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126 Cards in this Set
- Front
- Back
What are the Enterprise Analysis techniques that fall under the task of Define Business Need (5.1)? |
9.2 - Benchmarking 9.3 - Brainstorming 9.4 - Business Rules Analysis 9.11 - Focus Groups 9.12 - Functional Decomposition 9.25 - Root Cause Analysis |
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What are the Enterprise Analysis techniques that fall under the task of Assess Capability Gaps (5.2)?
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9.9 - Document Analysis 9.32 - SWOT Analysis |
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What are the Enterprise Analysis techniques that fall under the task of Determine Solution Approach (5.3)?
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.1 - General 9.2 - Benchmarking 9.3 - Brainstorming 9.8 - DecisionAnalysis 9.10 - Estimation 9.23 - SWOT Analysis .2 - Feasibility Analysis |
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What are the Enterprise Analysis techniques that fall under the task of Define Solution Scope (5.4)?
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.1 - General 9.12 - Functional Decomposition 9.13 - Interface Analysis 9.27 - Scope Modeling 9.33 - User Stories .2 - Problem or Vision Statement |
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What are the components of a problem statement?
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- Define the problem/situation - Who is affected by the problem? - What is the impact? - What are the key benefits of solving the problem
Figure 5.19 |
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What are the Enterprise Analysis techniques that fall under the task of Define Business Case (5.5)?
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9.8 - Decision Analysis 9.10 - Estimation 9.16 - Metrics and Key Performance Indicators 9.24 - Risk Analysis 9.32 - SWOT Analysis 9.34 - Vendor Assessment |
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What are the symbols used in a Decision Tree, and what do they represent?
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Square = Decision Node Circle = Chance Node Triangle = End of Branch |
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What are the methods for making decisions using when evaluating Tradeoffs in Decision Analysis?
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- Elimination of dominated alternatives (one is “worse” than the other) - Ranking objectives on a similar scale (uses weighted ranking) |
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What are all of the Financial Valuation Methods that may be used in Decision Analysis?
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- 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) |
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When using the technique “Metrics and KPIs”, what are the characteristics of a good indicator?
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Good indicators are:
- Clear - Relevant - Economical - Adequate - Quantifiable |
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What are the types of metrics used in the technique “Metrics and KPIs”?
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The types of metrics are:
- Discrete Points - Thresholds - Ranges |
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In the technique “Metrics and KPIs”, what are the three structure quality factors to measure?
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- Reliability (stable and consistent) - Validity (direct measures) - Timeliness (collection & reporting) |
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In reporting using the technique “Metrics and KPIs”, which are the preferred types of reports?
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- Trends are more credible than a specific metric - Visuals are more effective than raw numbers |
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What are the techniques used for the BPM Task 2.1, Planning the BA Approach?
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9.8 - Decision Analysis 9.21 - Process Modeling 9.30 - Structured Walkthrough |
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What are the techniques used for the BPM Task 2.2, Conducting Stakeholder Analysis?
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.1 - General 9.1 - Acceptance and Evaluation Criteria Definition 9.3 - Brainstorming 9.14 - Interviews 9.19 - Organizational Modeling 9.21 - Process Modeling 9.23 - Requirements Gathering Workshops 9.24 - Risk Analysis 9.26 - Scenarios and Use Cases 9.27 - Scope Modeling 9.31 - Survey/Questionnaire 9.33 - User Stories .2 RACI Matrix .3 Stakeholder Map |
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Of the many techniques that may be used for Stakeholder Analysis, which ones are the most common?
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- RACI Matrix - Stakeholder Map |
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What are the techniques used in the Elicitation task “Prepare for Elicitation” (RE Task 3.1)?
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9.3 - Brainstorming 9.9 - Document Analysis 9.11 - Focus Group 9.13 - Interface Analysis 9.14 - Interviews 9.18 - Observation 9.22 - Prototyping 9.23 - Requirements Workshops 9.31 - Survey/Questionnaire |
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What are the techniques used in the Elicitation task “Conduct Elicitation” (RE Task 3.2)?
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9.3 - Brainstorming 9.5 - Data Dictionary / Glossary 9.9 - Document Analysis 9.11 - Focus Group 9.13 - Interface Analysis 9.14 - Interviews 9.18 - Observation 9.22 - Prototyping 9.23 - Requirements Workshops 9.31 - Survey/Questionnaire |
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What are the techniques used in the Elicitation task “Document Elicitation Results” (RE Task 3.3)?
