Cbap 2.0 - All Questions Combined

Front 1

What must a business analyst do if stakeholder expectations are not met?

Back 1

Take corrective action

Front 2

What does the "BA Approach" describe?

Back 2

- the overall process that will be followed - how and when tasks will be performed - techniques that will be used - deliverables that will be produced

Front 3

True or False? Elements from different BA approaches may be combined.

Back 3

True, however, only a subset of all possible combinations will be viable for the organization

Front 4

In order to plan the BA approach, the BA must understand _________ and _____ that apply to the initiative.

Back 4

Organizational process needs and objectives

Front 5

When planning the BA approach, needs and objectives may include what?

Back 5

- Compatibility with other organizational processes- Constraints on time-to-market- Compliance with regulatory and government frameworks- Evaluation of new approaches to solution development

Front 6

Organizations may have _____ or ____ standards in place regarding how BA analysis is done

Back 6

Formal or informal

Front 7

True or False? If an organizational standard exists for the BA approach, the BA must use it.

Back 7

False. Even if a standard exists, it must be tailored to the needs of the specific initiative

Front 8

The BA Approach is often based on or related to ________.

Back 8

The project approach

Front 9

What are the inputs into the task of "Plan BA Approach"?

Back 9

- Business Need- Expert Judgment- Organizational Process Assets

Front 10

What purpose does the Business Need serve as an input to planning the BA Approach?

Back 10

It allows the business analyst to consider: - the risks associated- the timeframe in which the need must be addressed- how well the need is understood- whether a plan- or change-driven approach is appropriate

Front 11

What purpose does "Expert Judgment" serve as an input to planning the BA Approach?

Back 11

Used to determine the optimal BA approach

Front 12

Which types of sources may "Expert judgment" be provided by?

Back 12

- stakeholders in the initiative- organizational Centers of Competency- Consultants- Associations and industry groups

Front 13

Prior experience by _______ and other _____ should be considered when selecting or modifying a BA Approach.

Back 13

Business Analysts and stakeholders

Front 14

How are Organizational Process Assets used as an input to "Plan BA Approach"?

Back 14

- help define BA approach by including methodologies for process change or software development- tools or techniques that are understood by stakeholders- corporate governance standards- templates for deliverables

Front 15

What are the outputs of the "Plan BA Approach" task?

Back 15

Business Analysis Approach

Front 16

Which tasks consume the "BA Approach"?

Back 16

2.3 - Plan BA Activities2.5 - Plan Requirements Management Process

Front 17

Almost all methodologies fall along a spectrum between ______ and ______.

Back 17

Plan-driven and change-driven

Front 18

When does the plan-driven approach tends to be preferred?

Back 18

- In situations where requirements can be effectively defined in advance of implementation.- risk of an incorrect implementation is unacceptably high- managing stakeholder interactions presents significant challenges

Front 19

What do plan-driven approaches focus on?

Back 19

Minimizing up-front uncertainty and ensuring that the solution is fully defined before implementation begins in order to maximize control and minimize risk.

Front 20

Who typically has the approval authority on a plan-driven initiative?

Back 20

Selected stakeholders and the project sponsor

Front 21

What are two examples of plan-driven approaches?

Back 21

Waterfall and business process re-engineering

Front 22

What do change-driven approaches focus on?

Back 22

Rapid delivery of business value in short iterations

Front 23

Change-driven approaches accept a higher degree of _____ regarding the overall delivery of the solution.

Back 23

Uncertainty

Front 24

When is a change-driven approach likely to be preferred?

Back 24

- when taking an exploratory approach to finding the best solution- incremental improvement of an existing solution

Front 25

Who is responsible for approving requirements in a change-driven approach?

Back 25

A single individual who is an active participant in the team's daily activities

Front 26

What are some examples of change-driven approaches?

Back 26

Agile and continuous improvement projects

Front 27

What are the elements of "Plan BA Approach"?

Back 27

- Timing of the BA work- Formality and level of detail of BA Deliverables- Requirements Prioritization- Change Management- BA Planning Process- Communication with Stakeholders- Requirements analysis and Management tools- Project Complexity

Front 28

In which BA Approach does most of the BA work occur at the beginning of the project or during one project phase?

Back 28

Plan-driven

Front 29

In a change-driven approach, BA affect conducted early to produce an initial list of high-level requirements is also referred to as what?

Back 29

Envisioning

Front 30

In which BA Approach emphasizes prioritization?

Back 30

Change-driven

Front 31

In a plan-driven approach, changes only occur when they are _____ ______ and can be ____ _____.

Back 31

Genuinely necessary and clearly justified

Front 32

In a plan-driven approach, changes impact both the ____ and ___ scope.

Back 32

Solution and project

Front 33

Why do changes tend to increase toward the end of plan-driven projects?

Back 33

- loosely scoped projects- changing management priorities- business reorganization- regulatory change- changing business requirements

Front 34

Change-driven approaches presume what?

Back 34

That it is difficult to identify all requirements in advance of their implementation.

Front 35

True or False? Change-driven approaches do not have a separate change management process.

Back 35

True. Changes are simply prioritized for an iteration using the same criteria as new features and capabilities.

Front 36

The BA Plan is often integrated into what?

Back 36

A larger project plan.

Front 37

In planning the BA Approach, communication may be ___ or ____, ____ or _____.

Back 37

Written or verbal, formal or informal

Front 38

Which BA Approach favors formal communication methods?

Back 38

Plan-driven

Front 39

Which BA Approach relies on frequency of communication?

Back 39

Change-driven

Front 40

What element of planning the BA Approach may shape the selection of business analysis techniques, notations to be used, and the way the requirements will be packaged?

Back 40

Requirements Analysis and Management tools

Front 41

Which factors of the "Project Complexity" element of planning the BA Approach must be taken into consideration?

Back 41

- complexity of the project- nature of the deliverables- overall risk to the business needs

Front 42

What factors may increase the complexity of the project?

Back 42

- number of stakeholders- number of business areas affected- number of business systems affected- amount and nature of risk- uniqueness of requirements- number of technical resources required

Front 43

Which types of projects may increase the level of uncertainty when planning the BA approach?

Back 43

- new venture- marketing- research

Front 44

Which types of projects tend to have a lower level of uncertainty when planning the BA approach?

Back 44

- accounting- finance

Front 45

Why would an organization need knowledge regarding a solution to be maintained over the long term?

Back 45

- possibility of solution outsourcing- turnover within project team- geographical distribution of participants- key personnel are on contract and will not be available after implementation

Front 46

Which techniques are used in the "Plan BA Approach" task?

Back 46

- Decision Analysis- Process Modeling- Structured Walkthrough

Front 47

How is the "Decision Analysis" technique used in the "Plan BA Approach" task?

Back 47

To rate available methodologies against the organizational needs and objectives

Front 48

How is the "Process Modeling" technique used in the "Plan BA Approach" task?

Back 48

To define and document the BA Approach

Front 49

How is the "Structured Walkthrough" technique used in the "Plan BA Approach" task?

Back 49

As a means of validating a created, selected, or tailored BA Approach

Front 50

The selected BA approach may depend on the availability and involvement of which types of stakeholders?

Back 50

Customer, Domain SME, End User, or Supplier

Front 51

The BA Approach should be compatible with the implementation lifecycle of which stakeholder type?

Back 51

Implementation SME

Front 52

Which stakeholder type must ensure that the BA Approach is compatible with other project activities?

Back 52

Project Manager

Front 53

Which stakeholder type must facilitate appropriate testing activities?

Back 53

Tester

Front 54

Aspects of the approach or decisions made in the tailor process of the the BA Approach may require approval from which stakeholder type?

Back 54

Regulator

Front 55

The availability and involvement of which stakeholder type may impact the BA Approach taken?

Back 55

Sponsor

Front 56

What is the output of the Plan BA Approach task?

Back 56

Business Analysis Approach

Front 57

What might a BA Approach specify?

Back 57

- Team Roles- Deliverables- Analysis Techniques- Timing and frequency of stakeholder interactions

Front 58

What is a methodology?

Back 58

A formalized and repeatable business analysis approach.

Front 59

The BA Approach may eventually be added to the organization's repository of ____ ____.

Back 59

Process Assets

Front 60

What are four key considerations when selecting a BA Approach?

Back 60

- Methodologies available- Needs and objectives- Standards in place- Project approach

Front 61

What is an "Approach"?

Back 61

An overall "process" for conducting business analysis on a given project. Includes activities and techniques to be performed (and when), and the outputs that will be produced

Front 62

What are two process improvements approaches that may be chosen for a BA Approach?

Back 62

Lean and Six Sigma

Front 63

What is a "Waterfall" approach?

Back 63

A software development method in which each stage of the development lifecycle is performed only once and in sequence.

Front 64

What is an "Agile" Approach"?

Back 64

A software development method based on an iterative approach that brings all stages of development closer together in short iterations.

Front 65

When is "Stakeholder Analysis" performed?

Back 65

Early in a project and continues throughout business analysis

Front 66

What is the purpose of "Stakeholder Analysis"?

Back 66

To identify stakeholders who:- may be affect by a proposed initiative- share a common business need- are appropriate for the project or project phase- have influence or authority regarding approval of project deliverables

Front 67

The ___, ____, and ___ over the requirements must be clearly described for each stakeholder or stakeholder group.

Back 67

Roles, Responsibilities, and Authority

Front 68

Stakeholder analysis involves understanding stakeholder ___ and ___ towards the initiative.

Back 68

Influence and Attitude

Front 69

Stakeholder analysis involves assessing positive and negative ___ and ___ that may affect the outcome of the initiative.

Back 69

Attitudes and Behaviors

Front 70

What are the inputs to the "Stakeholder Analysis" tasks?

Back 70

- Business need- Enterprise Architecture- Organizational Process Assets

Front 71

How is the "Business Need" used as an input to "Stakeholder Analysis"?

Back 71

- to identify and analyze the position of stakeholders affected by it- to assist in identifying additional stakeholders- understanding how stakeholders may have changed their position as the understanding of the business need evolves

Front 72

How is "Enterprise Architecture" used as an input to "Stakeholder Analysis"?

Back 72

- describes the organizational units that exist, their interactions with other org units, customers, and suppliers- describes their responsibilities within that organization- identifies their roles and relationships within each organizational unit

Front 73

How are 'Organizational Process Assets' used as an input to "Stakeholder Analysis"?

Back 73

- Organizational policies and procedures- May include project authorization guidelines

Front 74

What are the elements of "Stakeholder Analysis"?

Back 74

- Identification- Complexity of Stakeholder Groups- Attitude and Influence- Authority levels for Business Analysis work

Front 75

What is the output of the "Stakeholder Analysis" task?

Back 75

Stakeholder List, Roles, and Responsibilities

Front 76

What tasks use the output of "Stakeholder Analysis" (Stakeholder List, Roles, and Responsibilities) as an input?

Back 76

- Plan BA Activities- Plan BA Communication- Prepare for Elicitation- Manage Solution Scope and Requirements- Prioritize Requirements

Front 77

Stakeholders must be identified ____ in the project in order to ensure timely delivery of requirements deliverables.

Back 77

Early

Front 78

True or False. Some individuals may be called on to play a variety of stakeholder roles on the same project.

Back 78

True. Individuals may play a variety of roles on the same project, as well as different roles on different projects.

Front 79

Late stakeholder identification may result in alterations to the ___ ____ and ___ ___.

Back 79

Project roadmap and release content

Front 80

The complexity interactions of stakeholder groups may be affected by what factors?

Back 80

- Number and variety of direct end users- Number of interfacing business processes and automated systems

Front 81

What factors should be considered when assessing stakeholder attitudes?

Back 81

Attitudes towards:- Business goals, objectives, and solution approach- Business analysis- Collaboration- The Sponsor- Team members

Front 82

What factors should be considered when assessing stakeholder influence?

Back 82

Influence:- on the project- in the organization- needed for the good of the project- with other stakeholders

Front 83

Understanding the attitude and influence of stakeholders helps to do what?

Back 83

Develop strategies for obtaining buy-in and collaboration

Front 84

What authority levels can stakeholders exhibit over BA Work?

Back 84

- Approve BA deliverables- Inspect and approve requirements- Request and approve changes- Approve the requirements process that will be used- Review and approve the traceability structure- Veto proposed requirements or solutions (individually or in a group)

Front 85

What are the general techniques used in "Stakeholder Analysis"?

Back 85

- Acceptance and Evaluation Criteria Definition- Brainstorming- Interviews- Organizational Modeling- Process Modeling- Requirements Workshops- Risk Analysis- Scenarios and Use Cases- Scope Modeling- Survey/Questionnaire- User Stories

Front 86

What specific techniques are used in "Stakeholder Analysis"?

Back 86

- RACI- Stakeholder Map

Front 87

What is a RACI Matrix?

Back 87

Describes the roles of those involved in business analysis activities.

Front 88

What does RACI stand for?

Back 88

- Responsible- Accountable (only one)- Consulted- Informed

Front 89

What is a "Stakeholder Map"?

Back 89

A visual diagram that depicts the relationship of stakeholders to the solution and to one another.

Front 90

What are two common forms of a "Stakeholder Map"?

Back 90

- a matrix mapping the level of stakeholder influence versus interest- an onion diagram, showing how involved the stakeholder is with the solution

Front 91

Stakeholder maps often include ___ of ____ between stakeholders.

Back 91

Lines of communication

Front 92

Which stakeholders are involved in "Stakeholder Analysis"?

Back 92

- Domain SME- Implementation SME- Project Manager- Tester- Regulator- Sponsor

Front 93

What information should be included in the "Stakeholder List, Roles, and Responsibilities" (output of Stakeholder Analysis)?

Back 93

- List of required roles- Names and titles of stakeholders- Category of stakeholder- Location of stakeholders- Special needs- Number of individuals in this stakeholder role- Description of stakeholder influence and interest- Documentation of stakeholder authority levels

Front 94

What are the major aspects of the "Plan BA Activities" task?

Back 94

- Determine BA work that must be done & deliverables that will be produced- Estimate the effort to perform the activities- Identify management tools needed to monitor progress

Front 95

What are the inputs to the "Plan BA Activities" task?

Back 95

- Business Analysis Approach- BA Performance Assessment- Organizational Process Assets- Stakeholder List, Roles, and Responsibilities

Front 96

What is the output of the "Plan BA Activities" task?

Back 96

Business Analysis Plan(s)

Front 97

Which tasks use the output of "Plan BA Activities" (Business Analysis Plan)?

Back 97

- Plan BA Communications- Plan Requirements Management Process- Manage BA Performance

Front 98

Which tasks are managed using the output of "Plan BA Activities" (Business Analysis Plan)?

Back 98

- Elicitation- Requirements Management & Communication- Enterprise Analysis- Requirements Analysis- Solution Assessment & Validation

Front 99

How is the "BA Approach" used as an input to "Plan BA Activities"?

Back 99

Defines the life cycle, deliverables, templates and tasks that should be included.

Front 100

How is the "BA Performance Assessment" used as an input to "Plan BA Activities"?

Back 100

Must use prior experiences to determine the effort involved in performing BA work.

Front 101

How are "Organizational Process Assets" used as an input to "Plan BA Activities"?

Back 101

These may mandate certain deliverables. Lessons learned may also be used in developing the BA plan.

Front 102

How are "Stakeholder List, Roles, and Responsibilities" used as an input to "Plan BA Activities"?

Back 102

Identifies stakeholder preferences that need to be met, such as preferred techniques or tools, which may shape the BA Activities to be performed.

Front 103

What are the elements of "Plan BA Activities"?

Back 103

- Geographic Distribution of Stakeholders- Type of Project or Initiative- Business Analysis Deliverables- Determine Business Analysis Activities

Front 104

When looking at the geographic distribution of stakeholders, what are the two location possibilities?

Back 104

- Collocated- Dispersed

Front 105

What are the different types of projects that may be important when Planning BA Activities?

Back 105

- Feasibility studies- Process improvement- Organizational change- New software development (in-house)- Outsourced new software development- Software maintenance or enhancement- Software package selection

Front 106

What are some methods for identifying deliverables as a basis for activity identification?

Back 106

- Interviews or facilitated sessions with key stakeholders- Review project documentation- Review organizational process assets, such as methodologies/templates

Front 107

What is an important tool in defining the scope of work and in developing estimates?

Back 107

WBS (work breakdown structure)

Front 108

What is a "Work Package"?

Back 108

It includes at least one and usually many activities, which can be further broken down into smaller and smaller tasks.

Front 109

What are some considerations for selecting which deliverables to include in a BA Plan?

Back 109

- Standard deliverables for the organization- Techniques selected- Business Analysis Approach- Situations

Front 110

What elements, at a minimum, should be included in an activity/task list?

Back 110

- Unique number- Activity description

Front 111

What other data might be included in an activity/task list?

Back 111

- Assumptions- Dependencies- Milestones

Front 112

What techniques are used to "Plan BA Activities"?

Back 112

- Estimation- Functional Decomposition- Risk Analysis

Front 113

How is "Risk Analysis" used as an input to "Plan BA Activities"?

Back 113

Identifies risks that might impact the BA Plan.

Front 114

Which stakeholders are involved in "Plan BA Activities"?

Back 114

- Customer, Domain SME, End User, and Supplier- Implementation SME- Operational Support- Project Manager- Tester- Sponsor

Front 115

What does "collocated" mean?

Back 115

That all team members are physically located at the same location

Front 116

What does "dispersed" mean?

Back 116

That team members may be geographically widely spread across multiple locations

Front 117

What are three ways to create an Activity List?

Back 117

- Identify deliverables, assign activities to produce them, break each activity into tasks- Divide project into phases, iterations or releases and specify deliverables for each, then assign activities and tasks- Use a previous similar project and its activities as an outline, then expand on it with tasks to fit the current project

Front 118

What components may be included in a BA Plan?

Back 118

- Description of the scope of BA work- Deliverable-based WBS- Activity List- Estimates for each activity and task

Front 119

What is the purpose of a "BA Communication Plan"?

Back 119

It describes the proposed structure and schedule for communications regarding BA activities.

Front 120

True or False: requirements should be presented in a format that is understandable to the reviewer.

Back 120

True. Requirements must be clear, concise, accurate, and at the appropriate level of detail.

Front 121

What are the major considerations for a "BA Communication Plan"?

Back 121

What, Who, How, When

Front 122

What stakeholder needs and constraints should also be considered in a "BA Communication Plan"?

Back 122

- Geographic location and timezone of stakeholders- Communication approach/preferences of stakeholders- Types of communication needed- Types of requirements to be elicited- How to best communication requirements conclusions/packages, including sign-off- Time and other resource availability constraints

Front 123

What are the inputs to the "Plan BA Communication" task?

Back 123

- Business Analysis Approach- Business Analysis Plan(s)- Organizational Process Assets- Stakeholder List, Roles, and Responsibilities

Front 124

How is the "BA Approach" used as an input to "Plan BA Communications"?

Back 124

May include standards/templates to be used for communication, and expectations about when communication should occur

Front 125

How is the "BA Plan" used as an input to "Plan BA Communications"?

Back 125

Shows when work will be performed, and what deliverables will be produced, which will need to be communicated.

Front 126

How are "Organizational Process Assets" used as an input to "Plan BA Communications"?

Back 126

May include communication templates, presentation formats, requirements documentation templates, etc.

Front 127

How is the "Stakeholder List, Roles, and Responsibilities" used as an input into "Plan BA Communications"?

Back 127

Shows which stakeholders will require information about BA work, when information needs to be provided, and how the stakeholder expects to use the information

Front 128

What is the output of the "Plan BA Communication" task?

Back 128

BA Communication Plan

Front 129

What tasks use the "BA Communication Plan" as an input?

Back 129

- Prepare Requirements package - Communicate Requirements

Front 130

What are the elements of the "Plan BA Communications" task?

Back 130

- Geography- Culture- Project Type- Communication Frequency- Communication Formality

Front 131

When considering culture in planning BA Communications, what things besides obvious language barriers should be considered?

Back 131

Relationship to:- time- task completion- contracts- formal and informal authority

Front 132

What different types of projects may require different types of communication?

Back 132

- New, customized, in-house software development- Upgrading current technology or infrastructure- Change in a business process or new data for an existing application- Purchase of a new software package- Short, focused, agile style iterations of software development

Front 133

True or False: the frequency of communication can vary from stakeholder to stakeholder

Back 133

True, it's dependent on the stakeholder and the type of communication

Front 134

Under which circumstances does communication tend to be more formal?

Back 134

- Unusually large projects- Complex domain- New technology- Mission critical- Required by sponsor and/or key stakeholder- Likely to be subject to regulatory review- Will be presented to suppliers in an RFQ/RFI/RFP

Front 135

What specific technique is used in "Plan BA Communications"?

Back 135

Structured Walkthrough

Front 136

The ___ ___ technique is one of the most common approaches to requirements communication.

Back 136

Structured Walkthrough

Front 137

Which stakeholders are involved in "Plan BA Communications"?

Back 137

- Customer and Supplier- Domain SME- End User- Implementation SME- Operational Support- Project Manager- Tester- Regulator- Sponsor

Front 138

What components may be included in a BA Communication Plan?

Back 138

- Stakeholder communication requirements for BA Activities- Format, content, medium, level of detail- Responsibility for collecting, distributing, accessing, and updating info

Front 139

What is the purpose of "Plan Requirements Management Process"?

Back 139

Specifies the process for:- Approving Requirements- Managing changes to requirements, including who to consult/inform- Traceability, if needed, including what attributes to record

Front 140

What are the inputs to the "Plan Requirements Management Process" task?

Back 140

- Business Analysis Approach- Business Analysis Plan(s)- Organizational Process Assets

Front 141

What is the output of the "Plan Requirements Management Process" task?

Back 141

Requirements Management Plan

Front 142

What tasks use the "Requirements Management Plan" as an input?

Back 142

- Manage BA Performance- Conduct Elicitation Activity- Manage Solution Scope & Requirements- Manage Requirements Traceability- Prioritize Requirements

Front 143

How is the "Business Analysis Approach" used as an input to "Plan Requirements Management Process"?

Back 143

May include a definition of appropriate requirement management processes.

Front 144

How is the "Business Analysis Plan" used as an input to "Plan Requirements Management Process"?

Back 144

Defines which deliverables are to be produced and when. Deliverables cannot be managed until they are created.

Front 145

How are "Organizational Process Assets" used as an input to "Plan Requirements Management Process"?

Back 145

Standard templates or processes for requirements management may exist

Front 146

What are the elements of the "Plan Requirements Management Process" task?

Back 146

- Repository- Traceability- Select Requirements Attributes- Requirements Prioritization Process- Change Management- Tailoring the requirements management process

Front 147

What is a repository?

Back 147

A place to store information

Front 148

When may requirements be stored in a repository?

Back 148

While they are being defined, after approval, while being converted to their final product, or after having been implemented.

Front 149

Tracing requirements add considerable ___ to BA work, and must be done correctly and consistently to have value.

Back 149

Overhead

Front 150

What do requirements attributes provide?

Back 150

Information about requirements that aid in ongoing management of the requirements.

Front 151

Requirements attributes help the team efficiently and effectively do what?

Back 151

- Make tradeoffs between requirements- Identify stakeholders affected by potential changes- Understand the impact of a proposed change

Front 152

What are some common requirements attributes?

Back 152

- Absolute Reference- Author- Complexity- Ownership- Priority- Risks- Source- Stability- Status- Urgency

Front 153

What does requirements prioritize focus on when determining which requirements should be investigated first?

Back 153

- Risks- Cost- Benefits they'll produce- Other factors

Front 154

What factors influence how requirements will be prioritized?

Back 154

- Timelines- Dependencies- Resource Constraints- Other factors

Front 155

What are the components of the requirements management process?

Back 155

- Formality- Establishing process and technique- Plan the participation

Front 156

What should be considered when planning for Change Management?

Back 156

- Process for requesting changes- Who will authorize changes- Impact Analysis- Wording of the request

Front 157

What components might be included in a change request?

Back 157

- Cost and time estimates- Benefits and risks- Recommended course of action- Prioritization of change relative to other interests

Front 158

Which body approves changes in a plan-driven approach?

Back 158

Change control board

Front 159

Who approves changes in a change-driven approach?

Back 159

The team or product owner

Front 160

What are the factors to consider when tailoring the requirements management process?

Back 160

- Organization Culture- Stakeholder Preferences- Project or Product Complexity- Organizational Maturity- Resource Availability

Front 161

What techniques are used in the "Plan Requirements Management Process" task?

Back 161

- Decision Analysis- Problem Tracking- Risk Analysis

Front 162

How is the "Decision Analysis" technique used in the "Plan Requirements Management Process" task?

Back 162

To assess the possible value delivered by a change and assess areas of uncertainty.

Front 163

How is the "Problem tracking" technique used in the "Plan Requirements Management Process" task?

Back 163

To track possible changes and ensure that a decision is reached.

Front 164

How is the "Risk "Decision Analysis" technique used in the "Plan Requirements Management Process" task?

Back 164

To identify possible risks associated with the change management process and possible risks associated with making or choose not to make a change.

Front 165

Which stakeholders are involved in "Plan Requirements Management Process" ?

Back 165

- Domain SME- End User- implementation SME- Operational Support- Project Manager- Tester- Sponsor

Front 166

What does a "Requirements Management Plan" include?

Back 166

- Traceability Approach- Requirements attributes to be captured- Requirements prioritization process- Requirements change management process (request, analyze, approve, implement)

Front 167

What is the purpose of the task "Manage BA Performance"?

Back 167

To manage the performance of business analysis activities to ensure that they are executed as effectively as possible.

Front 168

What are the elements of the "Manage BA Performance" task?

Back 168

- Performance Measures- Performance Reporting- Preventive and Corrective Action

Front 169

What are the inputs to the "Manage BA Performance" task?

Back 169

- Business Analysis Plan(s)- Requirements Management Plan- Organizational Performance Standards- BA Performance Metrics

Front 170

What are the outputs of the "Manage BA Performance" task?

Back 170

- BA Performance Assessment- Organizational Process Assets

Front 171

What task uses the "BA Performance Assessment" as an input?

Back 171

Plan BA Activities

Front 172

What task uses the "BA Process Assets" as an input?

Back 172

Organizational Process Assets

Front 173

How are "BA Performance Metrics" used as an input to "Manage BA Performance"

Back 173

- Actual performance metrics are captured- Are the basis for taking corrective or preventive action- Performance metrics are captured throughout business analysis and are implicitly an output from every BA task

Front 174

How are "Business Analysis Plan(s)" used as an input to "Manage BA Performance"

Back 174

They described deliverables, activities, tasks and estimates for all BA work. Conformance to these plans may be the primary metric used to judge performance.

Front 175

How are "Organizational Performance Standards" used as an input to "Manage BA Performance"

Back 175

May include mandated performance metrics or expectations for BA work

Front 176

How are "Requirements Management Plan" used as an input to "Manage BA Performance"

Back 176

May set expectations for the frequency of changes to requirements and the work involved managing that change.

Front 177

What types of things may be used as a BA Performance measure?

Back 177

- Deliverable due dates- Frequency of changes to requirements- Number of review cycles - Qualitative feedback from BA stakeholders and peers

Front 178

Performance reporting can be both ___ or ___, and ___ or ____.

Back 178

Formal or informal, verbal or written

Front 179

Preventative or corrective action to correct BA performance issues may result in changes to what document?

Back 179

Business Analysis Plan(s)

Front 180

What techniques are used to "Manage BA Performance"?

Back 180

- Interviews- Lessons Learned- Metrics and KPIs- Problem Tracking- Process Modeling- Root Cause Analysis- Survey/Questionnaire

Front 181

Which stakeholders are involved in the task "Manage BA Performance"?

Back 181

- Domain SME and End User - Implementation SME, Operational Support, Tester - Project Manager - Sponsor

Front 182

The BA Performance Assessment should include what?

Back 182

- Comparison of planned versus actual performance- Understanding of the root cause of variances from plan- Any other helpful information to help understand results

Front 183

What is the definition of elicitation ,according to the BABOK?

Back 183

1) to draw forth or bring out (something latent or potential)2) to call forth or draw out (as information or a response)

Front 184

It is essential that requirements be __, __, __, and __.

Back 184

Complete, clear, correct, and consistent

Front 185

Elicitation may be performed when gathering which types of requirements?

Back 185

Business, stakeholder, solution, or transition

Front 186

BAs are expected to know which techniques in order to elicit requirements?

Back 186

Commonly used techniques

Front 187

True or False: eliciting requirements is an isolated or compartmentalized activity

Back 187

False. They are not isolated or compartmentalized

Front 188

Requirements are typically identified throughout what types of activities?

Back 188

Elicitation, analysis, verification, and validation

Front 189

What factors may guide the techniques that will be used for elicitation?

Back 189

Business domain, corporate culture and environment, skills of the analyst, requirements deliverables

Front 190

What are the generally accepted elicitation techniques?

Back 190

- Brainstorming- Document Analysis- Focus Groups- Interface Analysis- Interviews- Observation- Prototyping- Requirements Workshop- Survey/Questionnaire

Front 191

What is the mnemonic for the tasks of requirements elicitation?

Back 191

DIP OF RIBS

Front 192

What is a synonym for Document Analysis?

Back 192

Review existing documentation

Front 193

What is a synonym for Interface Analysis?

Back 193

External Interface Analysis

Front 194

What is a synonym for Observation?

Back 194

Job Shadowing

Front 195

What are the synonyms for Prototyping?

Back 195

Storyboarding, Navigation Flow, Paper Prototyping, Screen Flows

Front 196

What are the synonyms for Requirements Workshops?

Back 196

Elicitation Workshop, Facilitated Workshop

Front 197

True or False: elicitation deliverables depend on the elicitation techniques used

Back 197

True. e.g. interview notes, survey responses, glossary terms, etc.

Front 198

__, or __, __ requirements will ideally be exposed during the analysis activities

Back 198

Missing, incomplete, or incorrect

Front 199

What is the purpose of the task "Prepare for Elicitation"?

Back 199

To ensure all needed resources are organized and scheduled for conducting elicitation activities

Front 200

How does one conduct the task "Prepare for Elicitation"?

Back 200

Build a detailed schedule for a particular elicitation activity, defining the specific activities and planned dates

Front 201

What are the inputs to the task "Prepare for Elicitation"?

Back 201

Business Need, Solution Scope & Business Case, and Stakeholder List, Roles, and Responsibilities

Front 202

The Business Need is used as an input when elicitation what type of Requirements?

Back 202

Business requirements (except the business need itself)

Front 203

Solution Scope & Business Case are used as inputs to "Prepare for Elicitation" for which types of requirements?

Back 203

Stakeholder, solution, and transition

Front 204

What are the outputs of the task "Prepare Business Case"?

Back 204

Scheduled Resources, Supporting Materials

Front 205

What are the elements of the task "Prepare Business Case"?

Back 205

- Clarify Scope for the selected technique- Schedule all resources (people, facilities, equipment)- Notify appropriate parties of the plan

Front 206

What elicitation activities are considered "event-based"?

Back 206

Brainstorming, focus groups, interview, observation, prototyping, requirements workshop

Front 207

What must be established when using event-based elicitation activities?

Back 207

Ground Rules

Front 208

Which stakeholders are involved in "Prepare for Elicitation"?

Back 208

All Stakeholders, Project Manager

Front 209

What is the purpose of the task "Conduct Elicitation Activity"?

Back 209

To meet with stakeholders to elicit information regarding their needs.

Front 210

What are the inputs to the task "Conduct Elicitation Activity"?

Back 210

Business Need, Organizational Process Assets, Requirements Management Plan, Scheduled Resources, Solution Scope & Business Case, Supporting Materials

Front 211

What are "supporting materials"?

Back 211

Could be whiteboards, flipcharts, documents or other

Front 212

What is the output of the task "Conduct Elicitation Activity"?

Back 212

Elicitation Results

Front 213

What other task uses the Elicitation Results as an input?

Back 213

Document Elicitation Results

Front 214

What are the elements of the task "Conduct Elicitation Activity"?

Back 214

- Tracing Requirements- Capturing requirements attributes- Metrics

Front 215

Tracing requirements is important to guard against what?

Back 215

Scope Creep

Front 216

Tracing requirements back to __ and ___ helps to validate whether a requirement should be included.

Back 216

Goals and objectives

Front 217

Why are metrics captured for the task "Conduct Elicitation Activity"?

Back 217

To provide a basis for future planning

Front 218

What is the purpose of the task "Document Elicitation Results"?

Back 218

To record the information provided by stakeholders for use in analysis

Front 219

Event-based elicitation techniques are highly dependent on what?

Back 219

The knowledge of the stakeholders, their willingness to participate, and the group's ability to reach consensus

Front 220

What are the inputs to the task "Document Elicitation Results"?

Back 220

Elicitation Results

Front 221

What are the elements of the task "Document Elicitation Results"?

Back 221

- Written documents describing the outcomes- Visual or audio recordings- Whiteboards (actual or virtual)

Front 222

What two things will determine what kind of documentation is possible and desirable?

Back 222

The techniques used for elicitation and the business analysis approach

Front 223

The DIP of RIBS techniques are applicable to which Elicitation tasks?

Back 223

Prepare for Elicitation, Conduct Elicitation Activities, Document Elicitation Results

Front 224

Which stakeholder is involved in the task "Document Elicitation Results"?

Back 224

Business Analyst

Front 225

What are the outputs of the task "Document Elicitation Results"?

Back 225

- Requirements, stated- Stakeholder Concerns

Front 226

What other tasks use stated requirements as an input?

Back 226

Confirm Elicitation Results, Define Business Need, Prioritize Requirements, Specify and Model Requirements, Define Transition Requirements

Front 227

What other tasks use Stakeholder Concerns as an input?

Back 227

Confirm Elicitation Results, Define Business Case, Define Assumptions and Constraints, Assess Organizational Readiness

Front 228

What do stated requirements describe?

Back 228

Stakeholder needs from a stakeholder perspective

Front 229

What is the purpose of the task "Confirm Elicitation Results"?

Back 229

To validate that the stated requirements match stakeholder's understanding of the problem and the stakeholder's needs.

Front 230

What are the inputs to the task "Confirm Elicitation Results"?

Back 230

- Requirements, stated (unconfirmed)- Stakeholder concerns (unconfirmed)

Front 231

What are the techniques used for the task "Confirm Elicitation Results"?

Back 231

Interviews and Observation

Front 232

Which stakeholders may be involved in "Confirm Elicitation Results"?

Back 232

Anyone who participated in elicitation tasks

Front 233

What are the outputs of the task "Confirm Elicitation Results"?

Back 233

- Requirements, stated (confirmed)- Stakeholder Concerns (confirmed)

Front 234

Which other tasks used stated and confirmed requirements as inputs?

Back 234

Define Business Need, Prioritize Requirements, Specify and Model Requirements, Define Transition Requirements

Front 235

Which other tasks use confirmed stakeholder concerns as inputs?

Back 235

Define Business Case, Define Assumptions and Constraints, Assess Organizational Readiness

Front 236

What is the description of the Requirements Management & Communication knowledge area?

Back 236

It is the activities and considerations for managing and expressing requirements to a broad and diverse audience.

Front 237

The tasks in the Requirements Management & Communication knowledge area are performed to ensure what?

Back 237

That all stakeholders have a shared understanding of the nature of a solution and to ensure that those stakeholders with approval authority are in agreement as to the reuqirements.

Front 238

Management of requirements assists with understanding the effects of ___ and linking business ___ and ____ to the actual solution that is constructed and delivered.

Back 238

Change, goals & objectives

Front 239

All requirements management and communication activities are governed by which two outputs of the Requirements Planning & Monitoring knowledge area?

Back 239

- Business Analysis Plans- Business Analysis Performance Metrics

Front 240

What are the inputs to the Requirements Management & Communication knowledge area?

Back 240

- BA Communication Plan- Organizational Process Assets- Requirements- Requirements Management Plan- Requirements Structure- Solution Scope- Stakeholder List, Roles, and Responsibilties

Front 241

What are the outputs of the Requirements Management & Communication knowledge area?

Back 241

- Requirements (approved)- Requirements (communicated)- Requirements (maintained & reusable)- Requirements (traced)- Requirements Package

Front 242

At what point during a project may requirements approval be sought?

Back 242

At the end of a project phase or at a number of intermediate points in the business analysis process.

Front 243

Requirements may be ___ following approval.

Back 243

Baselined

Front 244

If changes are permitted on a project, it would involve the use of a ___ ___ process and subsequent approval.

Back 244

Change Control

Front 245

If business needs change, the ____ ___ must also change.

Back 245

Solution Scope

Front 246

In a change-driven approach, there is not typically a formal ___ ___ process.

Back 246

Change Control

Front 247

How is the requirements management plan used as an input to Manage solution scope and requirements?

Back 247

Defines the process to be followed in managing the solution scope and requirements

Front 248

What are the inputs to the task "Manage Solution Scope and Requirements"?

Back 248

- Requirements Management Plan- Solution Scope- Stakeholder List, Roles, and Responsibilities- Stakeholder, Solution, or Transition Requirements (Communicated or Traced)

Front 249

What is the output of the task "Manage Solution Scope and Requirements"?

Back 249

Requirements (approved)

Front 250

What tasks use the output of the task "Manage Solution Scope and Requirements", Requirements (approved)?

Back 250

- Maintain Requirements for Re-use- Assess Proposed Solution- Allocate Requirements

Front 251

How is the Solution Scope used as an input to Manage solution scope and requirements?

Back 251

- Requirements must support the solution scope in order to be approved- Solution scope can be managed in their own right

Front 252

How is the Stakeholder List, Roles, and Responsibilities used as an input to Manage solution scope and requirements?

Back 252

Defines which stakeholders are involved in reviewing and approving requirements

Front 253

How are the requirements used as an input to Manage solution scope and requirements?

Back 253

- may be managed at any point in their lifecycle- requirements must be communicated to be managed- may be managed if they can be traced to requirements that have been approved

Front 254

What are the elements of "Manage Solution Scope and Requirements"?

Back 254

- Solution Scope Management- Conflict and issue management- Presenting Requirements for Review- Approval

Front 255

All ___ and ___ requirements must be assed to ensure that they fall within the solution scope.

Back 255

Stakeholder and Solution

Front 256

If requirements are invalid, and fall outside of the solution scope, the BA must do what?

Back 256

Act to resolve the conflict by amending the requirements or reachign agreement that the requirement does not fall within scope.

Front 257

What are some reasons that conflict may arise when defining requirements?

Back 257

- Stakeholders in different areas viewing requirements from different perspectives- Conflicting priorities

Front 258

What are the methods of resolving conflicts?

Back 258

- Formal Meetings- Research- Third-party mediation- Other methods

Front 259

Conflicts affecting requirements must be ___ before ___ is given.

Back 259

Resolved, Approval

Front 260

How may requirements be presented for review?

Back 260

Formal or informal

Front 261

What should be assessed in order to determine the level or formality for presenting the requirements for review?

Back 261

Requirements, audience, and organizational process assets.

Front 262

If a less formal method of presenting requirements is chosen, it may result in what?

Back 262

Key stakeholders missing information or increased ambiguity in requirements

Front 263

True or false: Approval may be obtained from stakeholders either individually or as a group.

Back 263

TRUE

Front 264

What are the techniques used to "Manage Solution Scope and Requirements"?

Back 264

- Problem Tracking - Baselining- Sign-off

Front 265

Which stakeholders are involved in the task "Manage Solution Scope and Requirements"?

Back 265

- Domain SME- Implementation SME- Project Manager- Sponsor

Front 266

What is the purpose of the task "Manage Requirements Traceability"?

Back 266

Create and maintain relationships between business objectives, requirements, other team deliverables, and solution components to support business analysis or other activities.

Front 267

What are the inputs to the task "Manage Requirements Traceability"?

Back 267

- Requirements- Requirements Management Plan

Front 268

What are the outputs of the task "Manage Requirements Traceability"?

Back 268

- Requirements (Traced)

Front 269

What other tasks use traced requirements?

Back 269

Manage Solution Scope and Requirements

Front 270

What is the goal of traceability?

Back 270

To ensure that requirements (and ultimately, solution components) are linked back to a business objective

Front 271

What are the reasons for creating traceability relationships?

