational units, stakeholders, and their relationships which might help define relevant viewpoints.

Answer 170

Organizational Modelling

Question 171

In Define Requirements Architecture:

This technique is Used to dentify the elements and boundaries of the requirements architecture.

Answer 171

Scope Modelling

Question 172

In Define Requirements Architecture:

This technique is Used to define the requirements structure collaboratively.

Answer 172

Workshops

Question 173

In Define Design Options:

This technique is Used to identify and analyze existing solutions and market trends.

Answer 173

Benchmarking and Market Analysis

Question 174

In Define Design Options:

This technique is Used to help identify improvement opportunities and design options.

Answer 174

Brainstorming

Question 175

In Define Design Options:

This technique is Used to provide information needed to describe design options and design elements.

Answer 175

Document Analysis

Question 176

In Define Design Options:

This technique is Used to help identify improvement opportunities and design options.

Answer 176

Interviews

Question 177

In Define Design Options:

This technique is Used to help identify improvement opportunities.

Answer 177

Lessons Learned

Question 178

In Define Design Options:

This technique is Used to identify and explore possible design options.

Answer 178

Mind Mapping

Question 179

In Define Design Options:
This technique is Used to understand the underlying cause of the problems being addressed in the change to propose solutions to address them.

Answer 179

Root Cause Analysis

Question 180

In Define Design Options:

This technique is Used to help identify improvement opportunities and design options.

Answer 180

Survey or Questionnaire

Question 181

In Define Design Options:
This technique is Used to couple the assessment of a third party solution with an assessment of the vendor to ensure that the solution is viable and all parties will be able to develop and maintain a healthy working relationship.

Answer 181

Vendor Assessment

Question 182

In Define Design Options:

This technique is Used to help identify improvement opportunities and design options.

Answer 182

Workshops

Question 183

In Analyze Potential Value and Recommend Solution:
This technique is Used to express requirements in the form of acceptance criteria to make them most useful when assessing proposed solutions and determining whether a solution meets the defined business needs.

Answer 183

Acceptance and Evaluation Criteria

Question 184

In Analyze Potential Value and Recommend Solution:

This technique is used to sequence the potential value.

Answer 184

Backlog Management

Question 185

In Analyze Potential Value and Recommend Solution:

This technique is Used to identify potential benefits of the requirements in a collaborative manner.

Answer 185

Brainstorming

Question 186

In Analyze Potential Value and Recommend Solution:

This technique is Used to assess recommendations against business goals and objectives.

Answer 186

Business Cases

Question 187

In Analyze Potential Value and Recommend Solution:

This technique is Used as a tool to help understand strategy and initiatives.

Answer 187

Business Model Canvas

Question 188

In Analyze Potential Value and Recommend Solution:

This technique is Used to support the assessment and ranking of design options.

Answer 188

Decision Analysis

Question 189

In Analyze Potential Value and Recommend Solution:
This technique is Used to forecast the costs and efforts of meeting the requirements as a step towards estimating their value.

Answer 189

Estimation

Question 190

In Analyze Potential Value and Recommend Solution:
This technique is Used to evaluate the financial return of different options and choose the best possible return on investment.

Answer 190

Financial Analysis

Question 191

In Analyze Potential Value and Recommend Solution:
This technique is Used to get stakeholder input on which design options best meet the requirements, and to evaluate a targeted, small group of stakeholders’ value expectations.

Answer 191

Focus Groups

Question 192

In Analyze Potential Value and Recommend Solution:
This technique is Used to get stakeholder input on which design options best meet the requirements, and to evaluate individual stakeholders’ value expectations.

Answer 192

Interviews

Question 193

In Analyze Potential Value and Recommend Solution:

This technique is Used to create and evaluate the measurements used in defining value.

Answer 193

Metrics and KPIs

Question 194

In Analyze Potential Value and Recommend Solution:

This technique is Used to identify and manage the risks that could affect the potential value of the requirements.

Answer 194

Risk Analysis and Management

Question 195

In Analyze Potential Value and Recommend Solution:
This technique is Used to get stakeholder input on which design options best meet the requirements, and to identify stakeholders’ value expectations.

Answer 195

Survey or Questionnaire

Question 196

In Analyze Potential Value and Recommend Solution:

This technique is Used to identify areas of strength and weakness that will impact the value of the solutions.

Answer 196

SWOT Analysis

Question 197

In Analyze Potential Value and Recommend Solution:
This technique is Used to get stakeholder input on which design options best meet the requirements, and to evaluate stakeholders’ value expectations.

