PMI PBA Exam Prep Questions

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PMI-PBA® EXAM PREP
Questions, Answers & Explanations
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PMI-PBA® Exam Prep
Questions, Answers & Explanations
Christopher Scordo, PMP
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TABLE OF CONTENTS
Introduction
Welcome
PMI-PBA Exam Overview

Practice Exams and Quizzes
PMI-PBA Mock Exam (LITE) - 1
PMI-PBA Domain Area Test: Evaluation
PMI-PBA Domain Area Test: Traceability &

Monitoring
PMI-PBA Domain Area Test: Analysis
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PMI-PBA Domain Area Test: Planning
PMI-PBA Domain Area Test: Needs Assessment

PMI-PBA Exam Cheat Sheet – Tools & Techniques
Tools and Techniques grouped by Knowledge Areas
Tools and Techniques grouped by Process Groups
Most Common Tools and Techniques
Business Analysis Tools and Techniques – A Quick Review
Additional Resources
Exam Taking Tips
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Introduction
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WELCOME
Thank you for selecting SSI Logic’s PMI-PBA® Exam Prep –
Questions, Answers, and Explanations for your PMI
Professional in Business Analysis (PMI-PBA)® study needs.
The goal of this book is to provide condensed mock exams and
practice tests which allow you to become comfortable with the
pace, subject matter, and difficulty of the PMI-PBA exam.
The content in this book is designed to optimize the time you
spend studying in multiple ways.
1. Practice exams in this book are condensed to be
completed in one hour; allowing you to balance your
time between practice tests and offline study.
2. Passing score requirements in this book are slightly

higher than the real exam; allowing you to naturally
adjust to a higher test score requirement.
3. Practice exams included in this book cover the entire

scope of the PMI-PBA exam, while shorter quizzes
focus only on specific Domain Areas outlined in the
PMI Professional in Business Analysis (PMI-PBA)®
Examination Content Outline.
The practice exam content in this book is structured into two

general types of exam preparation:
“Lite” Mock Exams, which allow you to test your
knowledge across condensed versions of the PMI-
PBA exam; designed to be completed within one
hour.
“Domain” tests, which reflect brief practice tests

focused on specific Domain Areas outlined in the
PMI Professional in Business Analysis (PMI-PBA)®
Examination Content Outline , designed to be
completed in 25 minutes.
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Please note: The PMBOK ® Guide – Sixth Edition, Business
Analysis for Practitioners: A Practice Guide, and The PMI
Guide to Business Analysis, are the three PMI publications
listed as reference texts for the PMI-PBA® certification
exam. Exam candidates should be aware that the PMI-
PBA® examination is not only written according to these
three references. The PMI-PBA® is a competency-based
credential which assesses the integrated set of knowledge,
skills and abilities as gained from both practical and
learned experiences.
PMI-PBA® Exam Overview

The content in this book reflect the PMI-PBA® exam based
on the PMI Professional in Business Analysis (PMI-PBA)®
Examination Content Outline .
About the PMI-PBA® Certification
The PMI-PBA® certification is managed by the Project
Management Institute (PMI®) and was launched in November
2016 given the growing importance of business analysis for
projects and programs. Since then, the PMI-PBA®
certification has been one of the most sought-after business
analysis credentials available.
The PMI-PBA® certification is a globally recognized
credential, and individuals are encouraged to remain active via
PMI’s Continuing Certification Requirements (CCRs). Only
individuals who maintain active PMI-PBA® credentials may
refer to themselves as a Professional in Business Analysis.
Individuals do not need to be a member of PMI to earn a PMI-
PBA® credential.
The minimum requirements in attaining the PMI-PBA
certification:
Education: At a minimum, A high school diploma is
required
Business analysis experience
24 months of professional experience for
individuals with a bachelor’s degree or
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postgraduate degree from a GAC accredited
program.
individuals with a bachelor’s degree or global
equivalent (within the past 8 years)
individuals without a bachelor’s degree or
equivalent (within the past 8 years)
Business Analysis Education: 35 contact hours of

formal education
Ethics: Agree to PMI’s Code of Ethics and
Professional Conduct
Pass the PMI-PBA® Exam
PMI-PBA® Exam Details

The PMI-PBA® exam is designed to objectively assess and
measure business analysis knowledge. Concepts covered in the
PMI-PBA® exam are heavily derived from the PMBOK®
Guide – Sixth Edition, Business Analysis for Practitioners: A
Practice Guide, and the PMI Guide to Business Analysis.
However, exam candidates should be aware that the PMI-
PBA® examination is not only written according to these three
references. The PMI-PBA is a competency-based credential
which assesses the integrated set of knowledge, skills and
abilities as gained from both practical and learned experiences.
The PMI-PBA® exam can be taken at the test center as either
a computer-based (CBT) exam or a paper-based exam. The
PMI-PBA® exam can also be taken online from the comfort
of your home. The online proctored PMI-PBA® exam is the
same as the version administered at the test center.
A summary of the exam structure and passing requirements
are as follows:
There are 200 total multiple-choice questions which
make up the PMI-PBA® exam
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25 randomly placed “pretest questions” are included,
and do not count towards the pass/fail determination
Individuals have four hours to complete the exam
Only correct answers count, and a passing score is
determined by “sound psychometric analysis”. This
method indicates that scores reflect the difficulty of
the questions answered.*
* For the purposes of this book, a numeric scoring system will

be applied, allowing students to easily measure their
knowledge.
The Five Domains of the PMI-PBA® Exam
The five domains outlined in the PMI Professional in Business
Analysis (PMI-PBA)® Examination Content Outline covered
by the PMI-PBA® exam are listed below. These five
“domains” are common across all projects and programs.
Following is the percentage of questions one should expect on
the PMI-PBA exam:
Needs Assessment -18%
Planning – 22%
Analysis – 35%
Traceability and Monitoring – 15%
Evaluation – 10%
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Practice Exams and Quizzes
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PMI-PBA MOCK EXAM
(LITE) - 1
Practice Questions
Test Name: PMI-PBA Lite Mock Exam 1
Total Questions: 50
Correct Answers Needed to Pass:
35 (70.00%)
Time Allowed: 60 Minutes
Test Description
This is a cumulative PMI-PBA Mock Exam which can be used
as a benchmark for your PMI-PBA aptitude. This practice test
includes questions from all Business Analysis Domain areas.
Test Questions
1. The agile technique of on-demand scheduling is not
suitable when:
A. Project requirements can be decomposed into
smaller chunks that are relatively similar in size
and scope.
B. The use of a predictive lifecycle is mandated by the

customer.
C. Project tasks can be bundled by size and scope.
D. Product deliverables can be incrementally

developed.
2. You work for a venture capital firm that continuously

evaluates potential acquisition opportunities regarding
emerging products and technologies. The organization
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primarily uses the Internal Rate of Return (IRR) of all
opportunities as a financial viability measure. Which of
the following statements regarding Internal Rate of Return
(IRR) is correct?
A. IRR is the rate at which the total cash inflow is
higher than the total cash outflow.
B. IRR is the rate at which the Net Present Value of all

cash flows will equal zero.
C. IRR is the rate at which the Payback Period is

acceptable by the stakeholders.
D. IRR is the rate at which the Return on Investment is

higher than the bank’s lending rate.
3. You have recently joined an organization. The

organization’s business analysis and project management
processes are not as mature as the organizations you have
worked for in the past. You are coaching elicitation
techniques to the young business analysts in the
organization. Which of the following statements is
INCORRECT?
A. When business analysis information is analyzed,
the quantity of information sometimes decreases.
B. Elicitation is highly cyclical and is repeated

multiple times.
C. Elicitation means collecting product information

that stakeholders always have readily available.
D. Elicitation may also be performed iteratively with

analysis to progressively elaborate information.
4. You are reviewing a product team’s performance. The

team is developing a small business application and is
currently planning the project. The committed project
duration, according to the product charter, was six months.
However, the business analyst has already spent over two
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months in elicitation planning activities. What is your
opinion about this?
A. The business analyst is doing a commendable job.
The more robust the planning, the more robust the
output.
B. Everything is all right and under control; the

project deadline is still four months out.
C. This is all right; two months of elicitation planning

is typical for a six-month project.
D. The business analyst must have balanced the needs

of the project against the quantity of requirements
elicitation.
5. You have been assigned to lead the business analysis

activities for a major organizational transformation
project. The scope of your business analysis activities
includes analyzing the business needs and recommending
customizations to an existing ERP solution in the market.
The project stakeholders are geographically distributed
and working in different time zones. In order to
successfully complete your task, you should:
A. Ask the ERP vendor to deploy the system with
standard configuration.
B. Limit your business analysis activities to one

location.
C. Identify the best approach for collaboration with

the distributed stakeholders.
D. Request additional budget and time for the business

analysis activities.
6. You are a junior business analyst on a team that is

analyzing an organization’s operating model. You are
currently working with a senior business analyst and
helping her prepare for an upcoming elicitation activity.
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All of the following activities may be performed to
prepare for an elicitation activity EXCEPT:
A. Identifying supporting materials
B. Setting the agenda
C. Determining the participants
D. Decomposing epics into smaller user stories
7. Your team has recently released a new software

application in the business. The application has been well-
received by the business stakeholders. You want to
conduct a formal solution evaluation at this stage. Which
of the following is the ideal way to conduct a post-
production solution evaluation?
A. Comparing the actual results of unit testing to the
expected or desired results.
B. Comparing the actual results of integration testing

to the expected or desired results.
C. Comparing the actual results of regression testing

D. Comparing the actual results of acceptance testing

8. A product team is developing a product using Agile

product development methods. The team is currently
struggling with completing their started user stories. You
have investigated this further and found out that the team
is not appropriately planning their work-in-progress items.
Which of the following tools should you recommend the
product team use to better manage their work-in-progress
items and plan these in accordance to their capacity?
A. Kanban
B. Gemba
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C. Kaizen
D. Five-whys
9. The product owner has just asked your team to drop a

user story from the current sprint. According to the
product owner, the business requirements have changed
and so have the priorities of the user stories on your Agile
project. What should you do next?
A. Move the story back into the backlog.
B. Mark the story as unwanted.
C. Complete the story during the sprint but do not

release it.
D. Request the product owner to initiate a formal

change control.
10. You are analyzing the requirements for a complex

ERP system development project. As your next business
analysis deliverable, you are required to develop a model
that visually shows the complex flow of system use cases.
The model is expected to show the user and system
interactions and mirror the textual district descriptions of
the system use cases. You decide to develop an activity
diagram to meet this requirement. Activity diagrams are:
A. A type of process model
B. A type of interface model
C. A type of scope model
D. A type of rule model
11. You have been hired as a business analyst into a

manufacturing firm. The head of business development
has asked you to review how the department manages its
sales pipeline and recommend improvements. When you
interviewed some senior stakeholders, you were surprised
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to find out that nobody has a clear idea regarding “who
does what?” in the sales pipeline management and rather
react to sales opportunities as they come. You call a
workshop and invite some key stakeholders to define a
new process flow. What should you do next?
A. Conduct a 5S workshop.
B. Conduct a root cause analysis of the situation.
C. Confirm the defined process with a wider

stakeholder group.
D. Carry out a 5-whys exercise.
12. You are planning to conduct a requirements elicitation

workshop with key stakeholders. The prime goal of the
meeting is to come up with a high-level product feature
model and schedule subsequent elicitation activities. You
decide to use an affinity diagram during this workshop.
How can an affinity diagram help in this context?
A. Affinity diagrams will help stakeholders validate
their requirements.
B. Affinity diagrams will help prioritize the elicited

product requirements.
C. Affinity diagrams will provide the required context

for the development of the feature model.
D. Affinity diagrams provide a sample format for the

development of a feature model.
13. You have scheduled a product team meeting to help

you define the story map for the upcoming iteration.
Which of the following is the correct way of setting up a
story map?
A. Horizontally, setup the story map to show what is
the context of each user story; and vertically, depict
the risk involved in the user stories.
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B. Horizontally, setup the story map to show what will
be developed by the product team; and vertically,
depict what will be outsourced to the vendor.
C. Horizontally, setup the story map to show what will

be hierarchy of the user stories; and vertically,
depict the level of effort estimated for the user
stories.
D. Horizontally, setup the story map to show what will

be delivered within an iteration; and vertically,
depict the higher-level groupings of the user stories.
14. You are currently assessing the financial viability of a

product idea. The steering committed would like to make
their decision based on the IRR and payback period
associated with the investment. You want to use a
technique that would combine the results from the
payback period and IRR valuations method. What should
you do next?
A. Create a weighted ranking matrix.
B. Use payback period as a primary valuation

technique and use IRR as a tie breaker.
C. Use IRR as a primary valuation technique and use

payback period as a tie breaker.
D. Create a Pareto chart with the IRR and payback

period results.
15. You have completed the product requirements

elicitation activities and documented all the requirements
in a requirements management tool. You have used these
requirements to identify all product use cases. Which of
the following tools should you use to model the flow of
these use cases?
A. Feature model
B. Traceability matrix
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C. Context diagram
D. Activity diagram
16. You have recently been assigned as the lead business

analyst on an ERP system design and development
project. This is a complex project and the entire system
needs to be developed inhouse. Given the costs, time and
resource commitment, the senior leadership is not only
keen about how you initially develop the business case
and conduct the feasibility study, they will also be very
interested in how system evaluation activities are
performed throughout the product lifecycle. Solution
evaluation is usually complex and requires preparation.
Which of the following statements regarding preparation
for Solution Evaluation is correct?
A. Solution Evaluation preparation is carried out
immediately prior to conducting Solution
Evaluation.
B. Solution Evaluation preparation is carried out after

project closure.
C. Solution Evaluation preparation is carried out

during project closure.
D. Solution Evaluation often requires early

preparation.
17. You are leading an Agile project. A business analyst

has helped you define the product backlog. However, only
the product owner has the authority to prioritize the user
stories in the backlog. What decision-making technique
does the product owner exercise in the project to prioritize
the user stories?
A. Unanimity
B. Majority
C. Plurality
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D. Autocracy
18. You are leading a product planning session and the

team has selected a few Epics and broken these down into
smaller user stories. You now need to sequence these
based upon their business value and the order in which
their users will typically perform them. Which of the
following techniques will help you do this?
A. Story mapping
B. Scope creep
C. Progressive elaboration
D. Rolling-wave planning
19. You are auditing a product team’s performance. In

order to audit the alignment of the development efforts to
the business objectives, which of the following documents
should you analyze to understand the scope of the product
the developers are working against?
A. Project charter
B. Business case
C. Product backlog
D. Situation statement
20. You have recently established a team that will work

on a new product development project. As a team building
activity, you have arranged a workshop. Your team
consists of three smaller teams; the business analysts, the
project management team, and the product development
team. You are explaining to the team the differences
between project and product lifecycles. Which of the
following statements regarding product lifecycles is
incorrect?
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A. A product lifecycle may consist of multiple project
life cycles.
B. A product lifecycle succeeds a project lifecycle.
C. The number of intermediary phases that a product

lifecycle goes through is dependent on the
longevity of the product lifecycle.
D. A product lifecycle represents the life of the

product from conception to retirement.
21. You have conducted a few requirements workshops

and documented all elicited high-level user stories. You
have also selected a subset of these stories to be included
in the first iteration for development. However, prior to
any development work on these stories, you must:
A. Removed the least valued stories from the backlog.
B. Elaborate the stories and refine the backlog.
C. Develop the project charter.
D. Create the risk register.
22. Which of the following is a series of conditions the

entire team agrees to complete before a user story is
considered sufficiently understood for work to begin to
construct it?
A. Team Agreement
B. Definition of Ready
C. Team Charter
D. Definition of Done
23. All the following are ways to determine whether

value has been delivered by the released product
EXCEPT:
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A. Evaluating acceptance results from product
releases.
B. Evaluating performance against business goals and

objectives.
C. Comparing performance and baseline data.
D. Evaluating the product team productivity.
24. You are the business analyst on a software

development project. During a requirements elicitation
workshop, the stakeholders proposed some conflicting
requirements. You tried facilitating a consensus but that
did not work. What should you do next?
A. Reject the requirements you think are not practical.
B. Accept the requirements you think deliver

maximum business value.
C. Follow the process set forth in the stakeholder

engagement approach.
D. Accept both requirements and let the product team

sort out the matter.
25. The product owner of your project wants the project

team to apply an adaptive technique that reduces the
number of decisions the team must make at any given
point in time by delaying all decision making as late as
possible. What is your opinion about this?
A. This is a valid adaptive technique called
Progressive Elaboration.
B. This is a valid adaptive technique called Scope

Creep.
C. This is absurd and the team needs to escalate this to

senior leadership.
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D. This is a valid adaptive technique called Real
Options.
26. Which of the following is not a part of the data

gathering tools used in Control Quality process?
A. Control Chart
B. Statistical sampling
C. Check sheets
D. Checklists
27. At what point in time would you consider the solution

has reached a point of diminishing returns?
A. When additional value that could be obtained from
the solution is less than the additional effort needed
to achieve that value.
B. When the revenue generated from the

implementation of the system starts to decline.
C. When additional value that could be obtained from

the solution does not justify the additional effort
needed to achieve that value.
D. When no more additional value from the solution

can be achieved.
28. Which of the following techniques challenges the

traditional product requirements management approaches
by guiding the product teams to analyze only those
features that are deemed to be of the highest value and
reduce the time spent on analyzing low-value
requirements?
A. Product backlogs
B. Retrospectives
C. Feature injection
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D. Burndown charts
29. You are leading an organizational process

transformation project and currently facing a lot of
resistance from the existing staff. In order to get a better
handle over the situation, you decide to conduct a detailed
stakeholder engagement analysis. Which of the following
tools helps in determining the gaps between the current
and desired stakeholder engagement levels?
A. Stakeholder register
B. Monte Carlo analysis
C. Fishbone diagram
D. Stakeholder engagement assessment matrix
30. You have recently joined a product team developing

an ICT service request management system. You find out
that the project team has not setup a requirements
traceability matrix for the project and is only working
against a product backlog. As a result, the product
backlog contains a number of product requirements that
are related to each other, but these relationships have not
been documented anywhere. For example, there is a
requirement that, “all managers should be able to
download all system reports as PDF files”. There is
another requirement that, “all downloaded PDF reports
must be sent to the requestor’s primary email address”.
What is the relationship between these two requirements?
A. Subsets
B. Implementation dependency
C. Value dependency
D. Discretionary dependency
31. The new chief procurement officer is not happy with

your organization’s current time-consuming paper-based
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procurement processes. He has asked you to digitize the
processes using the latest technology. You are currently
performing Needs Assessment processes. How will you
determine the expected business value that would be
provided by the proposed solution?
A. By conducting system usability testing.
B. By conducting user acceptance testing.
C. By calculating the expected reduction in processing

time.
D. By measuring the net promotor score.
32. A product team has selected a scope and a process

model to define the requirement of a process automation
project. Which of the following can be used a supporting
data model for this project?
A. User interface flow
B. State diagram
C. Use case
D. Context diagram
33. Your project stakeholders are geographically

distributed, and the time zone differences make
scheduling conference calls difficult. If eliciting
requirements through facilitated workshops is not
possible, which of the following techniques should you
consider first for eliciting product requirements from the
stakeholders?
A. Interviews and surveys
B. Brainstorming
C. Document analysis
D. Benchmarking
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34. What does the term INVEST stand for?
A. Independent, negotiable, valuable, estimable, small,
and testable
B. Identifiable, need-based, variable, essential, smart,

and technological
C. Individual, negligible, volatile, express, suitable,

and transferable
D. Indigenous, neat, voluminous, endorsed, stamped,

and tracked
35. You have been hired as a consultant to setup a PMO in

an organization. You have defined a portfolio, program
and project management framework of the organization
and have recruited the new PMO team. You are now
reviewing the published organization’s five-year strategy
to identify potential projects that can now be launched
through the new PMO. Which business analysis technique
are you performing?
A. Document analysis
B. Benchmarking
C. 80/20 analysis
D. Gap analysis
36. You have been assigned as a lead business analyst on

a complex cross-functional process automation project.
The business process has multiple touchpoints with
different business units and involves a number of
stakeholders. Which of the following techniques should
be used to quantitatively or qualitatively analyze
information to determine whose interests should be
considered during the project?
A. Business needs analysis
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B. Stakeholder analysis
C. Five forces analysis
D. SWOT analysis
37. It is said that nothing is constant but change. One of

the critical success factors of any project is how well the
changes are managed throughout the project lifecycle.
However, change management practices and approaches
differ between predictive and adaptive projects. Which of
the following statements regarding change management is
incorrect?
A. A change request process must always be followed
regardless of the project life cycle.
B. Change requests may arise from many sources.
C. Not all change requests on a project impact product

requirements.
D. Required changes in an adaptive project are

documented as user stories and added to the
backlog.
38. You are planning to conduct a requirement workshop

with key stakeholders. The prime goal of the meeting is to
come up with a high-level product feature model and
schedule subsequent elicitation activities. Which of the
following tools can be used during the workshop as a
template to develop the feature model?
A. ERT analysis
B. Decision table
C. Force Field analysis
D. Affinity diagram
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39. Agile teams identify project risks and determine
respective mitigation actions during which of the
following events?
A. Daily standups and retrospectives
B. Retrospectives
C. Daily standups, retrospectives and demonstrations
D. Daily standups
40. You are leading the business analysis activities for a

procurement workflow digitization project. The
organization has a complicated and non-standard
procurement workflow and you need to closely work with
the SMEs to understand the digitization requirements.
Which of the following is the most viable elicitation
technique to use when defining the future state
procurement workflow?
B. Observation
C. Interviews
D. Facilitated workshop
41. Early in the project, you are meeting with your team
and would like to address all the strengths, weaknesses,
opportunities, and threats the project is facing. What tool
should be used?
A. SWOT Analysis
B. Interviewing
C. Delphi Technique
D. Brainstorming
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42. Which of the following techniques does not help in
identifying underlying root cause of a given problem?
A. Brainstorming
B. Fishbone Diagrams
C. Burndown charts
D. Five Whys
43. You have recently taken over a project that has been
struggling to keep key project stakeholders engaged since
inception. The project requires developing an ERP system
for your organization and the project currently is in the
design phase. A number of stakeholders are complaining
that the current design doesn’t match their stated
requirements. Which of the following tools will help you
trace the design to the requirements?
A. Design traceability matrix
B. Product traceability matrix
C. Requirements traceability matrix
D. Project scope statement
44. You are currently in the process of developing your

business analysis work plan. You have already identified
and agreed to the business analysis deliverables and have
sequenced your business analysis tasks. You are now
reviewing your business analysis tasks to determine the
required roles and responsibilities for these tasks. Which
of the following tools should you use to do this analysis?
A. RBS
B. RACI
C. PERT
D. OBS
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product team developing a software application for a
client organization. All product requirements and design
documents need to be approved by the client prior to
development. Further, these need to be updated to
correspond to each product release. These updated
documents are known as:
A. Non-functional requirements
B. Prototypes
C. Obligations
D. As-built documentation
46. A business analyst may select several tools and

techniques for requirements elicitation. Which of the
following is a technique that is generally considered a
viable technique to use to gain an understanding of the
business environment and situation prior to engaging
directly with stakeholders?
A. Brainstorming
B. Document analysis
C. Facilitated workshops
D. Focus group
47. As the business analyst, you have developed a use

case diagram for the product being developed. You have
also created textual descriptions for all the identified use
cases. When you supplied this information to the
development team they requested further information;
ideally a model that describes how users and system
processes will interact with one another across any
involved users or systems and the order in which the
processes or steps will be performed. What should you do
next?
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A. Develop a feature model
B. Develop a fishbone diagram
C. Develop a sequence diagram
D. Develop a decision tree
48. You are leading a customer experience improvement

project. For your upcoming elicitation event, you need to
walk the participants through the customer journey.
Which of the following is a prototyping technique that
shows the sequence or navigation of events through a
series of images or illustrations?
A. Wireframes
B. Storyboarding
C. MoSCoW
D. Kanban
49. The central PMO of your organization performs initial

business analysis activities for each project until the
project is formally initiated, and a project team is formed.
You are the business analyst on a project and need to start
the Assemble Business Case process. If the Identify
Problem or Opportunity process was performed by the
PMO, what should you ask them to provide you as the
input to the Assemble Business Case process?
A. Project Charter
B. Business Case
C. Business Need
D. Situation Statement
50. You are serving as a business analyst and a project

manager on a product team developing an online
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collaboration tool. Given the uncertainty with the product
requirements, the team has decided to develop the project
using Agile practices. On this project, you cannot
implement a formal requirements approval process. In this
situation, which of the following can be used in place of
approval?
A. Definition of done
B. Product backlog
C. Definition of ready
D. Retrospectives
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Answer Key and Explanations
1. B - If the use of a predictive lifecycle is mandated by
the customer, no other project life cycles can be selected.
Hence most of the agile techniques will be inapplicable in
those scenarios. [PMBOK® Guide 6th edition, Page 177]
[Planning]
2. B - The Internal Rate of Return (IRR) gives the
projected annual yield of an investment (rate of return)
considering the time value of money. The IRR value
signifies the interest rate at which the net present value of
all cash flows will equal zero.
[The PMI Guide to Business Analysis, page 90] [Needs
Assessment]
3. C - Elicitation is more than collecting or gathering
product information. Stakeholders do not always have
product information readily available with them. A
business analyst has to work out ways to elicit product
information from the stakeholders.
[The PMI Guide to Business Analysis, page 154]
[Analysis]
4. D - Spending two months off time for elicitation
planning does not look all right for a six-month project. In
the current situation, you have less than four months to do
the actual elicitation and product development. The
business analyst should have been more aware that
elicitation consumes project resources; therefore, there is a
cost for each facilitated workshop completed, each
interview conducted, and every survey sent.
[Business Analysis for Practitioners: A Practice Guide,
page 53; The PMI Guide to Business Analysis, page 127]
[Planning]
5. C - When stakeholders work remotely, it is helpful to
identify the methods used for connectivity. This
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information can be used when determining the best
approach for collaboration, for example, conference calls,
desktop sharing, web conferencing, etc. Limiting the
business analysis activities to one location or deploying
the system with standard configurations will be bad
choices. Requesting additional budget and time are
irrelevant here.
page 44; The PMI Guide to Business Analysis, page 115-
116] [Planning]
6. D - Decomposing epics into smaller user stories is a
task the development team needs to assist you with; this is
not an elicitation activity. The rest of choices are all valid
activities performed to prepare for an elicitation activity.
[Analysis]
7. D - Solution evaluation activities are performed to
assess whether a solution has achieved the desired
business results. Solution evaluation consists of the work
done to analyze measurements obtained for the solution by
comparing the actual results of acceptance testing to the
expected or desired results.
[Traceability & Monitoring]
8. A - Kanban is an adaptive technique in which items
are pulled from a backlog and started when other product
backlog items are completed. Kanban also establishes
work-in-progress limits to constraint the number of
product backlog items that can be in progress at any point
in time.
[Analysis]
9. A - The user story is not wanted at this stage.
However, it has not been established that it is unwanted.
The best course of action is to move the story back into the
product backlog where it will be reprioritized.
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10. A - An activity diagram is a type of process model
that visually shows the complex flow of use cases.
Activity diagrams are like process flows in syntax;
however, they commonly show user and system
interactions in one diagram and mirror the textual
descriptions of use cases.
[Analysis]
11. C - The problem at hand was that there was no agreed
and documented sales pipeline management process. To
resolve this problem, you called a stakeholder workshop
to define the sales pipeline process flow. As the next step,
you need to perform the Confirm Elicitation Results
process to validate this process with a wider stakeholder
group, i.e., all involved and relevant stakeholders.
[The PMI Guide to Business Analysis, pages 170]
[Analysis]
12. D - The feature mode can be used in combination with
brainstorming techniques to help stakeholders identify
features by focusing on the groupings, similar to an
affinity diagram. Affinity diagrams provide a sample
format for the development of a feature model.
[Analysis]
13. D - Story mapping is a technique used to sequence
user stories based upon their business value and the order
in which their users typically perform them. Regarding
the setup: horizontally, setup the story map to show what
will be delivered within an iteration; and vertically, depict
the higher-level groupings of the user stories.
14. A - Creating a Pareto chart does not make any sense.
Using IRR as a primary valuation technique and using the
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payback period as a tie breaker or vice versa does not
mean that you are combining the results from these two
valuations techniques. A weighted ranking matrix is used
to weight, rate, and score each criterion against a set of
options. This table can be used to combine the results of
the two valuation techniques by using these as criteria and
assigning weights to these criteria.
Assessment]
15. D - Activity diagrams are types of process flows that
can be used for general workflow modeling, but
commonly are used to visually show the complex flow of
use cases.
[Analysis]
16. D - Solution Evaluation often requires early
preparation, so that what is needed to perform this work is
in place later when evaluation is conducted.
[The PMI Guide to Business Analysis, pages 277, 279]
[Evaluation]
17. D - Since the only product owner has the authority to
prioritize the user stories, this is the autocratic style of
decision making.
18. A - Story mapping is a technique used to sequence
user stories, based upon their business value and the order
in which their users typically perform them, so that teams
can arrive at a shared understanding of what will be built.
Assessment]
19. C - Although the situation statement, the business
case, and the project charter should all contain a high-
level product scope, these documents are generally not
referred to by the developers as the reference for product
development. The product backlog lists all the product
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backlog items—typically user stories, requirements, or
features—that need to be delivered for a solution. The
product backlog is used by the developers as a reference
for all product development activities.
[Analysis]
20. B - A product lifecycle encompasses one or more
project lifecycles; it doesn’t succeed a project lifecycle. If
a project is all about creating a new product, that project
lifecycle is part of the overall product lifecycle.
Assessment]
21. B - Story elaboration is the process by which user
stories are further detailed with additional information
until they are ready for development. The rest of the
choices are all irrelevant to the context.
[Analysis]
22. B - “Definition of ready” is a series of conditions that
the entire team agrees to complete before a user story is
considered sufficiently understood for work to begin to
construct it.
[Analysis]
23. D - Evaluating the product team’s productivity is part
of project performance evaluation and not post-
implementation solution evaluation. The rest of the
choices are ways to determine whether value has been
delivered by the released product.
[Evaluation]
24. C - The business analyst does not decide which
features are built and which are not. The authority lies
with the stakeholders, and in adaptive projects, with the
product owner to approve or reject requirements. As the
business analyst, you are responsible for first trying to
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resolve this conflict through negotiation. If consensus is
not possible among the immediate team, the authority
levels governing the requirements approval process set
forth in the stakeholder engagement approach need to be
followed.
25. D - Scope creep means uncontrolled changes.
Progressive elaboration involves continuously detailing
project scope as more detailed and specific information
become available. The scenario presents a valid adaptive
technique that insists on reducing the number of decisions
a team must make at any given point in time by delaying
all decision making as late as possible.
Assessment]
26. A - Control chart is a monitoring tool, while the rest
of the choices are valid data gathering tools used during
Control Quality process. [PMBOK® Guide 6th edition,
Pages 302, 303] [Traceability & Monitoring]
27. C - A point of diminishing returns is reached when
additional value that could be obtained from the solution
does not justify the additional effort needed to achieve
that value.
[Evaluation]
28. C - Feature injection, mostly used in an adaptive
development, challenges the traditional product
requirements management approaches by guiding the
product teams to analyze only those features that are
deemed to be of the highest value and reduce the time
spent on analyzing low-value requirements.
Assessment]
29. D - Monte Carlo analysis and the fishbone diagram
are risk management and quality management tools
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respectively. Stakeholder register is a project artifact and
not a tool or technique. The correct answer is “stakeholder
engagement assessment matrix” which helps a project
manager in mapping the current and desired stakeholder
engagement levels. [PMBOK® Guide 6th edition, Page
521] [Analysis]
30. A - The requirements have a subset relationship. A
subset requirement generally adds further detail to a
higher-level requirement.
31. C - In business analysis, business value refers to the
time, money, goods or intangibles in return for something
exchanged. In this scenario, the goal is to reduce the
procurement processing times and the business value can
be demonstrated by reduction in this processing time.
Assessment]
32. B - A state diagram is a data model. None of the other
choices are data models.
[Analysis]
33. A - The business analyst may choose to elicit
requirements through facilitated workshops when key
stakeholders are local but use interviews or surveys when
key stakeholders are dispersed or when time zone
differences make scheduling conference calls difficult.
Documentation analysis may be used when stakeholders
are not available at all. Brainstorming is a wrong choice
as that requires facilitated sessions. Benchmarking
requirements will not give you your stakeholders’
requirements.
116] [Planning]
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34. A - The term INVEST describes the characteristics
that user stories need to demonstrate to be considered
“good” and “ready” for development in adaptive
approaches. INVEST is an acronym for independent,
negotiable, valuable, estimable, small, and testable.
[Analysis]
35. A - Document analysis is an elicitation technique used
to analyze existing documentation to identify information
relevant to the requirements. While identifying problems
or opportunities, this technique involves reviewing
information relevant to the business need. For example,
strategic goals and objectives, performance goals and
results, customer survey results, documentation about
current processes, and business rules might be analyzed.
Assessment]
36. B - Stakeholder analysis is a technique used to
systematically gather and analyze quantitative and
qualitative information to determine whose interests
should be taken into account throughout the project.
[Planning]
37. A - In adaptive projects, there is no formal change
request process. All of the other choices are correct.
brainstorming techniques to help stakeholders identify
affinity diagram. Affinity diagrams provide a sample
format for the development of a feature model.
[Analysis]
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39. C - Risks can be identified at any time: daily
standups, retrospectives and/or demonstrations.
[Planning]
40. D - Facilitated workshops are viable elicitation
techniques to be used when defining the future state
because these support interactivity, collaboration and
work towards a stated objective.
Assessment]
41. A - A SWOT Analysis chart would be the best
choice. SWOT is an acronym for strengths, weakness,
opportunities and threats. [PMBOK® Guide 6th edition,
Page 415] [Planning]
42. C - Brainstorming can be used to identify root causes
by generating a number of divergent ideas. This is usually
an underpinning technique for more accurate root cause
analysis techniques such as Five Whys and Fishbone
diagrams.
[Analysis]
43. C - The requirements traceability matrix provides a
structure to trace requirements to product design.
[PMBOK® Guide 6th edition, Page 148] [Traceability &
Monitoring]
44. B - RACI (Responsible, Accountable, Consult,
Inform) analysis is performed in business analysis when
determining roles and responsibilities for the business
analysis effort. The rest of the choices are tools that
cannot help in analyzing roles and responsibilities.
[Planning]
45. D - The as-built documentation is the analysis and
design documentation that has been updated to correspond
to a released product.
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[Analysis]
46. B - Document analysis is a viable technique to use to
gain an understanding of the business environment and
situation prior to engaging directly with stakeholders. The
rest of the choices all require stakeholder engagement.
[Analysis]
47. C - You need to develop a sequence diagram to meet
the team’s requirement. Sequence diagrams describe how
user or system processes interact with one another across
any involved users or systems and the order in which the
processes or steps are performed.
[Analysis]
48. B - Storyboarding is a prototyping technique that
shows the sequence or navigation of events through a
series of images or illustrations. Wireframes, on the other
hand, are static blueprints or schematics of a user interface
and are basically used to identify functionality. The other
two options are irrelevant.
[Analysis]
49. D - The situation statement is an output of the Identify
Problem or Opportunity process that is an input to the
Assemble Business Case process. You must request for
the situation statement of the project.
Assessment]
50. C - The definition of ready can be used in place of
approval in adaptive life cycles to help the project team
know that the user story is sufficiently elaborated and
ready to be brought into an iteration for the development
team to work on.
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PMI-PBA MOCK EXAM
(LITE) - 2
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
1. You have been asked to analyze the current sales and
marketing capabilities of your organization and design and
implement a sales pipeline management process. In order
to proceed, you need an initial list of key stakeholders to
start your conversations. Which of the following
techniques could be used to quickly generate an initial list
of stakeholders?
A. Observing the process
B. Developing RACI matrix
C. Reviewing the process documentation
D. Reviewing organizational charts
2. You have recently kick-started a datacenter upgrade

project and are now meeting different stakeholders to
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understand their needs and expectations from the project.
The datacenter currently serves a number of business
critical applications and attention to risk management is
critical. Which of these is not a data gathering technique
used in the Identify Risks process?
A. Brainstorming
B. Checklists
C. Delta technique
D. Interviewing
3. You are leading the development of a robotic process

automation product. You need to present the product’s
features at a conference but due to the sheer number of the
backlog items you need to classify these in groups. All of
the following techniques can be used to classify the
product features EXCEPT:
A. Salience Model
B. Purpose alignment model
C. Kano model
D. MoSCoW
4. You need to identify all impacted stakeholders for your

project. You have identified some SMEs who can help you
with the stakeholder identification. In order to engage with
these SMEs, you are currently considering either using
questionnaires or using brainstorming in a facilitated
environment. In comparison to questionnaires and surveys,
which of the following is a benefit of using the
brainstorming technique for stakeholder identification?
A. Brainstorming technique is not just limited to
stakeholder identification.
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B. Participants feed off each other’s inputs to generate
additional ideas.
C. Ideas are provided freely, and all ideas are

accepted.
D. Selected SMEs are asked to provide their inputs.
5. James is currently managing a software upgrade

project. He has recently identified and analyzed his key
project stakeholders. He is now searching his
organizational process assets for a template with which he
can update the results of this analysis along with the
planned strategies required to engage the stakeholders
effectively. Which of the following should he search for?
A. Change request form
B. Risk management plan
C. Stakeholder register
D. Stakeholder engagement plan
6. Your product team has recently released a new

accounting system into the market which has not been
well-received by your customers. You have invited a few
SMEs for a workshop to identify the product features that
customers find problematic. Which of the following
elicitation techniques should you use for the workshop?
A. Canoe
B. Sailboat
C. Speedboat
D. Kayak
7. An Agile team is currently working with the product

owner in defining project requirements. Some of the
features would not be developed in the near future. It was
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recommended to write one much larger user story for such
features rather than multiple fine-grained user stories.
Such stories are called:
A. Tales
B. Macro-stories
C. Epics
D. Micro-stories
8. You are leading the development of a software

application for the finance department in your
organization. You have supplied the ERD to the database
designer who has designed the database for the
application. The developers have already used the
wireframes to develop the UI screens. Which of the
following should you pass over to the developers so that
they can limit the user access with regards to data access
and update rights at the UI-layer?
A. Report table
B. CRUD matrix
C. Organizational charts
D. Data flow diagram
9. You have been assigned as the lead business analyst

for an enterprise system upgrade project. It has been
decided that the project will be managed using a predictive
approach. You are currently determining the requirements
management approach for the project. Which of the
following requirement lifecycle states should you select
for the project?
A. Initiate, plan, execute, and close
B. Defined, elaborated, verified, validated, and

prioritized
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C. Not ready, ready, and done
D. Plan, do, check, and act
10. You are managing an Agile project with constantly

changing requirements impacting the product design and
features. You are worried that soon the product
development will lose its alignment with the business case
that authorized this project. You do not have any authority
to update the busines case. This would be a major
headache if someone audits the project in the future. You
are considering minimizing this risk by acquiring a
capability to manage your product requirements,
maintaining a change log, and maintaining the history of
each requirement lifecycle details. Which of the following
tools should you acquire?
A. Requirements management tool
B. Kanban board
C. Product backlog
D. Lessons learned library
11. A product team has recently developed a new

information system that would replace the existing legacy
system in the organization. You are responsible for the
successful rollout of this new system. You have identified
that there is a significant difference between the new and
the old system, and this needs to be carefully analyzed to
train the users on the new system. You conduct a detailed
gap analysis for each user role and identify training
requirements. You have also completed the readiness
assessment. What should you do next?
A. Develop a transition plan.
B. Develop a testing plan.
C. Develop a cost model.
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D. Develop a rollover schedule.
12. In projects following adaptive lifecycles, what are the

two critical components of iterative scheduling with a
product backlog?
A. Scope management plan and a detailed WBS
B. Work packages and critical path
C. User stories and time-boxed periods of work
D. User epics and time-bound accepted deliverables
13. A product team is developing a software solution

using an adaptive project life cycle. When should the
product team request the stakeholders for formal release
signoffs on such projects?
A. During retrospectives
B. At the start of each iteration
C. Prior to each product release
D. At the end of each iteration
14. How does time-boxing help minimize scope creep in

agile projects?
A. It forces the team to convert the user stories into
epics.
B. It forces the team to create project WBS using the

user stories.
C. It forces the sponsor to allocate a Scrum master

who helps in eliminating scope creep.
D. It forces the team to process essential features first,

then other features.
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15. A product team has recently developed a new product.
Several performance issues were reported by the
stakeholders during the UAT sessions. You have collected
the necessary data regarding the reported issues and want
to analyze the results. Which of the following techniques
would you use to analyze the performance divergence
from the acceptance criteria?
A. MoSCoW analysis
B. Sensitivity analysis
C. Kano analysis
D. Variance analysis
16. You are interested in developing a new business

intelligence product. A small team of SMEs have
brainstormed and gathered a list of potential product
features. You are now analyzing these product features
using a purpose alignment model to ensure strategic
alignment. What should be your strategy for the features
that are neither differentiating nor mission critical to the
organization?
A. Look for a partner to supply these features.
B. Develop these features at the very end.
C. Outsource these features.
D. Do not build these features.
17. How is the scope of Prepare for Elicitation process

different to the scope of the Determine Elicitation
Approach process?
A. Determining elicitation approach is the planning
performed prior to the start of each elicitation
activity, while elicitation preparation is the
planning performed prior to commencing the
elicitation stage.
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B. Elicitation preparation and determining elicitation
approach are just two names of the same process.
C. Elicitation preparation is the planning performed

prior to the start of each elicitation activity, while
determining elicitation approach is the planning
performed prior to commencing the elicitation
stage.
D. Determining elicitation approach and elicitation

preparation are performed in sequence prior to each
elicitation activity.
18. An ecosystem map is a scope model that shows all the

relevant systems, the relationship between systems, and
optionally, any data objects passed between them.
Ecosystem maps are most useful when they are created:
A. At the beginning of a project
B. Later during the planning stage
C. At the closure of a project
D. Earlier during the execution stage
19. You have recently taken over leadership of an Agile

team that is halfway through a complicated project. You
have recently examined project requirements and now
want to get an idea of the team velocity. Which document
should provide some insight on the team’s velocity?
A. Kanban board
B. Product backlog
C. Definition of done
D. Burndown chart
20. You have recently taken over the leadership of a

software development project. Due to the complexity of
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the project and the highly regulated project environment,
you are considering using a requirements management
tool on this project. All the following are typical features
of a requirements management tool except:
A. MoSCoW analysis
B. Traceability support
C. Cost performance management
D. Configuration management
21. A product team is currently debating on whether to

implement a traceability matrix or an interaction matrix
on a project. You have been asked to provide some
guidance to the team in this context. What is your view
about these two tools?
A. Interaction matrix is a temporary artifact that
represents a snapshot in time, whereas a traceability
matrix is typically maintained throughout a project.
B. Both interaction and traceability matrices track

product requirements throughout a project.
C. Traceability matrix tracks product requirements

while an interaction matrix tracks project
requirements.
D. Traceability matrix is a temporary artifact that

represents a snapshot in time, whereas an
interaction matrix is typically maintained
throughout a project.
22. Due to a major generator failure, several pieces of

manufacturing equipment have been damaged. You
formed a small investigation team that has just completed
a detailed root cause analysis of the situation. Which of
the following tools cannot be used to communicate the
results of the completed root cause analysis?
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A. Pareto diagram
B. Ishikawa diagram
C. Capability table
D. Kano diagram
23. A requirements baseline serves as the backbone of all

predictive projects. Which of the following correctly
defines the requirements baseline on a typical waterfall
project?
A. Approved requirements
B. Prioritized requirements
C. Validated requirements
D. Verified requirements
24. Which of the following tests would you conduct to

test a solution in a separate environment that is identical
or nearly identical to the production environment, so that
adverse interactions with other products in the production
environment can be observed and addressed before the
solution is released to production?
A. Unit Testing
B. Acceptance Testing
C. Penetration Testing
D. Preproduction Testing
25. You are managing a complex organizational operating

model transformation project and all employees are your
stakeholders. You need to analyze these stakeholders
using different angles and models to come up with an
effective stakeholder management strategy for this
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project. Which of the following techniques will help you
group the stakeholders based on their behaviors?
A. Job analysis
B. Responsibility assignment matrix
C. RACI
D. Persona analysis
26. You are automating a complex network of manual

workflows that has many external touchpoints. You need
to model all external trigger points that trigger some
functionality in the system. Which of the following
models should you develop?
A. State table
B. Context diagram
C. Event list
D. PERT diagram
27. You are leading a product development project using

Scrum. Several user stories have been collected from the
stakeholders a product backlog has been established. You
want this product backlog to be prioritized. What should
you do?
A. Ask the product owner to prioritize the backlog.
B. Ask the servant-leader project manager to prioritize

the product backlog.
C. Ask the Scrum master to prioritize the backlog.
D. Ask the self-organizing product team to prioritize

the backlog.
28. You and your Agile team are currently decomposing

the stories into smaller stories and tasks to be completed
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in the next three weeks. Which Agile planning meeting is
this?
A. Daily scrum
B. Retrospective
C. Release planning
D. Iteration planning
29. You are leading a project in a very difficult

environment. A number of key stakeholders are resisting
the outcome of the project. You escalated this issue to the
sponsor but he is disengaged and unresponsive to requests
to help clear the political roadblocks. How would you deal
with this situation?
A. Document this as a project risk and accept this risk.
B. Terminate the project in the best interest of key

stakeholders.
C. Document this in the project’s issue register and

issue a change request.
D. Re-confirm the business value of the project and

setup a meeting with the project sponsor.
30. You are helping a product development team analyze

a product’s features and prioritizing these for development
using a Kano model. What category would you select for
product features that are expected to provide great
satisfaction to the customers, but if not available, will not
cause any dissatisfaction?
A. Performance
B. Indifferent
C. Reverse
D. Delighters
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31. You are analyzing your product requirements and
defining product use cases. You want to develop a one use
case diagram that would show the user and use case
interactions. In a use case diagram, people or other
systems that interact with the solution are known as:
A. Actors
B. Roles
C. Stakeholders
D. Players
32. A product team has recently developed a new

information system that would replace the existing legacy
system in the organization. You are responsible for the
successful rollout of this new system. You have identified
that there is a significant difference between the new and
old system and this needs to be carefully analyzed to train
the users on the new system. What should you do next?
A. Roll out the system and request all users to identify
their training needs.
B. Create a comprehensive but generic product

training to ensure all users are trained on all system
components.
C. Ask the product team to modify the new system so

that the user interface matches the existing system.
D. Conduct a detailed gap analysis for each user role

and identify training requirements.
33. You are required to assess the organizational strategy,

goals, and objectives and to facilitate discussion with
stakeholders. When discussing high-level and important
aspects of an organization including organizational
capabilities, areas for business improvement and further
development, and challenges posed by the organization’s
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environment, which of the following business analysis
techniques will you use?
A. Fishbone analysis
B. 80/20 analysis
C. Five-whys
D. SWOT analysis
34. You have recently taken over a complex ERP project.