Back 271

- Impact Analysis- Requirements coverage- Requirements allocation

Front 272

Requirements traceability identifies and documents the ___ of each requirement.

Back 272

Lineage

Front 273

What is the word for backward traceability?

Back 273

Derivation

Front 274

What is the word for forward traceability?

Back 274

Allocation

Front 275

At what level sould traceability be performed?

Back 275

At any of the following levels, as appropriate:- individual requirement level- model or package level- feature level

Front 276

What is "Impact Analysis"?

Back 276

To review all related requirements and software components in order to understand the "impact" of a change.

Front 277

How are requirements used as an input to "Manage Requirements Traceability"?

Back 277

All requirements may potentially be traced to other requirements, and all stakeholder and solution requirements must be traceable to a business requirement.

Front 278

How is the "Requirements Management Plan" used to "Manage Requirements Traceability"?

Back 278

Defines how and whether traceability is being performed, and what tools will be used to manage it

Front 279

What are the elements of the task "Manage Requirements Traceability"?

Back 279

- Relationships- Impact Analysis- Configuration Management System

Front 280

What are the possible traceability relationships?

Back 280

- Necessity- Effort- Subset- Cover- Value

Front 281

What are the two themes of "Requirements Management & Communication"?

Back 281

- Control Scope- Understand Stakeholders

Front 282

What is the mnemonic for the tasks of "Requirements Management & Communication"?

Back 282

STRPCS - Scope ManagementT - TraceabilityR - Re-useP - Package RequirementsC - Communicate Requirements

Front 283

What is the "Necessity" relationship in traceability?

Back 283

When it only makes sense to implement a requirement if a related requirement is also implemented.

Front 284

What is the "Effort" relationship in traceability?

Back 284

Exists when a requirement is easier to implement if a related requirement is also implemented.

Front 285

What is the "Subset" relationship in traceability?

Back 285

When the requirement is the decomposed outcome of another requirement.

Front 286

What is the "Cover" relationship in traceability?

Back 286

When the requirement fully includes another requirement.

Front 287

What si the "Value" relationship in traceability?

Back 287

When including a requirement affects the desirability of a related requirement

Front 288

What is "Impact Analysis" used for in traceability?

Back 288

To assess or evaluate the impact of a change.

Front 289

What technique is used in "Manage Requirements for Traceability"?

Back 289

Coverage Matrix

Front 290

Which stakeholders are involved in the task "Manage Requirements for Traceability"?

Back 290

- Implementation SME- Project Manager- Tester

Front 291

What is the output of the task "Manage Requirements for Traceability"?

Back 291

Requirements (Traced)

Front 292

What is the purpose of the task "Manage Requirements for Re-use"?

Back 292

To manage knowledge of requirements following their implementation

Front 293

What is a coverage matrix?

Back 293

A table or spreadsheet for the recording and managing of tracing.

Front 294

When is a coverage matrix used for traceability?

Back 294

When there are relatively few requirements to trace

Front 295

What are the inputs to the task "Manage Requirements for Re-use"?

Back 295

- Organizational Process Assets- Requirements

Front 296

What are the outputs of the task "Manage Requirements for Re-use"?

Back 296

Requirements (Maintained and Re-usable)

Front 297

How are "Organizational Process Assets" used as an iput to "Manage Requirements for Re-use"?

Back 297

These set standards regarding how and when requirements should be maintained for re-use

Front 298

How are "Requirements" used as an iput to "Manage Requirements for Re-use"?

Back 298

Requirements may be maintained for re-use as long as they describe information of use to the orgnization beyond the lifetime of an initiative.

Front 299

In order for requirements to be re-used, the must be clearly ___ and ____ and ___ ___ to other analysts.

Back 299

Name, Defined, and Easily Available

Front 300

What are the benefits of maintaining requirements for re-use?

Back 300

- Facilitate impact analysis of new, proposed changes to the business- Reduce analysis time and effort- Assist in maintenance of previously implemented solutions- Support other activities such as training, governance, and compliance

Front 301

What are the elements of the task "Manage Requirements for Re-use"?

Back 301

- Ongoing Requirements- Satisfied Requirements

Front 302

What are "Ongoing Requirements"?

Back 302

Requirements that an organizational unit is required to be able to meet on a continuous basis.

Front 303

What are some examples of "Ongoing Requirements"?

Back 303

- Contractual Oblgations- Quality Standards- Service Level Agreements- Business Rules- Business Processes- Requirements describing the work products the group produces

Front 304

What are "Satisfied Requirements"?

Back 304

Requirements that have been satisifed.

Front 305

Maintainting "satisfied requirements" helps with what?

Back 305

Product enhancements and future system changes may also be re-used on related business projects.

Front 306

Which techniques are used in the task "Manage Requirements for Re-use"?

Back 306

None

Front 307

Which stakeholders are involved in the task "Manage Requirements for Re-use"?

Back 307

- Business Analyst- Domain SME- Implementation SME

Front 308

What is the purpose of the task "Prepare Requirements Package"?

Back 308

To select and structure a set of requirements in an appropriate fashion to ensure that hte requirements are effectively communicated to, understood by, and usable by a stakeholder group or groups.

Front 309

Requirements documentation should be created to what extent?

Back 309

To assure clear understanding by the team

Front 310

Why are requirements packages created?

Back 310

- Early assessment of quality and planning- Evaluation of possible alternatives- Formal reviews and approval- Inputs to solution design- Conformance to contractual and regulatory obligations- Maintenance for re-use

Front 311

What is the primary goal of creating a requirements package?

Back 311

To convey information clearly and in an understandable fashion.

Front 312

___ of requirements will adversely affect solution implmentation.

Back 312

Misunderstanding

Front 313

What might a misunderstanding of requirements cause?

Back 313

Re-work and cost overruns, particularly if uncovered late in the process.

Front 314

What are some forms that a requirements package might take?

Back 314

- Formal Documentation- Presentation- Models

Front 315

What are the inputs to the task "Prepare Requirements Package"?

Back 315

- Business Analysis Communication Plan- Organizational Process Assets- Requirements- Requirements Structure

Front 316

When can a requirements be created during a project?

Back 316

At any point in their lifecycle

Front 317

What are the elements of the task "Prepare Requirements Package"?

Back 317

- Work products and deliverables- Format

Front 318

What is a "work product"?

Back 318

A document or collection of notes or diagrams used by the business analyst during the requirements development process, which may or may not become a deliverable.

Front 319

What is the output of the task "Prepare Requirements Package"?

Back 319

Requirements Package

Front 320

What other task used the "Requirements Package"?

Back 320

Communicate Requirements

Front 321

What are some examples of work products?

Back 321

- Meeting agendas and minutes- Interview questions and notes- Facilitation session agendas and notes- Issues log- Work plan, status reports- Presentation slides used during the project- Traceability matrices

Front 322

What is a "deliverable"?

Back 322

A specific output of the business analysis process that the business analyst has agreed to produce.

Front 323

A deliverable is used as a basis for what?

Back 323

Solution design and implementation

Front 324

True or False: a requirements package will likely be a combination of many formats in one requirements package

Back 324

TRUE

Front 325

What is the best form for a requirements package?

Back 325

The one that best communicates the specific content of the requirement.

Front 326

Which techniques are used in the task "Prepare Requirements Package"?

Back 326

- Requirements Documentation- Requirements for Vendor Selection

Front 327

What are some of hte most common types of requirements documents?

Back 327

- Business requirements document- Product Roadmap- Software/System Requirements Specification- Supplementary Requirements Specification- Vision Document

Front 328

What are the three types of vendor selection documents?

Back 328

RFI, RFP, RFQ

Front 329

Which group(s) in an organization typicallys owns the vendor selection process?

Back 329

Purchasing agent, legal department, or procurement organization

Front 330

Under which circumstances would an RFI be issued?

Back 330

When the issuing organization is open to a number of alternative solutions and is seeking information to evaluate possible options.

Front 331

When would an RFP or RFQ be used?

Back 331

When the issuing organization understands the nature of the solution options available, and is seeking vendors who can implement an option.

Front 332

Which is less formal, and RFP or RFQ?

Back 332

RFQ

Front 333

Before looking at available products for a vendor selection, what must be first be created?

Back 333

Evaluation criteria (based on the business requirements)

Front 334

When developing RFP questions, avoid using __-___ questions.

Back 334

Closed-ended

Front 335

What is the goal of an RFP?

Back 335

To stimulate the vendors to provide extensive information regarding their produce and service offerings.

Front 336

Which stakeholders are involved in the task "Prepare Requirements Package"?

Back 336

- Domain SMEs and End Users- Implementation SMEs- Project Managers- Regulators- Sponsors- Testers

Front 337

What do sponsors typically want to see in a requirements package?

Back 337

- Summaries and high-level requirements- ROI

Front 338

What is the purpose of "Communicate Requirements"?

Back 338

To bring stakeholders to a common understanding of the requirements.

Front 339

What ways can requirements be communicated?

Back 339

Conversations, notes, documents, presentations, and discussions

Front 340

Busienss analysis must have a significant set of skills, both ___ and ___.

Back 340

Soft and technical

Front 341

What are the inputs to the task "Communicate Requirements"?

Back 341

- BA Communication Plan- Requirements- Requirements Package

Front 342

What is the output of the task "Communicate Requirements"?

Back 342

Requirements (communicated)

Front 343

What task uses "Requirements (communicated)"?

Back 343

Manage Solution Scope and Requirements

Front 344

True or False: Requirements cannot be communicated without a requirements package

Back 344

False. However, if a requirements package was created, it must be distributed, reviewed, and communicated to stakeholders.

Front 345

What are the elements of the task "Communicate Requirements"?

Back 345

- General Communication- Presentations

Front 346

When should requirements be communicated?

Back 346

Iteratively and in conjuction with most of the tasks in the other knowledge areas.

Front 347

True or False: All requirements communication can and should be planned

Back 347

False. Informal communication is likely to be needed during performance of most BA tasks, and can lead to elicitation of additional requirements.

Front 348

What must be decided before making any presentations of requirements?

Back 348

The appropriate format for the presentation

Front 349

Requirements presentations can be ___ or ___.

Back 349

Formal or informal

Front 350

Which techniques are used in the task "Communicate Requirements"?

Back 350

- Requirements Workshops- Structured Walkthrough

Front 351

Which Stakeholders are involved in the task "Communicate Requirements"?

Back 351

All stakeholders

Front 352

What is "Enterprise Analysis"?

Back 352

The business activities necessary to identify a business need, problem, or opportunity, define the nature of a solution that meets that need, and justify the investment needed to deliver that solution.

Front 353

Enterprise analysis activities are government by which other document?

Back 353

Business Analysis Plan(s)

Front 354

What are the tasks of "Define Business Need"?

Back 354

N - Define the Business NeedG - Assess Capability GapsA - Define Solution ApproachS - Determine Solution ScopeC - Prepare the Business Case

Front 355

What is the mnemonic for the tasks of Enterprise Analysis?

Back 355

NGASC

Front 356

What are the inputs into "Enterprise Analysis"?

Back 356

- Assumptions and Constraints- Business Goals and Objectives- Enterprise Architecture- Organizational Process Assets- Requirements (stated)- Solution Performance Assessment- Stakeholder Concerns

Front 357

What are all the outputs of "Enterprise Analysis"?

Back 357

- Business Need- Business Case- Required Capabilities- Solution Approach- Solution Scope

Front 358

What is the purpose of the task "Define Business Need"?

Back 358

To identify and define why a change to organizational systems or capabilities is required.

Front 359

True or False: the definition of the business need is frequently the most critical step in any business analysis effort

Back 359

True. It defines the problem that the BA is trying to find a solution for.

Front 360

What are the inputs to the task "Define Business Need"?

Back 360

- Business Goals and Objectives- Requirements (stated)

Front 361

What is the output of the task "Define Business Need"?

Back 361

Business Need

Front 362

What other tasks use the "Business Need"?

Back 362

Plan BA Approach, Stakeholder Analysis, Prep for Elicitation, Conduct Elicitation, Assess Capability Gaps, Determine Solution Approach, Define Solution Scope, Define Business Case, Prioritize Requirements, Verify Requirements, Requirements Mgt and Comm.

Front 363

What are some common triggers to evaluating a business need?

Back 363

- Issues encountered in the organization- Customer complaints- Loss of revenue- New market opportunities

Front 364

When analyzing a business need, the BA should question the __ and __ to ensure that the correct problem is being solved.

Back 364

Assumptions and Constraints

Front 365

What are the different ways to generate business needs?

Back 365

- From Top down- From Bottom up- From middle management- From external drivers

Front 366

How are "Business Goals and Objectives" used as an input to the "Define Business Need" task?

Back 366

They are refined in order to define the business need.

Front 367

How are stated Requirements used as an input to the "Define Business Need" task?

Back 367

Elicitation must be performed in order to assist stakeholders in defining their perceived needs.

Front 368

What eliciting requirements for enterprise analysis, the BA should ensure that they reflect ___ business requirements, as opposed to describing ___.

Back 368

Actual, Solutions

Front 369

What are the elements of the task "Define Business Need"?

Back 369

- Business Goals and Objectives- Business Problem or Opportunity- Desired Outcome

Front 370

Business Goals and Objectives describe what?

Back 370

The ends that the organization is seeking to achieve.

Front 371

What is a Business Goal?

Back 371

Long-term, ongoing, and qualitative statements of a state or condition that the organization is seeking to establish and maintain.

Front 372

High-level goals can be ___ to break down the general strategy into distinct focus areas that may lead to desired results.

Back 372

Decomposed

Front 373

As goals are analyzed, they are converted into more descriptive, __ and __ objectives.

Back 373

Granular and Specific

Front 374

True or False: Objectives should be linked to measures that make it possible to objectively assess if it has been achieved.

Back 374

TRUE

Front 375

What is a common test for assessing objectives?

Back 375

SMART

Front 376

What attributes does a "SMART" goal possess?

Back 376

Specific, Measurable, Achievable, Relevant, Time-bounded

Front 377

When assessing a business problem or opportunity, what factor may be considered?

Back 377

- Negative impacts to the organization- Benefits expected from addressing a problem or opportunity- Timeframe for solving- Root cause

Front 378

What is an objective?

Back 378

A specific, target that an organization aims for, to support its goals.

Front 379

What is the difference between goals and objectives?

Back 379

Goals are high-level or broad to support a strategy or vision, while objectives are specific targets.

Front 380

True or False: A desired outcome is the same thing as a solution.

Back 380

False. It describes the business benefits that will result and the end state desired.

Front 381

Proposed solutions must be evaluated against ___ ___ to ensure they can deliver them.

Back 381

Desired Outcomes

Front 382

What are some examples of desired outcomes?

Back 382

- Reduced costs/increased revenue- Create or address competitive advantage- Increase satisfaction (customers, employees)- Comply with regulations- Improve safety- Reduce time to deliver a product or service

Front 383

Which techniques are used to "Define Business Need"?

Back 383

- Benchmarking- Brainstorming- Business Rules Analysis- Focus Groups- Functional Decomposition- Root Cause Analysis

Front 384

Which stakeholders are involved in the task "Define Business Need"?

Back 384

Customer or Supplier, Domain SME & End User, Implementation SME, Regulator, Sponsor

Front 385

What is the purpose of the task "Assess Capability Gaps"?

Back 385

To identify new capabilities required by the enterprise to meet the business need.

Front 386

What is another common phrase for the task "Assess Capability Gaps"?

Back 386

Gap Analysis

Front 387

Once a business need is identified, what must be determined next?

Back 387

The difference between the existing situation and the desired situation (aka Gap Analysis)

Front 388

What assessing capabilities, it may be necessary to create a new ___ to create the capability.

Back 388

Project

Front 389

In order to provide the capabilities identified, change may be needed to any component of the enterprise such as what?

Back 389

Business processes, functions, lines of business, organization structures, staff competencies, knowledge and skills, training, facilities, desktop tools, organization locations, data and information, application systems and/or technology infrastructure.

Front 390

What are the inputs to the task "Assess Capability Gaps"?

Back 390

- Business Need- Enterprise Architecture- Solution Performance Assessment

Front 391

What is the output of the task "Assess Capability Gaps"?

Back 391

Required Capabilities

Front 392

What other tasks use "Required Capabilities" as an input?

Back 392

- Determine Solution Approach- Define Solution Scope- Prioritize Requirements- Verify Requirements- Requirements Mgt. & Communication

Front 393

How is the business need used as an input to "Assess Capability Gaps"?

Back 393

Capabilities are assessed against the business need to identify gaps.

Front 394

How is Enterprise Architecture used to as an input to "Assess Capability Gaps"?

Back 394

Defines the current capabilities of an organization.

Front 395

How is Solution Performance Assessment used to as an input to "Assess Capability Gaps"?

Back 395

Identifies shortcomings, problems, or limitations of an existing solution

Front 396

What are the elements of the task "Assess Capability Gaps"?

Back 396

- Current Capability Analysis- Assessment of New Capability Requirements- Assumptions

Front 397

True or False: when assessing capabilities, if adequate documentation about the current state is not available, it will be necessary to develop the models under review

Back 397

TRUE

Front 398

Once current capabilities are understood, what can be determined?

Back 398

Whether or not the organization can meet the business need with current capabilities

Front 399

If it has been determined that a business need cannot be met with current capabilities, what must the BA identify?

Back 399

The capabilities that need to be added.

Front 400

How are gaps identified?

Back 400

By comparing the current state against the future desired state.

Front 401

What types of capabilities are typically analyzed?

Back 401

- Business Processes- Work tasks performed- Events that must be responded to

Front 402

What is "Enterprise Architecture"?

Back 402

Describes all domains needed to run a business (including IT) that integrate into a complete framework.

Front 403

What are the commonly known enterprise architecture frameworks?

Back 403

- Zachman- POLDAT- TOGAF

Front 404

In the Zachman framework, what are the two fundamental variables used to represent the enterprise?

Back 404

Stakeholder groups (from visionary down to worker), and Systems (who, what, where, when, how, and why)

Front 405

What are the six major areas for organization in the POLDAT framework?

Back 405

P - ProcessO - OrganizationL - LocationD - DataA - ApplicationsT - Technology

Front 406

What are the four subsets of the TOGAF Framework?

Back 406

- Business Architecture- Data Architecture- Application Architecture- Technology Architecture

Front 407

Why are assumptions used as an element of "Assess Capability Gaps"?

Back 407

It is often difficult or impossible to prove that the delivery of a new capability will meet a business need, so assumptions need to be documented so decisions can be made if they prove invalid.

Front 408

Which techniques are used to "Assess Capability Gaps"?

Back 408

- Document Analysis- SWOT Analysis

Front 409

Which stakeholders are involved in "Assess Capability Gaps"?

Back 409

- Customer and Supplier- Domain SME, End User, Implementation SME, Sponsor

Front 410

What is the purpose of the task "Determine Solution Approach"?

Back 410

To determine the most viable solution approach to meet the business need in enough detail to allow for definition of solution scope and prepare the business case.

Front 411

What does the solution approach describe?

Back 411

The general approach that will be taken to create or acquire the new capabilities required to meet the business need.

Front 412

How is the solution approach determined?

Back 412

By identifying possible approaches, determining the means of delivery (including methodology and life cycle), and assess organizational capability of implementing and using the solution.

Front 413

What are some possible solution approaches?

Back 413

- Use existing software or technology features - Obtain a new software package by purchasing or leasing it- Develop custom software- Add resources or make org changes- Change the business procedures/processes- Outsource or partner with other organizations

Front 414

What are the inputs to the task "Determine Solution Approach"?

Back 414

- Business Need- Organizational Process Assets- Required Capabilities

Front 415

What is the output of the task "Determine Solution Approach"?

Back 415

Solution Approach

Front 416

What task uses Solution Scope as an input?

Back 416

Define Solution Scope

Front 417

How is the business need used as an input to "Determine Solution Approach"?

Back 417

Possible solutions will be evaluated against the business need to ensure that it can be met by the selected approach

Front 418

How are organizational process assets used as an input to "Determine Solution Approach"?

Back 418

May require that specific approaches be taken to solutions of a given type

Front 419

How are required capabilities used as an input to "Determine Solution Approach"?

Back 419

Identifies the new capabilities that the solution must support

Front 420

What are the elements of the task "Determine Solution Approach"?

Back 420

- Alternative Generation- Assumptions and Constraints- Ranking and selection of Approaches

Front 421

How will one know when enough alternatives have been generated?

Back 421

- At least one is unacceptable to the stakeholders- One or more are distinctly different from one another- The effort to examine alternatives produces diminishing returns

Front 422

True or False: when generating alternatives for a solution approach, one option is to do nothing.

Back 422

True. Another is to investigate options that allow the organization to "buy time"

Front 423

True or False: Potential solution approaches may not be ruled out by assessing assumptions and constraints.

Back 423

False. These may identify unviable options based on technical feasibility or contractual reasons.

Front 424

Which areas should be studied when ranking and selecting a solution approach?

Back 424

Operational, Organizational, Economic, Cultural, Technical, Legal, Scheduling, Marketing

Front 425

True or False: In some instances, one particular solution approach may be self-evidently superior to alternatives.

Back 425

TRUE

Front 426

In what circumstance would it be necessary to do a qualitative analysis of the differences between solution approaches?

Back 426

When there are only a few critical differences between them

Front 427

For more complex decisions regarding solution approach, what must be done?

Back 427

Use of a weighted scoring system

Front 428

What techniques are used in the task "Determine Solution Approach"?

Back 428

- Benchmarking- Brainstorming- Decision Analysis- SWOT Analysis- Feasibility Analysis

Front 429

Which technique is primarily used in Enterprise Analysis?

Back 429

Feasibility Analysis

Front 430

What is a feasibility study?

Back 430

A preliminary analysis of solution alternatives or options to determine whether and how each option can provide an expected business benefit to meet the business need.

Front 431

Feasibility studies are typically used on what types of initiatives?

Back 431

Major business transformation projects

Front 432

Which stakeholders are involved in "Determine Solution Approach"?

Back 432

- Customer, Domain SME, End User, Supplier- Implementation SME- Sponsor

Front 433

What is the purpose of the task "Define Solution Scope"?

Back 433

To define which new capabilities a project or initiative will deliver.

Front 434

What are the components of "Solution Scope"?

Back 434

- Scope of analysis- Capabilities supported by solution components- Capabilities in individual releases or iterations- Enabling capabilities

Front 435

Scope applies to both ___ and ___/___ to be produced.

Back 435

Project and product/solution

Front 436

What is "scope"?

Back 436

The extent or breadth of a project or product/solution. For solutions, includes things such as features and functions to be provided.

Front 437

What are the inputs to the task "Define Solution Scope"?

Back 437

- Business Need- Required Capabilities- Solution Approach- Assumptions & Constraints

Front 438

What is the output of the task "Define Solution Scope"?

Back 438

Solution Scope

Front 439

What are the elements of the task "Define Solution Scope"?

Back 439

- Solution Scope Definition- Implementation Approach- Dependencies

Front 440

What items should be included in a scope statement?

Back 440

- Major features and functions- Interactions (people & systems)- Project boundaries (by business units impacted, processes, and IT systems)

Front 441

What does the implementation approach describe?

Back 441

How the chosen solution approach will deliver the solution scope.

Front 442

What method might be used to break down deliverables and tasks?

Back 442

Work Breakdown Structure

Front 443

What techniques are used in the task "Define Solution Scope"?

Back 443

- Functional Decomposition- Interface Analysis- Scope Modeling- User Stories- Problem or Vision Statement

Front 444

Which technique is primarily used for the task "Define Solution Scope"?

Back 444

Problem or Vision Statement

Front 445

What are the components of the Problem or Vision Statement technique?

Back 445

- Problem- What it affects- What a successful solution would be

Front 446

Which stakeholders are involved in "Define Solution Scope"?

Back 446

- Domain SME- Implementation SME- Project Manager- Sponsor

Front 447

What is the purpose of the task "Define Business Case"?

Back 447

To determine if an organization can justify the investment required to deliver a proposed solution.

Front 448

What does a "Business Case" describe?

Back 448

The justification for the project in terms of value to be added to the business a result of the deployed solution, as compared to the cost to develop and operate it.

Front 449

What are the elements of a business case?

Back 449

- Benefits- Costs - Risk Assessment- Results Measurement

Front 450

What are the inputs to the task "Define Business Case"?

Back 450

- Assumptions & Constraints- Business Need- Solution Scope- Stakeholder Concerns

Front 451

What is the output of the task "Define Business Case"?

Back 451

Business Case

Front 452

What tasks use the "Business Case" as an input?

Back 452

- Prep for Elicitation- Conduct Elicitation Activities- Prioritize Requirements- Verify Requirements- Validate Requirements- Requirements Mgt & Comm.

Front 453

Benefits in a business case should be both __ and ___.

Back 453

Qualitative or Quantitative

Front 454

Benefit estimates in a Business Case should relate back to strategic what?

Back 454

Goals and Objectives

Front 455

What types of cost estimates should be included in the Business Case?

Back 455

- Capital Expenditures- Development and implementation costs- Opportunity cost of not investing in other options- Cost of changing organization's work practices- Total cost of ownership to support new solution- Consequential costs borne by others

Front 456

what is the Mnemonic for the elements of "Prepare Business Case"?

Back 456

BCRAMP (Benefits, Costs, Risk Assessment & Measurement Process)

Front 457

What items can be included in the Business Case?

Back 457

Context, Benefits, Time & Costs, Impacts, Miscellaneous (rationale, alignment, constraints, etc.)

Front 458

Which is the preferred method of documenting benefits? (Qualitative or Quantitative)

Back 458

Quantitative

Front 459

What is a risk?

Back 459

The possibility of an event or condition that will have an effect on at least one project objective

Front 460

Which types of risks should be considered for inclusion in a business case?

Back 460

Feasibility, technical, financial, organizational

Front 461

When should identification and management of risks occur in the life of a product?

Back 461

Throughout the life cycle, starting in Enterprise Analysis, and continuing into any projects that create and maintain the product.

Front 462

Another term for "Solution Feasibility Risks" is what?

Back 462

Product Risks

Front 463

Which techniques are used in "Prepare Business Case"?

Back 463

- Decision Analysis - Estimation - Metrics & KPIs - Risk Analysis - SWOT Analysis - Vendor Assessment

Front 464

Which stakeholders are involved in "Prepare Business Case"?

Back 464

Sponsor, Domain SME, Implementation SME, Project Manager

Front 465

What knowledge area describes the tasks and techniques used by a BA to analyze stated requirements in order to define the required capabilities of a potential solution that will fulfill stakeholder needs?

Back 465

Requirements Analysis

Front 466

Requirements Analysis covers the definition of which types of requirements?

Back 466

Stakeholder and Solution

Front 467

At what level of detail should requirements be described at?

Back 467

In enough detail to allow them to be constructed

Front 468

In Requirements Analysis, modeling current states may help to identify what?

Back 468

Opportunities for improvement, or for assisting stakeholders in understanding their current state.

Front 469

All requirements analysis activities are governed by which two tasks?

Back 469

- Business Analysis Plan(s)- BA Performance Metrics

Front 470

What are all of the inputs into the Requirements Analysis knowledge area?

Back 470

- Business Case- Business Need- Requirements- Operational Process Assets- Requirements Management Plan- Stakeholder Concerns- Stakeholder List, Roles, and Responsibilities- Solution Scope

Front 471

What is the purpose of the "Prioritize Requirements" task?

Back 471

To ensure that analysis and implementation efforts focus on the most critical requirements

Front 472

Determining requirements prioritization may be based on what?

Back 472

- Relative Value- Risk- Difficulty of implementation- Other Criteria

Front 473

The priority of requirements should be used to target what?

Back 473

Which requirement should be further analyzed and which requirements should be implemented first

Front 474

What are the inputs to the task "Prioritize Requirements"?

Back 474

- Business Case- Business Need- Requirements- Requirements Management Plan- Stakeholder List, Roles, and Responsibilities

Front 475

What is the output of the task "Prioritize Requirements"?

Back 475

Requirements (prioritized)

Front 476

What other tasks use prioritized requirements?

Back 476

- Assess Proposed Solution- Allocate Requirements- Validate Solution- Requirements Management & Communication

Front 477

How is the business case used as an input to "Prioritize Requirements"?

Back 477

States the key goals and measures of success, and priorities should be aligned with those goals and objectives.

Front 478

How is the business need used as an input to "Prioritize Requirements"?

Back 478

Serves as an alternative to the business case if no business case has been defined.

Front 479

How are requirements used as an input to "Prioritize Requirements"?

Back 479

Any requirement may be prioritized, at any point in its lifecycle.

Front 480

True or False: Requirements may be prioritized before they are fully analyzed and in their final form.

Back 480

TRUE

Front 481

How is the Requirements Management Plan used as an input to "Prioritize Requirements"?

Back 481

Defines the process that will be used to prioritize requirements.

Front 482

How is the Stakeholder List, Roles, and Responsibilities used as an input to "Prioritize Requirements"?

Back 482

To determine which stakeholders need to participate in prioritization.

Front 483

What are the elements of the task "Prioritize Requirements"?

Back 483

- Basis for Prioritization- Challenges

Front 484

What are the criteria for prioritizing requirements?

Back 484

- Business Value- Business or Technical Risk- Implementation Difficulty- Likelihood of Success- Regulatory or Policy Compliance- Relationship to Other Requirements- Stakeholder Agreement- Urgency

Front 485

What is the "Business Value" prioritization approach?

Back 485

It's based on cost-benefit analysis; the most valuable requirements will be targeted for development first.

Front 486

When is it common to choose "Business Value" as the prioritization method?

Back 486

When enhancing an existing solution that already meets specified minimal requirements, or when delivering the solution incrementally.

Front 487

What is the "Business or Technical Risk" prioritization method?

Back 487

Selects requirements that present the highest risk of project failure

Front 488

What is the "Implementation Difficulty" prioritization method?

Back 488

Chooses the easiest requirement

Front 489

When would it make sense to choose the "Business or Technical Risk" prioritization method?

Back 489

This ensures if the project fails it does so after as little expenditure as possible

Front 490

When would the "Implementation Difficulty" prioritization method be used?

Back 490

During a pilot of a new development process or tools, or when rolling out a packaged solution

Front 491

What is the "Likelihood of Success" prioritization method?

Back 491

Focuses on the requirements that are likely to produce quick and relatively certain successes

Front 492

When is the "Likelihood of Success" prioritization method often selected?

Back 492

When a project is controversial and early signs of progress are needed to gain support for the initiative

Front 493

What is the "Regulatory or Policy Compliance" prioritization method?

Back 493

Prioritizes requirements that must be implemented in order to meet regulatory or policy demands

Front 494

What is the "Relationship to Other Requirements" prioritization method?

Back 494

Requirements that are not high-value in themselves, but may support other high-priority requirements

Front 495

What is the "Stakeholder Agreement" prioritization method?

Back 495

Requires the stakeholders to reach consensus on which requirements are most useful or valuable. May be combined with other prioritization approaches.

Front 496

What is the "Urgency" prioritization method?

Back 496

Prioritizes requirements based on time sensitivity.

Front 497

What types of challenges might be encountered when prioritizing requirements?

Back 497

- Non-negotiable demands- Unrealistic Tradeoffs

Front 498

What is a "non-negotiable demand" when prioritizing requirements?

Back 498

Stakeholders attempt to avoid difficult choices, failing to recognize the necessity for making tradeoffs, or desire to rank all requirements as high priority.

Front 499

What is an "Unrealistic Tradeoff" when prioritizing requirements?

Back 499

The solution development team may try to influence the prioritization process by overestimating difficulty or complexity of requirements

Front 500

What are the techniques used to "Prioritize Requirements"?

Back 500

- General Techniques Decision Analysis Risk Analysis- MoSCoW Analysis- Timeboxing/Budgeting- Voting

Front 501

How is the "Decision Analysis" technique used to prioritize requirements?

Back 501

May be used to identify high-value priorities

Front 502

How is the "Risk Analysis" technique used to prioritize requirements?

Back 502

High-risk requirements may be investigated or implemented first so if the project fails, the loss is minimized.

Front 503

What is MoSCoW Analysis?

Back 503

A technique to prioritize requirements into Must, Should, Could or Won't-do

Front 504

What is the "Timeboxing/Budgeting" technique?

Back 504

Prioritizes requirements based on allocation of a fixed resource

Front 505

When is the "Timeboxing/Budgeting" technique used?

Back 505

When the solution approach has been determined

Front 506

What is "Timeboxing"?

Back 506

Prioritizes requirements based on the amount of work that the project team is capable of delivering in a set period of time.

Front 507

What is "Budgeting"?

Back 507

Prioritizes requirements based on a fixed amount of money.

Front 508

When are the "Timeboxing/Budgeting" techniques most often used?

Back 508

- When there's a fixed deadline- When there are enhancements on a frequent or regular basis

Front 509

In "Timeboxing/Budgeting", which are the approaches that can be used?

Back 509

- All-in- All Out- Selective

Front 510

What does "All-in" mean?

Back 510

That all requirements are in, but are removed in order to meet the time or budget requirements

Front 511

What does "All Out" mean?

Back 511

Add the requirements with assigned duration or cost until the limit is reached

Front 512

What does "Selective" mean?

Back 512

Begin with high-priority requirements and add until the calendar or budget is reached

Front 513

What is the "Voting" technique?

Back 513

Allocates a fixed amount of resources to each participant to distribute among proposed features or requirements; those with the most resources are first.

Front 514

What can be used to represent a "vote" in the "Voting" technique?

Back 514

Votes, play money, or other tokens

Front 515

Which stakeholders are involved in the task "Prioritize Requirements"?

Back 515

- Domain SME- Implementation SME- Project Manager- Sponsor

Front 516

What is the purpose of "Organize Requirements"?

Back 516

To create a set or views of the requirements for the new business solution that are comprehensive, complete, consistent, and understood from all stakeholder perspectives.

Front 517

What are the two key objectives when organizing requirements?

Back 517

- understand which models are appropriate for the business domain and solution scope- Identify model interrelationships and dependencies

Front 518

What are the inputs to "Organize Requirements"?

Back 518

- Organizational Process Assets- Requirements (stated)- Solution Scope

Front 519

What is the output of "Organize Requirements"?

Back 519

Requirements Structure

Front 520

What other tasks use Requirements Structure as an input?

Back 520

- Prepare Requirements Package- Specify and Model Requirements

Front 521

How are Organizational Process Assets used as an input to "Organize Requirements"?

Back 521

Describe the structures and types of requirements information that stakeholders expect

Front 522

How are Requirements (stated) used as an input to "Organize Requirements"?

Back 522

They are the expressed desires of stakeholders, which must be analyzed to ensure that they reflect a genuine need.

Front 523

How is the Solution Scope used as an input to "Organize Requirements"?

Back 523

The selected models must be sufficient to fully describe the solution scope from all needed perspectives.

Front 524

What are the elements of the "Organize Requirements" task?

Back 524

- Levels of Abstraction- Model Selection

Front 525

What guidelines does the BABOK recommend to promote consistency, repeatability and high quality when organizing requirements?

Back 525

- Follow organizational standards- Use simple, consistent definitions- Document dependencies and interrelationships- Produce a consistent set of models and templates

Front 526

True or False: any given requirement should only appear in one model in order to avoid confusion and contradictions

Back 526

TRUE

Front 527

What is a "Level of Abstraction"?

Back 527

It's based on the level of detail included, typically moving from high to low as analysis moves from business to solution requirements.

Front 528

Any category of requirement can be expressed at whatever level of ___ is appropriate for the audience.

Back 528

Abstraction

Front 529

What is a "model" meant to do?

Back 529

Abstract and simplify reality.

Front 530

True or False: Models can be a complete description of reality

Back 530

FALSE

Front 531

True or False: It is usually necessary to develop multiple models with different techniques to fully analyze and document requirements.

Back 531

TRUE

Front 532

Models do not have any inherent ___.

Back 532

Hierarchy

Front 533

What are the general modeling concepts that are relevant to business analysis?

Back 533

- User Classes, Profiles, or Roles- Concepts and Relationships (Entities)- Events- Processes- Rules

Front 534

What is the mnemonic for the modeling concepts?

Back 534

PUREE (Processes, User Classes, Rules, Events, Entities

Front 535

What is "Requirements Structure"?

Back 535

An organized structure for requirements, including any relationships between them.

Front 536

What are the types of "Process" modeling that may be selected when organizing/structuring requirements?

Back 536

- Process Models- Organization Models- State Diagrams- Use Cases

Front 537

What are the types of "User class, profile, or roles" modeling that may be selected when organizing/structuring requirements?

Back 537

- Organization Models- Process Models- Use Cases

Front 538

What are the types of "Rules" modeling that may be selected when organizing/structuring requirements?

Back 538

- Process Models- State Diagrams- Data Models- Use Cases

Front 539

What are the types of "Concepts and Relationships" modeling that may be selected when organizing/structuring requirements?

Back 539

- Data Models

Front 540

What are the types of "Events" modeling that may be selected when organizing/structuring requirements?

Back 540

- Scope Models- Process Models- State Diagrams- Use Cases

Front 541

What is the "Processes" modeling concept?

Back 541

Steps performed to accomplish a goal or achieve a result; they transform inputs to outputs and should be repeatable

Front 542

What is the "User Classes, Profiles, or Roles" modeling concept?

Back 542

These categorize and describe the people who directly interact with a solution; roles group together people with similar needs, expectations and goals.

Front 543

What is the "Events" modeling concept?

Back 543

A trigger or other request to do something, such as a customer making a withdrawal from a bank account.

Front 544

Events can come from __ or ___ or at scheduled times.

Back 544

outside or within

Front 545

What is the "Concepts and Relationships" (entities) modeling concept?

Back 545

Entities or other related things in an organization (people, places, things, etc.). They are the source of facts and other data, and have relationships with other concepts.

Front 546

What is the "Rules" modeling concept?

Back 546

Used by the organization to enforce goals and guide decision-making

Front 547

How should a BA choose which models to include when organizing/structuring requirements?

Back 547

Choose those that meet the informational needs of stakeholders and allow description of all five modeling concepts to ensure full coverage.

Front 548

What techniques are used in the task "Organize Requirements"?

Back 548

- Business Rules Analysis- Data Flow Diagrams- Data Modeling- Functional Decomposition- Organization Modeling- Process Modeling- Scenarios and Use Cases- Scope Modeling- User Stories

Front 549

Which stakeholders are involved in the task "Organize Requirements"?

Back 549

- Domain SME, End User, Implementation SME, Sponsor- Project Manager

Front 550

True or False: Requirements Structure and Traceability are the same thing

Back 550

False. Structure is distinct from tracing.

Front 551

What is the purpose of the "Specify and Model Requirements" task?

Back 551

To analyze expressed stakeholder desires and/or the current state of the organization using a combination of textual statements, matrices, diagrams, and formal models.

Front 552

What does specifying and modeling requirements provide insight into?

Back 552

Opportunities for improvement

Front 553

What are the other objectives of specifying and modeling requirements?

Back 553

- Development and implementation of solutions- Facilitating communication among stakeholders- Supporting training activities- Knowledge management- Ensuring compliance with contracts and regulations

Front 554

What are the inputs into the "Specify and Model Requirements" task?

Back 554

- Requirements (stated)- Requirements structure

Front 555

What is the output of the "Specify and Model Requirements" task?

Back 555

Requirements (analyzed) - could be either Stakeholder or Solution Requirements

Front 556

Which tasks use "Stakeholder or Solution Requirements" as inputs?

Back 556

- Prioritize Requirements- Verify Requirements- Requirements Management and Communication

Front 557

What are the elements of the "Specify and Model Requirements" task?

Back 557

- Text- Matrix Documentation- Models- Capture Requirements Attributes- Improvement Opportunities

Front 558

What guidelines should be followed when writing text requirements?

Back 558

- Express only one requirement at a time- Avoid complex conditional logic- Do not assume your reader has domain knowledge- Use terminology that is consistent- Express requirements as a verb or verb phrase- Write in active voice- Use terminology the reviewing stakeholder is familiar with

Front 559

What must a text requirement describe?

Back 559

- capabilities of the solution- any conditions that must exist for the requirement to operate- any constraints that may prevent the solution from fulfilling the requirement

Front 560

When would a matrix be the best way to model requirements?