Answer 197

Workshops

Question 198

In Analyze Current State:
This technique Provides an understanding of where there are opportunities for improvement in the current state. Specific frameworks that may be useful include 5 Forces analysis, PEST, STEEP, CATWOE, and others.

Answer 198

Benchmarking and Market Analysis

Question 199

In Analyze Current State:

This technique identifies gaps and prioritizes them in relation to value and risk.

Answer 199

Business Capability Analysis

Question 200

In Analyze Current State:

This technique is Used to capture information regarding the business need and opportunity.

Answer 200

Business Cases

Question 201

In Analyze Current State:
This technique Provides an understanding of the value proposition that the enterprise satisfies for its customers, the critical factors in delivering that value, and the resulting cost and revenue streams. Helpful for understanding the context for any change and identifying the problems and opportunities that may have the most significant impact.

Answer 201

Business Model Canvas

Question 202

In Analyze Current State:
This technique is Used to capture key terms and concepts in the business domain and define the relationships between them.

Answer 202

Concept Modelling

Question 203

In Analyze Current State:

This technique is Used to obtain information on the performance of the enterprise.

Answer 203

Data Mining

Question 204

In Analyze Current State:
This technique Analyzes any existing documentation about the current state, including (but not limited to) documents created during the implementation of a solution, training manuals, issue reports, competitor information, supplier agreements, published industry benchmarks, published
technology trends, and performance metrics.

Answer 204

Document Analysis

Question 205

In Analyze Current State:
This technique is Used to understand the profitability of the current state and the financial capability to deliver change.

Answer 205

Financial Analysis

Question 206

In Analyze Current State:

This technique Soliciets feedback from customers or end users about the current state.

Answer 206

Focus Groups

Question 207

In Analyze Current State:

This technique Breaks down complex systems or relationships in the current state.

Answer 207

Functional Decomposition

Question 208

In Analyze Current State:
This technique Facilitate dialogue with stakeholders to understand the current state and any needs evolving from the current state.

Answer 208

Interviews

Question 209

In Analyze Current State:

This technique Tracks and manages issues discovered about the current state.

Answer 209

Item Tracking

Question 210

In Analyze Current State:
This technique Enables the assessment of failures and opportunities for improvement in past initiatives, which may drive a business need for process improvement.

Answer 210

Lessons Learned

Question 211

In Analyze Current State:

This technique Assesses performance of the current state of an enterprise.

Answer 211

Metrics and KPIs

Question 212

In Analyze Current State:
This technique is Used to explore relevant aspects of the current state and better understand relevant factors affecting the business need.

Answer 212

Mind Mapping

Question 213

In Analyze Current State:
This technique May provide opportunities for insights into needs within the current state that have not been identified previously by a stakeholder.

Answer 213

Observation

Question 214

In Analyze Current State:
This technique Describes the roles, responsibilities, and reporting structures that exist within the current state organization.

Answer 214

Organizational Modelling

Question 215

In Analyze Current State:

This technique Identifies opportunities to improve the current state.

Answer 215

Process Analysis

Question 216

In Analyze Current State:

This technique Describes how work occurs within the current solution.

Answer 216

Process Modelling

Question 217

In Analyze Current State:

This technique Identifies risks to the current state.

Answer 217

Risk Analysis and Management

Question 218

In Analyze Current State:
This technique provides an understanding of the underlying causes of any problems in the current state in order to further clarify a need.

Answer 218

Root Cause Analysis

Question 219

In Analyze Current State:

This technique Helps define the boundaries on the current state description.

Answer 219

Scope Modelling

Question 220

In Analyze Current State:
This technique Helps to gain an understanding of the current state from a large, varied, or disparate group of stakeholders.

Answer 220

Survey or Questionnaire

Question 221

In Analyze Current State:

This technique Evaluates the strengths, weaknesses, opportunities, and threats to the current state enterprise.

Answer 221

SWOT Analysis

Question 222

In Analyze Current State:
This technique Determines whether any vendors that are part of the current state are adequately meeting commitments, or if any changes are needed.

Answer 222

Vendor Assessment

Question 223

In Analyze Current State:

This technique Engage stakeholders to collaboratively describe the current state and their needs.

Answer 223

Workshops

Question 224

In Define Future State:

This technique is Used to identify what may make the future state acceptable and/or how options may be evaluated.

Answer 224

Acceptance and Evaluation Criteria

Question 225

In Define Future State:

This technique is Used to set targets for measuring the future state.