The project team initially thought that the user group
lacks skills to articulate system requirements early during
the project; hence they opted to apply Agile methods to
manage this project. Now, with every prototype, the user
group is requesting additional functionality and the
project’s scope is growing. How should you handle this
problem?
A. Request the project sponsor for intervention
B. Stop the user group from requesting additional

features
C. Switch over to predictive project management
D. Additional scope needs to be added to the product

backlog where it gets prioritized
35. A product team has recently released a new system in

the business. The introduction of the system is expected to
positively impact some KPIs currently measured and
monitored by the business. You are currently conducting a
post-implementation solution evaluation of the system. In
this context, which of the following statements is
INCORRECT?
A. The KPIs could provide target performance levels
that are defined by the organization.
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B. The relevant business goals and objectives might be
associated with one or more KPIs.
C. You must ignore these KPIs and focus on the

functional and nonfunctional aspects of the
solution.
D. You might consider using the already measured

KPIs for your solution evaluation activities.
36. You have collected product requirements from several

stakeholders. Most of these stakeholders were process
workers who provided their system-level requirements.
You now want to ensure that these system-level
requirements are aligned with the overarching business
requirements and are now preparing for a major elicitation
workshop and have invited senior stakeholders to attend
and validate the requirements collected so far. Most of the
invited stakeholders have notified that they will be
sending one of their subordinates as their delegates to the
workshop. What is the risk associated with the workshop?
A. There is a risk that the workshop might add
additional requirements to the backlog.
B. Delegates will not have the authority to validate the

requirements on the behalf of their seniors.
C. This is a redundant exercise, there is a risk of cost

overrun on the project.
D. Less experienced participants may not have the

background they need to provide the information
being sought.
37. In order to maintain its market dominance, your

organization is currently considering developing a
complimentary product to your primary product.
However, there is some risk involved in this investment.
Which of the following simple valuation techniques
should you use if you just need to know how much time it
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would take you to recover your investment in the
complimentary product?
A. PBP
B. NPV
C. IRR
D. ROI
38. Jane is currently reviewing a list of project proposals.

All the proposed projects achieve some of the
organizational strategic objectives and their expected
costs are known. However, Jane cannot execute all the
projects due to the funding limitation. How shall Jane
determine which projects she needs to execute this year?
A. Select the low-budget projects and drop the high-
budget projects
B. Select the projects that maximize organizational

revenue
C. Select the projects that maximize the business value
D. Select the high-budget projects and drop the low-

budget projects
39. You are writing an auto-report generation use case. In

case the inventory levels fall below a certain point, the
system is required to automatically generate a report
containing the current stock levels to the warehouse
supervisor. If the warehouse supervisor does not read the
report in the next twenty-four hours, a copy of the report
is sent to the procurement manager. The escalation details
of this process need to be documented as the:
A. Normal flow
B. Trigger
C. Alternate course
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D. Exception
40. Which of the following is a unit of measure for

expressing the overall size of a user story?
A. Product backlog
B. Story Points
C. KLOC
D. Velocity
41. You are developing a story map of your product and

sequencing the user stories based upon their business
value and the order in which their users typically perform
them. The set of user stories that describe the end-to-end
functionality that the stakeholders require for the solution
to be accepted or considered functional is called:
A. The minimum marketable features
B. The non-functional features of the system
C. The optional features of the system
D. The minimum viable product
42. You are responsible for designing a new lessons

learned management system for an organization. As a part
of the project, you need to consult with a number of senior
stakeholders and assess their needs and requirements. You
then have to facilitate consensus on the system features,
workflows, processes and procedures. Once the system is
developed, it has to be rolled out across the organization
and all employees have to be trained in effective use of
the system. You have chosen to use a hybrid project life
cycle. Which of the following life cycles should be
adopted for the user training phase of the project?
A. Predictive
B. Iterative
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C. Incremental
D. Agile
43. You are auditing a struggling product that was

procured by the CEO of your auditee’s company about a
year ago. The core functionality of the product, an online
reporting tool, was that each factory worker will key-in
their daily progress and the system will consolidate this
information at the team level, then the supervisors will
review these and add their own progress and notes. This
information will then be consolidated at the respective
managers’, senior managers’ and vice presidents’ levels,
where reports will be updated at each level and pushed
upwards. After a detailed analysis, you found out that the
product is not able to provide its intended business value
because the factory workers are unable to key-in their
daily progress due to the nature of their jobs and
availability of the supporting technologies. As a result,
some of these guys are reporting on a weekly, and at
times, on a bi-weekly basis. You do not think that this
situation can be improved, and this limitation should have
been seriously considered prior to the product
implementation. You believe that a thorough feasibility
study was not conducted prior to the procurement of the
solution. What should you do next?
A. Decommission the product and recommend manual
processing.
B. Document your findings and submit your report to

the relevant authority.
C. File a lawsuit against the CEO for the misuse of

corporate funds.
D. Look for evidence supporting your conclusion prior

to finalizing the report.
44. You are leading a robotic process automation project

for a manufacturing facility. During the first product
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testing session, the project team finds out that a
component in the product is not responding to commands
as documented in the specifications causing integration
testing to fail. This has caused a major embarrassment for
the project team in front of the customer. What should you
do to resolve this defect?
A. Conduct a root cause analysis; identify and fix the
issue.
B. Conduct a root cause analysis; issue a change

request if any baseline needs to be changed; and fix
the issue.
C. Update the product specifications to align with the

component design.
D. Accept the issue and add it to the end of the project

backlog.
45. You are leading the business analysis activities on a

software development project. You are conducting
persona analysis to analyze stakeholders and their
requirements to determine how a user class would interact
with the system and how would that user class use the
product. What should be your first step during this
analysis?
A. Identify the descriptive features of each persona.
B. Analyze stakeholder requirements based on each

persona.
C. Create a story for each persona.
D. Identify the fictional characters to be used to

represent a group of stakeholders.
46. During the first iteration, the Agile team realizes that
the project is not as easy as they earlier estimated. There
is an immediate need for review of the project
management approach. What should you do?
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A. Re-estimate the backlog.
B. Call a retrospective.
C. Reprioritize the backlog.
D. Try a spike event.
47. You are defining a requirements change control

process for your project. Which of the following should
be your key consideration during this activity?
A. The process must only be defined as a use case.
B. The process should make it simple to implement

necessary changes.
C. The process should involve multiple-layer and

extensive change approval flow.
D. The process must only be defined as a flowchart.
48. You are leading the business analysis efforts on a

complex organizational transformation project. Recently
you have hired a junior business analyst to assist you with
the business analysis activities. You have asked the new
resource to draft the business analysis plan for the project.
The new resource has previously worked on many
predictive projects but has no experience in conducting
business analysis activities on Agile projects. What do
you need to tell them?
A. Business analysis planning for Agile and predictive
projects is the same.
B. Agile projects do not require business analysis

planning.
C. There is no one approach to business analysis

planning that will work for every project.
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D. A predictive business analysis planning is required
on all Agile projects.
49. Which of the following is a basic criterion for

verifying requirements?
A. 5S
B. 7Ws
C. 80/20
D. 3Cs
50. You and your Agile team are currently analyzing your
project’s backlog. You want to identify the stories that
have historically delighted the users but now have become
their basic requirements. Which Agile techniques are you
applying?
A. Value stream mapping
B. Fishbone analysis
C. Kano analysis
D. Backlog grooming
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1. D - Since you are designing a new process, you can
observe the process or review the process documentation.
Developing RACI matrix is irrelevant here. However,
reviewing the organizational charts will help you identify
the initial list of stakeholders.
[Planning]
2. C - Delta technique is not a valid type of data
gathering technique. [PMBOK® Guide 6th edition, Page
409] [Planning]
3. A - A salience model is used to classify stakeholders
and not product features. The rest of the choices can all be
used to classify product features.
[The PMI Guide to Business Analysis, pages 79, 81, 234]
[Needs Assessment]
4. B - During brainstorming sessions, participants feed
off each other’s input to generate additional ideas. This is
not possible through questionnaires and surveys.
[Planning]
5. D - A change request form is used to initiate a change
in the project baselines. The risk management plan does
not document the stakeholder engagement strategy.
Although the stakeholder register contains stakeholder
identification, classification and assessment information, it
does not record the stakeholder engagement strategy.
James should search for a stakeholder engagement plan
template where all this information can be updated.
[PMBOK® Guide 6th edition, Page 522] [Needs
Assessment]
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6. C - Speedboat is an elicitation technique that uses
game play to elicit information about product features that
customers/stakeholders find problematic.
[Analysis]
7. C - Larger user stories are known as epics.
[Planning]
8. B - CRUD, defined as create (C), read (R), update (U),
and delete (D), represents the operations that can be
applied to data or objects. CRUD matrices describe who or
what has permission to perform each of the CRUD
operations on elements, such as data or user interface
screens.
[Analysis]
9. B - The requirements life cycle on predictive projects
represents the various phases or states through which a
requirement moves as it is defined, elaborated, verified,
validated and prioritized. When using an adaptive delivery
approach, the requirement states may be more implicit.
User stories may be states as not ready, ready, or done.
[Analysis]
10. A - A requirements management tool allows
requirements and other product information to be captured
and stored in a repository. This tool will help you not only
to manage your requirements by their individual
requirement lifecycle stages, it will help you maintain a
change log and an audit trail.
[Analysis]
11. A - Once the training and other transition
requirements have been identified, the next logical step is
to define the transition plan.
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[Planning]
12. C - In adaptive life cycles, the requirements are
documented in user stories that are then prioritized and
refined. The product features are developed using time-
boxed periods of work. [PMBOK® Guide 6th edition,
Page 177] [Analysis]
13. C - Depending on organizational norms, obtaining a
release decision may include obtaining signoff. For an
iterative or adaptive project life cycle, informal signoff
generally occurs at the end of each sprint or iteration, with
formal signoff, when required, occurring prior to each
release of the solution to the production environment.
[Evaluation]
14. D - Time-boxed periods are durations during which
the team works steadily toward completion of a goal.
Time-boxing helps to minimize scope creep as it forces
the teams to process essential features first, then other
features when time permits. [PMBOK® Guide 6th
edition, Page 182] [Planning]
15. D - Variance is a quantifiable deviation, departure, or
divergence from a known baseline or expected value.
Variance analysis is a technique for determining the cause
and degree of difference between the baseline and actual
performance.
[Evaluation]
16. D - Features that are neither differentiating nor
mission critical to the organization and generally not built.
Assessment]
17. C - Elicitation preparation is the planning performed
prior to the start of each elicitation activity, while
determining elicitation approach is the planning
performed prior to commencing the elicitation stage.
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[Analysis]
18. A - Ecosystem maps are most useful when they are
created at the beginning of projects to understand all the
systems that may be affected by or that will impact the in-
scope systems.
[Analysis]
19. D - You need to have a look at the burndown chart.
The burndown chart will tell the number of story points
remaining and the current team’s velocity. Teams might
update velocity on a Kanban board, but this is not a
common practice.
[The PMI Guide to Business Analysis, page 131, 148]
[Planning]
20. C - Requirements management tools allow
and stored in a repository. These tools help maintain audit
trails and perform version control to assist with change
management. These tools also facilitate review and
approval processes thorough workflow functionality.
Requirements management tools catered to adaptive
projects may include additional functionality to create and
manage product and iteration backlogs, and produce
burndown charts. Cost performance management is not a
typical component of a requirements management tool.
21. A - On projects using an adaptive life cycle, the
product team may choose to develop an interaction matrix
which is a lightweight version of a traceability matrix that
is used to determine whether requirements are sufficiently
detailed or if any entities are missing. Interaction matrix is
a temporary artifact that represents a snapshot in time,
whereas a traceability matrix is typically maintained
throughout a project.
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22. D - A Kano diagram is used to analyze a product’s
features. The rest of the choices can all be used to
communicate the results of a root cause analysis.
[The PMI Guide to Business Analysis, pages 67, 69, 70,
79] [Needs Assessment]
23. A - Approving requirements is performed to obtain
agreement that the requirements accurately depict what
the product team is being asked to build. Requirements
that are approved establishes the requirements baseline.
24. D - Preproduction Testing involves testing a solution
in a separate environment that is identical or nearly
identical to the production environment, so that adverse
interactions with other products in the production
environment can be observed and addressed before the
solution is released to production.
[Analysis]
25. D - A persona is a fictional character created to
represent an individual or group of stakeholders, termed a
user class. For an individual class, a persona can include
any number of descriptive features the team decides are
worth capturing; for example, goals, behaviors,
motivations, demographics, and high-level requirements,
etc.
[Planning]
26. C - An event list is a scope model that describes any
external events that trigger solution behavior. Event lists
help define the in-scope events that the solution must
react to or handle.
[Analysis]
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27. A - Although anyone can write a user story, the
product owner decides whether and where to place the
story in the backlog.
[Analysis]
28. D - Iteration planning is conducted at the start of each
iteration. During iteration planning we talk about the tasks
that will be needed to transform a feature request into
working and tested software during the iteration, which is
typically two to six weeks in duration.
[Planning]
29. D - You cannot resolve this issue unless you get to the
root cause of this. You need to set up a meeting with the
sponsor and try to understand the reason behind her
disengagement. The project might have lost its business
value so you need to re-evaluate that before you walk in
to that meeting. [PMBOK® Guide 6th edition, page 528]
[Analysis]
30. D - Delighters are the new features that provide great
satisfaction to the customers if provided, but if not
provided, will not cause any dissatisfaction since the
customers do not expect them to be present in a solution.
Assessment]
31. A - In a use case diagram, the people or other systems
that interact with the solution are known as actors.
[Analysis]
32. D - Creating a comprehensive but generic product
training to ensure all users are trained on all system
components will not only be an expensive and time-
consuming activity, but most of the content will be
irrelevant for most of the users. You need to be specific
over here; ideally you should conduct a detailed gap
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analysis for each user role and identify user group specific
training requirements.
[Analysis]
33. D - SWOT analysis is a technique for analyzing the
strengths, weaknesses, opportunities and threats of an
organization. This technique focuses on the organization
as a whole rather than specific business areas. The other
options are root cause analysis techniques that are useful
when analyzing some specific area of the business.
Assessment]
34. D - Agile approaches spend less time on upfront
project planning. Requirements are gathered on the go and
these are added to the product backlog where these get
prioritized. [PMBOK® Guide 6th edition, page 131]
35. C - Many product support business goals and
objectives can be associated with one or more key
performance indicators (KPIs), which are target
performance levels that are usually defined by an
organization’s executives. For organizations that already
define and measure KPIs, it may sometime be possible to
use one or more of these KPIs to evaluate the solution.
[Evaluation]
36. D - If the subordinates are delegated to attend on
behalf of their seniors, they come with the authority to
validate the requirements. The risk is that these
participants do not have the exposure of working at the
level that you require, and they might not be experienced
enough to provide the information being sought.
[Analysis]
37. A - Payback period (PBP) is the time needed to
recover an investment. Return on Investment (ROI) is the
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percentage return on an initial investment. The Internal
Rate of Return (IRR) gives the projected annual yield of
an investment (rate of return) considering the time value
of money. On the other hand, the NPV (net present value)
of an investment is the difference between the present
value of cash inflows and the present value of cash
outflows over a period of time considering the time value
of money.
Assessment]
38. C - Project should never be prioritized based on their
budgets. Selecting the projects that maximize
organizational revenue or selecting the projects that
maximize the business value seem good options.
However, adding to business value takes precedence over
adding the organizational revenue, since there can be
projects that add more to the revenue but add less to the
business value. [PMBOK® Guide 6th edition, Page 7]
[Needs Assessment]
39. C - The alternate course of a use case defines the
alternate set of steps an actor or system can take to
achieve the goal other than what is described in the main
flow. In this scenario, the report is being sent to the
procurement manager in case the warehouse supervisor
does not read it in time. This is the alternate course of the
use case.
[Analysis]
40. B - Story points are a unit of measure for expressing
the overall size of a user story, feature, or other piece of
work.
[Planning]
41. A - The walking skeleton section of a story map
contains the full set of end-to-end functionality that the
stakeholders require for the solution to be accepted or
considered functional. This set is usually described by a
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set of user stories and is sometimes called the minimum
marketable features (MMF).
[Analysis]
42. A - Once the system is successfully designed and
built, user training may be an extensive task but this can
be planned well in advance. Predictive life cycle should
be the most structured approach for this phase of the
project.
[Planning]
43. D - This seems like a feasibility issue. It is likely that
this was missed otherwise the operational feasibility of the
system would have been thoroughly considered. Your job
as an auditor is to investigate and report. However, prior
to finalizing your report, you must compile all relevant
evidence supporting your report.
[Evaluation]
44. B - If the product doesn’t meet the specifications, it
needs to be rejected and fixed. However, if this requires
any of the project baselines to change, a change request
needs to be issued before making the updates to the
baselines. [PMBOK® Guide 6th edition, page 83]
[Analysis]
45. D - Persona analysis is a technique that is conducted
to analyze a class of users for understanding their needs
and behaviors. During stakeholder analysis, this technique
is used to analyze how a user class interacts with a system
or how a user class would use a product. As the first step,
you need to identify the personas you need to analyze;
fictional characters that will represent the stakeholder
groups.
[Planning]
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46. B - Reprioritizing or re-estimating the backlog will
not produce any desirable results if review of the project
management approach is required. In this case, you need
to call a retrospective.
[Planning]
47. B - You can choose whatever format for the definition
of the process. However, you need to ensure that the
process is practical and makes it easy to implement
necessary changes.
48. C - There is no one approach to business analysis
planning that will work for every project. The business
analyst should understand the context and project
characteristics to ensure the planning activities are
sufficiently sized for the situation.
129] [Planning]
49. D - A measure of quality, in the absence of standards
or in addition to them, at a basic level, includes verifying
the information for the 3Cs: correct, complete, and
consistent.
[Analysis]
50. C - The Kano model gives us an approach to separate
features into three categories: must-have features, linear
features, and delighters. According to the Kano model,
features that delight customers eventually become their
basic requirements.
[Planning]
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PMI-PBA MOCK EXAM
(LITE) - 3
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
1. You are auditing a product team that is developing a
new accounting system. You want to map out all the use
cases against all developed UI wireframes. Which of the
following tools can you use to quickly map out these
relationships and identify any gaps?
A. Interaction matrix
B. Decision tree
C. Product backlog
D. Feature model
2. You are about to conclude a day-long requirement

elicitation workshop. In order to confirm your elicitation
results, you want all the workshop participants to peer
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review your consolidated notes while you help them
through this item by item. This technique is known as:
A. Delphi
B. Estimation poker
C. Walkthrough
D. Brainstorming
3. You are reviewing a product team’s performance on a

software development project. The business analysis
activities are underway, and the business analyst is
currently working on their analysis approach. Which of
the following is a key consideration when planning for
analysis?
A. Which analysis techniques will be best suited to
meet stakeholder and project needs?
B. How functional and non-functional product

requirements will be elicited?
C. What business needs will be fulfilled by the

successful delivery of the product?
D. Which product areas need to be focused on

requirement elicitation activities?
4. You are the lead business analyst on a complex ERP

implementation project. Due to the complexity of the
project, you believe that it will be useful if you document
your business analysis approach for managing and
performing the business analysis activities on the project.
Where should you document your business analysis
approach?
A. Business analysis plan
B. Project charter
C. Work breakdown structure
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D. Stakeholder register
5. You are leading the business analysis activities for the

digitization of a complex cross-functional organizational
resource planning workflow. You have a big list of
stakeholders on this project. While some of the
stakeholders have simple and linear roles in this workflow,
many stakeholders have complex and multiple roles and
touchpoints. Which of the following is the recommended
good approach to analyze these stakeholders in order to
facilitate the requirements elicitation process on this
project?
A. Group stakeholders based on their power and
interest in the organization.
B. Sort the stakeholders as system users and

supervisors.
C. Create personas and assign one or more personas to

each stakeholder.
D. Group stakeholders based on their influence in the

organization.
6. You are leading a complex system automation project.

The project has a huge number of stakeholders with
varying interest and support level. You want to group these
stakeholders into manageable categories. Which of the
following is a technique that can be used to group
stakeholders by fictional categories so that their needs,
requirements, and behaviors can be analyzed as a group?
A. Priority matrix
B. Stakeholder engagement assessment
D. Persona analysis
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7. Return on investment (ROI) is commonly used to
measure the financial benefits of an investment.
Economists and financial analysts, especially for long-
term investments, generally do not prefer this method
because:
A. The formula doesn’t factor in the risk associated
with the investment.
B. The formula doesn’t factor in the behavioral

aspects of the investors.
C. The formula doesn’t factor in the time value of

money.
D. The formula doesn’t factor in the demand and

supply rule.
8. You are Leading the business analysis activities for a

major organizational transformation project. You have
recently completed the first draft of your business analysis
plan and it has been reviewed by the key stakeholders who
have not raised any concerns with the plan. What should
you do next?
A. Engage the key stakeholders for the requirements
elicitation.
B. Hand over the business analysis plan to the project

manager so that she may commence elicitation.
C. Obtain approval for the business analysis plan.
D. Investigate why the key stakeholders did not come

up with any concerns.
9. You are analyzing a complex process flow and

completed all elicitation activities. In order to further
analyze the process flow you have decided to develop
multiple process models to slice and dice this information
further. Which of the following is NOT a process model?
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A. Use case
B. User story
C. Process flow
D. Display-action-response model
10. You are serving a product team as their lead business

analyst. The product team has recently released the first
prototype of the solution. Although the prototype has been
warmly received by the stakeholders, some stakeholders
have requested additional access to some of the developed
system reports. Before you authorize the product team to
allow the read access for these reports to these
stakeholders, which of the following documents you
should update?
A. Data flow diagram
B. CRUD matrix
C. Process flow
D. Entity relationship diagram

process automation project. You have recently completed
all elicitation activities and now want to summarize the
results in a process model. Which of the following is a
process model that you can use?
A. Prototype
B. Use Case
C. Event List
D. State Diagram
12. You are a consultant helping an organization develop

its project management framework. You are currently
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developing a number of project management templates
and checklists. Which of the following is typically
documented prior to initiating a project?
A. Scope statement
B. Business requirement
D. Project charter
13. You are conducting a feasibility analysis of multiple

available options to deliver a certain capability to the
organization. Each of the available options involves an
upfront initial investment followed by periodic
maintenance costs. Further each option promises a
different revenue stream for the business. Which of the
following analytical techniques evaluates investment
potential considering time-value of money?
A. Discounted cash flow
B. Earned value management
C. Pareto analysis
D. Monte Carlo technique
14. You are responsible for the merger of two major

telecom operators in the country. You have collected and
documented operating processes from both organizations
and now want a pool of SMEs help you select the better
ones. You want to apply a technique that would enhance
brainstorming with a voting process used to rank the most
useful ideas so they can be taken up for further
brainstorming. Which technique should you apply?
A. Nominal group technique
B. Affinity diagram
C. Mind mapping
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D. Six thinking hats
15. Communication noise refers to influences on effective

communication that influence the interpretation of
conversations. Noise affects which components of
communication?
A. Decoding and feedback
B. Encoding and decoding
C. Transmission and decoding
D. Encoding and feedback
16. You are automating a warehouse stock replenishment

and reordering system. The reorder quantity and the
selection of the supplier depend upon several variables.
You have collected all the rules that define this logic. This
hierarchical decision logic now must be validated by the
stakeholders. Which of the following models should you
develop next to document this logic considering the ease
of the stakeholders to review and understand?
A. Decision Table
B. Goal and business objectives Model
C. Context Diagram
D. Decision Tree
17. You are managing an organizational re-design project.

Although the higher-level operating model was approved
by the CEO, the senior executives are struggling to
envision the future state. This has brought a significant
degree of uncertainty to your project success. Which of
the following is a major project risk at this stage?
A. Change control
B. Employee turnover
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C. Scope creep
D. Strategic alignment of the project
18. Mary is managing an organizational transformation

project. The nature of the project would require
responding to high levels of change and would also
require continuous stakeholder engagement. Which of the
project lifecycles should be chosen for this project?
A. Predictive life cycle
B. Waterfall life cycle
C. Plan-driven life cycle
D. Adaptive life cycle

activities on a project. You have recently developed your
business analysis plan and started the business analysis
activities. You get notified that a project manager has now
been assigned on your project. What should the new
project manager do with your business analysis plan?
A. Replace it with the requirements management plan.
B. Integrate it with the overall project management

plan.
C. Replace it with a project management plan.
D. Discard it and develop a new one.
20. You are conducting a product requirement review

workshop and seeking approval of some key
requirements. During the workshop, a conflict has
emerged between the stakeholders with regards to the
approval of a specific product requirement. You ask the
stakeholders to vote for or against the requirement. You
will consider the requirement approved if 50% or more
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stakeholders are willing to approve it. What decision-
making style have you adopted?
A. Unanimity
B. Autocracy
C. Majority
D. Plurality
21. The objective of a transformation project is to move

an organization from one state to another state. Before the
project begins, the organization is commonly referred to
as being in the:
A. Historic State
B. Hot State
C. Current State
D. Ready State
22. You are the functional business analyst on a software

development project. You have worked with the
stakeholders to define the current-state and the future-
state process flows. A technical business analyst on the
team has developed a feature model for the product. You
are not sure about the alignment of the feature model
developed by the technical business analyst and the
future-state process model approved by the stakeholders.
Which of the following tools can help you analyze the
degree of alignment between these two?
A. Prioritization matrix
C. Decision matrix
D. Resource allocation matrix
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23. You are leading a requirement review and approval
workshop with some senior project stakeholders. During
the workshop, a conflict developed between the
stakeholders over some requirements and you decide to
use Delphi technique to find common ground. What
should be your first step in using this technique?
A. Create a traceability matrix
B. Create an interrelationship diagram
C. Create a questionnaire
D. Create a fishbone diagram
24. You have been assigned a project to deliver a new

ERP system for an organization. The organizational PMO
is overseeing this project and has asked you to submit the
project’s WBS for a review. The PMO rejected the WBS
stating that it doesn’t correctly apply the 100 percent rule.
Which of the following statements correctly define the
100 percent rule for WBS?
A. The total of the work at the work package level
should roll up to the higher levels so that nothing is
left out and no extra work is performed.
B. The project is only considered complete once all

requirements defined in the original scope
statements have been completed.
C. The final deliverables should fully conform to

product requirements; nothing less, nothing more.
D. The project is only considered complete once all

requirements in the last approved scope baseline
have been completed.
25. The senior business analyst has successfully

demonstrated to you (the project sponsor) that your
current system upgrade project has arrived at a point of
diminishing returns. At this stage, the project has hardly
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delivered 70% of the solution requirements. What should
you do next?
A. Allocate additional funds to the project to overturn
the point of diminishing returns.
B. Ask the project team to deliver the remaining

scope.
C. Terminate the project.
D. Allocate additional human resources to the project

so that the project could complete earlier.
26. Which of the following Agile tools is used to

visualize the progress of work items through a project?
A. Poke Yoke
B. Kanban
C. Spike
D. Andon
27. Your organization was the only telecom operator in

your country until recently when two new international
telecom operators were licensed to launch their networks.
The new operators are now offering better service at a
cheaper price. What do you need to do to identify your
competitors’ strengths and uncover areas of weakness in
your organization?
A. Lower your prices and observe the effect on your
operations and customer satisfaction.
B. Engage in corporate espionage activities with a

focus of bankrupting your competition.
C. Conduct a competitive analysis focused on your

competition’s processes.
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D. Conduct a 5S workshop with senior executives and
develop an action plan.
28. Your business analyst has completed a series of

product requirements gathering workshops and has
developed a detailed product specification. You now have
to analyze this and other project requirements to define
the project’s scope. In regards to WBS, which of the
following is the correct way to decompose the project
scope?
A. Total scope -> planning package -> control account
-> work package
B. Total scope -> Work package -> control account ->

planning package
C. Total scope -> control account -> work package ->

planning package
D. Total scope -> control account -> planning package

-> work package
29. During the Collect Requirements process, a group of

people were discussing multiple alternatives. One of the
individuals in the group made the decision for the group.
This method of reaching a group decision is termed:
A. Autocratic
B. One Thinking Hat
C. Autonomy
D. Plurality
30. You have recently conducted a requirements

elicitation workshop and captured several functional and
non-functional product requirements. Stakeholders from
the IT department provided some high-level technical
system integration requirements regarding the product
integration with the organizational financial system.
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However, these stakeholders were not quite sure about the
accuracy of these requirements. Which of the following
could help you confirm these requirements?
A. By meeting these stakeholders separately and
asking them to review the requirements.
B. By reviewing the financial system’s technical

documentation.
C. By asking your project sponsor to confirm these

requirements.
D. By sending out questionnaires to these stakeholders

to confirm these requirements.
31. You are a business analyst on a waterfall project

which is currently in the Solution Evaluation stage. What
is your authoritative source for the project’s expected
benefits when determining whether the implemented
solution has delivered its intended business value?
A. Project Charter
B. Scope Statement
C. Product Backlog
D. Business Case
32. You are leading the business analysis effort on a

process automation project. The project is being
championed by the CEO who is actively following the
progress. You conducted a stakeholder identification
workshop with some subject matter experts and have
come up with a big list of stakeholders. What should you
do next?
A. Start analyzing each stakeholder and identifying
their needs and wants.
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B. Call a stakeholder conference to judge their
interests.
C. Remove the negative stakeholders from the list.
D. Group the stakeholders by common characteristics.
33. A planning technique used to provide products,

services, and results that truly reflect customer
requirements, by translating those customer requirements
into the appropriate technical requirements for each phase
of project product development, is:
A. Six Sigma
B. Voice of the Customer
C. PDCA
D. ISO
34. A project team is currently planning a website

development project. All customer requirements have
been gathered, documented and validated by the customer.
The team is now ready to put together the project’s work
breakdown structure. Which of the following is an output
of the Create WBS process?
A. Project scope statement
B. Decomposition
C. Scope baseline
D. Requirements documentation
35. You are leading the business analysis effort on a

process automation project. The project is being
championed by the CEO who is actively following the
progress. You conducted a stakeholder identification
workshop with some subject matter experts and have
come up with a big list of stakeholders. You want to group
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the stakeholders by common characteristics. Which of the
following processes should you perform?
A. Identify Stakeholders
B. Conduct Business Analysis Planning
C. Conduct Stakeholder Analysis
D. Determine Stakeholder Engagement and

Communication Approach
36. You are leading a massive knowledge work project.

Some team members have complained they have to work
overtime in order to complete some of the assigned work.
What should you do to resolve this issue?
A. Establish a Kanban board and set WIP limits
B. Establish working agreements
C. Launch a root cause analysis
D. Call a team retrospective
37. You are reviewing your product backlog and found

some conflicting requirements. As the lead business
analyst on this project, how would you address this issue?
A. Authorize the development of both requirements
and include them as optional features.
B. Obtain a consensus through negotiation.
C. Reject the requirement you deem delivers lesser

busines value.
D. Reject the requirement you deem requires more

development resources.
38. You have recently joined a product team as the

business analyst. The previous business analyst completed
all product requirement elicitation activities. However,
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you were not able to identify which project requirements
have been approved. You are now reviewing the meeting
minutes of all stakeholder engagements during the
requirement elicitation stage. Which of the following
requirements are safe to be considered as approved?
A. All requirements that are verified.
B. All requirements that are validated.
C. All requirements that are verified and validated.
D. All requirements in the requirements traceability

matrix.
39. You have recently completed product elicitation

activities and gathered a huge list of product
requirements. You want to prioritize these requirements
based on their value to stakeholders. You call a workshop
to play a collaborative game with the stakeholders to
prioritize these requirements. You give each stakeholder
an amount of pretend money to buy their choice of
features, splitting the money received across features
however desired. Which prioritization technique is this?
A. Buy a feature
B. Backlog grooming
C. MoSCoW
D. Kano Analysis
40. You are leading a software development project using

an adaptive lifecycle. The project sponsor wanted to see a
detailed work breakdown structure, but you cannot show
this to the sponsor. Instead you are thinking to present a
product roadmap. Which of the following business
analysis processes could help you prepare a product
roadmap?
A. Delegate Product Roadmap
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B. Facilitate Product Roadmap Development
C. Acquire Product Roadmap
D. Design Future state and Negotiate Product

Roadmap
41. You have been asked to analyze the current sales and
marketing capabilities of your organization and design
and implement a sales pipeline management process. To
proceed, you need an initial list of key stakeholders to
start your conversations. Which of the following
processes should you perform next to quickly generate an
initial list of stakeholders?
B. Determine Stakeholder Engagement and

Communication Approach
C. Conduct Business Analysis Planning
D. Conduct Stakeholder Analysis

process automation project. You have recently completed
all elicitation activities and now want to summarize the
results in a process model. You decide to develop use
cases to document these outcomes. What is the primary
focus of use cases?
A. Describe the inter-team interactions to achieve
successful completion of project goals.
B. Describe the system-user interactions to achieve

successful completion of a goal.
C. Describe the buyer-seller interactions to achieve

successful completion of a business deal.
D. Describe the product owner-business analyst

interactions to achieve successful completion of the
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project.
43. You have recently completed all requirements

elicitation workshops for your product and documented
all user requirements as epics. When you presented these
epics to the product team, they were concerned about the
sizes of the epics as most of the epics required more than
one iteration for development. In this case, what should be
done next?
A. Increase the sprint size to accommodate all epics.
B. Revert to traditional project delivery methods.
C. Reduce the scope from the epics to deliver a

minimum viable product (MVP).
D. Slice the stories in collaboration with the product

team.
44. A product team has recently completed all product

requirements elicitation activities. This information needs
to be transformed into models for an upcoming
stakeholder update meeting. The team has already
developed a scope and data model for the product. Now
the team wants to develop a rule model to complement the
already developed models. Which of the following is a
rule model?
A. State table
B. System interface table
C. Report table
D. Decision table
45. You are leading the business analysis activities for the
development of a new inventory management software
product. You have developed the ER model and now want
to develop a model that lists the data fields and attributes
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of those fields for each data object in the ER model.
Which of the following models should you develop?
A. Use Case
B. Process Flow
C. Data Dictionary
D. Dataflow Diagram
46. You have recently completed your product

requirements elicitation activities and formally
documented the results. You now want to schedule a
workshop so that stakeholders can validate these
requirements. Which of the following techniques can be
used during this workshop to confirm the requirements?
A. Brainstorming
B. Walkthrough
C. Fishbone diagram
D. Affinity diagram
47. Financial forecasts in the business case were of a

higher order of magnitude based on the preliminary
information available at that time. During the project
planning it has now become clear that a number of other
enabling activities need to be completed in order to
deliver the project. This would mean at least a fifty
percent increase in the project budget than what was
stated in the business case. What should you do next?
A. Include the activities in the project scope and the
new estimates in the product budget.
B. Document this as a project risk and inflate the

contingency reserve.
C. Issue a change request for time and budget

increase.
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D. Perform a cost/benefit analysis for the project.
48. You want to develop a feature model for your product.

