Question 1. When planning how the requirements management process will address requests for change, the business analyst should consider the cost and time estimates of the requested change, its associated benefits and risks, and the:
- A. Wording of the change request
- B. Assumptions and constraints
- C. Recommended course of action
- D. Prioritization of the change
The correct answer is B. Assumptions and constraints.
Explanation:
When evaluating change requests, a business analyst needs to assess several factors beyond just the change itself. These include:
1. Cost and time estimates: This determines the impact of the change on the project budget and schedule.
2. Benefits and risks: The business analyst must weigh the benefits of implementing the change against the risks it may introduce.
3. Assumptions and constraints (Answer B): Assumptions are conditions that are taken as true for planning purposes but might not be confirmed. Constraints are limitations the project must work within, such as time, budget, or resource availability. Both are critical in understanding the feasibility of the change. If assumptions or constraints are not properly considered, the change could fail to achieve the desired outcome or even be impossible to implement.
While D. Prioritization of the change is also important, it comes after considering assumptions and constraints. The feasibility of the change must be evaluated first before determining how it should be prioritized.
The other options (A. Wording of the change request and C. Recommended course of action) are less fundamental to the decision-making process when evaluating a change request. They are more procedural or outcome-oriented rather than critical factors in assessing the change itself.
Question 2. Kendra has received a bonus for an outstanding mastery of system thinking. Which one of the following was not part of the metrics used to assess this underlying competency?
- A. Solutions that she recommended met the defined objectives and solve the underlying problem
- B. She understood how systems adapt to external pressures and changes
- C. She understood how a change affects the system as a whole
- D. She easily identified the reinforcing and compensating feedback loops
The correct answer is A. Solutions that she recommended met the defined objectives and solve the underlying problem.
Explanation:
The question relates to assessing Kendra’s competency in systems thinking, which involves understanding complex systems and how different components interact within them. Let’s examine each option in the context of systems thinking:
– B. She understood how systems adapt to external pressures and changes: This directly relates to systems thinking because it involves recognizing how systems respond to external influences and evolve, a key aspect of understanding dynamic systems.
– C. She understood how a change affects the system as a whole: This is also part of systems thinking, as it focuses on the broader impact of changes within interconnected systems, considering the consequences across the system rather than in isolation.
– D. She easily identified the reinforcing and compensating feedback loops: Feedback loops are a critical component of systems thinking. They represent how actions within a system can amplify or counterbalance effects, and identifying these loops is a hallmark of systems thinking.
– A. Solutions that she recommended met the defined objectives and solve the underlying problem: While this is important for problem-solving and solution effectiveness, it focuses on outcomes rather than on systems thinking. Systems thinking is more concerned with the interrelations, feedback, and dynamics within a system rather than simply whether the objectives were met.
Thus, A does not specifically assess Kendra’s systems thinking capability. It is more about the effectiveness of solutions, which could result from other problem-solving competencies outside systems thinking.
Question 3. This technique forecasts the cost and effort involved in pursuing a course of action. Which of the following is the technique?
- A. Benchmarking
- B. Metrics and key performance indicators
- C. Estimation
- D. Focus group
The correct answer is C. Estimation.
Explanation:
– Estimation is the process of predicting the cost, time, and effort required for a specific task or project. In business or project management, estimation techniques are used to assess the resources and effort involved in pursuing a particular course of action, such as project completion, manufacturing, or service delivery. This helps in making informed decisions.
– Benchmarking involves comparing processes and performance metrics with industry standards or best practices but does not directly forecast costs or efforts for a specific course of action.
– Metrics and Key Performance Indicators (KPIs) are used to measure performance against goals but do not involve forecasting costs or efforts.
– Focus groups are a qualitative research method used to gather opinions or feedback, but they are not used for forecasting costs or efforts.
Thus, Estimation is the most appropriate technique for forecasting cost and effort.
Question 4. A good indicator would have all of the following characteristics, except:
- A. Must be unambiguous
- B. Must provide sufficient basis to assess performance
- C. Must be appropriate to the factor
- D. Must specify a range or a specific point
The correct answer is D. Must specify a range or a specific point.