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9.3 - Brainstorming 9.9 - Document Analysis 9.11 - Focus Group 9.13 - Interface Analysis 9.14 - Interviews 9.18 - Observation 9.20 - Problem Tracking 9.22 - Prototyping 9.23 - Requirements Workshops 9.31 - Survey/Questionnaire |
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What are the techniques used in the Elicitation task “Confirm Elicitation Results” (RE Task 3.4)?
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9.14 - Interviews 9.18 - Observation |
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Problem tracking is an elicitation technique uniquely used in which elicitation task? (besides those in DIP OF RIBS)
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Problem tracking is a technique used in the task “Document Elicitation Results” (Task 3.3). |
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Data Dictionary/Glossary is an elicitation technique uniquely used in which elicitation task? (besides those in DIP OF RIBS)
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Data Dictionary/Glossary is a technique used in the task “Conduct Elicitation” (Task 3.2).
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What are the only two techniques used in the RE Task 3.4, Confirm Elicitation Results?
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9.14 - Interviews 9.18 - Observations |
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Which technique promotes “divergent” thinking?
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Brainstorming (9.3) is the technique that promotes divergent thinking, producing a diverse set of options.
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What role is needed in brainstorming to guide the group through the technique?
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A skilled facilitator is needed to use brainstorming, in order to avoid a chaotic free-for-all.
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What are the strengths of using the brainstorming technique (9.3)?
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- Elicits many ideas in short period - Encourages creative thinking - Can reduce tension during requirements workshops |
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What are the weaknesses of using the brainstorming technique (9.3)?
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- Dependent on participants’ creativity and engagement - Temptation to debate idea (participants should agreed not to) |
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What are the strengths of the document analysis technique (9.9)?
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- Good starting point for analysis - Provides a way to cross-check other elicitation results - Leverages existing documentation to discover/confirm requirements |
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What are the weaknesses of the document analysis technique (9.9)?
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- Limited to “As-is” analysis - Existing documentation may be outdated or limited - Time-consuming and tedious |
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What are the broad categories of document analysis (technique 9.9)?
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- Business documentation - System documentation |
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What is the purpose of the technique “Focus Groups” (9.11)?
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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. |
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What are the two types of groups that may be used when doing a Focus Group?
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- Homogeneous (same type of users) - Heterogeneous (different users) |
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What are the strengths of Focus Groups?
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- Elicit many ideas in a single session - Learn people’s attitudes & desires - Active discussion to explore and ask questions |
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What are the weaknesses of Focus Groups?
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- Trust may be an issue if topics are sensitive - Data may be inconsistent with reality - Lack of group diversity may mean incomplete requirements - Skilled moderator needed - Scheduling may be difficult |
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What are the three types of interfaces referred to in the Interface Analysis technique (9.13)?
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- User (human/system) - Application (system-to-system) - Hardware-to-hardware |
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What does the technique interface analysis (9.13) help define?
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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. |
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User interface requirements are best elicited using which technique?
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UI requirements are best elicited using prototyping (not interface analysis). |
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What interface elements need to be defined when performing the Interface Analysis (9.13) technique?
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- Inputs/Outputs - Validation Rules (if any) - Triggering events |
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What are the strengths of the Interface Analysis technique (9.13)?
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- More accurate project planning - Better coordination w/ other systems/projects |
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What are the weaknesses of the Interface Analysis technique (9.13)?
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It only reviews inputs/outputs, and key data elements; doesn’t provide understanding of processes or other details involved |
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What are the key factors that lead to successful use of the “Interviews” techniques (9.14)?
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- Interviewer’s knowledge of the domain - Interviewer’s experience conducting/documenting interviews - Rapport of the interviewer with interviewee - Willingness of interviewee to provide information - Interviewee’s ability to understand their own requirements and what the business wants from the new system |
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What are the “types” of interviews?
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- Structured - pre-defined, specific questions - Unstructured - ad-hoc, open-ended questions |
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What are the types of questions that might be asked in the Interview (9.14) technique?
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- Open-ended (to elaborate or probe) - Close-ended (for single response or to confirm) |
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What follow-up activities should be conducted after performing an Interview (technique 9.14)?
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- Send out notes - Review notes with interviewees - Revise notes as needed |
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What are the strengths of the “Interview” technique (9.14)?
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- Simple, direct technique that encourages participation, builds rapport - Allows full discussions, enabling observations of non-verbals - Allows for follow-up questions and maintains focus - Allows for private discussions of sensitive issues |
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What are the weaknesses of the “Interview” technique (9.14)?
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- Not ideal for reaching consensus across wide - range of stakeholders - Requires considerable time commitment from participants - Training and experience required for a good interviewer - Transcription and review of interview notes can be time-consuming - Interviewer interpretation and possible leading of interviewees |
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What are the two types of the “Observation” technique (9.18)?