Which of the following techniques should you use with
the stakeholders and SMEs to identify the product features
and group them together into categories?
A. Pareto chart
B. Document review
C. Sensitivity diagram
D. Brainstorming
49. If you are creating a new WBS for your project, what
should you do to save time during the creation process?
A. Create a less detailed WBS.
B. Skip the WBS process.
C. Delegate the WBS creation since it is not an

important process.
D. Use a previous WBS from a similar project as a

template.
50. You are initiating a complex software development

project. Due to the project’s complexity, the product team
has decided to deploy adaptive product development
methods. You want to setup a mechanism that will help
you in creating and managing product and iteration
backlogs. You also want this mechanism to automatically
produce daily burndown charts. What mechanism you
should establish?
A. Retrospectives
B. Kanban board
C. Daily standup
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D. Requirements management tool
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1. A - An interaction matrix is a lightweight version of a
traceability matrix that is used to figure out whether
requirements are sufficiently detailed or if any entities are
missing. In an interaction matrix, the rows are one type of
product information, typically in the form of use cases,
user stories, or process flows. The columns of the matrix
are the names of a different type of product information,
such as data entity, business rule, or user interface.
[Analysis]
2. C - A walkthrough is a peer review in which the
author of the materials walks the peer reviewers through
the authored information.
[Analysis]
3. A - During planning for analysis, the business analyst
will begin to think about which analysis techniques will be
best suited to meet stakeholder and project needs. The
other choices are the business needs analysis and planning
for elicitation considerations.
[Planning]
4. A - The business analysis approach is simply the
method a business analyst uses when managing and
performing the business analysis activities on a project.
The business analysis approach is documented in the
business analysis plan.
129] [Planning]
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5. C - Grouping the stakeholders based on their power,
interest and influence is important for managing
stakeholders and their expectations. However, such
groupings do not offer any advantages to the requirements
elicitation process. A persona is a fictional character
created to represent an individual or group of stakeholders,
termed a user class. For an individual class, a persona can
include any number of descriptive features the team
decides are worth capturing; for example, goals,
behaviors, motivations, demographics, and high-level
requirements, etc. Creating personas will help you
understand stakeholder requirements better and remove
the complexity of overlapping requirements.
[Planning]
6. D - Persona analysis is a technique that can be used to
analyze a class of users or process workers, to understand
their needs or product design and behavior requirements.
Note that the outcome of this analysis can be documented
in the stakeholder register by assigning each stakeholder to
their relevant class. Stakeholder register is a project
artifact and not a technique.
[Planning]
7. C - Economists and financial analysts generally use
alternative approaches to measure financial benefits such
as IRR and NPV since the ROI measure doesn’t factor in
the time value of money.
[Planning]
8. C - When the business analysis plan has been reviewed
by the key stakeholders and all concerns have been
resolved, the business analyst should take the next steps to
obtain approval on the plan.
[Planning]
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9. D - The display-action-response model is an interface
model and not a process model. The rest of the choices are
all process models.
[Analysis]
10. B - CRUD, defined as create (C), read (R), update
(U), and delete (D), represents the operations that can be
applied to data or objects. CRUD matrices describe who
or what has permission to perform each of the CRUD
screens. The entity relationship diagram does not need to
change as no new data element has been introduced.
[Analysis]
11. B - A Use Case is a process model. The rest of the
choices are not process models.
[Analysis]
12. B - A business requirement describes the higher-level
needs of an organization such as business issues or
opportunities and reasons why an initiative has been
undertaken. These are typically analyzed and documented
prior to the project initiation. The rest of the project
artifacts are developed during the project lifecycle.
Assessment]
13. A - Discounted cash flow analysis uses future free
cash flow projections and discounts them to arrive at a
present value estimate, which is used to evaluate the
potential for investment. The rest of the choices are
incorrect because Pareto analysis is carried out to identify
the most significant factors out of many; earned value
management is carried out to monitor and control cost of
an ongoing project; while the Monte Carlo is a simulation
technique used to analyze project risks. [PMBOK® Guide
6th edition, Page 473] [Needs Assessment]
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14. A - The nominal group technique enhances
brainstorming with a voting process. This then allows the
most useful ideas to be prioritized and taken up for further
brainstorming. [PMBOK® Guide 6th edition, Page 144]
[Analysis]
15. C - Noise is anything that compromises the original
meaning of a message. It gets either introduced during the
transmission itself or during decoding (when the receiver
of the message doesn’t fully comprehend). [PMBOK®
Guide 6th edition, Page 371] [Analysis]
16. D - A decision table and decision tree are rule models
that show a series of decisions and the outcomes to which
the decisions lead. Decision trees and tables are often used
to model business rules. Both models can be used here,
however, decision trees are usually easier for stakeholders
to review than decision tables.
[Analysis]
17. C - Since the project has significant uncertainties, this
can contribute to high rate of change and project
complexity. [PMBOK® Guide 6th edition, page 397]
[Planning]
18. D - Projects with adaptive life cycles are intended to
respond to high levels of change and require ongoing
stakeholder engagement. All other choices are predictive
life cycles which are designed to be plan driven rather
than being change driven. [PMBOK® Guide 6th edition,
19. B - The business analysis plan developed by the
business analyst should be integrated into the overall
project management plan managed by the project
manager.
129] [Planning]
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20. C - This is example of majority; you reach a decision
when support is obtained from more than 50% of the
members of the group.
21. C - Before the project begins, the organization is
commonly referred to as being in the current state. The
desired result of the change derived by the project is
described as the future state. [PMBOK® Guide 6th
edition, Page 6] [Traceability & Monitoring]
22. B - A traceability matrix is a table that connects or
traces links between items. Most commonly, business
analysts use traceability matrices to trace requirements
backward to features and business objectives. A business
analyst can repurpose the traceability matrix to analyze
models to ensure that they are complete.
[Analysis]
23. C - Delphi is a consensus-building technique.
Stakeholders participate in this technique anonymously.
For this exercise, you first need a questionnaire to elicit
ideas about the important points related to the conflict and
then use rounds of anonymous voting till common ground
is found.
24. A - The WBS represents all product and project work,
including the project management work. The total of the
work at the lowest levels should roll up to the higher
levels so that nothing is left out and no extra work is
performed. This is called the 100 percent rule. [PMBOK®
Guide 6th edition, Page 161] [Needs Assessment]
25. C - A point of diminishing returns is the point where
additional value that could be obtained from a solution
that value. In this case, Solution Evaluation gives teams
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the ability to “end early” even if there is still additional
functionality that could be built, allowing funds to be
reallocated to work on higher-priority projects.
[Evaluation]
26. B - A Kanban board provides a means to visualize the
flow of work, make impediments easily visible, and allow
flow to be managed by adjusting the work in process
limits.
[Analysis]
27. C - Competitive analysis is a technique for obtaining
and analyzing information about an organization’s
external environment. Results from competitive analysis
may identify competitor strengths that impose threats or
may uncover an area of weakness an organization has in
comparison to its competition.
Assessment]
28. D - A planning package is a work breakdown structure
component below the control account and above the work
package with known work content but without detailed
schedule activities. [PMBOK® Guide 6th edition, Page
161] [Planning]
29. A - The method where a single individual makes the
decision on behalf of a group is termed autocratic. Other
group decision-making techniques are unanimity
(everyone agrees on a course of action), majority (support
from more than 50% of members), and plurality (the
largest block decides even if a majority is not achieved).
[PMBOK® Guide 6th edition, Page 144] [Planning]
30. B - If the stakeholders are not sure about the accuracy
of some requirements, these need to be confirmed by
some other source. Reviewing the technical
documentation and verifying the integration requirements
is one way to confirm these requirements.
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[Analysis]
31. D - The business case describes pertinent information
to determine whether the initiative is worth the required
investment. It is an authoritative source where expected
benefits have been stated.
[Evaluation]
32. D - When a large number of stakeholders has been
identified, the next logical step in stakeholder analysis is
to group the stakeholders by common characteristics
which helps to streamline further analysis.
[Planning]
33. B - The correct response is Voice of the Customer.
This is one of the non-proprietary approaches to quality
management. In this planning technique, the customer’s
requirements are exactly met in the finished product
during each phase of the project. [PMBOK® Guide 6th
edition, Pages 145, 726] [Needs Assessment]
34. C - The scope baseline is an output of the Create WBS
process. The other choices are either inputs or tools and
techniques of the process. [PMBOK® Guide 6th edition,
35. C - When many stakeholders have been identified, the
next logical step in stakeholder analysis is to group the
stakeholders by common characteristics which helps to
streamline further analysis. The most relevant PMI Guide
to Business Analysis process is Conduct Stakeholder
Analysis.
[Planning]
36. A - The problem at hand is unmanageable WIP. The
solution is to limit the WIP based on team capacity. A
Kanban board can be really helpful in setting this up. A
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Kanban board provides a means to visualize the flow of
work, make impediments easily visible, and allow flow to
be managed by adjusting the work in process limits.
[Analysis]
37. B - The business analyst does not decide which
features are built and which are not. The authority lies
with the stakeholders, and in adaptive projects, with the
product owner to approve or reject requirements. As the
business analyst, you are responsible for resolving this
conflict by negotiation with the people in the authority to
approve these requirements.
38. C - An approved requirement is a requirement that is
verified and validated and has been deemed an accurate
reflection of what the product development team should
build. You need to review the minutes to identify such
requirements.
[Analysis]
39. A - Buy a feature is a type of collaborative game used
to enable a group of stakeholders to agree on prioritization
by giving each stakeholder an amount of pretend money
to buy their choice of features, splitting the money
received across features however desired.
[Analysis]
40. B - The Facilitate Product Roadmap Development is
the process of supporting the development of a product
roadmap. None of the other choices is a valid PMI Guide
to Business Analysis process.
Assessment]
41. A - Identify Stakeholders is the process of identifying
the individuals, groups, or organizations that may impact,
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are impacted by, or are perceived to be impacted by the
area under assessment.
[Planning]
42. B - A Use Case is a process model that uses textual
narrative to describe the system-user interactions to
achieve successful completion of a goal.
[Analysis]
43. D - Story slicing is a technique to split epics or user
stories from a higher level to a lower level. The reason to
split stories is that sometimes stories are too big to
construct in an iteration.
[Analysis]
44. D - A decision table is a rule model. None of the rest
of the choices are example of a rule model.
[Analysis]
45. C - A data dictionary is a data model that lists the data
fields and attributes of those fields for a data object. The
data fields are additional details for the data objects in an
entity relationship diagram.
[Analysis]
46. B - Fishbone diagram is a root cause analysis
technique and not a requirements confirmation technique.
Brainstorming and affinity diagrams are idea generation
techniques and are not applicable for confirming
requirements. A walkthrough is a peer review in which
the author of the materials walks the peers or stakeholders
through the authored information. A walkthrough may be
conducted to review the results of elicitation to obtain
confirmation that the results are accurate.
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[Analysis]
47. D - If a 50% cost increase is expected, you need to re-
evaluate the project’s feasibility and reconfirm the validity
of the business case, even if the project is in the planning
stage. [PMBOK® Guide 6th edition, page 30] [Planning]
brainstorming technique to help stakeholders identify
affinity diagram. The other techniques are not idea
generation techniques.
[Analysis]
49. D - Creating the WBS is a very important process, but
often a previous WBS can be used as a template to save
time and avoid the risk of forgetting something important.
50. D - Requirements management tools allow
burndown charts.
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PMI-PBA
Domain Area Test: Evaluation
Test Name: Domain Area Test: Evaluation
Total Questions: 20
14 (70.00%)
Test Description
This practice quiz specifically targets your knowledge of the
Evaluation PMI-PBA Domain area.
Test Questions
1. You have recently delivered a product to a customer
that took you over 18 months to build. The product was
built specifically for this customer under a contract with
specific product specifications. Testing missed a defect
and the product went into production causing customer
complaints. The product meets the specifications in the
contract as the contract only specified high-level product
requirements and didn’t specify design details. What
should you do first?
A. Notify the customer that the product is compliant
but you are willing to consider fixing this issue.
B. Fix the issue but bill the customer for any

additional charges incurred.
C. Investigate the issue and determine the root cause.
D. Issue a change request to fix the defect.
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2. Regardless of the project lifecycle, scope and
magnitude, a business analyst performs a number of tasks
during the Solution Evaluation stage. All of the following
are tasks that are typically performed during this stage
EXCEPT:
A. Evaluating nonfunctional characteristics of the
solution.
B. Comparing estimated and actual costs and benefits.
C. Evaluating the solution performance against

performance standards in the service-level
agreements.
D. Collecting and analyzing functional and non-

functional solution requirements.
3. You are conducting the post-implementation solution

evaluation of a recently released system. You can use all
the following ways to demonstrate value delivery to the
business EXCEPT:
A. Approach to risk management during development
B. Increase in productivity
C. Increase in the number of users adopting the

solution
D. Reduction in costs
4. A product team is developing a new information

management system for your organization. The project is
75% complete and has delivered a minimum viable
product. You are conducting the solution evaluation for the
released project and find that the system has reached a
point of diminishing returns. What should you do next?
A. Prioritize the remaining features and deliver the
maximum features within the available budget.
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B. Terminate the project and reallocate the remaining
funds to other higher-priority projects.
C. Prioritize the remaining features and deliver the

maximum features within the available time.
D. Try to complete the project and deliver all

remaining features within available budget and
time.
5. You are analyzing your business products to identify

which products need to retire and which products require
further investment. Which of the following tools would
provide you with valuable information regarding your
products to help make such decisions?
A. MoSCoW analysis
B. Product portfolio matrix
C. Traceability matrix
D. Sensitivity analysis
6. Your team has recently released a new software

application in the business. The application has been well-
received by the business stakeholders. You want to
conduct a formal solution evaluation at this stage. Which
of the following will you use as a baseline to evaluate the
application?
A. Business case
B. System design
C. Product backlog
D. Acceptance criteria
7. During a post-implementation solution evaluation

exercise, you would use the documented business goals
and objects as an input to provide:
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A. Context for evaluating solution performance.
B. Provide nonfunctional requirements.
C. Provide a list of features that need to be tested.
D. Provide functional requirements.
8. Your product team has recently launched a new

solution in the business. The benefits delivered by the
solution are intangible in nature and extremely difficult
and costly to measure. The internal auditor has been
assigned to conduct the post-implementation solution
evaluation. You have been notified that the auditor is using
proxies for measuring business value delivered by the
system. What should be your reaction?
A. Do nothing and wait for the results; you are not
responsible for the solution evaluation.
B. Immediately escalate the matter to the project

sponsor and have the auditor released from her
duty.
C. Determine the effectiveness of the proxy values and

support the internal auditor with the solution
evaluation activities.
D. Ask the product team to block the system access for

the auditor and create impediments.
9. You are conducting a post-implementation solution

evaluation of a product one year after its release. The
product was expected to generate an ROI of 12%.
Reviewing the actual financial performance, you find out
that the product actual ROI is 9%. How would you
document this finding in your final report?
A. The product could not meet its target financial
performance.
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B. The ROI value of 9% cannot demonstrate financial
performance.
C. The product exceeded its target financial

performance.
D. The ROI value of 9% is misleading as you cannot

measure this at this stage.
10. Solution evaluation activities can be carried out either

qualitatively or quantitatively. The choice of the
appropriate approach varies from project to project. All of
the following are examples of performing qualitative or
coarsely quantitative solution evaluation EXCEPT:
A. Conducting surveys and analyzing results.
B. Evaluating the solution through collecting SMEs

feedback during a workshop.
C. Analyzing the data created by the solution.
D. Analyzing the results of exploratory testing of

solution functionality.
11. A business analyst is responsible for carrying out

Solution Evaluation processes for each product delivery
project. Solution Evaluation comprises both short-term
and long-term evaluations of the product/solution. Which
of the following statements is correct in regard to the
long-term evaluation of a product or solution?
A. Long-term evaluation focuses on evaluating the
business value delivered by the product or solution.
B. Long-term evaluation focuses on evaluating the

product or solution during the user acceptance
testing.
C. Long-term evaluation focuses on evaluating the

product or solution during the usability testing.
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D. Long-term evaluation focuses on evaluating the
product or solution during the penetration testing.
12. The products categorized as “high market share” and

“low market growth rate” products on a growth-share
matrix implies that these products:
A. Provide dependable income stream.
B. Have a good potential as they are in a market that is

continuing to grow.
C. Need to be discontinued.
D. Provide the most significant benefits to the

organization.
13. Some of the benefits and value of the solution recently

released by your team are intangible in nature. What
would be your approach regarding evaluation of these
benefits?
A. Do not assess intangible benefits as these are
impossible to measure.
B. Define measurements that provide indirect

evidence of benefits.
C. Include the relevant features in the user acceptance

testing sessions.
D. Involve project stakeholders and develop an affinity

diagram.
14. You are leading an Agile project developing a new

manufacturing control system for your firm. During the
Evaluate Acceptance Results and Address Defects
process, you have identified a number of performance
issues in the system. What should you do next?
A. Add the defects to the WBS.
B. Add the defects to the backlog.
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C. Add the defects to the scope statement.
D. Issue a change request to initiate defect repair.
15. You are conducting the solution evaluation for a

newly released information management system. During
the evaluation you discovered new and changed
requirements. What should you do to address this issue?
A. Issue a change request for solution refinement.
B. Recall the release and terminate the project.
C. Terminate the project manager and the business

analyst on this project.
D. Do nothing as it is too late to fix things at this

stage.
16. You are evaluating a suite of products offered by your

organization. You want to identify the products that are
currently meeting or exceeding performance expectations
in the marketplace. Which of the following tools can help
you perform this analysis?
A. MoSCoW analysis
B. PERT analysis
C. Normal distribution of the product
D. Growth-share matrix
17. During a post-implementation solution evaluation,

how would you demonstrate that a product has met the
stakeholder’s requirements?
A. By demonstrating performance against the
acceptance criteria
B. By demonstrating performance against the product

backlog
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C. By demonstrating performance against the feature
model
D. By demonstrating performance against the work

breakdown structure
18. Your organization has recently implemented a new

technology product that has digitized some of the core
business processes in the organization. You have been
tasked to assess the outcome of this initiative. Which
business analysis knowledge area will provide you
guidance to conduct this assessment?
A. Solution Evaluation
B. Traceability and Monitoring
C. Analysis
D. Elicitation
19. You have been asked to conduct a post-

implementation evaluation of a system. Due to some time
constraints, the product owner has asked you to
qualitatively evaluate the system. How would you conduct
a qualitative evaluation of the system?
A. Analyzing the performance logs generated by the
system
B. Analyzing the results from stakeholder surveys
C. Analyzing the usage logs generated by the system
D. Analyzing the exceptions reports generated by the

system
20. Your organization has recently adopted Agile

practices and all new internal projects are being managed
using Agile methods. The CIO wants to compare the
performance of three projects and has selected the
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velocity measure for the comparison. What is your
opinion regarding this?
A. Velocity is a good measure for this exercise, but
story points are a better measure.
B. Velocity is a good measure only if story points are

also taken into consideration.
C. Velocity is a good measure for this exercise.
D. Velocity is a relative measure and cannot be used

for comparison.
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PMI-PBA
Domain Area Test: Evaluation
1. C - If there is a defect in the product, it is your
responsibility to fix it even if the product meets the
documented specifications. You must issue a change
request to fix this defect but prior to that, you need to
investigate the issue and determine the root cause. Only
once the root cause is known, you will be able to issue a
change request. [PMBOK® Guide 6th edition, page 292]
[Evaluation]
2. D - Collecting and analyzing functional and non-
functional solution requirements are part of the Elicitation
and Analysis stages. The rest of the tasks are all typically
performed during the Solution Evaluation stage.
[Evaluation]
3. A - You will assess the risk management approach to
assess the efficiency of the project team and not the
product. The rest of the choices can all be used to
demonstrate value delivery by the system to the business.
[Evaluation]
4. B - A point of diminishing returns is reached when
additional value that could be obtained from the solution
does not justify the additional effort needed to achieve that
value. At this point, it is recommended to “end early” and
reallocate remaining funds to other higher-priority
projects.
[Evaluation]
5. B - A Product portfolio matrix, also known as a
growth-share matrix, is a market analysis quadrant
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diagram used by organizations to qualitatively analyze
their products and product lines. One axis reflects market
growth (or demand for a product) while the other reflects
the market share of the organization. The matrix provides
a quick visual way to evaluate which products are meeting
or exceeding performance expectations in the marketplace.
[Evaluation]
6. D - Solution evaluation activities are performed to
done to analyze measurements obtained for the solution by
comparing the actual results of acceptance testing to the
expected or desired values, as defined by the acceptance
criteria.
[Evaluation]
7. A - Business goals and objectives specify stated targets
that the busines is seeking to achieve. They provide the
context for evaluating solution performance because they
are a measurable description of the expected business
value.
[Evaluation]
8. C - When measuring benefits is difficult or costly,
organizations could use next-best-alternative ways to
measure business value. Proxies for value might be used in
these situations. You need to support the auditor with her
assignments.
[Evaluation]
9. A - The higher the ROI, the better. During the post-
implementation review we consider the result of an actual
versus expected cost-benefit analysis to assess the
business value of the solution. In this case, the product
could not meet its target financial performance.
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[Evaluation]
10. C - Analyzing the results from surveys, focus groups,
or the results of exploratory testing of functionality are
examples of qualitative or coarsely quantitative evaluation
activities. Other evaluation activities involve obtaining
more precise quantitative measurements, such as directly
looking at data from a solution.
[Evaluation]
11. A - Long-term evaluation focuses on evaluating the
business value delivered by the product or solution.
Product or solution evaluation during the acceptance
testing is the short-term focus. The other two choices are
irrelevant.
[Evaluation]
12. A - A Product portfolio matrix, also known as a
growth while the other reflects the market share of the
organization. The matrix provides a quick visual way to
evaluate which products are meeting or exceeding
performance expectations in the marketplace. The
products that provide the most significant benefits to the
organization would be found in the upper left quadrant,
because these are the products where the organization has
a high market share in a market with a high growth rate.
Those in the upper right quadrant are regarded as having
good potential because, although they have a low market
share, they are in a market that is continuing to grow.
Those in the lower left quadrant, with a high market share
in a low growth market, are considered a dependable
income stream.
[Evaluation]
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13. B - Some of the benefits and value of the solution may
seem to be intangible, and therefore, not possible to
measure. For intangible benefits, it may be necessary to
define measurements that provide indirect evidence that
the benefits have been achieved.
[Evaluation]
14. B - Adaptive projects do not have formal change
control processes. On such projects, all product defects
are added to the product backlog.
[Evaluation]
15. A - Evaluation of an implemented solution may be
used to identify new or changed requirements, which may
lead to solution refinement or new solutions. Doing
nothing and ignoring the new and changed requirements is
not recommended. The other two choices are extremes.
[Evaluation]
16. D - A Product portfolio matrix, also known as a
the market share of the organization. The matrix provides
a quick visual way to evaluate which products are meeting
or exceeding performance expectations in the
marketplace.
[Evaluation]
17. A - Acceptance criteria are concrete and demonstrable
conditions that must be met for the business stakeholders
or customers to accept the item.
[Evaluation]
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18. A - Solution Evaluation knowledge area involves tools
and techniques for validating a solution that is about to be
or has already been implemented to determine how well
the solution meets the business needs.
[Evaluation]
19. B - Analyzing the results from surveys, focus groups,
[Evaluation]
20. D - Any measure can be used to compare performance
if the measure is used consistently on all projects.
However, the velocity measure is a relative measure.
Velocity is measured as story points that are delivered per
iteration on average. Since there is no universal standard
for measuring story points and different teams measure
user stories differently, similar effort user stories may
have different story points on two projects. Neither story
points nor velocity can be used for comparison.
[The PMI Guide to Business Analysis, pages 148, 213,
416] [Evaluation]
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PMI-PBA MOCK EXAM
(LITE) - 4
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
software application development project. The project is
following an adaptive delivery approach. You are currently
planning the requirements management approach for the
project. Which of the following requirement lifecycle
states should you select for the project?
A. Defined, elaborated, verified, validated, and
prioritized
B. Forming, norming, storming, and performing
C. Not ready, ready, and done
D. Define, measure, analyze, improve, and control
2. You are leading the business analysis efforts for a

complex Management Information System (MIS) being
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developed for your current organization. Most of the
processes being digitized by this initiative are currently
manual paper-based processes. You want to collect system
user interface requirements, but the stakeholders are
struggling to visualize the system. Which of the following
technique can help you elicit the required information?
A. Fishbone diagrams
B. Mainframes
C. Pareto charts
D. Wireframes
3. A team has recently conducted user acceptance tests

for a recently developed product. You are responsible for
analyzing the results of the acceptance tests and
comparing these against acceptance criteria. You are also
responsible for recommending an action plan dealing with
scenarios where the product doesn’t meet the acceptance
criteria. Which of the following processes you need to
perform?
A. Determine Solution Evaluation Approach.
B. Evaluate Solution Performance.
C. Obtain Solution Acceptance for Release.
D. Evaluate Acceptance Results and Address Defects.
4. You are auditing an organization and are surprised to

know that this organization doesn’t spend sufficient time
planning the elicitation approach on any project and is
unaware of the benefits involved in doing this properly.
There are many benefits of properly performing the
Determine Elicitation Approach process EXCEPT:
A. Stakeholders’ interests in the project is influenced.
B. An organized approach to elicitation.
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C. Efficient use of stakeholder time.
D. Effective stakeholder collaboration.
5. You have recently completed the user acceptance

testing of a new product. As an outcome of this, a few
issues with the product have been raised by the
stakeholders. As the lead business analyst on this project,
what should you do next?
A. Analyze the reported issues and develop cost
estimates for remedial activities.
B. Add the defects to the product backlog and direct

the team to commence a defects repair sprint.
C. Note the issues and ask the stakeholders to accept

the solution in the current state.
D. No action is required of you at this stage; ask the

project manager to investigate the matter.
6. Given multiple alternatives, the group decision method

that allows the largest block in a group to decide (even if
more than 50 percent of the members of the group do not
support the decision) is:
A. Unanimity
B. Plurality
C. Majority
D. Dictatorship
7. Which of the following models should you develop if

you want to show the business data objects in a product
and the cardinality relationship between those objects?
A. Data Flow Diagram
B. Ecosystem Map
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C. Entity Relationship Diagram
D. State Diagram
8. A project team has recently presented the project cost

estimates of a project. The team doesn’t have any past
experience of performing similar projects. This could be a
major risk with the project but the team is of the view that
they have included sufficient reserves in their estimates.
What is the primary risk when including reserves, or
contingency allowances, in your cost estimate?
A. Cancelling your project
B. Understating the cost estimate
C. Overstating the cost estimate
D. Tracking the funds
9. The high-level system design developed by your team

has been approved. You are now required to develop the
detailed design of the system. As part of this exercise, the
team now must design how users or system processes will
interact with each other across any involved users or
systems and the order in which the processes or steps will
be performed. You decide to develop a sequence diagram
to design and demonstrate these interactions. Sequence
diagrams are most useful for communicating with:
A. Product users
B. Technical teams
C. Product owners
D. Project stakeholders
10. Shortly after the release of a new product, a number of

customer issues have been reported. You have analyzed
these issues and grouped them into related categories. You
are presenting these results to the senior leadership team
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as a histogram. The leadership team is happy with your
analysis but has asked you to sort the histogram by
frequency of occurrence in a descending order. What type
of chart has been requested by the leadership team?
A. Onion diagram
B. Tornado diagram
C. Pareto chart
D. Scatter chart
11. You are the lead business analyst on a process

improvement project. You have identified your key
project stakeholders and are currently analyzing their
roles. A solid understanding of their current state roles is
required for the definition of the future state process.
Which of the following techniques would help you
understand how particular roles are performed by
stakeholders?
A. Job analysis
B. DuPont analysis
C. Monte Carlo analysis
D. PERT analysis
12. The CTO of your organization has sent you a project

brief for a recently authorized project and appointed you
as the lead business analyst on the project. You are
currently planning your business analysis activities for
this project. Which of the following tools can be used to
identify business analysis tasks, activities, and
deliverables by detailing out the business analysis work?
A. Decomposition model
B. Process model
C. RACI model
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D. SWOT model
13. Which of the following is an agile technique that

regularly checks the effectiveness of the quality process,
looks for the root cause of issues, and suggests trials of
new approaches to improve quality?
A. Sprints
B. Retrospectives
C. Backlog
D. User stories
14. Your product team is new to Agile practices.

Historically they have used detailed weekly reports to
report project progress. Which of the following techniques
will you recommend the team to use on this project
replacing the traditional weekly formal reporting?
A. Daily standups
B. Issue log
C. Risk register
D. Sprint backlog
15. Your product team has developed some wireframes

that can now be reviewed with the stakeholders. You now
need a model that displays specific user interfaces and
commonly used screens and plot out how to navigate
between these. Which of the following models should you
develop?
A. User Interface Flow
B. Organizational Chart
C. Context Diagram
D. Data Flow Diagram
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16. You are analyzing the requirements for a complex
ERP system development project. As your next business
analysis deliverable, you are required to develop a model
that visually shows the complex flow of system use cases.
The model is expected to show the user and system
interactions and mirror the textual district descriptions of
the system use cases. Which of the following diagrams
should you develop?
A. Context diagram
B. Activity diagram
C. Decision table
D. Kano diagram
17. You are leading a complex organizational

transformation project. You have a wide range of
stakeholders from active supporters to non-supportive and
resistant stakeholders. You are now analyzing these
stakeholders based on their influence and impact. What
will be your strategy to manage the stakeholders classified
as “low influence” and “low impact” stakeholders?
A. Maintain open communication with stakeholders in
this category to leverage their support and
advocacy; this group of decision-makers may not
provide product requirements but may serve as
product champions.
B. Frequently communicate with stakeholders in this

category and build a strong partnership and trusting
relationship because they can make or break an
initiative; this group of decision-makers are a
critical source for requirements.
C. Stakeholders in this category should be monitored

to ensure that their relationship to the solution does
not change as the solution definition evolves;
stakeholders in this group should not be ignored.
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D. Pay attention to this group and address their
concerns; stakeholders in this group may represent
those expected to adapt to the implemented solution
once it is built.
18. Your organization has recently initiated its operating

model transformation program. A small team of business
analysts has been formed to analyze the current state and
design the future state operating model. Although most of
the project stakeholders are supporting the initiative, some
senior stakeholders are actively resisting the change. How
should you engage with these non-supportive
stakeholders?
A. Spend more time with these stakeholders.
B. Just keep these stakeholders informed.
C. Spend less time with these stakeholders.
D. Do not engage with these stakeholders.
19. A project team is developing an information system

using Agile product development methods. The project is
one of the key initiatives the organizations has started this
year. Which of the following is a series of conditions that
the entire team must agree to complete before a user story
is considered sufficiently understood so that work can
begin to construct it?
A. Entry clause
C. Definition of Done
D. Exit clause
20. X-Technologies is undergoing a major organizational

restructure and you have been hired to help the
organization develop a new business architecture. You
have setup a stakeholder register and now are looking to
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identify key stakeholders. Which of the following
techniques can help you quickly identify some key
stakeholders?
A. Developing to-be process flow models
B. Reviewing the organizational chart
C. Interviewing senior managers
D. Brainstorming with business unit heads
21. The Department of Homeland Security has recently

requested tenders for a data migration project. Basic
project information and scope has been included in the
tender documents. Due to the sensitivity of the project no
further information and no access to stakeholders will be
made available during the bidding process. In order to
develop your bid, you need to understand the project
requirements. Which of the following requirements
elicitation is your only choice in this situation when
interaction with stakeholders is not possible at all?
A. Benchmarking
C. Surveys
D. Brainstorming
22. You have scheduled a stakeholder workshop with an

aim to discover and understand detailed product
requirements. Based on your experience with the
stakeholders, you think that having a meeting agenda
helps in providing a structure to the meeting. Preparing
the agenda for the workshop is an example of:
B. Confirming elicitation results
C. Elicitation preparation material
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D. Adopting Agile practices
23. Prioritizing requirements is an important step in

managing the product scope. The product requirements
prioritization criteria are generally documented in the
business analysis plan. Which of the following statements
regarding requirements prioritization is correct?
A. Adaptive lifecycles use prioritization techniques for
each upcoming iteration.
B. Predictive lifecycles use prioritization techniques at

project initiation.
C. Predictive lifecycles use prioritization techniques

during project execution.
D. Adaptive lifecycles use prioritization techniques

during retrospectives.

them. This story map will be shared with the stakeholders
to obtain their feedback. The backbone section of the
story map should contain:
A. The minimum viable product
B. The minimum marketable features
C. The product backlog
D. The product roadmap
25. The new CEO of your organization has come up with

a very ambitious strategy for the organization. You have
been asked to analyze the new strategy and the current
organizational capabilities to achieve this strategy.
Documentation on which of the following PMI’s Guide to
Business Analysis processes will help you perform this
task?
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A. Prepare for Transition to Future-State
B. Identify Problem or Opportunity
C. Assess Current State
D. Determine Future-State
26. You are performing the Assess Current State process

for a student management system implementation project
for a university. The project has touch points across
multiple faculties and departments within the university.
You have found that terminology used by one faculty
might mean something else in the other. What is the
technique you should use to foster common language?
A. Thesaurus
B. Ground rules
C. Glossary
D. Data dictionary
27. You have completed all product requirements

elicitation activities and are currently analyzing the
results. You have identified a huge list of potential
features that need to be developed as part of the product.
Which of the following models should you develop if you
want to group these features together and show which
features are sub-features of other ones.?
A. Speedboat
B. Sailboat
C. Feature model
D. Work Breakdown Structure
28. One of your clients has requested a major change

request to a product. The requested changes were
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carefully analyzed and developed. Which of the following
is a tool-supported validation that can now be used after
changes have been made to ensure that these changes did
not unintentionally alter the system in some other way?
A. Unit testing
B. Regression testing
C. Integration testing
D. Acceptance testing
29. You are auditing a product team and find out that the
team has missed several requirements during the design of
the solution. Although a traceability process was agreed
by the team, it was not adequately followed. Which of the
following could be the real cause of this?
A. The process was time-consuming and considered
wasteful to maintain.
B. The process was used on past similar projects.
C. The process was not made mandatory by the CEO.
D. The process was not signed and approved by each

team member.
30. Recently a few product security issues have been

reported by the end users. You want to analyze these
issues in a greater detail and want to uncover the most
significant causes and effects involved in these security
breaches. Which of the following is a special type of
cause-and-effect diagram that can help you identify
related causes and effects for this situation?
A. Pareto diagram
B. Interrelationship diagram
C. Context diagram
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D. Interface model
31. Gemba walk, a lean terminology, is a management

technique that requires visiting the workplace to gain
insights into business operations and to discover
opportunities for improvements. Which of the following
elicitation techniques carried out during the Assess
Current State process supports Gemba walks?
A. Kaizen
B. Capability Framework
C. SWOT Analysis
D. Observation
32. You are beginning a new project. The project scope

includes delivery of some key capabilities to the
organization. The timely completion of this project is
critical for the organization to maintain its market position
in the industry. You are aware that due to the nature of the
project, the project scope can never be locked and there
are going to be a number of changes throughout the
project. The change control process in your organization
has historically been time a consuming activity. When
should you use the Perform Integrated Change Control
process on your project?
A. Throughout the entire project
B. Only after the project is completely funded
C. Only when closing out the project
D. Only after the project scope is clearly defined
33. Who is primarily responsible for user stories

elaboration?
A. Scrum master
B. Business analyst
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C. Development lead
D. Product owner
34. Your product team is developing a new website for

your organization. You need to develop a blueprint that
represents the skeletal framework of the website. This
blueprint then needs to be reviewed and approved by the
stakeholders before any further development work could
be carried out. Which of the following models should you
develop?
A. Process Flows
B. Use Case
C. Wireframe
D. Ecosystem Map
35. During which of the following processes does a

business analyst typically perform gap analysis between
existing capabilities and proposed changes necessary to
attain a desired future state?
A. Determine Viable Options and Provide
Recommendations
B. Assess Current State
C. Determine Future State
D. Facilitate Product Roadmap Development
36. You have recently joined a product team that is

halfway through a new product development for the
business. The product team has already developed a
feature model and a business objective model in the past.
You now which to connect these together and ensure the
alignment. Which of the following tools should you use to
connect these models together?
A. Context diagram
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B. Fishbone diagram
D. Decision table
37. Your product team has recently completed the

development of a software tool. You are currently
conducting the acceptance testing of the developed tool to
assure that the product meets the needs of the customer. In
business analysis jargon, this is called:
A. Verifying the product.
B. Eliciting the requirements.
C. Training the users.
D. Validating the product.
38. You are analyzing a curriculum development and

approval workflow for a university. This is a complex
workflow and the “course curriculum” data object
undergoes a number of changes whenever it transitions
between one workflow stage to another. Which of the
following tools would help you graphically depict this
behavior?
A. Report table
B. Entity relationship diagram
C. Context diagram
D. State diagram
39. Your organization’s Strategy and Planning department

conducts a current state analysis of the organization on a
regular basis and uses that as an input to update the
organization’s strategy, goals and objectives. As a result,
the Strategy and Planning department proposes a number
of transformation projects to be initiated by the
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organization’s PMO in collaboration with the impacted
department or business units. In this scenario, which of
the following statements could be true?
A. Each proposed transformation project needs to be
initiated by the PMO.
B. The business analysts on each transformation

project skip the Assess Current State process.
C. This is a highly projectized organization with a flat

structure.
D. No further business analysis work is required for

each initiated transformation project.
40. A business analyst is using “product box” technique

during an elicitation workshop. He divides the participants
into multiple teams and provides a plain box and art
supplies to each team. Each team is then asked to decorate
the box, marketing the product in a manner that would
entice a customer to purchase it. What is the prime focus
of this technique?
A. Schedule
B. Costs
C. Customer
D. Scope
41. You are leading a manufacturing process automation

project. So far you have conducted several workshops and
elicited business and system-level requirements. Although
all these requirements have been approved, you have a
feeling that some requirements are not right and will not
produce the desired outcome once implemented. How can
you resolve this?
A. Drop the requirements that you think are not
suitable.
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B. Observe the process and assess the suitability of the
requirements.
C. Conduct a facilitated session and ask the

stakeholders to review these requirements.
D. Escalate the matter to the steering committee and

request intervention.
42. Your organization is considering two capital projects.

Although both projects address some key business needs,
due to funding limitations, only one project can be
initiated at this stage. The organization’s total budget for
capital projects is $100,000. Project A has an NPV value
of $50,000 while project B has an NPV value of $25,000.
Which project will you select and why?
A. Neither of the projects need to be selected as
neither meets the $100,000 target.
B. Project A; since its NPV value is higher than

project B’s NPV value.
C. Project B; since its NPV value is lower than project

A’s NPV value.
D. Both projects need to be selected as they fall under

the organization’s budget.
43. The Direct and Manage Project Work process requires

implementation of approved changes covering all the
following except:
A. Preventive action
B. Corrective Action
C. Acceptance criteria
D. Defect Repair
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44. You are leading a product team developing the new
website for your organization. Due to some technical
reasons, you believe one user story cannot be developed at
this stage and this user story needs to be terminated from
the current iteration. The product owner is willing to
terminate the story on technical grounds only if all
product team members believe the story cannot be
completed in the current iteration. What decision-making
style has been used by the product owner?
A. Plurality
B. Autocracy
C. Majority
D. Unanimity
45. What is the next logical step for a business analyst

during the business analysis work planning once the
business analysis deliverables have been identified and
agreed upon and the business analysis tasks have been
identified and sequenced?
A. Identifying the resources.
B. Determining the roles and responsibilities.
C. Estimating the business analysis work.
D. Assembling the business analysis work plan.
46. You are managing a complex workflow automation

project. The customer values module A more and wants
that to be delivered as soon as possible. However, the
module A cannot be delivered prior to delivering module
B due to some technical limitations. What is the
relationship between module A and B?
A. Soft dependency
B. Implementation dependency
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C. Subsets
D. Value dependency
47. You are about to start the Confirm Elicitation Results

process. Apart from the unconfirmed elicitation results
obtained from the Conduct Elicitation process, which of
the following inputs do you need for this process?
A. Project charter
B. Business case
C. Confirmed elicitation results
D. Elicitation preparation materials
48. A decision tree is a Perform Quantitative Risk

Analysis technique. A decision tree is represented by a
Decision Tree Diagram. The decision tree describes a
situation under consideration, the implications of each of
the available choices, and the possible scenarios. A
Decision Tree Diagram shows how to make a decision
among alternative capital strategies known as:
A. Decision nodes
B. Alternative nodes
C. Checkpoints
D. Question points
49. You are leading a moderately complex process

automation project. To identify the right resources for the
project you need to understand the high-level product
requirements. On an adaptive project, when would you
schedule elicitation of high-level product requirements?
A. First retrospective
B. Iteration zero
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C. Once the first prototype is ready
D. First standup
50. You have been hired as a consultant to help an

organization mature its business analysis skills and
capabilities. You soon find out that the organization has
not invested much in conducting Needs Assessment on
any of its past projects. You are now helping the product
teams understand the importance of conducting these
critical business analysis processes. Most of the analysis
completed during Needs Assessment is used in the
development of which of the following business analysis
artifacts?
A. Product backlog
B. Business case
C. Product roadmap
D. Capability model
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1. C - The requirements life cycle on predictive projects
represents the various phases or states through which a
requirement moves as it is defined, elaborated, verified,
validated and prioritized. When using an adaptive delivery
approach, the requirement states may be more implicit.
User stories may be states as not ready, ready, or done.
[Analysis]
2. D - Wireframes are diagrams that represent a static
blueprint or schematic of a user interface used to identify
basic functionality. This will help you obtain UI
requirements from the stakeholders rather than discussing
abstract requirements.
[Analysis]
3. D - You need to perform the Evaluate Acceptance
Results and Address Defects process. This process
compares the acceptance criteria and the actual results of
acceptance testing to provide recommendations on how to
deal with situations where aspects of a solution do not
meet the acceptance criteria specified for it.
[Evaluation]
4. A - Stakeholders may have positive or negative
interests associated with the project which cannot be
influenced by performing the Determine Elicitation
Approach process. The rest of the statements are valid
benefits that can be realized.
[Planning]
5. A - As the business analyst you are responsible for the
product and value delivery. A product that does not meet
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expectations may have defects, which will necessitate
analysis of the cost to address the defects and the business
impact of addressing them or accepting them.
[Evaluation]
6. B - This group decision-making technique is called
Plurality. Even if a majority (where more than 50% of the
members support the decision) is not achieved, the largest
block in the group makes the decision. [PMBOK® Guide
6th edition, Page 144] [Planning]
7. C - An entity relationship diagram, also called a
business data diagram, is a data model that shows the
business data objects or pieces of information of interest in
a product and the cardinality relationship between those
objects.
[Analysis]
8. C - Contingency funds are used to handle cost
uncertainty due to unforeseen events during a project.
These funds are generally used for items that are likely to
occur but are not certain to occur. If the team has no prior
experience of similar projects, there is a risk that the team
has overestimated the reserves to compensate for their lack
of experience. [PMBOK® Guide 6th edition, Page 245]
[Planning]
9. B - Sequence diagram is a modeling technique that
describes how user or system processes interact with one
another across any involved users or systems and the order
in which the processes or steps are performed. Sequence
diagrams are most useful for communicating with
technical teams about the flow of information between
systems, the delegation of functionality to where it will be
performed, and the flow of control from step to step.
[Analysis]
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10. C - The leadership team has asked for a Pareto chart
which is a histogram that has been ordered by the
frequency of occurrence, that shows how many issues
were reported by each identified category.
[Analysis]
11. A - Business analysts can conduct job analysis to
understand how particular roles are performed by
stakeholder. The rest of the choices are not stakeholder
analysis techniques.
116] [Planning]
12. A - A decomposition mode is used to identify business
analysis tasks, activities, and deliverables by detailing out
the business analysis work. The rest of the tools cannot be
used to meet this objective.
[Planning]
13. B - Recurring retrospectives regularly check on the
effectiveness of the quality process. They look for the root
cause of issues then suggest trials of new approaches to
improve quality. [PMBOK® Guide 6th edition, Page 276]
[Analysis]
14. A - Since the most effective and efficient way of
conveying information to and within a team is face-to-
face conversation, Agile teams report all work in process
issues during the daily standups.
15. A - A user interface flow is an interface model that
displays specific user interfaces and commonly used
screens within a functional design and plots out how to
navigate between them. These can accompany process
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flows or use cases to help visually show the users’
interactions within the system.
[Analysis]
16. B - An activity diagram is a type of process model that
visually shows the complex flow of use cases. Activity
diagrams are similar to process flows in syntax; however,
they commonly show user and system interactions in one
diagram and mirror the textual descriptions of use cases.
[Analysis]
17. C - Stakeholders who are expected to adapt to the
implemented solution once it is built are from the “low
influence/high impact” group. Stakeholders that are just
being monitored to ensure their behavior does not change
over time are from the “low influence/low impact” group.
Stakeholders who are decision-makers have “high
influence”, and the stakeholders who are a critical source
for requirements are “high impact”.
[The PMI Guide to Business Analysis, page 119-120]
[Planning]
18. A - Spending more time with non-supportive
stakeholders may uncover unspoken business needs,
requirements, training issues, resource constraints, or past
and current experiences important for the project team to
understand.
116] [Planning]
19. B - The definition of ready is a series of conditions
that the entire team agrees to complete before a user story
begin to construct it.
[Analysis]
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20. B - While all given techniques are valid approaches to
stakeholder identification, reviewing the organization
chart will help you quickly identify stakeholder groups or
individuals who have been impacted by the restructure.
The rest of the options will require more time to produce
the similar information.
[Planning]
21. B - Brainstorming and surveys would require
interaction with stakeholders which, according to the
scenario, is not possible. Benchmarking with other similar
deployments will not give you your client’s data migration
requirements. In this scenario, document analysis, i.e.
analysis of the tender documents, will give you your
stakeholder requirements.
116] [Planning]
22. C - Preparing the agenda for the elicitation event is an
example of preparation of elicitation materials. This is
neither an Agile practice nor document analysis.
Confirming elicitation is irrelevant to the context of this
question.
[Analysis]
23. A - Adaptive lifecycles use prioritization techniques
for each iteration in order to determine the features to be
provided in the next release of the product. Projects using
a predictive or waterfall lifecycle will conduct
prioritization up-front before project execution.
[Planning]
24. A - The backbone of a story map is the minimum set
of capabilities that absolutely must be in the first release
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for the solution to serve its purpose. This set of
capabilities is called the minimum viable product (MVP).
[Analysis]
25. C - Evaluating the current capabilities of the
organization is a significant focus during a current state
assessment. Documentation on the Assess Current State
process is most relevant to the given scenario.
Assessment]
26. C - In business analysis, a glossary provides a list of
definitions for terms and acronyms about a product. A
glossary should be started as early as possible in portfolio,
program, or project analysis to support common language.
Assessment]
27. C - Feature models are helpful to show how features
are grouped together and which features are sub-features
of other ones. Feature models are useful because they can
easily display many features across different levels on a
single page, which may represent an entire solution’s
feature set.
[Analysis]
28. B - Automated regression testing is a tool-supported
validation used after changes have been made to a
software system to ensure that these changes did not
intentionally alter the system in some other way.
[Analysis]
29. A - Each team member does not need to sign and
approve the process. If the team has agreed to it, they
should have stuck to it. It seems like that the team did not
have confidence in the process or that they thought it was
time-consuming and wasteful to maintain.
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30. B - An interrelationship diagram is a special type of
cause-and-effect diagram that depicts related causes and
effects for a given situation. Interrelationship diagrams
help to uncover the most significant causes and effects
involved in a situation.
[Analysis]
31. D - Observation is an elicitation technique that
provides a direct way of eliciting information about how a
process is performed or a product is used, by viewing
individuals in their own environment performing their
jobs. This is known as a Gemba walk in lean terminology.
Assessment]
32. A - Changes can occur in the project at any time. The
Perform Integrated Change Control process is valuable for
managing and tracking those changes. [PMBOK® Guide
6th edition, Page 115] [Traceability & Monitoring]
33. B - The business analysis responsibilities entail
choosing items for the iteration backlog that are
sufficiently elaborated upon and most important in terms
of delivering business value.
[Analysis]
34. C - A wireframe is a representation of the expected
solution before it is built. A wireframe is a type of
prototype, specifically a mockup of a user interface
design, used to show what a screen should look like.
[Analysis]
35. C - Determine Future State is the process of
determining gaps in existing capabilities and a set of
proposed changes necessary to attain a desired future state
that addresses the problem or opportunity under analysis.
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Assessment]
36. C - A traceability matrix is a table that connects or
[Analysis]
37. D - Since you are conducting acceptance testing, your
objective at this stage is neither to train the users nor elicit
the requirements. Acceptance testing is conducted to
ensure that the customer is happy with the product.
Verification and validation are often confused.
Verification is the evaluation of whether the product
complies with regulation, requirement, specification, or
imposed conditions. Validation is the assurance that the
product meets the needs of the customer.
[Planning]
38. D - The state table and state diagram are data models
that show the valid states of an object and any allowed
transitions between those states. Objects can be business
data items or any piece of information of interest when
analyzing a solution.
[Planning]
39. B - Given that a number of departments and business
units exits in the organization, this doesn’t look like a
highly projectized organization. The PMO should analyze
all the proposed initiatives and, based on the
organization’s capabilities and available resources, only
the viable transformation projects must be selected.
Further, each project work must include its specific
business analysis work. In this scenario the current state
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assessment is frequently conducted by the Strategy and
Planning department, so it is most likely that the business
analyst on each transformation project might skip
performing this again and rather reuse the available
knowledge.
Assessment]
40. C - Product box is an elicitation technique that uses
game play to focus on the features of a product that are
important to the customer. It divides the participants into
teams, asking each team to design a box that represents
how the product would be packaged.
[Analysis]
41. B - Escalating the matter to the steering committee is
not necessary at this stage. However, you should keep
them informed. Since several elicitation workshops have
been arranged already, and these requirements have been
approved, the only way to test the suitability of these
requirements is to observe the process being performed
firsthand.
[Analysis]
42. B - The higher the NPV, then greater the amount of
value an option is expected to provide. Hence, if the
organization has to choose one between these two
projects, project A must be selected. Note that NPV value
is not the cost to execute the projects; it is the future value
of expected benefits expressed in the value that those
benefits have at the time of investment. The organization’s
capital budget is irrelevant to this question.
Assessment]
43. C - Direct and Manage Project Work implements
approved change requests. This includes corrective action,
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preventive action and defect repair. [PMBOK® Guide 6th
edition, Page 93] [Analysis]
44. D - This is example of unanimity; you reach a
decision by everyone agreeing on a single course of
action.
45. B - The process of developing a business analysis
work plan is: Identify the deliverables -> Determine the
business analysis tasks and activities -> Determine the
timing and sequencing of tasks ->Determine the roles and
responsibilities -> Identify the resources -> Estimate the
work.
page 61-65; The PMI Guide to Business Analysis, page
111] [Planning]
46. B - This is an example of an implementation
dependency; some requirements are dependent on the
implementation of other requirements before they can be
implemented.
47. D - The two inputs to the Confirm Elicitation Results
process are elicitation preparation materials and
unconfirmed elicitation results.
[Analysis]
48. A - The decision points are known as Decision nodes.
The decision tree incorporates the cost of each available
choice, the possibilities of each of the available choices,
and possible scenarios. It shows how to make a decision
among alternative capital strategies (decision nodes) when
the environment is not known with certainty. [PMBOK®
Guide 6th edition, Page 435] [Planning]
49. B - In adaptive projects, elicitation of high-level
product information occurs within iteration zero.
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[Analysis]
50. B - Much of the analysis completed during Needs
Assessment is used in the development of a business case.
Assessment]
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PMI-PBA MOCK EXAM
(LITE) – 5
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
1. You will soon be leading a complex project. Project
communication is critical to the success of the project;
specifically, all team members need to be kept updated on
project progress. Which of the following approaches will
produce the best results?
A. Discuss progress during sprint planning events.
B. Use a Kanban board.
C. Discuss progress during daily standups.
D. Discuss progress during retrospectives.

