According to the PMI Guide to Business Analysis, one of the best strategies to define appropriate

acceptance criteria is to clearly define the performance measures and targets for the solution, such

as accuracy, reliability, availability, efficiency, etc. These measures and targets help to evaluate how

well the solution meets the stakeholder needs and expectations, and how it contributes to the

business value. In this case, since the operations manager is concerned about the accuracy of the

new measurement system, a good strategy would be to clearly define the maximum acceptable error

rate for the new system, which would indicate how accurate the system should be in order to be

accepted by the stakeholder. Quantifying the risks associated with measurement errors, asking for a

formal acceptance of requirements documents, or planning a training session for the new system are

not effective strategies to define appropriate acceptance criteria, as they do not specify how the

performance of the solution will be measured or evaluated. Reference: PMI Guide to Business

Analysis, page 316-317.

Decomposition model is a technique that involves breaking down a complex entity into smaller and

more manageable components. Decomposition model can help the business analyst to estimate the

effort associated with project requirements by providing a hierarchical structure of the requirements,

showing the dependencies and relationships among them, and allowing for more accurate and

detailed estimation at lower levels. Reference: = PMI Professional in Business Analysis (PMI-PBA)®

Examination Content Outline (2019), page 13; Business Analysis for Practitioners: A Practice Guide

(2015), page 71.

According to the PMI Guide to Business Analysis, user acceptance testing is a technique that involves

verifying and validating that the solution meets the business requirements and satisfies the

stakeholder needs and expectations. User acceptance testing is usually performed by the end users

or their representatives, who evaluate the solution against predefined acceptance criteria and

provide feedback on its functionality, usability, performance, quality, etc. User acceptance testing can

help to determine whether a solution satisfies business requirements, as it can demonstrate that the

solution delivers the intended business value and benefits, and that it meets or exceeds the

stakeholder satisfaction. By reviewing the results of user acceptance testing, a business analyst can

assess how well the solution meets business requirements, and identify any gaps or issues that need

to be addressed or resolved. Evaluating the solution against the project charter, conducting a

brainstorming session with end users, or reviewing the traceability matrix are other ways to analyze

and validate requirements, but they do not necessarily determine whether a solution satisfies

business requirements, as they do not involve testing or evaluating the solution in real or simulated

conditions. Reference: PMI Guide to Business Analysis, page 317-318.

Communication is an essential part of requirements management, as it ensures that the

requirements are clear, consistent, and agreed upon by all the project stakeholders. Stakeholders are

the individuals or groups who have an interest or influence in the project, and who can provide input,

feedback, and approval for the requirements. Communication also helps to avoid surprises,

misunderstandings, and conflicts among the stakeholders, and to manage their expectations and

satisfaction. Communication should be timely, accurate, relevant, and transparent, and should follow

the communication plan and strategy defined in the requirements management plan12.

One of the aspects of communication is the status of the requirements, which indicates the progress

and completion of the requirements throughout the project life cycle. The status of the requirements

can be tracked and documented using a traceability matrix, which is a tool that links the

requirements to their sources and traces them throughout the project. The status of the

requirements can also be monitored and controlled using a change control process, which is a

process that evaluates, approves, and implements any changes to the requirements. The status of

the requirements can have different values, such as proposed, approved, implemented, verified,

deferred, deleted, or rejected12.

When the status of a requirement changes, it should be communicated to all the project

stakeholders, not just the source of the requirement or the project team. This is because the change

in the status of a requirement may have an impact on the scope, schedule, cost, quality, or risk of the

project, and may affect the interests or expectations of the stakeholders. Communicating the status

of the requirements to all the project stakeholders helps to keep them informed and engaged, and to

obtain their feedback and approval. It also helps to prevent surprises, such as the one experienced by

the major stakeholder in the question, who was unaware that a particular requirement was

deferred12.

Therefore, the best option is C. The status should have been communicated to all project

stakeholders. Option A is not the best option, because the status should have been communicated to

more than just the requirement’s source. Option B is not the best option, because the status should

have been communicated earlier than prior to project launch. Option D is not the best option,

because updating the status in the traceability matrix is not enough, as the stakeholders may not

have access to or awareness of the matrix.