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- Passive/invisible (observe, but do not ask questions) - Active/visible (may ask questions) |
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What are the strengths of the “Observation” (9.18) technique?
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- Realistic & practical insight into business processes performed - Elicits informal details and actual practices that may not be captured in more formal sessions |
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What are the weaknesses of the “Observation” (9.18) technique?
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- Not viable for new processes - May be time-consuming and disruptive - May not observe ALL needed exceptions & critical situations - Not effective for cognitive processes/unobservable work |
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Which technique is used for both elicitation and analysis?
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Prototyping (9.22) may be used in both elicitation and analysis).
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What are the basic purposes of the Prototyping (9.22) technique?
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- Scope (horizontal view of a system and it’s navigation) - Detailed (vertical and narrow functionality and interface details) |
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What are the two types of Prototypes?
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- Throw-away (whiteboard, sticky notes, mock-up, etc.) - Evolutionary (functional; can be built upon to create working software) |
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What are the strengths of prototyping?
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- Supports visual communication - Allows for cheap, quick & early feedback - Electronic versions enhance learning detailed interface needs |
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What are weaknesses of prototyping?
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- Takes time if team gets bogged down in “how” and not “what” - Throw-away versions can be too rough to convey details - Electronic versions can mistakenly “look” like functional system - Too much “design” can constrain development of interfaces |
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What are the widely varying uses of the technique “Requirements Workshop” (9.23)?
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- Scope - Discover - Define - Review - Prioritize - Reach closure |
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Which technique is one of the best ways to discover and define high-quality requirements quickly?
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The technique “Requirements Workshops”, when they are well-run is one of the most effective.
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What things is the facilitator responsible in the technique “Requirements Workshops” (9.23)?
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- Establish professional and objective tone - Enforce discipline, structure, and ground rules - Manage meeting & keep team on track - Facilitate decision-making/build consensus - Ensure all stakeholders participate and their input is heard - Ask the right questions, analyze the info provided & follow-up with probing questions |
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What are the strengths of the “Requirements Workshops” technique (9.23)?
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Can elicit requirements quickly, with immediate feedbackGroup setting promotes collaborates and aids in consensusOften cheaper than 1x1 interviews |
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What are the weaknesses of the “Requirements Workshops” technique (9.23)?
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- Availability of participants and scheduling can be challenging - Success highly dependent on skill of facilitator/participant knowledge - Having the wrong number/mix of participants can impede progress and/or cause incomplete req’s |
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What are the responsibilities of the scribe in a Requirements Workshop?
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Document requirement in format agreed to before the workshopKeep track of “parking lot” issues |
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What are the types of questions that can be used in the “Survey” technique?
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- Open-ended - free-form - Closed-ended - forced choice |
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Closed-ended survey questions are best for what type of analysis?
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Quantitative
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Open-ended survey questions are best for what type of analysis?
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Qualitative
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What are the strengths of the “Survey” technique (9.31)?
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- Effective at obtaining quantitative, and possible qualitative data - May be helpful to reach dispersed stakeholders - Quick and inexpensive |
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What are the weaknesses of the “Survey” technique (9.31)?
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- Open-ended questions may require more BA analysis - May require follow-up if incomplete/inconclusive - Not well-suited for gathering information on actual behaviors - Response rate may be low |
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What is the purpose of the task “Prioritize Requirements” in the Requirements Analysis knowledge area?
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The purpose of prioritizing requirements is to rank requirements relative to each other, using criteria of importance to stakeholders. |
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What are some possible criteria of importance to stakeholders when defining requirements priority?
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Criteria of importance may include:
- Value - Risk - Difficulty of implementation |
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What are the techniques used in the “requirements prioritization” task in Requirements Analysis?
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.1 - General 9.8 - Decision Analysis 9.24 - Risk Analysis .2 - MoSCoW Analysis .3 - Time boxing/budgeting .4 - Voting |
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What do the letters in the mnemonic MoSCoW stand for?
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M - Must have S - Should have C - Could have W - Won’t do |
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What is the technique “time boxing”?
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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
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What is the technique “budgeting”?
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Budgeting chooses work based on a fixed budget or timeline, and requirements are based upon what can be accomplished with the available resources.
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What are the three general approaches for the “budgeting” prioritization technique?
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- All-in - starts with all and items are dropped until can be met within time/budget - All-out - Add in items until budget/time capacity is reached - Selective - identify high-priority and add/remove until capacity reached |
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What are the techniques that may be used to “Organize Requirements” (RA Task 6.2) in Requirements Analysis?