software development project. You have gathered all the
relevant documents and conducted a thorough analysis of
these. Based on this analysis, you have drafted a number
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of potential system requirements and aligned these with
the approved business requirements. What should you do
next?
A. Pass these requirements on to the development
team.
B. Ask the project manager to validate these

requirements with the stakeholders.
C. Send these requirements to the project sponsor so

that she may approve them.
D. Schedule a workshop with relevant stakeholders

and have these requirements reviewed by them.
3. You are the lead business analyst on a team that is

digitizing supply chain processes for the organization. The
business analysis activities are currently in the need
assessment stage. You have recently completed the
Identify Problem or Opportunity process and about to start
the Determine Future-State process. Which of the
following justifies your process sequencing decision?
A. A current state assessment of SCM processes was
recently conducted by another analyst.
B. You have been given the authority to tailor the

sequence of business analysis activities.
C. Your choice of process sequencing cannot be

justified in any condition.
D. You want to strictly follow the PMI Guide to

Business Analysis’ process sequence.
4. You are about to complete the first iteration of your

project. You want to invite the product owner and a couple
of other key stakeholders to obtain their feedback on your
current progress. Which of the following Agile events
should you schedule?
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A. Demonstration
B. Spike
C. Planning poker
D. Retrospective
5. Your organization has been a market leader of

personally identifiable information detection software
until recently when a new competitor has entered the
market. In order to regain your market share, you wish to
inform your customers regarding your future product
releases and feature set. Which of the following should
you publish to your customers?
A. Product backlog
B. Burndown chart
C. Product roadmap
D. Sprint backlog
6. On a Scrum project, who is responsible for helping the

team remove project impediments?
A. Product owner
B. Scrum master
C. Project sponsor
D. Agile coach
7. You are auditing a struggling product that was

procured by the CEO of your auditee’s company about a
year ago. The core functionality of the product, an online
reporting tool, was that each factory worker will key-in
their daily progress and the system will consolidate this
information at the team level, then the supervisors will
review these and add their own progress and notes. This
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information will then be consolidated at the respective
managers, senior managers and vice presidents’ levels,
where reports will be updated at each level and pushed
upwards. After a detailed analysis, you found out that the
product is not able to provide its intended business value
because the factory workers are unable to key-in their
daily progress due to the nature of their jobs and
availability of the supporting technologies. As a result,
some of these guys are reporting on a weekly, and at times,
on a bi-weekly basis. You do not think that this situation
can be improved, and this limitation should have been
seriously considered prior to the product implementation.
Which of the following most likely happened on this
project?
A. The implementation team lacked the skills to
successfully roll out the product.
B. The CEO was bribed by the technology vendor.
C. The CEO initiated a wrong project.
D. A thorough feasibility study was not conducted.
8. You are responsible for business analysis activities for

a reporting system. The system will draw information
from several systems and is also expected to provide
inputs to a few management information systems. Which
of the following elicitation techniques could you use to
discover the proposed system relationships with other
systems?
A. Pareto chart
B. Spider web
C. Tornado diagram
9. In predictive projects, the scope baseline for the

project is used to analyze a project’s scope performance.
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On the other hand, projects with adaptive lifecycles use:
A. Backlogs
B. Scope statement
C. WBS dictionary
D. WBS
10. A business analyst develops several models during a

product life cycle. Many models, once developed, are
often revisited, and updated. However, the development
order might be different as some models can only be
developed until more detailed and refined product
information becomes available. From the list of given
models, which one, in your opinion, should be developed
after the others?
A. Context Diagram
B. Data Dictionary
C. Ecosystem Map
D. Entity Relationship Diagram
11. You are currently in the process of developing your

business analysis work plan. You have already identified
and agreed to the business analysis deliverables and have
sequenced your business analysis tasks. You are now
reviewing your business analysis tasks to determine the
required roles and responsibilities for these tasks and
analyzing these using a RACI matrix. Your name against
all the tasks you are expected to perform must be marked
as:
A. Inform
B. Accountable
C. Responsible
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D. Consult
12. You are working with your project team members to

document the definition of done (DoD) for the selected
user stories for an upcoming sprint. The definition of done
(DoD) might include a number of elements EXCEPT:
A. Criteria of declaring a user story as understood by
the team.
B. Non-functional and usability requirements that

need to be met.
C. Acceptance criteria that needs to be met.
D. Development, tests, and defect standards that need

to be met.
13. Which of the following models will help you test your
user stories regarding their suitability and completeness
prior to assigning them to an upcoming sprint?
A. Estimation poker
B. Kanban
C. INVEST
D. Kano analysis
14. A project team is currently reviewing the scope of a

recently awarded project. They prepare the following
WBS for the project. After defining the first level of the
WBS, the team decides only to expand the first
component and leave the rest until more project
information becomes available. This is an example of?
A. Risk identification
B. Alternatives analysis
C. Root cause analysis
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D. Progressive elaboration
15. You have been hired as a consultant by a projectized

organization to introduce Agile development practices.
You are working with project teams and ensuring basic
Agile concepts are understood first. On projects using
Agile development methods, what does definition of done
(DoD) means?
A. The criteria for checking if a user story is complete.
B. The criteria for how the project costs and benefits

will be compared.
C. The criteria for breaking down an epic into smaller

user stories.
D. The criteria for how the project manager will

announce a sprint closure.
16. Which of the following estimation techniques creates

estimates that are derived from performing a comparison
against a similar body of work rather than estimating
based on absolute units of cost or time?
A. Relative estimation
B. Bottom-up estimation
C. Top-down estimation
D. Parametric estimation
17. In a sender-receiver model for communication,

information is sent and received between two parties,
defined as the sender and the receiver. In such a model,
anything that interferes with the transmission and
understanding of the message is called:
A. Constraint
B. Decode
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C. Noise
D. Medium
18. You are conducting a business analysis training for a

group of junior business analysts. A team member is
confused about the difference between the speedboat and
sailboat elicitation techniques. What would be your
response?
A. Speedboat focuses on negative influences, while
sailboat focuses on positive influences.
B. Speedboat focuses on features that customers value,

while sailboat focuses on product relationships with
other products.
C. There is no difference between the two methods.
D. Speedboat focuses on positive influences, while

sailboat focuses on negative influences.
19. After a series of team conflicts resulting in serious

project delays and cost overruns, you are helping the
project team define some ground rules around conflict
management. Which of the following is not an effective
influencing technique?
A. Clarifying how decisions will be made
B. Leading by example
C. Withdrawing from conflicts
D. Using a flexible interpersonal style
20. The processes from which of the following Business

Analysis Knowledge Areas are used throughout all
business analysis efforts and interact with all other
Business Analysis Knowledge Areas?
A. Solution Evaluation
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B. Stakeholder Engagement
C. Needs Assessment
D. Analysis
21. You are helping a product development team analyze

a product’s features and prioritizing these for development
using a Kano model. What category you would select for
product features that are expected to provide little
satisfaction to the customers, but if not available, will
cause significant dissatisfaction?
A. Performance
B. Indifferent
C. Basic
D. Reverse
22. You are leading an organizational transformation

program that is part of a merger portfolio. As part of this
program, a project team is developing a new ERP system
for the organization. The post-implementation solution
evaluation of the ERP system will be part of?
A. Program activities
B. Project activities
C. Portfolio activities
D. Business as usual activities
23. You are introducing adaptive development techniques

to a team that has no prior experience of adaptive
development. You want the team to benefit from the
feature injection method so that only the features with the
highest business value are analyzed by the team. Which of
the following is the typical three-step approach followed
by the feature injection method?
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A. Determine business value -> spot examples ->
inject features
B. Determine business value -> inject features -> spot

examples
C. Spot examples -> inject features -> determine

business value
D. Inject features -> spot examples -> determine

business value

robotic process automation project for a manufacturing
firm. Requirement elicitation sessions can only be planned
between two work shifts and the stakeholders are
normally not available during a shift. This is a:
A. Constraint
B. Risk
C. Assumption
D. Product requirement
25. Which of the following refers to the progressive

elaboration of project requirements and the ongoing
activity in which the team collaboratively reviews,
updates, and writes requirements to satisfy the needs of
the customer request?
A. Conditions of satisfaction determination
B. Process mapping
D. Backlog refinement
26. A business analyst is using a collaborative technique

during an elicitation workshop. He divides the participants
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into multiple teams and provides a plain box and art
supplies to each team. Each team is then asked to decorate
the box, marketing the product in a manner that would
entice a customer to purchase it. Which technique is this?
A. Pareto
B. Product box
C. Context diagram
D. Fishbone

team developing an accounting and cost control system
for a major client. The client and your organization have
agreed to use an Agile delivery lifecycle for this project.
Halfway during the project, you find out that the indirect
cost allocation module is no longer required by the
customer. What should you do next?
A. Reject the customer’s request.
B. Issue a change request.
C. Update the project’s issue register.
D. Update the product backlog.

evaluation of a product. During the review you found
many instances where the product failed to meet the target
performance levels. Which of the following elicitation
techniques would you use to elicit the relevant
information regarding the root causes and variances
observed by the stakeholders while maintaining the
privacy and confidentiality of the stakeholders?
A. Interviews
B. Facilitated workshops
C. Brainstorming
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D. Focus groups
29. You are the business analyst on an automated billing

tool development project. You have recently completed
requirements elicitation that has resulted in an
overwhelming list of product requirements. You are
currently analyzing your product requirements and
looking for a way to prioritize them for development.
Which of the following tools can be used for the
prioritization of product requirements?
A. MoSCoW
B. Process Flow
C. QFD
D. PERT
30. A new organizational direction has been set by the

CEO of your organization. As a result, a new
organizational strategy has been developed by the
executive team. You have been tasked to analyze the
strategy and compare it with the current organizational
capabilities and identify the current strengths and
weaknesses of the organization. The outputs of your
analysis will then be used to identify new projects your
organization should initiate. Which of the following tools
would help you conduct this analysis?
A. Five Forces Analysis
B. SWOT Analysis
C. PESTLE Analysis
D. PERT Analysis
31. The project sponsor has requested a product team to

demonstrate the alignment of the product features to the
approved product requirements. The team prepares a grid
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that links product requirements from their origin to the
deliverables that satisfy them. This grid is an example of:
A. Product roadmap
B. Work breakdown structure
D. Feature model
32. You are leading the business analysis efforts on a

complex IT project. You have recently completed your
stakeholder identification process and have assembled a
huge list of stakeholders. After developing and refining
the stakeholder list, what should be your next logical step?
A. Analyze the characteristics after identifying
stakeholders.
B. Interview each identified stakeholder.
C. Conduct a detailed feasibility study.
D. Develop project charter.
33. You are leading the design and development of a

business workflow automation project. Although the high-
level scope and requirements are understood, you are
struggling with the detailed system requirements during
the system design phase. Your stakeholders do not have
enough technical background and exposure to similar
technologies. Hence, they are unable to provide you the
information you are looking for during system design
brainstorming sessions. Without these detailed
requirements you are not able to progress with your
system design. This single issue has already delayed the
project by months. How should you resolve this deadlock
situation?
A. Elicit and validate detailed requirements through
prototyping.
https://t.me/PrMaB
B. Design and develop a minimally viable product.
C. Hire a subject matter expert highly skilled in the

technology being implemented.
D. Hire a qualified business analyst to assist you.
34. Your first product requirements elicitation event is in

two days. The scope of the event is to understand the
overall product context and identify the high-level
business requirements. What should you do next?
A. Reschedule the event.
B. Schedule resources and prepare necessary materials

for the elicitation event.
C. Come up with product requirements so that you can

have them approved during the event.
D. Send a meeting agenda to the attendees and relax

until the event.
35. You are analyzing a complex engineering process.

You have conducted a workshop to define the current-
state process and now want to collect more detailed
process information. One of the options you are
considering is to go to the worksite and observe the
engineering team perform the process. Which of the
following is an advantage of this approach?
A. Observation can help uncover information that
stakeholders are not able or willing to provide.
B. Observation goes easy on business analysts as it

doesn’t involve documentation.
C. Observation is the quickest elicitation technique.
D. Observation changes the attitude of the negative

stakeholders towards the project.
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36. A product team is halfway through the development
of a product. A new technology has recently become
available in the market that can enhance the product.
However, incorporating this technology at this stage
means significant rework. The product team believes that
effort spent on the development of the deliverables that
would require rework is sunk cost and should not be a
factor in making the right decision at this stage. Before
you make any decision, you want to analyze the level of
support from the stakeholders who would support such a
decision against the level of resistance by the stakeholder
who would not tolerate any delay on the project. Which of
the following tools can help you conduct this assessment?
A. Force field analysis
B. Alternatives analysis
D. Feasibility analysis
37. You are managing a complex software development

project for an external customer. You are using the
waterfall approach to manage the project in line with the
contractual requirements. However, you are not
comfortable with this approach. You believe that
customers don’t really know what they want upfront;
rather, what they want emerges out of repeated two-way
interactions over the course of the project. In your current
situation, the waterfall approach has its emphasis on
upfront requirements capture and design, followed by
product development and finally the system testing. The
customer will only be involved during the requirements
gathering and system testing stages and will be
completely out of touch during the development activities.
Which of the following can help you mitigate the risk
created by the waterfall approach:
A. Adopt a hybrid life cycle.
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B. Adopt an iterative life cycle.
C. Adopt an incremental life cycle.
D. Divide the project into multiple phases and

organize phase gates.
38. You are developing a product that has multiple

interfaces with other systems and users. You might need
to develop a number of interface models to validate the
requirements from different perspectives. Which of the
following cannot be used as an interface model on this
project?
A. Prototype
B. Display-action-response model
C. Report table
D. Feature model
39. You want to develop a scope model for your product

that shows all the relevant systems, the relationships
between the systems, and any data objects passed between
them. You decide to develop an ecosystem map to show
the product scope. What does a typical ecosystem map
focus on?
A. All the relevant systems and the relationships
between the systems.
B. All the relevant stakeholders and the relationships

between the stakeholders.
C. All the relevant work packages and the

relationships between the work packages.
D. All the relevant user stories and the relationships

between the user stories.
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40. During which of the following Agile events does an
Agile team meet to discuss the ongoing work plan and
make any adjustment to the work plan as required and
address any impediments to work?
A. Daily Scrum
B. Retrospectives
C. Spikes
D. Planning poker
41. Tim is managing an organizational workflow

automation project and is having a tough time identifying
detailed project requirements. Some project team
members have suggested trying an adaptive project life
cycle to handle this challenge. Tim is a bit concerned that
abandoning a predictive lifecycle will introduce a
significant risk of scope creep and has asked you for an
expert opinion on the matter. Which of the following
techniques used in adaptive lifecycles helps in minimizing
scope creep?
A. Iterations
B. Time-boxing
C. User epics
D. User stories
42. You have been assigned on a business intelligence

application deployment at one of your client’s locations in
the Middle East. You quickly learn that the organizational
culture is not supportive of your business analysis
processes and methods and the stakeholders are very
hesitant in sharing any information unless you establish a
relationship with them. Successful completion of your
business analysis activities is critical for the success of
this project. What should you do?
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A. Make necessary adjustments to the business
analysis processes.
B. Consult your client’s HR department and request

assistance.
C. Enforce the standard business analysis practices

and processes.
D. Escalate the matter up to your seniors.
43. You are leading a five-year long project. Your cost

analyst reported that the accounting rate of return is 50%
which can only be realized at the end of the project. You
are not sure how meaningful that information is as the
inflation rates haven’t been factored in by the cost analyst.
Which of the following financial measures will produce a
more reliable estimate in this situation?
A. Net present value
B. Discount rate
C. Net future value
D. Interest rate
44. You had a product idea and have recently launched a

startup and assembled a small product team. You have
classified your product features using purpose alignment
matrix considering two factors: criticality and market
differentiation. What should be your strategy for the
features classified as “partner”?
A. Look for a supplier for these features.
B. Ask your partner to prioritize these features.
C. Put the highest development priority against these

features.
D. Obtain a patent for these features.
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45. Your firm has recently acquired a project management
tool that hasn’t been doing well in the market. You have
been asked to analyze its features and study its major
facets to determine the possible changes or upgrades to
the product to enable its success. What have you been
asked to perform?
A. Opportunity analysis
B. Collect functional requirements
C. Collect non-functional requirements
D. Root cause analysis
46. The CEO of your organization has engaged a process

improvement consultant to help improve some of the core
business processes that have been shortlisted by the
executive leadership team. During the first week of
engagement, the consultant calls a senior stakeholder
workshop to map the high-level future-state processes and
proposes initiating multiple process improvement
projects. You think this is an incorrect approach as the
consultant went straight into “determining the future-
state” prior to assessing the current state. What should you
do next?
A. Communicate your concern to the relevant
authority.
B. Conduct current state analysis and share the results

with the consultant.
C. File a lawsuit against the consultant.
D. File a complaint with the HR department.
47. You are managing a construction project. You have

engaged a contractor to supply premixed concrete. The
project team is complaining regarding the quality of the
concrete received. The slump tests carried out at site are
indicating unacceptable concrete strength thresholds
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which are documented in the agreement with the
contractor. When you escalate this issue to the contractor,
they tell you that a slump test is not a true measure of
concrete strength as it only measures the wetness of
concrete and not the concrete strength. They are insisting
that you instead conduct a compressive cube test to
measure the concrete strength. You know for a fact that a
cube test provides a better idea about all the
characteristics of concrete and through this test you can
better judge whether concreting has been done properly or
not. What should you do?
A. Reject the deliverables as they do not conform to
the agreed standard.
B. There is no harm in conducting a better test so

switch over to cube testing from now on.
C. Terminate the contract with the supplier as

deliverables are not acceptable.
D. Ask project team to conduct a cube test to check

the supplied concrete strength.
48. Your consulting firm has been engaged by a major

retailer to help mature some of its business development
processes. As part of this engagement your firm has
proposed to introduce some lean management tools and
techniques to the organization. You are working with the
client’s senior managers and coaching them in modern
root cause analysis techniques. Which of the following
techniques can be used to thoroughly understand the
problem’s root causes?
A. Fishbone diagram
B. Ishikawa diagram
C. Interrelationship diagram
D. Five-Whys
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49. You have been asked to conduct a post-
implementation evaluation of a system. The product
owner has asked you to quantitatively evaluate the
system. How would you conduct a quantitative evaluation
of the system?
A. By analyzing the result from surveys
B. By analyzing the data from the system
C. By analyzing the outcomes from a focus group
D. By analyzing the results of exploratory testing of

the system
50. You are currently analyzing a procurement process.

According to the organizational policy, all submitted
material or services requests need to be approved by the
respective supervisors. If the value of the request exceeds
ten thousand dollars, these need to also be approved by
the departmental managers. What RACI classification
would you select for the role that provides the final
approval?
A. Responsible, since the role is responsible for
providing the final approval.
B. Inform, since the role is being informed about the

completion of the job.
C. Accountable, since the role is accountable for the

completion/quality of the task.
D. Consult, since the role is being consulted for the

final approval.
https://t.me/PrMaB
PMI-PBA Mock Exam (LITE) – 5
1. B - The most effective method would be to use a
Kanban board as that would provide a continuous means
to visually communicate project status to the team.
[Planning]
2. D - You cannot pass these requirements on to the
development team prior to having these reviewed and
approved by the relevant stakeholders. As the next step,
you should schedule a workshop with the stakeholders to
have these requirements reviewed.
[Analysis]
3. A - The PMI Guide to Business Analysis recommends
the Identify Problem or Opportunity -> Assess Current
State -> Determine Future State sequence. It is clear that
you have decided to skip the Assess Current State process.
In situations where the current state has recently been
assessed in sufficient detail, it is sometimes possible to use
that knowledge as the basis for defining the future-state
without conducting yet another current state assessment.
[Needs Assessment]
4. A - In iteration-based Agile, the team demonstrates all
completed work items at the end of the iteration.
[Planning]
5. C - Product roadmaps are used internally, but they also
provide valuable information to customers, vendors, and
others who are external to the organization. However, the
product backlog, the sprint backlog and the associated
burndown charts are always kept internal.
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Assessment]
6. B - On Scrum projects, it’s the responsibility of the
Scrum master to help the team remove impediments from
the project.
[Planning]
7. D - This seems like a feasibility issue. It is likely that
this was missed otherwise the operational feasibility of the
system would have been thoroughly considered. There is
no information provided to ascertain that any of the other
choices is true.
Assessment]
8. B - The spider web is an elicitation technique used to
discover unknown relationships between the product being
analyzed and other products. Entity relationship diagrams
are used to design databases and not to discover
interrelationships. Similarly, tornado and Pareto diagrams
are tools used in other contexts.
[Analysis]
9. A - In projects with adaptive life cycles, the overall
scope of the project will be decomposed into a set of
requirements and work to be performed, referred to as a
product backlog. [PMBOK® Guide 6th edition, Page 131]
[Planning]
10. B - Ecosystem maps and context diagrams are
typically developed early in a product life cycle; these
models are developed to show the high-level scope of the
product. Data dictionaries are often created after other
data models have first been used to identify the data
objects and when those objects need more details
specified. The data dictionary details the data objects in an
entity relationship diagram.
https://t.me/PrMaB
[Analysis]
11. C - RACI (Responsible, Accountable, Consult,
Inform) analysis is performed in business analysis when
determining roles and responsibilities for the business
analysis effort. The responsible role for a task indicates
the person who will perform that task.
[Planning]
12. A - “Criteria of declaring a user story as understood
by the team” is the “definition of ready” for the user
stories, not the “definition of done”. The definition of
ready is a series of conditions that the entire team agrees
to complete before a user story is considered sufficiently
understood so that work can being to construct it. The rest
of the choices are all valid items included in the definition
of done.
[Analysis]
13. C - The term INVEST describes the characteristics
that user stories need to demonstrate to be considered
“good” and “ready” for development in adaptive
approaches. INVEST is an acronym for independent,
negotiable, valuable, estimable, small, and testable.
[Analysis]
14. D - This is an example of progressive elaboration.
Progressive elaboration allows a project management
team to define work and manage it to a greater level of
detail as the project evolves. [PMBOK® Guide, 6th
edition, Pages 131, 158] [Planning]
15. A - The definition of done (DoD) is a series of
conditions that the entire team agrees to complete before
an item is considered sufficiently developed to be
accepted by the business stakeholders.
https://t.me/PrMaB
[Analysis]
16. A - Relative estimation is a technique that creates
estimates that are derived from performing a comparison
against a similar body of work rather than estimating
based on absolute units of cost or time. The rest of the
choices are more thorough estimation techniques that are
based on absolute units of cost or time.
[Analysis]
17. C - In a sender-receiver model, the key components
include: Encoding of thoughts or ideas, a message as the
output of encoding, a medium to convey the message, and
decoding of the message back into meaningful thoughts or
ideas. Anything that interferes with the transmission and
understanding of the message is termed noise (such as
distance, for example). [PMBOK® Guide 6th edition,
Page 372] [Needs Assessment]
18. A - The sailboat method is similar to the speedboat
method but uses sails to encourage the recognition of
positive influences rather than anchors to identify the
negative ones.
[Analysis]
19. C - Withdrawing from a conflict may temporarily
alleviate the conflict, but it cannot influence the team
members. The other choices are effective team
influencing techniques. [PMBOK® Guide 6th edition,
20. B - The processes in the Stakeholder Engagement
Knowledge Area are used throughout all business analysis
efforts and interact with all other Business Analysis
Knowledge Areas.
[Needs Assessment]
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21. C - The basic features of a Kano model are the ones
that provide little satisfaction to the customers, but if not
available, will cause significant dissatisfaction to them.
Assessment]
22. A - Post-implementation evaluation of solution
performance occurs after a solution has been released.
Therefore, it is more likely that the evaluation of solution
performance will occur during program activities rather
than project activities. In case a project is directly
managed under a portfolio, rather than a program, the
solution evaluation will be part of portfolio activities.
[Evaluation]
23. B - The typical three-step approach followed by the
feature injection method is: Determine business value ->
inject features -> spot examples.
Assessment]
24. A - The scenario has given an elicitation constraint as
the elicitation periods have been imposed and this affects
elicitation sequencing. Since this limitation is already
imposed, this cannot be a risk as risks are uncertain
events. Further this is neither an assumption nor a product
requirement.
[Planning]
25. D - Backlog refinement refers to the progressive
elaboration of project requirements and the ongoing
activity in which the team collaboratively reviews,
updates, and writes requirements to satisfy the needs of
the customer request.
[Planning]
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26. B - Product box is an elicitation technique that uses
[Analysis]
27. D - Since this is an Agile project, you don’t need a
formal change request to incorporate the change. There
has been a change in scope, so the product backlog must
be updated and reprioritized.
[Planning]
28. A - From the given choices, only interviews would
allow you to maintain the privacy and confidentiality of
the stakeholders. The privacy and confidentiality of
individual interviews may reveal considerations that
might not otherwise be expressed in a facilitated
workshop or focus group.
[Evaluation]
29. A - Some common techniques for determining
priority are MoSCoW, multivoting, timeboxing, and
weighted ranking.
[Planning]
30. B - Porter’s Five Forces and PESTLE analysis are
used to analyze the competitive environment within an
industry, while a SWOT analysis tends to look more
deeply within an organization to analyze its internal
potential. SWOT analysis is used to assess organization’s
strategy, goals, and objectives and to facilitate discussions
with stakeholders when discussing high-level and
important aspects of an organization.
https://t.me/PrMaB
Assessment]
31. C - A traceability matrix is a grid that links product
requirements from their origin to the deliverables that
satisfy them. The rest of the tools do not show this
traceability.
32. A - As the next logical step, after developing or
refining the stakeholder list, the business analyst analyzes
the characteristics for the stakeholders identified. The rest
of the choices and stakeholder identification do not have
any scheduling dependencies.
[Planning]
33. A - The issue here is over the ability of the
stakeholders to provide detailed requirements during
brainstorming sessions. Stakeholders who do not have
prior experience in using similar systems often struggle to
articulate their requirements. In such situations,
prototyping is often used to elicit and validate stakeholder
requirements. Hiring an SME or a BA won’t resolve the
problem at hand as the scenario doesn’t tell us that the
team doesn’t have required elicitation and management
skills. [PMBOK® Guide 6th edition, page 147] [Analysis]
34. B - You cannot just produce the product requirements
on your own; these need to come from the stakeholders. If
you already have a scheduled event, you need to prepare
for it. Sending the agenda alone is not enough; you need
to schedule resources and prepare necessary materials for
the event.
[Analysis]
35. A - Observation is an elicitation technique that
provides a direct way of obtaining information about how
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a process is performed. Observation can help uncover
information that stakeholders are not able or willing to
provide. The main drawback of the technique is that
people may act differently when they are being observed.
[Analysis]
36. A - Force field analysis is a decision-making
technique that can be used to help product teams analyze
whether there is sufficient support to pursue a change.
Using this model, a team identifies the forces for or
against a proposed change.
37. D - In a predictive life cycle, the project planning is
completed in the early phases of the project. Although the
use of the waterfall life cycle is mandated by the client,
the project manager can still customize the approach to
obtain benefits offered by the adaptive approaches. In this
case, dividing the project into multiple phases and
organizing phase gates with the customer can help achieve
this. [PMBOK® Guide 6th edition, Pages 19, 21] [Needs
Assessment]
38. D - A feature model is a scope mode and not an
interface model. The rest of the choices are all interface
models.
[Analysis]
39. A - An ecosystem map is a scope model that shows all
the relevant systems, the relationships between the
systems, and optionally, any data objects passed between
them.
[Analysis]
40. A - Daily Scrums are brief, daily collaboration
meetings in which the team reviews progress from the
previous day, declares intentions for the current day, and
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highlights any obstacles encountered or anticipated. Also
known as daily standups.
[Planning]
41. B - Time-boxed periods are durations during which
the team works steadily toward completion of a goal.
Time-boxing helps to minimize scope creep as it forces
the teams to process essential features first, then other
features when time permits. [PMBOK® Guide 6th
edition, Page 182] [Needs Assessment]
42. A - Consider the cultural diversity that exists among
the stakeholders and make necessary adjustments to the
business analysis process to ensure these differences are
considered. As a seasoned business analyst, you should
rule out the other given choices.
116] [Planning]
43. A - Economists and financial analysts generally use
alternative approaches to measure financial benefits such
as IRR and NPV since the accounting rate of return
measure doesn’t factor in the time value of money.
[Planning]
44. A - Partner features are the ones that are not
considered mission critical, but if provided, they would
enable the organization to differentiate itself in the
market. As a result, an organization will look externally
for a partner company to provide these features but will
not invest in these features itself.
Assessment]
45. A - Once a situation is discovered, it needs to be
analyzed before being acted upon. Some analysis piece
needs to be carried out prior to collecting functional or
non-functional requirements for the future product
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upgrades. What you have been asked to perform is
analyzing the opportunity to make the recently acquired
product a success.
[The PMI Guide to Business Analysis, pages 70] [Needs
Assessment]
46. A - The CEO’s engagement of the consultant for a
process improvement job identified by the executive
leadership team indicates that the Identify Problem or
Opportunity process was completed in some shape or
form. The next step is to assess the current state which
seems to be ignored by the hired consultant. You need to
communicate your concern to the relevant authority rather
than conducting this step yourself and sharing the
outcomes with the consultant. The other two choices are
extreme.
[The PMI Guide to Business Analysis, page 63] [Analysis]
47. A - You have the right to reject the deliverables if they
fail to conform to the agreed standards. Whether a cube
test is better and more accurate than a slump test is
irrelevant. If the deliverables are of low quality and below
the agreed standards, these need to be rejected.
[PMBOK® Guide 6th edition, page 498] [For those
interested in what slump and cube tests are: Wetness of
concrete is measured by the slump test and this
measurement is directly related to the concrete’s
compressive strength. Compressive strength of concrete
by cube test provides a better idea about all the
characteristics of concrete. By this single test one judges
whether concreting has been done properly or not.]
48. D - The fishbone diagram (also known as Ishikawa
diagram) and interrelationship diagrams are both root
cause analysis techniques. However, these are not
sufficient for understanding all root causes. The Five-
Whys technique thoroughly analyzes a problem’s causes.
[The PMI Guide to Business Analysis, pages 70-72]
[Needs Assessment]
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49. B - Analyzing the results from surveys, focus groups,
[Evaluation]
50. C - The RACI classifications are as follows: R – Role
or person “responsible” for performing the task; A – Role
or person “accountable” for the completion/quality of the
task. C – Role or person who may be “consulted” to
obtain information to complete the task. I – Role or
person who is in some manner impacted by the task and
hence needs to be “informed”. In this scenario, the
purchase order check is accountable for the task since she
is providing quality assurance.
[Planning]
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PMI-PBA MOCK EXAM
(LITE) - 6
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
1. You have recently initiated an organizational process
transformation project. Due the low risk tolerance levels
of the key stakeholder, you need to pay special attention to
project costs. Which of the following structures helps
track project costs and can align with the organization’s
accounting system?
A. Organizational breakdown structure (OBS)
B. Matrix breakdown structure (MBS)
C. Work Breakdown Structure (WBS)
D. Project breakdown structure (PBS)
2. You are leading a workflow digitization process. Prior

to conducting face-to-face stakeholder interviews, you
decide to review any documentation readily available
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within existing document repositories, such as process
maps and procedure reports, so that the total amount of
elicitation time needed with the stakeholder can be
reduced. Which elicitation technique are you considering?
A. Focus groups
B. Elicitation planning
C. Document analysis
D. Brainstorming
3. All the following provide a case for formal

requirements traceability on a project EXCEPT:
A. You are using predictive approaches for project
delivery.
B. The project costs need to be tightly controlled.
C. You are using adaptive approaches for project

delivery.
D. The project environment is highly regulated.
4. You are managing the development of an information

management system for a railway operator in your city.
The information system will have to interface with
multiple digital and manual systems in order to be fully
operational. You want to graphically depict the system’s
scope along with the interactions with the other systems.
Which of the following graphical techniques visually
depict the product scope by showing a business system
and how other systems interact with it?
A. Influence diagram
B. Histogram
C. Context diagram
D. Ishikawa diagram
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5. Which of the following Agile concepts implies
“smallest possible deliverable that meets customer
requirements”?
A. Theme
B. Epic
C. Minimum viable product
D. User story
6. You have been hired by an organization to introduce

and coach its product teams on Agile software
development methods. The organization has managed all
its past projects using waterfall methods. As a start, you
are piloting a few projects on a hybrid approach. How
would you manage changes to product requirements on
these hybrid projects?
A. You do not need to follow any change control
process.
B. Follow an informal change control process.
C. Follow the project’s change control process.
D. Follow a formal change control process.
7. A product team has developed a tool that will collect

and upload human resource performance and productivity
data to the corporate management information system in
real time. However, for this tool to be successful, the
organization needs to adapt to new ways of working. Any
resistance to accept and adopt the tool will result in
immediate failure of the tool. In this situation, what should
you do prior to releasing the tool?
A. Conduct a MoSCoW analysis.
B. Conduct a root cause analysis.
C. Conduct a readiness assessment.
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D. Conduct a Kano analysis.
8. The board of your organization has recently announced

a new CEO for the organization. The new CEO has
expressed his desire to replace all current legacy IT
systems in the organization with current technologies. You
have been asked to study the current systems available in
the market and especially systems used by leading
organizations and report back to the CEO. Which business
analysis technique do you need to perform to carry out this
task?
A. Variance Analysis
B. Gap Analysis
C. Root Cause Analysis
D. Benchmarking
9. You have recently been hired into a custom-designed

software development consulting firm. You are helping the
organization develop and standardized its business
analysis processes and methods. You are currently
developing a standard quality checklist to be used for
future business analysis deliverables. Which of the
following is a valid example of a business analysis
deliverable?
A. Meeting minutes
B. Gap analysis results
C. Agendas
D. Parking lot lists
10. You are analyzing system requirements for a complex