Back 560

when the BA wants to convey requirements with complex, but uniform structure

Front 561

What other common ways are matrices used to model requirements?

Back 561

- Requirements attributes- Data dictionaries- Traceability- Requirements to test cases- Gap Analysis- Prioritizing requirements by mapping against objectives

Front 562

Models may be either ___ or ___, or some combination of both.

Back 562

Textual or Graphical

Front 563

Graphical models are also known as what?

Back 563

Diagrams

Front 564

What are the different things that models can do?

Back 564

- Describe a situation or define a problem- Defined boundaries- Describe thought processes and action flows- Categorize and create hierarchies of items- Show components and their relationships- Show business logic

Front 565

True or False: Models may be used not only to document requirements in their final form, but also as a tool while performing elicitation activities.

Back 565

TRUE

Front 566

Notations in modeling are also know as what?

Back 566

Keys

Front 567

What is the difference between a formal and informal model?

Back 567

Formal models follow semantics and iconography based on a defined standard, whereas informal models do not.

Front 568

What are some types of improvements BA should be looking for as they modely requirements?

Back 568

- Automate or simplify the way people work- Improve access to information- Reduce complexity of interfaces- Increase consistency of behavior- Eliminate redundancy

Front 569

What techniques are used in the task "Specify and Model Requirements"?

Back 569

BUD3 PUNS3

Front 570

Which stakeholders are involved in the "Specify and Model Requirements" task?

Back 570

Any stakeholder

Front 571

What is the purpose of the task "Define Assumptions & Constraints"?

Back 571

To identify factors other than requirements that may affect which solutions are viable.

Front 572

What is an assumption?

Back 572

Factors that are believed to be true, but have not been confirmed.

Front 573

What is a constraint?

Back 573

A restriction or limitation on possible solutions

Front 574

What do constraints describe?

Back 574

Aspects of the current or future state that may not be changed.

Front 575

BAs must do what with assumptions?

Back 575

Confirm whether or not they are true and manage related risks.

Front 576

What are the inputs into the "Define Assumptions & Constraints" task?

Back 576

Stakeholder Concerns

Front 577

What are the elements of the task "Define Assumptions & Constraints"?

Back 577

- Assumptions- Business Constraints- Technical Constraints

Front 578

What are some examples of Business type constraints?

Back 578

Budget, time, number of resources available, skillsets, or any other restriction

Front 579

Constraints need to be carefully examined to ensure that they are ___ and ___.

Back 579

Accurate and Justified

Front 580

What are some examples of Technical type constraints?

Back 580

- Development languages- Hardware and software platforms- Application software that must be used- Resource utilization- Message size and timing- Software size- Maximum number of size and files- Records and data elements

Front 581

What is the output of the "Define Assumptions & Constraints" task?

Back 581

Assumptions & Constraints

Front 582

Which other tasks use "Assumptions & Constraints" as an input?

Back 582

- Define Solution Scope- Define Business Case- Assess Proposed Solution- Requirements Management & Communication

Front 583

Which techniques are used in the task "Define Assumptions & Constraints"?

Back 583

- Problem Tracking- Risk Analysis

Front 584

Which stakeholders are involved in the "Define Assumptions & Constraints" task?

Back 584

- Implementation SME- Project Manager- All Stakeholders

Front 585

True or False: Assumptions & Constraints are not technically requirements.

Back 585

True. However, they can be managed and communicated in the same way.

Front 586

What is the purpose of the task "Verify Requirements"?

Back 586

Ensures that requirements have been correctly defined and that they are of acceptable quality.

Front 587

Requirements verification constitutes a __ __ by the BA and stakeholders.

Back 587

Final check

Front 588

By verifying requirements, the BA and stakeholders are determining that they:

Back 588

- are ready for formal review and validation by the customers and end users- provide all the information needed for further work

Front 589

What are the inputs into the task "Verify Requirements"?

Back 589

Requirements (any except stated)

Front 590

What is the output of the task "Verify Requirements"?

Back 590

Requirements (verified)

Front 591

What other tasks use verified requirements as an input?

Back 591

- Requirements Management & Communication- Validate Requirements

Front 592

What are the elements of the task "Verify Requirements"?

Back 592

- Characteristics of Requirements Quality- Verification Activities

Front 593

What are the minimum quality characteristics of high-quality requirements?

Back 593

- Cohesive- Complete- Consistent- Correct- Feasible- Modifiable- Unambiguous- Testable

Front 594

What is the mnemonic for requirements quality characteristics?

Back 594

CCCC MUFT

Front 595

What are "cohesive" qualities in requirements?

Back 595

They relate to only one thing.

Front 596

What does it mean to have "consistent" requirements?

Back 596

Ensures that individual requirements do not contradict each other or describe the same requirement using different wording.

Front 597

What activities are used to verify requirements?

Back 597

- Check for completeness- Compare models against each other- Make sure all variations to document processes are identified- Assure all triggers and outcomes are accounted for in all variations- Make sure the terminology is consistent with use in the organization- Add examples where appropriate

Front 598

Which techniques are used in the task "Verify Requirements"?

Back 598

General techniques:- Acceptance and Evaluation Criteria Definition- Problem Tracking- Structured WalkthroughChecklists

Front 599

How are checklists use in requirements verification?

Back 599

As a quality control technique for requirements documentation.

Front 600

Which stakeholders are involved in the task "Verify Requirements"?

Back 600

All stakeholders

Front 601

What is the output of the task "Verify Requirements"?

Back 601

Requirements (verified)

Front 602

What are synonyms of "cohesive"?

Back 602

Unified, interconnected

Front 603

What is a synonym of "complete"?

Back 603

Comprehensive

Front 604

What is a synonym of "consistent"?

Back 604

Coherent

Front 605

What is a synonym of "correct"?

Back 605

Traceable (back to the business need)

Front 606

What is a synonym of "modifiable"?

Back 606

Changeable

Front 607

What is a synonym of "unambiguous"?

Back 607

Clear

Front 608

What is a synonym of "feasible"?

Back 608

Realistic, Possible

Front 609

What is a synonym of "testable"?

Back 609

Measurable

Front 610

What is the purpose of the "Validate Requirements" task?

Back 610

To ensure that all requirements support the delivery of value to the business, fulfill its goals and objectives, and meet a stakeholder need.

Front 611

Requirements validation is an ___ process to ensure that stakeholder, solution, and transition requirements align to the business requirements.

Back 611

Ongoing

Front 612

What are the inputs into the task "Validate Requirements"?

Back 612

- Business Case- Stakeholder, Solution or Transition Requirements

Front 613

What is the output of the task "Validate Requirements" ?

Back 613

Requirements (validated)

Front 614

What other tasks use validated requirements as an input?

Back 614

- Requirements Management & Communication- Validate Solution

Front 615

What are the elements of the task "Validate Requirements" ?

Back 615

- Identify Assumptions- Define Measurable Evaluation Criteria- Determine Business Value- Determine Dependencies for Benefits Realization- Evaluate Alignment with Business Case & Opportunity Cost

Front 616

How are evaluation criteria used in validating requirements?

Back 616

To measure how successful the resulting change has been after the solution has been deployed.

Front 617

Requirements that do not deliver business value may be candidates for what?

Back 617

Elimination

Front 618

True or false: Business value needs to be monetary

Back 618

False. Can also be derived through requirements that support compliance, align with internal standards or policies, or increased satisfaction for stakeholders.

Front 619

What is "opportunity cost"?

Back 619

The benefits that could have been achieved with an alternative investment rather than this one.

Front 620

Each requirement must be ___ to the objectives in the business case.

Back 620

Traceable

Front 621

The opportunity cost of any decision is equal to what?

Back 621

The value of the best alternative use of those resources.

Front 622

What techniques are used in the "Validate Requirements" task?

Back 622

- Acceptance and Evaluation Criteria Definition- Metrics and KPIs- Prototyping- Risk Analysis- Structured Walkthrough

Front 623

Which stakeholders are involved in the task "Validate Requirements" ?

Back 623

All stakeholders

Front 624

What does the "Solution Assessment & Validation" knowledge area describe?

Back 624

The tasks that are performed to ensure that solutions meet the business need and to facilities their successful implementation.

Front 625

What are some things that might be assessed in "Solution Assessment & Validation"?

Back 625

- Business Processes- Organizational structures- Outsourcing agreements- Software applications- Any other solution component

Front 626

The BA play a vital role in ensuring that maximum ___ is delivered to stakeholders?

Back 626

Value

Front 627

The performance of all "Solution Assessment & Validation" activities is governed by what?

Back 627

Business Analysis Plan(s) and BA Performance Metrics

Front 628

What are all of the inputs into "Solution Assessment & Validation"?

Back 628

- Assumptions and Constraints- Enterprise Architecture- Requirements- Solution (constructed, deployed, or designed)- Solution Option(s)- Solution Performance Metrics- Solution Scope- Stakeholder Concerns

Front 629

What is the purpose of the "Assess Proposed Solution" task?

Back 629

To assess proposed solutions in order to determine how closely they meet stakeholders and solution requirements.

Front 630

Assessing a proposed solution will most often be used when a ___ ___ has been created to meet a particular business need.

Back 630

Custom Solution

Front 631

When assessing multiple proposed solution, the BA must determine what?

Back 631

Which solution delivers the greatest business value

Front 632

What are the inputs into the task "Assess Proposed Solution"?

Back 632

- Assumptions and Constraints- Requirements (prioritized, approved)- Solution Option(s)

Front 633

True or False: Constraints may lead to certain solutions being favored

Back 633

False. It is Assumptions that lead to solutions being favored.

Front 634

True or False: Assumptions may limit available solution options.

Back 634

False. It is Constraints that limit available solution options.

Front 635

____ may lead to certain solutions being favored.

Back 635

Assumptions

Front 636

___ may limit available solution options.

Back 636

Constraints

Front 637

What are the elements of the "Assess Proposed Solution" task?

Back 637

- Ranking of Solution Options- Identification of Additional Potential Capabilities

Front 638

When assessing proposed solutions, when it is easiest to focus on criteria with substantive differences?

Back 638

When there are relatively few criteria involved

Front 639

Which techniques are used in the task "Assess Proposed Solution"?

Back 639

- Acceptance and Evaluation Criteria- Decision Analysis- Vendor Assessment

Front 640

Which SMEs are involved in the task "Assess Proposed Solution"?

Back 640

Domain SME, Implementation SME, Operational Support, Project Manager, Supplier, Sponsor

Front 641

What is the output of the task "Assess Proposed Solution"?

Back 641

Assessment of Proposed Solution

Front 642

What should be included in the Assessment of Proposed Solutions?

Back 642

- Value delivered by each proposed solution- If multiple options, a recommendation of the best solution- A termination recommendation if there is not sufficient value

Front 643

What is the purposed of the "Allocate Requirements" task?

Back 643

To allocate stakeholder requirements among solution components and releases in order to maximize business value

Front 644

What does it mean to "Allocate Requirements"?

Back 644

To assign solution and stakeholder requirements to solution components and to releases.

Front 645

___ is supported by assessing trade offs between alternatives to maximize benefits and minimize costs.

Back 645

Allocation

Front 646

How may requirements be allocated?

Back 646

- Organizational units- Job functions- People- Software- Software application components- Releases

Front 647

When does requirements allocation typically begin?

Back 647

Early in the project lifecycle (as soon as the solution approach can be determined), and until all valid requirements are allocated.

Front 648

Allocation typically continues through ___ and ___ of a solution.

Back 648

Design and construction

Front 649

What are the inputs to the task "Allocate Requirements"?

Back 649

- Requirements (prioritized and approved)- Solution (designed- Solution Scope

Front 650

What state must requirements be in, in order to be allocated?

Back 650

They may be in any state, but must be approved

Front 651

What are the elements of the task "Allocate Requirements"?

Back 651

- Solution Components- Release Planning

Front 652

Each component implements a __ of requirements.

Back 652

Subset

Front 653

What are some examples of solution components?

Back 653

- Business Policies and Rules- Business processes to be performed and managed- People who operate and maintain the solution- Software application and application components- Organizational structure

Front 654

When analyzing the tradeoffs between delivery options in allocating requirements, what should be considered?

Back 654

- Available resource- Constraints on the solution- Dependencies between requirements

Front 655

What factors will guide decision-making in release planning?

Back 655

- Overall project budget- Need to implement by a certain date- Resource constraints- Training schedule- Ability of the business to absorb changes

Front 656

What does release planning facilitate?

Back 656

The decisions about which requirements will be included in which release/phase/iteration of the project.

Front 657

What techniques are used in the task "Allocate Requirements"?

Back 657

- Acceptance and Evaluation Criteria- Business Rules Analysis- Decision Analysis- Functional Decomposition- Process Modeling- Scenarios and Use Cases

Front 658

Which stakeholders are involved in allocating requirements?

Back 658

Customers and suppliers, Domain SME, End User, Implementation SME, Operational Support, Project Manager, Tester, Sponsor

Front 659

What is the output of the task "Allocate Requirements"?

Back 659

Requirements, allocated

Front 660

What is the purpose of the task "Assess Organizational Readiness"?

Back 660

To assess whether the organization if ready to make effective use of a new solution

Front 661

What is organizational readiness?

Back 661

It describes the effect a new solution will have on an organization, and whether it is prepared for the organizational change that implementation will cause.

Front 662

What should a BA understand in order to identify impacts of changes when assessing organizational readiness?

Back 662

Technical infrastructure or processes, and how they affect other business units or operations.

Front 663

What are the inputs to the task "Assess Organizational Readiness"?

Back 663

- Enterprise Architecture- Solution (designed)- Solution Scope- Stakeholder Concerns

Front 664

What is the output of the task "Assess Organizational Readiness"?

Back 664

Organizational Readiness Assessment

Front 665

What other tasks use the Organizational Readiness Assessment?

Back 665

Define Transition Requirements

Front 666

What other tasks use the Assessment of Proposed Solution?

Back 666

Solution Selection or Design

Front 667

What other tasks use the allocated requirements as an input?

Back 667

- Requirements management & Communication- Solution Selection or Design

Front 668

What are the elements of the task "Assess Organizational Readiness"?

Back 668

- Cultural Assessment- Operational or Technical Assessment- Stakeholder Impact Analysis

Front 669

When assessing organizational readiness, the BA must assess the __, __ and ___ of key stakeholders groups

Back 669

Beliefs, attitudes, and feelings

Front 670

BAs must understand whether or not the stakeholders understand what about a new solution?

Back 670

- The reasons why a new solution is required- Their views on the benefits of the new solution

Front 671

What do BAs need to determine when assessing operational or technical readiness for a solution?

Back 671

- If training has been performed- Whether new policies and procedures have been defined- Whether IT systems required to support it are in place- Whether the solution is capable of performance at a required level

Front 672

When doing a stakeholder impact analysis, what may be considered?

Back 672

Functions, location, tasks, concerns

Front 673

Which techniques are used in the task "Assess Organizational Readiness"?

Back 673

General Techniques:- Acceptance and Evaluation Criteria- Data Flow Diagrams & Process Models- Focus Groups & Interviews- Organizational Modeling- Problem Tracking- Risk Analysis- SWOT AnalysisSpecial Technique:- Force Field Analysis

Front 674

What is "Force Field Analysis"

Back 674

A graphical method for depicting the forces that support and oppose a change.

Front 675

Why would force field analysis be used when assessing organizational readiness?

Back 675

To look for ways to strengthen the forces that support the desired outcome or generate new forces

Front 676

Which stakeholders are involved in assessing organizational readiness?

Back 676

Domain SME, Implementation SME, Operational Support, Project Manager, Sponsor

Front 677

Which specific types of implementation SMEs are involved in assessing organizational readiness?

Back 677

- Organizational change management- Usability- Training

Front 678

What areas of consideration should be assessed by doing stakeholder impact analysis?

Back 678

Functions, Location, Tasks, Concerns

Front 679

What is the purpose of the task "Define Transition Requirements"?

Back 679

To define requirements for capabilities needed to transition from an existing solution to a new solution

Front 680

Why are solutions typically implemented?

Back 680

In order to enhance or replace an existing solution

Front 681

What is a transition period?

Back 681

The time when both the old and new solutions are operational

Front 682

True or false: transition requirements can be defined before a solution has been defined.

Back 682

False. Transition requirements cannot be defined until a solution has been defined.

Front 683

True or false: transition requirements may remain relevant after the solution has been implemented.

Back 683

False. These types of requirements are only relevant during the transition period between solutions.

Front 684

How are transition requirements elicited, analyzed, managed and communicated?

Back 684

By performing the same tasks as for any other type of requirements.

Front 685

True or False: When a system is new, and is not replacing an existing system, transition requirements are not needed.

Back 685

TRUE

Front 686

What is the output of the task "Define Transition Requirements"?

Back 686

Transition Requirements

Front 687

What are the inputs into the task: "Define Transition Requirements"?

Back 687

- Organizational Readiness Assessment- Requirements (stated)- Solution (deployed)- Solution (designed)

Front 688

What other tasks use transition requirements as an input?

Back 688

- Prioritize Requirements- Verify Requirements- Requirements Mgt & Comm.

Front 689

What are the elements of the task "Define Transition Requirements"?

Back 689

- Data- Ongoing Work- Organizational Change

Front 690

What type of conversion is almost always needed when converting to or implementing a new solution?

Back 690

Data Conversion

Front 691

What techniques are used in the task "Define Transition Requirements"?

Back 691

- Business Rules Analysis- Data Flow Diagrams, Process Modeling, Organizational Modeling- Data Modeling

Front 692

Which stakeholders are involved in the task "Define Transition Requirements"?

Back 692

Customer, Domain SME, End User, Implementation SME, Operational Support, Project Manager, Regulator, Tester, Sponsor

Front 693

What is the purpose of the task "Validate Solution"?

Back 693

To validate that it meets the business need and determine the most appropriate response to identified defects.

Front 694

Why is solution validation required?

Back 694

To ensure that a delivered solution meets the business needs on an ongoing basis.

Front 695

What are the inputs to the task "Validate Solution"?

Back 695

- Solution (constructed)- Requirements (prioritized and validated)

Front 696

True or False: when performing solution validation, the solution must be in actual use by the enterprise

Back 696

False. The solution may or may not be in actual use.

Front 697

What is the output of the task "Validate Solution"?

Back 697

- Identified Defects- Mitigating Actions- Solution Validation Assessment

Front 698

What other task uses Identified Defects as an input?

Back 698

Evaluate Solution Performance

Front 699

What other activity uses Mitigating Actions and Solution Validation Assessment as inputs?

Back 699

Solution Implementation

Front 700

What are the elements of the task "Validate Solution"?

Back 700

- Investigate Defection Solution Outputs- Assess Defects and Issues

Front 701

What technique should be used if a solution is consistently producing defective outputs?

Back 701

Root Cause Analysis

Front 702

Why are defects reviewed?

Back 702

To assess the effect they have on operation of the organization

Front 703

Which attributes of defects should be determined?

Back 703

Probability, Severity, Capacity to Absorb the impact

Front 704

What are some reasons that a defect may not be resolved in an acceptable timeframe (from a business perspective)?

Back 704

Complexity, root cause not identified, low priority, any other reason

Front 705

What are some mitigating responses to a defect that cannot be accepted by the business?

Back 705

Additional quality control checks, new manual processes, removal of support for exception cases

Front 706

Which techniques are used in the task "Validate Solution"?

Back 706

- Acceptance and Evaluation Criteria- Problem Tracking- Root Cause Analysis

Front 707

What is the role of the Implementation SME during solution validation?

Back 707

Supporting the validation process, investigating defects, correcting identified defects, and participating in the prioritization and resolution of defects

Front 708

What are mitigating actions?

Back 708

Steps that can be taken, or processes that can be followed, to reduce or eliminate the effect of a defect

Front 709

What is the purpose of the task "Evaluate Solution Performance"?

Back 709

To evaluate functioning solutions to understand the value they deliver and identify opportunities for improvement

Front 710

What is the another name for "Evaluate Solution Performance"?

Back 710

Post-implementation Assessment

Front 711

What does solution evaluation involved?

Back 711

Investigating how a solution is actually used after deployment, and the effect it has had, both positive and negative

Front 712

What are the inputs to "Evaluate Solution Performance"?

Back 712

- Business Requirements- Identified Defects- Solution Performance Metrics- Solution (deployed)

Front 713

True or False: Solution validation cannot be performed until the solution is in use.

Back 713

TRUE

Front 714

Solution performance metrics may be __ or __.

Back 714

Qualitative or Quantitative

Front 715

What are some examples of qualitative solution performance metrics?

Back 715

Customer satisfaction, recommendations

Front 716

What are some examples of quantitative solution performance metrics?

Back 716

Measures of time, volume, revenue, errors found

Front 717

What are the elements of the task "Evaluate Solution Performance"?

Back 717

- Understand Value Delivered by Solution- Validate Solution Metrics- Solution Replacement or Elimination

Front 718

What is the output of the task "Evaluate Solution Performance"?

Back 718

Solution Performance Assessment

Front 719

Which other tasks use Solution Performance Assessment as an input?

Back 719

Assess Capability Gaps

Front 720

When evaluating value delivered by a solution against defined metrics, ___ or __-performance against targets may be investigated to identify the root cause

Back 720

Over- or Under-

Front 721

Over-performance of a solution may indicate what?

Back 721

- Resources devoted to the solution may be used elsewhere- Value of the solution was underestimated

Front 722

Why might an IT system or technology need to be replaced?

Back 722

- It has reached the end of its useful life- Services are being in- or outsourced- It is not fulfilling the set business goals

Front 723

What issues may influence the replacement or elimination decision?

Back 723

- Ongoing cost versus Initial Investment- Opportunity Cost- Necessity- Sunk Cost

Front 724

What is "Opportunity Cost"?

Back 724

The potential value that could be realized by pursuing alternative courses of action

Front 725

What is "Sunk Cost"?

Back 725

The money and effort already committed to an initiative

Front 726

Sunk cost is effectively ___ when considering future action.

Back 726

Irrelevant

Front 727

Decisions for recommendations should be based on what?

Back 727

The future investment required and the future benefits that can be gained

Front 728

What techniques are used in the task "Evaluate Solution Performance"?

Back 728

Decision Analysis, Focus Groups, Observation, Survey/Questionnaire

Front 729

Which stakeholders are involved in the task "Evaluate Solution Performance"?

Back 729

- Customer, Domain SME and Supplier- End User- Operational Support- Regulator- Sponsor

Front 730

What is the mnemonic for the tasks of the "Solution Assessment & Validation" Knowledge Area?

Back 730

PARTVP

Front 731

What are the tasks of the "Solution Assessment & Validation" Knowledge Area?

Back 731

- Assess Proposed Solution- Allocate Requirements- Assess Organizational Readiness- Define Transition Requirements- Validate Solution- Evaluate Solution Performance

Front 732

What is a solution "component"?

Back 732

A segment or part of a solution, including technology and non-technology portions.

Front 733

What is a "defect"?

Back 733

A flaw in a deliverable that either lessens its quality, or causes it to vary from its preferred characteristics.

Front 734

What kinds of defects may be identified during solution validation?

Back 734

Requirements or Solution

Front 735

What are some examples of requirements defects?

Back 735

Excessive changes, excessive numbers of questions from developers, rejection after initial approval

Front 736

What are some examples of implemented solution defects?

Back 736

Excess calls to help desk, data and reporting errors, performance deficiencies

Front 737

Which technique is primarily used in Solution Assessment and Validation?

Back 737

Vendor Assessment

Front 738

How is the Vendor Assessment technique used in Solution Assessment and Validation?

Back 738

When an option is being provided in whole or part by a third party, the assessment of the solution should be coupled with a vendor assessment.

Front 739

Why would a vendor assessment be used in Assessing a Proposed Solution?

Back 739

To ensure that all parties will be able to develop and maintain a healthy working relationships

Front 740

What does the "Underlying Competencies" knowledge area describe?

Back 740

The behaviors, characteristics, knowledge, and personal qualities that support the practice of business analysis.

Front 741

What are the six underlying competencies identified in the BABOK?

Back 741

- Analytical Thinking and Problem Solving- Behavioral Characteristics- Business Knowledge- Communication Skills- Interaction Skills- Software Applications

Front 742

True or False: the underlying competencies described in the BABOK are unique to the professional of business analysis.

Back 742

FALSE

Front 743

What are the types of Analytical Thinking and Problem Solving?

Back 743

Creative thinking, decision making, learning, problem solving, and systems thinking

Front 744

What is the purpose of "Creative Thinking"?

Back 744

To effectively generate new ideas for approaches to problem solving and generating alternative solutions

Front 745

Usage of creative thinking should be ___ and ___ to the situation.

Back 745

Innovative and appropriate

Front 746

How can a BA promote creative thinking in others?

Back 746

By asking questions and challenging assumptions

Front 747

What are the effectiveness measures of creative thinking?

Back 747

- Successful generation and productive consideration of new ideas- Application of new ideas to resolve existing problems- Willingness of stakeholders to accept new approaches

Front 748

What is the purpose of decision making?

Back 748

To be effective in understanding the criteria involved in making a decision, in making decisions, and in assisting to make better decisions.

Front 749

What is the definition of "decision making"?

Back 749

Gathering relevant information, breaking down the information, making comparison and tradeoffs, and choosing the most desirable option.

Front 750

What are some of the traps that can impede successful decision-making?

Back 750

- tendency to accept the initial framing of a problem- sunk cost fallacy- tendency to place greater weight on evidence that confirms existing impressions

Front 751

What are the effectiveness measures of decision making?

Back 751

- Confidence of the participants that a decision is correct- New info or options causing a decision to be revisited are genuinely new and not simply overlooked- Decisions are effective in addressing the underlying problem- Impact of uncertainty and new info can be effectively addressed

Front 752

What is the purpose of learning?

Back 752

To learn about business domains and how they function, and then translate that into an understanding of how to benefit an organization

Front 753

What is "learning"?

Back 753

The process of gaining knowledge or skills

Front 754

What must a business analyst be able to do with information to identify opportunities to creation new solutions or evaluate solutions to ensure they are effective?

Back 754

Synthesize

Front 755

What are the stages of learning?

Back 755

- Initial acquisition of raw facts- Comprehension of their meaning- Applying knowledge in day-to-day work- Analysis, synthesis, and evaluation

Front 756

What are the effectiveness measures of learning?

Back 756

- Agreement that analysis models effectively and completely describe the domain- Identification of related problems or issues from multiple areas in the domain- Rapid absorption of new information or new domains

Front 757

What is the purpose of "problem solving"?

Back 757

To ensure that the real, underlying problem is understood and that solutions actually address that problem.

Front 758

What are the effectiveness measures of "Problem Solving"?

Back 758

- Confidence in the process that a selected solution is correct- New solution options can be evaluated effectively with the problem solving framework- The process avoids making decisions based on preconceived notions, policies, or other traps

Front 759

What are some problems that may cause a suboptimal solution to be selected?

Back 759

Preconceived notions, policies, or other traps

Front 760

What is the purpose of "Systems Thinking"?

Back 760

Understanding how people, processes, and technology within an organization interact in relationships and patterns to create a system as a whole

Front 761

What is "systems thinking"?

Back 761

It suggests that the system as a whole will have properties, behaviors and characteristics that emerge from the interaction of components, which are not predictable from an understanding of the components alone.

Front 762

True or False: a system is always an IT system.

Back 762

False. It is much broader; may include people, interactions between them, external force, and all other relevant elements and factors

Front 763

What are the effective measures of "systems thinking"?

Back 763

- Understanding of how a change to a component affects the system as a whole- Identification of reinforcing and compensating feedback loops- Understanding of how systems adapt to external pressures and changes

Front 764

What are the behavioral characteristics needed by BAs, as listed in the BABOK?

Back 764

Ethics, Personal Organization, and Trustworthiness

Front 765

What is the purpose of "Ethics" in business analysis?

Back 765

Must be able to behave ethically in order to earn the trust and respect of stakeholders, and be able to recognize when a proposed solution or requirement present ethical difficulties.

Front 766

True or False: fair treatment requires that the outcome be beneficial to a particular stakeholder group

Back 766

False, but it does require the affected stakeholders understand the reasons for the decision

Front 767

Why must a BA be able to identify when an ethical dilemma occurs?

Back 767

To understand how such dilemmas may be resolved

Front 768

What are the effectiveness measures of ethical behavior?

Back 768

- Decisions are made with due consideration to the interests of all stakeholders- Reasons for a decision are clearly articulated and understood- Prompt and full disclosure of potential conflicts of interest- Honesty regarding one's abilities, performance of one's work, and accepting responsibility for failures or errors

Front 769

What is the purpose of a BA having personal organization?

Back 769

To assist the BA in effectively managing tasks and information

Front 770

What is personal organization?

Back 770

Ability to readily find file or information, timeliness, management of outstanding tasks, and appropriate handling of priorities.

Front 771

What does effective time management require?

Back 771

Effective prioritization, elimination of procrastination, and clarity of goals and expectations.

Front 772

What are some standard techniques for applying personal organization?

Back 772

Action plans, to-do lists, priority setting

Front 773

What are the effectiveness measures of personal organization?

Back 773

- Ability to find information- Regular on-time completion of tasks- Efficiency in the completion of work- Ability to easily identify all outstanding work and that status of that work item

Front 774

What is the purpose of trustworthiness in a BA?

Back 774

To earn the trust of key stakeholders to ensure that the BA is able to elicit requirements around sensitive issues and ensure that recommendations are properly evaluated

Front 775

What does "trustworthiness" require of a BA?

Back 775

That they engage with the stakeholder's needs, not desires, and that they honestly address issues when they occur

Front 776

What are the types of "Business Knowledge" a BA should be aware of?

Back 776

- Business Principles and Practices- Industry Knowledge- Organization Knowledge- Solution Knowledge

Front 777

What is the purpose of a BA knowing about business principles and practices?

Back 777

To ensure that they are incorporated into and supported by solution

Front 778

What are business principles?

Back 778

Characteristics that are common to all organizations with a similar purpose and structure (regardless of industry)

Front 779

What are some common sets of functional areas of organizations?

Back 779

HR, Finance, IT, Supply Chain Management

Front 780

What are the effectiveness measures of "business principles and practices"?

Back 780

Understanding of:- Business environments, operations, process and practices- Relevant regulatory, compliance, and government frameworks- Auditing and security issues

Front 781

What is the purpose of a BA having industry knowledge?

Back 781

Understanding new challenges that may be posed by competitive moves, and which solutions have proven effective elsewhere

Front 782

What is "industry knowledge"?

Back 782

Understanding of the competitive forces that shape an industry

Front 783

What does industry knowledge require that a BA understand?

Back 783

- Various customer segments that an industry services- Demographic or other characteristics common to that segment- Major trends impacting the industry- Competitors and their actions

Front 784

What industry knowledge must a BA know?

Back 784

Knowledge of:- Major competitors and partners of the organization- Major customer segments- Common products and product types- Sources of industry information, including trade magazines/journals

Front 785

What industry knowledge must a BA understand?

Back 785

- Industry-related material; what's going on in the industry- How to identify key trends shaping the industry- Industry-specific resources and process documents- Industry standard processes and methodologies- Industry regulatory environment

Front 786

What is the purpose of a BA having organization knowledge?

Back 786

Assists in understanding of the organization for which business analysis is being performed

Front 787

What is "organizational knowledge"?

Back 787

An understanding of the business architecture of the organization that is being analyzed

Front 788

What does understanding organization knowledge include?

Back 788

- Business models- Organizational structure- Relationships between business units- People who occupy key stakeholder positions

Front 789

Understanding of an organization requires understanding of information __ of ___ and __ that usually exist in parallel with formal ones.

Back 789

Lines of communication, authority

Front 790

Besides lines of communication, the BA must also understand what?

Back 790

The internal politics that govern or influence decision-making

Front 791

What are the effectiveness measures of organizational knowledge?

Back 791

- Understanding of terminology or jargon- Understanding of the products or services offered- Ability to identify SMEs in the organization- Organizational relationships and politics

Front 792

What is the purpose of Solution Knowledge for a BA?

Back 792

Used to identify the most effective means of implementing a change

Front 793

What is the definition of "Solution Knowledge"?

Back 793

Familiarity with the range of solutions or suppliers can assist with the identification of possible alternatives

Front 794

What are the effectiveness measures of solution knowledge?

Back 794

- Reduced time or cost to implement- Shortened time on requirements analysis and/or solutions design- Understanding when a larger change is justified based on business benefit- Understanding how additional capabilities present, but not current used, in a solution can be deployed to provide business value

Front 795

What are the types of "communication skills" a BA should have?

Back 795

- Oral communications- Teaching- Written communications

Front 796

What is the purpose of oral communication?

Back 796

To enable business analysts to effectively express ideas in ways that are appropriate to the target audience

Front 797

What is "oral communication"?

Back 797

Ability to verbally express ideas, information, or other matters

Front 798

Oral communication is a __ communication channel.

Back 798

Rich

Front 799

True or False: Oral communication includes both emotional and non-verbal cues

Back 799

TRUE

Front 800

What are two communication skills required for effective oral communication?

Back 800

- Ability to make oneself understand - Active listening skills to ensure statements of others are understood

Front 801

In order communication, the BA must understand the __ of communication, and how it can positively or negatively influence the listener.

Back 801

Tone

Front 802

When is oral communication the most effective?

Back 802

When the information being communicated will be used in the short term

Front 803

What are the effectively measures of oral communication?

Back 803

- Effectively paraphrasing statements - Effectively facilitating sessions, ensuring success through prep-work and coordination- Developing and delivering powerful presentations- Can communicate criticality or urgency in a calm, rational manner

Front 804

What is the purpose of teaching for a BA?

Back 804

Ensures that BAs can effectively communicate issues and requirements and that the information is understood and retained

Front 805

What is "teaching"?

Back 805

Educating others about the context that a solution will be implemented in

Front 806

What are the different learning styles that a BA should be aware of?

Back 806

Visual, auditory, kinesthetic

Front 807

BAs must understand teaching methods and what else?

Back 807

How to confirm the student has learned and can apply that learning

Front 808

What are the effectiveness measures of teaching?

Back 808

- Verification that learners have acquired information that has been imparted to them- Ability of learners to use new skills or demonstrate new knowledge

Front 809

What is the purpose of written communication for a BA?

Back 809

For BAs to document elicitation results, requirements, and other information for which medium-to-long term records are required

Front 810

True or False: Oral communication is most effective when in the long-term

Back 810

False. This is best for short-term.

Front 811

When is written communication typically required?

Back 811

For medium-to-long term recording

Front 812

Written communication involves the use of __ to communicate information.

Back 812

Symbols

Front 813

What are the effectiveness measures of written communication?

Back 813

- Ability to adjust style of writing to audience- Proper use of grammar and style- Appropriate choice of words- Ability of reader to paraphrase and describe the written content

Front 814

What are the interaction skills needed by a BA?

Back 814

- Facilitation and negotiation- Leadership and influencing- Teamwork

Front 815

What is the purpose of facilitation and negotiation for a BA?

Back 815

To facilitate interactions between stakeholders to help them resolve disagreements regarding the priority and nature of requirements

Front 816

What is "facilitation"?

Back 816

The skill of moderating discussions among a group

Front 817

What must the BA be able to identify when facilitating?

Back 817

- Underlying interests of the parties- Distinguish those interests from their stated positions- Help parties to identify solutions that satisfy underlying interests

Front 818

What are some of the effectiveness measures of facilitation and negotiation?

Back 818

- Ensure participants correct understand one another's positions- Use of management skills and tools- Preventing discussions from being side-tracked- Identifying common areas of agreement- Etc... (See BABOK 8.5.1 for more)

Front 819

What is the purpose of leadership and influencing?

Back 819

To guide others investigating requirements and to help encourage stakeholder support for a necessary change

Front 820

What is the definition of leadership?

Back 820

Involves motivating people to act in ways that enable them to work together to achieve shared goals and objectives

Front 821

What does effective leadership require of a BA?

Back 821

Ability to develop a vision of a desired future state that people can be motivated to work towards, and the interpersonal skills to encourage them to do so

Front 822

What are the effective measures of leadership and influencing?

Back 822

- Reduced resistance to necessary change- Team members and stakeholders demonstrating a willingness to set aside personal objectives when necessary- Articulation of a clear and inspiring visions of a desired future state

Front 823

What is the purpose of teamwork?

Back 823

To work closely with other team members to effectively support their work so that solutions can be successfully implemented

Front 824

True or False: Team conflict is quite common

Back 824

TRUE

Front 825

What are the types of conflict?

Back 825

Cognitive and emotional

Front 826

Emotional conflicts focus on what?

Back 826

Personal interactions

Front 827

Cognitive conflicts stem from what?

Back 827

Disagreements on matters of substantive value or impact on the project or organization

Front 828

True or False: Conflicts are either cognitive or emotional, but not both

Back 828

False. Many conflict situations encompass both elements.

Front 829

What can result from working through problems as a team?

Back 829

Strengthening the foundation of the analysis of the solution

Front 830

What are the effectiveness measures of teamwork?

Back 830

- Fostering a collaborative work environment- Effective resolution of conflicts- Developing trust among team members- Support among the team for shared high standards of achievement- Shared sense of ownership of team goals

Front 831

What are the types of software applications a BA should have knowledge of?

Back 831

- General-purpose applications- Specialized applications

Front 832

What is the purpose of general-purpose applications for a BA?

Back 832

To document and track requirements using office productivity applications

Front 833

What are the main types of general-purpose applications?

Back 833

Word processing, spreadsheets, and presentation software, collaboration/knowledge management, communication tools

Front 834

What are word processors used for?

Back 834

To develop and maintain requirements document

Front 835

What are the pros of word processors?

Back 835

Allow a great deal of control over formatting; standard templates are widely available in this format

Front 836

What are the cons of word processors?

Back 836

Limited capability for tracking changes/comments; not designed for collaborative authoring

Front 837

How are spreadsheet applications used in business analysis?

Back 837

To maintain lists; basic mathematical manipulation; support decision analysis; summarizing complex scenarios

Front 838

How is Presentation software used in business analysis?

Back 838

To support training or introduce topics for discussion

Front 839

What is the primary purpose of presentation software?

Back 839

To support the structuring and delivery of verbal information

Front 840

What does collaboration software support?

Back 840

Sharing/storing documents in a multiple-user environment in a collaborative way

Front 841

What forms may collaboration software take?

Back 841

Document repositories, wikis, discussion forums, etc.

Front 842

What are some common communication tools?

Back 842

E Mail, Instant messaging

Front 843

What is the primary purpose of communication tools?

Back 843

To facilitate communication over time or distance

Front 844

What are the effectiveness measures of general-purpose applications?

Back 844

- Ability to apply an understanding of one tool to other similar tools- Ability to identify major tools in the marketplace and describe how they are used- Understands and is able to use most of the major features of the tool- Able to use tools to complete requirements-related activities more rapidly than without them- Able to track changes to requirements made through the tools

Front 845

What is the purpose of specialized applications in business analysis?

Back 845

To support the development of formal models

Front 846

What are some types of specialized applications?

Back 846

Diagramming tools, modeling tools, requirements management tools

Front 847

What are diagramming tools used for in business analysis?

Back 847

To support the rapid drawing and documentation of a model

Front 848

What re modeling tools used for in business analysis?

Back 848

To facilitate the conversion of the model into an executable form; may also verify notation compliance

Front 849

What are requirements management tools used for?

Back 849

To support change control, traceability, and configuration management of requirements and artifacts.

Front 850

What are requirements managements tools designed for?

Back 850

To ensure that a reason is recorded for any changes to the requirements and to help rapidly identify any impacts from those changes

Front 851

Requirements management tools are most often used by what types of organizations?

Back 851

Large and/or geographically dispersed teams

Front 852

What are the effectiveness measures of specialized applications?

Back 852

The same effectiveness measures as on general-purpose applications

Front 853

What is the purpose of the “Acceptance and Evaluation Criteria Definition” technique? (9.1)

Back 853

To define the requirements that must be met in order for a solution to be considered acceptable to key stakeholders.

Front 854

What is “Acceptance Criteria”?

Back 854

The minimal set of requirements that must be met in order for a particular solution to be worth implementing.