Answer 225

Balanced Scorecard

Question 226

In Define Future State:

This technique is Used to make decisions about future state business objectives.

Answer 226

Benchmarking and Market Analysis

Question 227

In Define Future State:

This technique is Used to collaboratively come up with ideas for the future state.

Answer 227

Brainstorming

Question 228

In Define Future State:

This technique is Used to prioritize capability gaps in relation to value and risk.

Answer 228

Business Capability Analysis

Question 229

In Define Future State:

This technique is Used to capture the desired outcomes of the change initiative.

Answer 229

Business Cases

Question 230

In Define Future State:
This technique is Used to plan strategy for the enterprise by mapping out the needed infrastructure, target customer base, financial cost structure, and revenue streams required to fulfill the value proposition to customers in the desired future state.

Answer 230

Business Model Canvas

Question 231

In Define Future State:

This technique is Used to compare the different future state options and understand which is the best choice.

Answer 231

Decision Analysis

Question 232

In Define Future State:

This technique is Used to model complex decisions regarding future state options.

Answer 232

Decision Modelling

Question 233

In Define Future State:

This technique is Used to estimate the potential financial returns to be delivered by a proposed future state.

Answer 233

Financial Analysis

Question 234

In Define Future State:

This technique is Used to break down complex systems within the future state for better understanding.

Answer 234

Functional Decomposition

Question 235

In Define Future State:
This technique is Used to talk to stakeholders to understand their desired future state, which needs they want to address, and what desired business objectives they want to meet.

Answer 235

Interviews

Question 236

In Define Future State:
This technique is Used to determine which opportunities for improvement will be addressed and how the current state can be improved upon.

Answer 236

Lessons Learned

Question 237

In Define Future State:

This technique is Used to determine when the organization has succeeded in achieving the business objectives.

Answer 237

Metrics and KPIs

Question 238

In Define Future State:

This technique is Used to develop ideas for the future state and understand relationships between them.

Answer 238

Mind Mapping

Question 239

In Define Future State:
This technique is Used to describe the roles, responsibilities, and reporting structures that would exist within the future state organization.

Answer 239

Organizational Modelling

Question 240

In Define Future State:

This technique is Used to describe how work would occur in the future state.

Answer 240

Process Modelling

Question 241

In Define Future State:

This technique is Used to model future state options and could also help determine potential value.

Answer 241

Prototyping

Question 242

In Define Future State:

This technique is Used to define the boundaries of the enterprise in the future state.

Answer 242

Scope Modelling

Question 243

In Define Future State:
This technique is Used to understand stakeholders’ desired future state, which needs they want to address, and what desired business objectives they want to meet.

Answer 243

Survey or Questionnaire

Question 244

In Define Future State:
This technique is Used to evaluate the strengths, weaknesses, opportunities, and threats that may be exploited or mitigated by the future state.

Answer 244

SWOT Analysis

Question 245

In Define Future State:

This technique is Used to assess potential value provided by vendor solution options.

Answer 245

Vendor Assessment

Question 246

In Define Future State:

This technique is Used to work with stakeholders to collaboratively describe the future state.

Answer 246

Workshops

Question 247

In Assess Risks:

This technique is Used to collaboratively identify potential risks for assessment.

Answer 247

Brainstorming

Question 248

In Assess Risks:

This technique is Used to capture risks associated with alternative change strategies.

Answer 248

Business Cases

Question 249

In Assess Risks:

This technique is Used to assess problems.

Answer 249

Decision Analysis

Question 250

In Assess Risks:

This technique is Used to analyze existing documents for potential risks, constraints, assumptions, and dependencies.

Answer 250

Document Analysis

Question 251

In Assess Risks:

This technique is Used to understand the potential effect of risks on the financial value of the solution.

Answer 251

Financial Analysis

Question 252

In Assess Risks:

This technique is Used to understand what stakeholders think might be risks and the various factors of those risks.

Answer 252

Interviews

Question 253

In Assess Risks:

This technique is Used as a foundation of past issues that might be risks.

Answer 253

Lessons Learned

Question 254

In Assess Risks:

This technique is Used to identify and categorize potential risks and understand their relationships.

Answer 254

Mind Mapping

Question 255

In Assess Risks:

This technique is Used to identify and manage risks.

Answer 255

Risk Analysis and Management

Question 256

In Assess Risks:

This technique is Used to identify and address the underlying problem creating a risk.

Answer 256

Root Cause Analysis

Question 257

In Assess Risks:

This technique is Used to understand what stakeholders think might be risks and the various factors of those risks.