IT system. Due to the complexity of the system, the
stakeholders cannot articulate all the requirements
upfront. You need a method of obtaining early feedback
on requirements by providing a model of the expected
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system before building it. Which of the following
techniques would you use?
A. Observation
B. Interviews
C. Facilitate workshop
D. Prototyping
11. When analyzing relationships between product

requirements, each product requirement is examined from
various lenses to understand its relationships with other
product requirements. Which of the following is NOT a
valid example of a relationship between product
requirements?
A. Discretionary dependency
B. Subsets
C. Implementation dependency
D. Value dependency
12. Jim is conducting the business analysis activities for a

robotic process automation project. He is currently
performing the Identify Stakeholders process. Which of
the following documents should be produced by the end
of this process?
A. Stakeholder register
B. Stakeholder risks assessment matrix
C. Stakeholders requirements
D. Stakeholders engagement plan
13. Confirm Elicitation Results is a critical elicitation

process. If this process is not performed correctly, a
significant risk of rework gets introduced to the project.
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Which of the following is one of the reasons why
elicitation results must be confirmed?
A. Elicitation results must be confirmed if this is not a
time-consuming activity.
B. Elicitation results need to be refined and/or

corrected and extraneous information eliminated.
C. Confirming elicitation results is performed only if

mandated by the PMO.
D. Project stakeholders typically prefer to avoid

providing confirmation.
14. You are meeting with your stakeholders to gather

requirements for your project. You are well aware that
requirements to be gathered include both product and
project requirements. All the following tools can be used
to gather, define, and analyze project requirements from
stakeholders except:
A. Decomposition
B. Focus Groups
C. Surveys
D. Prototypes
15. You are currently leading a complex organizational

change management project with different stakeholders
having varying level or interests and attitudes towards this
project. Given this huge number of directly impacted
project stakeholders, you are planning to classify the
project stakeholders and put them in groups. Which of the
following stakeholder analysis techniques is
recommended when you need to analyze project
stakeholders based on their power, urgency, and
legitimacy?
A. Salience model
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B. Power/influence grid
C. Influence/impact grid
D. Power/interest grid

payroll management application development project.
Since this is the first time you are conducting business
analysis for a project in this organization, you are
reviewing lessons learned from the past projects to
understand the project environment and challenges. A
common problem reported by business analysts was the
stakeholder disengagement during the elicitation process.
What should you do on this project to minimize this risk?
A. Add this to the project risk register.
B. Develop a business analysis plan and get it

approved by key stakeholders.
C. Request the project sponsor to participate in each

elicitation session.
D. Delegate this activity to the project manager to

reduce your risk.
17. On traditional projects, a change control board is

usually established to authorize change requests. Who is
responsible to authorize changes on an Agile project?
A. End users
B. Agile team
C. Scrum master
D. Product owner
18. An Agile team wants to outsource a chunk of project

scope to a vendor. Instead of locking the entire
procurement scope of work and budget into a single
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agreement, the team is considering decomposing the
scope into fixed-price micro-deliverables. Which of the
following can be used as micro-deliverables for the
agreement?
A. Team charter
B. User stories
C. Kanban board
D. WBS and WBS Dictionary
19. You are currently leading a requirements elicitation

workshop for a major project in your organization. Apart
from top-notch technical and analytical skills, you would
rely on your interpersonal skills for the success of the
business analysis effort. Which of the following
interpersonal skills is of prime importance during the
collection and analysis of stakeholders’ needs and
expectations?
A. Negotiation
B. Active listening
C. Decision-making
D. Problem-solving
20. John is managing a construction project that is

expected to complete in three years’ time. The project
requires demolishing a cinema complex and constructing
a shopping mall in its place. Since the construction site is
in the heart of the city, a number of construction hazards
must be put in place. For this project, when should John
plan for risk identification activities?
A. Ongoing throughout the project
B. During the Plan Risk Management process
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C. During the Perform Quantitative Risk Analysis
process
D. During the Perform Qualitative Risk Analysis

process
21. You have completed all planned elicitation activities

and are currently analyzing the obtained results. You find
out that there are several uncertainties associated with the
product requirements. What should you do next if you
want the team to immediately dedicate some time for
research to address these product risks?
A. Add the risk to the risk register.
B. Start a risk spike.
C. Create a risk burndown chart.
D. Add the risks to the lessons learned library.
22. You are conducting the initial business analysis of a

product idea and are about to complete the business case.
Apart from a business case, which of the following is a
key output of the Assemble Business Case process?
A. Benefits
B. Product scope
C. Feasibility study
D. Links to business goals and objectives
23. You are about to initiate an Agile project. A business

analyst has already conducted some business analysis
activities during the pre-project work and established an
initial product backlog. Which of the following team
events will you use to identify the subset of product
backlog items from the product backlog that the
development team will work on for the current iteration?
A. Daily standup
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B. Demonstration
C. Retrospective
24. You are currently auditing the project management

practices of an organization. You have realized that
although most projects had an approved scope statement,
scope creep was a common problem on all organizational
projects. You have now shifted your attention to the
content of these scope statements to identify the root
cause of this issue. Which of the following components
of a project scope statement is useful in reducing scope
creep?
A. Exclusions
B. Acceptance criteria
C. Deliverables
D. Scope description
25. Jim was hired as the lead business analyst on a factory

refurbishment project. Jim identified the key stakeholders
and concluded product requirements elicitation and
analysis activities. He now has a solid product
requirements traceability matrix that he will continue to
update throughout the product development. The project
is most likely following:
A. An Agile lifecycle
B. An adaptive lifecycle
C. An incremental lifecycle
D. A predictive lifecycle
26. You are currently analyzing the list of reported defects

in a recently released product. You have grouped these
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defects into categories and now want to conduct a detailed
root-cause analysis. Which of the following techniques
will help you conduct this analysis?
A. Five Whys
B. SIPOC
C. Process Flow
D. Leads and lags
27. The chief financial officer of your firm has asked your
team to develop an online billing and payment system for
the organization’s customers. You are required to present
your product roadmap to the chief financial officer before
she could approve the funding. Which of the following
techniques should you use to develop your product
roadmap?
A. Kano analysis
B. Surveys
C. Facilitated workshop
D. Observation
28. You have formed a small team of analysts responsible

for conducting system evaluation activities for all
organizational software development projects. All the
following are solution evaluation preparation good
practices EXCEPT:
A. Identifying and defining what kind of performance
data will be used for evaluation.
B. Confirming that performance data will be available.
C. Obtaining baseline or control data to be used for

evaluation.
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D. Identifying alternatives to the proposed solution
and conducting cost benefit analysis.
29. You are conducting needs analysis for a financially

struggling organization. You need a tool that can help you
show the traceability of a selected solution back to the
business problem it is supposed to resolve. Which of the
following tools can potentially extend a capability table to
show the end-to-end relationship between a situation, its
root causes, capabilities needed to address the situation,
and how these capabilities will be addressed by the new
solution?
A. Capability framework
B. Solution capability matrix
C. RACI matrix
D. Requirements traceability matrix
30. You are currently scheduling your business analysis

processes for your project. Which of the following
business analysis processes transforms the unconfirmed
elicitation results to confirmed elicitation results?
A. Confirm Elicitation Results
B. Define and Elaborate Requirements
C. Prepare for Elicitation
D. Conduct Elicitation
31. Your organization has recently initiated four projects

to meet a strategic objective. Project A has the maximum
project duration. Project B requires use of technology that
has not yet been fully developed. Project C has multiple
stakeholders and significant ambiguity in project features.
Project D needs to be executed in a highly regulated
environment. Which of these four projects is the most
complex?
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A. Project A
B. Project D
C. Project B
D. Project C
32. You have recently completed a series of workshop

with some SMEs. As an output of these workshops you
have gathered a number of ideas that now need to be
further analyzed. Which of the following tools is similar
to a mind map in that it allows a large number of ideas to
be classified into groups for review and analysis?
A. Histograms
B. Affinity diagrams
C. Control charts
D. Scatter chart
33. You are halfway through the execution of an ERP

implementation project. You realize that the original cost
baseline is not valid anymore and you would require
additional funding to complete the project. You are now
writing a proposal for additional required funding. Which
communication style should you choose?
A. Informal and downward
B. Informal and horizontal
C. Formal and upward
D. Formal and horizontal
34. You have recently initiated a system redesign project

and have successfully acquired your project management
team. The rest of the project team can only be acquired
once substantial project planning is complete and a clear
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view of resource requirements is available. You are
currently working with your project management team to
develop the project’s WBS. The WBS structure can be
created in a number of forms except which of the
following?
A. Using subcomponents, which may be developed by
organizations outside the project team, such as
contracted work
B. Using major deliverables as the second level of

decomposition
C. Using phases of the project lifecycle as the second

level of decomposition, with the product and
project deliverables inserted at the third level
D. Using work packages as the second level of

decomposition, with the project deliverables
inserted at the third level
35. You are leading an enterprise-level software

development project. The project is already six months
late. Although the reasons for the delay are justifiable and
the product owner supports the product team, the product
owner has requested to make a smallest possible release
that would meet the customers’ basic requirements. What
is the product owner asking you to develop?
A. Develop user stories with the least story points
B. Develop a minimum viable product
C. Develop all themes in the scope
D. Develop all epics in the scope
36. Some senior stakeholders have lost confidence in the

success of the product you are developing. Which of the
following models should you ask the product team to
quickly develop to regain stakeholder confidence by
showing them a mockup of the system being developed?
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A. Prototype
B. Business Rules Catalog
C. Goal and Business Objectives Model
D. Data Dictionary
37. Albert is leading a project that requires production of

about a million sleepers for client who is currently
building a railway network. The last batch of deliverables
was rejected by the client and Albert is now reviewing
this with the team. The following was prepared during the
meeting. What diagram is this?
A. 80/20 chart
B. Pareto chart
C. Fishbone diagram
D. Control chart
38. You are leading the development of a technological

product in your organization. The sponsor has asked you
to prioritize the development of the features that deliver
the most value to the organization. Which of the following
techniques should you use in order to sequence user
stories based upon their business value and the order in
which their users typically perform them?
A. Story mapping
B. Burndown charts
C. Feasibility study
D. Force field analysis
39. You are performing the business analysis activities for

a workflow digitization project in your organization. In
order to complete your assessment of the current state
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workflow, you need to obtain feedback of key
stakeholders on your findings. Which of the following is
the most appropriate technique to be used to obtain this
feedback?
A. Interviews
C. Questionnaires
D. Observation
40. You are the business analyst on a website

development project. You are currently analyzing all the
requirements gathered from the stakeholders. You want to
setup a mechanism that will help you and the team link all
requirements to product features and the business
objectives to ensure alignment with the business case.
Which of the following tools can help you establish this
mechanism?
A. Scatter diagram
B. Feature model
D. Gantt chart
41. You are leading a workflow automation project. The

system requirements have been collected and the project
scope has been defined. If one of the major project’s
success factors is delivering within the budget, which of
the following approaches would you recommend to be
used on this project?
A. Agile
B. Iterative
C. Incremental
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D. Predictive
42. You are evaluating a product’s performance post its

release. The product was intended to increase the firm’s
market share. To analyze this, you have created a chart
with one axis reflecting market growth from low to high,
while the other reflecting the market share of the firm
from low to high. What is this chart called?
A. Tornado matrix
B. Growth-share matrix
C. Fishbone diagram
D. MoSCoW chart
43. A traceability matrix is a grid that links product

satisfy them. Which of the following is the key benefit of
establishing and maintaining a traceability matrix on a
project?
A. Controlling project schedule
B. Decreasing the number of bugs
C. Preventing scope creep
D. Reducing project costs
44. Which of the following tools can enhance the

visibility of traditional written project plans and other
documents to provide a real-time overview of the project
status?
A. Expert judgement
B. Visual management tools
C. Change control system
D. Product backlog
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45. You are leading a complex project with a huge list of
features. Due to schedule and budget constraints, you
might not be able to develop all of the features. Which of
the following would help in developing the feature set that
maximizes business value?
A. Feasibility analysis
B. Decision tree analysis
C. Analysis of variance
D. MoSCoW analysis

as “high influence” but “low impact” stakeholders?
A. Frequently communicate with stakeholders in this
initiative; this group of decision-makers are critical
source for requirements.
B. Stakeholders in this category should be monitored

C. Pay attention to this group and address their

concerns: Stakeholders in this group may represent
once it is built.
D. Maintain open communication with stakeholders in

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product champions.
47. The paint on the exotic cars that are manufactured in

your plant is bubbling about a year after application. What
would be the best tool for your team to use to find
potential causes of the peeling paint?
A. Scatter diagram
B. Ishikawa Diagram
C. Control Chart
D. Inspection

information becomes available. From the list of given
models, which one, in your opinion, should be developed
after the others?
A. Ecosystem Map
B. Data Flow Diagram
C. Process Flow
D. Entity Relationship Diagrams
49. The recently appointed CEO has come up with a great

product idea. You have been tasked to conduct the
financial feasibility of the product idea. The investment’s
NPV is $100,000. Which of the following statements is
correct?
A. The Return on Investment is 10%.
B. This is a profitable investment for the organization.
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C. The total cash inflow in present value terms will be
$100,000.
D. The total cash outflow in present value terms will

be $100,000.
50. Which of the following is a valid business analysis

technique that is typically used to depict the relationships
that exist between stakeholders and the solution?
A. Potato diagram
B. Carrot diagram
C. Ginger diagram
D. Onion diagram
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1. C - The Work Breakdown Structure (WBS) provides
the framework for the cost management plan. The WBS
contains control accounts, which link directly to the
performing organization’s accounting system. [PMBOK®
2. C - This is an example of document analysis which
can be used to obtain information that is readily available
within existing document repositories.
[Analysis]
3. B - It is true that predictive projects provide a better
case for formal traceability than adaptive projects. It is not
true that you would never have formal traceability in
adaptive projects. Other factors such as, project
environment, organizational standards or the regulatory
framework can dictate formal traceability.
4. C - A context diagram is a graphical technique that
visually depicts the product scope by showing a business
system and how other systems interact with it. The other
choices are graphical techniques designed to achieve other
objectives. [PMBOK® Guide 6th edition, Page 146]
[Planning]
5. C - A minimum viable product (MVP) is a product or
a project outcome that contains sufficient features to
satisfy project stakeholders.
[Planning]
6. C - The requirements change process is performed
differently depending on the selected project lifecycle. For
a project following a predictive life cycle, the project team
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may use a formal change control process, where a project
following an adaptive life cycle may not. A hybrid project
may have a formal or informal change control process that
should be document in its project management plan.
[Planning]
7. C - A readiness assessment is an evaluation of how
well an organization is prepared for a change. It provides
an evaluation of the ability of an organization to transition
to the future state enabled by the solution.
[Evaluation]
8. D - Benchmarking is a comparison of an organization’s
practices, processes, and measurements or results against
established standards or against what is achieved by a
“best in class” organization within its industry or across
industries.
Assessment]
9. B - Agendas, meeting minutes, parking lot lists, and
some types of models, although necessary to organize
work and perform effectively, are not considered business
analysis deliverables. These items are often called work
products and are created in order to perform the work but
are not a promised deliverable that will be tracked and
managed.
[Planning]
10. D - Prototyping is a method of obtaining early
feedback on requirements by providing a model of the
expected solution before building it. None of the other
given choices are techniques that benefit from building a
model.
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[Analysis]
11. A - Discretionary dependency is a concept in project
scheduling, and it exists between project tasks and not
product requirements. The rest of the choices are all valid
product requirement relationship types.
12. A - The stakeholder register is the only output of the
Identify Stakeholders process. At this stage it is usually
early to analyze the related risks, requirements and the
engagement strategies; these areas are explored more
during the Conduct Stakeholder Analysis process.
[The PMI Guide to Business Analysis, Page 111]
[Planning]
13. B - Confirm Elicitation Results is the process of
performing follow-up activities on the elicitation results.
If this process is not performed correctly, a significant risk
of rework gets introduced to the project. One of the
reasons for performing this process is to refine and correct
the elicitation results.
[Analysis]
14. A - Both product and project requirements are
gathered from stakeholders during the Collect
Requirements process. This effort is undertaken during
project planning. Focus groups, surveys, and prototypes
are some of the tools used to define and analyze
requirements. Decomposition is used only to break down
the work and not to gather requirements. Therefore,
decomposition is the correct answer. [PMBOK® Guide
6th edition, Pages 138, 158] [Analysis]
15. A - The salience model is used to analyze classes of
stakeholders based on their power (ability to impose their
will), urgency (need for immediate attention), and
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legitimacy (their involvement is appropriate). [PMBOK®
16. B - Obtaining approval on the plan helps to reduce the
risk of stakeholders not supporting the business analysis
process once it starts. You need to come up with a solid
business analysis plan, and have it reviewed and approved
by the key stakeholders to minimize this risk.
[Planning]
17. D - Product owners have the ultimate responsibility of
the project success. They prioritize the project backlog
and authorize change requests on an Agile project.
[Planning]
18. B - Rather than lock an entire project scope and
budget into a single agreement, a team can decompose the
scope into fixed-price micro-deliverables, such as user
stories. Team charter and Kanban board are tools used by
the team to manage the team’s WIP. WBS and WBS
dictionary are used in predictive approaches.
[Planning]
19. B - Active listening is a communication technique that
requires the listeners to feedback what they hear to the
speaker, by way of re-stating or paraphrasing what they
have heard in their own words. This confirms what they
have heard and moreover, confirms the understanding of
both parties. Active listening is of prime importance
during the collection and analysis of stakeholders’ needs
and expectations.
[Planning]
20. A - Identify Risks is the process of determining what
risks can affect the project. Many different stakeholders
usually participate in the Identify Risks process. The
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process of Identify Risks is iterative because unknown
risks can be discovered throughout the life cycle of the
project. [PMBOK® Guide 6th edition, Page 409]
[Planning]
21. B - If you want the team to immediately dedicate
some time to address these risks, you need to start a risk
spike. A risk spike is a sprint or iteration specifically
designated for research to address product risks. Risk
registers and burndown charts are some of the tools that
can be used during this sprint. Adding risks to the lessons
learned library doesn’t make any sense; however, you
would update the lesson learned library if the team learns
something new as part of actioning the risk response
strategies.
[Analysis]
22. B - The outputs of the Assemble Business Case
process are business case and product scope.
[Needs Assessment]
23. D - In adaptive approaches, iteration planning, or
sprint planning, is the activity used to identify the subset
of product backlog items from the product backlog that
the development team will work on for the current
iteration or sprint.
24. A - Project exclusions identify what is excluded from
the project. Explicitly stating what is out of scope for the
project helps manage stakeholders’ expectation and can
reduce scope creep. Other choices cannot help more in
this regard. [PMBOK® Guide 6th edition, Page 154]
[Needs Assessment]
25. D - The scenario is implying a firm sequence of
requirements management processes, this is typical of
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predictive projects. Predictive projects provide a better
case for formal traceability than adaptive projects.
26. A - Five Whys is a technique that suggests anyone
trying to understand a problem needs to ask why it is
occurring up to five times in order to thoroughly
understand the problem’s causes. The rest of the choices
are not valid root-cause analysis techniques.
Assessment]
27. C - Facilitated workshops use a structured meeting led
by a skilled neutral facilitator and a group of SMEs to
collaborate and work towards developing a product
roadmap. None of the other choices involve facilitated
sessions.
Assessment]
28. D - Identifying alternatives to the proposed solution
and conducting cost benefit analysis is part of the
feasibility study of a solution, and not post-
implementation solution evaluation. The rest of the
choices are all solution evaluation good practices.
[Evaluation]
29. B - A solution capability matrix could be used to
extend a capability table: A capability table is generally
applied to depict the relationship between a situation, its
root causes, and the capabilities needed to address the
situation. A solution capability matrix identifies where
these capabilities will be addressed in the new solution.
[Needs Assessment]
30. A - The Confirm Elicitation Results process
transforms the unconfirmed elicitation results (input to the
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process) to confirmed elicitation results (output of the
process).
[Analysis]
31. D - According to PMI’s Pulse of the Profession® In-
Depth Report: Navigating Complexity, the presence of
multiple stakeholders and ambiguity of project features
are the top two contributors to the project complexity.
116] [Planning]
32. B - An affinity diagram is similar to a mind map in
that it is used to generate ideas that can be linked to form
organized patterns of thought about a problem. It allows a
large number of ideas to be classified into groups for
review and analysis. The other choices are not similar to
mind maps. [PMBOK® Guide 6th edition, Page 144]
[Analysis]
33. C - Since this will be an official project document, it
should be formal. Additionally, since you are requesting
money from someone higher up in the organization, you
are creating an upward communication. [PMBOK®
34. D - The work packages are at the lowest level of a
WBS. The other statements are correct regarding the
structure of the WBS. [PMBOK® Guide 6th edition, Page
159] [Planning]
35. B - A minimum viable product (MVP) is a product or
a project outcome that contains sufficient features to
satisfy project stakeholders. The product owner is
essentially asking you to develop the MVP.
[Planning]
36. A - A prototype is an early model, or release of a
product built to test a concept. A prototype is generally
used to evaluate a new design to enhance precision by
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system analysts and users. Developing and showcasing a
working prototype will help you regain the lost
stakeholder confidence.
[Analysis]
37. C - This is an example of a fishbone diagram. A
fishbone diagram, also called a cause and effect diagram
or Ishikawa diagram, is a visualization tool for
categorizing the potential causes of a problem in order to
identify its root causes. [PMBOK® Guide, 6th edition,
Page 294] [Traceability & Monitoring]
38. A - Story mapping is a technique used to sequence
in which their users typically perform them, so that teams
can arrive at a shared understanding of what will be built.
Assessment]
39. A - Document analysis and observation will be of no
use in this context. Questionnaires and interviews are both
good candidates for the correct answer. However,
interviews are more interactive and allow you to clarify
ambiguous feedback, hence more appropriate for
soliciting an accurate feedback.
Assessment]
40. C - A traceability matrix is a table that connects or
backward to features and business objectives.
[Analysis]
41. D - Since the project requirements are fixed and the
goal is to manage cost, a predictive approach is most
suitable in this case. [PMBOK® Guide 6th edition, page
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42. B - A product portfolio matrix, also known as a
their products or product lines. One axis reflects market
growth while the other reflects the market share.
[Evaluation]
43. C - A traceability matrix is a grid that links product
satisfy them. The matrix can support linkages among
many different types of objects, providing a mechanism
for tracking product information through the project and
product life cycles. Establishing these links manages
scope creep by ensuring that only relevant product
information is incorporated into the solution.
44. B - Some project teams use visual management tools,
rather than written plans and other documents, to capture
and oversee critical project elements. Making key project
elements visible to the entire team provides a real-time
overview of the project status. [PMBOK® Guide 6th
45. D - MoSCoW stands for must have, should have,
could have, and won’t have. Applying MoSCoW rules to
project requirements ensure that the highest valued
business requirements/features are developed first.
[Planning]
46. D - Stakeholders who are expected to adapt to the
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[Planning]
47. B - All the choices are tools and techniques in quality
control; however, the best choice would be the Ishikawa
or cause-and-effect diagram. [PMBOK® Guide 6th
48. B - Data flow diagrams are usually created during the
analysis phase. Entity relationship diagrams, process
flows, and ecosystem maps are generally created first to
identify the data objects, processes, and systems to show
in a data flow diagram.
[Analysis]
49. B - The Return on Investment (ROI) is the percentage
return on an initial investment disregarding the time value
of money, however the NPV value cannot be used to
calculate the ROI. The NPV is the difference of total
inflows and outflows expressed in today’s value for
money. If the NPV is a positive value, the investment
decision is profitable.
Assessment]
50. D - An onion diagram is a technique that can be used
to model relationships between different aspects of a
subject. This is a valid business analysis technique while
the rest of the choices are not.
[Analysis]
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PMI-PBA DOMAIN AREA
TEST: TRACEABILITY &
MONITORING
Practice Questions
Test Name: Domain Area Test: Traceability &
Monitoring
Total Questions: 20
14 (70.00%)
Test Description
Traceability & Monitoring PMI-PBA Domain area.
Test Questions
1. You are managing a construction project for a
government organization. As part of your contractual
obligations, you need to invite your customer for progress
inspections at predefined construction stages. Customers
visiting a construction site to ensure the completed work is
the same work specified in the contractual requirements is
an example of:
A. Scope validation
B. Requirements traceability
C. Variance Analysis
D. Milestone
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2. A project team member finds that the color scheme of
the webpage he is designing appears too gaudy and
decides to change it to a mellowed-down color scheme.
The customer approved the original color scheme and the
color palette. The independent testing team flags this as a
defect, and a heated discussion ensues between the team
member and the testing team. What is your view?
A. The testing team is not right in flagging this. The
color scheme is a simple matter, and the new colors
are definitely more pleasing than the old ones.
B. The testing team is correct in flagging this. The

team member should have sent a note along with
the work product indicating he or she made the
color scheme change.
C. The testing team is correct. Even though the new

color scheme is more pleasing than the old one, the
appropriate change management process was not
followed, and the work product is not as per design.
D. The testing team is incorrect in flagging this as a

defect. This is an example of expert judgment when
historical expertise is brought into the project.
3. Jane is managing a complex process improvement

project. There was a serious conflict between the key
project stakeholders recently. Jane was successful in
getting this conflict resolved in a timely manner. However,
this caused a significant delay. Which of the following is a
recommended action at this stage?
A. Transfer these stakeholders to the project-resisting
stakeholders’ group
B. Review the stakeholder engagement plan
C. Avoid resolving similar conflicts in the future
D. Update the lessons-learned documentation
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4. A project team’s recent deliverable to a client has been
rejected. The team is now sitting together to discuss this
situation and they prepare the following diagram. What is
the team doing?
A. Initiating a defect repair
B. Conducting a process analysis
C. Conducting a root cause analysis
D. Writing a change request
5. You have recently joined a product team that is

developing a software system. You have noted that
although the team has a requirements traceability matrix
setup of the project, this is not being updated frequently.
You want the team to understand the importance of
keeping this document updated. All the following are
reasons you would want the team to keep the traceability
matrix updated EXCEPT:
A. Managing the project’s scope.
B. Keeping the project’s CPI and SPI under check.
C. Ensuring that product information adds business

value and meets customer expectation.
D. Minimizing the probability of missing

requirements.
6. You are managing a project using predictive

approaches. Which of the following statements is incorrect
and will be misleading?
A. The traceability and the change control processes
must be aligned with the organizational standards.
B. You do not need any sort of traceability or change

control in this project.
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C. The traceability and the change control processes
must satisfy regulatory requirements.
D. The traceability and the change control processes

must address future project needs.
7. You are leading an enterprise software development

project. Due to the complexity of the project, the product
team has decided to use an adaptive project life cycle. You
want to use a lightweight version of a traceability matrix
on this project to track requirements. Which of the
following tools should you use?
A. Product portfolio matrix
B. RACI matrix
C. CRUD matrix
D. Interaction matrix
8. A project post-mortem is an activity, usually

performed at the project’s conclusion, to determine and
analyze a project’s outcome which also includes a lessons-
learned gathering exercise. Project post-mortems help to
mitigate future risks and are often a key component of,
and ongoing precursor to, effective risk management.
Which of the following is a terrible mistake when
collecting lessons learned?
A. Calculating project’s final statistics
B. Focusing purely on the negatives and analyzing

failures
C. Conducting a comprehensive performance review
D. Documenting both the success stories and the failed

attempts
9. The project management team has determined that

there are some changes to the scope of the project.
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According to the PMBOK® Guide, who is responsible for
reviewing, evaluating, and approving documented changes
to the project?
A. Change Control Board (CCB)
B. Change Configuration Board (CCB)
C. Configuration Control Board (CCB)
D. Scope Control Board (SCB)
10. You are leading the development of a new website for

your organization. The project is currently in the
eighteenth iteration and the project’s burndown chart
shows that it will hit the x-axis by the end of the current
sprint. What does that mean?
A. The project is behind schedule.
B. All product backlog items will be completed during

the current sprint.
C. The product backlog hasn’t been groomed.
D. The project is about to go over the budget.
11. Your lead business analyst has completed all

requirements elicitation activities and identified all the
product components that need to be built. You now want
to schedule the development of these components. Which
of the following tools can be used to identify the
implementation relationships between the product
components?
A. Work breakdown structure
B. Kano model
C. Feature model
D. Fishbone diagram
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12. You are currently auditing a struggling project
following an adaptive lifecycle. You find out that the
project team was trying Agile methods for the first time
and doesn’t have a common understanding on some
critical concepts. For adaptive projects, which of the
following statements is incorrect?
A. Additional details can be added to stories within an
iteration.
B. When a change is requested, no formal change

control process is followed.
C. Change can occur anytime outside an iteration.
D. When a change is requested, no impact analysis is

conducted.

requirement that, “all employees should be able to submit
IT service requests”. There is another requirement that,
“ICT service desk manager should be able to view all
submitted requests classified by the request type”. What is
the relationship between these two requirements?
A. Value dependency
B. Subsets
C. Discretionary dependency
D. Implementation dependency
14. You are leading an organizational transformation

project. The lead business analyst on this project has
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recently resigned and now you are responsible for all
business analysis activities on the project. The previous
analyst has done a good job collecting, analyzing and
documenting the requirements. However, you are worried
that, given the number of requirements and the agility
required by the project environment, maintaining audit
trails and managing version control will be difficult.
Which of the following should you consider at this stage?
A. Using a stakeholder engagement register
B. Developing a feature model
C. Using a requirements management tool
D. Developing a work breakdown structure
15. Which of the following is an example of a chart, used

on agile projects, that tracks the work that remains to be
completed in the iteration backlog?
A. Scatter diagrams
B. Burndown chart
C. Control chart
D. Histogram
16. You are managing a project that is required to build a

new highway connecting two major cities in the country.
As a contractual obligation, once a 5-mile segment of the
highway is completed, you must invite the customer for
inspection. The last couple of such inspections have failed
and your boss has asked to you send her the project’s
control chart. What is a control chart?
A. A type of RACI chart
B. A type of fishbone diagram
C. A chart that shows the stability of a process
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D. A chart that shows the root cause of a problem
17. You want to initiate a major organizational change.

The initiative, if successful, will significantly impact the
organization’s bottom line. However, given the magnitude
of the change, significant resistance to change is also
expected from the staff. Which of the following tools
could help you analyze this change initiative and its
impact?
B. Fishbone analysis
C. Pareto analysis
D. Kano analysis
18. The following chart gives you the schedule of

activities on a system design project. For each project
activity, the management has approved a 5% and 3%
contingency and management reserves respectively. What
is the cost baseline for this project?
A. $47,520
B. $34,500
C. $46,200
D. $44,000
19. You are leading a product team developing an

automated tool for the company. Due to the project
complexity, there is a risk that the product team might
overlook some requirements. Which of the following
actions would help you minimize the risk of missing
requirements in the final product?
A. Conduct a feasibility study
B. Establish a traceability process
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C. Conduct a root cause analysis
D. Develop a feature model
20. You are leading a product team that is digitizing a

procurement workflow. You were in the middle of an
iteration when the product owner terminated a couple of
WIP user stories without stating any reason. What should
you do next?
A. Escalate the matter to the scrum master.
B. Stop further work on the stories and delete these

stories from the product backlog.
C. Continue development of these stories till the end

of the iteration.
D. Stop further work on the stories and move these

stories back to the product backlog.
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PMI-PBA Domain Area Test: Traceability
& Monitoring
1. A - Inspection is a scope validation technique that
includes activities (such as measuring, examining, and
verifying) to determine whether work and deliverables
meet requirements and product acceptance criteria.
Monitoring]
2. C - The testing team is correct in their findings. Even
though the new color scheme might be a better choice than
the old one, all changes need to follow the change
management process and go through the appropriate
change and approval process. [PMBOK® Guide 6th
3. D - The scenario describes neither the root cause
behind the conflict nor the nature of the conflict. Hence,
the choices of transferring the stakeholders to another
group and reviewing the stakeholder management plan can
easily be eliminated. Avoiding conflict resolution in the
future could well lead to disaster; this choice can also be
eliminated. It is clear in the scenario that the conflict was
resolved by the project manager. The next thing that needs
to be done is updating the lessons learned documentation
with the appropriate conflict and resolution details.
Monitoring]
4. C - This is an example of a fishbone diagram. A
fishbone diagram, also called a cause and effect diagram
or Ishikawa diagram, is a visualization tool for
categorizing the potential causes of a problem in order to
identify its root causes. [PMBOK® Guide, 6th edition,
5. B - A traceability matrix doesn’t track a project’s cost
and schedule performance, hence cannot help track the
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CPI and SPI. The rest of the choices are all valid reasons
for keeping the traceability matrix up to date.
6. B - You need some sort of traceability and change
control process on any project. These can be formally or
informally defined. The rest of the choices are valid
considerations for designing a change control or a
traceability process.
7. D - A traceability matrix is a grid that links product
product life cycles. On projects using an adaptive life
cycle, the product team may choose to develop an
interaction matrix which is a lightweight version of a
traceability matrix that is used to determine whether
missing.
8. B - Documenting both the success stories and the
failed attempts are important as these can be very
important inputs for future projects. Only focusing on the
negatives and analyzing failures will paint half of the
picture. The best practice is to ask “What went right”
when asking “What went wrong?”. [PMBOK® Guide 6th
9. A - The Change Control Board is a group of formally
constituted stakeholders responsible for reviewing,
evaluating, approving, delaying or rejecting changes to the
project. [PMBOK® Guide 6th edition, Page 115]
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10. B - A burndown chart is a graphical representation
used to count the remaining quantity of work over time.
The burndown chart hitting the x-axis means all product
backlog items will be completed during the current sprint.
11. C - A feature model is a scope model that visually
represents all the features of a solution arranged in a tree
or hierarchical structure. The feature model shows
relationships between features and which features are sub-
features of other ones.
12. D - While it is true that there are no formal change
control processes on adaptive projects, it is incorrect to
say that when a change is requested, no impact analysis is
conducted; scaled impact analysis is typically conducted.
All other choices are correct statements.
13. D - This is an example of an implementation
dependency; you will not be able to produce the list-view
until the system is able to capture and store the requests.
14. C - A requirements management tool allows
and stored in a central repository. Such a tool typically has
the ability to maintain audit trails and perform version
control to assist with change management. None of the
other choices have the capability or ability to perform this.
15. B - An iteration burndown chart tracks the work that
remains to be completed in the iteration backlog. The rest
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of the choices quality management tools. [PMBOK®
Guide 6th edition, Page 226] [Traceability & Monitoring]
16. C - A control chart shows the stability of a process
over time. [PMBOK® Guide 6th edition, Page 304]
technique that can be used to help teams analyze whether
there is enough support to pursue a change. Forces FOR
the change are compared with forces AGAINST the
change to determine the overall impact of the change
initiative.
18. C - The cost baseline is the approved version of the
project budget that includes contingency reserves, but
excludes management reserves. The sum of individual
activity cost estimates comes up to be $44,000 (sum of all
planned values). Adding a 5% contingency reserve we get
a cost baseline of $46,200. [PMBOK® Guide 6th edition,
page 248] [Traceability & Monitoring]
19. B - The definition and implementation of a
traceability process will minimize the likelihood of
missing requirements in the final product.
20. D - The product owner has the authority to terminate
the user stories. When user stories are terminated, they
can be moved back onto the product backlog for future
consideration or marked as no longer needed. Since no
reason for termination was provided, it is safer to move
the stories back to the product backlog then to delete these
from the scope.
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PMI-PBA MOCK EXAM
(LITE) – 7
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
1. You have recently joined a team that is developing a
new information management system for your
organization. You reviewed the entire product backlog and
are satisfied with the alignment of all backlog items to the
stated business needs. How can you extend your existing
traceability matrix to ensure that the system design is
compliant to the agreed requirements?
A. PERT analysis
B. Backward traceability
C. Forward traceability
D. Root cause analysis
2. Due to a recent pandemic, most of the businesses have

now changed the way they do business. Your catering
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business has also been significantly impacted. In order to
have a plan during this tough time, you need to better
understand your new environment and conditions. Which
of the following business analysis techniques should you
use?
A. Prototyping
B. Competitive Analysis
C. Market Analysis
D. Document Review
3. You are leading the upgrade of an assets management

system in your organization. Although the endgame of the
project is clear, the actual scope of the project is not clear.
Due to the complexity of the project, the product team
decides to use an adaptive life cycle for this project. On
this project, which of the following visual tools can help
you monitor the team’s work in progress?
A. Kano model
B. Pareto model
C. Andon
D. Kanban
4. Your company has recently won a bid to construct

some underground tunnels for a new metro project in the
city. The project site contains a network of interconnected
geysers and hot springs. These network paths cannot be
accurately mapped due to the complexity of the terrain and
available technology. Which of the following is the best
approach to be used on this project?
A. Use a predictive life cycle
B. Use an incremental life cycle
C. Terminate the project
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D. Use an Agile life cycle
5. Confirm Elicitation Results is a critical elicitation

process in business analysis. Several tools and techniques
help us perform this process. Which of the following is
NOT a tool or technique of this process?
A. Collaborative Games
B. Document Analysis
C. Walkthroughs
D. Interviews
6. You need to develop a model to illustrate all events in

which a product or service could potentially be used. The
model must show all interactions between all the system
roles and the system to achieve a goal. Which of the
following models should you develop?
A. Decision Tree
B. Goal model and business objectives Model
C. Business Rules Catalog
D. Use Case Diagram
7. You are the lead business analyst on a process

improvement project. You have identified your key project
stakeholders and are currently analyzing their roles. A
solid understanding of their current state roles is required
for the definition of the future-state process. You conduct a
detailed job analysis for each role. Which of the following
business analysis documents will get impacted by the
outcome of this analysis?
A. Situation statement
B. Stakeholder register
C. Business case
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D. Work breakdown structure
8. You are leading an enterprise system migration project.

The project is currently in the planning phase. You find
out that as part of the project scope, data from the old
system must be migrated to the new system. Given the
volume and format of the existing data, this will be a
massive undertaking on its own. This requirement is an
example of:
A. Non-functional requirement
B. Functional requirement
C. Transition requirement
D. Business requirement
9. You are conducting a post-implementation evaluation

of a software product. You are done evaluating the
functional characteristics of the product and now want to
focus on the nonfunctional characteristics. How will you
evaluate the nonfunctional characteristics of the product?
A. Conducting acceptance testing and collecting
stakeholder feedback.
B. Introducing the performance enhancement pack and

conducting unit testing.
C. Integrating the system with interfacing systems and

performing load testing.
D. Comparing actual performance against the

performance standards in the service-level-
agreement.
10. On a growth-share matrix, one axis reflects the

demand for a product, while the other reflects:
A. The market capitalization of the organization
B. Total sales of the product
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C. Market share of the organization
D. ROI of the product
11. You are analyzing a complex engineering process. You

have conducted a workshop to define the current-state
process and now want to collect more detailed process
information. One of the options you are considering is to
go to the worksite and observe the engineering team
perform the process. Which of the following is a
disadvantage of this approach?
A. Process workers might request you to add
additional scope to your project.
B. Process workers might perform the process

differently when they are being observed.
C. Process workers might provide you with more

information than necessary.
D. Process workers might take extended breaks just to

upset you.
12. Conformance to requirements and fitness for use are

key concepts in quality management. Which of the
following is another name for customer needs?
A. Voice of the Customer
B. Scope creep
C. Prompt list
D. Process mapping
13. You have been hired as the PMO specialist at XYZ

Engineering. The central PMO is responsible for
conducting the current state analysis and provide input to
the organization’s strategy development process. Once
projects are initiated, it is the responsibility of the project
team to further the business analysis work carried out by
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your department. During the Assess Current State process,
the focus of a business analyst is primarily on:
A. Developing the business case for the opportunity
being analyzed.
B. Evaluating the current capabilities of the

organization.
C. Identifying the opportunities and quick wins for the

organization.
D. Identifying the problems faced by the organization.
14. You are leading a complex organizational change

project which has a direct impact on multiple
organizational departments. You have identified many
non-supportive stakeholders on the project. It is critical
that you identify your project champions. How would you
identify your project champions?
A. Analyzing your project stakeholders to find the
ones who understand the project’s impact the most.
B. Analyzing your project stakeholders to find the

ones who support the project the most.
C. Analyzing your project stakeholders to find the

ones who are the most senior in ranks.
D. Analyzing your project stakeholders to find the

ones who are the least impacted by the project.
15. You are halfway through the product development

lifecycle when, due to a recently passed governmental
regulation, the product owner has introduced some new
user stories to the product backlog. Which of the
following set of lenses should you apply to these newly
created user stories to ensure that these are well-refined?
A. DEEP
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B. PERT
C. SWOT
D. WIDE
16. You are currently collecting and documenting

requirements for a new organizational workflow that
needs to be digitized. You quickly learn that the
stakeholders are struggling with articulating their true
requirements and one way to overcome this is to develop
a model UI interface and solicit their feedback. Once the
models are agreed upon, these can be used as inputs for
the system development. This technique is known as:
A. Focus groups
B. Simulation
C. Prototyping
D. Design before build
17. You are leading the business analysis efforts on an

information system development project. The technical
architect on the team needs to understand the involved
business data objects and the relationships between them
in order to design the backend database for the system.
Which of the following business analysis artifacts should
you supply to her?
A. Process maps
B. Context diagram
C. Entity relationship diagram
D. Ecosystem map
18. A project team has recently initiated a procurements

management system development project. The following
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diagram was included in the project’s business case. What
does this diagram tell us?
A. Scope of the project
B. User requirements
C. Data model
D. Integration requirements
19. A product team has recently launched a new human

resource management system in the organization. Some of
the benefits delivered by this system are intangible in
nature. In this case, what would you need to perform post-
implementation solution evaluation?
A. Collect measurements for other organizational
systems and use that to evaluate the benefits.
B. Define measurements that provide indirect

evidence that the intangible benefits have been
achieved.
C. Collect stakeholder feedback on the matter and

conduct a force field analysis.
D. Ignore the intangible benefits and focus on the

tangible benefits of the system.
20. You are the business analyst on a data center

migration project that is halfway through execution. The
solution requirements are classified into two categories:
“must-haves”, core requirements that need to be delivered
as part of the project’s first release; and “Nice-to-have”,
supporting requirements that need to be delivered as part
of the project’s second and final release. The project team
has recently delivered the first releasee and you are now
conducting Solution Evaluation activities for the project.
In your opinion, the value that will be obtained by
delivering “nice-to-have” supporting requirements does
not justify the additional effort needed to deliver the
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second project release. If you can substantiate this
analysis you can demonstrate:
A. The break-even point on the project
B. The 80/20 rule on the project
C. The point of diminishing returns
D. The net present value of the project
21. A project team is currently struggling due to frequent

interruptions by various delays and impediments. During
the sprint retrospective, it was agreed to adopt some form
of visual management that can help with work-in-process
management and improve the flow. Which of the
following tools should be used to facilitate this?
A. Ground rules
B. Kanban board
C. Formal change management process
D. Silos
22. A project team needs to estimate the size of each user

story in a product backlog. The team has recommended
that they use a card-based estimation technique, where
they use numbered cards to estimate user stories. Which
of the following techniques has been recommended by the
team?
A. Bottom-up estimating
B. Analogous estimating
C. Estimation poker
D. Affinity estimating
23. You have recently deployed a business critical

application that has crashed in the production
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environment. You have asked the development team to
trace the root cause of this application failure. Which of
the following can be used to help determine the cause(s)
of the failure?
A. Threading analysis
B. Rummler-Brache swim lane diagram
C. Ishikawa diagram
D. Deming chart
24. A project team has historically paid more attention to

negative cost variances on project activities in comparison
to positive cost variances. You are encouraging the team
to consider both variances while conducting a variance
analysis which is an important tool used during the
Control Costs process. Which of the following statements
regarding variances is correct?
A. The percentage range of acceptable variances is
high at the start of a project, tends to decrease in
the middle of a project, and then tends to increase
as the project nears completion.
B. The percentage range of acceptable variances will

tend to increase as more work is accomplished.
C. The percentage range of acceptable variances is a

constant all through the project.
D. The percentage range of acceptable variances will

tend to decrease as more work is accomplished.
25. A product team in your organization has recently

released a new software solution into the business. You
have been assigned to evaluate the implemented solution.
You want to know how the solution should be evaluated,
which activities should be performed, and what
techniques should be applied. What should you do next?
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A. Review the solution evaluation process in the
B. Define the solution evaluation process.
C. Elicit solution evaluation requirements.
D. Study the business case.
26. You work for a power generation and distribution

company. The organization is currently assessing its
power generation assets upgrades. Which valuation
technique should you use if you need to determine the rate
of return of an investment in assets upgrade considering
the time value of money?
A. IRR
B. PBP
C. ROI
D. NPV
27. Your project team has decided to use Scrum for

managing an upcoming project. Since not everyone on the
team is aware of the Scrum method, you have organized a
workshop where you and other team members will be
presenting different aspects of Scrum. Which of the
following are short, textual descriptions of required
functionality often developed during a requirements
gathering workshop?
A. Histograms
B. User stories
C. Fishbone diagrams
D. Decision trees
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28. A certain project was in the Collect Requirements
phase. The product’s eventual users could not define their
requirements. In this scenario, which of the following
tools could have helped determine the requirements?
A. Surveys
B. Prototypes
C. Questionnaires
D. Interviews
29. You have collected several user stories at the start of

your project. However, these stories were not
appropriately detailed. You plan on elaborating these
stories further at a time closer to their development. You
should use which of the following events for story
elaboration?
A. Backlog refinement
B. Sprint planning
C. Retrospectives
D. Daily standups
30. An Agile team working on a data center migration

project has accrued substantial technical debt. What
should be done now?
A. Drop stories from the backlog.
B. Develop a minimum viable product.
C. Re-prioritize the backlog.
D. Increase the team size.
31. Rob has been assigned to manage a complex project.