Front 855

What is “Evaluation Criteria”?

Back 855

The set of requirements that will be used to choose between multiple solutions.

Front 856

When is evaluation criteria used?

Back 856

To compare multiple solutions or components and allow for a range of scores.

Front 857

When is acceptance criteria used?

Back 857

Used when there is only one possible solution and is generally expressed as pass/fail.

Front 858

What are the elements of “Acceptance and Evaluation Criteria Definition” technique? (9.1)

Back 858

- Testability- Determine Ranking and Scoring

Front 859

What is “ranking”?

Back 859

Determining the order of importance for all requirements when using the technique “Acceptance and Evaluation Criteria Definition”

Front 860

What is “scoring”?

Back 860

Used to determine how well a solution will meet the requirements. A scale should be used, with stakeholders agreement on how they will be scored.

Front 861

What are the pros of the technique “Acceptance and Evaluation Criteria Definition”?

Back 861

Agile may require requirements be formatted his wayNecessary when there are contractual obligations

Front 862

What are the cons of the technique “Acceptance and Evaluation Criteria Definition”?

Back 862

May express contractual obligations and may be difficult to change for legal or political reasons.

Front 863

What is the purpose of the “Benchmarking” technique? (9.2)

Back 863

Used to perform to compare the strengths and weaknesses of an organization against its peers or competitors.

Front 864

What is benchmarking usually focused on?

Back 864

Strategies, operations and processes.

Front 865

What are the elements of the “Benchmarking” technique? (9.2)

Back 865

- Identify the area to be studied- Identify orgs that are leaders in the sector- Conduct a survey of selected orgs to understand their practices- Arrange for visits to best-in-class orgs- Develop a project proposal to implement best practices

Front 866

What are the pros of the “Benchmarking” technique? (9.2)

Back 866

Provides orgs with the information about new and different methods, ideas, and tools to improve organizational performance.

Front 867

What are the cons of the “Benchmarking” technique? (9.2)

Back 867

- It is time-consuming. - Orgs may not have the expertise to conduct the analysis or acquire or interpret useful competitive info- Cannot produce innovative solutions or solutions that produce a sustainable competitive advantage

Front 868

What is the purpose of the “Brainstorming” technique? (9.3)

Back 868

The aim is to produce numerous new ideas, and to derive from them themes for further analysis

Front 869

What are the elements of the “Brainstorming” technique?

Back 869

- Preparation- Session- Wrap-up

Front 870

What are the pros of the “Brainstorming” technique?

Back 870

- Ability to elicit many ideas quickly- Non-judgmental environment enables creative thinking- Can be useful during a workshop to reduce tension between participants

Front 871

What are the cons of the “Brainstorming” technique?

Back 871

- Dependent on participants’ creativity and willingness to participate- Organizational and interpersonal policies may limit participation- Group must agree to avoid debating ideas

Front 872

What is the purpose of the "Business Rules Analysis" technique (9.4)?

Back 872

To define the rules that govern decisions in an organization and that define, constrain, or enable organizational operations.

Front 873

What the a "Business Policy"? (9.4)

Back 873

Non-actionable directives that support a business goal.

Front 874

What is a "Business Rule"? (9.4)

Back 874

A specific, actionable, testable directive that is under the control of an organization and that supports a business policy.

Front 875

What is a "Decision Table" or "Decision Tree"?

Back 875

These are used for particularly complex rules, or rules with a number of interrelated dependencies (as in the Decision Analysis technique).

Front 876

_____ and _____ constrain the organization and operation of an organization.

Back 876

Policies and Rules

Front 877

What principles guide the BA when starting and managing business rules?

Back 877

- Stated in appropriate terminology to enable domain SMEs to validate the rules- Documented independently of how they will be enforced- Stated at the atomic level and in declarative format- Separated from processes that the rule supports or constraints- Maintained in a manner that enables the organization to monitor and adapt the rules as the business policies change

Front 878

What are the elements of the "Business Rules Analysis" technique? (9.4)

Back 878

- Operative Rules- Structural Rules

Front 879

Business rules require _______ & ___________

Back 879

Data glossary of Terms & Understanding of relationships between them

Front 880

What are "Operative Rules"?

Back 880

Rules that the organization chooses to enforce as a matter of policy

Front 881

What type of rules oblige people to take certain actions, prevent them from taking actions, or prescribe the conditions under which an action may be taken?

Back 881

Operative Rules

Front 882

Is it possible for people to violate an Operative Rule?

Back 882

Yes, it must be possible, even if there are no circumstances under which the organization would approve of them doing so.

Front 883

What is a "Structural Rule"?

Back 883

Intended to help determine when something is or is not true, or when things fall into a certain category.

Front 884

Can a Structural Rule be violated?

Back 884

No, but they can be misapplied.

Front 885

What are the strengths of the "Business Rules Analysis" technique? (9.4)

Back 885

- Allows organization to make changes to policy without altering processes- Impact of business rules changes can be easily assessed when they are documented separately

Front 886

What are the weaknesses of the "Business Rules Analysis" technique? (9.4)

Back 886

- Organizations may have long lists of business rules- Business Rules can contradict one another- Unexpected results may occur when business rules are combined- Business rules may need to be questioned for continued relevancy

Front 887

What is the purpose of the technique "Data Dictionary & Glossary"? (9.5)

Back 887

This technique defines key terms and data relevant to a business domain.

Front 888

What are the elements of the technique "Data Dictionary & Glossary"? (9.5)

Back 888

- Glossary- Data Dictionary

Front 889

What is a "Primitive Data Element"?

Back 889

It is a single data element in a data dictionary.

Front 890

What information about primitive data elements must be recorded?

Back 890

- Name (unique name for reference by composite data elements)- Aliases- Values/Meanings- Description

Front 891

What is a "Composite Data Element"?

Back 891

This is assembled from primitive data elements.

Front 892

What information about composite data elements or structures should be included?

Back 892

- Sequences- Repetitions- Optional Elements

Front 893

What are the usage considerations for the technique "Data Dictionary & Glossary"?

Back 893

- Ensures stakeholders are in agreement on the content/format of information- Data captured in a single model ensures terms will be used consistently

Front 894

What is the purpose of the technique "Data Flow Diagrams"? (9.6)

Back 894

To show how information is input, processed, stored, and output from a system.

Front 895

What is a "Data Flow Diagram"?

Back 895

A visual representation of how information is moved through a system.

Front 896

What are the elements of a "Data Flow Diagram"?

Back 896

- External Entities - Data Store- Data Process- Data Flow

Front 897

What shape represents an external entity in a DFD?

Back 897

A labeled rectangle

Front 898

How is a data store represented in a DFD?

Back 898

A label between two parallel lines or a labeled rectangle with a square (based on notation type)

Front 899

How is a data process represented in a DFD?

Back 899

As a labeled circle or a rectangle with curved corners, with a verb-object label structure.

Front 900

What does an asterisk in a DFD represent?

Back 900

The process is used to identify data processes that have further decomposition models.

Front 901

How are data flows depicted in a DFD?

Back 901

As either a single or forked line with an arrow, with a labeled description about the data being moved.

Front 902

What are the types of DFD notation noted in the BABOK?

Back 902

- Gene-Sarson Notation- Yourdon Notation

Front 903

What are the usage considerations for the "Data Flow Diagram" technique?

Back 903

- They are part of a structured analysis approach- They are used to get an understanding of a range of data within the domain- Typically used after a context diagram has been completed- A prerequisite or concurrent activity to data modeling

Front 904

What are the strengths of the "Data Flow Diagram" technique?

Back 904

- May be used as a data or process discovery technique- Most find these easy to understand- Generally considered a useful deliverable for developers in a structured programming environment

Front 905

What are the weaknesses of the "Data Flow Diagram" technique?

Back 905

- Cannot easily show who is responsible for performing the work- Cannot show alternative paths through the same process

Front 906

What is the purpose of the "Data Modeling" technique? (9.7)

Back 906

To describe the concepts relevant to a domain, the relationship between those concepts, and information associated with them.

Front 907

A data model usually takes the form of a ______ supported by _______ ________.

Back 907

Diagram & Textual Descriptions

Front 908

What does a data model represent?

Back 908

The following types of items that are important to the organization:- People- Places- Things- Concepts

Front 909

What are the two most common forms of Data Models?

Back 909

- ERD (Entity Relationship Diagram)- Class Diagram

Front 910

ERDs are more commonly used when the model will be used as the basis of what?

Back 910

Relational Database

Front 911

Class diagrams are preferred for supporting what?

Back 911

Object-oriented development

Front 912

What are the elements of a "Data Model"?

Back 912

- Concept- Attributes- Relationship- Metadata

Front 913

What is a "concept" in a data model?

Back 913

Something of significance to the domain being described, and for which the organization needs data

Front 914

What is a "concept" called in an ERD?

Back 914

Entity

Front 915

What is a "concept" called in a Class Diagram?

Back 915

Class

Front 916

Each concept in a data model should have a unique _________.

Back 916

Identifier

Front 917

What is an "attribute" in a data model?

Back 917

Defines a particular piece of information associated with a concept.

Front 918

What are the attributes that should be captured for concepts in a data model?

Back 918

- Name (unique name with aliases)- Values/Meanings- Description

Front 919

How is a relationship represented in an ERD?

Back 919

Annotated line

Front 920

What do relationships in Data Models define?

Back 920

How information is used in the operation of the business, and the importance of linkages that need to managed and maintained in the solution.

Front 921

What do "cardinality" and "multiplicity" indicate?

Back 921

The number of relationships allowed or required

Front 922

What is metadata?

Back 922

Data about data

Front 923

What are the strengths of the Data Model technique?

Back 923

- Offer the flexibility of different levels of description- Provides consistent modeling - Strong basis in mathematical concepts, supported by rigorous rules for correctness and completeness, encouraging accuracy in the models

Front 924

What are the weaknesses of the "Data Modeling" technique?

Back 924

- Can be complex- Can be difficult for users to understand and relate to- Terms and definitions may vary between organizational units or domains

Front 925

What is the purpose of the technique "Decision Analysis"? (9.8)

Back 925

To support decision-making when dealing with complex, difficult, or uncertain situations.

Front 926

What must a BA understand to perform effective Decision Analysis?

Back 926

- Values, goals, and objectives relevant to the decision problem- Nature of the decision that must be made- Areas of uncertainty that affect the decision- Consequences of each possible decision

Front 927

What are the elements of the "Decision Analysis" technique?

Back 927

- Outcomes- Uncertainty- Trade-offs

Front 928

What are the types of outcomes that may result in "Decision Analysis"?

Back 928

- Financial Analysis- Non-financial Outcomes

Front 929

What are the commonly used financial valuation techniques used to determine the market value of an organizational asset?

Back 929

- Discounted cash flow- Net Present Value- Internal Rate of Return- Average Rate of Return- Payback Period- Cost-benefit Analysis

Front 930

A decision tree is a method that can be used to determine what?

Back 930

The preferred outcome where multiple sources of uncertainty may exists.

Front 931

When is uncertainty relevant in "Decision Analysis"?

Back 931

When it is impossible to know which outcome will occur.

Front 932

When do trade-offs become relevant in "Decision Analysis"?

Back 932

When a decision problem involved multiple, possibly conflicting, objectives.

Front 933

What are effective methods when making trade-offs in "Decision Analysis"?

Back 933

- Elimination of dominates alternatives (removing options that are clearly inferior)- Ranking objectives on a similar scale

Front 934

What are the advantages of the "Decision Analysis" technique?

Back 934

- Effective in determining the expected value of an alternative scenario- Consistent financial justification techniques provides quantitative measures on which to base decisions- May force stakeholders to honestly assess the importance the place on alternatives

Front 935

What are the disadvantages of the "Decision Analysis" technique?

Back 935

- Requires specialized knowledge and skills- Decisions may be treated as more certain than they actually are- Decision-makers may be reluctant to revisit decisions

Front 936

What is the purpose of the "Document Analysis" technique? (9.9)

Back 936

To elicit requirements by studying available documentation on existing and comparable solutions and identifying relevant information.

Front 937

If the objective is to gather details of existing solutions, including business rules, entities, and attributes that need to be included in a new solution or need to updated in a current solution, what would be the best technique to use?

Back 937

Document Analysis

Front 938

What are the elements of the technique "Document Analysis"?

Back 938

- Preparation- Document Review- Wrap-up

Front 939

What are the advantages of the "Document Analysis" technique?

Back 939

- Not starting from a blank page- Leverages existing materials to discover and/or confirm requirements- A means to cross-check requirements from other techniques

Front 940

What are the disadvantages of the "Document Analysis" technique?

Back 940

- Limited to "as-is" perspectives- Existing documentation may not be up-to-date or valid- Can be time-consuming and tedious to locate the relevant information

Front 941

What is the purpose of the technique "Estimation"? (9.10)

Back 941

To forecast the cost and effort involved in pursuing a course of action.

Front 942

In what circumstances would estimating be used?

Back 942

When it is impossible to determine the exact costs.

Front 943

Estimates should include the range of ______ associated with that estimate.

Back 943

Uncertainty

Front 944

What are the elements of the "Estimation" technique?

Back 944

- Analogous Estimation- Parametric Estimation- Bottom-up Estimation- Rolling Wave- Three-point estimation- Historic Analysis- Expert Judgment- Delphi Estimation

Front 945

What is an "Analogous" estimation?

Back 945

An estimate made using a similar project as the basis for developing estimates for a current project. Typically used when little is known. AKA - Top-down estimate

Front 946

What is "Parametric" estimation?

Back 946

Uses parameters, multiplied by the number of hours, based on historical information for similar activities.

Front 947

What are some well-known methods used for Parametric estimation?

Back 947

- COCOMO II- Function Point Counting- Use Case Points- Story Points

Front 948

What is "Bottom-up" Estimation?

Back 948

A roll-up using the identified deliverables, activities, tasks, and estimates from all stakeholders.

Front 949

Which method of estimating can produce the most accurate and defensible estimates?

Back 949

Bottom-up

Front 950

What is a "Rolling Wave" estimate?

Back 950

This technique involves refinement of estimates.

Front 951

What is "Three-Point" estimating?

Back 951

Identifies the best-case, worst-case, and most likely estimate

Front 952

What is "Historic Analysis" estimating?

Back 952

Uses history as a basis for estimating, used for both top-down and detailed task estimation, based on prior project records.

Front 953

What is "Expert Judgment" estimating?

Back 953

Relies on the expertise of those who have performed the work in the past (can be internal or external)

Front 954

What is "Delphi Estimation"?

Back 954

A combination of expert judgment and history to get an average.

Front 955

What are the pros of the "Estimation" technique?

Back 955

Can help stakeholders make better decisions based on an improved understanding of likely outcomes

Front 956

What are the cons of the "Estimation" technique?

Back 956

- Stakeholders typically treat estimates as commitments and expect the solution team will meet those estimates- Often consciously or unconsciously altered to match stakeholder expectations

Front 957

What is the purpose of a "Focus Group"? (9.11)

Back 957

A means to elicit ideas and attitudes about a specific product, service, or opportunity in an interactive group environment (guided by a moderator)

Front 958

Focus groups are considered a form of ______ research.

Back 958

Qualitative

Front 959

Focus groups can be used during which lifecycle state?

Back 959

Trick question. It can be used under any: exploratory, under development, ready to launch, or in production.

Front 960

Focus group reports are grouped into _____ & ______.

Back 960

Themes & perspectives

Front 961

What are the elements of the "Focus Group" technique?

Back 961

- Preparation- Run the Focus Group Session- Produce Report

Front 962

What are the steps involved in the element of "Preparation" for the use of the "Focus Group" technique?

Back 962

- Recruit Participants- Assign the Moderator and Recorder- Create Discussion Guide- Reserve Site and Services

Front 963

What are the different types of participants that might be used in a focus group?

Back 963

- Heterogeneous- Homogeneous

Front 964

What does "Heterogeneous" mean?

Back 964

Individuals with similar characters.

Front 965

What does "Homogeneous" mean?

Back 965

Individuals with diverse backgrounds and/or perspectives

Front 966

What abilities must a moderator of a "Focus Group" have?

Back 966

- promote discussions- ask open questions- facilitate interactions between group members- engage all members- keep session focused- remain neutral- be adaptable and flexible

Front 967

What would a focus group discussion guide consist of?

Back 967

A list of goals/objectives and five to six open questions.

Front 968

While scripted, a focus group should appear to be _____ and relatively ______ to participants.

Back 968

Free-flowing & unstructured

Front 969

What are the advantages of the "Focus Group" technique?

Back 969

- Ability to elicit data from a group of people in a single session saves time and cost- Effective for learning people's attitudes, experiences, and desires- Active group discussion creates an environment where participants can share their views in relation to other perspectives

Front 970

What are the disadvantages of the "Focus Group" technique?

Back 970

- In group settings, participants may be concerned with issues of trust/sensitive topics- Data may not be consistent with how people actually behave- If too homogeneous, responses may not represent complete requirements- Skilled moderator is needed to manage group interactions and discussions- May be difficult to schedule the group for the same date/time- If for a new or changing product, may not be effective for evaluating usability

Front 971

What is the purpose of the "Functional Decomposition" technique? (9.12)

Back 971

To decompose processes, functional areas, or deliverables into their component parts and allow each part to be analyzed independently.

Front 972

What is the primary goal of functional decomposition?

Back 972

To ensure that the problem is separated into sub-problems that are as independent as possible, so that work can be assigned to different groups, providing the ability to scale and manage larger projects.

Front 973

Functional decomposition is similar to what in project management?

Back 973

A work breakdown structure (WBS)

Front 974

Besides projects, functional decomposition can be performed at what other levels?

Back 974

Product or process

Front 975

What are the advantages of the "Functional decomposition" technique?

Back 975

- Creates a conceptual model of the work that needs to be completed- Provides stakeholders with a consistent view of the scope of effort- Assists estimating due to smaller and more readily understood subsets of the whole

Front 976

What are the disadvantages of the "Functional decomposition" technique?

Back 976

- No way to be certain all components have been captured- Decomposing with full understanding of relationships between pieces may create an inappropriate structure that impedes analysis

Front 977

What is the purpose of the ''Interface Analysis" technique? (9.13)

Back 977

To identify interfaces between solutions and/or solution components and define requirements that describe how they will interact

Front 978

What is an "Interface"?

Back 978

A connection between two components

Front 979

What are the types of interfaces?

Back 979

- User interfaces- To/from external applications- To/from external hardware devices

Front 980

What does the "Interface Analysis" technique help do?

Back 980

Clarify boundaries of the interfacing applications

Front 981

What are the elements of the "Interface Analysis" technique?

Back 981

- Prepare for Interface Identification- Conduct interface identification- Define interactions

Front 982

What other technique may help in documenting the existing interfaces when conducting interface analysis?

Back 982

Scope Modeling using a context diagram (9.27)

Front 983

What needs to be included for each interface identified when conducting interface analysis?

Back 983

- Describe the purpose of the interface- Evaluate which type may be appropriate- Elicit high-level details about the interface, depending on its type

Front 984

When defining the interfaces in Interface Analysis, what are the requirements primarily focused on?

Back 984

- Describing the inputs/outputs from the interface- Validation rules that govern those inputs/outputs- Events that might trigger interactions

Front 985

What are the advantages of the "Interface Analysis" technique?

Back 985

- Impact on delivery date, know this early enables more accurate project planning and potential savings in time/cost - Collaboration with other systems or projects- Specifying interfaces should prevent difficulties in integrating with multiple components

Front 986

What are the disadvantages of the "Interface Analysis" technique?

Back 986

Does not provide insight into other aspects of the solution (since it does not access internal components)

Front 987

What is the purpose of the "Interview" technique? (9.14)

Back 987

It is a systematic approach designed to elicit information from a person or group of people in an informal or formal setting by talking to an interviewee, asking relevant questions, and documenting the responses.

Front 988

What are the two basic types of interviews?

Back 988

- Structured (pre-defined questions)- Unstructured (open-ended, free-flow)

Front 989

Interview success is determined by what factors?

Back 989

- Level of understanding of domain by the interviewer- Experience of the interview in conducting interviews- Skill of the interviewer in documenting the discussions- Readiness of interviewee to provide relevant information- Degree of clarity in interviewee's mind about what the business requires of the target system- Rapport of the interviewer with the interviewee

Front 990

What are the elements of the "Interview" technique?

Back 990

- Prepare- Conduct- Post-interview Follow-up and Confirmation

Front 991

What must be considered when identifying who should be interviewed?

Back 991

- Who has the most authentic and current information on the subject?- What is their stake in the initiative?- What is the relative importance of one person to another?

Front 992

For structured interviews, what types of questions might be asked?

Back 992

- Open-ended- Closed-ended

Front 993

What are the two ways to organize questions for a structured interview?

Back 993

- Logical order- Priority/significance

Front 994

Where are all the places/ways that interviews may be conducted?

Back 994

- In-person- Telephone- Web Conference- Other remote communication methods

Front 995

What is the purpose of contacting interviewees before an interview?

Back 995

To explain why their assistance is needed and what the objective of the interview is

Front 996

What are the steps of conducting an interview?

Back 996

- Open the interview- During the interview- Close the interview

Front 997

What should the interviewer do after the interview?

Back 997

- Organize the information- Send notes to the interviewee for review

Front 998

What are the advantages of the "Interview" technique?

Back 998

- Encourages participation and establishes rapport- Simple, direct technique that can be used in varying situations- Allows full discussion of the questions and answers- Enables observation of nonverbal behavior- Interviewer can ask follow-up and probing questions to confirm understanding- Maintains focus by use of clear objectives- Allows interviewee to express opinions in private that they may be reluctant to express in public

Front 999

What are the disadvantages of the "Interview" technique?

Back 999

- Not an ideal means of reaching consensus- Requires considerable commitment and involvement from participants- Training is required to conduct effective interviews- Depth of follow-up questions may be dependent on interviewer's knowledge of the business domain- Transcription and analysis of interview data can be complex and expensive- Resulting documentation may be subject to interviewer's interpretation- Risk of unintentionally leading the interviewee

Front 1000

What is the purpose of the "Lessons Learned" technique? (9.15)

Back 1000

To complete and document successes, opportunities for improvement, failures, and recommendations for improving the performance of future projects or project phases.

Front 1001

What format or venue is best for conducting "Lessons Learned"?

Back 1001

Any format or venue that works for the key stakeholders identified as participants in these sessions.

Front 1002

What are the elements of the technique "Lessons Learned"?

Back 1002

Can include a review of:- BA activities- BA deliverables- Final product- BA process- Automation and technology used/not used- Managerial concerns/issues- How organizational process assets helped or hindered- Performance against plan- Variances- Corrective and/or preventive action recommended, approved or rejected, and taken

Front 1003

What are the pros of "Lessons Learned"?

Back 1003

- Useful for identifying opportunities for process improvement- Can help build team morale after a difficult period

Front 1004

What are the cons of "Lessons Learned"?

Back 1004

- Everyone must be prepared to avoid any urge to assign blame- Participants may be reluctant to document and discuss problems- May risk becoming a "gripe" session and improvement opportunities neglected

Front 1005

What is the purpose of "Metrics and Key Performance Indicators" technique? (9.16)

Back 1005

To measure the performance of solutions, solution components, and other matters of interest to stakeholders.

Front 1006

What is a "Metric"?

Back 1006

A quantifiable level of an indicator that an organization uses to measure progress at a specified point in time.

Front 1007

What is a "Key performance indicator"?

Back 1007

A measure of progress towards a strategic goal or objective; a specific numerical measurement for a goal, impact, output, activity, or input.

Front 1008

What is "Reporting"?

Back 1008

The process of informing the stakeholders of metrics of indicators in specified formats at specified intervals.

Front 1009

Metrics and reports are key components of _______ & ______.

Back 1009

Monitoring & Evaluation

Front 1010

What is "Monitoring"?

Back 1010

A continuous process of collecting data to determine how well a solution has been implemented compared to expected results.

Front 1011

What is "Evaluation"?

Back 1011

The systematic and objective assessment of a solution to determine its status and efficacy in meeting objective over time, and to identify ways to improve the solution to better meet objectives.

Front 1012

What are the elements of "Metrics and KPIs"?

Back 1012

- Indicators- Metrics- Structure- Reporting

Front 1013

What are the characteristics of a good indicator?

Back 1013

- Clear- Relevant- Economical- Adequate- Quantifiable

Front 1014

Metrics can be a ____, _____ or ______.

Back 1014

Specific point, threshold, or range.

Front 1015

What are the three key factors in assessing the quality of indicators and their metrics?

Back 1015

- Reliability- Validity- Timeliness

Front 1016

In reporting, what is more credible than absolute metrics?

Back 1016

Trends

Front 1017

In reporting, which method is more effective to present the results? Visual Representation or Tables

Back 1017

Visual representations

Front 1018

What are the advantages of the "Metrics and KPIs" technique?

Back 1018

- Allows all stakeholders to understand the extent to which a solution meets and objective, and how effective the solution was- Facilities organizational alignment, linking goals to objectives, supporting solutions, underlying tasks, and resources

Front 1019

What are the disadvantages of the "Metrics and KPIs" technique?

Back 1019

- Gathering excessive data beyond what is needed results in unnecessary expense- May distract project members from other responsibilities- Metrics used to assess performance may cause people to act to increase their performance based on those metrics

Front 1020

What is the purpose of the "Non-functional Requirements" technique? (9.17)

Back 1020

To describe the required qualities of a system, such as its usability and performance characteristics.

Front 1021

What is the difference between functional and nonfunctional requirements.

Back 1021

Functional requirements describe the behavior of the system, non-functional requirements describe the quality.

Front 1022

Which users are non-functional requirements most important to?

Back 1022

- User community- Development community

Front 1023

What are the elements of Non-functional requirements technique?

Back 1023

- Category- Measurement- Documentation

Front 1024

What are the non-functional requirement categories as per ISO-9126?

Back 1024

- Reliability- Performance - Efficiency- Operability- Security- Compatibility- Maintainability- Transferability

Front 1025

What is a "measurement" in regards to non-functional requirements?

Back 1025

An appropriate measure of success so it can be adequately tested.

Front 1026

Non-functional requirements are usually documented in text using _______ statements.

Back 1026

Declarative

Front 1027

What are the pros of "Non-functional Requirements"?

Back 1027

Success in meeting non-functional requirements will have a strong influence on whether or not a system is accepted by users.

Front 1028

What are the cons of "Non-functional Requirements"?

Back 1028

- More difficult to define- Expectations regarding quality may be hard for users to articulate- Overly stringent non-functional requirements may impact the cost of development

Front 1029

What is the purpose of the "Observation" technique? (9.18)

Back 1029

A means of eliciting requirements by conducting an assessment of the stakeholder's work environment.

Front 1030

What are some other names for "observation"?

Back 1030

Job shadowing, following people around

Front 1031

What are the two approaches of "Observation"?

Back 1031

- Passive/invisible- Active/visible

Front 1032

What are some variations of "observation"?

Back 1032

- Hands-on participation- Temporary apprentice- Watching a demo of the process/task

Front 1033

What are the elements of "Observation"?

Back 1033

- Prepare for observation- Observe- Post observation wrap-up (Document & confirm)

Front 1034

What is the purpose of the "Organization Modeling" technique? (9.19)

Back 1034

To describe the roles, responsibilities and reporting structures that exist within an organization and to align those structures with the organization's goals.

Front 1035

What are the elements of "Organization Modeling"?

Back 1035

- Organizational Purpose and Structure- Roles- Interfaces- Org Charts

Front 1036

What are the different ways organizations can be organized?

Back 1036

- Function- Market- Matrix

Front 1037

How is a functionally-oriented organization arranged?

Back 1037

Staff are grouped together based on shared skills or areas of expertise, to encourage a standardization of work or processes within the organization.

Front 1038

What are the pros of an organization that is functionally organized?

Back 1038

- Facilitate cost management- Reduce duplication of work

Front 1039

What are the cons of an organization that is functionally organized?

Back 1039

- Prone to developing communication and cross-functional coordination problems (aka "Silos")

Front 1040

How is a matrix-style organization organized?

Back 1040

Based on serving a particular customer segment (rather than common skills or expertise of the employee)

Front 1041

What are the pros of a market-oriented organization?

Back 1041

Enables the organization to be better oriented with the needs of its customers

Front 1042

What are the cons of a market-oriented organization?

Back 1042

- Prone to develop inconsistencies in how work is performed- Work may be duplicated in multiple divisions

Front 1043

Market-oriented organizations may be organized around _____, _____, _____ or _____.

Back 1043

Customer groups, geographical areas, projects, or processes.

Front 1044

What is a "matrix" organization?

Back 1044

There are separate managers for each functional area, and for each product, service, or customer group. Staff report into a line manager, who is responsible for the performance of a type of a work and for identifying opportunities for efficiency in the work, and to a market manager, who is responsible for managing the product, service, etc. across multiple functional areas.

Front 1045

What are some examples of an organizational "interface"?

Back 1045

- Work packages received or delivered to other units- Communication with people in other roles

Front 1046

True or False: Organization modeling has a defined set of formal standards

Back 1046

False. There are no standards for organization modeling.

Front 1047

What are some standard components of an organization chart?

Back 1047

- Organizational Units- Lines of Reporting (direct or indirect)- Roles and People

Front 1048

What are the pros of the "Organization Modeling" technique?

Back 1048

It's a model type that most organizations will have defined

Front 1049

What are the cons of the "Organization Modeling" technique?

Back 1049

- Organization redesign may impact project scope. - Informal lines of authority may not be shown on the org chart, but are almost certain to exist

Front 1050

What is the purpose of "Problem Tracking"?

Back 1050

It provides an organized approach to tracking, managing, and resolving defects, issues, problems, and risks throughout business analysis activities.

Front 1051

What are the expected results of using the "Problem tracking" technique?

Back 1051

- Resolution of problems in a timely manner that eliminate or minimize negative impacts- Allocation of resources to resolve problems- Identification of root causes of problems

Front 1052

What are the elements of the "Problem Tracking" technique?

Back 1052

- Problem Record- Problem Management- Metrics

Front 1053

What components might be included in a Problem Record?

Back 1053

- Description- Raised by- Date Identified- Impact- Priority- Need by date- Owner- Status- Action needed to resolve- Responsible for Action- Completion date of action- Outcome

Front 1054

What are some metrics that might be used for Problem Tracking?

Back 1054

- Number of problems by status and priority- Cycle time for each problem (how long to resolve from report date)

Front 1055

What are the advantages of the "Problem Tracking" technique?

Back 1055

- Provides an organized method for tracking and resolving risks, issues, and defects- Provides a mechanism to communicate problems across the team- Helps maintain focus on open problems until they are resolved

Front 1056

What are the disadvantages of the "Problem Tracking" technique?

Back 1056

- If regular prioritization is not done, list becomes outdated/irrelevant- If key team members do not review, progress to resolve may be slow or non-existent- If there's a strict deadline, problem management may be a lower priority

Front 1057

What is the purpose of the "Process Modeling" technique?

Back 1057

To understand how work that involves multiple roles and departments is performed within an organization

Front 1058

A process is initiated by an ____ in the business domain.

Back 1058

Event

Front 1059

A process is completed when the _____ or ____ of the process is completed.

Back 1059

Objective or Goal

Front 1060

What is a process model?

Back 1060

A visual representation of the sequential flow and control logic of a set of related activities or actions.

Front 1061

What are the elements of a process model?

Back 1061

- Notation Elements- Process Improvement

Front 1062

What are the specific notation elements used in a process model?

Back 1062

- Activities- Decisions- Events- Flow- Roles- Swimlanes and Pools- Terminal Points

Front 1063

What are some process improvement methods mentioned in the BABOK?

Back 1063

- Six Sigma- Lean- Other proprietary BPM approaches

Front 1064

What methods are used for process improvement?

Back 1064

- Value Stream Mapping- Statistical Analysis and control- Process Simulation- Benchmarking- Process Frameworks

Front 1065

What some common changes to a process that may be done to improve it?

Back 1065

- Remove activities that do not add value, where possible- Reduce time required to complete a process- Improve interfaces/handoffs between roles and org units to remove errors- Reduce or eliminate bottlenecks/backlogs

Front 1066

What are the pros of the "Process Modeling" technique?

Back 1066

- Most stakeholders are comfortable with the basic elements and concepts- Effective at showing how to handle a large number of scenarios and parallel branches- Likely to have value in their own right

Front 1067

What are the cons of the "Process Modeling" technique?

Back 1067

- Can become extremely complex and unwieldy if not structured properly- Problems cannot always be identified by looking at the model

Front 1068

What is the purpose of the "Prototyping" technique?

Back 1068

It details user interface requirements and integrates them with other requirements such as use cases, scenarios, data and business rules.

Front 1069

What are the two categories of prototyping?

Back 1069

- Functional scope - Use throughout system development lifecycle

Front 1070

For functional scope prototypes, what are the two types of views that can be used?

Back 1070

- horizontal models a shallow, possibly wide view- vertical shows a narrow slice)

Front 1071

For lifecycle prototypes, what are the two types?

Back 1071

- throw-away- evolutionary or functional

Front 1072

Prototyping is best used when?

Back 1072

Functionality is not easily elicited by other techniques, has conflicting views, or is difficult to understand

Front 1073

What are the elements of prototyping?

Back 1073

- Prepare for prototyping- Prototype- Evaluate the prototype

Front 1074

Building a prototype is an ______ process

Back 1074

Iterative

Front 1075

What are some other names for a Storyboard prototype?

Back 1075

Dialog Map, Dialog Hierarchy, Navigation Flow)

Front 1076

A screen prototype should also include what?

Back 1076

Data attributes, selection criteria, and supporting business rules

Front 1077

What are the pros of the "Prototyping" technique?

Back 1077

- Lets users "see" the future system's interface- Allows for early user interaction and feedback- Throw-away versions are an inexpensive way to quickly uncover and confirm a variety of requirements- Vertical prototypes can demonstrate what's possible with existing technology, and identify gaps- Evolutionary/functional prototypes provide a vehicle for designers and developers to learn about the users' interface needs and to evolve system requirements

Front 1078

What are the cons of the "Prototyping" technique?

Back 1078

- For complex systems, can take a lot of time if focus is on "how" instead of "what"- Assumptions may need to be made to initiate prototyping- May lead users to have unrealistic expectations - Users may focus on design rather than requirements

Front 1079

What is the purpose of the "Requirements Workshop" technique? (9.23)

Back 1079

It is a structured way to capture requirements; may be used to scope, discover, define, prioritize, and reach closure on requirements for the target system.

Front 1080

The _______ technique is considered one of the most effective ways to delivery high-quality requirements quickly.

Back 1080

Requirements Workshop

Front 1081

A BA may play the role of ____ or ____ in a requirements workshop.

Back 1081

Facilitator or Scribe

Front 1082

What are the elements of a requirements workshop?

Back 1082

- Prepare for workshop- Conduct Workshop- Post Workshop Wrap-up

Front 1083

What is the role of a scribe in requirements workshop?

Back 1083

To document the requirements in the format determined prior to the workshop and keep track of any items or issues that are deferred during the session.

Front 1084

What are the responsibilities of a facilitator in a requirements workshop?

Back 1084

- Establish professional tone and objectives for the meeting- Introduce the goals and agenda- Enforce discipline, structure and ground rules- Manage the meeting and keep the team on track- Facilitate decision-making and build consensus; avoid participating- Ensure all stakeholders participate and their input is heard- Ask the right questions and follow-up with probing questions, if necessary

Front 1085

What are the advantages of the "Requirements Workshop" technique?

Back 1085

- Means to elicit detailed requirements in a short period of time- A means for stakeholders to collaborate, make decisions, and gain mutual understanding- Costs less than individual interviews- Provide immediate feedback

Front 1086

What are the disadvantages of the "Requirements Workshop" technique?

Back 1086

- Stakeholder availability may make it difficult to schedule- Highly dependent on expertise of the facilitator and knowledge of participants- Too many participants can slow down the process- Not enough participants can lead to missed requirements

Front 1087

What is the purpose of the "Risk Analysis" technique?

Back 1087

To identify and manage areas of uncertainty that can impact an initiative, solution, or organization

Front 1088

By their nature, risks can be _____ or ______.

Back 1088

Positive or negative

Front 1089

What are the elements of the technique "Risk Analysis"?

Back 1089

- Risk Tolerance- Assessment- Response

Front 1090

What are the three categories of risk tolerance?

Back 1090

- Risk-averse- Neutral- Risk-seeking

Front 1091

If an organization is risk averse, a reduction in potential ______ in return for a more certain outcome is seen as an acceptance tradeoff.

Back 1091

Benefits

Front 1092

If a company is risk seeking, it may accept ___ chances of success if the benefits of success are higher.

Back 1092

Low

Front 1093

What are the types of risk response to negative risks?

Back 1093

- Acceptance- Transfer- Mitigate- Avoid Mnemonic: MATA

Front 1094

What are the types of risk response to positive risks?

Back 1094

- Share- Enhance- Exploit

Front 1095

What are the pros of the "Risk Analysis" technique?

Back 1095

Enables the organization to prepare for the likelihood that at least some things will not go as planned.

Front 1096

What are the cons of the "Risk Analysis" technique?

Back 1096

- number of risks can easily become too large to manage- it may only be possible to manage a sub-set of risks- Risks are inherently uncertain- it may be difficult to usefully estimate the impact of the risks

Front 1097

What is the purpose of the "Root Cause Analysis" technique?

Back 1097

To determine the underlying source of a problem.

Front 1098

What are two critical element of the "Root Cause Analysis" technique?

Back 1098

- To ensure that current business thinking processes are challenged.- The ability of the facilitator to remain objective

Front 1099

What are the elements of the "Root Cause Analysis" technique?

Back 1099

- Fishbone Diagram- Five Whys

Front 1100

What are some other names for the Fishbone diagram?

Back 1100

- Ishikawa diagram- Cause-and-effect diagram

Front 1101

What are the pros of the "Root Cause Analysis" technique?

Back 1101

Provides a structured method to identify the root causes of identified problems

Front 1102

What are the cons of the "Root Cause Analysis" technique?

Back 1102

Works best when performed by someone with format training

Front 1103

What is the purpose of the "Scenarios and Use Cases" technique? (9.26)

Back 1103

To describe how an actor interacts with a system to accomplish one or more of the actor's goals, or to respond to an event

Front 1104

What is the difference between a scenario and a use case?

Back 1104

A scenario describes all the possible outcomes of an attempt to accomplish a goal that the solution will support, written in a series of steps performed by actors or by the solution. A use case describes several scenarios in the form of primary and alternate flows.

Front 1105

What are the elements of "Scenarios and Use Cases"?

Back 1105

- Name- Actors- Preconditions- Flow of Events- Post-conditions- Relationships

Front 1106

Names of scenarios and use cases are usually written in ___ and ____ format.

Back 1106

Verb and noun

Front 1107

What is an "Actor" in a scenario or use case?

Back 1107

Any person, system, or event external to the system under design that interacts with a system through a use case.

Front 1108

What is a "Temporal Event" in use cases?

Back 1108

Rarely modeled, it shows a "Time" actor initiating a use case via a trigger based on a calendar date

Front 1109

Relationships between use cases are known as what?

Back 1109

Stereotypes

Front 1110

What are the two commonly used stereotypes (relationships) in use cases?

Back 1110

- Extend (allows for insertion of additional behavior)- Include (the base use case can make use of functionality in other use cases)

Front 1111

An "Extend" stereotype is functionally identical to what?

Back 1111

An alternate flow

Front 1112

What are the advantages of the "Scenarios and Use Cases" technique?

Back 1112

Good at clarifying scope and providing high-level understanding of behavioral goals, normal situations, alternatives, or exception paths through an activity or business process

Front 1113

What are the disadvantages of the "Scenarios and Use Cases" technique?

Back 1113

- Frequently used to try to document all types of requirements, even if other techniques would be more effective- Do not have features to support integration or discovery of common elements, requiring additional analysis

Front 1114

What is the purpose of the "Scope Modeling" technique? (9.27)

Back 1114

To describe the scope of analysis or the scope of a solution.

Front 1115

Scope models allow definition of a ___ scope.

