PMI PMI-PBA Dumps Questions Answers

 A requirements baseline document is the most valuable document for a business analyst to provide to the project sponsor to know which requirements will be implemented. A requirements baseline document is a version of the requirements specification that has been reviewed, approved, and formally established as the basis for further development and delivery of the solution. A requirements baseline document defines the scope of the project and the expected value of the solution. It also serves as a reference point for managing changes and measuring progress. A requirements traceability matrix is a document that shows the relationship between requirements and other project artifacts, such as design, test cases, or deliverables. A requirements traceability matrix can help to ensure completeness, consistency, and quality of the requirements, but it does not indicate which requirements will be implemented. A requirements management plan is a document that describes how requirements will be elicited, analyzed, documented, validated, and managed throughout the project. A requirements management plan can help to define the roles, responsibilities, processes, and tools for managing requirements, but it does not specify which requirements will be implemented. A reliability matrix is not a standard document in business analysis, but it may refer to a tool that measures the reliability or dependability of a system or a process. A reliability matrix can help to evaluate the performance or quality of a solution, but it does not determine which requirements will be implemented. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 13; Business Analysis for Practitioners: A Practice Guide2, page 76.

Requirements are statements of the needs, expectations, or conditions that must be met by a solution. Requirements should be clear, complete, consistent, and testable, so that they can be understood, verified, and validated by the stakeholders. If the requirements are not ready for peer review, it means that they have not met these quality criteria, and that they need to be refined or revised. One possible cause of this situation is that the requirements do not provide all of the information needed to define the work, such as the scope, objectives, deliverables, assumptions, constraints, risks, dependencies, etc. This would make it difficult for the peer reviewers to evaluate the feasibility, accuracy, and alignment of the requirements with the business needs and goals. The other options are not likely to cause this problem. Some requirements having not yet been discussed in a work group session is not a reason to delay the peer review, as long as the requirements have been elicited from the relevant sources and documented properly. The requirements’ reference codes not tracing to the attribute numbers in the work breakdown structure is a minor issue that can be easily fixed by updating the reference codes or the work breakdown structure. The requirements documents having not yet received sign-off from the sponsor is not a prerequisite for peer review, as sign-off is usually obtained after the peer review and validation process. References: PMI-PBA® Examination Content Outline, page 13; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 39.

The next step that the business analyst should take after comparing the requirements to internal and external quality standards is to ensure that the requirements are validated. Validation is a process that confirms that the requirements align with the business objectives, stakeholder needs, and expected value of the project. Validation also ensures that the requirements are feasible, acceptable, and testable. Validation can be performed by using techniques such as reviews, walkthroughs, inspections, or demonstrations. Validation can help to identify and resolve any errors, gaps, or conflicts in the requirements before they are approved and implemented. Setting the priority of the requirements is not the next step that the business analyst should take after comparing the requirements to internal and external quality standards, as it is a process that determines the order and importance of the requirements based on their value, risk, urgency, or dependency. Priority can be set before or after comparing the requirements to quality standards, but it does not verify or confirm that the requirements meet the stakeholder expectations or project goals. Communicating the requirements to stakeholders is not the next step that the business analyst should take after comparing the requirements to internal and external quality standards, as it is a process that involves sharing and presenting the requirements to relevant stakeholders for feedback, approval, or implementation. Communication can be done before or after comparing the requirements to quality standards, but it does not check or ensure that the requirements are aligned with the business objectives or deliver value to the stakeholders. Baselineing the requirements is not the next step that the business analyst should take after comparing the requirements to internal and external quality standards, as it is a process that establishes an agreed-upon version of the requirements as a reference point for further changes or development. Baselineing can be done only after validating and approving the requirements, as it implies that they are complete, correct, clear, and consistent. 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.