Answer 257

Survey or Questionnaire

Question 258

In Assess Risks:

This technique is Used to understand what stakeholders think might be risks and the various factors of those risks.

Answer 258

Workshops

Question 259

In Define Change Strategy:

This technique is Used to define the metrics that will be used to evaluate the effectiveness of the change strategy.

Answer 259

Balanced Scorecard

Question 260

In Define Change Strategy:

This technique is Used to make decisions about which change strategy is appropriate.

Answer 260

Benchmarking and Market Analysis

Question 261

In Define Change Strategy:

This technique is Used to collaboratively come up with ideas for change strategies.

Answer 261

Brainstorming

Question 262

In Define Change Strategy:

This technique is Used to prioritize capability gaps in relation to value and risk.

Answer 262

Business Capability Analysis

Question 263

In Define Change Strategy:
This technique is Used to capture information about the recommended change strategy and other potential strategies that were assessed but not recommended.

Answer 263

Business Cases

Question 264

In Define Change Strategy:
This technique is Used to define the changes needed in the current infrastructure, customer base, and financial structure of the organization in order to achieve the potential value.

Answer 264

Business Model Canvas

Question 265

In Define Change Strategy:

This technique is Used to compare different change strategies and choose which is most appropriate.

Answer 265

Decision Analysis

Question 266

In Define Change Strategy:

This technique is Used to determine timelines for activities within the change strategy.

Answer 266

Estimation

Question 267

In Define Change Strategy:
This technique is Used to understand the potential value associated with a change strategy, and evaluate strategies against targets set for return on investments.

Answer 267

Financial Analysis

Question 268

In Define Change Strategy:
This technique is Used to bring customers or end users together to solicit their input on the solution and change strategy.

Answer 268

Focus Groups

Question 269

In Define Change Strategy:

This technique is Used to break down the components of the solution into parts when developing a change strategy.

Answer 269

Functional Decomposition

Question 270

In Define Change Strategy:
This technique is Used to talk to stakeholders in order to fully describe the solution scope and change scope, and to understand their suggestions for a change strategy.

Answer 270

Interviews

Question 271

In Define Change Strategy:

This technique is Used to understand what went wrong in past changes in order to improve this change strategy.

Answer 271

Lessons Learned

Question 272

In Define Change Strategy:

This technique is Used to develop and explore ideas for change strategies.

Answer 272

Mind Mapping

Question 273

In Define Change Strategy:
This technique is Used to describe the roles, responsibilities, and reporting structures that are necessary during the change and are part of the solution scope.

Answer 273

Organizational Modelling

Question 274

In Define Change Strategy:

This technique is Used to describe how work would occur in the solution scope or during the change.

Answer 274

Process Modelling

Question 275

In Define Change Strategy:

This technique is Used to define the boundaries on the solution scope and change scope descriptions.

Answer 275

Scope Modelling

Question 276

In Define Change Strategy:

This technique is Used to make decisions about which change strategy is appropriate.

Answer 276

SWOT Analysis

Question 277

In Define Change Strategy:
This technique is Used to determine whether any vendors are part of the change strategy, either to implement the change or to be part of the solution.

Answer 277

Vendor Assessment

Question 278

In Define Change Strategy:

This technique is Used in work with stakeholders to collaboratively develop change strategies.

Answer 278

Workshops

Question 279

In Measure Solution Performance:

This technique is Used to define business objectives and performance measures for a proposed solution.

Answer 279

Business Cases

Question 280

In Measure Solution Performance:

This technique is Used to collect and analyze large amounts of data regarding solution performance.

Answer 280

Data Mining

Question 281

In Measure Solution Performance:
This technique is Used to assist stakeholders in deciding on suitable ways to measure solution performance and acceptable levels of performance.

Answer 281

Decision Analysis

Question 281

In Measure Solution Performance:

This technique is Used to provide subjective assessments, insights, and impressions of a solution’s performance.

Answer 281

Focus Groups

Question 283

In Measure Solution Performance:

This technique is Used to measure solution performance.

Answer 283

Metrics and KPIs

Question 284

In Measure Solution Performance:

This technique is Used to define expected characteristics of a solution.

Answer 284

Non-Functional Requirements Analysis

Question 285

In Measure Solution Performance:
This technique is Used either to provide feedback on perceptions of solution performance or to reconcile contradictory results.

Answer 285

Observation

Question 286

In Measure Solution Performance:

This technique is Used to define measures and their acceptable levels.