Back 1115

Complete - that is, the boundaries of the scope corresponding to the natural boundaries of a business domain.

Front 1116

What are the elements of "Scope Modeling"?

Back 1116

- Context Diagram- Events- Features- Use Case Diagram- Business Process

Front 1117

What are the two notation types for context diagrams?

Back 1117

- Gane-Sarson- Yourdon

Front 1118

What is a "Context Diagram"?

Back 1118

A top-level data flow diagram that uses a single data process to describe the scope and shows the external entities and data stores that provide data to and receive data from the system.

Front 1119

What is a "Feature" in a context diagram?

Back 1119

A high-level abstraction of the solution that must later be expanded into fully described functional and supplemental requirements.

Front 1120

What does a use case diagram depict?

Back 1120

It visually depicts the uses cases supported by the system, the actors who trigger those use cases, and relationships between the use cases.

Front 1121

What are the pros of "Scope Modeling"?

Back 1121

Makes it easier to determine what should be in and out of scope

Front 1122

What are the cons of "Scope Modeling"?

Back 1122

Usually leaves much of the detailed scope still needing to be investigated and detailed.

Front 1123

What is the purpose of a "Sequence Diagram"?

Back 1123

It's used to model the logic of usage scenarios, by showing the information passed between objects in the system through the execution of the scenario.

Front 1124

A "message" in a sequence diagram is also known as what?

Back 1124

Stimulus

Front 1125

What is it called when a message/stimulus arrives at the object in a sequence diagram?

Back 1125

An Event

Front 1126

A sequence diagram shows how ___ and ___ interact during a scenario.

Back 1126

Classes and objects

Front 1127

What are the two types of flows in a sequence diagram?

Back 1127

- Asynchronous Flow (aka signal)- Procedural Flow

Front 1128

What is "Procedural Flow" in a sequence diagram?

Back 1128

Transfer to the receiving object. Sender cannot act until a return message is received.

Front 1129

What is "Asynchronous Flow" in a sequence diagram?

Back 1129

Allows the object to continue with its own processing after sending the signal. The object may send many signals simultaneously, but may only accept one signal at a time.

Front 1130

What are the advantages of the "Sequence Diagram" technique?

Back 1130

May be used in object-oriented analysis to validate class diagrams against use cases, or to show timing of interactions between entities within the system scope

Front 1131

What are the disadvantages of the "Sequence Diagram" technique?

Back 1131

- One must be defined for each possible scenario- Requires a fully defined class model (data model)

Front 1132

What is the purpose of the "State Diagram" technique?

Back 1132

Shows how the behavior of a concept, entity or object changes in response to events.

Front 1133

What is a "State Diagram"?

Back 1133

A diagram that specifies a sequence of states that an object goes through during its lifetime, and defines which events cause a transition between those states.

Front 1134

What are some other names for a "State Diagram"?

Back 1134

- State Machine Diagram- State Transition Diagram- Entity Life Cycle Diagram

Front 1135

What are the elements of a "State Diagram"?

Back 1135

- States- Transitions

Front 1136

What is a "State" in a State Diagram"?

Back 1136

Represents a unique condition that an object can be in or status that it may have.

Front 1137

True or False: All states for an object are mutually exclusive - an object can be in only one state at a time.

Back 1137

TRUE

Front 1138

What is a "Transition" in a state diagram?

Back 1138

Represents dynamic behavior that moves an item from one state to another, triggered by activities completed, events, or other stimuli.

Front 1139

What are the advantages of the "State Diagram" technique?

Back 1139

- Often uncovers missing data, control, and behavioral requirements- May be helpful to clarify confusing or conflicting requirements

Front 1140

What are the disadvantages of the "State Diagram" technique?

Back 1140

- May unintentionally expand the scope- Each state should be validated to determine relevancy to solution scope; if not, should not be modeled

Front 1141

What is the purpose of the "Structured Walkthrough" technique?

Back 1141

To communicate, verify, and validate requirements.

Front 1142

What is a "Structured Walkthrough"?

Back 1142

It is a working session to review and discuss a set of requirements. Participants may ask questions, make comments and suggestions. Other issues may also be identified during the session.

Front 1143

What is one possible result of a structured walkthrough?

Back 1143

Revised requirements and identified issues that require investigation.

Front 1144

What is another name for a structured walkthrough?

Back 1144

Requirements Review

Front 1145

What are the elements of a "Structured Walkthrough"?

Back 1145

- Pre-requisites- Process- Rules to be followed

Front 1146

What are the prerequisites needed in order to hold a structured review?

Back 1146

- Complete Requirements Package- List of appropriate reviewers- Meeting vehicle

Front 1147

What types of "appropriate reviewers" should be included in a Structured Walkthrough?

Back 1147

- Knowledgeable representatives of stakeholders who contributed to the requirements- Knowledgeable representatives of stakeholders who will use the requirements in development of the solution- Reviewers representing project sponsor or end users who are authorized to make decisions as their representatives (proxy delegation)

Front 1148

What "meeting vehicles" might be used for a structured walkthrough?

Back 1148

- Conference Room- Technical facility for remote participation (collaboration tool, videoconference, internet meeting software, etc.)

Front 1149

What should the BA provide to participants of a Structured Walkthrough when beginning the session?

Back 1149

A checklist of items for which the reviewer should be looking

Front 1150

What are the steps of the process of a Structured Walkthrough?

Back 1150

- Organize and schedule review- Conduct the review- Compile notes and results of the review- Re-review if necessary

Front 1151

What roles are included in a structured walkthrough?

Back 1151

- Author- Scribe- Moderator- Peer- Reviewer

Front 1152

Which roles are mandatory in order to hold a structured walkthrough?

Back 1152

- Author- Moderator

Front 1153

What are some rules of a structured walkthrough?

Back 1153

- Supervisors/managers, esp. of the author, should exercise caution if attending- Reviewers must comment on the content, not the author- Participants must review the document before the session

Front 1154

What deliverables are produced at the end of a structured walkthrough?

Back 1154

List of questions, comments, concerns, and suggestions compiled during the session

Front 1155

What are the advantages of the "structured walkthrough" technique?

Back 1155

- Promotes discussion of the requirements and stakeholders- Effective at identifying possible ambiguities and areas of misunderstanding-

Front 1156

What are the disadvantages of the "structured walkthrough" technique?

Back 1156

- Can lead to repeated revisions if changes are not carefully managed- The review/revise cycle can result in a lengthy approval process

Front 1157

What is the purpose of the "Survey/Questionnaire" technique? (9.31)

Back 1157

A means of eliciting information from many people, sometimes anonymously, in a relatively short period of time.

Front 1158

A survey can collect information about which types of things?

Back 1158

Customers, products, work practices, and attitudes

Front 1159

What is another name for a survey?

Back 1159

Questionnaire

Front 1160

What is a survey?

Back 1160

A set of written questions to the stakeholders and subject matter experts.

Front 1161

What are the two types of questions in a survey?

Back 1161

- Open-ended- Closed-ended

Front 1162

What are the elements of a survey?

Back 1162

- Prepare- Distribute- Document Results

Front 1163

What are the steps to prepare for administering a survey?

Back 1163

- Define the purpose and selected target group- Choose the appropriate survey type- Select the sample group- Select the distribution and collection methods- Project the desired level of response- Determine if the survey should be supported with interviews- Write the survey questions

Front 1164

When writing survey questions, what should consider?

Back 1164

- Communicating the purpose- Cognizance of the group's characteristics- Focus on the requirements- Testing the survey

Front 1165

When writing survey questions, what should be avoided?

Back 1165

- Double questions in a single question- Complex branching structures- Questions that make respondents uncomfortable

Front 1166

Distribution means for a survey should be selected according to what?

Back 1166

- Organizational policies- Urgency of obtaining results- Level of security required- Geographic distribution of the respondents

Front 1167

What are the pros of surveys?

Back 1167

- Closed-end questions are good for quantitative data- Open-ended questions may yield insights and opinions not easily obtained in other ways- Doesn't require significant time from stakeholders- Effective and efficient for dispersed stakeholders- May result in a large number of responses- Quick and relatively inexpensive

Front 1168

What are the cons of surveys?

Back 1168

- Open-ended question response may required additional analysis- Special skills in statistical analysis may be needed to ensure unbiased results- Questions may be left unanswered due to ambiguity- May require follow-up or more surveys- Not well-suited for collecting information on actual behaviors- Response rate may be too low for statistical significance

Front 1169

What is the purpose of the "SWOT Analysis" technique? (9.32)

Back 1169

To quickly analyze various aspects of the current state of the business process undergoing change.

Front 1170

What does the acronym SWOT stand for?

Back 1170

Strengths, Weaknesses, Opportunities, Threats

Front 1171

What is SWOT a framework for?

Back 1171

Strategic planning, opportunity analysis, competitive analysis, and business and product development

Front 1172

What are the steps to conduct a SWOT analysis?

Back 1172

- Draw a grid or matrix- Describe the issue/problem at the top of the grid- Brainstorm and fill out each section of the grid- Discuss results- Once validated, discussion isolutions to the problem

Front 1173

Which two aspects of SWOT analysis are internal factors to the organization?

Back 1173

Strengths & Weaknesses

Front 1174

Which two aspects of SWOT analysis are external factors to the organization?

Back 1174

Threats & Opportunities

Front 1175

What are the pros of SWOT Analysis?

Back 1175

Helps quickly analyze various aspects of the current state and its environment prior to identifying potential solutions.

Front 1176

What are the cons of SWOT Analysis?

Back 1176

It's a very high-level view; more detailed analysis is almost always needed.

Front 1177

What is the purpose of the "User Stories" technique? (9.33)

Back 1177

To describe functionality that users need from a solution to meet a business objective.

Front 1178

What is a user story?

Back 1178

A text description of the things that the solution needs to allow users to do.

Front 1179

What are the components of a user story?

Back 1179

- Actor- Description- Benefit

Front 1180

What level of detail needs to be included in a user story?

Back 1180

Only the amount needed to reduce the risk of misunderstanding by developers that create the estimate.

Front 1181

What are the pros of user stories?

Back 1181

- Create an environment of customer ownership- May eliminate the need to provide functional requirements- Value delivered is clearly articulated

Front 1182

What are the cons of user stories?

Back 1182

- Not the best technique when regulatory restrictions exist or the org mandates documentation- May not be effective when participants are not co-located- Does not explicitly address documenting non-functional requirements

Front 1183

What is the purpose of the "Vendor Assessment" technique? (9.34)

Back 1183

To assess the ability of a potential vendor to meet commitments regarding a product or service.

Front 1184

What are the elements of a vendor assessment?

Back 1184

- Knowledge and expertise- Licensing and pricing models- Product reputation and market position- Terms and conditions- Vendor experience and reputation- Vendor stability

Front 1185

What are the pros of vendor assessments?

Back 1185

- Reduces the risk of developing a relationship with an unsuitable vendor- Likely to improve long-term satisfaction with the decision

Front 1186

What are the cons of vendor assessments?

Back 1186

- Can be time-consuming to gather sufficient information on multiple vendors- Some information may not be readily available- Vendors with new and innovative products may score poorly because they do not have a significant history in the market

Front 1187

What are the inputs to Enterprise Analysis?

Back 1187

Business Goals and ObjectivesBusiness Need (5.1)Stated Requirements (3.3)Solution Performance Assessment (7.6)

Front 1188

What are the outputs of Enterprise Analysis?

Back 1188

Business NeedSolution ScopeBusiness Case

Front 1189

What are the inputs to Enterprise Analysis task 5.1 - Define Business Need?

Back 1189

Business Goals and ObjectivesStated Requirements (3.3)

Front 1190

What are the outputs of Enterprise Analysis task 5.1 - Define Business Need?

Back 1190

Business need

Front 1191

What are the inputs of Enterprise Analysis task 5.2 - Assess Capability Gaps?

Back 1191

Business Need (5.1)Enterprise ArchitectureSolution Performance Assessment (7.6)

Front 1192

What are the outputs of Enterprise Analysis task 5.2 - Assess Capability Gaps?

Back 1192

Required Capabilities

Front 1193

What are the inputs of Enterprise Analysis task 5.3 - Determine Solution Approach?

Back 1193

Business Need (5.1)Organizational Process Assets (OPA!)Required Capabilities (5.2)

Front 1194

What are the outputs of Enterprise Analysis task 5.3 - Determine Solution Approach?

Back 1194

Solution Approach

Front 1195

What are the inputs of Enterprise Analysis task 5.4 - Define Solution Scope?

Back 1195

Assumptions and Constraints (6.4)Business Need (5.1)Required Capabilities (5.2)Solution Approach (5.3)

Front 1196

What are the outputs of Enterprise Analysis task 5.4 - Define Solution Scope?

Back 1196

Solution Scope

Front 1197

What are the inputs of Enterprise Analysis task 5.5 - Define Business Case?

Back 1197

Assumptions and Constraints (6.4)Business Need (5.1)Solution Scope (5.4)Stakeholder Concerns (3.3)

Front 1198

What are the outputs of Enterprise Analysis task 5.5 - Define Business Case?

Back 1198

Business Case

Front 1199

What are the inputs to the BA Planning and Monitoring Task of Planning the BA Approach (2.1)?

Back 1199

The inputs to Planning the Business Analysis Approach include:Business Need (5.1)Expert JudgmentOrganizational Process Assets

Front 1200

What are the outputs of the BPM Task of Planning the BA Approach (2.1)?

Back 1200

Business Analysis Approach

Front 1201

What are the inputs to the BA Planning and Monitoring Task of Conducting Stakeholder Analysis (2.2)?

Back 1201

The inputs to Conducting Stakeholder Analysis include:Business Need (5.1)Enterprise ArchitectureOrganizational Process Assets

Front 1202

What is the output of the task BPM Task Conduct Stakeholder Analysis (2.2)?

Back 1202

Stakeholder list, roles, and responsibilities

Front 1203

What are the possible items that might be included as a part of the output of Conduct Stakeholder Analysis?

Back 1203

RolesNamesCategoryNumbersLocationNeedsInfluenceAuthority

Front 1204

What are the inputs to the BA Planning and Monitoring Task of Planning BA Activities (2.3)?

Back 1204

Business Analysis Approach (2.1)BA Performance Assessment (2.6)Stakeholder List, Roles & Responsibilities (2.2)Organizational Process Assets

Front 1205

What are the outputs of the BA Planning and Monitoring Task of Planning BA Activities (2.3)?

Back 1205

Business Analysis Plan

Front 1206

What are the inputs into the knowledge area of Requirements Elicitation?

Back 1206

The inputs into Requirements Elicitation include:Business NeedSolution ScopeBusiness CaseOrganizational Process Assets (OPA)Requirements Management Plan

Front 1207

What are the outputs of the knowledge area of Requirements Elicitation?

Back 1207

The outputs of Requirements Elicitation include:Scheduled ResourcesSupporting MaterialsElicitation ResultsRequirements (Stated)Stakeholder Concerns

Front 1208

What are the inputs into the Requirements Elicitation task of “Prepare for Elicitation” (RE Task 3.1)?

Back 1208

The inputs to Requirements Elicitation task “Prepare for Elicitation” include:Business Need (5.1)Solution Scope (5.4)Business Case (5.5)Stakeholder List, Roles & Responsibilities (2.2)

Front 1209

What are the outputs of the Elicitation task “Prepare for Elicitation (RE Task 3.1)?

Back 1209

The outputs of Requirements Elicitation task “Prepare for Elicitation” include:Scheduled ResourcesSupporting Materials

Front 1210

What are the inputs into the Requirements Elicitation task of “Conduct Elicitation” (RE Task 3.2)?

Back 1210

The inputs into the Requirements Elicitation task of “Conduct Elicitation include:Business Need (5.1)Solution Scope (5.4)Business Case (5.5)Organizational Process AssetsRequirements Management Plan (2.5)Scheduled Resources (3.1)Supporting Materials (3.1)

Front 1211

What are the outputs into the Requirements Elicitation task of “Conduct Elicitation” (RE Task 3.2)?

Back 1211

The outputs of the Requirements Elicitation task of “Conduct Elicitation include:Elicitation Results

Front 1212

What are the inputs into the Requirements Elicitation task of “Document Elicitation Results” (RE Task 3.3)?

Back 1212

The inputs into the Requirements Elicitation task of “Document Elicitation Results” include:Elicitation Results

Front 1213

What are the outputs of the Requirements Elicitation task of “Document Elicitation Results” (RE Task 3.3)?

Back 1213

The output of the Requirements Elicitation task of “Document Elicitation Results” include:Requirements (stated)Stakeholder Concerns

Front 1214

What are the inputs into the Requirements Elicitation task of “Communicate Elicitation Results” (RE Task 3.4)?

Back 1214

The inputs into the Requirements Elicitation task of “Communicate Elicitation Results” include:Requirements (stated, unconfirmed - 3.3)Stakeholder Concerns (unconfirmed - 3.3)

Front 1215

What are the outputs of the Requirements Elicitation task of “Communicate Elicitation Results” (RE Task 3.4)?

Back 1215

The outputs of the Requirements Elicitation task of “Communicate Elicitation Results” include:Requirements, stated and confirmedStakeholder Concerns, confirmed

Front 1216

What are the inputs into the knowledge area “Requirements Analysis”?

Back 1216

The inputs into the Requirements Analysis knowledge area include:Business Need (5.1)Business Case (5.5)RequirementsStakeholder LIst, roles & responsibilities (2.2)Requirements Management Plan (2.5)Organizational Process AssetsSolution ScopeStakeholder Concerns

Front 1217

What are the outputs of the knowledge area “Requirements Analysis”?

Back 1217

The outputs of the Requirements Analysis knowledge area include:Requirements (prioritized)Requirements StructureStakeholder or Solution RequirementsAssumptions and ConstraintsRequirements (verified)Requirements (validated)

Front 1218

What are the six tasks in the Requirements Analysis knowledge area?

Back 1218

6.1 - Prioritize Requirements6.2 - Organize Requirements6.3 - Specify and Model Requirements6.4 - Define Assumptions and Constraints6.5 - Verify Requirements6.6 - Validate RequirementsMnemonic: POMAVV

Front 1219

What are the inputs into the Requirements Analysis task “Prioritize Requirements” (6.1)?

Back 1219

The inputs into the Prioritize Requirements task include:Business Need (5.1)Business Case (5.5)RequirementsStakeholder List, Roles & Responsibilities (2.2)Requirements Management Plan (2.5)

Front 1220

What are the outputs of the Requirements Analysis task “Prioritize Requirements” (6.1)?

Back 1220

The outputs of the Prioritize Requirements task include:Requirements, prioritized

Front 1221

What are the inputs to the Requirements Analysis task “Organize Requirements” (6.2)?

Back 1221

The inputs into the Organize Requirements task include:Organizational Process AssetsRequirements (stated), 3.3Solution Scope (5.4)

Front 1222

What are the outputs of the Requirements Analysis task “Organize Requirements” (6.2)?

Back 1222

The outputs of the Requirements Analysis task “Organize Requirements” include:Requirements Structure

Front 1223

What are the inputs to the Requirements Analysis task “Specify and Model Requirements” (6.3)?

Back 1223

The inputs into the Specify and Model Requirements task include:Requirements (stated), 3.3Requirements Structure, 6.2

Front 1224

What are the outputs of the Requirements Analysis task “Specify and Model Requirements” (6.3)?

Back 1224

The outputs of the Requirements Analysis task “Specify and Model Requirements” include:Stakeholder or Solution Requirements

Front 1225

What are the inputs to the Requirements Analysis task “Define Assumptions and Constraints” (6.4)?

Back 1225

The inputs into the Define Assumptions and Constraints task include:Stakeholder Concerns (3.3)

Front 1226

What are the outputs of the Requirements Analysis task “Define Assumptions and Constraints” (6.4)?

Back 1226

The outputs of the Define Assumptions and Constraints task include:Assumptions and Constraints

Front 1227

What are the inputs to the Requirements Analysis task “Verify Requirements” (6.5)?

Back 1227

The inputs to the Verify Requirements task include:Requirements (any except Stated)

Front 1228

What are the outputs of the Requirements Analysis task “Verify Requirements” (6.5)?

Back 1228

The outputs of the Verify Requirements task include:Requirements, verified

Front 1229

What are the inputs to the Requirements Analysis task “Validate Requirements” (6.6)?

Back 1229

The inputs to the Validate Requirements task include:Business Case (5.5)Stakeholder, Solution or Transition Requirements (verified)

Front 1230

What are the outputs of the Requirements Analysis task “Validate Requirements” (6.6)?

Back 1230

The outputs of the Validate Requirements task include:Requirements, validated

Front 1231

What are the inputs to the Requirements Mgmt & Communication task “Manage Solution Scope & Requirements” (4.1)?

Back 1231

The inputs to the “Manage Solution Scope & Requirements” task include:Stakeholder List, Roles & Responsibilities (2.2)Requirements Management Plan (2.5)Requirements (Solution, Stakeholder, or Transition)Solution Scope (5.4)

Front 1232

What are the outputs of the Requirements Mgmt & Communication task “Manage Solution Scope & Requirements” (4.1)?

Back 1232

The outputs of the task “Manage Solution Scope & Requirements” is:Requirements (Approved)

Front 1233

What are the inputs to the Requirements Mgmt & Communication task “Manage Requirements Traceability” (4.2)?

Back 1233

The inputs to the Manage Requirements Traceability task include:RequirementsRequirements Management Plan (2.5)

Front 1234

What are the outputs of the Requirements Mgmt & Communication task “Manage Requirements Traceability” (4.2)?

Back 1234

The outputs of the Manage Requirements Traceability task include:Requirements (Traced)

Front 1235

What are the inputs to the Requirements Mgmt & Communication task “Maintain Requirements for Re-use” (4.3)?

Back 1235

The inputs to the task “Maintain Requirements for Re-use” include:Organizational process assetsRequirements

Front 1236

What are the outputs of the task “Maintain Requirements for Re-use” (4.3)?

Back 1236

The outputs of the task “Maintain Requirements for Re-use” include:Requirements (maintained & re-usable)

Front 1237

What are the inputs to the Requirements Mgmt & Communication task “Prepare Requirements Package” (4.4)?

Back 1237

The inputs to the task Prepare Requirements Package include:Organizational Process AssetsRequirementsBA Communication Plan (2.4)Requirements Structure (6.2)

Front 1238

What are the outputs of the Requirements Mgmt & Communication task “Prepare Requirements Package” (4.4)?

Back 1238

The outputs of the task Prepare Requirements Package include:Requirements Package

Front 1239

What are the three types of packages and/or package components that can be used when preparing a requirements package?

Back 1239

The three types include:Formal Documentation (e.g. Vision, BRD, etc)Presentation (visual walkthrough w/ PowerPoint)Models (diagrams, models)

Front 1240

What are the inputs to the RMC task 4.5, “Communicate Requirements”?

Back 1240

RequirementsBA Communication Plan (2.4)Requirements Package (4.4)

Front 1241

What are the outputs of the RMC task 4.5, “Communicate Requirements”?

Back 1241

The outputs of the “Communicate Requirements” task is:Requirements (Communicated)

Front 1242

What are the inputs to the KA “Solutions Assessment & Validation”?

Back 1242

The inputs to Solutions Assessment & Validation include:Assumptions & ConstraintsRequirements (prioritized and approved)Solution OptionsSolution (constructed, deployed or designed)Solution ScopeEnterprise ArchitectureStakeholder ConcernsSolution Performance Metrics

Front 1243

What the outputs of the KA “Solutions Assessment & Validation”?

Back 1243

The outputs of Solutions Assessment & Validation include:Assessment of Proposed SolutionRequirements (allocated)Organizational Readiness AssessmentTransition RequirementsIdentified DefectsMitigating Actions Solution Validation AssessmentSolution Performance Assessment

Front 1244

What are the inputs to the SA task of “Assess Proposed Solution”? (7.1)

Back 1244

The inputs to the SA task of “Assess Proposed Solution” include:Assumptions & Constraints (6.4)Requirements (Prioritized 4.1 & Approved 6.1) Solution Options

Front 1245

What are the outputs of the SA task of “Assess Proposed Solution”? (7.1)

Back 1245

The outputs of the SA task of “Assess Proposed Solution” include:Assessment of Proposed Solution

Front 1246

What are the inputs to the SA task of “Allocate Requirements”? (7.2)

Back 1246

The inputs to the SA task of “Allocate Requirements” include:Requirements (prioritized & approved)Solution (designed)Solution Scope (5.4)

Front 1247

What are the outputs of the SA task of “Allocate Requirements”? (7.2)

Back 1247

The outputs of the SA task of “Allocate Requirements” include:Requirements (Allocated)

Front 1248

What are the inputs to the SA task “Assess Organizational Readiness” (7.3)?

Back 1248

The inputs to the task Assess Organizational Readiness include:Enterprise ArchitectureSolution (Designed)Solution Scope (5.4)Stakeholder Concerns (3.3)

Front 1249

What are the outputs of the SA task “Assess Organizational Readiness” (7.3)?

Back 1249

The output of the task Assess Organizational Readiness include:Organizational Readiness Assessment

Front 1250

What are the inputs to the SA task “Define Transition Requirements” (7.4)?

Back 1250

The inputs to the SA task “Define Transition Requirements” include:Organizational Readiness Assessment 7.3Requirements (stated) 3.3Solution (designed)Solution (deployed)

Front 1251

What is the output of the task Define Transition Requirements?

Back 1251

The output of the task Define Transition Requirements is:Transition Requirements

Front 1252

What are the inputs to the SA task “Validate Solution” (7.5)

Back 1252

The inputs to the task Validate Solution include:Requirements (prioritized & validated)Solution (constructed)

Front 1253

What are the outputs to the SA task “Validate Solution” (7.5)?

Back 1253

The output of the task Validate Solution is:Identified defectsMitigating actionsSolution Validation Assessment

Front 1254

What are the inputs to the SA task “Evaluate Solution Performance” (7.6)

Back 1254

The inputs to the task Evaluate Solution Performance include:Business RequirementsIdentified Defects (7.5)Solution (Deployed)Solution Performance Metrics

Front 1255

What are the outputs of the SA task “Evaluate Solution Performance”

Back 1255

the outputs of the SA task “Evaluate Solution Performance” include:Solution Performance Assessment

Front 1256

What is a risk?

Back 1256

A risk is the possibility of an event or condition that will have an effect on at least one project objective.

Front 1257

What is an “Activity”?

Back 1257

An activity is a group of related tasks, performed together to accomplish a particular objective.

Front 1258

What is an “Activity List”?

Back 1258

An activity list is a list of activities needed to produce deliverables on a project.BABOK 2.3.4.4

Front 1259

What is “Activity Based Costing”?

Back 1259

Activity Based Costing is a technique that measures the development of performance cost of activities, resources, and related items. Attempts to determine the total cost of ownership of a product or service. BABOK 4.4.5

Front 1260

What is “Acceptance and Evaluation Criteria Definition?

Back 1260

This is a technique for determining which requirements can be used as criteria for evaluating and accepting a solution. BABOK 9.1.2

Front 1261

What are “Acceptance Criteria”?

Back 1261

Acceptance criteria are the minimum requirements to be met for a solution to be worth implementing. BABOK 9.1.2

Front 1262

What are “Evaluation Criteria”?

Back 1262

Evaluation criteria are the requirements that will be used to choose between multiple solutions. BABOK 9.1.2

Front 1263

What is an “Activity Diagram”?

Back 1263

An activity diagram is the UML equivalent of a process model. Activity diagrams show the sequential workflow, the decisions made, inputs and outputs, and optionally the organization units involved. BABOK 9.21.2AKA - Process Map/Workflow Diagram

Front 1264

What does “Allocation” mean?

Back 1264

Allocation is assigning stakeholder and solution requirements to solution components, such as releases. Traces a requirement through design, development, testing, and implementation. Ensures that the completed solution conforms to approved requirements. BABOK 4.2.2, 7.2.2

Front 1265

What is an “Alternate Path or Scenario”?

Back 1265

This is any scenario that deviates from the primary path, whether they are variations, errors, or exceptions. They may reconnect with the primary path or have their own ending to the use case. BABOK 9.26.3.6AKA - Alternate Flow

Front 1266

What is an “Approach”?

Back 1266

An approach is an established way to approach or perform business analysis work. It includes the activities and techniques to be performed (and when), and the outputs that will be produced. Common approaches mentioned in the BABOK include: Waterfall, agile, lean, and Six Sigma. BABOK 2.1.2AKA - Methodology

Front 1267

What does “As-is” mean?

Back 1267

As-is is the current state of a business process or a system. Contrasted with the desired or “To-be” state.

Front 1268

What is “Assess Capability Gaps”?

Back 1268

The definition of this Enterprise Analysis task is: “Assess the current capabilities of the enterprise and identify the gaps that prevent it from meeting business needs and achieving desired outcomes. BABOK 5.2.2AKA - Gap Analysis

Front 1269

What is an “Association”?

Back 1269

In UML, these are relationships between things, such as actors and use cases. Other common uses are for relationships between classes in a data model. BABOK 9.26.3.6AKA - Relationship

Front 1270

What is an “Assumption”?

Back 1270

Assumptions are factors that are considered to be true that haven’t been proven so. Scope and requirements are affected by assumptions. BABOK 2.3.4.4, 6.4.2

Front 1271

What is an “Attribute” (data)?

Back 1271

In data modeling, the individual facts about an entity or class. Each attribute in an entity has a specific data type and it usually has constraints on the values they can accept. BABOK 9.7.3.AKA - Fields in a file or columns in a table

Front 1272

What are “Attributes” in common requirements?

Back 1272

These are Complexity, Absolute Reference, Risks, Author, Source, Status, Ownership, Urgency, Priority, and Stability (mnemonic CARAS SOUPS). BABOK 2.5.4.3

Front 1273

What is the “Complexity” requirements attribute?

Back 1273

Complexity is how hard a requirement will be to implement.

Front 1274

What is the “Absolute Reference” requirements attribute?

Back 1274

Absolute Reference is a unique identifier that may not be altered or re-used if the requirement is moved, changes, or deleted

Front 1275

What is the “Risks” requirements attribute?

Back 1275

Risks are related to meeting or not meeting the requirement.

Front 1276

What is the “Author” requirements attribute?

Back 1276

Author is the writer of the requirement. If the requirement is ambiguous, the author may be consulted for clarification.

Front 1277

What is the “Source” requirements attribute?

Back 1277

Source is the original source of the requirement. Every requirement needs a source with authority to specify and approve requirements.

Front 1278

What is the “Status” requirements attribute?

Back 1278

This is the current status of the requirement, indicating whether it is proposed, accepted, verified with the users, or implemented.

Front 1279

What is the “Ownership” requirements attribute?

Back 1279

Ownership is the individual or group needing the requirement or who the business owner will be after the product is released.

Front 1280

What is the “Urgency” requirements attribute?

Back 1280

Urgency is when a requirement is needed. Specify separately from priority only when implementation deadline exists.

Front 1281

What is the “Priority” requirements attribute?

Back 1281

Priority is determining which requirements will be implemented first.

Front 1282

What is the “Stability” requirements attribute?

Back 1282

Stability is how mature the requirement is. Used to determine if a requirement is firm enough to start work on.

Front 1283

What is a requirements “Baseline”?

Back 1283

A baseline is a point established as a reference or check-point against which requirements changes are compared. Each time requirements are approved they are baselined, which means that the approved version of the requirements is recognized as the official version. Changes to requirements after being baselined are handled by a change control process. BABOK 4.1.2, 4.1.5, 9.16.3.2AKA - Official list of requirements; like an internal contract, between the client and the project team

Front 1284

What is “Benchmarking”?

Back 1284

Benchmarking is a technique for comparing an organization to its peers and competitors to assess relative strengths and weaknesses. BABOK 9.2.1

Front 1285

What is “Brainstorming”?

Back 1285

Brainstorming is a technique that promotes divergent thinking, to produce a broad or diverse set of options. It works best by focusing on one problem or issue. BABOK 9.3.2

Front 1286

What is “Budgeting”?

Back 1286

Budgeting is a requirements prioritization technique that chooses work based on a budget or fixed deadline, including regular software package upgrades. Requirements are prioritized based on what can be accomplished with the available resources, using one of threegeneral approaches. BABOK 6.1.5.3Approaches: All in, All out, Selective

Front 1287

What is “Business Analysis”?

Back 1287

“Business Analysis is 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 solutions that enable the organization to achieve its goals.” BABOK 1.2

Front 1288

What is a “Business Analysis approach”?

Back 1288

A business analysis approach describes the overall process that will be followed to perform business analysis work on a given initiative, how and when tasks will be performed, the techniques that will be used, and the deliverables that should be produced. BABOK 2.1.2

Front 1289

What is a “Business Analysis plan”?

Back 1289

“The business analysis plan may include information such as a description of the scope of work, the deliverable WBS, an Activity List, and estimates for each activity and task. It should also describe when and how the plan should be changed in response to changing conditions. The level of detail associated with the plan is determined by the business analysis approach and the overall methodology.” BABOK 2.3.7

Front 1290

What is a “Business Analysis Planning and Monitoring”?

Back 1290

This is one of the knowledge areas of the BABOK. It includes the tasks and outputs for planning and organizing requirements activities and for monitoring business analysis work to ensure it produces desired outcomes. BABOK 2, Figure 2-1

Front 1291

What is a “Business Analyst”?

Back 1291

“A business analyst is any person who performs business analysis activities, no matter what their job title or organizational role may be. Business analysts must analyze and synthesize information provided by a large number of people who interact with the business, such as customers, staff, IT professionals, and executives. The business analyst is responsible for eliciting the actual needs of stakeholders, not simply their expressed desires.” BABOK 1.2

Front 1292

What is “Business Architecture”?

Back 1292

Business Architecture is business operations grouped by functional accountability, business activity, and economic activity. Its purpose is to align strategy and execution around the important activities of a business and to create a framework for planning and managing.AKA - Enterprise Architecture, when the technical infrastructure is also included

Front 1293

What is a “Business Case”?

Back 1293

A business case facilitates decision-making by providing information useful for evaluating whether to fund projects to solve problems or seize opportunities. They provide justification for projects based on benefits provided vs. costs of generating. BABOK 5.5.2

Front 1294

What does it mean to “Define a Business Case”?

Back 1294

“The business bases describes the justification for the project in terms of the value to be added to the business as a result of the deployed solution, as compared to the cost to develop and operate the solution.” BABOK 5.5.2

Front 1295

What is a “Business Domain Model”?

Back 1295

Documents the current state of a problem (also called a problem domain or “As Is”) or the extent of a solution (the “To Be” state). Domain models help align the “mental models” of stakeholders and project team members.

Front 1296

What is a “Business Goal”?

Back 1296

A Business Goal describes a broad target that a business aims for to support its strategy and vision. For example, “increase customer satisfaction levels with the ordering process.” BABOK 5.1.4.1

Front 1297

What is a “Business Need”?

Back 1297

The Business Need is a description of a problem or opportunity and the desired outcome in terms of benefits or desired state. Once needs are agreed on, they guide any recommended solution and business case. BABOK 5.1.2AKA - Problem or Opportunity

Front 1298

What is a “Business Objective”?

Back 1298

The business objective describes a specific state or condition the business strives for to support its goals and vision. For example, “reduce customer complaints on late deliveries over the next year by 20%.” BABOK 5.1.4.1 (SMART objectives)

Front 1299

What are “Business Requirements”?

Back 1299

“Business Requirements are higher-level statements of the goals, objectives, or needs of the enterprise. They describe the reasons why a project has been initiated, the objectives that the project will achieve, and the metrics that will be used to measure its success. Business requirements describe needs of the organization as a whole, and not groups or stakeholders within it. They are developed and defined through enterprise analysis.” BABOK 1.3.3.1AKA - Business Goals and Objectives

Front 1300

What are “Business Rules”?

Back 1300

A business rule describes a policy, guideline, standard or regulation upon which the business operates. A Business Rule is a statement that defines or constrains some aspect of the business, and transcends any given project. BABOK 9.4.2, 6.2.4.2

Front 1301

What is “Business Rules Analysis”?

Back 1301

Business Rules Analysis is a specialized technique for identifying and assessing business rules for comparison of changes needed to meet business needs. BABOK 9.4.2

Front 1302

What is “Capability”?

Back 1302

Capability is the capacity for accomplishing goals or objectives. The BOK addresses capabilities in terms of the gap between the current and desired states in the organization. BABOK 5.2.4.1

Front 1303

What is “Cardinality” (in data modeling)?

Back 1303

Cardinality is the degree of a relationship between concepts, expressed usually as one or many on an ERD or class diagram.AKA - multiplicity

Front 1304

What is “Change Management”?

Back 1304

Change management is the process of controlling changes to the requirements of the systems development component, process improvement, and/or organization change project, in a controlled manner. BABOK 2.1.4.4

Front 1305

What is a “Class”?

Back 1305

Class is a UML method of depicting entities in a solution set, including its attributes, operations, and relationships. A class represents a distinct concept within the solution domain, which may represent a physical item or a logical collection of information. BABOK 9.7.2

Front 1306

What is a “Class Model”?

Back 1306

Class Models are diagrams showing a set of related classes that exist within the solution domain and the associations that each class has with other classes. BABOK 9.7.2AKA - See also Entity Relationship Diagram

Front 1307

What does “Collocated” mean?

Back 1307

Stakeholders are located in a single geographic area or location.

Front 1308

What does it mean to “Communicate Requirements”?

Back 1308

This means bringing stakeholders to a common understanding of requirements. Task definition: “Includes conversations, notes, documents, presentations, and discussions. Concise, appropriate, effective communication requires that the business analyst possess a significant set of skills, both soft (communication) and technical (i.e. requirements).” BABOK 4.5.2

Front 1309

What is a “Business Analysis Communication Plan”?

Back 1309

A BA Communication Plan is a plan for what, to whom, when and how to communicate about requirements on a project. It sets the expectations for communications about business analysis among stakeholders. BABOK 2.4.1AKA - Project Communication Plan

Front 1310

What are “Communication Plan considerations”?

Back 1310

Who is the appropriate audience?What needs to be communicated?What is the appropriate delivery mechanism?When should communication occur?BABOK 2.4.2

Front 1311

What are “Communication Plan Stakeholder Needs”?

Back 1311

Geographic locationCommunication preferencesTypes of communication neededTypes of requirements to be elicitedHow best to communicate requirements packagesTime and resource constraintsBABOK 2.4.2

Front 1312

What are “Underlying Competencies”?

Back 1312

This is a knowledge area that covers fundamental competency information not found in the BABOK, but BAs are expected to know this information.BABOK Section 8

Front 1313

What is “Competitive Analysis”?

Back 1313

Competitive analysis is a structured process that assesses strengths and weaknesses of current and future competitors based on key characteristics of an industry. It supports SWOT analysis by helping to identify opportunities and threats.AKA - Competitor Analysis

Front 1314

What is a “Component”?

Back 1314

A component is a segment or part of a solution, including technology and non-technology portions. Examples: software, processes, policies, people and organizational.

Front 1315

What is “Composite Data”?

Back 1315

Composite data is a group of related primitive or detailed data elements recorded in a Data Dictionary. BABOK 9.5.3AKA - Group data

Front 1316

What is a “Concept”?

Back 1316

A concept is the BOK term for an entity or class, as the idea is more commonly used. Represents an abstract person, place, thing, process, or event for which data is desired. BABOK 9.7.2AKA - Entity, Class

Front 1317

What is “Configuration Management”?

Back 1317

Configuration management is managing the changes to the features and functions of a product throughout its life, including documenting them. BABOK 2.5.4.5, 4.2.4.3AKA - Change Management

Front 1318

What is a “Constraint”?

Back 1318

A constraint is an imposition on a project that limits choices a project team can make. Typical categories include business, technical, and external. BABOK 6.4.2AKA:Business - time, cost, resources, etc.Technical - software, databases, hardware, etc.External - regulatory, industry, etc.

Front 1319

What is a “Context Diagram”?

Back 1319

In scope modeling, a context diagram is a visual depiction of a solution’s scope, showing a system, external agents (people, other systems, or events who interact with it, and high-level data flowing into and out of the system. BABOK 9.27.3AKA - Level 0 DFD (data flow diagram), Use Case Diagram, High-level Business Process Model

Front 1320

What is “Corrective Action”?