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9.4 - Business Rules Analysis 9.6 - Data Flow Diagrams 9.7 - Data Modeling 9.12 - Functional Decomposition 9.19 - Organizational Modeling 9.21 - Process Modeling 9.26 - Scenarios and Use Cases 9.27 - Scope Modeling 9.33 - User Stories |
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What are the techniques that may be used to “Specify & Model Requirements” (RA Task 6.3) in Requirements Analysis?
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9.1 - Acceptance and Evaluation Criteria 9.4 - Business Rules Analysis 9.5 - Data Dictionary and Glossary 9.6 - Data Flow Diagrams (DFDs) 9.7 - Data Modeling 9.12 - Functional Decomposition 9.16 - Metrics & KPIs 9.17 - Non-functional Requirements Analysis 9.19 - Organizational Modeling 9.21 - Process Modeling 9.22 - Prototyping 9.26 - Scenarios and Use Cases 9.28 - Sequence Diagrams 9.29 - State Diagrams 9.33 - User Stories |
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What are the techniques that may be used to “Define Assumptions and Constraints” (RA Task 6.4) in Requirements Analysis?
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9.20 - Problem Tracking 9.24 - Risk Analysis |
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What are the techniques that may be used to “Verify Requirements” (RA Task 6.5) in Requirements Analysis?
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.1 - General 9.1 - Acceptance & Evaluation Criteria 9.20 - Problem Tracking 9.30 - Structured Walkthrough .2 - Checklists |
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What are the benefits of using checklists during requirements verification?
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- Promote standardization and quality control - Remainders to include important items - Consistency of approach and outcomes |
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What are the techniques that may be used to “Validate Requirements” (RA Task 6.6) in Requirements Analysis?
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9.1 - Acceptance & Evaluation Criteria 9.16 - Metrics & KPIs 9.22 - Prototyping 9.24 - Risk Analysis 9.30 - Structured Walkthrough |
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What are the elements of the RA technique Business Rules Analysis?
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- Specific - Actionable - Testable - Atomic (can’t be broken down further) - Independent of any one process |
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What are the attributes of business policies (as opposed to business rules)?
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Unlike business rules, policies support goals, but are NOT actionable |
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What are the two types of documenting business rules?
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- Text Rules - Decision Tables/Trees |
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What is the purpose of the technique “Data Dictionary and Glossary”?
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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. |
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What is the purpose of a “Data Diagram”?
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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. |
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What are the two diagram types of the technique “Data Modeling”?
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- Class Diagrams (UML) - Entity Relationship Diagrams (ERDs) |
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What is the purpose of “Data Modeling”?
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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. |
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What type of documentation is typically used to supplement an ERD?
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Data dictionary and/or Business Rules are often used to supplement an ERD. |
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What are the components of a “Class Model”?
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- Classes - Attributes - Operations - Relationships |
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What are the possible “relationships” that may be shown on a “Class Model” (data model)?
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1..1 = one and only one 0..* = zero to many (* = no limit) 1..* = at least one associate, maybe more 0..1 = zero or one |
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For which types of stakeholders are non-functional requirements useful?
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- Users or clients - Developers |
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For non-software projects, non-functional types of requirements may also be referred to as what?
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For non-software projects, non-functional types of requirements may also be referred to as “Service Level Agreements” (SLAs).
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What are the levels that the process modeling can be done at?
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- High-level (for as-is of current) - Medium-level (to understand stakeholders and handoffs) - Detailed Level (for a to-be view) |
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What is a trigger when performing process modeling?
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A trigger is an event, which can be a request, action or a time that causes a process to kick-off. |
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What can the technique of process modeling be used for?
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Process modeling can help to:
- Discover Requirements - Document inputs/outputs - Document the BA Approach - Uncover Stakeholders |
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What are the three types of process model conventions in use?
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- Flowcharting - Activity Diagrams (using UML) - BPMN (Business Process Modeling Notation) |
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Describe the purpose of the technique “Scenarios and Use Cases”
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Scenarios and use cases describe how “actors” interact with a “system” to accomplish a business goal or respond to events. |
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What are the possible types of scenarios in a Use Case?
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- Primary - shortest path - Alternate - deviations, exceptions (may reconnect with primary path or have a separate ending) |
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What is the difference between a “scenario” and a “use case”?
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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) |
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What is the purpose of a scope model?
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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. |
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What does a Sequence Diagram no show?
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Sequence diagrams do not show how the objects structurally relate to each other (this is done through Class Diagrams).