Explanation:
A good indicator is a measure that helps to assess performance or outcomes in a clear and reliable way. Here’s how the characteristics in the options fit with what makes a good indicator:
– A. Must be unambiguous: Good indicators should be clear and not open to interpretation. If the indicator is ambiguous, it won’t serve its purpose well.
– B. Must provide sufficient basis to assess performance: A good indicator must give enough relevant data to evaluate progress or performance against a goal or benchmark.
– C. Must be appropriate to the factor: The indicator should be directly related to the factor or objective being measured. Irrelevant indicators won’t help assess the specific performance being looked at.
– D. Must specify a range or a specific point: This characteristic is not always necessary for a good indicator. While some indicators may use ranges or specific points (e.g., a temperature threshold), not all performance indicators require such precise definitions. For instance, qualitative indicators might not need a specific numerical value.
Thus, the characteristic of specifying a range or a point is not universally applicable, making D the correct exception.
Question 5. What is the definition of business analysis?
- A. A list of tasks a Business Analysis must do.
- B. The set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies and operations of an organization, and to recommend end solutions that enable the organization to achieve its goals.
- C. The set of techniques used to work as a liaison among stakeholders in order to understand the structure, policies and operations of an organization.
- D. The entire task a Project Manager carries out.
The correct answer is B.
Explanation:
Business analysis is defined as the set of tasks and techniques used to work as a liaison among stakeholders to understand the structure, policies, and operations of an organization, and to recommend solutions that help the organization achieve its goals.
This means a business analyst works to identify and analyze the needs and challenges of a business and then recommends appropriate solutions to address those issues.
Let’s break down why the other options are incorrect:
– A. A list of tasks a Business Analyst must do: This is too simplistic and doesn’t capture the broader scope of business analysis.
– C. The set of techniques used to work as a liaison among stakeholders: This option misses the critical aspect of recommending solutions, which is essential to business analysis.
– D. The entire task a Project Manager carries out: Business analysis and project management are distinct roles, though they can overlap. Project managers focus on project execution, while business analysts focus on analyzing business needs and recommending solutions.
Question 6. If an organization has already defined a standard for how business analysis is performed, how should the business analyst proceed with planning the business analysis approach?
- A. The business analyst does nothing. The project manager will put together the milestones around the current standard tasks and will assign them to the business analyst.
- B. The business analyst must consult with her/his manager and brainstorm on the most important task to perform for the particular project.
- C. The business analyst must inform the team on the current standard, and let the team decide on what business analysis task will be appropriate for the project.
- D. The business analyst reviews any existing organizational standards,including standards, guidelines, and processes relating to the current initiative.
The correct answer is D. The business analyst reviews any existing organizational standards, including standards, guidelines, and processes relating to the current initiative.
Explanation:
If an organization has already defined a standard for how business analysis is performed, the business analyst should begin by reviewing the relevant organizational standards, guidelines, and processes. This ensures that the business analysis approach aligns with established practices while adapting it to the specific needs of the project or initiative.
– Option A is incorrect because the business analyst has a key role in planning and executing the business analysis tasks; it’s not just the project manager’s responsibility.
– Option B is incorrect because while brainstorming can be useful, it should come after understanding the existing standards and guidelines.
– Option C is incorrect because the business analyst should not leave the decision solely to the team but should provide expert guidance based on both the standards and the project needs.
By reviewing the standards, the business analyst ensures consistency and adherence to organizational processes while tailoring the approach to the unique aspects of the project.
Question 7. When planning the business analysis activities, we can expect the plan to be revisited and for the planning to occur multiple times. Which of the following factors do not contribute to the need to update the plan?
- A. Using the plan-driven approach
- B. Changing business conditions or circumstances
- C. Lessons learned though the performance of business analysis activities
- D. Issues encountered by the business analyst or other team members
The correct answer is A. Using the plan-driven approach.
Explanation:
– A. Using the plan-driven approach: The plan-driven approach (also called a predictive approach) is typically more rigid and follows a pre-defined structure with less flexibility. It emphasizes upfront planning and detailed documentation, making changes less frequent once the plan is established. This means that the need to update the plan is less likely in this approach, as the focus is on adhering to the initial plan. Therefore, this factor does not contribute significantly to the need to update the plan.