1 PMI Professional in Business Analysis (PMI-

PBA)® Examination Content Outline, page 9-11; 2 Requirements Management 101 | Smartsheet 2

Interviewing is a technique to elicit information, opinions, or feedback from stakeholders by asking

them questions and listening to their responses. Interviewing can be used to clarify or validate

requirements, resolve conflicts or misunderstandings, build rapport and trust, and explore complex

or sensitive issues. A good time to consider using the interviewing method is when there are

communication challenges among stakeholders, such as different perspectives, expectations, or

interests. Interviewing can help to overcome these challenges by providing a direct and personal

communication channel, allowing the interviewer to tailor the questions and responses to each

stakeholder, and facilitating a deeper understanding of the stakeholder’s needs and concerns. The

other options are not good times to consider using the interviewing method. Attempting to obtain

sign-off on requirements from stakeholders is not an elicitation activity, but a validation activity that

requires formal documentation and approval. There is not enough time to gather requirements from

many different sources is a constraint that limits the use of interviewing, as it is a time-consuming

and resource-intensive technique that can only involve a few stakeholders at a time. Assembling a

requirements traceability matrix is not an elicitation activity, but an analysis activity that involves

linking the requirements to their sources and deliverables using a tool or document. Reference: PMI-

PBA® Examination Content Outline, page 10; PMI-PBA® Reference List, page 1, BABOK® Guide v3,

page 50.

Workshop sessions are a technique to elicit, analyze, and prioritize requirements by bringing

together a group of stakeholders, such as subject matter experts, to collaborate and reach a

consensus. Workshop sessions can be used to identify and prioritize the requirements for a newly

approved project. The other techniques are not suitable for this purpose. Delphi technique is a

technique to obtain expert opinions anonymously and iteratively until a consensus is reached.

Brainstorming is a technique to generate a large number of ideas or solutions in a short time. Idea

and mind mapping is a technique to visually organize ideas or information using diagrams or

graphs. Reference: PMI-PBA® Examination Content Outline, page 10; PMI-PBA® Reference List, page

1, BABOK® Guide v3, page 50.

The business case provides the rationale for the project and includes an analysis of the costs and

benefits. It is used to assess risks, including the potential need to cancel the product. Reference: PMI-

PBA® Examination Content Outline, Business Analysis for Practitioners: A Practice Guide.

The project life cycle is a key factor that drives the selection of business analyst activities to be

included in the project. The project life cycle is the sequence of phases or stages that the project goes

through from initiation to closure. The project life cycle can be selected based on various factors,

such as the nature, complexity, size, and uncertainty of the project, the stakeholder p

, the

organizational culture, and the industry standards. The project life cycle can influence the approach

that the business analyst and the project team use to plan, execute, monitor, and control the project,

and to deliver the product or service. The project life cycle can also affect the type, level, and timing

of the business analysis activities, such as elicitation, analysis, documentation, validation, and

management of the requirements. Reference: PMI Professional in Business Analysis (PMI-PBA)®

Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page

84.

A change control process is a process that could help manage the situation of scope creep. Scope

creep refers to the problem experienced on many projects when the size or complexity of the original

product description grows. Scope creep can have negative impacts on the project schedule, budget,

quality, and stakeholder satisfaction. A change control process is a process that defines how changes

to the project scope, requirements, deliverables, or other configuration items are requested,

evaluated, approved, implemented, and monitored. A change control process can help the business

analyst and the project team to manage the expectations of the stakeholders, to assess the impact

and feasibility of the changes, to prioritize and implement the changes, and to communicate the

changes to the relevant parties.

PMI Professional in Business Analysis (PMI-PBA)®

Examination Content Outline1, page 23; Business Analysis for Practitioners: A Practice Guide2, page

131.

The requirements sign-off is a process that involves obtaining the formal approval and acceptance of

the requirements from the customer and other stakeholders. The requirements sign-off confirms that

the requirements are clear, complete, correct, and consistent, and that they meet the customer’s

needs and expectations. The requirements sign-off also establishes a baseline for the development

and testing of the solution, and serves as a reference point for managing changes and resolving

issues. The business analyst should first facilitate the requirements sign-off with the customer before

the developers start development, to ensure that the requirements are agreed upon and validated

by all parties, and to avoid rework, delays, and conflicts later in the project. Reference: PMI

Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 18; Business

Analysis for Practitioners: A Practice Guide2, page 92.