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What is another use of sequence diagrams (beyond the primary purpose)?
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Sequence diagrams can also be used to provide design-like details of how user interface or software elements should work.
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How are the object names derived in a Sequence Diagram?
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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
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What are the two types of messages that occur in a Sequence Diagram?
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- Procedural Flow - Asynchronous Flow |
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What is “Procedural Flow” in a Sequence Diagram?
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Procedural Flow is like an activity diagram whereby the flow is sequential and the sending object waits until a message is received |
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What is “Asynchronous Flow” in a Sequence Diagram?
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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. |
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What is a “State Diagram”?
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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.
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What can state diagrams help discover?
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State Diagrams can help discover missing data attributes and processes
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What are the key components of User Stories?
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- Actor - Description - Benefit |
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What are the techniques used in the Requirements Management & Communication task “Manage Solution Scope & Requirements” (4.1)?
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.1 - General 9.20 - Problem Tracking .2 - Baselining .3 - Signoff |
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What is the only technique used in the Requirements Management & Communication task “Manage Requirements Traceability” (4.2)?
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Coverage Matrix (aka Traceability Matrix)
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When would a Coverage Matrix most likely be used?
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When there are relatively few requirements to traceWhen it has been decided to trace only high-level requirements, features, or models |
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What are the techniques for the task of “Maintain Requirements for Reuse”?
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This is a trick question. There are no specific techniques used for this task.
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What are the techniques for the task of “Prepare Requirements Package”?
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Requirements DocumentationRequirements for Vendor Selection
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What are the types of requirements documentation that might be used to “Prepare Requirements Package”?
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- Business Requirements Documents (BRD) - Product Roadmap - Software/System Requirements (SRS) - Supplementary Requirements Specification - Vision Document |
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What are the three types of documents that may be used for Vendor Assessment Documentation when “Preparing a Requirements Package”?
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RFP - request for proposal RFI - request for information RFQ - request for quote |
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What things might be included in a vendor request?
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- Business/Stakeholder Requirements - Business strategy or architecture - Technical environment and constraints - Legal, regulatory, or gov. req’s - Solution cost or total cost of ownership - Alignment with overall biz strategy - Solution’s architecture, performance, quality, support - Solutions’ extensibility and ability to integration with other apps - Supplier’s sustainability, and/or supplier’s profile and reputation |
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What are the techniques used for the RMC Task “Communicate Requirements”?
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9.23 - Requirements Workshops 9.30 - Structured Walkthrough |
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What is the only “primary” technique for the knowledge area “Requirements Management and Communication”?
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9.30 - Structured Walkthrough |
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What is the purpose of the technique “Structured Walkthrough” (9.30)?
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A structured walkthrough is a formal session designed to “communicate, verify, and validate requirements”
AKA - Requirements Review |
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What are the techniques for the SA task “Assess Proposed Solution”?
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9.1 - Acceptance & Evaluation Criteria 9.8 - Decision Analysis 9.34 - Vendor Assessment |
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What are the techniques for the SA task “Allocate Requirements”?
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9.1 - Acceptance & Evaluation Criteria 9.4 - Business Rules Analysis 9.8 - Decision Analysis 9.12 - Functional Decomposition 9.21 - Process Modeling 9.26 - Scenarios & Use Cases |
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What are the techniques for the SA task “Assess Organizational Readiness”?
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.1 - General 9.1 - Acceptance & Evaluation Criteria 9.6 - Data Flow Diagrams 9.11 - Focus Groups 9.14 - Interviews 9.31 - Survey/Questionnaire 9.19 - Organization Modeling 9.20 - Problem Tracking 9.21 - Process Models 9.24 - Risk Analysis 9.32 - SWOT Analysis .2 - Force Field Analysis |
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What are the techniques for the SA task “Define Transition Requirements”?
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9.4 - Business Rules Analysis 9.6 - Data Flow Diagrams 9.21 - Process Models 9.19 - Organizational Modeling 9.7 - Data Modeling |
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What are the techniques for the SA task “Validate Solution”? |
9.1 - Acceptance & Evaluation Criteria 9.25 - Root cause analysis 9.20 - Problem tracking |
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What are the techniques used in the SA task “Evaluate Solution Performance”?
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9.8 - Decision analysis 9.11 - Focus Group 9.18 - Observation 9.31 - Survey/questionnaire |
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What is the one primary technique used by the knowledge area Solution Assessment & Validation?
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9.34 - Vendor Assessment
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What are some criteria for evaluating a vendor? |
- Financial security of the vendor - Capability of maintaining certain staffing levels - Commitment to keeping skilled staff to support the solution |