PMI-PBA Exam Dumps - PMI Professional in Business Analysis

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

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

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

 Prototyping is a tool or technique that could have been used by the business analyst to avoid the situation of unclear and conflicting requirements. Prototyping is the process of creating a simplified and partial version of the product or system that can be used to elicit, validate, and refine the requirements. Prototyping can help the business analyst and the stakeholders to visualize the solution, to identify and resolve any issues or gaps, and to reach a common understanding and agreement on the requirements. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 18; Business Analysis for Practitioners: A Practice Guide2, page 94.

 A change-driven approach is the approach that best aligns with the business need for an organization that prefers taking an exploratory approach to finding the solution that best meets the business need. A change-driven approach is an adaptive and iterative approach that embraces changes and feedback throughout the project lifecycle. It allows the organization to explore different options and alternatives for the solution and deliver value incrementally and frequently. A change-driven approach is suitable for projects that have high uncertainty, complexity, or volatility in the requirements or the environment. A plan-driven approach is not the approach that best aligns with the business need for an organization that prefers taking an exploratory approach to finding the solution that best meets the business need. A plan-driven approach is a predictive and sequential approach that follows a detailed plan and minimizes changes and deviations from the baseline. It requires the organization to have a clear and stable vision of the solution and deliver value at the end of the project. A plan-driven approach is suitable for projects that have low uncertainty, complexity, or volatility in the requirements or the environment. A waterfall approach is not the approach that best aligns with the business need for an organization that prefers taking an exploratory approach to finding the solution that best meets the business need. A waterfall approach is a type of plan-driven approach that divides the project into distinct phases and completes each phase before moving to the next one. It does not allow for any changes or revisions once a phase is completed. A waterfall approach is suitable for projects that have very simple, well-defined, and fixed requirements and solutions. An analytical approach is not the approach that best aligns with the business need for an organization that prefers taking an exploratory approach to finding the solution that best meets the business need. An analytical approach is a technique or a method for solving problems or making decisions based on data, logic, and reasoning. It does not refer to a specific project management or business analysis approach. References: Business Analysis for Practitioners: A Practice Guide 1, page 28-29; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 13.

The business analyst would recommend formal signoff to the group if errors in the product could result in financial solvency. Formal signoff is a process that ensures that the stakeholders agree on and approve the requirements and deliverables of the project. Formal signoff can help to reduce ambiguity, confusion, or disputes among the stakeholders and increase their accountability and commitment to the project. Formal signoff is especially important when errors in the product could result in financial solvency, as it implies that there is a high level of risk, complexity, or regulation involved in the project and that any mistake or defect could have severe consequences for the organization or its customers. The industry being unregulated is not a reason to recommend formal signoff to the group, as it implies that there is less need for compliance or verification of the product quality or performance. The project impact being contained within a small department of the company is not a reason to recommend formal signoff to the group, as it implies that there is less stakeholder involvement or interest in the project outcome or value. The organization following an iterative project life cycle is not a reason to recommend formal signoff to the group, as it implies that there is more flexibility and adaptability in the project scope and deliverables and that feedback and validation are obtained frequently throughout the project. References: Business Analysis for Practitioners: A Practice Guide 1, page 113-114; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 17.

A test case is a set of conditions or variables under which a tester will determine whether a system under test satisfies the requirements or works correctly. A test case is derived from the requirements and the acceptance criteria, and it specifies the input data, expected output, and execution steps. A test case is incorrect if it does not match the requirements or the acceptance criteria, or if it contains errors, ambiguities, or inconsistencies. If the business analyst receives a test result report that shows evidence of defective functionality, but verifies that the functionality behaves according to the requirements, the business analyst should first verify that the test case is incorrect. This can be done by reviewing the test case, comparing it with the requirements and the acceptance criteria, and identifying any discrepancies or flaws. By verifying that the test case is incorrect, the business analyst can avoid unnecessary changes to the requirements or the solution, and ensure that the test results are valid and reliable. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline3, page 21; Business Analysis for Practitioners: A Practice Guide4, page 101.

 A traceability matrix is a document that links requirements to their sources and traces them throughout the project life cycle. It helps to track changes in requirements, assess their impact, and ensure that they are met by the project deliverables. A traceability matrix is a useful tool for document control, as it records the version history of each requirement and the rationale for any changes. A statement of work, a project plan, and a problem or opportunity statement are not methods of document control, but rather documents that describe the project scope, objectives, activities, and justification. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 9 1; Business Analysis for Practitioners: A Practice Guide, page 121 2