Answer 286

Benchmarking and Market Analysis

Question 287

In Measure Solution Performance:

This technique is Used to define acceptable solution performance.

Answer 287

Acceptance and Evaluation Criteria

Question 288

In Measure Solution Performance:

This technique is Used to simulate a new solution so that performance measures can be determined and collected.

Answer 288

Prototyping

Question 289

In Measure Solution Performance:
This technique is Used to gather opinions and attitudes about solution performance. Surveys and questionnaires can be effective when large or disparate groups need to be polled.

Answer 289

Survey or Questionnaire

Question 290

In Measure Solution Performance:

This technique is Used to define the expected outcomes of a solution.

Answer 290

Use Cases and Scenarios

Question 291

In Measure Solution Performance:
This technique is Used to assess which of the vendor’s performance measures should be included in the solution’s performance assessment.

Answer 291

Vendor Assessment

Question 292

In Analyze Performance Measures:
This technique is Used to define acceptable solution performance through acceptance criteria. The degree of variance from these criteria will guide the analysis of that performance.

Answer 292

Acceptance and Evaluation Criteria

Question 293

In Analyze Performance Measures:
This technique is Used to observe the results of other organizations employing similar solutions when assessing risks, trends, and variances.

Answer 293

Benchmarking and Market Analysis

Question 294

In Analyze Performance Measures:
This technique is Used to collect data regarding performance, trends, common issues, and variances from expected performance levels and understand patterns and meaning in that data.

Answer 294

Data Mining

Question 295

In Analyze Performance Measures:
This technique is Used to determine expected value of a solution and its perceived performance from an individual or small group’s perspective.

Answer 295

Interviews

Question 296

In Analyze Performance Measures:
This technique is Used to analyze solution performance, especially when judging how well a solution contributes to achieving goals.

Answer 296

Metrics and KPIs

Question 297

In Analyze Performance Measures:

This technique is Used to observe a solution in action if the data collected does not provide definitive conclusions.

Answer 297

Observation

Question 298

In Analyze Performance Measures:
This technique is Used to identify, analyze, develop plans to modify the risks, and to manage the risks on an ongoing basis.

Answer 298

Risk Analysis and Management

Question 299

In Analyze Performance Measures:

This technique is Used to determine the underlying cause of performance variance.

Answer 299

Root Cause Analysis

Question 300

In Analyze Performance Measures:

This technique is Used to determine expected value of a solution and its perceived performance.

Answer 300

Survey or Questionnaire

Question 301

In Assess Solution Limitations:
This technique is Used to indicate the level at which acceptance criteria are met or anticipated to be met by the solution and to identify any criteria that are not met by the solution.

Answer 301

Acceptance and Evaluation Criteria

Question 302

In Assess Solution Limitations:
This technique is Used to assess if other organizations are experiencing the same solution challenges and, if possible, determine how they are addressing it.

Answer 302

Benchmarking and Market Analysis

Question 303

In Assess Solution Limitations:
This technique is Used to illustrate the current business rules and the changes required to achieve the potential value of the change.

Answer 303

Business Rules Analysis

Question 304

In Assess Solution Limitations:

This technique is Used to identify factors constraining performance of the solution.

Answer 304

Data Mining

Question 305

In Assess Solution Limitations:
This technique is Used to illustrate the current business decisions and the changes required to achieve the potential value of the change.

Answer 305

Decision Analysis

Question 306

In Assess Solution Limitations:

This technique is Used to help perform problem analysis.

Answer 306

Interviews

Question 307

In Assess Solution Limitations:
This technique is Used to record and manage stakeholder issues related to why the solution is not meeting the potential value.

Answer 307

Item Tracking

Question 308

In Assess Solution Limitations:
This technique is Used to determine what can be learned from the inception, definition, and construction of the solution to have potentially impacted its ability to deliver value.

Answer 308

Lessons Learned

Question 309

In Assess Solution Limitations:
This technique is Used to identify, analyze, and manage risks, as they relate to the solution and its potential limitations, that may impede the realization of potential value.

Answer 309

Risk Analysis and Management

Question 310

In Assess Solution Limitations:
This technique is Used to identify and understand the combination of factors and their underlying causes that led to the solution being unable to deliver its potential value.

Answer 310

Root Cause Analysis

Question 311

In Assess Solution Limitations:

This technique is Used to help perform problem analysis.

Answer 311

Survey or Questionnaire

Question 312

In Assess Enterprise Limitations:

This technique is Used to identify existing solutions and enterprise interactions.

