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PMI Professional in Business Analysis (PMI-PBA) Sample Questions (Q44-Q49):

NEW QUESTION # 44
An organization is evaluating the possibility of conducting business internationally. Which factors should be investigated at the onset of the initiative?

A. Change control processes
B. External dependencies
C. Deliverables to be produced
D. Impacts on requirements baseline

Answer: B

Explanation:
External dependencies are the factors or conditions that are outside the control of the project, but may affect its scope, schedule, cost, quality, or risks. External dependencies may include legal, regulatory, cultural, environmental, political, economic, or technological factors. An organization that is evaluating the possibility of conducting business internationally should investigate these factors at the onset of the initiative, as they may have significant impacts on the feasibility, viability, and desirability of the project. The other options are not factors that should be investigated at the onset of the initiative. Deliverables to be produced are the outputs or results of the project that meet the stakeholder requirements. Impacts on requirements baseline are the changes or deviations from the approved set of requirements that define the solution scope. Change control processes are the procedures and tools that manage how changes to the project scope, schedule, cost, quality, or risks are identified, evaluated, approved, implemented, and communicated. These factors are determined or addressed during the planning or execution phases of the project, not at the onset of the initiative. References: PMI-PBAExamination Content Outline, page 13; PMI-PBAReference List, page
1, BABOK Guide v3, page 39; 4.

NEW QUESTION # 45
A business analyst has incorporated all the relevant feedback from stakeholders in the business analysis plan.
Which next step should the business analyst take?

A. Obtain approval on the plan.
B. Start documenting requirements.
C. Start implementing the project.
D. Store the document for safe keeping.

Answer: B

Explanation:
The next step that the business analyst should take after incorporating all the relevant feedback from stakeholders in the business analysis plan is to obtain approval on the plan. The business analysis plan is a document that describes how the business analysis activities will be performed, managed, and controlled throughout the project. It should be approved by the key stakeholders before the business analyst starts documenting or implementing the requirements. The approval process ensures that the stakeholders agree on the scope, approach, deliverables, roles, and responsibilities of the business analysis work. Starting documenting requirements without obtaining approval on the plan is not advisable, as it may lead to confusion, rework, or conflicts among the stakeholders. Storing the document for safe keeping is not a productive step, as it does not communicate or validate the plan with the stakeholders. Starting implementing the project without obtaining approval on the plan is not feasible, as it may result in wasted resources, missed expectations, or failed outcomes. References: Business Analysis for Practitioners: A Practice Guide 1, page
29-30; PMI Professional in Business Analysis (PMI-PBA)Examination Content Outline 2, page 13.

NEW QUESTION # 46
A company has completed a major project within time, cost, and scope and satisfied high-level quality standards and marketing requests. However, the product was considered a complete failure by shareholders and the market due to low return on investment.
From the business analysis perspective, the main reason for this business failure was a failure to:

A. gather the appropriate usability requirements.
B. establish measurable success criteria in the business case.
C. set the product positioning.
D. review and evaluate market expectations.

Answer: B

Explanation:
Explanation
The main reason for the business failure was a failure to establish measurable success criteria in the business case. The success criteria are the standards or indicators that are used to measure the achievement of the business objectives and the expected benefits of the project. The success criteria should be defined and agreed upon by the stakeholders in the business case, and they should be specific, measurable, achievable, realistic, and time-bound (SMART). The success criteria can help the business analyst and the project team to evaluate the feasibility, viability, and desirability of the project, and to monitor and control the project performance and outcomes. The success criteria can also help to ensure the alignment of the project deliverables with the stakeholder expectations and the market needs. If the success criteria are not established or are poorly defined in the business case, the project may fail to deliver the desired value and return on investment, even if it meets the time, cost, scope, and quality constraints. : PMI Professional in Business Analysis (PMI-PBA)
Examination Content Outline1, page 16; Business Analysis for Practitioners: A Practice Guide2, page 86.

NEW QUESTION # 47
Once a new project has been identified, the business analyst works with project team members to define what will be included in and excluded from the new system. Which of the following has the business analyst defined?

A. Business requirements
B. Solution scope
C. Solution design
D. Business case

Answer: B

NEW QUESTION # 48
Company A is working on implementing a new platform with multiple stakeholders. The business analyst has gathered the requirements and established a baseline. However, scope creep is a persistent problem.
What could the business analyst have established to help manage this situation?

A. Sponsor signoff
B. Change control process
C. Communication plan
D. Configuration management system

Answer: B

Explanation:
Explanation
A change control process is a process that could help manage the situation of scope creep. Scope creep refers to the problem experienced on many projects when the size or complexity of the original product description grows. Scope creep can have negative impacts on the project schedule, budget, quality, and stakeholder satisfaction. A change control process is a process that defines how changes to the project scope, requirements, deliverables, or other configuration items are requested, evaluated, approved, implemented, and monitored. A change control process can help the business analyst and the project team to manage the expectations of the stakeholders, to assess the impact and feasibility of the changes, to prioritize and implement the changes, and to communicate the changes to the relevant parties. References: PMI Professional in Business Analysis (PMI-PBA)
Examination Content Outline1, page 23; Business Analysis for Practitioners: A Practice Guide2, page 131.

NEW QUESTION # 49
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