Rob has recently acquired his PMI-PBA certification and
is excited about applying his newly acquired knowledge
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to his project. During the project initiation, he produced
the stakeholder register and impressed his project sponsor.
Rob is now about to develop the stakeholder engagement
plan for his project. This has made the project sponsor a
bit uncomfortable because he thinks Rob is spending too
much time doing paperwork instead of actually executing
the project work. The project sponsor has asked Rob to
explain the difference between the stakeholder register
and the stakeholder engagement plan. How should Rob
respond?
A. The stakeholder register only contains basic
stakeholder assessment information, while the
stakeholder engagement plan includes detailed
stakeholder engagement strategy that ensures
project success.
B. Developing the stakeholder engagement plan is a

good project management practice.
C. The stakeholder register is produced during the

project initiation, while the stakeholder engagement
plan is produced during the project planning phase.
D. The stakeholder engagement plan is a component

of the project management plan, while the
stakeholder register is not.
32. Last year, the IT department of your organization

rolled out a new accounting system replacing the old
manual accounting system your organization has been
using since its inception. The system has now been in
service for a while but the stakeholders are still not happy
with the product. The main theme of stakeholder
dissatisfaction is that a wrong product was delivered and
most of their requirements were not met. You are
conducting an investigation into this and you found out
that most of the stakeholders’ complaints are true. Which
of the following processes was not performed correctly?
A. Identify and Analyze Product Risks
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B. Prioritize Requirements and Other Product
Information
C. Validate Requirements
D. Verify Requirements
33. You have recently joined an organization with a

culture where line-managers and superiors are respected
and not challenged. You are investigating a number of
failed projects in the organization and found out that one
common problem is that process workers do not have any
authority in expressing their requirements. You attended
one requirements validation workshop and saw that
subordinates were agreeing with whatever the managers
were telling the facilitator and never challenged their
managers. Which of the following techniques should be
used in such scenarios so that the managers are not able to
influence the outcome of the requirements validation
process?
A. Brainstorming
B. Delphi
C. Walkthroughs
D. Affinity diagrams
34. You are calculating your project’s Net Present Value

(NPV) using different discount rates. Following are the
results of your calculations: At a 5% discount rate the
NPV is $16,000; at a 10% discount rate the NPV is $ 0;
and at a 15% discount rate the NPV is ($13,000). What is
your project’s IRR?
A. 0.15
B. 0.05
C. 0.1
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D. This cannot be determined from the information
provided.
35. A product team has recently released a process

automation solution for the business. The prime objective
of the project was to automate some of the repetitive tasks
in the process and increase workers’ skillset. You are now
conducting a post-implementation solution evaluation of
the product and struggling with measuring the increase in
the workers’ skillsets. What would you do next?
A. Demonstrate the value by providing evidence that
the project was completed on schedule.
B. Demonstrate the value by providing evidence that

the project was completed under budget.
C. Use the “number of features developed” as a proxy

measure.
D. Use the “reduction in the number of errors” as a

proxy to measure.
36. In a textile manufacturing project, a team divided the

project work into 35 work packages and assigned a few
work packages to the design department for review. After
the review, the manager of the design department
requested that the team further divide the work packages
into more manageable work components for estimating
and scheduling resources. Which of the following
techniques should the team use to satisfy the manager’s
request?
A. The parametric estimating
B. The bottom-up estimating
C. Decomposition
D. The precedence diagramming method
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37. You are the sponsor of an enterprise transformation
program. You are currently participating in a major
product requirements elicitation event that your lead
business analyst is facilitating. You have observed that
most of the stakeholders are confused with the objective
of the event and the business analyst had to spend a
considerable amount of time explaining the agenda. In
your opinion, how could this situation have been avoided?
A. By having the project manager facilitate.
B. By engaging with the stakeholders individually

instead of arranging a major elicitation event.
C. By consulting with the stakeholder in advance and

sharing with them the agenda and expectations.
D. By inviting the stakeholders who have experience

of similar events.
38. When defining the traceability process for any

project, regardless of the project lifecycle, which of the
following should be least of your worry?
A. The relationships between the objects that will be
established and maintained
B. The level of detail needed in traceability
C. The types of objects to be traced
D. The budget of the project
39. A business is considering more than a dozen

infrastructure upgrade projects. These projects, once
delivered, will add to the organization’s overall
performance but will not contribute to any of the revenue
streams. Prior to initiating any such project, the value of
the project to the organization must be determined. Which
of the following is the most important factor to consider in
such a scenario?
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A. Investment requirement
B. Alignment with the strategic goals
C. Internal Rate of Return (IRR) of the projects
D. Net Present Value (NPV) of the projects
40. Which of the following is the process of thinking

through how elicitation activities will be conducted,
which stakeholders will be involved, which techniques
may be used, and the order in which the elicitation
activities are best performed?
A. Determine Elicitation Approach
B. Prepare for Elicitation
C. Confirm Elicitation Results
D. Conduct Elicitation
41. You want to verify some nonfunctional requirements.

In the absence of a standard pertaining to these
nonfunctional requirements, which of the following
criteria should you apply to verify these requirements?
A. Planned, checked, executed, and controlled
B. Must have, should have, could have, and would

have
C. Atomic, simple, non-overlapping
D. Correct, complete, and consistent
42. You are leading the development of a human resource

portal that will be accessible to all employees in your
organization. You want to collect feedback from over 500
employees regarding the recently released timesheet
management functionality. Which of the following
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techniques is ideal in this situation and would allow you
to quickly obtain the feedback?
A. Interviews
B. Observation
C. Questionnaires
D. Virtual meetings
43. Two of your expert team members have been in a

heated argument over the use of a new software product
for your research project. Recently, you noticed that the
argument, instead of increasing creativity, is causing
conflict between the team members. To prevent the
conflict from escalating, you want to resolve it by open
dialogue and evaluating alternatives. All the following
statements about conflict are false except:
A. Scarce resources cannot be a source of a conflict.
B. Conflict is inevitable in a project environment.
C. Reducing the amount of conflict is not desirable.
D. Personal work style cannot be a source of a

conflict.
44. Your organization is a major ERP software vendor.

Most of your clients use the out-of-the-box version of this
product to digitize their core business processes. One of
your clients requested major customization to the product
and paid for the customizations. The product team has
completed the upgrades. What should you do next to
ensure that the newly added functionality does not impact
the existing functionality of the product?
A. Conduct thorough user acceptance testing of the
entire system.
B. Conduct thorough regression testing.
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C. Conduct detailed user acceptance testing of the
enhanced functionality.
D. Roll out the new system on the client’s premises

and give them a time window to report any bugs.
45. Which of the following is one of the most prominent

features of a project following agile approach for product
development?
A. Zero tolerance for rework
B. Delivery of the product in a single sprint
C. Produce defect-free deliverables
D. Deliver incremental value to the customer
46. You are leading a product team that is developing a

new human resource management application for your
organization. The original product scope allowed for a
fixed budget and timeframe. During the project, the
stakeholders added many features that were not part of the
original design. The uncontrolled expansion of a product
scope without adjustments to time, cost, and resources is
known as:
A. Rolling wave planning
B. Scope creep
C. Gold plating
D. Agile approach
47. You want to use a progressive elaboration planning

technique to allow detailed planning of only the work that
needs to be accomplished in the near term, while keeping
the future work planned at a higher level. Which of the
following techniques allows this approach?
A. Story slicing
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B. Story sizing
C. Rolling Wave Planning
48. You are reviewing the performance of a project team

that is currently developing an information system for
your firm. The project is currently in the planning phase.
The business analysis plan is not complete, and the
business analyst is of the view that this is a live document
and cannot be completed until the elicitation work is
underway. What is your opinion about this?
A. The business analyst is incorrect because elicitation
work cannot commence prior to completing the
business analysis planning.
B. The business analyst is probably overloaded and

needs some support.
C. The business analyst lacks experience as he is not

able to complete the business analysis plan yet.
D. The business analyst is correct since business

analysis planning is iterative.
49. Recently some of your major project deliverables have

been rejected by the customer. Although these
deliverables were produced according to the
specifications, they failed the load test during the
acceptance testing. You and the team have now decided to
do a cause-and-effect analysis of this situation. Cause-
and-Effect diagrams are used to illustrate how various
factors might link to potential problems or effects. They
are also called:
A. Taguchi diagrams
B. Ishikawa diagrams
C. Pareto diagrams
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D. Process diagrams
50. You have been hired as a business analyst into a

manufacturing firm. The head of business development
has asked you to review how the department manages its
sales pipeline and recommend improvements. When you
interviewed some senior stakeholders, you were surprised
to find out that nobody has a clear idea regarding “who
does what?” in the sales pipeline management and rather
react to sales opportunities as they come. What should
you do next to resolve this problem?
A. Call a workshop to define and agree on the process
flow.
B. Conduct a root cause analysis of the situation.
C. Conduct a 5S workshop.
D. Carry out a 5-whys exercise.
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1. C - Backward traceability is performed from the
requirements to the scope features and business goals and
objectives that triggered them. Forward traceability is
performed from the requirements to design and test
components and ultimately, the final product.
2. C - Prototyping and document review are irrelevant to
the problem at hand. Competitive analysis and market
analysis are good candidates for the correct answer.
However, market analysis is the best answer as it covers a
broader area for analysis which includes competitive
analysis.
[Needs Assessment]
3. D - A Kanban board is used in adaptive approaches to
track work that is in progress by the project team.
4. B - Since the scope cannot be accurately defined
upfront on the project, delivering the project in small
increments is recommended. Predictive and Agile
approaches will most likely not help in this situation.
[PMBOK® Guide 6th edition, page 19] [Needs
Assessment]
5. A - Collaborative games are used during the Conduct
Elicitation process and not during the Confirm Elicitation
Results process. The rest of the choices are valid tools and
techniques of the Confirm Elicitation Results process.
[Analysis]
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6. D - A use case diagram is a scope model that shows all
the in-scope use cases for a solution. Creating use case
diagrams involves identifying a list of both the users of the
solution and the possible scenarios of how each user will
use the solution.
[Analysis]
7. B - Job analysis is conducted during the Conduct
Stakeholder Analysis process. Once this analysis is
complete, the results are then documented in the
stakeholder register.
[Planning]
8. C - This is an example of a transition requirement.
Transition requirements describe temporary capabilities,
such as data conversion and training requirements; and
operational changes needed to transition from the current
state to the future state.
Assessment]
9. D - Nonfunctional characteristics of a solution are
evaluated with measurements. For example, performance
standards in service-level-agreements can be measured for
actual compliance. On the other hand, acceptance testing
is used to evaluate the functional characteristics of a
solution.
[Evaluation]
10. C - A Product portfolio matrix, also known as a
the market share of the organization.
[Evaluation]
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11. B - Observation is an elicitation technique that
provides a direct way of obtaining information about how
a process is performed. Observation can help uncover
information that stakeholders are not able or willing to
provide. The main drawback of the technique is that
people may act differently when they are being observed.
The other choices are not generic disadvantages of this
technique.
[Analysis]
12. A - In quality management, customer needs and
requirements are also known as voice of the customer
(VOC). [PMBOK® Guide 6th edition, Page 145] [Needs
Assessment]
13. B - Evaluating the current capabilities of the
organization is a significant focus during a current state
assessment. Identifying the problems and opportunities
are the focus of the Identify Problem or Opportunity
process, while the business case is put together during the
Assemble Business Case process.
Assessment]
14. B - Project champions are the stakeholders who assist
the project team in building excitement and support for
the project. In order to identify them, you need to find out
the positive stakeholders who support the project the
most.
[Planning]
15. A - DEEP stands for: Detailed, estimated, emergent,
and prioritized. DEEP describes the characteristics that a
product backlog needs to demonstrate to be considered
well-refined.
[Analysis]
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16. C - Prototyping is a method of obtaining early
feedback on requirements by providing a model of the
expected solution before building it.
Assessment]
17. C - An entity relationship diagram is a business
analysis model that shows the business data objects or
pieces of information of interest and the relationships
between those objects, including the cardinality of those
relationships. None of the other choices are the tools that
can supply this information at this level.
[Analysis]
18. A - This is an example of a context diagram. A
context diagram defines the boundary between the system
and its environment. This diagram is a high-level view of
a system. The context diagram is an example of a scope
model. In this case, the context diagram is showing the
scope of the project. [PMBOK® Guide, 6th edition, Page
146] [Planning]
19. B - Some of the benefits and value of the solution may
seem to be intangible, and therefore, not possible to
measure. For intangible benefits, it may be necessary to
define measurements that provide indirect evidence that
the benefits have been achieved.
[Evaluation]
20. C - A point of diminishing returns is the point where
additional value that could be obtained from a solution
that value. If you can substantiate your analysis, you can
demonstrate that the “nice-to-have” supporting
requirements should not be developed and the remaining
funds need to be allocated to other higher-priority
projects.
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[Evaluation]
21. B - The team should consider making work visible
using Kanban boards and experimenting with limits for
the various areas of the work process in order to improve
flow.
[Planning]
22. C - Estimation poker is a collaborative relative
estimation technique in which there is an agreed-upon
scale used for the relative estimates. Each person
participating in estimating poker is given a series of cards
with the agreed-upon scale.
[Planning]
23. C - Cause-and-effect diagrams, also called Ishikawa
diagrams, illustrate how various factors might be linked to
potential problems or effects. [PMBOK® Guide 6th
24. D - Variances assess the magnitude of variation from
the original cost baseline. The percentage range of
acceptable variances will tend to decrease as more work is
accomplished and the project nears completion.
Monitoring]
25. A - The level of detail you are looking for is usually
planned and documented in the business analysis plan.
You need to review the solution evaluation process in the
[Planning]
26. A - The Internal Rate of Return (IRR) gives the
considering the time value of money. On the other hand,
the NPV (net present value) of an investment is the
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difference between the present value of cash inflows and
the present value of cash outflows over a period of time
considering the time value of money. Payback period
(PBP) is the time needed to recover an investment. Return
on Investment (ROI) is the percentage return on an initial
investment. Both PBP and ROI do not consider time value
of money.
Assessment]
27. B - User stories are short, textual descriptions of
required functionality often developed during a
requirements gathering workshop. The rest of the choices
are graphical formats. [PMBOK® Guide 6th edition, Page
28. B - Prototypes are working models of the expected
product before actually building it. The tangible nature of
prototypes allows users to experiment with a model of
their final product early in the project life cycle and to
generate clear feedback. Interviews, questionnaires and
surveys were unlikely to help in this case since the users
were struggling to define their requirements. [PMBOK®
29. A - User stories are progressively elaborated via
backlog refinement sessions.
[Analysis]
30. C - Technical debt refers to the deferred cost of work
not done at an earlier point in the product life cycle. This
is sunk cost and cannot be recovered. However, the team
must ensure that the current product backlog is updated
with current organizational priorities.
[Planning]
31. A - It must be noted that the project manager is
responding to the project sponsor in order to defend a
position. The sponsor is asking for the difference between
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the two documents. The best response should not only
clarify the difference between the two, it should also make
some business sense. All of the statements are technically
correct, but having a stakeholder engagement strategy to
ensure success makes more business sense. [PMBOK®
32. C - Verification is the process of reviewing the
requirements and other product information for errors,
conflicts, and adherence to quality standards. Verification
also involves evaluating whether requirements and other
product information complies with a regulation,
specification, or imposed condition. On the other hand,
Validate Requirements is the process of checking that the
requirements meet business goals and objectives. The key
benefit of this process is that it minimizes the risk of
missing stakeholder expectations or delivering the wrong
solution.
[Analysis]
33. B - Delphi is a consensus-building method that
consolidates anonymous input from subject matter experts
(SMEs) using rounds of voting. This method reduces peer
pressure or groupthink in the validation process and
avoids having the team give in to a voice of authority with
which they might disagree.
[Analysis]
34. C - The Internal Rate of Return (IRR) gives the
considering the time value of money. The IRR value
signifies the discount rate at which the net present value
of all cash flows will equal zero. Since at 10% discount
rate the NPV is zero, the project’s IRR is 10%.
Assessment]
35. D - Proxy performance data could include
measurements that describe the effectiveness or quality of
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the product, such as the average duration of a task while
using the product, response time for solutions involving
software, or counts of errors made while performing a
task.
[Evaluation]
36. C - The manager requested the team to divide the
work packages into more manageable components for
estimating the resources. The Define Activities process is
used to divide the work packages into more manageable
activities for estimating, scheduling, and executing the
project work. Decomposition is the technique used during
this process to divide the work packages into activities.
37. C - Since this is an elicitation event, the business
analyst is in the right position to facilitate the event. The
confusion of the stakeholders implies that they were
surprised with the expectation from them. This could have
been avoided if these stakeholders would have been
consulted in advance, so they were more aware of the
agenda, objectives, and the expectations.
[Analysis]
38. D - The budget of the project must be irrelevant to the
design of the traceability process. The rest of the choices
are all valid considerations for designing an effective
traceability process.
39. B - Projects help in achieving organizational goals
whey they are aligned with the organization’s strategy. If
the projects are misaligned with the organizational
strategic goals, they are most likely to produce
undesirable results either in the short-term or the long-
term. NPV and IRR calculations are great measures,
however, these are not applicable since these projects will
not contribute to any of the revenue streams. Investment
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requirement is important but is useless on the projects that
are not aligned with the strategic goals of the
organization. [PMBOK® Guide 6th edition, Pages 34, 35]
[Needs Assessment]
40. A - Determine Elicitation Approach is the process of
thinking through how elicitation activities will be
conducted, which stakeholders will be involved, which
techniques may be used, and the order in which the
elicitation activities are best performed.
[Planning]
41. D - A measure of quality, in the absence of standards
or in addition to them, at a basic level, includes evaluating
the information for the 3Cs: correct, complete, and
consistent.
[Analysis]
42. C - Questionnaires and surveys are written sets of
questions designed to quickly accumulate information
from a large number of respondents. The rest of the
techniques will demand a lot of time to gather feedback
from 500 employees.
[Analysis]
43. B - Conflict is inevitable in a project environment.
The other statements are incorrect. [PMBOK® Guide 6th
44. B - You must conduct thorough acceptance testing
with the client. However, prior to do that, you must ensure
that the newly added functionality has not impacted the
existing functionality of the product. As the next step, you
need to conduct regression testing.
[Analysis]
45. D - In adaptive life cycles, the requirements are
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boxed periods of work. This approach is often used to
deliver incremental value to the customer. [PMBOK®
46. B - Although Agile approaches are change friendly,
this does not mean that the changes do not need to be
controlled. The uncontrolled expansion of a product or
project scope without adjustments to time, cost, and
resources is known as scope creep.
[Analysis]
47. C - Rolling Wave Planning is an iterative planning
technique in which the work to be accomplished in the
near term is planned in detail, while the work in the future
is planned at a higher level.
[Planning]
48. D - The business analyst is correct: business analysis
planning is iterative and much of the information will not
be known or uncovered until the elicitation work is
underway.
[Planning]
49. B - Cause and Effect diagrams are also called
Ishikawa diagrams. [PMBOK® Guide 6th edition, Page
293] [Analysis]
50. A - The problem at hand is that there is no agreed and
documented sales pipeline management process. In order
to resolve this problem, you need to call a stakeholder
workshop to define and agree on the sales pipeline
process flow.
Assessment]
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PMI-PBA MOCK EXAM
(LITE) - 8
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
software development project. As your first deliverable,
you need to submit your business analysis plan for
approval. You have identified your business analysis
activities and now have to estimate expected durations and
cost. Which of the following techniques can be used for
the estimation of duration and cost for your business
analysis activities using historical data from similar
projects?
A. Analogous estimation
B. Bottom-up estimation
C. Top-down estimation
D. Linear estimation
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2. A project team is currently investigating an issue on
your project. The team wants to setup a visual
management tool to track and monitor the work in
progress and to understand scheduling demands of the
project. Which of the following tools will you recommend
to be used?
A. Fishbone diagram
B. Kanban board
C. WBS
D. Product backlog
3. Your project sponsor has asked you to establish a

digitized workflow to facilitate requirements review and
approval process on your project. Which of the following
tools should you deploy to meet this request?
A. Kanban board
B. Kano model
C. Requirements management tool
D. MoSCoW model
4. Your organization wants to implement a new workflow

management system. You can either have this system
developed in-house (option A) or you can acquire this
from a vendor (option B). Option A has an NPV of
$100,000 and a payback period of five years, while the
option B has an NPV of $85,000 and a payback period of
two years. If the management’s risk tolerance is low,
which option will you select?
A. Option B since the payback period is two years
B. Option A since the payback period is five years
C. Option A since the NPV is $100,000
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D. Option B since the NPV is $85,000
5. Which of the following graphical tools shows a team’s

progress by showing the number of story points remaining
in the project?
A. Sensitivity diagram
B. Fishbone diagram
C. Waterfall chart
D. Release burndown chart
6. Recently one of the strategic organizational projects

was declared unsuccessful. You have been asked to
conduct an investigation of this and uncover the root cause
behind the failure. You find out that the key driver for
failure was scope creep. Which of the following could be
the root cause behind the scope creep?
A. The product team did not track the project using a
traceability matrix.
B. The product team used an adaptive project

lifecycle.
C. The product team was behind the project schedule.
D. The product team did not receive adequate funding

for the project.
7. You are considering using brainstorming technique for

an upcoming elicitation workshop. What could be a major
reason behind this consideration?
A. Validating the business case.
B. Developing a project’s cost estimates.
C. Identifying the project’s critical path.
D. Identifying high-level business requirements.
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8. You are in charge of a troubled project. The project
includes producing widgets for your customer. You
collected production data to help identify the causes of
defects in the overall process. Which technique should you
use to analyze this data to determine the main source of
defects?
A. Statistical sampling
B. Kaizen
C. Fishbone diagram
D. Defect repair review
9. You are developing a business analysis guide for a

client organization to help it standardize its business
analysis processes and methods. Once the stakeholders on
a project have been identified, especially on large projects,
the next step is to group these stakeholders. All of the
following are acceptable ways to group project
stakeholders EXCEPT:
A. Grouping by project scope
B. Grouping by location
C. Grouping by interest
D. Grouping by authority
10. Your organization is considering investing in an ERP

solution. It will take two years to build the system using
in-house resources. The total upfront cost is $1,000,000. It
is expected that if the solution is implemented, it will
decrease the operational costs by $100,000 by the end of
each operational year. The system is expected to be in
operation for at least 15 years. What is the payback period
of the investment?
A. 15 years
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B. 12 years
C. 10 years
D. 2 years
11. You are conducting Solution Evaluation for a recently

released security management system for your
organization. Some of the benchmarking information
needed to evaluate the system is critical for the Solution
Evaluation but is not useable by the system itself. What is
the disadvantage of obtaining this additional information?
A. Diminishing returns
B. Additional cost
C. Scope creep
D. Waste of time
12. You are a lead business analyst on an enterprise

system migration project. The project manager has asked
you to collect and document product requirements and
share with the technology vendor after validation from the
stakeholders. Which of the following is not a suitable way
to express the product requirements?
A. Burndown chart
B. Use cases
C. Requirement statements
D. User stories
13. A traceability matrix connects or traces links between

items. A business analyst can repurpose the traceability
matrix to analyze models to ensure that they are complete.
All the following are valid applications of a traceability
matrix EXCEPT:
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A. Comparing the business problems to the identified
root causes.
B. Comparing the transitions in state tables or state

diagrams to process flows.
C. Comparing the system interface tables to systems in

an ecosystem map.
D. Comparing the data items in the data flow diagram

to objects in an entity relationship diagram.
14. You are helping an organization mature its business

analysis processes. The organization has a history of
reacting to business problems as they come rather than
defining a strategy and initiating projects based on the
strategy. Which of the following business analysis
processes first provide assurance that new initiatives are
aligned with organizational strategy?
A. Needs Assessment processes
B. Analysis processes
C. Elicitation processes
D. Solution Evaluation processes
15. The banks in the Ukraine have raised the annual

interest rates sharply to 30 percent. You have the option to
invest your money either in Ukrainian banks or to build a
small factory for a client. The total cost of building the
factory will be $12 million but it will spread evenly over
one year ($1 million payable by the end of each month for
the next 12 months). The client will make a payment of
$3.9 million at the end of each quarter from the start of
the project. Which of the following is the best option (if
you are only considering the return on investment)?
A. Invest the money in the bank for a year
B. Both options offer the same payoff
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C. Build the factory for the client
D. Information given is insufficient to determine the

best option
16. Procurement statement of work (SOW) is a narrative

description of the products or services to be delivered by
the vendor. It usually references all the following except:
A. Performance requirements
B. The business case
C. Product specifications
D. Work location
17. You have just taken over the reins of a troubled

project that is required to automate a complex
organizational workflow. The business analyst on the
project defined the current-state and the future-state
process maps and documented the functional and non-
functional requirements. The technical architect on the
project was happy with these and used these as inputs to
the system architecture design blueprint. However, once
these artefacts were shared with the developers you got a
strong pushback in regards to completeness and accuracy
of the project scope and requirements. This led to multiple
revisions to the requirements and change of requirements
management approaches which further exacerbated the
situation. The developers don’t seem confident that the
documented requirements reflect true business
requirements and collectively define the project scope.
In order to get to the root cause of this problem, what
should you look for first?
A. Identify what ground rules and team agreements
have been defined for this project.
B. Find out if an approved scope management plan

exists that was socialised and agreed by all key
stakeholders.
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C. Investigate the team qualification and skills and
identify where the team communications channels
are being compromised.
D. Look for the approved WBS and identify gaps

between the WBS and documented functional and
non-functional requirements.
18. A steadily declining burndown chart indicates that?

A. The velocity is increasing.
B. The velocity is zero.
C. The velocity is decreasing.
D. The velocity is constant.
19. You are leading the business analysis activities for an

ERP implementation project. This is a major project that
is expected to take two years to complete. You have
recently circulated your project’s situation statement to
the key stakeholders. To your surprise, the project
stakeholders look confused and seem to have different
ideas of the situation. What risk will get introduced if this
issue is not handled at this stage and project work
progresses?
A. A wrong solution might be identified.
B. A predictive project life cycle cannot be selected.
C. The maintenance cost will be impacted.
D. The project would need to be outsourced.
20. You are leading business analysis activities on a

process automation project. In order to define the
stakeholder engagement and communication approach,
you need to understand the stakeholders needs and
requirements. You can utilize several elicitation
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techniques to determine stakeholder engagement and
communication approach EXCEPT:
A. Brainstorming
C. Interviews
D. Persona analysis
21. Your project has been randomly selected to be audited

by the assurance department. They are asking you to show
the linkage of all product features to the organizational
strategy and priorities. Which of the following models
should you develop for the assurance department to meet
this requirement?
A. Data Flow Diagram
B. Report Table
C. Display-action-response model
D. Goal model and business objectives Model
22. You are managing a project that is required to identify

and document the value chain of your organization. The
deliverable will be a set of activities that the organization
is operating in order to deliver a valuable product or
service to its customers. An organization’s value chain can
be represented by a special type of flowchart called
SIPOC. SIPOC stands for:
A. Superior service, inferior service, peak hour
service, optimized service, and client service
B. Suppliers, inputs, process, outputs, and customers
C. Simple, intellectual, procedural, optimal coding
D. Sample, information, practice, organization, and

control
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23. Your organization is a regional water distribution
company. So far, the organization has enjoyed a
monopoly. The new managing director wants the business
to get into the bottled water market. Since there are a
number of players already in the bottled water market, the
organization’s current sales and marketing processes and
procedures might not be fit for the new competition. In
order to compare the organization’s current processes with
that of the competitors’, you need to utilize which of the
following techniques?
A. PEST analysis
B. SWOT analysis
C. Benchmarking
D. Digitization
24. You are wrapping up a requirements elicitation

workshop and gathering the notes, sketches, diagrams,
and models developed during the workshop. These notes
and artifacts are:
A. Formally documented confirmed elicitation results
B. Informally documented confirmed elicitation

results
C. Formally documented unconfirmed elicitation

results
D. Informally documented unconfirmed elicitation

results

elicitation workshops for your product and documented
all user requirements as epics. When you presented these
epics to the product team, they were concerned about the
sizes of the epics as most of the epics required more than
one iteration for development. You call a team meeting
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and slice the stories in collaboration with the product
team. What should you do next?
A. Increase the sprint size to accommodate all epics.
B. Reduce the scope from the epics to deliver a

minimum viable product (MVP).
C. Revert to traditional project delivery methods.
D. Add the sliced stories to the product backlog.
26. Kate has been asked to conduct the feasibility of a

new CRM system. So far, the business has been relying
on its traditional manual customer relationship
management processes, but now it is struggling to keep up
with the competition. In this scenario, the business’
requirement of acquiring a state-of-the-art CRM system to
boost its customer relations management capabilities is an
example of:
A. Non-functional requirements
B. Project requirements
C. Functional requirements
D. Business requirements
27. You are preparing a presentation pack for a board

meeting. The primary focus of your presentation is to
demonstrate the business analysis work completed on the
project so far. You would like to have a couple of
colleagues peer view your presentation, but you don’t
have the luxury of time to conduct a formal peer review.
Considering the time limitation, which of the following is
recommended?
A. Walkthrough
B. Skipping the peer review
C. Peer desk check
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D. Inspection
28. You have been appointed as the product owner for a

new ERP solution for your organization. Your
organization is a leading financial institution in your
country and the environment is highly regulated. On this
project, you would like to maintain an audit trail and
version control for all product requirements. Which of the
following tools should you consider to facilitate this
objective?
B. Kanban board
D. Feature model
29. You are developing the business analysis plan for a

complex ERP system development project. You have a
small team of business analysts that will be conducting
the business analysis activities. For each business analysis
activity, the team needs to consult a different group of
stakeholders and all elicited requirements need to be
approved by different stakeholder groups. To summarize
all this complexity in a simple model, you should use a:
A. RACI chart
B. Pareto diagram
C. Stakeholder engagement assessment
D. Stakeholder register
30. The requirements elicitation team has generated a

large number of ideas during sessions to gather product
and project requirements. Which of the following
techniques is best suited to sorting these ideas into groups
for review and analysis?
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A. Brainstorming
B. Control chart
C. Venn diagram
D. Affinity diagram
31. Regardless of the type, complexity and nature of a

project, all projects may benefit from application of some
golden project management principles. For example, the
following action decreases the risk of a project failing to
meet its goals and objectives:
A. Acquiring more than required resources
B. Fast-tacking the project schedule to finish the

project before deadline
C. Discouraging changes to the initial project scope
D. Active management of stakeholders
32. You and your Agile team are currently analyzing your
project’s backlog. You want to identify the stories that
have historically delighted the users but now have become
their basic requirements. What would be your
development approach for these basic items?
A. Prioritize these after the current delighters.
B. Seek additional budget for the development of

these items.
C. Prioritize their development.
D. Do not develop these items.
33. You are managing a complex project. The team has

been struggling with the detailed requirements gathering
process as the stakeholders are unsure about their true
requirements. You requested to manage this project using
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an Agile approach but the request was turned down by the
program manager. Instead, she advised that you use
Rolling Wave Planning on the project. When is Rolling
Wave Planning useful in a project?
A. You should use Rolling Wave Planning to help you
organize team members’ activities within a large
project group.
B. You should use Rolling Wave Planning to

determine the correct sequencing for long-term
items.
C. You should use Rolling Wave Planning to help you

achieve the appropriate level of detail in each work
package at the right time.
D. You should use Rolling Wave Planning to help you

determine which activities are more important and
to do them first.
34. You have developed a use case diagram for your

system that shows all the in-scope use cases for the
system. You have also visually documented the steps or
tasks that people perform in their jobs pertaining to each
of the identified use cases. You now want to develop
textual descriptions of these interactions and steps. Which
of the following models should you develop next?
A. Use Case
B. Dataflow Diagram
C. Context Diagram
D. Data Dictionary
35. Your project has a big list of stakeholders. After

analyzing your stakeholders, you have a mix of
supporting and non-supporting stakeholders. Stakeholders
who are positive about the project and who assist the
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project team in building excitement and support for the
project are known as:
A. Scrum masters
B. Project champions
C. Agile gurus
D. Black belts
36. You have just been advised by the project sponsor that
the new student management system your project team is
developing must be available 24x7 and must be able to
handle up to 500 concurrent connections at any given
point in time. This is an example of:
B. Transition requirement
C. Functional requirement
37. The on-demand scheduling approach used in agile

environments is based on the theory-of-constraints and
pull-based scheduling concepts from lean manufacturing
to limit a team’s work in progress. This is also called:
A. 5S
B. Kanban
C. Gemba
D. Andon

system upgrade project and are currently analyzing the
future-state with some subject matter experts. Some of the
SMEs, due to their senior positions in the organization,
appear to be driving all the requirements-related
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decisions. Which of the following techniques can help
you overcome this problem and obtain quality feedback
from all SMEs?
A. Fishbone
B. Weighted Ranking
C. 80/20 Rule
D. Delphi
39. Due to a major generator failure, several pieces of

manufacturing equipment have been damaged. You
formed a small investigation team that has just completed
a detailed root cause analysis of the situation. You
developed a Kano diagram to communicate the results of
the completed root cause analysis. What is the main
disadvantage with this approach?
A. A Kano diagram presents the analysis of product
features from the viewpoint of the customer but
does not focus on reported issues and defects.
B. A Kano diagram presents the analysis of product

issues from the viewpoint of the customer but does
not focus on product features.
C. A Kano diagram presents the analysis of product

features from the viewpoint of the seller but does
not focus on reported issues and defects.
D. A Kano diagram presents the analysis of product

issues from the viewpoint of the seller but does not
focus on product features.
40. You are planning and scheduling your business

analysis activities throughout the project lifecycle. The
team has selected the business analysis artifacts required
for the development. When should you schedule the
development of a feature model during the project
lifecycle?
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A. Beginning of a project
B. Halfway through a project
C. End of the project
D. Handover of the project
41. Shortly after the release of a new product, several

customer issues have been reported. You have analyzed
these issues and grouped them into related categories. You
are presenting these results to the senior leadership team
as a histogram. The leadership team is happy with your
analysis but has asked you to sort the histogram by
frequency of occurrence in a descending order. You
decide to construct a Pareto chart to meet this
requirement. To transition from a histogram to a Pareto
chart you need to:
A. Collect the frequency of occurrence data.
B. Transform the histogram into a line chart.
C. Sort the histogram by cost data.
D. Sort the histogram by frequency of occurrence and

add a line chart.
42. Your product backlog contains some conflicting

requirements. Which of the following techniques can you
use to validate these requirements by obtaining SMEs’
consensus using rounds of voting?
A. Retrospectives
B. Delphi
C. Backlog grooming
D. Affinity diagram
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43. You are automating a warehouse stock replenishment
and reordering system. The reorder quantity and the
selection of the supplier depend upon several variables.
You have collected all the rules that define this logic.
Which of the following models should you develop next
to document this logic?
A. Data Dictionary
B. Report Table
C. Decision Table
D. Process Flows
44. You are analyzing a complex workflow that involves

some data elements to change state at various steps during
the workflow. You want to ensure that you have
considered all the relevant business rules involved at each
transition state. Which of the following tools can help you
conduct this analysis?
A. Root cause analysis
B. State table
C. Use case diagram
D. Ecosystem map
45. Which of the following is an elicitation technique that

encourages team participation and enhances engagement?
A. Kano model
B. Product box
C. Box plot
D. Traceability matrix
46. Agile teams are not only quick in adopting changes

but are also quick in learning from their mistakes and
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improving their performance. Which of the following is
an Agile improvement technique that allows the team to
evaluate its past performance on a regular basis?
A. Kanban
B. Retrospectives
C. RACI analysis
D. Planning Poker
47. You and your Agile team are currently making team
commitments regarding what features will be progressed
or completed prior to the next stand-up. Which meeting is
this?
A. Backlog grooming
B. Sprint retrospective
C. Daily meeting
48. You have a great product idea that could immensely

benefit your organization. When you presented this idea to
the senior leadership, you were appreciated for coming up
with this idea. However, you were asked to explore this
further and analyze the feasibility as well as establish the
validity of the benefits that will be delivered through this
product. What should you do first?
A. Develop a business case.
B. Establish the product backlog.
C. Create the scope statement.
D. Create the project’s WBS.
49. You are the lead business analyst on a migration

project. The scope of the project involves identifying all
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business applications that are currently hosted on-site and
migrate them over to a private cloud offered by a leading
vendor. Since the expected number of project stakeholders
is high, you will be relying on multiple techniques to
identify all impacted stakeholders. Which of the following
is NOT a technique that is used for stakeholder
identification?
A. Brainstorming
B. Interviews
C. Organizational charts
D. Five-whys analysis
50. An Agile team benefits from traditional project