Answer 312

Benchmarking and Market Analysis

Question 313

In Assess Enterprise Limitations:

This technique is Used to identify organizational gaps or stakeholder concerns.

Answer 313

Brainstorming

Question 314

In Assess Enterprise Limitations:

This technique is Used to identify factors constraining performance of the solution.

Answer 314

Data Mining

Question 315

In Assess Enterprise Limitations:
This technique is Used to assist in making an optimal decision under conditions of uncertainty and may be Used in the assessment to make decisions about functional, technical, or procedural gaps.

Answer 315

Decision Analysis

Question 316

In Assess Enterprise Limitations:

This technique is Used to gain an understanding of the culture, operations, and structure of the organization.

Answer 316

Document Analysis

Question 317

In Assess Enterprise Limitations:

This technique is Used to identify organizational gaps or stakeholder concerns .

Answer 317

Interviews

Question 318

In Assess Enterprise Limitations:
This technique is Used to ensure that issues are not neglected or lost and that issues identified by assessment are resolved.

Answer 318

Item Tracking

Question 319

In Assess Enterprise Limitations:

This technique is Used to analyze previous initiatives and the enterprise interactions with the solutions.

Answer 319

Lessons Learned

Question 320

In Assess Enterprise Limitations:

This technique is Used to witness the enterprise and solution interactions to identify impacts.

Answer 320

Observation

Question 321

In Assess Enterprise Limitations:
This technique is Used to ensure the identification of any required changes to the organizational structure that may have to be addressed.

Answer 321

Organizational Modelling

Question 322

In Assess Enterprise Limitations:

This technique is Used to identify possible opportunities to improve performance.

Answer 322

Process Analysis

Question 323

In Assess Enterprise Limitations:
This technique is Used to illustrate the current business processes and/or changes that must be made in order to achieve the potential value of the solution.

Answer 323

Process Modelling

Question 324

In Assess Enterprise Limitations:
This technique is Used to consider risk in the areas of technology (if the selected technological resources provide required functionality), finance (if costs could exceed levels that make the change salvageable), and business (if the organization will be able to make the changes necessary to attain potential value from the solution).

Answer 324

Risk Analysis and Management

Question 325

In Assess Enterprise Limitations:
This technique is Used to determine roles and associated permissions for stakeholders, as well as stability of end users.

Answer 325

Roles and Permissions Matrix

Question 326

In Assess Enterprise Limitations:

This technique is Used to determine if the underlying cause may be related to enterprise limitations.

Answer 326

Root Cause Analysis

Question 327

In Assess Enterprise Limitations:

This technique is Used to identify organizational gaps or stakeholder concerns.

Answer 327

Survey or Questionnaire

Question 328

In Assess Enterprise Limitations:
This technique is Used to demonstrate how a change will help the organization maximize strengths and minimize weaknesses, and to assess strategies developed to respond to identified issues.

Answer 328

SWOT Analysis

Question 329

In Assess Enterprise Limitations:

This technique is Used to identify organizational gaps or stakeholder concerns.

Answer 329

Workshops

Question 330

In Recommend Actions to Increase Solution Value:

This technique is Used to generate predictive estimates of solution performance.

Answer 330

Data Mining

Question 331

In Recommend Actions to Increase Solution Value:

This technique is Used to determine the impact of acting on any of the potential value or performance issues.

Answer 331

Decision Analysis

Question 332

In Recommend Actions to Increase Solution Value:

This technique is Used to assess the potential costs and benefits of a change.

Answer 332

Financial Analysis

Question 333

In Recommend Actions to Increase Solution Value:
This technique is Used to determine if solution performance measures need to be adjusted and Used to identify potential opportunities to improve performance.

Answer 333

Focus Groups

Question 334

In Recommend Actions to Increase Solution Value:

This technique is Used to demonstrate potential change within the organization’s structure.

Answer 334

Organizational Modelling

Question 335

In Recommend Actions to Increase Solution Value:

This technique is Used to identify relative value of different actions to improve solution performance.

Answer 335

Prioritization

Question 336

In Recommend Actions to Increase Solution Value:

This technique is Used to evaluate different outcomes under specific conditions.

Answer 336

Risk Analysis and Management

Question 337

In Recommend Actions to Increase Solution Value:
This technique is Used to gather feedback from a wide variety of stakeholders to determine if value has been met or exceeded, if the metrics are still valid or relevant in the current context, and what actions might be taken to improve the solution.

Answer 337

Survey or Questionnaire