Back 1320

Corrective action is a change taken to address a problem indicated through performance or other measures. BABOK 2.6.4

Front 1321

What is a “COTS Package”?

Back 1321

COTS stands for a “Commercial Off-the-Shelf Package”AKA - Software Package

Front 1322

What is a “Coverage Matrix”?

Back 1322

For tracing requirements, a coverage matrix is used to manage traceability. It can be used to cross-reference requirements with other things, such as back to project objectives, or forward to test cases. The BOK metnions this tool is used when there are relatively few requirements or features to trace. BABOK 4.2.5.1AKA - Traceability Matrix

Front 1323

What is a “CRUD Matrix”?

Back 1323

Create, Read, Update, and Delete matrices. Associates user access rights to data. It can also be used to cross-reference data to process to ensure completeness and relevance.

Front 1324

What is “Enterprise Analysis”?

Back 1324

Enterprise Analysis provides a context / foundation for other requirements activities and to identify viable solutions to meet business needs. It assists in evaluating current and future states of an organization to grasp the changes needed to help meets its goals and achieve its objectives. BABOK Section 5.Mnemonic - NGASC

Front 1325

What is a “Desired Outcome”?

Back 1325

The desired outcome is the business benefits that a solution would bring about, such as a reduced expenses, increased revenues, etc.

Front 1326

What is “Enterprise Architecture”?

Back 1326

Describes all domains needed to run a business (including IT) that integrate into a complete framework. It includes both the organizational (people, processes, operations) and technical (software, hardware, IT) dimensions.AKA - Business Architecture

Front 1327

What is “Gap Analysis”?

Back 1327

Gap analysis compares the current and future states of an organization to identify changes needed to meet business needs.

Front 1328

What is “Solution Approach”?

Back 1328

Solution Approach is the general method proposed to add new capabilities to meet a business need.

Front 1329

What is a “Feasibility Study”?

Back 1329

An initial study to determine whether a solution is viable to accomplish a desired outcome, whether it’s to solve a problem or seize an opportunity.

Front 1330

What is “Scope”?

Back 1330

The extent or breadth of a project or product/solution. For solutions, includes things such as features and functions to be provided.

Front 1331

What is “Project Scope”?

Back 1331

Project Scope is the work needed to produce the solution.

Front 1332

What is a Work Breakdown Structure (WBS)?

Back 1332

A WBS is a project planning technique that hierarchically breaks down deliverables and/or tasks of a project into manageable pieces, to plan the work and resources needed to create them.

Front 1333

What is “Solution Scope”?

Back 1333

Solution scope includes the deliverables and new capabilities to be provided as part of a solution, and the effect on the business and its operations. Sometimes called “Product scope”, it is a subset of the project scope.

Front 1334

What is a “risk”?

Back 1334

A risk is the possibility of an event or condition that will have an effect on at least one project objective.

Front 1335

What is a “solution feasibility risk”?

Back 1335

A solution feasibility risk is a risk that the product may be improbable to produce, or that it may not be capable of addressing the business need.AKA - Product Risks

Front 1336

What is a “Data Dictionary”?

Back 1336

A data dictionary defined the data used or needed by an organization, including primitive and more complex data definitions. It will usually be elaborated into more detailed models such as a Class Model or Entity Relationship Diagram. BABOK 9.5

Front 1337

What is a “Data Flow Diagram”?

Back 1337

A Data Flow Diagram is a technique that shows the context of the data that flows into processes, out of them, and is stored by the system. BABOK 9.6.2AKA - DFD

Front 1338

What is “Data Modeling”?

Back 1338

Data Modeling is a technique for depicting the data requirements for a solution using what the BOK called “concepts” (entities or classes) and the relationships or associations bteween them, and the attributes they contain. BABOK 9.7.2AKA - Entity-relationship Diagrams, Class Diagrams

Front 1339

What is “Decision Analysis”?

Back 1339

Decision Analysis is the technique (9.8) that provides a formal process for making decision when faced with complex, competing alternatives. There are multiple approaches that may be used including financial and non-financial methods. The analysis tools include: decision trees, financial valuation methods, and weighted ranking method.

Front 1340

What is a “Decision Tree”?

Back 1340

A Decision Tree is a tool for making decisions on project when faced with multiple options.

Front 1341

What is a “Defect”?

Back 1341

A defect is a flaw in a deliverable that either lessens its quality, or causes it to vary from its preferred characteristics. Defective requirements may include: incorrect, incomplete, missing, or conflicting. BABOK 7.5.4AKA - Requirements Defect

Front 1342

What is a “Deliverable”?

Back 1342

Deliverables are documents or diagrams specified by a process that show the output of a project or project phase. Includes all outputs from business analysis that are agreed-upon “Products”. BABOK 4.4.4Examples: Requirements lists, process models, data models, business rules, etc.

Front 1343

What are “Dependencies”?

Back 1343

Dependencies identify logical relationships, such as which activities have to be completed before subsequent tasks can begin.

Front 1344

What is “Derivation”?

Back 1344

Derivation identifies the “lineage” of a requirement by tracing it back to the business need, typically by identifying the business or project objective that the requirement supports. BABOK 4.2.2

Front 1345

What is “Discounted Cash Flow”?

Back 1345

Discounted Cash Flow is a Financial Valuation Method using the concept of “time value of money”, comparing returns on a prospective project versus what money could potentially earn in financial markets.

Front 1346

What does “Dispersed” mean?

Back 1346

Dispersed means that stakeholders are located in different geographic areas or locations.

Front 1347

What is “Document Analysis”?

Back 1347

Document Analysis is a technique that collects requirements for an existing (“As is”) system by studying and summarizing available documentation. It gathers details of a current system in two broad categories: 1) Business documentation, 2) system documentation. BABOK 9.9.2

Front 1348

What is a “Domain”?

Back 1348

“A domain is the area undergoing analysis. It may correspond to the boundaries of an organization or organizational unit, as well as key stakeholders outside those boundaries and interactions with those stakeholders.” BABOK 1.3.1AKA - Problem Domain

Front 1349

What does it mean to “Elicit Requirements”?

Back 1349

Eliciting Requirements is to bring out or draw out requirements, through actively engaging stakeholders. It is done throughout the project and the various elicitation techniques are inter-connected. Includes the tasks of Prepare for Elicitation, Conduct Elicitation Activities, Document Elicitation Results, and Confirm Elicitation Results. BABOK 3, Figure 3-1, 3-2AKA - Gather, collect, capture requirementsMnemonic - PCDC

Front 1350

What is “Elicitation”?

Back 1350

This is the knowledge area (KA) focused on actively engaging stakeholders to define requirements. This KA includes details for eliciting requirements for a solution.To “call forth or draw out” requirements from and with stakeholders.BABOK Section 3

Front 1351

Who are “Elicitation Participants”?

Back 1351

Elicitation Participants include stakeholders, users, subject matter experts who will be providing their requirements. Elicitation is highly dependent on the knowledge of the stakeholders, their willingness to participate in defining requirements, and the group’s ability to reach consensus. The business analyst must be certain to include all defined stakeholders during elicitation requirements. BABOK 3.2.4

Front 1352

What are the “Elicitation Techniques” listed in the BABOK?

Back 1352

The elicitation techniques listed in the BABOK include:Document AnalysisInterviewsPrototypesObservationFocus GroupsRequirements WorkshopsInterface AnalysisMnemonic: DIP OF RIBS

Front 1353

What is an “Entity”?

Back 1353

An entity is a business object, representing a person, place, thing, process, or event. Used with Entity-relationship diagrams (ERDs). BABOK 9.7.2AKA - Class, concept

Front 1354

What is an “Entity Relationship Diagram”?

Back 1354

An Entity Relationship Diagram is a visual representation of a data structure, and includes entities, attributes, and relationships between entities. BABOK 9.7.2AKA - Data Model, ERD

Front 1355

What is “Estimation”?

Back 1355

Estimation is the process of projecting the time and costs of doing work and delivering a product/solution. The BOK mentions these types of estimates or their “enablers” to be faimilar with:Analagous estimates (“top down”)Parametric estimatesBottom-up estimatesRolling wave estimatesThree-point estimatesHistoric analysisExpert judgmentDelphi estimates

Front 1356

What is an “Event”?

Back 1356

An Event is an external, internal, or temporal occurrence in the business to which the business responds with a process. Events can initiate, interrupt, or terminate a process, and exist outside the process.AKA - Trigger

Front 1357

What is “Event-based Elicitation”?

Back 1357

Event-based Elicitation occurs in a single event, involving dynamic interaction between participants. Includes the techniques of brainstorming, focus group, interview, observation, prototyping, requirements workshops. They need ground rules for maximum success. BABOK 3.1.4

Front 1358

What is “Event Identification”?

Back 1358

Event Identification helps discover processes by finding business events and their corresponding triggers. Events are used in other techniques. For example, see Scope Modeling.

Front 1359

What is “Expert judgment”?

Back 1359

Expert judgment is used to determine the optimal business analysis approach. Expertise may be provided from a wide range of sources including stakeholders in the initiative, organizational centers of competency, consultants, or associations and industry groups. BABOK 2.1.2

Front 1360

What does it mean to “Extend Relationship”?

Back 1360

In use case modeling, a relationship that extends functionality of a use case at pre-determined “extension points.” The BOK disagrees with other descriptions, saying the extending use case is independent of the base use case it is extending. They equate extend relationships with an alternate flow described in a separate use case for convenience. BABOK 9.26.3.6

Front 1361

What is the role of a “Facilitator”?

Back 1361

A facilitator is someone who guides an elicitation session. See BABOK 9.23.3.2 for more details of responsibilities.

Front 1362

What is a “Feasibility Study”?

Back 1362

A Feasibility Study is an initial study to determine whether a solution is viable to accomplish a desired outcome, whether it’s to solve a problem or to seize and opportunity. BABOK 5.3.5.2

Front 1363

What is a “Feature”?

Back 1363

A feature is a grouping of related functionality or services that should align with business goals and objectives and meet stakeholder needs. Features contain one or more associated functional and non-functional requirements. BABOK 9.27.3.3AKA - Function

Front 1364

What is a “Flow”?

Back 1364

Flow is the direction or path of a process. Flows document the primary and alternate paths of a process, and can split at decision points, and potentially later merge back together. BABOK 9.21.3

Front 1365

What is a “Flowchart”?

Back 1365

A Flowchart is a visual image of the work performed in an organization, including who does it how they collaborate. BABOK 9.21.3AKA - Process model, swim lane diagram

Front 1366

What is a “Focus Group”?

Back 1366

A Focus Group is a technique used to gather qualitative input about a problem opportunity, product system, etc. It can be useful when many ideas need to be generated quickly, especially concerning attitudes and beliefs about a product. BABOK 9.11.2

Front 1367

What is “Force Field Analysis”?

Back 1367

Force Field Analysis is a visual way of showing opposing forces that support and oppose a change. The forces for each side are grouped together pointing toward the middle. An estimate of the strength of each opposing force can help with change management. BABOK 7.3.5.2

Front 1368

What is “Functional Decomposition”?

Back 1368

Functional Decomposition identifies the high-level functions of an organization or proposed solution and then breaks down those processes into sub-processes and activities. BABOK 9.12.2

Front 1369

What is an “Interface”?

Back 1369

An interface is a connection between two components. The BABOK generally uses ‘interface’ to mean hardware or software interactions.

Front 1370

What is a “Handoff”?

Back 1370

A handoff, in process modeling, is a formal passing of a process flow from one role to another, often done along with inputs or outputs. BABOK 9.21.3

Front 1371

What is an “Include Relationship”?

Back 1371

An include relationship, in use case modeling, is a relationship that provides access from one or more use cases to shared functionality in a separate use case. It may be an incomplete use case, and the use cases that refer to it are dependent on it. BABOK 9.26.3.6AKA - subroutine (in programming terms)

Front 1372

What is “Interface Analysis”?

Back 1372

Interface analysis is a technique that helps define boundaries of a system by defining the interfaces to users, other systems, or system components that provides functionality, inputs, and outputs. BABOK 9.13.2

Front 1373

What is an “Interview”?

Back 1373

An interview is a technique that involves systematic questioning of stakeholders to learn about their needs, root causes of them, and the stakeholders’ requirements. Interviews may be formal or informal, structured or unstructured, and by individual or by group. BABOK 9.14.2

Front 1374

What are “Logical Models”?

Back 1374

Logical models are typically used by business analysts to represent the functional requirements.AKA - Analysis

Front 1375

What is the “Lessons Learned” process?

Back 1375

Lessons Learned is a technique that compiles things that both went well and could be improved on projects or project phases. Includes generating preventive actions, done to improve future performance. BABK 9.15.2AKA - Project Retrospective, Post-Mortem

Front 1376

What is “Net Present Value”?

Back 1376

Net Present Value (NPV) is the estimated future value a project might bring less its calculated value today (present value) of what the future value will be. If NPV = 0 or less, not good. If NPV is >0, good.

Front 1377

What is “Internal Rate of Return”?

Back 1377

Internal Rate of Return (IRR) is a budgeting method to calculate the hypothetical annual yield of an investment.

Front 1378

What is an “Average Rate of Return”?

Back 1378

Average Rate of Return is the average ratio of money earned or lost over some period of time, compared to what was invested.AKA - ROI (Return on Investment)

Front 1379

What is a “Pay Back Period”?

Back 1379

Pay Back Period is the length of time for an investment to pay for itself.

Front 1380

What is a “Cost-Benefit Analysis”?

Back 1380

Cost-Benefit Analysis quantifies the costs and expected benefits of a project.

Front 1381

What is “Decomposition”?

Back 1381

Decomposition is the process of breaking down something higher-level into subsets to study or analyze.AKA - functional decomposition

Front 1382

What is a “Key Performance Indicator”?

Back 1382

A Key Performance Indicator (KPI) is a measure of progress toward strategic goals and performance.

Front 1383

What is the concept of “Monitoring”?

Back 1383

Monitoring is continuously over time keeping aware of a system or process, usually through metrics or similar means.

Front 1384

What is a “metric”?

Back 1384

A metric is a standard of measurement, often associated with an objective or the performance or progress of something.

Front 1385

What is an “Indicator”?

Back 1385

Indicators are the statistics about the performance of an organization that is useful for monitoring or predicting performance.

Front 1386

What is “Influence”?

Back 1386

Influence is to be a compelling force on or produce effects from others. Proactively shift thinking, actions, and even emotional states of other people.

Front 1387

What is “Job Shadowing”?

Back 1387

Job shadowing is an informal term for the observation technique. Shadowing implies a passive observer, but observation may also involve active participation.AKA - Observation (technique 9.18)

Front 1388

What is a “Prototype”?

Back 1388

A prototype is a “mock-up” of screens or report layouts for a proposed system in order to elicit requirements for it. Can be paper/pencil or electronic.AKA - wireframe, mock-up

Front 1389

What is “Root Cause Analysis”?

Back 1389

Root Cause Analysis is a set of analytical techniques used to uncover root causes of business problems. There are several types of tools that can be used.AKA - Problem Analysis

Front 1390

What is a “Fishbone Diagram”?

Back 1390

A Fishbone Diagram is a “cause-and-effect” diagram that takes a problem and breaks it down into its sub-causes until the root cause is understood. The problem to be solved is placed as the “Head” of the “fish” and possible causes and sub-causes are the “bones.”AKA - Ishikawa Diagram, “cause-and-effect” diagram

Front 1391

What is “SWOT Analysis”?

Back 1391

SWOT Analysis is a strategic planning tool to explore the current state of an organization by evaluating strengths, weaknesses, opportunities, and threats.

Front 1392

What is a “Stakeholder”?

Back 1392

A stakeholder is any individual or group who is affected by a change or project, or has influence over its outcome.

Front 1393

What are “Ground Rules” (for conducting requirements elicitation)?

Back 1393

Ground rules are agreed-upon rules of conduct among the participants of an event-based elicitation. Ground rules help the facilitator enforce discipline and keep the elicitation on track.

Front 1394

What is a “User Interface”?

Back 1394

A user interface is a human connection to a system. The BABOK uses the term ‘user interface’ when referring to human interaction with a system.

Front 1395

What is an “open-ended” question?

Back 1395

An open-ended question is design to open a dialog to explore a topic or provide multiple answers. Used to elaborate and probe.

Front 1396

What is a “Close-ended” question?

Back 1396

A close-ended question is intended to elicit a single answer, such as a yes/no, quantities, durations, choices, etc. Used to confirm.

Front 1397

What is a “Survey/Questionnaire”?

Back 1397

A means to elicit information and requirements from many people in a relatively short time.

Front 1398

What is “Requirements Analysis”?

Back 1398

Requirements Analysis is taking business needs, synthesizing and structuring them, and refining them to the point they can be communication to solution builders to design an effective solution.

Front 1399

What are “Solution Requirements”?

Back 1399

Solution requirements include detailed behavior and data of a solution (i.e. functional requirements) that permit a solution to be built.

Front 1400

What are “Stakeholder Requirements”?

Back 1400

Stakeholder requirements are capabilities of a potential solution to meet the needs of one or more particular stakeholders.

Front 1401

What is “Requirements Prioritization”?

Back 1401

Requirements prioritization means ranking requirements relative to each other, using criteria of importance to stakeholders, such as value, risk and ease of implementation.

Front 1402

What is “Requirements Structure”?

Back 1402

Requirements structure is an organized structure for requirements, including any relationships between them.

Front 1403

What are “Levels of Abstraction”?

Back 1403

“Levels of Abstraction” means that requirements can be documented at whatever level of abstraction is appropriate for the audience (BABOK theme). For example, different perspectives of “What” versus “How”.

Front 1404

What are “Validated Requirements”?

Back 1404

“Validated Requirements” are requirements that are valuable to the organization and support goals and objectives. They can be traced back to the goals and objectives they support and are in scope.

Front 1405

What is “Opportunity Cost”?

Back 1405

Opportunity cost is the cost of not using funds for alternative investments. It happens on projects when non-validated requirements get implemented because alternative solutions could have been invested in.

Front 1406

What is a “Relationship” (in Data Modeling)?

Back 1406

A relationship is a significant business connection between concepts (entities).

Front 1407

What is an “Attribute” (in Data Modeling)?

Back 1407

At attribute is an individual fact about a concept (entity), and assigned to a specific concept.

Front 1408

What are “Non-functional Requirements”?

Back 1408

Non-functional Requirements are environmental conditions or qualities under which the solution must remain effective. They complement the behavior or functionality of the solution.AKA - Service Level Agreements (SLAs), for non-software development projects; “quality of service” requirements

Front 1409

What is “Process Modeling”

Back 1409

Process modeling is a technique for visually documenting work performed in an organization, including who does it and how they collaborate. Useful for many aspects of analysis.

Front 1410

What is a “Process”?

Back 1410

A process is a series of business steps performed to accomplish a goal, done in response to a trigger that transforms inputs to outputs.

Front 1411

What is a “Use Case Model”?

Back 1411

A use case model is a model that combines:graphical systems overview showing actors, use cases, and their interface, and written narratives that detail interactions between actors and the system

Front 1412

What is a “Scenario”?

Back 1412

A scenario is one instance of a use case, whether it is a primary or alternate path (or flow) through the use case.AKA - Use Case

Front 1413

What are “Use Case Relationships”?

Back 1413

The types of use case relationships include:Associations = relationships between actors and use casesStereotypes = relationships between use cases

Front 1414

What is a “Use Case Diagram”?

Back 1414

A Use Case Diagram visually represents the system and its boundaries in scope of the solution. They also show which actors interact with the use cases (processes) within the solution.

Front 1415

What is an “Object”?

Back 1415

An object is an instance or example of a UML class, much more often used in design work and programming than in business analysis.

Front 1416

What is a “Sequence Diagram”?

Back 1416

A sequence diagram is a UML diagram that shows the interactions between objects in a system.

Front 1417

What is a “State Diagram”?

Back 1417

A state diagram depicts the various “states” that an entity/class goes through during its lifetime; transitions move an entity from state to state based on events or other triggers.AKA - State Machine Diagram, State Transition Diagram, Entity Life Cycle Diagram

Front 1418

What is a “Transition” (in a State Diagram)?

Back 1418

A transition in a state diagram is an event or other trigger that causes an entity to move from one state to another. Business rules dictate which transitions are valid for which states.

Front 1419

What is a “State” (in a State Diagram)?

Back 1419

A state in a state diagram is a discrete condition or status that an entity/class can occupy. An object of a class has one and only one current state. Business rules dictate the states.

Front 1420

What is a “User Story”?

Back 1420

A user story is a brief text statement that describes functional requirements at a high narrative level, focusing primarily on behavior.

Front 1421

What does it mean to “Maintain Requirements for re-use”?

Back 1421

Manage knowledge of requirements following their implementation. Identify requirements that are candidates for long-term usage by the organization. These may include requirements that an organization must meet on an ongoing basis, as well as requirements that are implemented as part of a solution. BABOK 4.3.2

Front 1422

What is “Manage Business Analysis Performance”?

Back 1422

To manage the performance of business analysis activities to ensure that they are executed as effectively as possible. This task covers performed by the business analyst. It includes how to track, assess, and report on the quality of the work and take steps to correct any problems that may arise. BABOK 2.6.2

Front 1423

What is “Manage Requirements Traceability”?

Back 1423

Create and maintain relationships between business objectives, requirements, other team deliverables, and solution components to support business analysis or other activities. BABOK 4.2.2

Front 1424

What is “Manage Solution Scope and Requirements”?

Back 1424

Similar to scope management in project management, this task is concerned with obtaining approval for initial scope, and managing changes to scope throughout a project. BABOK 4.1.2AKA - Scope Management

Front 1425

What is “Maslow’s Hierarchy of Needs”?

Back 1425

Physiological, Safety, Love/Belonging, Esteem, Self-actualization.Mnemonic - PSLES

Front 1426

What is a “Message”?

Back 1426

Information sent between objects in a sequence diagram, shown as an arrow between the objects. The sequence diagram shows the stimuli flowing between objects. Messages become stimuli that trigger actions and are called events in UML. BABOK 9.28.3

Front 1427

What is “Metatdata”?

Back 1427

Data about data, such as ranges or other constraints on attribute values, code values, volumes of data instances, etc. BABOK 9.7.3See Data Modeling

Front 1428

What is a “Methodology”?

Back 1428

See Approach

Front 1429

What is a “Metric”?

Back 1429

A standard of measurement often associated with a goal or the performance of something. It is usually associated with a single point in time.

Front 1430

What are “Metrics and Key Performance Indicators”?

Back 1430

A technique for measuring progress and performance. Metrics are meant to measure business performance, like their name implies. Key Performance Indicators measure progress on strategic goals. BABOK 9.16.2

Front 1431

What is a “Milestone”?

Back 1431

Represent significant events in the progress of a project. Milestones are used to measure the progress of the project and compare actual progress to earlier estimates. Milestones can be used as a time to celebrate the completion or delivery of a major deliverable or section of project work. An example of a major milestone is the stakeholders’ and sponsor’s formal approval of a requirements document. BABOK 2.3.4.4AKA - Goal or target

Front 1432

What is a “Model”?

Back 1432

A template for representing requirements that may combine textual element, matrices, and diagrams. Serves as an abstraction which represents some or all of the proposed solution.

Front 1433

What is a “Model Selection Concepts”?

Back 1433

Models can be selected based on these categories. Processes, User Classes, Profiles, or Roles, Rules, Entities (Concepts) and Relationships, and Events. BABOK 6.2.4.2Mnemonic - PUREE

Front 1434

What is “MoSCoW Analysis”?

Back 1434

A requirements prioritization technique, using an acronym to divide requirements into four categories: Must have, Should have, Could have, and Won’t have. BABOK 6.1.5.2

Front 1435

What is “Negotiation”?

Back 1435

Broadly speaking, negotiation is an interaction of influences. Such interactions, for example, include the process of resolving disputes, agreeing upon courses of action, bargaining for individual or collective advantage, or crafting outcomes to satisfy various interests. Negotiations involves two basic elements: the process and the substance.

Front 1436

What are “Non-functional Requirements”?

Back 1436

Non-functional requirements capture conditions that do not directly relate to the behavior or functionality of the solution, but rather describe environmental conditions under which the solution must remain effective or qualities that the systems must have. They are also known as quality or supplementary requirements. These can include requirements related to capacity, speed, security, availability and the information architecture and presentation of the user interface. BABOK 9.17.3AKA - Supplementary Specifications, Quality-of-Service RequirementsMnemonic - PUREE

Front 1437

What is “Object-oriented Modeling”?

Back 1437

Views information management systems as a collection of classes that pass messages to one another, which contain both data and the operations used to create and modify those attributes. Data and processes are not modeled separately.AKA - Object-oriented analysis

Front 1438

What is “Observation”?

Back 1438

A technique used to elicit requirements by watching people in their natural work environment. This technique is useful as an adjunct to other elicitation methods; e.g. to fill in gaps. BABOK 9.18.2AKA - Job Shadowing

Front 1439

What is an “Opportunity”?

Back 1439

An opportunity is one of the two aspects the BABOK lists as a business need. It is the potential for adding something beneficial to the business, usually in the form of a new product, market, or service. BABOK 5.1.4.2

Front 1440

What is “Opportunity Cost”?

Back 1440

Opportunity Cost is the cost of not using funds for alternative investments. It happens on projects when non-validated requirements get implemented because alternative solutions could have been invested in. BABOK 6.6.4.5

Front 1441

What is “Organization Modeling”?

Back 1441

Organization modeling is a technique to depict the structure of an organization, its functions, and its people. It shows the “scope” of organization units, the relationships between people of that unit, their roles, and how they interface with other units. BABOK 9.19.2

Front 1442

What are “Organizational Process Assets”?

Back 1442

Organizational Process Assets are “all materials used by groups within an organization to define, tailor, implement, and maintain their processes.” Can include: elements of existing business analysis approaches used by the organization, corporate governance standards, and templates. BABOK 2.1.3

Front 1443

What is “Requirements Traceability”?

Back 1443

Requirements Traceability is the ability to track a requirement’s relationships through the development life cycle. It should be bi-directional, to trace requirements back to the business need for them, and forward through the design and implementation

Front 1444

What is a “Work Product”?

Back 1444

A work product may include documents, notes, diagrams, etc. that are byproducts of a project, used to record and organize information, and help in analyzing requirements.

Front 1445

What is a “Transition Requirement”?

Back 1445

Transition requirements are for temporary capabilities in order to transition from an existing to a new solution.

Front 1446

What is “Systems Thinking”?

Back 1446

Systems are a dynamic and complex whole, interacting as a structured functional unitInformation flows between the different elements that compose the systemInformation flows from and to the surrounding environment via definite boundariesImprovements should focus on system and not people

Front 1447

Objective

Back 1447

A target or metric that a person or organization seeks to meet in order to progress towards a goal.

Front 1448

Object Oriented Modeling

Back 1448

An approach to software engineering where software is comprised of components that are encapsulated groups of data and functions which can inherit behavior and attributes from other components; and whose components communicate via messages with one another. In some organizations, the same approach is used for business engineering to describe and package the logical components of the business.

Front 1449

Observation

Back 1449

Observation is a means to elicit requirements by conducting an assessment of the stakeholder’s work environment.

Front 1450

Operational Support

Back 1450

A stakeholder who helps to keep the solution functioning, either by providing support to end users (trainers, help desk) or by keeping the solution operational on a day-to-day basis (network and other tech support).

Front 1451

Operative Rule(s)

Back 1451

The business rules an organization chooses to enforce as a matter of policy. They are intended to guide the actions of people working within the business. They may oblige people to take certain actions, prevent people from taking actions, or prescribe the conditions under which an action may be taken.

Front 1452

Opportunity Analysis

Back 1452

The process of examining new business opportunities to improve organizational performance.

Front 1453

Optionality

Back 1453

Defining whether or not a relationship between entities in a data model is mandatory. Optionality is shown on a data model with a special notation.

Front 1454

Organization

Back 1454

An autonomous unit within an enterprise under the management of a single individual or board, with a clearly defined boundary that works towards common goals and objectives. Organizations operate on a continuous basis, as opposed to an organizational unit or project team, which may be disbanded once its objectives are achieved.

Front 1455

Organization Modeling

Back 1455

The analysis technique used to describe roles, responsibilities and reporting structures that exist within an organization.

Front 1456

Organizational Process Asset

Back 1456

All materials used by groups within an organization to define, tailor, implement, and maintain their processes.

Front 1457

Organizational Readiness Assessment

Back 1457

An assessment that describes whether stakeholders are prepared to accept the change associated with a solution and are able to use it effectively.

Front 1458

Organizational Unit

Back 1458

Any recognized association of people in the context of an organization or enterprise.

Front 1459

Peer Review

Back 1459

A validation technique in which a small group of stakeholders evaluates a portion of a work product to find errors to improve its quality.

Front 1460

Plan-driven Methodology

Back 1460

Any methodology that emphasizes planning and formal documentation of the processes used to accomplish a project and of the results of the project. Plan-driven methodologies emphasize the reduction of risk and control over outcomes over the rapid delivery of a solution.

Front 1461

Prioritization

Back 1461

The process of determining the relative importance of a set of items in order to determine the order in which they will be addressed.

Front 1462

Problem Statement

Back 1462

A brief statement or paragraph that describes the problems in the current state and clarifies what a successful solution will look like.

Front 1463

Process

Back 1463

See business process.

Front 1464

Process Map

Back 1464

A business model that shows a business process in terms of the steps and input and output flows across multiple functions, organizations, or job roles.

Front 1465

Process Model

Back 1465

A visual model or representation of the sequential flow and control logic of a set of related activities or actions.

Front 1466

Product

Back 1466

A solution or component of a solution that is the result of a project.

Front 1467

Product Backlog

Back 1467

A set of user stories, requirements or features that have been identified as candidates for potential implementation, prioritized, and estimated.

Front 1468

Product Scope

Back 1468

The features and functions that characterize a product, service or result.

Front 1469

Project

Back 1469

A temporary endeavor undertaken to create a unique product, service or result.

Front 1470

Project Charter

Back 1470

A document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities.

Front 1471

Project Manager

Back 1471

The stakeholder assigned by the performing organization to manage the work required to achieve the project objectives.

Front 1472

Project Scope

Back 1472

The work that must be performed to deliver a product, service, or result with the specified features and functions. See also scope.

Front 1473

Prototype

Back 1473

A partial or preliminary version of the system.

Front 1474

Quality

Back 1474

The degree to which a set of inherent characteristics fulfills requirements.

Front 1475

Quality Assurance

Back 1475

Activities performed to ensure that a process will deliver products that meet an appropriate level of quality.

Front 1476

Quality Attributes

Back 1476

The subset of nonfunctional requirements that describes properties of the software's operation, development, and deployment (e.g., performance, security, usability, portability, and testability).

Front 1477

Questionnaire

Back 1477

See survey.

Front 1478

Regulator

Back 1478

A stakeholder with legal or governance authority over the solution or the process used to develop it.

Front 1479

Relationship

Back 1479

A defined association between concepts, classes or entities. Relationships are usually named and include the cardinality of the association.

Front 1480

Relationship Map

Back 1480

A business model that shows the organizational context in terms of the relationships that exist among the organization, external customers, and providers.

Front 1481

Repository

Back 1481

A real or virtual facility where all information on a specific topic is stored and is available for retrieval.

Front 1482

Request For Information (RFI)

Back 1482

A requirements document issued to solicit vendor input on a proposed process or product. An RFI is used when the issuing organization seeks to compare different alternatives or is uncertain regarding the available options

Front 1483

Request For Proposal (RFP)

Back 1483

A requirements document issued when an organization is seeking a formal proposal from vendors. An RFP typically requires that the proposals be submitted following a specific process and using sealed bids which will be evaluated against a formal evaluation methodology.

Front 1484

Request For Quote (RFQ)

Back 1484

An informal solicitation of proposals from vendors.

Front 1485

Requirement

Back 1485

1) A condition or capability needed by a stakeholder to solve a problem or achieve an objective. 2) A condition or capability that must be met of possessed by a solution or solution component to satisfy a contract, standard, specification or other formally imposed documents. 3) A documented representation of a condition or capability as in 1) or 2).

Front 1486

Requirement(s) Attribute

Back 1486

Metadata related to a requirement used to assist with requirements development and management.

Front 1487

Requirement(s) Defect

Back 1487

An error in requirements caused by incorrect, incomplete, missing, or conflicting requirements.

Front 1488

Requirements Allocation

Back 1488

The process of apportioning requirements to subsystems and components (i.e., people, hardware, and software).

Front 1489

Requirements Discovery Session

Back 1489

See requirements workshop.

Front 1490

Requirements Document

Back 1490

See requirements package.

Front 1491

Requirements Iteration

Back 1491

An iteration that defines requirements for a subset of the solution scope. For example, an iteration of requirements would include identifying a part of the overall product scope to focus upon, identifying requirements sources for that portion of the product, analyzing stakeholders and planning how to elicit requirements from them, conducting elicitation techniques, documenting the requirements, and validating the requirements.

Front 1492

Requirements Management

Back 1492

The activities that control requirements development, including requirements change control, requirements attributes definition, and requirements traceability.

Front 1493

Requirements Management Plan

Back 1493

A description of the requirements management process.

Front 1494

Requirements Management Tool

Back 1494

A software tool that stores requirements information in a database, captures requirements attributes and associations, and facilitates requirements reporting.

Front 1495

Requirements Model

Back 1495

A representation of requirements using text and diagrams. Requirements models can also be called user requirements models or analysis models and can supplement textual requirements specifications.

Front 1496

Requirements Package

Back 1496

A requirements package is a set of requirements grouped together in a document or presentation for communication to stakeholders.

Front 1497

Requirements Quality

Back 1497

See requirements validation and requirements verification.

Front 1498

Requirements Risk Mitigation Strategy

Back 1498

An analysis of requirements-related risks that ranks risks and identifies actions to avoid or minimize those risks.

Front 1499

Requirements Signoff

Back 1499

Formal approval of a set of requirements by a sponsor or other decision maker.

Front 1500

Requirements Trace Matrix

Back 1500

A matrix used to track requirements' relationships. Each column in the matrix provides requirements information and associated project or software development components.

Front 1501

Requirements Traceability

Back 1501

The ability to identify and document the lineage of each requirement, including its derivation (backward traceability), its allocation (forward traceability), and its relationship to other requirements.

Front 1502

Requirements Validation

Back 1502

The work done to ensure that the stated requirements support and are aligned with the goals and objectives of the business.

Front 1503

Requirements Verification

Back 1503

The work done to evaluate requirements to ensure they are defined correctly and are at an acceptable level of quality. It ensures the requirements are sufficiently defined and structured so that the solution development team can use them in the design, development and implementation of the solution.

Front 1504

Requirements Workshop

Back 1504

A requirements workshop is a structured meeting in which a carefully selected group of stakeholders collaborate to define and or refine requirements under the guidance of a skilled neutral facilitator.

Front 1505

Retrospective

Back 1505

See lessons learned process.

Front 1506

Return on Investment

Back 1506

A measure of the profitability of a project or investment.

Front 1507

Risk

Back 1507

An uncertain event or condition that, if it occurs, will affect the goals or objectives of a proposed change.

Front 1508

Risk Mitigation Strategy

Back 1508

See requirements risk mitigation strategy.

Front 1509

Root Cause Analysis

Back 1509

Root cause analysis is a structured examination of an identified problem to understand the underlying causes.

Front 1510

Scenario

Back 1510

An analysis model that describes a series of actions or tasks that respond to an event. Each scenario is an instance of a use case.

Front 1511

Scope

Back 1511

The area covered by a particular activity or topic of interest. See also project scope and solution scope.

Front 1512

Scope Model

Back 1512

A model that defines the boundaries of a business domain or solution.

Front 1513

Secondary Actor

Back 1513

An actor who participates in but does not initiate a use case.

Front 1514

Sequence Diagram

Back 1514

A type of diagram that shows objects participating in interactions and the messages exchanged between them.

Front 1515

Service

Back 1515

Work carried out or on behalf of others.

Front 1516

Software Engineer

Back 1516

See developer.

Front 1517

Software/Systems Requirements Specification

Back 1517

A requirements document written primarily for Implementation SMEs describing functional and nonfunctional requirements.

Front 1518

Solution

Back 1518

A solution meets a business need by resolving a problem or allowing an organization to take advantage of an opportunity.

Front 1519

Solution Requirement

Back 1519

A characteristic of a solution that meets the business and stakeholder requirements. May be subdivided into functional and non-functional requirements.

Front 1520

Solution Scope

Back 1520

The set of capabilities a solution must deliver in order to meet the business need. See also scope.

Front 1521

Span of Control

Back 1521

Span of control is the number of employees a manger is directly (or indirectly) responsible for.

Front 1522

Sponsor

Back 1522

A stakeholder who authorizes or legitimizes the product development effort by contracting for or paying for the project.

Front 1523

Stakeholder

Back 1523

A group or person who has interests that may be affected by an initiative or influence over it.

Front 1524

Stakeholder Analysis

Back 1524

The work to identify the stakeholders who may be impacted by a proposed initiative and assess their interests and likely participation.

Front 1525

Stakeholder List, Roles, and Responsibility Designation

Back 1525

A listing of the stakeholders affected by a business need or proposed solution and a description of their participation in a project or other initiative.

Front 1526

Stakeholder Requirement

Back 1526

Stakeholder requirements are statements of the needs of a particular stakeholder or class of stakeholders. They describe the needs that a given stakeholder has and how that stakeholder will interact with a solution. Stakeholder requirements serve as a bridge between business requirements and the various categories of solution requirements.

Front 1527

State Diagram

Back 1527

An analysis model showing the life cycle of a data entity or class.

Front 1528

State Machine Diagram

Back 1528

See state diagram.

Front 1529

State Transition Diagram

Back 1529

See state diagram..

Front 1530

Stated Requirements

Back 1530

A requirement articulated by a stakeholder that has not been analyzed, verified, or validated. Stated requirements frequently reflect the desires of a stakeholder rather than the actual need.

Front 1531

Structural Rule

Back 1531

Structural rules determine when something is or is not true or when things fall into a certain category. They describe categorizations that may change over time.

Front 1532

Storyboard

Back 1532

See dialog hierarchy and dialog map.

Front 1533

Structured Walkthrough

Back 1533

A structured walkthrough is an organized peer review of a deliverable with the objective of finding errors and omissions. It is considered a form of quality assurance.

Front 1534

Subject Matter Expert (SME)

Back 1534

A stakeholder with specific expertise in an aspect of the problem domain or potential solution alternatives or components.

Front 1535

Supplier

Back 1535

A stakeholder who provides products or services to an organization.

Front 1536

Survey

Back 1536

A survey administers a set of written questions to stakeholders in order to collect responses from a large group in a relatively short period of time.

Front 1537

Swimlane

Back 1537

The horizontal or vertical section of a process model that show which activities are performed by a particular actor or role.

Front 1538

SWOT Analysis

Back 1538

SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats. It is a model used to understand influencing factors and how they may affect an initiative.

Front 1539

System

Back 1539

A collection of interrelated elements that interact to achieve an objective. System elements can include hardware, software, and people. One system can be a sub-element (or subsystem) of another system.

Front 1540

Technical Constraint(s)

Back 1540

Technical constraints are limitations on the design of a solution that derive from the technology used in its implementation. See also business constraint.

Front 1541

Technique

Back 1541

Techniques alter the way a business analysis task is performed or describe a specific form the output of a task may take.

Front 1542

Temporal Event

Back 1542

A system trigger that is initiated by time.

Front 1543

Tester

Back 1543

A stakeholder responsible for assessing the quality of, and identifying defects in, a software application.

Front 1544

Throw-away Prototype

Back 1544

A prototype used to quickly uncover and clarify interface requirements using simple tools, sometimes just paper and pencil. Usually discarded when the final system has been developed.

Front 1545

Timebox

Back 1545

A fixed period of time to accomplish a desired outcome.

Front 1546

Traceability

Back 1546

See requirements traceability.

Front 1547

Transition Requirement(s)

Back 1547

A classification of requirements that describe capabilities that the solution must have in order to facilitate transition from the current state of the enterprise to the desired future state, but that will not be needed once that transition is complete.