management approaches such as lessons learned
gathering, analysis and documentation; and Lean
approaches such as Kaizen (continuous improvement)
during:
A. Team chartering
B. Retrospectives
C. User stories documentation
D. Backlog grooming
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1. A - Analogous estimation is a technique for estimating
the duration or cost of an activity or portfolio component,
program, or project using historical data from an item
having similar characteristics.
[Analysis]
2. B - Kanban boards are visual management tools that
help manage the flow of the project work and scheduling
demands. None of the other choices are visual
management tools. [PMBOK® Guide 6th edition, page
117] [Traceability & Monitoring]
3. C - Requirements management tools allow
4. A - If you disregard the risk, option A is more
favorable as it has a higher NPV. However, since the
management’s risk tolerance is low, option B must be
selected as its payback period is shorter.
Assessment]
5. D - A release burndown chart shows a team’s progress
by showing the number of story points remaining in the
project. The vertical axis shows the number of story points
remaining and the iterations are shown across the
horizontal axis.
[Analysis]
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6. A - A traceability matrix is a grid that links product
product life cycles. Establishing these links manages scope
creep by ensuring that only relevant product information is
incorporated into the solution. All the rest of the choices
are irrelevant to the problem at hand.
7. D - Since this is an elicitation workshop, the goal can
be nothing but eliciting product requirements. Developing
the cost estimates and identifying the critical path is the
job of the project manager. Further brainstorming cannot
be used to validate a business case.
[Analysis]
8. C - Cause-and-effect diagrams, also known as fishbone
diagrams, why-why diagrams, or Ishikawa diagrams,
break down the causes of the problem statement into
discrete branches, helping to identify the main or root
cause of the problem. [PMBOK® Guide 6th edition, Page
9. A - Stakeholders should be grouped based on their
characteristics. Stakeholder groupings can be structured by
similar interests, common needs, level of importance, by
roles, motivations, complexity level, location or many
other stakeholder qualities. Grouping by project scope
doesn’t make any sense.
116] [Planning]
10. B - The payback period is the time needed to recover
an investment. For this scenario, the payback period is 12
years; 2 years of development time + 10 years to recover
the initial investment.
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Assessment]
11. B - If the information is critical for Solution
Evaluation, this need to be obtained. There might be some
cost disadvantages there but this cannot be ignored. All
other options are irrelevant.
[Evaluation]
12. A - A burndown chart is a graphical representation of
work left to do versus time. This cannot be used to
document product requirements. The rest of the choices
are all acceptable forms of requirements documentation.
13. A - Comparing the business problems to the identified
root causes is carried out during a typical root cause
analysis and the results are typically displayed on a
fishbone diagram. A traceability matrix is generally not
suitable for this exercise. All the rest of the choices are
valid examples of the use of a traceability matrix.
[Analysis]
14. A - Needs Assessment processes guide the investment
decisions made by organizations. Processes from the
Needs Assessment knowledge area are used to ensure that
new initiatives align with organizational strategy.
Assessment]
15. A - In this scenario you are considering investing your
money in the bank or building a factory. Since all
transactions are not happening at the same point in time,
we need to discount the cash flows and then determine the
return on investment. Since the bank is offering a 30%
annual interest rate (the opportunity cost if you decide to
build the factory), you need to discount all the cash flows
for the factory project by 2.5% (30% / 12) on a monthly
basis. The discount formula is: Present Value (PV) =
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Future Value / (1 + interest rate)^period. Let’s use this
formula to determine the net present value of all cash
outflows: Month 1: PV = 1,000,000/(1+2.5%)^1 =
975,610 Month 2: PV = 1,000,000/(1+2.5%)^2 = 951,814
Month 3: PV = 1,000,000/(1+2.5%)^3 = 928,599 Month
4: PV = 1,000,000/(1+2.5%)^4 = 905,951 Month 5: PV =
1,000,000/(1+2.5%)^5 = 883,854 Month 6: PV =
1,000,000/(1+2.5%)^6 = 862,297 Month 7: PV =
1,000,000/(1+2.5%)^7 = 841,265 Month 8: PV =
1,000,000/(1+2.5%)^8 = 820,747 Month 9: PV =
1,000,000/(1+2.5%)^9 = 800,728 Month 10: PV =
1,000,000/(1+2.5%)^10 = 781,198 Month 11: PV =
1,000,000/(1+2.5%)^11 = 762,145 Month 12: PV =
1,000,000/(1+2.5%)^12 = 743,556 Adding these up we
get the total PV of outflows = 10,257,765 Now let’s
calculate the PV of all inflows using the same formula:
Quarter 1: PV = 3,900,000/(1+2.5%)^3 = 3,621,538
Quarter 2: PV = 3,900,000/(1+2.5%)^6 = 3,362,958
Quarter 3: PV = 3,900,000/(1+2.5%)^9 = 3,122,841
Quarter 4: PV = 3,900,000/(1+2.5%)^12 = 2,899,868
Adding these up we get the total PV of inflows =
13,007,204 The return on investment (today) =
(13,007,204 - 10,257,765)*100 / 10,257,765 = 27% Since
the bank is offering an annual 30% return on investment,
it is advisable not to undertake the project and leave the
money in the bank account. [PMBOK® Guide 6th edition,
Page 34, https://www.mathsisfun.com/money/net-present-
value.html] [Needs Assessment]
16. B - The procurement statement of work (SOW) does
not usually reference the business case. The business case
may contain cost sensitive information that may not be
made available to a wider audience. The rest of the
choices are valid components of a procurement statement
of work. [PMBOK® Guide 6th edition, Page 477] [Needs
Assessment]
17. B - A Scope Management Plan documents how the
project and product scope will be defined, validated, and
controlled. It appears that multiple requirements
management approaches have been tested on the project
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without proper change control. This leads to a basic
question; doest an agreed and approved scope
management plan exits? If the answer to this question is a
yes, then further investigations will be required to identify
the root cause of the problem. [PMBOK® Guide 6th
Edition, Page 134] [Planning]
18. D - A burndown chart shows a team’s progress by
showing the number of story points remaining in the
project. The vertical axis shows the number of story
points remaining and the iterations are shown across the
horizontal axis. A steadily declining burndown chart
indicates that the velocity is constant; the same number of
story points are being delivered in each project iteration.
[Planning]
19. A - If the situation statement is not properly
understood, or if the stakeholders have a different idea of
the situation, there is a risk that a wrong solution will be
identified. All other options are irrelevant to the issue
presented.
Assessment]
20. D - Persona analysis is a stakeholder analysis
technique that can help you understand the stakeholders,
their needs, and requirements better. However, this is not
an elicitation technique.
[Analysis]
21. D - A goal model and business objectives model are
scope models that organize and reflect the goals and
business objectives in relation to other product
information.
[Analysis]
22. B - SIPOC stands for Suppliers, inputs, process,
outputs, and customers. [PMBOK® Guide 6th edition,
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23. C - Benchmarking is a comparison technique used to
compare one set of practices, processes, and
measurements of results against another. This technique
provides a way to determine new capabilities by
conducting a comparison against benchmarking studies of
external organizations.
Assessment]
24. D - Unconfirmed elicitation results consist of the
information obtained from completed elicitation activities.
These results of elicitation activities may be documented
either formally or informally. Since you are gathering
notes and artifacts produced during the workshop, these
are considered as informally documented.
[Analysis]
25. D - Story slicing is a technique to split epics or user
stories from a higher level to a lower level. The reason to
split stories is that sometimes stories are too big to
construct in an iteration. Once the stories have been
sliced, these need to be added to the product backlog
where they will be prioritized for development.
[Planning]
26. D - Business requirements describe the higher-level
needs of the organization as a whole, such as the business
issues or opportunities. Other choices are much lower
level requirements. [PMBOK® Guide 6th edition, Page
148] [Analysis]
27. C - Skipping the peer review is not recommended.
The rest of the choices are all peer reviewing methods. A
peer desk check is an informal peer review completed by
one or more peers simultaneously to look over the
materials. The other two methods are more formal and
rigorous.
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[Analysis]
28. A - Requirements management tools allow
management.
29. A - A RACI model is a common type of responsibility
assignment matrix that uses Responsible, Accountable,
Consult, and Inform designation to define the involvement
of stakeholders in activities. The rest of the choices do not
have this capability.
[Planning]
30. D - The affinity diagram enables a large number of
ideas to be sorted into groups for further review and
analysis. It is a tool used in gathering of requirements.
[PMBOK® Guide 6th edition, Page 144] [Analysis]
31. D - Changes are inevitable. Acquiring more than
required resources will put a strain on the budget and
might compromise the project’s financial goals. Fast-
tracking always introduces risk to the project. However,
active management of stakeholders almost always
guarantees a decrease in project risk. [PMBOK® Guide
6th edition, Pages 504-506] [Analysis]
32. C - Basic features provide little satisfaction to
stakeholders, but, when missing from the end solution,
cause extreme dissatisfaction. These features need to be
prioritized for development.
[Planning]
33. C - Rolling Wave Planning is a technique used to
create a more detailed work plan while keeping the right
level of detail for each activity; activities happening
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sooner have more detail than those further in the future.
34. A - You have already identified the use cases and
developed a use case diagram. The next step is to
complete the definitions of each of the use cases.
[Analysis]
35. B - Project champions are the stakeholders who assist
the project team in building excitement and support for
the project.
[Planning]
36. A - These are examples of non-functional
requirements. A non-functional requirement describes the
environmental conditions or qualities required for the
product to be effective. Examples of non-functional
requirements include reliability, security, performance,
safety level of service.
Assessment]
37. B - The on-demand scheduling approach used in agile
environments is based on the theory-of-constraints and
pull-based scheduling concepts from lean manufacturing
to limit a team’s work in progress. This is also called
Kanban system. [PMBOK® Guide 6th edition, Page 177]
38. D - You want to solicit the feedback from the SMEs
anonymously to overcome the problem of some SMEs
overpowering the others. The Delphi technique is a
consensus-building method that consolidates anonymous
input from subject matter experts using rounds of voting.
[Analysis]
39. A - A Kano diagram is used to analyze a product’s
features from the viewpoint of the customer. It must be
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noted that a Kano diagram does not focus on the reported
issues and defects.
[Analysis]
40. A - Feature models are typically started at the
beginning of a project to show all the features that are in
scope for a project and is updated as additional features
are identified during elicitation and analysis.
[Analysis]
41. D - The leadership team has asked for a Pareto chart
which is a histogram that has been ordered by the
frequency of occurrence; that shows how many issues
were reported by each identified category. Since you
already have developed a histogram, this implies that you
already have the frequency of occurrence data.
[Analysis]
42. B - Delphi is a consensus-building method that
using rounds of voting.
[Analysis]
43. C - A decision table and decision tree are rule models
the decisions lead. Decision trees and tables are often used
to model business rules.
[Analysis]
44. B - State table and state diagrams are useful for
solutions involving workflows and can help with the
discovery of business rules that relate to an object moving
from one state to another. The rest of the tools will be
irrelevant to this analysis.
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[Analysis]
45. B - Product box is an elicitation technique that uses
important to the customer. None of the rest of the options
are elicitation techniques.
[Analysis]
46. B - In adaptive projects, retrospectives are meetings
that are scheduled on a regular basis or conducted when a
body of work is completed, such as the conclusion of an
iteration or at the end of a project phase. The purpose of a
retrospective is to task the project team with identifying
those areas where team performance can be improved.
[Planning]
47. C - During daily planning/stand-ups teams make,
assess, and revise their daily plans. During daily meetings,
teams constrain the planning horizon to be no further
away than the next day, when they will meet again. Daily
meetings are also used to make team commitments.
[Planning]
48. A - Clearly the senior leadership is asking you to
conduct a detailed feasibility study and assemble a
business case demonstrating the alignment with the
organizational strategy. The other choices will become
more important once the project is authorized.
Assessment]
49. D - Five-whys analysis is a root cause analysis
technique and not a stakeholder identification technique.
The rest of the choices are all valid examples of
stakeholder identification techniques.
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[Planning]
50. B - An Agile team benefits from traditional project
management approaches such as lessons learned
gathering, analysis and documentation; and Lean
approaches such as Kaizen (continuous improvement)
during retrospectives.
[Planning]
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PMI-PBA MOCK EXAM
(LITE) - 9
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
1. Your organization has recently adopted Agile practices
and all new internal projects are being managed using
Agile methods. If you want to compare the performance of
three projects, which of the following measures cannot be
used?
A. Actual cost
B. Velocity
C. SPI & CPI
D. Percent-completion
2. During the course of the project a conflict between

senior executives has arisen over project objectives and
priorities. You requested the project sponsor for
intervention but she has requested you instead to present
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her with available options. Assuming you haven’t carried
out any of the following options, what must you do next?
A. Carry out a fresh assessment of project priorities
and present it to the sponsor.
B. Ask the executives to submit their issues in writing.
C. Meet these executives and understand their

expectations.
D. Issue a change request to reassess project’s

feasibility.
3. A new business transformation team has been setup

and you have been appointed to lead this team. You need
to analyze the organization’s business needs, identify a
few opportunities and present these to the executive
leadership team for further action. You have identified a
few senior stakeholders who can help you identify
business improvement opportunities; however, these
stakeholders have extremely busy schedules and you can
only plan your activities according to their schedules.
Which of the following elicitation techniques should you
use in this context?
B. Interviews
D. Surveys
4. Agile teams generally use which of the following tools

to keep project stakeholders informed of the project’s
progress?
A. Flowcharts
B. Gantt charts
C. Sprint diagrams
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D. Burndown charts
5. Which of the following statements regarding

requirements management is correct for projects following
a predictive lifecycle?
A. Requirements validation ensures quality delivery in
conformance to standards and regulations.
B. Requirements should be approved after verification

and validation.
C. Requirements verification ensures delivery meeting

business needs and stakeholder requirements.
D. When requirements are approved, they are

automatically considered to be verified and
validated.
6. Your organization has recently launched a new online

payments platform and have received a number of
complaints. You have identified a number of underlying
causes and analyzed their impacts. Which of the following
management techniques can help you determine the set of
causes you need to address first?
A. PESTLE analysis
B. Kano analysis
C. 80/20 analysis
D. SWOT analysis
7. You have taken over a project as the lead business

analyst. The project is currently in the planning stage and
the outgoing business analyst has already developed a
detailed business analysis plan. During the review of the
business analysis plan, you find out that the selection of
elicitation techniques was based on the stakeholders’
comfort zone and preferences. What is your opinion about
this?
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A. You need to spend a considerable amount of time
correcting the business analysis plan.
B. The prior business analyst failed to do his job

properly.
C. This is an acceptable practice.
D. The business analysis plan is faulty.
8. You were reviewing the as-is and to-be process models

with your stakeholders when several business rules have
been identified by the stakeholders. Which of the
following models should you build next that would map
each identified rule to the related process step that
enforces the rule?
A. Business rules catalog
B. Product backlog
C. Feature model
D. Decision table
9. George is the business analyst on a system migration

project. The project schedule allowed two months for
concluding all elicitation activities. George is currently
struggling to meet this deadline. Although seventy percent
of elicitation work has been completed, requirements
elicitation for some of the most valuable features have not
been started yet. The project sponsor is not happy with the
way George has conducted his elicitation activities so far.
In your opinion, what was done wrong?
A. The project sponsor is an unreasonable person.
B. The project manager did not collaborate with

George.
C. George did not plan his elicitation activities.
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D. The project scheduler did not allow enough time
for elicitation.
10. All of the following are technical project management

skills EXCEPT?
A. Maximizing the business value of the project.
B. Project financial reporting and control.
C. Determining critical success factors for the project.
D. Developing project schedules.
11. Which of the following is a model user representing a

set of similar end users described with their goals,
motivations, and representative personal characterizes?
A. Plant
B. Guinea pig
C. Persona
D. Subject
12. You are analyzing a set of risks and their impacts. You
want to develop a model that will force you to consider
each combination of the risks and document an
appropriate mitigation strategy for each combination.
Which of the following models should you use?
A. Decision Tree
B. Risk Register
C. Decision Table
D. Work Breakdown Structure
13. Robert’s project is a high-priority project for his

organization. Project stakeholder engagement is crucial
for the project’s success. Robert needs to discuss the
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project stakeholder engagement levels with his project
team on a regular basis. Which of the following is the best
platform where Robert can review this with his team?
A. Phase gates
B. Kill points
C. Project status review meetings
D. Information management system
14. You have gathered all relevant product requirements

for your project. The next step is to get an assurance
review done by a working group to ensure that the product
requirements meets the needs of the customer and other
identified stakeholders. This review is an example of:
A. Verify requirements
B. Define future state
C. Validate requirements
D. Assess current state
15. Predictive projects often have formal change control

processes in place. On such projects, when are these
processes typically initiated if a change to product
requirements is requested?
A. Change control begins after requirements are
elicited.
B. Change control begins after requirements are

validated.
C. Change control begins after requirements are

approved.
D. Change control begins after requirements are

verified.
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16. There are several communication methods used to
share and distribute information to stakeholders, team
members, and management. Which of the following
communication methods is used when you notify the
public about environmental effects from your project after
implementation by posting reports on the project’s
website?
A. Pull communication
B. Interactive communication
C. Push communication
D. Informal communication
17. Your organization has recently initiated a data

migration project. You have been assigned as the business
analyst on the project. You need to agree and document
the decision-making process for all your business analysis
activities on the project. Where will the decision-making
process be documented?
A. The business case
B. The business analysis plan
C. The work breakdown structure
D. The risk register
18. You are currently planning elicitation activities to

understand and analyze the current state of a supply chain
process in your organization. This is a cross-functional
process and involves many stakeholders. What should be
your elicitation approach?
A. Plan a single day elicitation workshop.
B. Divide the process into multiple sub-processes and

arrange a workshop for each sub-process.
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C. Request the project sponsor to provide guidance
over the right approach.
D. Plan iterative elicitation cycles.
19. You are helping an organization improve and

standardize its business analysis methods, processes, tools
and techniques. You are also developing some key
templates that the organizational business analysts can use
on their projects to enhance consistency. Which of the
following artifacts documents how the business analysis
process will be performed?
A. Business analysis plan
B. Scope management plan
C. Business case
D. Project charter
20. A product team is developing an enterprise system

that has a huge product backlog with many features. The
product features now need to be grouped together and
depicted in a hierarchical structure to define the product
scope. Which of the following models should be
developed to depict the product scope?
A. Use Case
B. Feature Model
C. Data dictionary
D. Decision Tree
21. Assessing current state helps an organization

understand its business, data, processes and its
environment. This provides a starting point to determining
the organization’s future-state. Which of the following
statements regarding the Assess Current State process is
correct?
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A. Assess Current State is a process from the Initiating
Process Group.
B. Assess Current State is a process from the

Elicitation Knowledge Area.
C. Assess Current State is performed before the

Identify Problem or Opportunity process.
D. Assess Current State often occurs in conjunction

with Conduct Elicitation.
22. PMBOK® Guide offers a number of tools and

techniques for all the project management processes.
These tools and techniques must be carefully applied in
order to meet the objectives of any process. Which of the
following is not a tool or technique of the Plan
Stakeholder Engagement process?
A. Interpersonal skills
B. Decision-making
C. Expert judgment
D. Meetings
23. You are the business analyst for a CRM system design
and development project. The project stakeholders are
time constrained and you want to make best use of their
time in an upcoming elicitation event. Which of the
following would help you make best use of your
stakeholder’s time?
A. Share the agenda and elicitation materials with the
stakeholders and request some prework prior to the
event.
B. Assign one of the participants as the lead event

facilitator.
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C. Start the elicitation event with a well-defined
agenda and set the ground rules.
D. Let the participants determine the agenda during

the event.
24. Unlike financial measures such as IRR and NPV, the

primary disadvantage to the payback period is that it fails
to take into account the time value of money. Which of
the following financial measures eliminates this drawback
of the payback period calculation?
A. Adjusted Payback Period
B. Modified Payback Period
C. Discounted Payback Period
D. Time-valued Payback Period
25. A product team is developing a software using

adaptive methods. Since the product backlog is frequently
changing, you need a mechanism to ensure each new story
added to the backlog is aligned with the defined business
objectives and goals. What would you ask the team to test
at the time of introducing new stories to the backlog?
A. Forward traceability
B. Backward traceability
C. Regression traceability
D. Periodic traceability
26. You are managing an in-house ERP System

development project for an organization with over 5,000
employees. The project was initiated more than a year ago
but it is still in the planning stage. Although the high-level
project scope has been documented and approved, the
project is currently struggling with the elicitation and
documentation of detailed system requirements that are
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required by the developers to build and test the system. A
number of stakeholder workshops have been conducted in
the past to collect these detailed requirements but the
stakeholders seem to change their mind regarding the
design specifics on almost every occasion as they have no
prior experience of using such a system and are struggling
to specify requirements. How should you resolve this
issue?
A. Apply waterfall-based methods such as use cases to
capture and document system requirements.
B. Issue a change request and revise the project

schedule and cost baselines.
C. Apply Agile methods such as prototyping to help

users specify, clarify and validate system
requirements.
D. Engage an expert ERP Systems Analyst to help you

capture and document requirements.
27. A product has undergone a number of changes since

its inception. You are currently reviewing the product
backlog and ensuring that each user story has a
relationship to a product requirement, business goals, or
business objectives from which it originated. Which
technique should you apply?
A. SWOT analysis
B. Force field analysis
C. Backlog refinement
D. Backward traceability
28. Your team has been recently awarded a project to

develop an accounting system for a construction company.
In order to fulfil the contractual requirements, the team
has to follow a predictive lifecycle on this project. Which
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of the following scope analysis techniques can be
utilized?
A. Burndown chart
B. Retrospective
C. Story mapping
29. During an elicitation event, you find that some of the

participants are not clear about the problem the proposed
solution is looking to address. How should you address
this issue?
A. Adjourn the meeting and reschedule it once the
stakeholders are better prepared.
B. Tell the stakeholders that you will email them the

WBS after the meeting.
C. Walk the stakeholders through the situation

statement.
D. Ask the stakeholders to focus on the solution

instead of the problem.
30. You are leading business analysis activities for an

enterprise-level development project which is currently in
the requirements elicitation and analysis stage. You are
running a requirements elicitation workshop and find that
the stakeholders are struggling to specify their product
requirements in a level of detail required for development.
What should you do next?
A. Ask the stakeholder to study previous similar
projects and clearly articulate their requirements.
B. Capture the stakeholder requirements as user

stories.
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C. Engage a third-party facilitator or help the
stakeholders define their requirements.
D. Arrange a business analysis training for the

stakeholders.
31. A project team has recently initiated a complex

knowledge work project. Due to the complexity of the
project and unclear project scope, the team has decided to
apply adaptive project management techniques to manage
this project. One key characteristic of adaptive
lifecycles, such as the Agile approach for product
development, is that product features are developed using:
A. Squeezed periods of zero-error sprints
B. Time-boxed periods of work
C. Sandwiched periods of effort
D. Reverse engineered products
32. Your organization has successfully rolled out a new

human resource management system into the
organization. You have served as the business analyst on
this project. Now since the project is over, what should
you do with the project’s business analysis plan?
A. Discard it and recall all distributed copies.
B. Store it as an organizational process asset.
C. Include this in the project’s final report.
D. Update this to the lessons learned library.
33. You are working with stakeholders to define the

metrics that will later be used for evaluating the product’s
performance. Several metrics have been proposed that you
would like to prioritize. Which of the following
techniques you can use to prioritize these metrics?
A. INVEST
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B. MoSCoW
C. PERT
D. SWOT
34. You manage an airport construction project. Since

sophisticated technology and systems are involved, your
project procurements require significant lead times. Your
procurement specialist has recently proposed a new
procurements management process that will significantly
reduce these lead times and result in cost savings for the
project. Besides implementing this new process, what else
should you do?
A. Shut down the project warehouse
B. Resell your current inventory at the purchase price
C. Do not include the over-processing costs
D. Update the lessons-learned database
35. You are reviewing your product backlog and slicing

the user stories. As a result of this activity, which of the
following requirements relationship you should
immediately document with each sliced story?
B. Value dependency
D. Subsets
36. Joe has been managing a project for Exton Oil Corp.
This project involves redesigning filling stations across
the state. The redesign involves new gas pumps, security
cameras, convenience stores, and use of environmentally
friendly materials in the construction. While the
redesigning work proceeds, Joe’s design engineer
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suggests a secondary alarm system for gas pumps to alert
the attendant in case of a spill. Although this suggestion is
not in the project requirements, Joe is impressed with the
engineer’s recommendation. What should be the next step
for Joe with regard to the engineer’s suggestion?
A. Approve his recommendation and allocate
resources and funds
B. Initiate the formal change control process to find

the impact of his recommendation
C. Reject his recommendation as it requires additional

funding
D. Create an issue log to document the engineer‘s

suggestion for future use
37. Adam has just taken over a construction project. The

project is currently in the planning phase of the project
lifecycle. Adam’s next deliverable is to produce an
effective stakeholder engagement strategy. Which of the
following is the most important component of an effective
stakeholder engagement plan?
A. Construction know-how
B. Management style
C. Risk tolerance
D. Communications
38. ABC Co. is currently developing a business analysis

guide to help business analysts apply business analysis
tools and techniques consistently across all organizational
major CAPEX projects. On predictive projects, once the
business analyst drafts the business analysis plan and the
business analysis approach, what is the business analyst’s
next action item?
A. Commence the requirements elicitation process.
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B. Commence the development of the product
breakdown structure.
C. Review the business analysis plan with the key

stakeholders.
D. Review the business case with the project sponsor.
39. You are leading a requirement review and approval

workshop with some senior project stakeholders. During
the workshop, a conflict developed between the
stakeholders over some requirements. Which of the
following is a consensus-building technique you can use
to find common ground?
A. Definition of ready
B. Definition of done
C. Kanban board
D. Delphi technique
40. DynamicSoft is a new startup company. The CEO

believes that the organization would benefit from an ERP
implementation and digitization of all core processes.
Since this is a new organization, resistance to change is
minimum. The requirement for ERP implementation is a:
A. Business requirement
B. Solution requirement
D. Non-functional requirement
41. You have completed the elicitation activities for your

project. In your organization, at this stage, all analysts are
required to present their elicitation results to a review
committee and obtain a go/no go decision. At the
upcoming review meeting, you are required to present
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your elicitation results in a concise manner. Which of the
following is the best thing to do?
A. Develop models for the elicited information.
B. Present whatever elicitation results you have in

their current form.
C. Write a detailed report on elicitation activities and

outcomes.
D. Obtain reference letters from stakeholders.

software development project. To complete your business
analysis plan for the project, you need to quickly develop
your business analysis work plan and get it approved.
What is the first step in building the business analysis
work plan?
A. Designing the product requirements prioritization
method.
B. Identifying the deliverables that the business

analyst is responsible for producing.
C. Determining the requirements elicitation approach.
D. Eliciting the product requirements.
43. Which of the following processes will you perform to

supplement the user stories in your product backlog with
additional information from business stakeholders?
A. Story elaboration
B. Retrospective
C. Spike
D. Sprint planning
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44. You are the lead business analyst on a supply chain
management system implementation project in your
organization. The project sponsor tells you that the new
system must be available to all employees so that they
may submit their requisitions. All requisitions must be
approved by the line managers through the system. This is
an example of a:
B. Transition requirement
45. Which of the following processes should you perform

to check that requirements are of sufficient quality?
A. Verify requirements
B. Define future state
C. Assess current state
D. Validate requirements
46. You are conducting a workshop where you have

collected several business improvement ideas from the
stakeholders. Once all the ideas were collected, you put
these together in the form of an affinity diagram. What is
the benefit of this approach?
A. The affinity diagram will help identify the twenty
percent of the ideas contributing to the eighty
percent of the value.
B. The affinity diagram will sort all the ideas into

categories and sub-categories.
C. The affinity diagram will link all ideas to their

respective root causes.
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D. The affinity diagram will rank the ideas into their
respective priorities.
47. A project team has recently initiated a procurements

management system development project. The following
diagram was included in the project’s business case. The
diagram doesn’t document:
A. System actors
B. System interactions
C. System requirements
D. The project’s high-level scope
48. You want to develop a scope model for your product

that shows all the relevant systems, the relationships
between the systems, and any data objects passed between
them. Which of the following models should you
develop?
A. User Interface Flow
B. Decision Tree
C. Wireframe
D. Ecosystem Map

evaluation of a product one year after its release. The
product was expected to generate an IRR of 25%.
Reviewing the actual financial performance, you find out
that the product actual IRR is 30%. How would you
document this finding in your final report?
A. The product could not meet its target financial
performance.
B. The product exceeded its target financial

performance.
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C. The IRR value of 30% is misleading as you cannot
measure this at this stage.
D. The IRR value of 30% cannot demonstrate

financial performance.
50. A project requires an initial investment of $100,000

and returns $22,961 annually for the next six years (one
payment at the end of each year). At 5% discount rate, the
present value of all cash inflows is $116,542. What’s the
project’s payback period?
A. Four years
B. Three years
C. Five years
D. Six years
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1. B - Any measure can be used to compare performance
as long as the measure is used consistently on all projects.
There is no issue with actual cost as that will be absolute
values. Percent-completion, regardless of how that is
measured, can be used for comparison; i.e., which project
is near completion, etc. SPI and CPI are ratios and can be
used for comparison. However, velocity is relative.
Velocity is measured as story points are delivered per
iteration on average. Since there is no universal measure
for story points and different teams measure user stories
differently, similar effort user stories can have different
story points on two projects. Neither story points nor
velocity can be used for comparison.
[The PMI Guide to Business Analysis, pages 148, 213,
416] [Planning]
2. C - You should meet these executives and try to
understand their expectations prior to escalating this issue
to the sponsor. However, if this hasn’t been done yet, this
needs to be done next. [PMBOK® Guide 6th edition, page
523; PMI Code of Ethics and Professional Responsibility]
[Analysis]
3. B - A facilitated workshop might not be possible
because of the stakeholders’ schedule conflicts and
document analysis is irrelevant to this context. Surveys
and interview are two viable choices, however, interviews,
being face-to-face interactive sessions, will give you better
results in this situation.
Assessment]
4. D - A burndown chart is the most commonly used
project’s progress presentation tool used by Agile teams.
[Analysis]
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5. B - Approved requirements are requirements that are
verified and validated. This doesn’t mean that when
requirements are approved, they are automatically
considered to be verified and validated. The Select and
Approve Requirements process is performed after the
Verify Requirements and Validate Requirements
processes.
6. C - The 80/20 principle means that typically 80% of
problems can be related back to 20% of the causes.
Identifying the top 20% of the causes and addressing these
causes will approximately resolve 80% of your problems.
Assessment]
7. C - There are a number of factors to consider when
planning for elicitation. Selection of techniques that are
familiar to the business analyst and key stakeholders
involved is acceptable.
[Planning]
8. A - A business rule catalog maps each business rule to
the related processes or process steps that enforce the rule
or data models that apply the rules.
[Analysis]
9. C - What is clear from the scenario is that George did
not plan his elicitation activities, otherwise requirements
relating to the higher value features would have been
elicitated first. While the rest of the choices could be true,
the scenario does not provide any evidence that any of
these are true.
[Planning]
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10. A - Maximizing the business value of the project is an
important skill required of a project manager. However,
this is a business management skill and not considered a
technical project management skill. [PMBOK® Guide,
11. C - A persona defines an archetypical user of a
system, an example of the kind of person who would
interact with it. The idea is that if you want to design
effective software, then it needs to be designed for a
specific person.
[Planning]
12. C - A decision table and decision tree are rule models
that show a series of decisions or conditions and their
outcomes. Decision trees visually show the flow of
decisions or conditions. On the other hand, decision tables
are useful for ensuring that the business analyst has
considered all possible combinations of decision or
condition scenarios and related outcomes. This can also
be used to analyze the different combinations of risks as
mentioned in the question.
[Analysis]
13. C - The phase gates and the kill points are the project
reviews that are done at the closure of each phase of the
project. Managing stakeholder engagement levels should
be a continuous process that does not wait for a project
phase to complete. Information management systems can
be used for the exchange of project information, but
project status review meetings are interactive
communication sessions among the project team
members. A project status review meeting provides the
best platform to discuss the current engagement levels of
the project stakeholders. [PMBOK® Guide 6th edition,
14. C - Validate requirements is the process of checking
that the requirements meet business goals and objectives.
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Validation is the assurance that a product meets the needs
of the customer and other identified stakeholders.
[Analysis]
15. C - In predictive projects, change control typically
begins after the requirements are approved and not just
when these are just verified or validated.
16. A - Push communication is used to send information
to specific recipients who need to know. Push
communication is done using letters, faxes, memos, etc.
Pull communication is used for large volumes of
information. The methods for this type of communication
include internet sites and blogs. Since you want to notify
the general public about environmental effects by posting
reports on the project’s website, this is an example of pull
communication methods. [PMBOK® Guide 6th edition,
17. B - Throughout the business analysis process, there
are a number of decisions that need to be made before
work can commence. Once the team determines the
decision process, it is documented within the business
analysis plan.
[Planning]
18. D - Elicitation is highly cyclical. Even when
elicitation is being performed to understand a single
concept, such as the current state of an existing process,
the processes are iterated through multiple times to obtain
perspectives from different sources.
[Analysis]
19. A - A business analysis plan is created to document
how the business analysis process will be performed,
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including the plan decisions agreed to by the project team.
[Planning]
20. B - A feature model is a scope model that visually
or hierarchical structure.
[Analysis]
21. D - The Assess Current State process belongs to the
Needs Assessment Knowledge Area and the Defining and
Aligning Process Group. This process is performed after
the Identify Problem or Opportunity process. The correct
answer is: The Assess Current State process often occurs
in conjunction with Conduct Elicitation process.
[Needs Assessment]
22. A - ‘Interpersonal skills’ is not a tool or technique of
the Plan Stakeholder Engagement process. The rest of the
choice are valid tools or techniques. [PMBOK® Guide
23. A - As the business analyst, you need to set the
agenda and you need to facilitate the event. Starting the
event with a clear agenda and setting the ground rules is a
good practice, but if you want to maximize the value of
your stakeholder’s time, sharing the agenda and elicitation
materials with them prior to the event will be a great idea.
You may also request them to do some prework, for
example, investigate the current system, brainstorm some
requirements, or gather and bring some relevant material
to the workshop.
[Analysis]
24. C - The discounted payback period method removes
the primary disadvantage of the payback period method
by applying appropriate discount factors to each item in
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the cash flow stream. All other choices are made-up
terms.
[Planning]
25. B - Backward traceability is performed from the
26. C - You have a very specific issue at hand; the
stakeholders are struggling to specify their requirements
through workshops. In projects with such uncertainty,
Agile methods come in handy. Prototyping is used to elicit
and validate stakeholder needs through an iterative
process that creates a model for design of requirements.
[PMBOK® Guide 6th edition, page 133] [Planning]
27. D - Backward traceability is a technique that
establishes the relationship of a requirement to the scope,
business goals, or business objectives from which it
originated.
[Analysis]
28. D - Work Breakdown Structure (WBS) is a planning
technique for projects using a predictive lifecycle. WBS is
a hierarchical decomposition of the total scope of work.
Story mapping is a technique used for adaptive projects.
The other two choices are not scope analysis techniques.
[Planning]
29. C - Adjourning the meeting will be an extreme step.
Seems like the stakeholders have not read or properly
understood the situation statement. It is advisable to walk
them through the situation statement to set the context for
the meeting.
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[Analysis]
30. B - It is not uncommon for business stakeholders to
struggle in trying to articulate their requirements in detail
required for product development. Agile methods solve
this problem by allowing a business analyst to document
the stakeholders needs as user stories and work on
elaborating these stories later.
[Analysis]
31. B - In adaptive life cycles, the requirements are
boxed periods of work. [PMBOK® Guide 6th edition,
32. B - The outcome of business analysis activities will
give you your lessons learned but the business analysis
plan itself is not updated to the lessons learned library.
Recalling, discarding and including this in the project’s
final report do not make any sense. You need to store this
as an organizational process asset so that future project
and product teams may benefit from it.
[Planning]
33. B - Prioritization schemes such as MoSCoW can help
decide which metrics must, should, could, and won’t be
collected.
[Evaluation]
34. D - Sharing lessons learned information on mistakes,
innovations and outcomes from projects can have a
positive impact on your next project. The procurement
specialist came up with a cost- and time-saving technique
and this will prove to be valuable for future projects.
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Monitoring]
35. D - All sliced stories have a subset relationship with
the original story. Other relationship types may or may not
exist, but you need to document the subset links.
36. B - Change requests should always be recorded in
written form and entered in the change management
system to determine the impact of the change on the
scope, budget, schedule and quality. Thus, Joe must
initiate the formal change control process. After approval
from the change control board, Joe can allocate resources
and funds to implementing the change. Hence, Joe must
initiate the change first. [PMBOK® Guide 6th edition,
37. D - An effective stakeholder engagement plan
recognizes the diverse information needs of the project’s
stakeholders. Stakeholder engagement relies on
continuous communication with stakeholders to
understand their needs and expectations, addressing issues
as they occur, managing conflicts and fostering
stakeholder engagement. [PMBOK® Guide 6th edition,
Page 518] [Needs Assessment]
38. C - Once the business analysis plan is completed, the
business analyst reviews the plan with the key project
stakeholders. The objective for the review is to reduce the
risk of stakeholders failing to support business analysis
activities when the work begins. Commencing the
requirements elicitation process or developing the product
breakdown structure without having the business plan
reviewed and approved will be risky.
[Planning]
39. D - Delphi is a consensus-building technique.
Stakeholders participate in this technique anonymously.
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This uses rounds of anonymous voting till common
ground is found.
40. A - A business requirement describes the higher-level
needs of an organization such as business issues and
opportunities. On the other hand, solution requirements
describe the features, functions and characteristics of a
product that will meet a business requirement. Functional
and non-functional requirements are types of solution
requirements. In this case, the requirement to implement
an ERP system is a business requirement.
Assessment]
41. A - Models are visual representations of information,
in the form of diagrams, tables, or structured text, that
effectively arrange and convey a lot of information in a
concise manner. Developing models for the elicited
information is the best option for you.
[Analysis]
42. B - The business analysis work plan is a
subcomponent of the business analysis plan. The business
analysis work plan is ultimately integrated with the
project management plan. The first step in building the
plan is identifying the deliverables that the business
analyst is responsible for producing.
[Planning]
43. A - Story elaboration is the process by which user
stories are supplemented with additional information from
conversation with business stakeholders, until they are
sufficiently detailed for product development to begin.
[Analysis]
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44. C - This is an example of a functional requirement.
Functional requirements describe the functionality and the
behavior of the system.
Assessment]
45. A - Verify requirements is the process of checking
that requirements are of sufficient quality.
[Analysis]
46. B - Affinity diagrams display categories and
subcategories of ideas that cluster or have an affinity to
one another. These are used to process a large amount of
information or ideas into a manageable set of data
organized by categories.
47. C - This is an example of a context diagram. A
context diagram defines the boundary between the system
and its environment. This diagram is a high-level view of
a system. The context diagram is an example of a scope
model. It shows the system boundary, the actors and their
interactions. However, the context diagram doesn’t
capture system requirements. [PMBOK® Guide, 6th
48. D - An ecosystem map is a scope model that shows all
the relevant systems, the relationships between the
systems, and optionally, any data objects passed between
them. None of the other choices are the models that are
relevant in this context.
[Analysis]
49. B - The higher the IRR, the better. During the post-
implementation review we consider the result of an actual
versus expected cost-benefit analysis to assess the
business value of the solution. In this case, the product
exceeded its targeted financial performance.
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[Evaluation]
50. C - The total returns at the end of fourth year =
$22,961 x 4 = 91,844, while the total returns at the end of
the fifth year = $22,961 x 5 = $114,805. In order to
recover the full initial investment, you need to wait till the
end of fifth year.
Assessment]
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PMI-PBA DOMAIN AREA
TEST: ANALYSIS
PRACTICE QUESTIONS
Test Name: Domain Area Test: Analysis
Total Questions: 20
14 (70.00%)
Test Description
Analysis PMI-PBA Domain area.
Test Questions
new product development project. You have collected all
business requirements and are ready to transform these
into solution requirements. Which of the following models
will help you transform the business requirements into
solution requirements?
A. Use cases
B. Fishbone diagram
C. Context diagram
D. Decision trees
2. You are analyzing a complex business workflow. You

now have to present your findings to the project team so
that they can provide a high-level development schedule
estimate. Which of the following tools should you use if
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you want to show the steps and tasks different people
perform in this workflow?
A. Swim lane diagram
B. Sailboat diagram
C. Waterfall diagram
D. Speedboat diagram
3. Each critical project communication requirement must

be carefully analyzed. One good way is to use a
communication model to design effective
communications. What is the sequence of steps in a basic
communication model?
A. Encode -> Transmit -> Decode -> Acknowledge ->
Feedback
B. Decode -> Encode -> Transmit -> Acknowledge ->

Feedback
C. Encode -> Decode -> Transmit -> Acknowledge ->

Feedback
D. Encode -> Transmit -> Decode -> Feedback ->

Acknowledge
4. Which of the following stakeholder groups, especially

if the size of the group is large, is ideal for the success of
the project?
A. Supportive stakeholders
B. Neutral stakeholders
C. Leading stakeholders
D. Unaware stakeholders
5. The data architect on your project has asked you to

submit the CRUD matrix for the product being developed.
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The metrics will be used to describe who or what has
permission to perform each of the CRUD operations on
elements, such as data or user interfaces. CRUD stands
for:
A. Customizability, Reliability, Uniformity, and
Durability
B. Comprehend, Rationalize, Understand, and Dictate
C. Combine, Render, Uniform, and Distribute
D. Create, Read, Update, and Delete
6. You are currently auditing a project. You are keen in

understanding the project scope and how project processes
are applied to achieve the project objectives. Which of the
following Manage Quality techniques examines problems,
constraints, and non-value-added activities that occur
during project work?
A. Expected monetary value analysis
B. Earned Value Analysis
C. Sensitivity Analysis
D. Process Analysis
7. Skills such as empathy, influence, creativity, and

group encouragement are valuable assets when managing
the project team. These skills are often referred to as
______________.
A. Effort-based management
B. Feedback-based skills
C. Soft skills
D. Ad hoc skills
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8. Which of the following is the Elicitation process of
organizing and scheduling resources and preparing
necessary materials for an individual elicitation activity?
A. Conduct Elicitation
D. Determine Elicitation Approach
9. You are analyzing a complex information management

system that requires digitization. A huge number of
system functional requirements haven been elicited. You
have grouped these as system elements (L1 elements) and
sub-elements (L2 elements). Now, you want to visually
represent these elements arranged in hierarchical structure.
Ideally you are looking to develop a:
A. Feature model
B. Pareto chart
D. Data dictionary
10. You are leading a complex enterprise system

development project. The business analyst has supplied
you with a list of all use cases that are required to be
developed. Which of the following tools should you use to
ensure that all approved product requirements are covered
by identified use cases and nothing is missing?
A. Feature model
B. Fishbone diagram
C. Business case
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11. Which of the following is a correct format to
document acceptance criteria for user stories in a
behavior-driven development approach?
A. Given-when-then format
B. As a, I want to, so that format
C. If-then-else format
D. Left-middle-right format
12. Which of the following Business Analysis Process

Groups involves processes performed to elicit, analyze,
model, define, verify and validate product requirements?
A. Defining and Aligning Process Group
B. Monitoring and Controlling Process Group
C. Planning Process Group
D. Executing Process Group
13. You are considering collaborative games for an

elicitation event. Which of the following elicitation
techniques divides the participants into teams, asking each
team to design a box that represents how the product
would be packaged?
A. Product box
B. Sailboat
C. Speedboat
D. Spider web
14. You are currently selecting a few elicitation

techniques that you will use during an upcoming
elicitation workshop. Regardless of the elicitation
technique selected, which of the following are the stages
that are applicable for any elicitation activity?
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A. Introduction, body, and close
B. Initiate, plan, execute, monitor & control, and close
C. Define, measure, analyze, improve, and control
D. Plan, do, act, and check
15. A product team is developing a new labor time-

sheeting and cost allocation system. As part of the system,
a few management reports need to be produced by the
system. Which of the following models should you
develop in collaboration with the stakeholders to describe
the detailed reporting requirements?
A. User Stories
B. Process Flow
C. Report Table
D. Entity Relationship Diagram
16. Which of the following tools would you use to

prioritize the requirements?
A. Story elaboration
B. SWOT analysis
C. Goal model and business objectives model
D. Context diagram
17. Which of the following statements regarding a release

burndown chart is incorrect?
A. A release burndown chart shows the number of
story points remaining in the project.
B. A release burndown chart can be used to accurately

forecast the project completion.
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C. A team’s burndown is rarely perfectly smooth.
D. The irregularity of the burndown chart comes from

the change in team’s velocity due to inaccurate
estimates.
18. You recently sent an ERD and the associated data

dictionary to your database designer. The designer is
happy with the quality of the artifacts but is now
requesting additional information. He wants to know who
in the organization will create, read, update and delete
each data object. What should you do next?
A. Escalate the issue to the project manager
B. Prepare a context diagram and share with the

designer
C. Prepare a CRUD matrix and share with the

designer
D. Prepare a requirements traceability matrix and

share with the designer
19. You are managing a complex project with loosely

defined requirements. By the end of each iteration, the
number of story points delivered are offset by the addition
of new requirements. How would that affect your
burndown chart?
A. The slope of the burndown line will not change.
B. The slope of the burndown line will become

positive.
C. The slope of the burndown line will become

negative.
D. The slope of the burndown line will become zero.
20. You are drafting a procurement requisition use case.