– B. Changing business conditions or circumstances: Business environments are dynamic, and changes in conditions or circumstances can directly affect the business analysis activities, necessitating updates to the plan to accommodate new goals or challenges.
– C. Lessons learned through the performance of business analysis activities: As business analysis progresses, new insights and lessons are gained. These lessons may highlight areas where the initial plan needs to be revised to improve effectiveness or efficiency.
– D. Issues encountered by the business analyst or other team members: Practical challenges, such as resource constraints, unforeseen complexities, or team performance issues, can lead to the need for adjustments in the plan to mitigate these obstacles.
In summary, the plan-driven approach is less likely to contribute to frequent plan updates compared to other more dynamic factors such as changing business conditions, lessons learned, and issues encountered.
Question 8. When performing business analysis tasks, Elena produces a business analysis communication plan. What expected information can be found in this document?
- A. What attributes will be captured for each requirement
- B. Assessment of level of efforts required to complete business analysis work
- C. How the traceability will be structured
- D. How the content will be formatted
The correct answer is D. How the content will be formatted.
Explanation:
A Business Analysis Communication Plan is a document that outlines how communication will occur during the business analysis activities. It typically includes details on:
– Stakeholder communication needs: Which stakeholders need to be informed and how frequently.
– Communication methods: How the communication will happen (e.g., meetings, emails, reports).
– Content format: How the content of the communication will be structured and presented (e.g., document formats, presentation styles).
Let’s review the other options:
– A. What attributes will be captured for each requirement: This is usually part of a requirements management plan, which focuses on how requirements are documented, traced, and prioritized, but it is not the primary focus of a communication plan.
– B. Assessment of the level of effort required to complete business analysis work: This would be included in a work plan or project schedule but not in a communication plan.
– C. How the traceability will be structured: This is covered in a requirements traceability matrix or requirements management plan, not in the communication plan.
Thus, the communication plan is more concerned with how information (like updates and reports) will be conveyed, which makes D. How the content will be formatted the best fit.
Question 9. An organizational culture is:
- A. The level of formality needed based on project size
- B. The values and behavior that create the uniqueness of an organization
- C. The process of assessing the pros and cons of pursuing a course of action in light of its possible consequences
- D. A quantifiable level of an indicator that an organization uses to measure what they want to accomplish at a specific point in time
The correct answer is B. The values and behavior that create the uniqueness of an organization.
Explanation:
Question 10. Organizational culture refers to the shared values, beliefs, customs, and behaviors that shape how employees within an organization interact and work together. It encompasses the organization’s ethos, traditions, and operating principles, which collectively create its unique environment. Organizational culture plays a significant role in determining the overall atmosphere and influences decision-making, employee engagement, and how the organization is perceived both internally and externally.
The other options are incorrect because:
– A refers to formality in project management, which is not related to organizational culture.
– C describes a decision-making process, not culture.
– D refers to key performance indicators (KPIs), which are metrics, not culture.
Question 10. Which statement about performance reports is not true?
- A. To be effectively used, performance reports should not be written in a format to allow for easy archival and tracking
- B. Performance reports are sent to a variety of stakeholders
- C. Performance reports are based on the needs of the project
- D. Performance reports can be made formally and orally as presentations, to meet the needs of the stakeholders
The statement that is not true is:
A. To be effectively used, performance reports should not be written in a format to allow for easy archival and tracking.
Explanation:
– A is not true because performance reports should be written in a format that allows for easy archival and tracking. This ensures the reports can be referenced in the future, making it easier to track progress, performance trends, and accountability over time.
– B is true. Performance reports are typically sent to a variety of stakeholders, including project managers, team members, executives, and clients, depending on the project’s structure and reporting needs.
– C is true. Performance reports are created based on the specific needs of the project, which might vary in terms of detail, frequency, and focus areas (such as budget, schedule, or scope).
– D is true. Performance reports can be presented both formally and orally, depending on the stakeholders’ preferences and the nature of the information being communicated. Presentations often complement written reports to ensure clarity and engagement.