Front 1548

Unified Modeling Language (UML)

Back 1548

A non-proprietary modeling and specification language used to specify, visualize, and document deliverables for object-oriented software-intensive systems.

Front 1549

Use Case

Back 1549

An analysis model that describes the tasks that the system will perform for actors and the goals that the system achieves for those actors along the way.

Front 1550

Use Case Diagram

Back 1550

A type of diagram defined by UML that captures all actors and use cases involved with a system or product.

Front 1551

User

Back 1551

A stakeholder, person, device, or system that directly or indirectly accesses a system.

Front 1552

User Acceptance Test

Back 1552

Test cases that users employ to judge whether the delivered system is acceptable. Each acceptance test describes a set of system inputs and expected results.

Front 1553

User Requirement

Back 1553

See stakeholder requirement(s).

Front 1554

User Requirements Document

Back 1554

A requirements document written for a user audience, describing user requirements and the impact of the anticipated changes on the users.

Front 1555

User Story

Back 1555

A high-level, informal, short description of a solution capability that provides value to a stakeholder. A user story is typically one or two sentences long and provides the minimum information necessary to allow a developer to estimate the work required to implement it.

Front 1556

Validated Requirements

Back 1556

Requirements that have been demonstrated to deliver business value and to support the business goals and objectives.

Front 1557

Validation

Back 1557

The process of checking a product to ensure that it satisfies its intended use and conforms to its requirements. Validation ensures that you built the correct solution. Also see requirements validation.

Front 1558

Variance Analysis

Back 1558

Analysis of discrepancies between planned and actual performance, to determine the magnitude of those discrepancies and recommend corrective and preventative action as required.

Front 1559

Verification

Back 1559

The process of checking that a deliverable produced at a given stage of development satisfies the conditions or specifications of the previous stage. Verification ensures that you built the solution correctly. Also see requirements verification.

Front 1560

Verified Requirements

Back 1560

Requirements that have been shown to demonstrate the characteristics of requirements quality and as such are cohesive, complete, consistent, correct, feasible, modifiable, unambiguous, and testable.

Front 1561

Vertical Prototype

Back 1561

A prototype that dives into the details of the interface, functionality, or both.

Front 1562

Vision Statement (product vision statement)

Back 1562

A brief statement or paragraph that describes the why, what, and who of the desired software product from a business point of view.

Front 1563

Walkthrough

Back 1563

A type of peer review in which participants present, discuss, and step through a work product to find errors. Walkthroughs of requirements documentation are used to verify the correctness of requirements. See also structured walkthrough.

Front 1564

Work Breakdown Structure (WBS)

Back 1564

A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project.

Front 1565

Work Product

Back 1565

A document or collection of notes or diagrams used by the business analyst during the requirements development process.

Front 1566

What are the “themes” of BA Planning and Monitoring that should be considered?

Back 1566

The three themes to remember regarding BA Planning & Monitoring include:Understanding stakeholdersConsidering lifecycle approachPlanning requirements management

Front 1567

On what is the success of conducting requirements elicitation dependent on?

Back 1567

Successful requirements elicitation is highly dependent on:Stakeholder knowledgeStakeholder willingness to participateGroups’ ability to reach consensus

Front 1568

The knowledge area “Requirements Analysis” delves into which two types of Requirements?

Back 1568

Requirements Analysis delves into both solution and stakeholder requirements.

Front 1569

What is the goal of “Requirements Analysis”?

Back 1569

The goal of Requirements Analysis is for the project team to have a clear understanding of requirements, to provide input for designing and implementing the solution. BABOK Section 6

Front 1570

What is the purpose of the knowledge area “Solution Assessment & Validation”?

Back 1570

Solution Assessment & Validation is the transition of requirements to successful design and implementation.

Front 1571

What are the considerations regarding “Solution Assessment & Validation” mentioned in the BOK?

Back 1571

The BOK mentions the following considerations:Business processesOrganizational structuresOutsourcing agreementsSoftware applicationsMiscellaneous solution components

Front 1572

What is the goal of “Underlying Competencies” knowledge area?

Back 1572

The goal of the “Underlying Competencies” knowledge area is to improve the effectiveness in doing our jobs.

Front 1573

What are the six categories of underlying competencies?

Back 1573

Analytical thinking and problem solvingBehavioral characteristicsBusiness knowledgeCommunication skillsInteraction skillsSoftware applications

Front 1574

What are the skills needed for analytical thinking and problem solving?

Back 1574

Creative thinkingDecision makingLearningProblem solvingSystems thinking

Front 1575

What are the behavioral characteristics a BA should possess?

Back 1575

Personal OrganizationEthicsTrustworthiness

Front 1576

What are the competencies a BA should have in regards to Business Knowledge?

Back 1576

Industry knowledgeBusiness principles & practicesOrganization knowledgeSolution knowledge

Front 1577

What are the communication skills needed by a BA?

Back 1577

TeachingOral CommunicationWritten Communication

Front 1578

What are the BA interaction skills needed?

Back 1578

Leadership & influencingFacilitation & negotiationTeamwork

Front 1579

What is the mnemonic for Maslow’s hierarchy of needs, and what does it stand for?

Back 1579

P - PhysiologicalS - SafetyL - Love and belongingE - EsteemS - Self-actualization

Front 1580

What is the Tuckman Model of team development?

Back 1580

FormStormNormPerformMourn

Front 1581

What are the types of software applications BA should be familiar with?

Back 1581

General-purpose applicationsSpecialized applications

Front 1582

What are the tasks of Enterprise Analysis?

Back 1582

5.1 - Define the Business Need5.2 - Determine the Gap in capabilities to meet the business need5.3 - Determine the Solution Approach5.4 - Define the Solution Scope5.5 - Develop the Business CaseMnemonic: NGASC

Front 1583

What are some typical items in a business case? (beyond BC RAMP)

Back 1583

ContextBenefitsTime & CostsImpactsMiscellaneousBABOK 5.5, Figure 5.20

Front 1584

Which stakeholders should be consulted when defining the business need (EA Task 5.1)?

Back 1584

Customer or SupplierDomain SME and End UserImplementation SMERegulatorSponsor

Front 1585

Which stakeholders should be consulted when assessing capability gaps (EA Task 5.2)?

Back 1585

Customer or SupplierDomain SMEEnd UserImplementation SMESponsor

Front 1586

Which stakeholders should be consulted when determining solution scope (EA Task 5.3)?

Back 1586

Customer Domain SMEEnd UserSupplierImplementation SMESponsor

Front 1587

What are some solution approach examples?

Back 1587

Use existing software or technology that are available, but unusedObtain new software by buying or leasing itDevelop custom softwareAdd staff or other resources; make organizational changesImprove business processes or proceduresOutsource or partner with an external org

Front 1588

Which stakeholders should be consulted when defining solution scope (EA Task 5.4)?

Back 1588

Domain SMEImplementation SMEProject ManagerSponsor

Front 1589

What are the components of solution scope?

Back 1589

Scope of analysisCapabilities supported by solution componentsCapabilities in individual releases or iterationsEnabling capabilitiesFigure 5.16

Front 1590

Which stakeholders should be consulted when defining business case (EA Task 5.5)?

Back 1590

SponsorDomain SMEImplementation SMEProject Manager

Front 1591

What are the general ways that business needs surface?

Back 1591

Top-down (strategic goals)Bottom-up (customers/workers)Middle out (middle managers request change)External (government, competition, partners)

Front 1592

What are the four key considerations for determining the BA Approach (BPM Task 2.1)?

Back 1592

Methodologies availableNeeds and objectivesStandards in placeProject approach

Front 1593

What are the most common approach methodologies referred to by the BABOK?

Back 1593

WaterfallAgile (iterative approach)Lean (focus on value)Six Sigma (process improvement to reduce defects/improve quality)

Front 1594

What are the major aspects of the BPM Task 2.3, Plan BA Activities?

Back 1594

The major aspects of planning BA Activities include:Determine the BA work that must be done and what deliverables will be producedEstimate the effort needed to perform the activitiesIdentify management tools to monitor the progress of activities and deliverables

Front 1595

What are the two main goals of the task of “Organize Requirements” (6.2) in the Requirements Analysis knowledge area?

Back 1595

The two main goals of the task of “Organize Requirements” are:decide which models are appropriate for representing solution scoperepresent any relationships/dependences in the models

Front 1596

What is the main task for analysis in Requirements Analysis?

Back 1596

The main task for analysis in Requirements Analysis is “Specify and Model Requirements” (RA Task 6.3)

Front 1597

What are the features and benefits of using models to communicate requirements?

Back 1597

Insight into opportunities for improvementSupplies details and structure for creating solutions to business needsFosters communication among stakeholdersSupports training and knowledge managementEnsures compliance with contracts/regulations

Front 1598

What are the three things that a BA does with “Assumptions” (RA Task 6.4) in Requirements Analysis?

Back 1598

Identifies and documents themAttempts to confirm their accuracyManagement requirements-related risks

Front 1599

What are the typical types of constraints that might be encountered on a project?

Back 1599

BusinessTechnicalExternal

Front 1600

What are the categories of constraints that BAs should identify?

Back 1600

Solution designConstructionTestingValidationDeployment

Front 1601

What will a constraint always do to a solution?

Back 1601

A constraint will always limit a solution, whether in scope, time, or cost.

Front 1602

What are the attributes of assumptions and constraints that should be captured?

Back 1602

The attributes of constraints that should be captured include:Date identifiedOwnerImpactAssociated riskOther explanatory information

Front 1603

What is the purpose of verifying requirements (RA Task 6.5)?

Back 1603

The purpose of verifying requirements is to ensure that they are defined clearly and precisely enough so that they can be designed and developed to meet business needs. This is a quality check to confirm that requirements are:Ready for review by stakeholders to validateComplete and provide all inputs needed to begin construction

Front 1604

What is the purpose of validating requirements as a part of requirements analysis?

Back 1604

Validating requirements is done to make sure requirements support and implement the business requirements (as defined in the business case or as discovered in Enterprise Analysis).

Front 1605

What is a key related task to validating requirements?

Back 1605

A key related task to validating requirements is Managing conflict, Task 4.1

Front 1606

What is the purpose of Task 4.2, Manage Requirements Traceability?

Back 1606

Manage Requirements Traceability is a useful way to discover and maintain relationships between important facets of requirements.

Front 1607

What are some examples of the relationships that might be traced?

Back 1607

The following types of relationships might be traced:Business ObjectivesDependencies or other requirementsTeam deliverables, such as use and/or test casesSolution components, such as design docs

Front 1608

What are the three reasons cited in the BABOK for citing interrelationships in traceability?

Back 1608

Impact analysis Requirements coverage Requirements allocation

Front 1609

In order to be re-usable, requirements should be:

Back 1609

Clearly identified and definedEasily accessible to other analysts on other projectsStored in a repository for shared access and maintenance

Front 1610

What are the requirements of maintaining requirements for re-use (RMC Task 4.3)

Back 1610

Improved impact analysis when new initiatives are proposed or beginReduced analysis on new projects by reusing previous deliverablesEnhanced support of system maintenance, training, and compliance

Front 1611

What does it mean to “Prepare Requirements Package” RMC Task 4.4?

Back 1611

A requirements package is typically a formal collection of requirements documents, packaged together to be complete and to be presented to stakeholders. The intent is to “adequately communication the requirements appropriate for the intended audience.”

Front 1612

What are the reasons for preparing a requirements package?

Back 1612

Provide early feedback about quality and help with planningPresent analysis of potential alternativesFormally review and obtain approvalPass on to the design team as inputsValidate conformance to contractual and compliance responsibilitiesMaintain requirements for re-use

Front 1613

What should a requirements packages be?

Back 1613

UnderstandableActionalClear, conciseHave the appropriate level of detailOnly as complete as needed (just enough)Tailored to the intended recipients

Front 1614

Requirements must be ________ to be understood

Back 1614

CommunicatedBABOK states that communication must be “concise, appropriate, and effective”

Front 1615

What are the types of communication that might be used to communicate requirements?

Back 1615

Formal and informal conversationsNotes, e.g. interview and observationsRequirements package items (documents/presentations)

Front 1616

What are the six tasks of the KA “Solution Assessment & Validation”?

Back 1616

They are:P - Assess Proposed SolutionA - Allocation ResourcesR - Assess organizational ReadinessT - Define Transition RequirementsV - Validate SolutionP - Perform Solution Evalution (Evaluate Solution Performance)Mnemonic: PART VP

Front 1617

What is the purpose of the SA Task 7.2 “Allocate Requirements”?

Back 1617

To “Allocate Requirements” means assigning of stakeholder and solution requirements to solution components, such as releases. It traces requirements through implementation.

Front 1618

What is the goal of the SA Task 7.2 “Allocate Requirements”?

Back 1618

The goal of allocating requirements is to realize the maximum value in the final solution.

Front 1619

When can the task “Allocate Requirements” begin?

Back 1619

Allocating requirements may begin as soon as the solution approach is selected, and will continue until all requirements have been allocated.

Front 1620

What criteria does the BOK state may be used when allocating requirements?

Back 1620

The BOK mentions:Organizational unitsJob functionsPeopleSoftwareApplication componentsReleases of a solution

Front 1621

What is the purpose of the SA task “Assess Organizational Readiness” (7.3)?

Back 1621

To help determine if the organization is ready to adopt a proposed solution, an assessment of its ability to incorporate the solution should be done.

Front 1622

Besides assessing organizational readiness, what other activities are included in this task?

Back 1622

Communicate solution impactsSpecify training requirements

Front 1623

What is the purpose of the SA task “Define Transition Requirements”? (7.4)

Back 1623

This task covers requirements to help transition from an existing state or solution to a new solution.

Front 1624

What might be done when a new solution is replacing an old one (when “Defining Transition Requirements”)?

Back 1624

To aid in the transition process, implementation teams often develop new, temporary capabilities to aid in the transition.

Front 1625

What is the purpose of the SA task “Validate Solution”?

Back 1625

The purpose of “Validate Solution” is to validate the solution after construction or implementation, and to identify and propose appropriate responses to known defects.

Front 1626

A “post-implementation assessments” is also known as what SA Task?

Back 1626

“Evaluate Solution Performance”

Front 1627

What is the purpose of the SA Task “Evaluate Solution Performance”?

Back 1627

The purpose of the task “Evaluate Solution Performance” is to evaluate how the solution is used after implementation and assess their effect on an organization.

Front 1628

What are some reasons why a solution might be modified after deployment?

Back 1628

Manual workarounds (solution is inflexible)Capturing of additional data not in the solutionNew, previously unknown policies regarding the solution (e.g. who can do what)

Front 1629

What are the elements of the Enterprise Analysis task Define Business Need (5.1)?

Back 1629

The elements of the Enterprise Analysis task Define Business Need include:Business Goals and ObjectivesBusiness Problem or OpportunityDesired Outcome

Front 1630

What are the factors that could be considered when defining a business need?

Back 1630

Negative impacts to organizationBenefits expected from addressing the problem or opportunityTimeframe for solvingRoot cause

Front 1631

What are the elements of the Enterprise Analysis task Assess Capability Gaps (5.2)?

Back 1631

The elements of the Enterprise Analysis task Assess Capability Gaps include:.1 - Current Capability Analysis.2 - Assessment of New Capability Requirements.3 - Assumptions

Front 1632

What are the enterprise architecture frameworks?

Back 1632

The enterprise architecture frameworks include:Zachman Framework POLDAT FrameworkTOGAF Framework

Front 1633

What types of capabilities could be analyzed during Current Capability Analysis?

Back 1633

Business ProcessesWork tasks performedEvents that must be responded toProducts and service providedGoals that a solution could supportSoftware application features and functionsBABOK Figure 5.10

Front 1634

What are the elements of the Enterprise Analysis task Determine Solution Approach (5.3)?

Back 1634

The elements of the Enterprise Analysis task Determine Solution Approach include:.1 - Alternative Generation.2 - Assumptions and Constraints.3 - Ranking and Selection of Approaches

Front 1635

What are the areas of study for assessing and ranking solution approaches?

Back 1635

OperationalEconomicTechnicalSchedulingOrganizationalCulturalLegalMarketingBABOK Figure 5.14

Front 1636

What are the elements of the Enterprise Analysis task Define Solution Scope (5.4)?

Back 1636

The elements of the Enterprise Analysis task Define Solution Scope include:.1 - Solution Scope Definition.2 - Implementation Approach.3 - Dependencies

Front 1637

What are the items that should be included in a “scope statement”?

Back 1637

Major features and functionsInteractionsProject boundaries

Front 1638

What should the implementation approach specify?

Back 1638

The implementation approach should specify the features and functions, and the timing of implementing them.

Front 1639

What are the components of a problem statement?

Back 1639

The components of a problem statement include:Define the problem/situationIndicate who is affectedIdentify the impactBenefits of solving the problem

Front 1640

What are the elements of the Enterprise Analysis task 5.5, Define Business Case?

Back 1640

.1 - Benefits.2 - Costs.3 - Risk Assessment.4 - Results MeasurementMnemonic: BCRMP

Front 1641

When evaluating benefits as a part of preparing a business case, what types of benefits may be defined, and which is preferred?

Back 1641

Qualitative and quantitative benefits can be defined and measure, however, quantitative is preferable for objective assessment against costs.

Front 1642

Which types of expenses should estimates be included for in a business case?

Back 1642

Developing a solutionImplementing the solutionOpportunity costs of not pursuing other projectsCosts of the impacts to workflowConsequential cost to other stakeholdersTotal cost of ownership due to ongoing maintenance of solution

Front 1643

What risks should be considered in a business case?

Back 1643

Solution Feasibility RisksTechnical RisksFinancial RisksOrganizational Risks

Front 1644

What are the elements in the technique of Decision Analysis?

Back 1644

The elements of Decision Analysis include:Outcomes (Financial/Non-financial)UncertaintyTradeoffs

Front 1645

What are the types of financial outcomes in Decision Analysis?

Back 1645

Discounted Cash FlowNet Present ValueInternal Rate of ReturnAverage Rate of ReturnPay Back PeriodCost-Benefit Analysis

Front 1646

What are some reasons for uncertainty in Decision Analysis?

Back 1646

Lack of informationDependencies out of our control

Front 1647

What are the elements when using the technique “Metrics and KPIs” (9.16)?

Back 1647

The elements when using the technique “Metrics and KPIs” include:.1 - Indicators.2 - Metrics.3 - Structure.4 - Reporting

Front 1648

What are the elements when using the technique “Root Cause Analysis”? (9.25)

Back 1648

The elements when using the technique “Root Cause Analysis” include:.1 - Fishbone Diagram (cause/effect).2 - Five Whys

Front 1649

What is “SWOT Analysis”?

Back 1649

SWOT Analysis is a strategic planning tool to explore the current state of an organization by evaluating strengths, weaknesses, opportunities, and threats.

Front 1650

What are the four quadrants used in a SWOT Analysis?

Back 1650

StrengthsWeaknessesOpportunitiesThreats

Front 1651

What are the two general categories of BA Approaches to consider when planning the BA approach (BPM Task 2.1)?

Back 1651

Plan-driven Change-driven

Front 1652

What are the elements of Planning the BA Approach (BPM Task 2.1)?

Back 1652

The elements of Planning the BA Approach include:.1 - Timing of the BA Work.2 - Formality and level of detail of BA Deliverables.3 - Requirements Prioritization.4 - Change Management.5 - BA Planning Process.6 - Communication with Stakeholders.7 - Requirements Analysis & Mgmt Tools.8 - Project Complexity

Front 1653

What are the elements of Conducting Stakeholder Analysis (BPM Task 2.2)?

Back 1653

The elements of Conducting Stakeholder Analysis include:Stakeholder identificationComplexity of Stakeholder GroupAttitude and influenceAuthority Levels for BA Work

Front 1654

What factors need to be considered when evaluating stakeholder complexity?

Back 1654

Number and variety of end usersNumber of interfacing business processes and automated systems

Front 1655

What factors need to be considered when evaluating stakeholder attitudes as a part of Stakeholder Analysis (BPM Task 2.2)?

Back 1655

The stakeholder’s attitude toward the following items should be considered during stakeholder analysis:Business goals, objective, and solution approachesBusiness AnalysisCollaborationSponsorTeam Members

Front 1656

What factors should be considered regarding stakeholder influence during Stakeholder Analysis (BPM Task 2.2)?

Back 1656

The stakeholder’s influence in the following areas should be considered during stakeholder analysis:The projectThe organizationThe good of the projectOther stakeholders

Front 1657

What authority levels might stakeholders hold in regards to business analysis work?

Back 1657

Approve BA DeliverablesInspect & approve requirementsRequest and approve changesApprove processes involving requirementsReview & approve the traceability structure to be usedVeto proposed requirements or solutions

Front 1658

What are the elements of the task “Prepare for Elicitation” EA Task 3.1?

Back 1658

Clarify objectives & desired resultsGather support materialsSchedule all resources (including people, facilities, and equipment)Notify appropriate parties of schedule

Front 1659

What are the elements of the task “Conduct Elicitation” EA Task 3.2?

Back 1659

Tracing RequirementsCapturing Requirements AttributesMetrics

Front 1660

What are the elements/document types of the task “Document Elicitation Results” EA Task 3.3?

Back 1660

Written DocumentsVisual or audio recordings of elicitation eventsWhiteboards (tangible or virtual)

Front 1661

What are the elements of Requirements Analysis task “Prioritize Requirements” (6.1)?

Back 1661

The elements of Requirements Analysis task “Prioritize Requirements” include:Basis for prioritizationChallenges

Front 1662

What are the criteria for Requirements Prioritization (RA task 6.1)?

Back 1662

The possible criteria for requirements prioritization include:Business ValueBusiness or technical riskImplementation difficultyLikelihood of successRegulatory or Policy ComplianceRelationship to other requirementsStakeholder agreementUrgency

Front 1663

What are the two possible challenges when facilitating requirements prioritization?

Back 1663

Non-negotiable demandsUnrealistic tradeoffs

Front 1664

What are the two elements of the Requirements Analysis task “Organize Requirements” (6.2)?

Back 1664

The two elements of the Requirements Analysis task “Organize Requirements” are:Levels of AbstractionModel Selection

Front 1665

What are the guidelines the BABOK lists for organizing requirements?

Back 1665

The guidelines the BABOK lists for organizing requirements include:Follow standardsUse simple languageDocument relationshipsUse consistent models and temp

Front 1666

What are the requirements modeling concepts that affect requirements analysis?

Back 1666

ProcessesUser classes, profiles or rolesRulesConcepts and Relationships (entities)EventsMnemonic: PUREE

Front 1667

What are the “process” models used in requirements analysis?

Back 1667

Process modelOrganization modelUse Case modelState Diagrams

Front 1668

What does the modeling concept “processes” mean?

Back 1668

The modeling concept “processes” is the steps performed to accomplish a goal or achieve a result for an organization. They transform inputs into outputs and should be repeatable.

Front 1669

What does the modeling concept “user classes, profiles, or roles” mean?

Back 1669

These are the people who interact with a proposed or existing solution.

Front 1670

What are the “user class, profile, or roles” modeled in requirements analysis?

Back 1670

Organization modelsProcess modelsUse Case Models

Front 1671

What does the modeling concept “Rules” mean?

Back 1671

Rules are organization-wide operating principles or constraints for how the organization should function. They are true across projects that support them and might apply to:ProcessDataEventsOther conceptsThey affect decision-making and the sequences of certain actions, and may reflect organization’s priorities.AKA - business rules

Front 1672

What are the “Rules” modeled in requirements analysis?

Back 1672

Process modelsState diagramsData modelsUse cases

Front 1673

What does the modeling concept “Concepts & Relationships (entities)” mean?

Back 1673

Concepts are entities or other related things in an organization, such as people, things, etc. They are the source of facts and other data, and tend to have a relationship to other concepts.

Front 1674

What are the “Concepts & Relationships (entities)” models used in requirements analysis?

Back 1674

Data models

Front 1675

What does the modeling concept “Events” mean?

Back 1675

Events are triggers to do something

Front 1676

What are the “Events” models used in requirements analysis?

Back 1676

Scope modelsProcess modelsState diagramsUse case models

Front 1677

What are the elements for the Requirements Analysis task of “Specify and Model Requirements” (Task 6.3)?

Back 1677

TextMatrix DocumentationModelsCapture Requirements AttributesImprovement Opportunities

Front 1678

When using “text” to document requirements, what must the text articulate?

Back 1678

Capabilities of the solutionConditions that must be met for requirements to be validConstraints that may prevent the requirements from being fulfilled

Front 1679

What guidelines does the BABOK give for writing text requirements?

Back 1679

Document one requirement at a timeUse simple wording and avoid complicated conditional clausesAssume no domain knowledge by the readerUse consistent terminologyUse verbs or verb phrasesUse active voice, describing who or what is responsibleUse familiar terminology for reviewing stakeholders

Front 1680

When using models, what does a notation mean?

Back 1680

Notations are standard symbols used on models to represent the following:ActionsDecisionsHierarchiesComponentsRelationships

Front 1681

What are the possible types of models?

Back 1681

FormalInformal

Front 1682

When specifying and modeling requirements, the what areas of improvement opportunities should the BA consider?

Back 1682

Automation or simplificationImproving access to informationReducing interface complexityIncreasing behavioral consistencyEliminating redundancy

Front 1683

What are the elements of the RA Task “Define Assumptions and Constraints?

Back 1683

The elements of “Define Assumptions and Constraints” include:AssumptionsTechnical ConstraintsBusiness Constraints

Front 1684

Why might the business impose a business constraint?

Back 1684

The business impose a business constraint due to:BudgetTimeSkill level of stakeholdersNeed to not affect certain stakeholders

Front 1685

What are the types of technical constraints that might be imposed?

Back 1685

Technical constraints may include:Resource utilization or thresholdsMessage size and timingSoftware sizeFile numbers and sizesRecords and data elements

Front 1686

What are the quality characteristics to be considered when verifying requirements (RA Task 6.5)?

Back 1686

The quality characteristics to use when verifying requirements include the following (and their non-BABOK synonyms):Cohesive (Unified, interconnected)Complete (comprehensive)Consistent (coherent)Correct (traceable)Modifiable (changeable)Unambiguous (clear)Feasible (realistic)Testable (measurable)Mnemonic: CCCC MUFT

Front 1687

What are the verification activities that need to be done?

Back 1687

Completeness checksComparison checksVariations and ExceptionsTriggers and OutcomesTerminology ChecksExamples to Clarify

Front 1688

What are the elements of the task “Validate Requirements” (Task 6.6) in Requirements Analysis?

Back 1688

The elements of the task “Validate Requirements” include:Identify assumptionsDefine measurable evaluation criteriaDetermine business valueDetermine dependencies for benefits realizationEvaluate alignment with business case and opportunity cost

Front 1689

In the element “determine business value”, what are the two ways value can be measured?

Back 1689

The two ways value can be measured are:Objective (like cost or time savings)Subjective (like increased morale)

Front 1690

What are the two elements of the Business Rules technique?

Back 1690

Elements of the Business Rules technique include:Operative RulesStructural Rules

Front 1691

What is an Operative Rule?

Back 1691

An operative rule is a business rules that:Is enforced by the organization as a policy to guide operationsMay force or prevent certain actions, or give guidelines for othersRequirements are needed for sanctions, to handle violated rules

Front 1692

What is a Structural Rule?

Back 1692

A structural rule is a business rules that:For categorization, to determine when something is true, or to do calculations, formulas, or other operationsCategorizations may change over timeCannot be violated, because the capture knowledge versus control behavior, like operative rules

Front 1693

What are the two elements of the technique “Data Dictionary and Glossary”?

Back 1693

The two elements of the technique “Data Dictionary and Glossary” include:GlossaryData Dictionary

Front 1694

What would a glossary contain?

Back 1694

A glossary would contain terms and unique, formal definitions for these, plus any synonyms or aliases. It brings stakeholders to consensus.

Front 1695

What would a data dictionary contain?

Back 1695

A data dictionary contains formal definitions of individual data items and groups, along with ranges of permissible values. May include primitive or composite data elements.

Front 1696

What “primitive data elements” (detailed items) would be included regarding data listed in a data dictionary?

Back 1696

The primitive elements included in a data dictionary may include:NameAlias(es)ValuesDescription

Front 1697

What is a “composite data element” in a data dictionary?

Back 1697

A composite data element in a data dictionary would include a group of related primitive item, with the following attributes:SequencesRepetitionsOptional Elements

Front 1698

What are the elements of the technique “Data Flow Diagrams”?

Back 1698

The elements of the Data Flow Diagram technique include:External entities (AKA external agents or actors)Data StoresData ProcessData Flows

Front 1699

What are the symbols used to represent the following elements of a data flow diagram?External entities (AKA external agents or actors)Data StoresData ProcessData Flows

Back 1699

The symbols used to represent the following elements of a data flow diagram are as follows:External entities = squareData Stores = open rectangle w/ labelsData Process = circles OR rounded rectanglesData Flow = single lines with arrows indicating direction of flow

Front 1700

What are the elements of the technique “Data Modeling”?

Back 1700

The elements of the technique “Data Modeling” include:ConceptAttributesRelationshipsMetadata

Front 1701

What is a “concept” in a data model?

Back 1701

A “concept” in a data model is an entity; a basic structure representing a person, place, thing, process, or event.

Front 1702

What are the “attributes” of a concept (entity) in a data model?

Back 1702

Attributes in a data model are facts about a concept, which may include:NameValue/MeaningsDescriptionAdditional attributes may include allowable values, ranges of data, optionality, etc.

Front 1703

What is a “relationship” in data modeling?

Back 1703

A relationship in data modeling is a business connection between concepts/entities. They represent two business rules, and appear with cardinality.

Front 1704

What is “metadata” when speaking of data models?

Back 1704

Metadata is “data about data” and may be constraints or attributes, volumes of instances or relationships, or other data that helps define data use context.

Front 1705

What is two drawbacks of the “Data Modeling” technique?

Back 1705

Data models may not be understandable or amenable to business people or BAs not trained in their use. Terms, use, and who does modeling varies across organizations

Front 1706

What are the types of “relationships” shown on an ERD (entity relationship diagram)?

Back 1706

The types of “relationships” shown on an ERD include:Zero-to-oneOne and only oneZero-to-manyOne or more

Front 1707

What are the elements of the technique of “Non-functional requirements analysis”?

Back 1707

The elements of the technique “Non-functional requirements analysis” include:CategoryMeasurementDocumentation

Front 1708

What are the categories of non-functional requirements?

Back 1708

The non-functional requirements categories include:ReliabilityPerformance EfficiencyOperabilitySecurityCompatibilityMaintainabilityTransferability

Front 1709

What should non-functional requirements be in order to be considered “good”?

Back 1709

Good non-functional requirements should be “measurable” for verification of quality.

Front 1710

What is the typical method of documenting non-functional requirements?

Back 1710

Text is the usual method of documenting non-functional requirements.

Front 1711

What are some of the cons of non-functional requirements?

Back 1711

They are more difficult to define than functional requirementsThey are often difficult to articulateOverly rigorous requirements will increase the solution cost

Front 1712

The category “Reliability” also includes what other non-functional set of requirements?

Back 1712

Reliability also includes “Recoverability”, or the ability to recover from errors or system crashes.

Front 1713

What does the non-functional requirement “Performance Efficiency” cover?

Back 1713

“Performance Efficiency” covers:Time to perform system tasksResource utilization (capacity) levels

Front 1714

What does the non-functional requirement “Operability” specify?

Back 1714

Operability specifies that the application functions the way users want and expect.

Front 1715

What additional items are covered by “Operability”?

Back 1715

Operability also includes:UsabilityLearnability

Front 1716

What does the non-functional element of “Security” cover?

Back 1716

Security covers the protection of the application from unauthorized use.

Front 1717

What additional items are covered by “Security”?

Back 1717

Security also includes:PrivacyConfidentialityData integrityAuditabilityUser authentication

Front 1718

What does the non-functional element of “Compatibility” cover?

Back 1718

Compatibility includes requirements for operating within the current system environment.

Front 1719

What additional items are covered by “Compatibility”?

Back 1719

Compatibility also includes:Replacement of current applicationsCoexistenceInteraction w/ other applications

Front 1720

What is covered by the non-functionality category “Maintainability”?

Back 1720

Maintainability covers how well the application can be changed or enhanced to meet future needs.

Front 1721

What additional items are covered by “Maintainability”?

Back 1721

Maintainability also includes:Component changesReusability of componentsTestability (including problem diagnosis)

Front 1722

What is covered by the non-functionality category “Transferability”?

Back 1722

Transferability covers being able to install and use an application in multiple environments.

Front 1723

What additional items are covered by “Transferability”?

Back 1723

Transferability also includes:Ease of installing/uninstallingEase of migratingKinds of environments the application can run in

Front 1724

What are the elements of the “Process Modeling” technique?

Back 1724

The elements of the process modeling technique include:Notation ElementsProcess Improvement

Front 1725

What are elements of notation in the process modeling technique?

Back 1725

The process modeling notation elements include:ActivitiesDecisionsEventsFlowRolesSwim lanes and poolsTerminal Points

Front 1726

What does the acronym BPI stand for?

Back 1726

BPI stands for Business Process Improvement

Front 1727

What is Business Process Improvement (BPI)?

Back 1727

BPI is one of the elements of process modeling, and it seeks to improve process efficiency and effectiveness.

Front 1728

What are the types of BPI cited in the BABOK?

Back 1728

The BABOK cites the following approaches for BPI:Six SigmaLeanProprietary BPM (Business Process Management)

Front 1729

What techniques may be used for BPI?

Back 1729

Techniques that may be used for BPI include:Value stream mappingStatistical analysis and controlProcess simulationBenchmarkingProcess Frameworks

Front 1730

What are the general goals for BPI?

Back 1730

The general goals of BPI include:Analyze process to remove non-value added workSave process time or wait between tasksImprove interfaces and handoffs, reduce errorsReduce bottlenecks and backlogs

Front 1731

What are the five main parts of an Activity Diagrams (Process Modeling technique)?

Back 1731

Activity steps (process)Control flows - arrow showing directional flowForks & Joins - where concurrent or parallel processing can occurDecision points - empty diamond to show where decisions are madeGuard Conditions - true/false

Front 1732

What are the main parts of a swimlane diagram (Process Modeling technique)?

Back 1732

Terminal points - start/end positions (ovals)Activities and flows - processes shown by rectangles, and lines with arrows showing flowSwimlanes and Roles - bands show lanes for each role or actorDecisions - diamonds (on flowcharts these are Yes/No)

Front 1733

What are the elements of the technique “Scenarios and Use Cases”?

Back 1733

The elements of the technique “Scenarios and Use Cases” include:NameActorsPreconditionsFlow of EventsPost-conditionsRelationshipsExtendInclude

Front 1734

What are the “Use Case Stereotypes”?

Back 1734

The relationships between use cases. Two of three possible:Extend - alternate pathInclude - access to shared functionality in a separate use case

Front 1735

What are “Primary and Alternate Paths” in regards to the Use Case technique?

Back 1735

Primary = main or simplest scenarioAlternate = any path that deviates from primary

Front 1736

What are the components of a “Use Case Diagram”?

Back 1736

Use Case Diagrams use the following components:ActorsAssociationsBoundary boxUse Case

Front 1737

What are the components of a “Use Case”?

Back 1737

Use Cases have the following components:Name - verb nounActor(s) - human, system or eventsFlow of Events - stepsPrimaryAlternateExceptionPre-conditions - beginning statePost-conditions - End stateExtension points - optional relationships

Front 1738

What are the elements of the technique “Scope Modeling”?

Back 1738

The elements of the technique “Scope Modeling” include:Context DiagramEventsFeaturesUse Case DiagramBusiness Process

Front 1739

What are the elements of the technique “State Diagrams”?

Back 1739

The elements of the technique “State Diagrams” include:States - discreet conditions or status; an object can have only oneTransitions - event or trigger that causes an entity to change states

Front 1740

What are the other components of the technique “State Diagrams”?

Back 1740

Besides States and Transitions, the following are the other major components of State Diagrams:Events - a trigger or pre-condition that initiates the transitionActivity - an activity that occurs when the entity is in the state

Front 1741

What are the elements of the task “Manage Solution Scope and Requirements”?

Back 1741

The elements of the task “Manage Solution Scope and Requirements” are:Solution Scope ManagementConflict and Issue ManagementPresenting Requirements for ReviewApproval

Front 1742

What are the two routes a BA can take when a change is requested that are outside of the scope?

Back 1742

The business analysis may:Amend the requirements and scopeReach agreement that it’s outside of the approved scope

Front 1743

What should a BA do to resolve conflicts?

Back 1743

The BA should facilitate and possibly negotiate agreement among the stakeholders to resolve conflicts.

Front 1744

If a BA is unable to resolve conflicts, what would the next step be?

Back 1744

A third-party may be consulted, perhaps the Executive Sponsor.

Front 1745

Can requirements be approved if conflicts remain unresolved?

Back 1745

No. Conflicts MUST be resolved before requirements can be approved.

Front 1746

When presenting requirements, how formal should they be?

Back 1746

In general, the chosen method of presenting requirements for review must be formal and complete enough to ensure understanding of requirements, and to get them approved

Front 1747

During which task should the authority for approvals be decided?

Back 1747

This should be done Stakeholder Analysis (Task 2.2) in Requirements Planning & Monitoring

Front 1748

What does “signoff” of requirements signify?

Back 1748

It signifies that the requirements are complete and understandable enough to begin construction of the solution.

Front 1749

What are all of the ways that approval can be given?

Back 1749

Approval should be given according to organizational standards and preferences, and may be:VerbalIn-personWrittenElectronic

Front 1750

What are the elements of the task “Manage Requirements Traceability” (4.2)?

Back 1750

The elements of Manage Requirements Traceability include:RelationshipsImpact AnalysisConfiguration Management System

Front 1751

What are the common relationships for traceability?

Back 1751

NecessityEffortSubsetCoverValue

Front 1752

What does the traceability relationship “Necessity” mean?

Back 1752

It represents dependency, where one requirement is only pertinent when another is included. Can be bi-directional.

Front 1753

What does the traceability relationship “Effort” mean?

Back 1753

If one requirement is implemented, it makes it easier to implement another.

Front 1754

What does the traceability relationship “Subset” mean?

Back 1754

One requirement may be a decomposed subset of another.

Front 1755

What does the traceability relationship “Cover” mean?

Back 1755

One requirement full includes one or more other requirements. This is true of high-level requirements.

Front 1756

What does the traceability relationship “Value” mean?

Back 1756

One requirement affects the desirability of another, either positively or negatively.

Front 1757

What are the elements of the RMC Task “Maintain Requirements for Re-use”?

Back 1757

The elements of the RMC Task “Maintain Requirements for Re-use” include:Ongoing RequirementsSatisfied Requirements

Front 1758

What does “Ongoing requirements” mean?

Back 1758

Ongoing requirements are those that an organization must continue to meet on a regular basis (existing outside a project, much like business rules)

Front 1759

What are some examples of “ongoing requirements”?

Back 1759

Ongoing requirements may include things like:Contractual obligationsQuality StandardsService level agreementsBusiness rulesBusiness processesRequirements describing the work products a group releasesGovernment Regulation obligations

Front 1760

What are “Satisfied Requirements”?

Back 1760

“Satisfied Requirements” include those requirements that have been implemented in a solution.

Front 1761

What are the elements of the RMC Task “Prepare Requirements Package”? (4.4)

Back 1761

The elements of Prepare Requirements Package include:Work Products and DeliverablesFormat

Front 1762

What are some sample types of “Work Products” that may be produced in the task “Prepare Requirements Package”?

Back 1762

Meeting agendas and minutesInterview questions and notesFacilitation session agendas and notesIssues logWork plan, status reportsPresentation slides used during the projectTraceability matrices

Front 1763

What are the elements of the task “Communicate Requirements” (RMC Task 4.5)?

Back 1763

General communicationPresentations

Front 1764

What are the two types of reviewers who would be invited to a structured walkthrough?

Back 1764

Stakeholder representativesTechnical staff that will build the solution Approver (sponsor and/or delegate)

Front 1765

What roles should be included when conducting a Structured Walkthrough?

Back 1765

AuthorScribeModeratorPeer (optional)ReviewerApprover (preferred)

Front 1766

What should the agenda for a Structured Walkthrough include?

Back 1766

IntroductionPurpose for the reviewed deliverableObjectives of the reviewBackground (if required)Review - walkthrough of deliverablesAgreement - on actions/changesStatus - review status of deliverableMnemonic - POI BARS or I Put on BRAs

Front 1767

Who is responsible for enforcing the ground rules in a Structured Walkthrough?

Back 1767

The facilitator is responsible for enforcing the ground rules

Front 1768

What are the basic ground rules that should be followed in a Structured Walkthrough?

Back 1768

Leave titles at the doorDisagree with ideas not peopleCome prepared

Front 1769

What are the elements of the SA task “Assess Proposed Solution”?

Back 1769

The elements of the SA task “Assess Proposed Solution” include:Ranking of Solution OptionsIdentification of Additional Potential Capabilities

Front 1770

When ranking solutions as a part of the “Assess Proposed Solution” task, what technique might be employed for more complex situations?

Back 1770

For more complex evaluations, may want to use a scoring system such as a weighted ranking matrix

Front 1771

What are the elements of the “Structured Walkthrough” technique?

Back 1771

.1 - Prerequisites.2 - ProcessReview ScopeOrganize and schedule reviewConduct the reviewCompile notes and results of reviewRe-review if necessary.3 - Rules to be followed during the review

Front 1772

What are the elements of the “Allocate Requirements” task?

Back 1772

The elements of the “Allocate Requirements” task include:Solution ComponentsRelease Planning

Front 1773

What should be considered for allocating requirements and making tradeoffs?

Back 1773

Available resourcesConstraints in the solutionRequirements dependencies

Front 1774

What factors guide release planning as a part of allocating requirements?

Back 1774

Overall project budgetTime constraintsResource constraintsTraining scheduleAbility for business to absorb change in a certain timeframe

Front 1775

What are the elements of the SA Task “Assess Organizational Readiness”? (7.3)

Back 1775

the elements of the SA Task “Assess Organizational Readiness include:Cultural AssessmentOperational or technical assessmentStakeholder Impact Analysis

Front 1776

When assessing stakeholder impact in the task “Assess Organizational Readiness”, what are the impact considerations?

Back 1776

FunctionsLocationTasksConcerns

Front 1777

What are the elements of the SA task “Define Transition Requirements”?

Back 1777

DataOngoing WorkOrganizational Change

Front 1778

When defining transition requirements, data _______ are nearly always needed when converting to or implementing a new solution.

Back 1778

Conversions

Front 1779

What are the elements of the SA task “Validate Solution”?

Back 1779

The elements of the SA task “Validate Solution” include:Investigate defective solution outputsAssess defects and issues

Front 1780

What are some examples of “requirements” type defects?

Back 1780

Excessive changesExcessive numbers of questions from developersRejection after initial approval

Front 1781

What are some examples of “implemented solution” type defects?

Back 1781

Excess calls to the help deskData and reporting errorsPerformance deficiencies

Front 1782

What are the considerations for assessing defects and issues in the “Validation Solution” task?

Back 1782

The BOK lists the following considerations for assessing defects and issues in the “Validation Solution” task:Severity of the defectProbability of occurrenceSeverity of the business impactCapacity of the business to absorb the defect’s impact

Front 1783

What are the elements of the SA task “Evaluate Solution Performance”? (7.6)

Back 1783

Understand value delivered by solutionValidate solution metricsSolution replacement or elimination

Front 1784

What are the considerations for replacing or eliminating a solution in the task of “Evaluate Solution Performance”?

Back 1784

Ongoing cost v. initial investmentOpportunity costNecessitySunk cost

Front 1785

What are the elements of a vendor assessment?

Back 1785

The elements of a vendor assessment include:Knowledge and expertiseLicensing and pricing modelsProduct reputation and market positionTerms and conditionsVendor experience and reputationVendor stability

Front 1786

What are the Enterprise Analysis techniques that fall under the task of Define Business Need (5.1)?

Back 1786

The Enterprise Analysis techniques for Define Business Need include:9.2 - Benchmarking9.3 - Brainstorming9.4 - Business Rules Analysis9.11 - Focus Groups9.12 - Functional Decomposition9.25 - Root Cause Analysis

Front 1787

What are the Enterprise Analysis techniques that fall under the task of Assess Capability Gaps (5.2)?

Back 1787

The Enterprise Analysis techniques for Assess Capabilities Gaps include:9.9 - Document Analysis9.32 - SWOT Analysis

Front 1788

What are the Enterprise Analysis techniques that fall under the task of Determine Solution Approach (5.3)?

Back 1788

The Enterprise Analysis techniques for Determine Solution Approach include:.1 - General9.2 - Benchmarking9.3 - Brainstorming9.8 - DecisionAnalysis9.10 - Estimation9.23 - SWOT Analysis.2 - Feasibility Analysis

Front 1789

What are the Enterprise Analysis techniques that fall under the task of Define Solution Scope (5.4)?

Back 1789

The Enterprise Analysis techniques for Define Solution Scope include:.1 - General9.12 - Functional Decomposition9.13 - Interface Analysis9.27 - Scope Modeling9.33 - User Stories.2 - Problem or Vision Statement

Front 1790

What are the components of a problem statement?

Back 1790

Define the problem/situationWho is affected by the problem?What is the impact?What are the key benefits of solving the problemFigure 5.19

Front 1791

What are the Enterprise Analysis techniques that fall under the task of Define Business Case (5.5)?

Back 1791

The Enterprise Analysis techniques for Define Business Case include:9.8 - Decision Analysis9.10 - Estimation9.16 - Metrics and Key Performance Indicators9.24 - Risk Analysis9.32 - SWOT Analysis9.34 - Vendor Assessment

Front 1792

What are the symbols used in a Decision Tree, and what do they represent?

Back 1792

Square = Decision NodeCircle = Chance NodeTriangle = End of Branch

Front 1793

What are the methods for making decisions using when evaluating Tradeoffs in Decision Analysis?

Back 1793

Elimination of dominated alternatives (one is “worse” than the other)Ranking objectives on a similar scale (uses weighted ranking)

Front 1794

What are all of the Financial Valuation Methods that may be used in Decision Analysis?

Back 1794

Discounted Cash Flow (DCF)Net Present Value (NPV)Internal Rate of Return (IRR)Average Rate of Return (ROR or ROI)Pay-back PeriodCost-Benefit Analysis (CBA)

Front 1795

When using the technique “Metrics and KPIs”, what are the characteristics of a good indicator?

Back 1795

Good indicators are:ClearRelevantEconomicalAdequateQuantifiable

Front 1796

What are the types of metrics used in the technique “Metrics and KPIs”?

Back 1796

The types of metrics are:Discrete PointsThresholdsRanges

Front 1797

In the technique “Metrics and KPIs”, what are the three structure quality factors to measure?

Back 1797

Reliability (stable and consistent)Validity (direct measures)Timeliness (collection & reporting)

Front 1798

In reporting using the technique “Metrics and KPIs”, which are the preferred types of reports?

Back 1798

Trends are more credible than a specific metricVisuals are more effective than raw numbers

Front 1799

What are the techniques used for the BPM Task 2.1, Planning the BA Approach?

Back 1799

The techniques used for Planning the BA Approach include:9.8 - Decision Analysis9.21 - Process Modeling9.30 - Structured Walkthrough

Front 1800

What are the techniques used for the BPM Task 2.2, Conducting Stakeholder Analysis?

Back 1800

The techniques used for Conducting Stakeholder Analysis include:.1 - General9.1 - Acceptance and Evaluation Criteria Definition9.3 - Brainstorming9.14 - Interviews9.19 - Organizational Modeling9.21 - Process Modeling9.23 - Requirements Gathering Workshops9.24 - Risk Analysis9.26 - Scenarios and Use Cases9.27 - Scope Modeling9.31 - Survey/Questionnaire9.33 - User Stories.2 RACI Matrix.3 Stakeholder Map

Front 1801

Of the many techniques that may be used for Stakeholder Analysis, which ones are the most common?

Back 1801

The most common techniques to use for Stakeholder Analysis are:RACI MatrixStakeholder Map

Front 1802

What are the techniques used in the Elicitation task “Prepare for Elicitation” (RE Task 3.1)?

Back 1802

The techniques used in the task “Prepare for Elicitation” include:9.3 - Brainstorming9.9 - Document Analysis9.11 - Focus Group9.13 - Interface Analysis9.14 - Interviews9.18 - Observation9.22 - Prototyping9.23 - Requirements Workshops9.31 - Survey/Questionnaire

Front 1803

What are the techniques used in the Elicitation task “Conduct Elicitation” (RE Task 3.2)?

Back 1803

The techniques used in the task “Conduct Elicitation” include:9.3 - Brainstorming9.5 - Data Dictionary / Glossary9.9 - Document Analysis9.11 - Focus Group9.13 - Interface Analysis9.14 - Interviews9.18 - Observation9.22 - Prototyping9.23 - Requirements Workshops9.31 - Survey/Questionnaire

Front 1804

What are the techniques used in the Elicitation task “Document Elicitation Results” (RE Task 3.3)?

Back 1804

The techniques used in the task “Document Elicitation Results” include:9.3 - Brainstorming9.9 - Document Analysis9.11 - Focus Group9.13 - Interface Analysis9.14 - Interviews9.18 - Observation9.20 - Problem Tracking9.22 - Prototyping9.23 - Requirements Workshops9.31 - Survey/Questionnaire

Front 1805

What are the techniques used in the Elicitation task “Confirm Elicitation Results” (RE Task 3.4)?

Back 1805

The techniques used in the task “Confirm Elicitation Results” include:9.14 - Interviews9.18 - Observation

Front 1806

Problem tracking is an elicitation technique uniquely used in which elicitation task? (besides those in DIP OF RIBS)

Back 1806

Problem tracking is a technique used in the task “Document Elicitation Results” (Task 3.3).

Front 1807

Data Dictionary/Glossary is an elicitation technique uniquely used in which elicitation task? (besides those in DIP OF RIBS)

Back 1807

Data Dictionary/Glossary is a technique used in the task “Conduct Elicitation” (Task 3.2).

Front 1808

What are the only two techniques used in the RE Task 3.4, Confirm Elicitation Results?

Back 1808

The only two techniques used in the RE Task 3.4, Confirm Elicitation Results, including:9.14 - Interviews9.18 - Observations

Front 1809

Which technique promotes “divergent” thinking?

Back 1809

Brainstorming (9.3) is the technique that promotes divergent thinking, producing a diverse set of options.

Front 1810

What role is needed in brainstorming to guide the group through the technique?

Back 1810

A skilled facilitator is needed to use brainstorming, in order to avoid a chaotic free-for-all.

Front 1811

What are the strengths of using the brainstorming technique (9.3)?

Back 1811

Elicits many ideas in short period Encourages creative thinkingCan reduce tension during requirements workshops

Front 1812

What are the weaknesses of using the brainstorming technique (9.3)?

Back 1812

Dependent on participants’ creativity and engagementTemptation to debate idea (participants should agreed not to)

Front 1813

What are the strengths of the document analysis technique (9.9)?

Back 1813

Good starting point for analysisProvides a way to cross-check other elicitation resultsLeverages existing documentation to discover/confirm requirements

Front 1814

What are the weaknesses of the document analysis technique (9.9)?

Back 1814

Limited to “As-is” analysisExisting documentation may be outdated or limitedTime-consuming and tedious

Front 1815

What are the broad categories of document analysis (technique 9.9)?

Back 1815

Business documentationSystem documentation

Front 1816

What is the purpose of the technique “Focus Groups” (9.11)?

Back 1816

It’s used to gather qualitative data about a problem, opportunity, product, system, etc. and discover stakeholders’ attitudes and perceptions that are grouped into themes.

Front 1817

What are the two types of groups that may be used when doing a Focus Group?

Back 1817

Homogeneous (same type of users)Heterogeneous (different users)

Front 1818

What are the strengths of Focus Groups?

Back 1818

Elicit many ideas in a single sessionLearn people’s attitudes & desiresActive discussion to explore and ask questions

Front 1819

What are the weaknesses of Focus Groups?

Back 1819

Trust may be an issue if topics are sensitiveData may be inconsistent with realityLack of group diversity may mean incomplete requirementsSkilled moderator neededScheduling may be difficult

Front 1820

What are the three types of interfaces referred to in the Interface Analysis technique (9.13)?

Back 1820

User (human/system) Application (system-to-system)Hardware-to-hardware

Front 1821

What does the technique interface analysis (9.13) help define?

Back 1821

Interface analysis helps define boundaries of a system by defining the interfaces to users, other systems, or system components that provide functionality, inputs, or outputs.

Front 1822

User interface requirements are best elicited using which technique?

Back 1822

UI requirements are best elicited using prototyping (not interface analysis).

Front 1823

What interface elements need to be defined when performing the Interface Analysis (9.13) technique?

Back 1823

Inputs/OutputsValidation Rules (if any)Triggering events

Front 1824

What are the strengths of the Interface Analysis technique (9.13)?

Back 1824

More accurate project planningBetter coordination w/ other systems/projects

Front 1825

What are the weaknesses of the Interface Analysis technique (9.13)?

Back 1825

It only reviews inputs/outputs, and key data elements; doesn’t provide understanding of processes or other details involved

Front 1826

What are the key factors that lead to successful use of the “Interviews” techniques (9.14)?

Back 1826

Interviewer’s knowledge of the domainInterviewer’s experience conducting/documenting interviewsRapport of the interviewer with intervieweeWillingness of interviewee to provide informationInterviewee’s ability to understand their own requirements and what the business wants from the new system

Front 1827

What are the “types” of interviews?

Back 1827

Structured - pre-defined, specific questionsUnstructured - ad-hoc, open-ended questions

Front 1828

What are the types of questions that might be asked in the Interview (9.14) technique?

Back 1828

Open-ended (to elaborate or probe)Close-ended (for single response or to confirm)

Front 1829

What follow-up activities should be conducted after performing an Interview (technique 9.14)?

Back 1829

Send out notesReview notes with intervieweesRevise notes as needed

Front 1830

What are the strengths of the “Interview” technique (9.14)?

Back 1830

Simple, direct technique that encourages participation, builds rapportAllows full discussions, enabling observations of non-verbalsAllows for follow-up questions and maintains focusAllows for private discussions of sensitive issues

Front 1831

What are the weaknesses of the “Interview” technique (9.14)?

Back 1831

Not ideal for reaching consensus across wide range of stakeholdersRequires considerable time commitment from participantsTraining and experience required for a good interviewerTranscription and review of interview notes can be time-consumingInterviewer interpretation and possible leading of interviewees

Front 1832

What are the two types of the “Observation” technique (9.18)?

Back 1832

Passive/invisible (observe, but do not ask questions)Active/visible (may ask questions)

Front 1833

What are the strengths of the “Observation” (9.18) technique?

Back 1833

Realistic & practical insight into business processes performedElicits informal details and actual practices that may not be captured in more formal sessions

Front 1834

What are the weaknesses of the “Observation” (9.18) technique?

Back 1834

Not viable for new processesMay be time-consuming and disruptiveMay not observe ALL needed exceptions & critical situationsNot effective for cognitive processes/unobservable work

Front 1835

Which technique is used for both elicitation and analysis?

Back 1835

Prototyping (9.22) may be used in both elicitation and analysis).

Front 1836

What are the basic purposes of the Prototyping (9.22) technique?

Back 1836

Scope (horizontal view of a system and it’s navigation)Detailed (vertical and narrow functionality and interface details)

Front 1837

What are the two types of Prototypes?

Back 1837

Throw-away (whiteboard, sticky notes, mock-up, etc.)Evolutionary (functional; can be built upon to create working software)

Front 1838

What are the strengths of prototyping?

Back 1838

Supports visual communicationAllows for cheap, quick & early feedbackElectronic versions enhance learning detailed interface needs

Front 1839

What are weaknesses of prototyping?

Back 1839

Takes time if team gets bogged down in “how” and not “what”Throw-away versions can be too rough to convey detailsElectronic versions can mistakenly “look” like functional systemToo much “design” can constrain development of interfaces

Front 1840

What are the widely varying uses of the technique “Requirements Workshop” (9.23)?

Back 1840

Requirements workshops are useful for:ScopeDiscoverDefineReviewPrioritizeReach closure

Front 1841

Which technique is one of the best ways to discover and define high-quality requirements quickly?

Back 1841

The technique “Requirements Workshops”, when they are well-run is one of the most effective.

Front 1842

What things is the facilitator responsible in the technique “Requirements Workshops” (9.23)?

Back 1842

Establish professional and objective toneEnforce discipline, structure, and ground rulesManage meeting & keep team on trackFacilitate decision-making/build consensusEnsure all stakeholders participate and their input is heardAsk the right questions, analyze the info provided & follow-up with probing questions

Front 1843

What are the strengths of the “Requirements Workshops” technique (9.23)?

Back 1843

Can elicit requirements quickly, with immediate feedbackGroup setting promotes collaborates and aids in consensusOften cheaper than 1x1 interviews

Front 1844

What are the weaknesses of the “Requirements Workshops” technique (9.23)?

Back 1844

Availability of participants and scheduling can be challengingSuccess highly dependent on skill of facilitator/participant knowledgeHaving the wrong number/mix of participants can impede progress and/or cause incomplete req’s

Front 1845

What are the responsibilities of the scribe in a Requirements Workshop?

Back 1845

Document requirement in format agreed to before the workshopKeep track of “parking lot” issues

Front 1846

What are the types of questions that can be used in the “Survey” technique?

Back 1846

Open-ended - free-formClosed-ended - forced choice

Front 1847

Closed-ended survey questions are best for what type of analysis?

Back 1847

Quantitative

Front 1848

Open-ended survey questions are best for what type of analysis?

Back 1848

Qualitative

Front 1849

What are the strengths of the “Survey” technique (9.31)?

Back 1849

Effective at obtaining quantitative, and possible qualitative dataMay be helpful to reach dispersed stakeholders Quick and inexpensive

Front 1850

What are the weaknesses of the “Survey” technique (9.31)?

Back 1850

Open-ended questions may require more BA analysisMay require follow-up if incomplete/inconclusiveNot well-suited for gathering information on actual behaviorsResponse rate may be low

Front 1851

What is the purpose of the task “Prioritize Requirements” in the Requirements Analysis knowledge area?

Back 1851

The purpose of prioritizing requirements is to rank requirements relative to each other, using criteria of importance to stakeholders.

Front 1852

What are some possible criteria of importance to stakeholders when defining requirements priority?

Back 1852

Criteria of importance may include:ValueRiskDifficulty of implementation

Front 1853

What are the techniques used in the “requirements prioritization” task in Requirements Analysis?

Back 1853

.1 - General9.8 - Decision Analysis9.24 - Risk Analysis.2 - MoSCoW Analysis.3 - Time boxing/budgeting.4 - Voting

Front 1854

What do the letters in the mnemonic MoSCoW stand for?

Back 1854

M - Must haveS - Should haveC - Could haveW - Won’t do

Front 1855

What is the technique “time boxing”?

Back 1855

Time boxing fits work into fixed “boxes” of time, and requirements are prioritized based on the most important requirements that can be completed in that time

Front 1856

What is the technique “budgeting”?

Back 1856

Budgeting chooses work based on a fixed budget or timeline, and requirements are based upon what can be accomplished with the available resources.

Front 1857

What are the three general approaches for the “budgeting” prioritization technique?

Back 1857

All-in - starts with all and items are dropped until can be met within time/budgetAll-out - Add in items until budget/time capacity is reachedSelective - identify high-priority and add/remove until capacity reached

Front 1858

What are the techniques that may be used to “Organize Requirements” (RA Task 6.2) in Requirements Analysis?

Back 1858

The techniques that may be used to “Organize Requirements” include:9.4 - Business Rules Analysis9.6 - Data Flow Diagrams9.7 - Data Modeling9.12 - Functional Decomposition9.19 - Organizational Modeling9.21 - Process Modeling9.26 - Scenarios and Use Cases9.27 - Scope Modeling9.33 - User Stories

Front 1859

What are the techniques that may be used to “Specify & Model Requirements” (RA Task 6.3) in Requirements Analysis?

Back 1859

The techniques that may be used to “Specify & Model Requirements” include:9.1 - Acceptance and Evaluation Criteria9.4 - Business Rules Analysis9.5 - Data Dictionary and Glossary9.6 - Data Flow Diagrams (DFDs)9.7 - Data Modeling9.12 - Functional Decomposition9.16 - Metrics & KPIs9.17 - Non-functional Requirements Analysis9.19 - Organizational Modeling9.21 - Process Modeling9.22 - Prototyping9.26 - Scenarios and Use Cases9.28 - Sequence Diagrams9.29 - State Diagrams9.33 - User Stories

Front 1860

What are the techniques that may be used to “Define Assumptions and Constraints” (RA Task 6.4) in Requirements Analysis?

Back 1860

The techniques that may be used to “Define Assumptions and Constraints” include:9.20 - Problem Tracking9.24 - Risk Analysis

Front 1861

What are the techniques that may be used to “Verify Requirements” (RA Task 6.5) in Requirements Analysis?

Back 1861

The techniques used to “Verify Requirements” include:.1 - General9.1 - Acceptance & Evaluation Criteria9.20 - Problem Tracking9.30 - Structured Walkthrough.2 - Checklists

Front 1862

What are the benefits of using checklists during requirements verification?

Back 1862

The benefits of using checklists in requirements verification include:Promote standardization and quality controlRemainders to include important itemsConsistency of approach and outcomes

Front 1863

What are the techniques that may be used to “Validate Requirements” (RA Task 6.6) in Requirements Analysis?

Back 1863

The techniques that may be used to “Validate Requirements” include:9.1 - Acceptance & Evaluation Criteria9.16 - Metrics & KPIs9.22 - Prototyping9.24 - Risk Analysis9.30 - Structured Walkthrough

Front 1864

What are the elements of the RA technique Business Rules Analysis?

Back 1864

Business Rules have the following attributes:SpecificActionableTestableAtomic (can’t be broken down further)Independent of any one process

Front 1865

What are the attributes of business policies (as opposed to business rules)?

Back 1865

Unlike business rules, policies support goals, but are NOT actionable

Front 1866

What are the two types of documenting business rules?

Back 1866

Text Rules Decision Tables/Trees

Front 1867

What is the purpose of the technique “Data Dictionary and Glossary”?

Back 1867

The “Data Dictionary and Glossary” technique is used to foster communication between the business and the project team, and is also used for supplemental data documentation.NOTE: Data dictionaries are typically refined into more detailed data models.

Front 1868

What is the purpose of a “Data Diagram”?

Back 1868

Data diagrams provide a data-centric view of a system, showing the information that is input, output, processed, and stored within a system. It is used to confirm business requirements and translate requirements for developers.

Front 1869

What are the two diagram types of the technique “Data Modeling”?

Back 1869

The two diagram types of the technique “Data Modeling” include:Class Diagrams (UML)Entity Relationship Diagrams

Front 1870

What is the purpose of “Data Modeling”?

Back 1870

A data model is a combination of diagram and text that describes the data requirements for a solution. The chief types are ERD or Class Diagrams.

Front 1871

What type of documentation is typically used to supplement an ERD?

Back 1871

Data dictionary and/or Business Rules are often used to supplement an ERD.

Front 1872

What are the components of a “Class Model”?

Back 1872

The components of a “Class Model” include:ClassesAttributesOperationsRelationships

Front 1873

What are the possible “relationships” that may be shown on a “Class Model” (data model)?

Back 1873

1..1 = one and only one0..* = zero to many (* = no limit)1..* = at least one associate, maybe more0..1 = zero or one

Front 1874

For which types of stakeholders are non-functional requirements useful?

Back 1874

Non-functional requirements are useful to the following stakeholder categories:Users or clientsDevelopers

Front 1875

For non-software projects, non-functional types of requirements may also be referred to as what?

Back 1875

For non-software projects, non-functional types of requirements may also be referred to as “Service Level Agreements” (SLAs).

Front 1876

What are the levels that the process modeling can be done at?

Back 1876

High-level (for as-is of current)Medium-level (to understand stakeholders and handoffs)Detailed Level (for a to-be view)

Front 1877

What is a trigger when performing process modeling?

Back 1877

A trigger is an event, which can be a request, action or a time that causes a process to kick-off.

Front 1878

What can the technique of process modeling be used for?

Back 1878

Process modeling can help to:Discover RequirementsDocument inputs/outputsDocument the BA ApproachUncover Stakeholders

Front 1879

What are the three types of process model conventions in use?

Back 1879

The three types of process model conventions in use include:FlowchartingActivity Diagrams (using UML)BPMN (Business Process Modeling Notation)

Front 1880

Describe the purpose of the technique “Scenarios and Use Cases”

Back 1880

Scenarios and use cases describe how “actors” interact with a “system” to accomplish a business goal or respond to events.

Front 1881

What are the possible types of scenarios in a Use Case?

Back 1881

Primary - shortest pathAlternate - deviations, exceptions (may reconnect with primary path or have a separate ending)

Front 1882

What is the difference between a “scenario” and a “use case”?

Back 1882

A scenario is one part of the use case, and describes the type of path that with taken through the use case (primary or alternate)

Front 1883

What is the purpose of a scope model?

Back 1883

A Scope Model is a technique to visually depict a solution’s scope; typically shows a system, some high-level functionality, and the stakeholders who interact with it.

Front 1884

What does a Sequence Diagram no show?

Back 1884

Sequence diagrams do not show how the objects structurally relate to each other (this is done through Class Diagrams).

Front 1885

What is another use of sequence diagrams (beyond the primary purpose)?

Back 1885

Sequence diagrams can also be used to provide design-like details of how user interface or software elements should work.

Front 1886

How are the object names derived in a Sequence Diagram?

Back 1886

Object names in a Sequence Diagram are derived from the classes on the class diagram (the other type of UML diagram) that accompanies the sequence diagram

Front 1887

What are the two types of messages that occur in a Sequence Diagram?

Back 1887

The two types of messages that occur in a Sequence Diagram are:Procedural FlowAsynchronous Flow

Front 1888

What is “Procedural Flow” in a Sequence Diagram?

Back 1888

Procedural Flow is like an activity diagram whereby the flow is sequential and the sending object waits until a message is received

Front 1889

What is “Asynchronous Flow” in a Sequence Diagram?

Back 1889

Asynchronous Flow implies a flow that allows the sending object to continue processing as other objects are working. A sender can only receive one reply back at a time.

Front 1890

What is a “State Diagram”?

Back 1890

State Diagrams depict the various states which an entity or class flows through during its lifetime, along with the events or triggers that prompt one state to another.

Front 1891

What can state diagrams help discover?

Back 1891

State Diagrams can help discover missing data attributes and processes

Front 1892

What are the key components of User Stories?

Back 1892

The key components of user stories include:ActorDescriptionBenefit

Front 1893

What are the techniques used in the Requirements Management & Communication task “Manage Solution Scope & Requirements” (4.1)?

Back 1893

The techniques of Manage Solution Scope & Requirements include:.1 - General9.20 - Problem Tracking.2 - Baselining.3 - Signoff

Front 1894

What is the only technique used in the Requirements Management & Communication task “Manage Requirements Traceability” (4.2)?

Back 1894

Coverage Matrix (aka Traceability Matrix)

Front 1895

When would a Coverage Matrix most likely be used?

Back 1895

When there are relatively few requirements to traceWhen it has been decided to trace only high-level requirements, features, or models

Front 1896

What are the techniques for the task of “Maintain Requirements for Reuse”?

Back 1896

This is a trick question. There are no specific techniques used for this task.

Front 1897

What are the techniques for the task of “Prepare Requirements Package”?

Back 1897

Requirements DocumentationRequirements for Vendor Selection

Front 1898

What are the types of requirements documentation that might be used to “Prepare Requirements Package”?

Back 1898

Business Requirements Documents (BRD)Product RoadmapSoftware/System Requirements (SRS)Supplementary Requirements SpecificationVision Document

Front 1899

What are the three types of documents that may be used for Vendor Assessment Documentation when “Preparing a Requirements Package”?

Back 1899

RFP - request for proposalRFI - request for informationRFQ - request for quote

Front 1900

What things might be included in a vendor request?

Back 1900

Business/Stakeholder RequirementsBusiness strategy or architectureTechnical environment and constraintsLegal, regulatory, or gov. req’sSolution cost or total cost of ownershipAlignment with overall biz strategySolution’s architecture, performance, quality, supportSolutions’ extensibility and ability to integration with other appsSupplier’s sustainability, and/or supplier’s profile and reputation

Front 1901

What are the techniques used for the RMC Task “Communicate Requirements”?

Back 1901

9.23 - Requirements Workshops9.30 - Structured Walkthrough

Front 1902

What is the only “primary” technique for the knowledge area “Requirements Management and Communication”?

Back 1902

9.30 - Structured Walkthrough

Front 1903

What is the purpose of the technique “Structured Walkthrough” (9.30)?

Back 1903

A structured walkthrough is a formal session designed to “communicate, verify, and validate requirements”AKA - Requirements Review

Front 1904

What are the techniques for the SA task “Assess Proposed Solution”?

Back 1904

9.1 - Acceptance & Evaluation Criteria9.8 - Decision Analysis9.34 - Vendor Assessment

Front 1905

What are the techniques for the SA task “Allocate Requirements”?

Back 1905

9.1 - Acceptance & Evaluation Criteria9.4 - Business Rules Analysis9.8 - Decision Analysis9.12 - Functional Decomposition9.21 - Process Modeling9.26 - Scenarios & Use Cases

Front 1906

What are the techniques for the SA task “Assess Organizational Readiness”?

Back 1906

the techniques for the SA task “Assess Organizational Readiness” include:.1 - General9.1 - Acceptance & Evaluation Criteria9.6 - Data Flow Diagrams9.11 - Focus Groups9.14 - Interviews9.31 - Survey/Questionnaire9.19 - Organization Modeling9.20 - Problem Tracking9.21 - Process Models9.24 - Risk Analysis9.32 - SWOT Analysis.2 - Force Field Analysis

Front 1907

What are the techniques for the SA task “Define Transition Requirements”?

Back 1907

9.4 - Business Rules Analysis9.6 - Data Flow Diagrams9.21 - Process Models9.19 - Organizational Modeling9.7 - Data Modeling

Front 1908

What are the techniques for the SA task “Validate Solution”?

Back 1908

9.1 - Acceptance & Evaluation Criteria9.25 - Root cause analysis9.20 - Problem tracking

Front 1909

What are the techniques used in the SA task “Evaluate Solution Performance”?

Back 1909

9.8 - Decision analysis9.11 - Focus Group9.18 - Observation9.31 - Survey/questionnaire

Front 1910

What is the one primary technique used by the knowledge area Solution Assessment & Validation?

Back 1910

9.34 - Vendor Assessment

Front 1911

What are some criteria for evaluating a vendor?

Back 1911

Financial security of the vendorCapability of maintaining certain staffing levelsCommitment to keeping skilled staff to support the solution

Front 1912

What knowledge area does the mnemonic ASACMP belong to?

Back 1912

The acronym ASACMP belongs to the BA Planning and Monitoring knowledge area.

Front 1913

What does the acronym ASACMP stand for?

Back 1913

A - BA ApproachS - Stakeholder AnalysisA - BA ActivitiesC - BA CommunicationM - Requirements Management ProcessP - BA PerformanceThink of going to a camp for BAs to do planning.

Front 1914

What does the mnemonic PEACUS stand for?

Back 1914

The mnemonic PEACUS represents the knowledge areas of the BABOK:P - BA Planning and MonitoringE - ElicitationA - Requirements AnalysisC - Requirements Mgmt & CommunicationE - Enterprise AnalysisU - Underlying competenciesS - Solution Assessment & Validation

Front 1915

What does the mnemonic BSFNT represent?

Back 1915

The mnemonic BSFNT represents the different types of requirements.

Front 1916

What does the mnemonic BSFNT stand for?

Back 1916

The mnemonic BSFNT stands for:B - Business RequirementsS - Stakeholder RequirementsF - Functional RequirementsN - Non-functional RequirementsT - Transition Requirements

Front 1917

What does the acronym RACI stand for?

Back 1917

The acronym RACI stands for:R - ResponsibleA - AccountableC - ConsultI - Inform

Front 1918

What is the mnemonic for requirements attributes?

Back 1918

The mnemonic for requirements attributes is CARA’S SOUPS

Front 1919

What does the mnemonic CARA’S SOUPS stand for?

Back 1919

The mnemonic CARA’S SOUPS stands for:C - ComplexityA - Absolute ReferenceR - RisksA - AuthorS - SourceS - StatusO - OwnershipU - UrgencyP - PriorityS - Stability

Front 1920

What is the mnemonic for types of risk response?

Back 1920

The types of risk response are represented by the mnemonic MATA.

Front 1921

What does the mnemonic MATA stand for?

Back 1921

The mnemonic MATA stands for:M - MitigateA - AcceptT - TransferA - Avoid

Front 1922

What knowledge area does the mnemonic PCDC fall under?

Back 1922

The mnemonic PCDC falls under the Requirements Elicitation knowledge area.

Front 1923

What does the mnemonic PCDC stand for?

Back 1923

PCDC stands for the tasks that fall under requirements elicitation:P - PrepareC - ConductD - DocumentC - Communicate

Front 1924

What is the mnemonic for the tasks in Requirements Elicitation?

Back 1924

The mnemonic for the tasks of Requirements Elicitation is PCDC.

Front 1925

What is the mnemonic for the primary techniques in Requirements Elicitation?

Back 1925

The mnemonic for the primary techniques of Requirements Elicitation is DIP OF RIBS.

Front 1926

What does the mnemonic DIP OF RIBS stand for?

Back 1926

The mnemonic DIP OF RIBS stands for:D - Document AnalysisI - Interface AnalysisP - PrototypingO - ObservationF - Focus GroupsR - Requirements WorkshopI - InterviewsB - BrainstormingS - Survey/Questionnaires

Front 1927

What is the mnemonic for the tasks of Requirements Management and Communication?

Back 1927

The mnemonic for the tasks of Requirements Management and Communication is STRPC:S - Manage Solution Scope & RequirementsT - Maintain Requirements TraceabilityR - Maintain Requirements for Re-useP - Prepare Requirements PackageC - Communicate Requirements

Front 1928

What knowledge area does the mnemonic STRPC belong to?

Back 1928

The mnemonic STRPC represents the tasks of Requirements Management and Communication.

Front 1929

What knowledge area does the mnemonic NGASC fall under?

Back 1929

The mnemonic NGASC falls under the Enterprise Analysis knowledge area.

Front 1930

What does the mnemonic NGASC stand for?

Back 1930

The mnemonic NGASC stands for:N - Determine the business NeedG - Determine Gap in capabilities to meet the needA - Determine the solution ApproachS - Define the solution ScopeC - Develop the business Case

Front 1931

What knowledge area does the mnemonic SMART fall under?

Back 1931

The mnemonic SMART falls under the Enterprise Analysis knowledge area.

Front 1932

What does the mnemonic SMART stand for?

Back 1932

The mnemonic SMART stands for:S - SpecificM - MeasurableA - AchievableR - RelevantT - Time-bounded

Front 1933

What does the mnemonic SWOT stand for?

Back 1933

SWOT stands for:StrengthsWeaknessesOpportunitiesThreatsIt is used in strategic planning. 5.2.5

Front 1934

What does the acronym WBS stand for?

Back 1934

The acronym WBS stands for Work Breakdown Structure, which is a project planning technique that hierarchically breaks down deliverables and/or tasks of a project into manageable pieces.

Front 1935

What knowledge area does the mnemonic BC RAMP (Bic Ramp) fall under?

Back 1935

The mnemonic BC RAMP falls under the Enterprise Analysis knowledge area.

Front 1936

What does the mnemonic BC RAMP stand for?

Back 1936

The mnemonic BC RAMP includes the elements for defining the business case:B - Benefit IdentificationC - Cost identificationR A - Risk Assessment for the solutionM P - Measurement Process

Front 1937

What is the mnemonic for the tasks of Enterprise Analysis?

Back 1937

The mnemonic for the tasks of Enterprise Analysis is NGASC.

Front 1938

What is the mnemonic for the tasks of Requirements Analysis?

Back 1938

The mnemonic for that tasks of Requirements Analysis is POMAVV.

Front 1939

What does the mnemonic POMAVV stand for?

Back 1939

The mnemonic POMAVV stands for:P - Prioritize RequirementsO - Organize RequirementsM - Model and specific requirementsA - Assumptions and constraintsV - Verify RequirementsV - Validate Requirements

Front 1940

What mnemonic represents the modeling concepts that affect requirements analysis?

Back 1940

The mnemonic that represents the modeling concepts that affect requirements analysis is PUREE.

Front 1941

What does the mnemonic PUREE stand for?

Back 1941

The mnemonic PUREE represents the modeling concepts that affect requirements analysis, and includes:P - ProcessesU - User classes, profiles, or rolesR - RulesE - Entities (concepts and relationships)E - Events

Front 1942

What knowledge area does the acronym POMAVV apply to?

Back 1942

POMAVV applies to the Requirements Analysis knowledge area.

Front 1943

What knowledge area does the acronym PUREE apply to?

Back 1943

PUREE applies to the Requirements Analysis knowledge area, and describes modeling concepts that affect requirements analysis.

Front 1944

What are the types of functional requirements modeling?

Back 1944

The types of functional requirements modeling are text, matrices, diagrams, and and models

Front 1945

What is the mnemonic for the types of functional requirements types?

Back 1945

The mnemonic for the types of functional requirements types is TMDM (too many darn models):T - TextM - MatricesD - DiagramsM - Models

Front 1946

What knowledge area does the mnemonic TMDM apply to?

Back 1946

The mnemonic TMDM applies to the Requirements Analysis knowledge area.

Front 1947

What is the mnemonic for the quality characteristics of requirements?

Back 1947

The mnemonic for the quality characteristics of requirements is CCCC MUFT:C - CohesiveC - CompleteC - ConsistentC - CorrectM - ModifiableU - UnambiguousF - FeasibleT - Testable

Front 1948

What knowledge area does the mnemonic CCCC MUFT apply to?

Back 1948

The mnemonic CCCC MUFT applies to the Requirements Analysis knowledge area.

Front 1949

What task of requirements analysis does the mnemonic CCCC MUFT apply to?

Back 1949

The mnemonic CCCC MUFT applies to the Requirements Analysis task Verify Requirements.

Front 1950

Which happens first in requirements analysis - validation or verification?

Back 1950

Verification happens first. Validation happens second.

Front 1951

What are all of the techniques used in requirements analysis?

Back 1951

The techniques used in requirements analysis include:Business Rules AnalysisData Dictionary and GlossaryData Flow DiagramsData ModelingNon-functional Requirements AnalysisProcess ModelingScenarios and Use CasesScope ModelingSequence DiagramsState DiagramsUser Stories

Front 1952

What is the mnemonic for the seven types of non-functional requirements?

Back 1952

The mnemonic for the seven types of non-functional requirements is PERMCOST.

Front 1953

What does the mnemonic PERMCOST stand for?

Back 1953

The mnemonic PERMCOST stands for:PE - Performance EfficiencyR - ReliabilityM - MaintainabilityC - CompatibilityO - OperabilityS - SecurityT - Transferability

Front 1954

To what knowledge area does the mnemonic PERMCOST apply?

Back 1954

The mnemonic PERMCOST applies to the Requirements Analysis knowledge area.

Front 1955

What knowledge area does the mnemonic PART VP apply to?

Back 1955

The mnemonic PART VP applies to the Solution Assessment and Validation knowledge area?

Front 1956

What does the mnemonic PART VP stand for?

Back 1956

The mnemonic PART VP represents the tasks of Solution Assessment and Validation, and stands for:P - Proposed SolutionA - Allocation ResourcesR - Assess organization ReadinessT - Transition RequirementsV - Validate SolutionP - Perform Solution Evaluation

Front 1957

What mnemonic represents the tasks of the Solution Assessment and Validation knowledge area?

Back 1957

The mnemonic for the tasks of Solution Assessment and Validation is PART VP.