The organization has a standard requisition process for
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items that exist on the organizational product catalog.
However, if the request is regarding a non-catalog item, a
secondary approval workflow is required to be appended
to the primary approval workflow. Which section of the
use case will you use to document the primary approval
workflow?
A. Postconditions
B. Alternative flow
C. Preconditions
D. Normal flow
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PMI-PBA Domain Area Test: Analysis
1. A - Use case modeling is frequently used to identify
and elaborate requirements, especially when moving from
business requirements to stakeholder requirements or
solution requirements.
[Analysis]
2. A - Process flows are in the process model category
and are used to visually document the steps or tasks that
people perform in their jobs or when they interact with a
system. Other names for process flows are swim lane
diagrams, process maps, process diagrams, or process flow
charts.
[Analysis]
3. A - Encode -> Transmit -> Decode -> Acknowledge -
> Feedback is the right sequence. [PMBOK® Guide 6th
edition, Page 371, 372] [Analysis]
4. A - Neutral and unware stakeholders usually don’t
pose any serious threat but they are volatile and can sway
in any direction as more information becomes available to
them. Leading stakeholders are beneficial for the project
as long as they are limited in number. If the size of the
group is large this can be damaging. The supportive
stakeholders are usually low in potential to affect the
project but high in potential for collaboration. This is an
ideal stakeholder group that supports the project’s goals
and objectives. [PMBOK® Guide 6th edition, Page 521]
[Analysis]
5. D - CRUD stands for (C) Create, (R) Read, (U)
Update, and (D) Delete.
[Analysis]
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6. D - Process Analysis examines problems, constraints,
and non-value-added activities that occur during project
work. [PMBOK® Guide 6th edition, Page 292] [Analysis]
7. C - Interpersonal skills, sometimes known as “soft
skills,” are particularly important to team development. By
understanding the sentiments of project team members,
anticipating their actions, acknowledging their concerns,
and following up on their issues, the project management
team can significantly reduce problems and increase
cooperation. [PMBOK® Guide 6th edition, Page 357]
[Analysis]
8. B - Prepare for Elicitation is the process of organizing
and scheduling resources and preparing necessary
materials for an individual elicitation activity. This should
not be confused with the Determine Elicitation Approach
process which is the process of thinking through how
elicitation activities will be conducted, which stakeholders
will be involved, which techniques may be used, and the
order in which the elicitation activities are best performed.
[Analysis]
9. A - A feature model is a scope model that visually
or hierarchical structure. The other choices do not show
the hierarchy of a product’s features.
[Analysis]
10. D - An interaction matrix is a lightweight version of a
missing. In an interaction matrix, the rows are one type of
product information, typically in the form of use cases,
user stories, or process flows. The columns of the matrix
are the names of a different type of product information,
such as data entity, business rule, or user interface. You
can use an interaction matrix to validate that all approved
requirements are covered in one or more use cases.
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[Analysis]
11. A - The behavior-driven development approach
includes a commonly accepted syntax to write acceptance
criteria for user stories; the given-when-then format.
[Analysis]
12. D - Executing Process Group involves processes
performed to elicit, analyze, model, define, verify,
validate, prioritize, and approve all types of product
information, ranging from backlogs to user stories and
requirements to constraints.
13. A - Product box is an elicitation technique that uses
[Analysis]
14. A - There are three stages during an elicitation
activity that are applicable regardless of the elicitation
technique used: introduction, body, and close.
[Analysis]
15. C - A report table is an interface model that describes
detailed requirements for a single report. Report tables
contain both information about the report, such as the
report name or decisions made from the report, and field-
level information, such as which data fields are displayed
and any calculations.
[Analysis]
16. C - The goal model and business objectives models
describe the business objectives that the solution is meant
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to achieve, along with the high-level features for the
solution. Either model can be used as a tool to help
prioritize the requirements according to how much they
support or achieve the objectives.
[Analysis]
17. B - A release burndown chart shows the number of
story points or ideal days remaining in the project as of
the start of each iteration. A team’s burndown is never
perfectly smooth. It will vary because of inaccurate
estimates, changed estimates, and changes in scope. A
burndown chart can help in forecasting the project
completion but the forecast is usually not very accurate.
[Analysis]
18. C - CRUD, defined as create (C), read (R), update
screens.
[Analysis]
19. D - If the number of story points added offsets the
number of story points delivered, the remaining story
points on the project will not change. The slope of the
burndown line will become zero and the line will become
perfectly flat in the horizontal direction.
[Analysis]
20. D - Each use case contains a normal flow, which is the
most common scenario of interactions between the system
and user, as well as alternative and exception flows, where
the scenario diverges from the normal flow. In this
scenario, the primary approval workflow needs to be
documented as the normal flow of the use case.
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[Analysis]
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PMI-PBA MOCK EXAM
(LITE) – 10
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
1. Your project’s scope was earlier represented by epics.
However, these have now been replaced with user stories.
What is the relationship between epics and user stories?
B. Subsets
D. Value dependency
2. An Agile team is struggling with coordinating work in

progress. This is causing unnecessary conflicts and delays
on the project. Which of the following two techniques can
help this situation?
A. Story boards and retrospectives
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B. Kanban boards and daily stand-ups
C. Prototyping and backlog grooming
D. Agile modeling and spiking
3. Your construction project is in execution, and you

require a major change to one of your supplier agreements.
Can you directly make this change with mutual consent of
the supplier during the Control Procurements process, or
do you have to visit the Perform Integrated Change
Control process, as well?
A. The change request can be directly processed
through the Control Procurements process since the
change requests only affects a particular supplier
agreement.
B. The change request needs to be approved through

the Control Procurements process prior to making
the change through the Integrated Change Control
process.
C. The change request needs to be approved through

the Perform Integrated Change Control process
prior to making the change through the Control
Procurements process.
D. The Control Procurements process is about

identifying variances. The supplier contract can
directly be altered through the Perform Integrated
Change Control process.
4. You have recently been hired into a manufacturing

facility and your job is to increase project management
awareness and introduce project management best
practices into the business. You currently are introducing
the Validate Scope process to project teams who have
historically relied solely on quality control processes for
the quality management of the produced deliverables. The
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key difference between Validate Scope and Control
Quality is:
A. Validate Scope can never be performed in parallel
with Control Quality.
B. Validate Scope is concerned with meeting the

quality standards specified.
C. Validate Scope does not apply in projects that have

been cancelled.
D. Validate Scope is concerned with the acceptance of

deliverables.
5. You have gathered all relevant product requirements

for your project. The next step is to get a quality review
done by an assurance team to ensure that the product
requirements adhere to organizational quality standards.
This review is an example of:
A. Assess current state
B. Validate requirements
C. Define future state
D. Verify requirements
6. When defining the requirements change control

process for any project, regardless of the project lifecycle,
which of the following should be least of your concern?
A. How requirement changes will be communicated
B. How management decisions will be documented
C. How changes will be reviewed
D. The scope of the project
7. You have completed all planned product requirement

elicitation activities and are currently analyzing the results.
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You find out there are several uncertainties associated with
the product requirements. An uncertainty that can affect
success in definition, development, and expected results of
the product or solution is called:
A. Product risk
B. Assumption
C. Constraints
D. Feasibility
8. You are leading a cross-functional process digitization

project using Agile product development methods. The
project sponsor has requested the minimum viable product
to be the first project release. Which of the following
features would you select for your first release?
A. The maximum number of features that could be
developed in the available time.
B. The biggest features that deliver the maximum

customer satisfaction.
C. The fewest number of features that would

constitute a solution that the customer would
accept.
D. The 20% of the features delivering 80% of the

customer value.
9. While managing a project, you have included the

product acceptance criteria in the Quality Management
Plan. While reviewing your plan, a senior manager asks
you to reconsider this. You then realize that what you did
is incorrect. Where should you place the product
acceptance criteria?
A. Change control process
B. Project Scope Statement
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C. Scope Verification Plan
D. Project Charter
10. You are leading a complex software development

project. Due to the complexity of the project, stakeholders
are not able to clearly articulate the product requirements.
The team has decided to use Agile methods to manage
this project. The team has selected a few epics for the first
sprint and broken them down into smaller and more
manageable stories. The management needs some
visibility over the product development efforts. Which of
the following tools should you use?
A. RACI charts
B. Pareto charts
C. Fishbone diagram
D. Burndown charts
11. You have recently been hired by an organization to

help them mature their business analysis processes. You
have learned that few months ago a consultant introduced
the PMI Guide to Business Analysis to the organization.
The organization is now applying all PMI Guide’s
processes consistently to all projects. You are now helping
the organization understand that business analysis
involves selecting the appropriate business analysis
processes, tools, techniques, inputs, and outputs for use on
each project. The PMI’s terminology for this selection is
called:
A. Gardening
B. Curing
C. Harvesting
D. Tailoring
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12. You are the business analyst on a new product
development project. You have completed all product
requirements elicitation activities and recently developed
an entity relationship diagram for the product. Which of
the following artifacts should you send to the database
designer alongside the ERD so that she can start designing
the database for the product?
A. Interaction matrix
B. CRUD matrix
D. Feature model
13. You conducted a requirements approval workshop

with the key stakeholders. Most of the requirements were
approved by all stakeholders without any disagreements.
However, there was one particular requirement that
attracted a lot of debate. Voting was carried out to the
resolve the matter and the following results were
obtained: 45% of the stakeholders approved the
requirement, 40% rejected the requirement, while 5% said
they were indifferent. Based on this result, you decided to
consider the requirement approved. What group decision-
making technique was used?
A. Majority
B. Autocracy
C. Plurality
D. Unanimity
14. Visual communication is the transmission of

information and ideas using graphics. This is generally
considered to be more powerful than verbal
communication. Due to this reason, you have decided to
use proof of concepts (PoC) to elicit high-level product
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requirements from your stakeholders. Proof of concept is
an example of:
A. Prototyping
B. Multi-voting
C. Group decision-making techniques
D. Brainstorming
15. Your organization has recently released a product into

the market and has collected customer feedback through
surveys. You are now reviewing these results and using a
Kano model to analyze the product’s features. Which
product features will you classify as “indifferent
features”?
A. The features that are considered mediocre by the
customers.
B. The features that neither satisfied nor dissatisfied

the customers.
C. The features that will only satisfy the customers if

offered for free.
D. The features that will only satisfy the customers if

offered for a price.
16. Your organization has initiated multiple projects

during the current financial year and most of the projects
are now struggling due to insufficient human resources
available to execute all projects at the same time. As a
seasoned project management professional, how would
you advise the management to handle this issue?
A. Execute the smaller projects first so that the
maximum number of projects can be completed
during the year.
B. Prioritize the projects with higher ROI.
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C. Increase the budget and timeline for all projects so
that the resources can be efficiently shared.
D. Prioritize the projects based on business value and

resource availability.

evaluation of a recently released IT system. Which of the
following documents will you use during this evaluation
as an authoritative source to identify the expected product
benefits?
A. Scope statement
B. Project charter
C. Business case
18. Verification is the process of reviewing the

conflicts, and adherence to quality standards. Adaptive
projects typically benefit from the INVEST technique to
verify user stories during this process. When verifying
user stories, what are the focus areas of this technique?
A. Indirects, Narratives, Vague, Encompass,
Superficial, and Trivial
B. Infringements, Negations, Volume, Energy,

Strengths, and Threats
C. Interdependent, Negligible, Versatile, Economic,

Stable, and Targets
D. Independence, Negotiable, Valuable, Estimable,

Small, and Testable
19. Your organization is currently trying Agile methods

and focusing on reducing project documentation. In the
absence of a formal business case, particularly on smaller
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projects, which of the following artifacts can be used to
initiate the project?
A. Project management plan
B. Project charter
C. Scope statement
20. You are currently conducting a workshop on business

analysis and helping some new recruits come to speed
with organizational business analysis practices. You have
been asked which of the following type of requirements
are not considered to be product requirements?
A. Transition requirements
B. Functional requirements
C. Project requirements
D. Non-functional requirements
21. You are conducting the Solution Evaluation activities

for a major release of your project. You are not satisfied
by the quality of the release and after analyzing the
acceptance testing results, you have decided to hold the
release. During which of the following business analysis
processes are such decisions typically made?
A. Obtain Solution Acceptance for Release.
B. Evaluate Acceptance Results and Address Defects.
C. Determine Solution Evaluation Approach.
D. Evaluate Solution Performance.

evaluation of a system. As an input to this exercise, you
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need to gather performance data. When would you collect
system performance data for this exercise?
A. Performance data during the release
B. Performance data after the release
C. Performance data before and after the release
D. Performance data before the release

complex process automation project in your organization.
Due to the complexity of the project, you have creatively
planned the elicitation and the analysis activities. How
would you determine that your elicitation activities have
been completed?
A. When the product backlog has been established.
B. When you are ready to start analyzing the elicited

information.
C. When the project’s business case has been

finalized.
D. When the team does not need any further

information or clarification from the stakeholders.
24. Which of these is not a component of the scope

baseline that is contained in the project management plan?
A. Project Scope Statement
B. Requirements documentation
C. Work Breakdown Structure (WBS)
D. WBS Dictionary
25. Your organization initiated a major transformation

project two years ago that failed to deliver the required
business value. You have been assigned to investigate this
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project and identify the root cause of this failure. The
review of the acceptance testing results disclosed that the
product requirements were not adequately prioritized
before the development started. Which of the following
project documents should you review next to review the
product’s requirements prioritization criteria?
A. The organization strategy
B. The business analysis plan
C. The business case
D. The project charter
26. Which of the following is Deming’s method for

continuous improvement?
A. Plan-Check-Do-Act
B. Plan-Act-Check-Do
C. Plan-Do-Check-Act
D. Check-Plan-Do-Act
27. You have been assigned an RPA project in your

organization. Due to the complexity of the project, you
think it will be beneficial if you develop a business
analysis plan prior to conducting business analysis
activities. The product team considers business analysis
planning as unnecessary paperwork. Which of the
following is a key benefit of business analysis planning
that the team must understand?
A. It enables buy-in and support for the business
B. It will keep the team out of trouble in case the

project gets audited.
C. It guarantees the project success.
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D. This will be helpful when the team will be
requesting an extension of time for the project.
28. You are leading a predictive project. All requirements

elicitation and analysis activities have been completed and
a requirements baseline has been established. What would
you do if stakeholders propose new requirements after this
stage?
A. Accept the changes and add these to the product
backlog.
B. Follow the approved change control process.
C. Escalate all change requests to the project sponsor.
D. Reject all changes once the requirements baseline

has been approved.

activities for a construction productivity monitoring and
reporting system. If this project is successful, your
organization will be first in the market to digitize such a
manual and complex process. Most of the stakeholders are
blue collar workers and are struggling to articulate system
requirements. As you are struggling to understand how
the labor productivity will be measured, the stakeholders
are finding it difficult to envision how a digitized system
will replace the current manual system. Which of the
following technique will you use in this situation to elicit
requirements?
A. Observation
B. Prototyping
C. Interviews
D. Facilitated workshops
30. Your product team has recently released a new

accounting system into the market which has not been
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well-received by your customers. You have invited a few
SMEs for a workshop to identify the product features that
customers find problematic. You are planning to use the
speedboat technique during the workshop to identify these
problems. On a speedboat diagram, where do you
document the problems?
A. Sails of the boat
B. Gunwale of the boat
C. Hull of the boat
D. Anchors of the boat
31. For a project following a predictive life cycle, which

of the following statements is most accurate?
A. Collect Requirements, Define Scope and Create
WBS processes are performed for each project
iteration.
B. Collect Requirements, Define Scope and Create

WBS processes are performed toward the
beginning of the project and rarely updated.
C. Collect Requirements, Define Scope and Create

beginning of the project and updated as necessary,
using the integrated change control process.
D. Collect Requirements, Define Scope and Create

beginning of the project and updated as necessary,
using the executing process.
32. Which of the following is a type of leadership style in

which leaders are hands-off and allow group members to
make the decisions:
A. Transactional
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B. Transformational
C. Servant leader
D. Laissez-faire
33. A product team has been developing an information

system for two years. During this process, the
stakeholders have lost their interest and confidence. Due
to this reason, you are now struggling to schedule
requirements elicitation sessions with the stakeholders.
You believe that a high-fidelity prototype will help you
regain stakeholder confidence. What should you do next?
A. Develop detailed use cases and put them up on a
use case diagram.
B. Develop detailed graphical user interface in photo

editing software.
C. Develop detailed process flows and hand-drawn

wireframes.
D. Develop a working prototype using the

programming language of the final solution.
34. A product team is developing an information system

for an organization using an adaptive life cycle. On such a
project, how then will you create a requirements baseline?
A. Requirements are effectively baselined when they
are identified as planned work.
B. Requirements are baselined when they are

developed and tested.
C. Requirements are baselined when they are

proposed by stakeholders.
D. Requirements are never baselined on adaptive

projects.
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35. You are conducting a product requirement review
workshop and seeking approval of some key
requirements. During the workshop, a conflict has
emerged between the stakeholders with regards to the
approval of a specific product requirement. Some
stakeholders are in favor or the requirement and some are
against. There is also a small number of stakeholders who
are indifferent. You ask the stakeholders to vote for or
against the requirement. You will consider the
requirement approved if the biggest group of stakeholders
is willing to approve it. What decision-making style have
you adopted?
A. Plurality
B. Unanimity
C. Majority
D. Autocracy

procurement process improvement project with an
objective of reducing the requisition-to-delivery time by
at least fifty percent. The project scope includes revising
the entire workflow and eliminating process wastes.
Which of the following techniques would you use to
understand how the existing work is performed?
A. Persona analysis
B. Job analysis
C. Seven wastes
D. Kaizen
37. A product team has developed a sophisticated tool in

isolation. This tool was shown to the executives who
directed the product team to release the tool in the
business. When the product team conducted the user
acceptance testing sessions, most of the stakeholders did
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not appreciate the tool. Which of the following is a
potential root cause of this situation?
A. The product was released early
B. Absence of acceptance criteria
C. The product development tool significant time
D. Incompetence of the executives
38. The project sponsor has asked you to include the

analysis of the existing organizational goals and
objectives as part of your current state analysis. Which of
the following statements regarding organizational
strategy, goals and objectives is CORRECT?
A. Objectives define the measurable targets that a
business establishes in order to deliver on its
strategy.
B. Goals define the measurable targets that a business

establishes in order to deliver on its strategy.
C. Goals are the statements aimed at directing the

actions of the organization to reach its objectives.
D. Organizational goals and objectives are

interchangeable terminologies.
39. The stakeholder engagement plan is developed early

during the project planning phase. However, as the project
moves into its execution phase, project stakeholders’
needs, interests and/or influence might change. If a
significant change happens, what should the business
analyst do?
A. Reconduct stakeholder analysis and update the
B. Since the project is already in execution, ignore the

changes.
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C. Since the project is in execution, tell the project
manager to take the necessary steps.
D. Escalate the matter to the project sponsor.
40. You are introducing Agile project management

practices to a product team and helping the team define
the project scope in terms of user stories. Due to the
complexity of the project and the uncertainty with the
requirements, the product team is struggling to estimate
the user stories in person-hours. You tell them, they
should not worry about this and instead estimate the user
stories in story points. The amount of effort required to
deliver a user story is known as:
A. Story size
B. Iteration risk
C. Developer-hours
D. Sprint duration
41. Your team is about to commence a new mobile

application development project. The product backlog
contains several unprioritized features. The team wanted a
method to analyze these features from the potential
customers’ viewpoints and prioritize these for
development. You conduct a Kano analysis for all the
identified features. What should you do next?
A. Prioritize the features in the “reverse category” for
development.
B. Prioritize the features in the “delighters” category

for development.
C. Prioritize the features in the “basic” category for

development.
D. Prioritize the features in the “indifferent” category

for development.
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42. You are a lead business analyst in a team that is
developing a new technological system. The team has just
completed the first sprint of the project and preparing to
start the second. You think that it is the right time for the
team to reflect and review current stakeholder
engagement and communication approach. What should
you do next?
A. Update the stakeholder register.
B. Interview the project sponsor.
C. Assign this task to the project manager.
D. Call a retrospective meeting.
43. You are currently attending a seminar on project

management. One of the speakers has just talked about
rolling wave planning and how this is similar to Agile
approaches to project management. Although you can see
some similarities, you also understand the differences.
Rolling Wave planning is a form of?
A. Historical Analysis
B. Progressive Elaboration
C. Expert Judgment
D. Regressive Elaboration
44. Which of the following is a series of conditions that

the entire team agrees to complete before an item is
considered sufficiently developed to be accepted by the
business stakeholders?
A. Constraints
C. Assumptions
D. Definition of Done
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45. You are writing an auto report generation use case. In
case the inventory levels fall below a certain point, the
system is required to automatically generate a report
containing the current stock levels to the warehouse
supervisor. If the warehouse supervisor does not read the
report in the next twenty-four hours, a copy of the report
is sent to the procurement manager. Details regarding the
report’s auto-generation event needs to be documented as
the:
A. Normal flow
B. Alternate course
C. Trigger
D. Precondition
46. You are helping a PMO optimize its operational

processes. You are currently focusing on project
configuration control processes. You find out that the
current processes have an incorrect approach to
configuration control. On any project, the configuration
control should be focused on the specification of:
A. Schedule and quality
B. Scope and cost
C. Risk and resources
D. Deliverables and processes

you want to analyze all states of an object and all
transition combinations so that allowed transition states
can be differentiated from unallowed transition states?
A. State Table
B. Event List
C. State Diagram
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D. Display-action-response model

software development project. Which of the following
stakeholder analysis techniques would help you analyze
stakeholder requirements to determine how a user class
would interact with the system and how would that user
class use the product?
A. Epics
B. Context diagram
C. User stories
D. Persona analysis
49. You are leading a manufacturing process improvement

project. You have mapped out the as-is process and are
ready to analyze the process to identify any time spent in
the process that does not add value to the business. Which
of the following tools can be used to achieve this
objective?
B. Entity relationship diagram
C. Value stream map
D. CRUD matrix
50. Which of the following team events can be used to

prioritize requirements and select the requirements for
development?
A. Demonstrations
B. Iteration planning
C. Daily standups
D. Retrospectives
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1. B - Discretionary dependency is a concept in project
scheduling; this dependency exists between project tasks
and not product requirements. The rest of the choices are
all valid product requirements relationship types. Epics are
broken down into smaller user stories, hence the
relationship between them is “subsets”.
2. B - Help the team learn that they self-manage their
work. Consider Kanban boards to see the flow of work.
Consider a daily stand-up to walk the board and see what
work is where.
[The PMI Guide to Business Analysis, page 144, 233,
244] [Planning]
3. C - The change request needs to be approved through
the Perform Integrated Change Control process prior to
making the change through the Control Procurements
process. Approved change requests from the Perform
Integrated Change control process are inputs of the
Control Procurements process. [PMBOK® Guide 6th
4. D - Validate Scope differs from Control Quality in that
Validate Scope is primarily concerned with the acceptance
of the deliverables, whereas Control Quality is primarily
concerned with meeting the quality requirements specified
for the deliverables. [PMBOK® Guide 6th edition, Page
5. D - Verify requirements is the process of checking that
requirements are of sufficient quality.
[Analysis]
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6. D - The scope of the project should be of your least
concern during the design of a change control process. The
rest of the choices are all valid considerations for the
design of this process.
7. A - Product risk is an uncertainty that can affect
success in definition, development, and expected results of
the product or solution.
[Analysis]
8. C - Minimum Viable Product (MVP) is a prioritization
mechanism to define the scope of the first release of a
solution to customers by identifying the fewest number of
features or requirements that would constitute a solution
that the customer would obtain value from.
[Analysis]
9. B - The project scope statement documents and
addresses the characteristics and boundaries of the project
and its associated products and services, as well as product
acceptance criteria and scope control. [PMBOK® Guide
10. D - A burndown chart is a graphical representation
used to count the remaining quantity of some trackable
aspect of a project over time, such as user stories. The rest
of the tools are not capable of showing progress over
time.
11. D - PMI calls this tailoring business analysis.
Assessment]
12. B - CRUD, defined as create (C), read (R), update
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screens.
[Analysis]
13. C - Majority is reached when more than 50% of
people are in support of an outcome. Plurality is obtained
by the taking the most common answer received from the
decision makers; the number of votes are more than any
other but does not receive a majority.
14. A - Group decision-making techniques, brainstorming
and multi-voting techniques do not involve any visual
communication approach. Prototyping uses models that
provide a visual representation of what may eventually
evolve into a product’s design. Prototypes are also known
as proofs of concept (PoC).
[Planning]
15. B - The indifferent features are the ones that neither
satisfied nor dissatisfied the customers.
Assessment]
16. D - Projects compete for resources and the solution to
this problem is prioritization. However, project
prioritization is not always dependent on ROI (e.g., for
some projects the ROI calculation is difficult due to
intangible benefits). It is recommended to prioritize the
projects based on business value. [PMBOK® Guide 6th
edition, page 7] [Traceability & Monitoring]
17. C - The business case describes pertinent information
to determine whether the initiative is worth the required
investment. It is an authoritative source where expected
benefits have been stated.
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[Evaluation]
18. D - INVEST is an acronym for Independence,
Negotiable, Valuable, Estimable, Small and Testable.
[Analysis]
19. B - Not all business problems or opportunities require
a formal business case. In the absence of a formal
business case, a project charter can be used to initiate a
project.
Assessment]
20. C - Project and project quality requirements are not
part of the business analysis effort and are not considered
to be product requirements.
Assessment]
21. A - Obtain Solution Acceptance for Release is the
process of facilitating a decision on whether to release a
partial or full solution into production and eventually to
an operational team.
[Evaluation]
22. C - Performance data are used to determine the actual
business value of a product by assessing the performance
data before and after a release.
[Evaluation]
23. D - For complex projects, where progressive
elaboration is required, elicitation is performed iteratively
with analysis, and this is done throughout the project
lifecycle. However, you can consider your elicitation
activities completed at a point in time when the team does
not need any further information or clarification from the
stakeholders.
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[Analysis]
24. B - Project requirements documentation is used as an
input to define the project’s scope baseline. However, the
requirements documentation is not a part of the scope
baseline. [PMBOK® Guide 6th edition, Page 161]
[Planning]
25. B - When building the business analysis plan, the
business analyst should include an explanation as to how
prioritization will be conducted for the project. You
should review the business analysis plan to determine the
product’s requirements prioritization criteria.
[Planning]
26. C - Deming’s model is Plan-Do-Check-Act.
Monitoring]
27. A - Business analysis planning achieves buy-in and
support for the business analysis process before the work
begins. Although a project’s success is dependent on
adequate business analysis, having a business plan alone
cannot guarantee the success of the project. The other two
choices are absurd.
129] [Planning]
28. B - On projects that use a predictive life cycle, once
the baseline has been established, changes can only be
made by performing the change management procedures
defined for the project.
29. A - Since the stakeholders are struggling to envision
how the future system will work, conducting workshops
and interviews will not provide the desired results.
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Further, since you are also struggling to understand how
the current system works, you will not be able to develop
a prototype. Your best bet, in this case, is to observe the
current manual system and see how the current processes
are performed.
[Analysis]
30. D - Speedboat is an elicitation technique that uses
customers/stakeholders find problematic. All identified
problems are documented on the anchors of the boat.
[Analysis]
31. C - In a predictive project, the Collect Requirements,
Define Scope and Create WBS processes are performed
toward the beginning of the project and updated as
necessary, using the integrated change control process.
32. D - Laissez-faire leadership, also known as delegated
leadership, is a type of leadership style in which leaders
are hands-off and allow group members to make the
decisions. Researchers have found that this is generally
the leadership style that leads to the lowest productivity
among group members. [PMBOK® Guide 6th edition,
Page 65] [Analysis]
33. D - High-fidelity prototypes are functional
representations of the final finished solution to the user.
High-fidelity prototyping is performed using a
programming language or a pseudo language of the
solution to be demonstrated.
[Analysis]
34. A - On projects using an adaptive life cycle,
requirements are effectively baselined when they are
identified as planned work to be addressed in the next or
subsequent iteration.
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35. A - This is example of plurality; you reach a decision
by taking the most common answer received from among
the decision makers.
36. B - The scenario is asking about a technique that will
help you understand how the work is currently performed.
The business analyst used the job analysis to understand
how the existing job is currently performed. Seven wastes
and Kaizen are process improvement techniques. Personal
analysis is irrelevant.
116] [Planning]
37. B - Acceptance criteria are concrete and demonstrable
conditions that must be met for the business stakeholders
or customers to accept the item. Since the product team
developed the product in isolation, stakeholder
dissatisfaction at the time of UAT is not a surprise.
[Evaluation]
38. B - Organizational goals define the measurable targets
that a business establishes in order to deliver on its
strategy. Objectives are the statements aimed at directing
the actions of the organization to reach its goals.
Assessment]
39. A - As soon as you are made aware of such changes,
you need to reconduct stakeholder analysis and update the
stakeholder register with the changes. These changes must
also be discussed with the project manager.
[Planning]
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40. A - The amount of effort required to deliver a user
story is known as story size. Teams consider story size so
that they do not try to commit to more stories than there is
team capacity.
[Planning]
41. C - The Kano analysis explores a product’s features
from the viewpoint of the customer. Basic features
provide little satisfaction to the customers, but, when
missing from the end solution, cause extreme
dissatisfaction. On the other hand, the absence of
delighters and indifferent features do not cause
dissatisfaction. Features in the reverse category should not
be developed at all.
42. D - Retrospectives and lessons learned use past
experience to plan for future work. An optimal
stakeholder engagement and communication approach
may consider recommendations provided from past
projects or prior iterations. You need to call a
retrospective meeting so that the team can review the
current stakeholder engagement and communication
approach.
[Planning]
43. B - Rolling wave is a form of progressive elaboration
planning, where the near-term work is planned in detail
and the work for the far future is planned at a much higher
level. As the project progresses, the subsequent
milestones are planned in greater and greater detail.
[PMBOK® Guide 6th Edition, Page 185] [Planning]
44. D - Definition of Done (DoD) is a series of conditions
that the entire team agrees to complete before an item is
business stakeholders.
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[Analysis]
45. C - The trigger of a use case describes the event that
causes the use case to start.
[Analysis]
46. D - The focus of configuration control is on
specification of both the deliverables and the processes.
The rest of the choices are incorrect. [PMBOK® Guide
6th edition, Page 118] [Analysis]
47. A - The state table and state diagram are data models
that show the valid states of an object and any allowed
transitions between those states. State tables model all
states as both a column and a row in a table that allows a
business analyst to systematically consider each potential
state transition (from row to column) to determine if the
transition should be allowed or is not capable of being
transitioned to/from other states. State diagrams, on the
other hand, visually depict the states and transitions, but
only show valid transitions for the object.
[Analysis]
48. D - Persona analysis is a technique that is conducted
and behaviors. During stakeholder analysis, this technique
is used to analyze how a user class interacts with a system
or how a user class would use a product. The results of
persona analysis can then be used in context diagrams,
user stories and epics.
116] [Planning]
49. C - Value stream maps are a variation of process
flows. In addition to information in a traditional process
flow, a value stream map shows delays, queues, or
handoffs that occur during the process. The purpose of a
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value stream map is to identify any time spent in the
process that does not add value so it can be streamlined.
[Analysis]
50. B - In adaptive approaches, iteration planning or sprint
planning is the activity used to identify the subset of
product backlog items that the product development team
will work on for the current iteration or sprint.
[Analysis]
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PMI-PBA MOCK EXAM
(LITE) – 11
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
want to get an idea of team velocity. Which document
should provide some insight on the team’s velocity?
A. Product backlog
B. Kanban board
C. Definition of done
D. Burndown chart
2. You are reviewing a project team’s performance and

analyzing the product’s burndown charts produced during
the last three sprints. You note that the remaining number
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of user stories have been increasing overtime. This
phenomenon is known as:
A. Scope creep
B. Backsliding
C. Gold plating
D. Change control
3. You have been recently been hired to lead the

development efforts of a major process automation
initiative in your organization. Last year a team was
formed to undertake this initiative, but that team failed
miserably to deliver. Most of the stakeholders were
already negative and this made the situation even worse.
Which of the following techniques can now be used to
elicit information about product features that
customers/stakeholders find problematic?
A. Speedboat
B. RACI matrix
C. Spider web
D. Sailboat
4. A change log is an important input to the Manage

Stakeholder Engagement process. Which process provides
this input?
A. Plan Communications Management
B. Perform Integrated Change Control
C. Manage Communications
D. Monitor Communications
5. You need to integrate your newly developed cost

accounting system to the existing human resources system.
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The existing system has specific integration requirements.
Which of the following models should you develop to
document these integration requirements?
A. System Interface Table
B. Context Diagram
C. State Diagram
D. User Story
6. The CTO of your organization has sent you a project

brief for a recently authorized project and appointed you
as the lead business analyst on the project. You are
currently planning your business analysis activities for this
project. You have developed a decomposition model and
identified business analysis tasks, activities, and
deliverables for the project. Which of the following needs
to be developed next?
A. Sequence diagram
B. Feature model
C. Business analysis work plan
D. Project charter
7. You are leading a business process transformation

project. As part of the project you are required to map the
current-state, design the future-state, and conduct a
detailed gap analysis. Which of the following modelling
language could be selected to map out the current and the
future states?
A. BPMN
B. Java
C. COBOL
D. Visual C++
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8. You recently completed all product requirements
elicitation activities for your project. You have
documented all the requirements as user stories and added
them to the product backlog. Which of the following
techniques will now help you sequence these stories based
upon their business value and the order in which their
users typically perform them?
A. MoSCoW analysis
B. Prototyping
C. Story mapping
D. Kano analysis
9. A project team has decided to test Agile methods on a

recently awarded project. The product backlog has been
established and prioritized in order of business value and
implementation dependencies. How would you select user
stories for your first sprint?
A. Select stories from the top of the backlog.
B. The Agile team will select the stories for the sprint.
C. Select stories from the bottom of the backlog.
D. The scrum master will select the appropriate stories

for the sprint.
10. You are analyzing a business to identify business

improvement opportunities. Once you collected the
operational data, you found out there are a number of
improvement opportunities. You want to conduct a cost
benefit analysis and perform 80/20 analysis of the
opportunities. Which of the following tools will help you
in this matter?
A. Scatter diagram
B. Five Whys
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C. Pareto diagram
D. Fishbone diagram

elicitation activities for your Agile project. Which of the
following models should you use to document the
stakeholder requirements?
A. Ecosystem Map
B. Entity Relationship Diagram
C. User Interface Flow
D. User Stories
12. You are leading an Agile project. The product backlog

contains approximately 1500 user stories. As your next
step, you need to define the acceptance criteria for the
project. What should you do?
A. Assign user stories to sprints and define the
acceptance criteria for the sprints.
B. Combine all user stories into a product roadmap

and define the acceptance criteria for the product
roadmap.
C. Define the acceptance criteria for each user story.
D. Group related user stories into epics and define the

acceptance criteria for the epics.
13. You have been assigned to create test cases for a

product being developed. Which of the following business
analysis models, in comparison to the rest, is relatively
more important input to your test cases development
effort?
A. Decision tables
B. Data dictionary
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C. Context diagrams
D. Ecosystem maps
14. There are a number of ways to confirm elicitation

results with stakeholders. Which of the following
scenarios calls for a business analyst to distribute
elicitation results to stakeholders for confirmation after an
elicitation workshop instead of performing and
confirming elicitation concurrently during the workshop?
A. The project has cost limitations.
B. The project is running behind the schedule.
C. Key stakeholders send their subordinates for the

elicitation workshop.
D. Key stakeholders lack the knowledge to define the

15. You have been assigned as a lead business analyst on

a complex cross-functional process automation project.
The business process has multiple touchpoints with
different business units and involves several stakeholders.
You conducted a detailed stakeholder analysis to
determine whose interests and requirements should be
considered during the project. Where shall you document
the outcomes of this analysis?
B. Project charter
D. Business case
16. In Agile projects, retrospectives are team meetings

that are scheduled either at a regular interval or once a
planned piece of work is completed. Which of the
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following is the correct sequence of conducting a
retrospective meeting?
A. Plan -> Do -> Act -> Check
B. Set the stage -> Gather data -> Generate insights ->
Decide what to do
C. Gather data -> Improve process -> Measure results
D. Gather data -> Generate insights -> Accept

mistakes
17. A product team is developing a business performance

management and reporting system. The team has
requested you to help them setup a mechanism for
tracking product information through the project and
product life cycles. How would you help this team?
A. Develop a data dictionary
B. Setup a traceability matrix
C. Establish ground rules
D. Conduct a root cause analysis
18. You project is under audit. The lead auditor has asked
you to demonstrate that all product backlog items are
aligned with the business goals and objectives. What do
you need to do next to meet this requirement?
A. Conduct a root cause analysis of the business needs
and backlog items.
B. Develop a traceability matrix and show forward

traceability of backlog items.
C. Develop a fishbone diagram for each backlog item.
D. Develop a traceability matrix and show backward

traceability of backlog items.
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19. You have been recently hired as a PMO Expert in an
organization that has historically delivered projects under
functional managers. You were able to gather necessary
resources to establish a central PMO in the organization
and now you have shifted your attention on standardizing
project management processes. Historically the
organization has stressed quality control processes instead
of scope validation processes. You now have a stiff
challenge to convince the senior leadership that scope
validation is equally important. Why must the Validate
Scope process be completed in a project?
A. To determine whether the scope is at the correct
complexity level
B. To obtain formal acceptance of deliverables by the

customer or sponsor
C. To obtain scope documents from recent similar

projects for benchmarking
D. To ensure the project team is all aware of the scope
20. Greg’s project is in the initiating stage. The sponsor of

the project has asked Greg to present a list of the
identified project stakeholders at the next project update
meeting. The sponsor has also asked Greg to present the
project stakeholders’ current and desired engagement
levels so they can brainstorm on the stakeholder
engagement strategy. Which of the following is a
presentation tool that can help Greg summarize all this
information in a tabular format?
A. Stakeholder engagement plan
B. Stakeholder register
C. Communications management plan
D. Stakeholder engagement assessment matrix
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21. Which of the following techniques can ensure that the
stakeholders are engaged at appropriate project phases
and to obtain or confirm their continued commitment to
the success of the project?
A. Managing project team
B. Setting ground rules
C. Stage gate meetings
D. Performance audits

process automation project. You have completed the
requirements elicitation activities and defined the current-
state and the future-state process flows. Which of the
following tools can now be used to ensure that all
stakeholders are covered in the process flow, and that all
the people who perform the process steps have been
considered?
A. Organization chart
B. Context diagram
C. Feature model
23. You are replacing a system that is currently being used

by a big number of business units and stakeholders in
your organization. The project’s stakeholders list has
become long and difficult to manage. You want to group
the stakeholders based on their characteristics to allow
easier management of this information. Once the
stakeholder groups have been identified, what should you
do next?
A. Develop the stakeholder communication approach
B. Finalize the business analysis plan
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C. Commence the requirements elicitation
D. Update the stakeholder register
24. You are auditing an internal organizational project.

You want to start by assessing project requirements and
are looking for some documentation on project’s
deliverables and the work required to create those
deliverables. Which document should you ask the project
team to present?
A. Project authorization document
B. Project scope statement
C. Project scope management plan
D. Project charter
25. Konrad is the business analyst on a process

automation project and is currently sequencing his
business analysis task for the project and determining the
roles and responsibilities for each task. The list of
business analysis deliverables has not been agreed to by
the key stakeholders. What would be your advice to him?
A. Get agreement on the list of business analysis
deliverables with the key stakeholders prior to
planning business analysis work.
B. Send the list of business analysis deliverables to the

key stakeholders as soon as he is done planning the
business analysis work.
C. Delegate the responsibility for reviewing and

seeking stakeholder confirmation to the project
manager.
D. Request the project sponsor to review and approve

the business analysis deliverables list on behalf of
the key stakeholders.
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26. Your organization is currently planning to develop a
new product. The product, if successful, could provide
significant competitive advantage to your organization.
Which of the following techniques would you use if you
want to determine the dollar value of the investment in the
product in today’s dollar value considering the cash
inflows, outflows, the time value of these flows?
A. NPV
B. ROI
C. IRR
D. PBP
27. Which of the following is a series of conditions that

the entire team agrees to complete before an item is
business stakeholders?
A. Definition of Epics
B. Definition of Scrum
C. Definition of Done
D. Definition of Ready
28. You are leading a new product development project

for your organization. The project sponsor asks you to
provide him with a list of minimum marketable features
of the product. Which of the following product features
should you send back?
A. The smallest features that are expected to deliver
customer value.
B. The biggest features that are expected to deliver

customer value.
C. The smallest features that do not add any customer

value.
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D. The biggest features that do not add any customer
value.
29. You have been asked to develop a scope model for

your product. Due to the complexity of the product, you
think it would be useful to develop multiple scope models.
One of the team members recommended developing the
following models. Which of the following is NOT a scope
model?
A. Entity relationship Diagram
B. Feature Model
C. Context Diagram
D. Ecosystem Map
30. Your organization recently rolled out a new insurance

claims management tool which has attracted significant
customer dissatisfaction. You want to examine each
complaint and the associated root causes to identify the
needed capabilities to address the complaints. You decide
to use a capability table to document the outcomes of this
analysis. What is the main disadvantage of this approach?
A. Capability tables cannot be used to display
capabilities needed to solve a problem.
B. Capability tables are not suitable to address all

system defects.
C. Capability tables cannot be used for analyzing

capabilities in a future state.
D. Capability tables cannot be used for analyzing

capabilities in a current state.
31. Which of the following techniques would you use if

you want all SMEs to anonymously converge to a single
outcome?
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A. Nominal group
B. Brainstorming
C. Affinity diagram
D. Delphi
32. You are leading a complex ERP system development

project. Although you are developing the system using
predictive approaches, you expect several change requests
coming in throughout the project life cycle. Although
each change request will go through a formal change
control process, you want to ensure that the product team
is always building against the approved requirements.
Which of the following tools should you apply to ensure
that the solution being built always conforms to its
approved product requirements?
A. Configuration management system
B. Kano model
C. Lessons learned library
D. Kanban board
33. Which of the following is a system development

approach that suggests that a team should begin with
understanding how the system users will use the system?
Once this is understood, the team writes tests cases to test
these scenarios, and then develop solutions against the test
cases.
A. Structured system analysis and design (SSAD)
B. Behavior-driven development (BDD)
C. Waterfall development
D. Object-oriented analysis and design (OOAD)
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34. You are responsible for managing the upgrade of an
assets management system. You want to determine the
access requirements for a large number of users. These
users are geographically dispersed and in different time
zones. Which of the following is the best tool to be used if
you need to quickly elicit some basic access requirements
from this group?
A. Focus groups
B. Interviews
C. Facilitated workshops
D. Questionnaires
35. You are leading an organizational business process

change project. A number of project stakeholders believe
that the new process will increase their daily workload
and yield no direct benefit to them. How should you deal
with these disinterested stakeholders?
A. Look for ways to obtain their engagement.
B. Launch a formal complaint against them.
C. Ignore these disinterested stakeholders.
D. Report them to their supervisors.
36. You are analyzing a business workflow that is paper-

based and involves several peoples’ interactions. Which
of the following models should you develop to describe
the current-state movement of data between entities, data
stores, and processes?
A. Business Rules Catalog
D. Prototype
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37. You have recently taken over a project that is in the
execution phase. The first set of deliverables is ready for
customer inspection and you are now looking for the
approved process that needs to be followed. A process
that states how formal validation and acceptance of the
completed project deliverables will be achieved is
documented in the:
A. Scope Management plan
B. Procurement Management plan
C. Communications Management plan
D. Risk Management plan
38. You work as an engineer for a large engineering firm.

During this past week, you have corresponded with your
department supervisor about the horizontal stabilizers
required for the wings on a new aircraft you are
designing. Which communication dimension does this
represent?
A. Upward
B. Formal
C. External
D. Horizontal
39. You are working for a consulting firm that has been
engaged by a fast-moving consumer goods company to
assess its manufacturing processes. A number of defects
have been reported in the manufacturing process and you
have conducted a thorough root cause analysis of the
situation. Which of the following diagrams can be used to
communicate the results of your root cause analysis?
A. Kano diagram
B. WBS
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C. Pareto diagram
D. PERT charts
40. You have recently joined a team that is developing a

management information system. You are surprised to
find that although a thorough list of product components
and sub-components exists, no documentation exists that
establishes relationships between these. Which of the
following is a graphical tool you should use to fill-in this
gap?
A. Salience model
B. Feature model
C. PERT diagram
D. Fishbone diagram
41. The product owner of your project has supplied you a

reprioritized product backlog and has identified the user
stories to be included in the next sprint. While most of the
team members are happy with this change, some of the
team members are not sure if some of the stories can be
developed at this stage. What do you think is the source of
this team conflict?
A. Missing product roadmap
B. Missing definition of ready
C. Missing Agile Manifesto
D. Missing project charter
42. You have been assigned as the business analyst on a

new project in your organization. You are required to
present your elicitation approach to the project steering
committee. How should you schedule your elicitation
activities?
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A. Schedule these between the Needs Assessment and
the Analysis stages.
B. Schedule these to start after the Analysis stage.
C. Schedule these to complete prior to the Needs

Assessment stage.
D. Schedule these throughout the project.
43. Which of the following is an example of rolling wave

planning in a project following an adaptive life cycle?
A. Iterative scheduling with a just-in-time log
B. Iterative scheduling with a backlog
C. Inflexible scheduling without leads and lags
D. Predictive scheduling with no backlog

major process digitization project in your organization.
The database engineer has approached you and asked you
to supply requirements relevant to the database design.
You are considering developing a model and sharing the
model with the database engineer. Which of the following
model should you develop?
A. Decision Tree
D. Context Diagram
45. You are leading a software development project using

traditional SDLC methods. The team has decided to
develop use cases to facilitate the product development.
You are not comfortable with relying only on the use
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cases for specifying all product requirements. Which of
the following is a limitation of use cases?
A. Use cases are not well-suited for capturing non-
interaction-based requirements.
B. Use cases only document the happy flows and

ignore the exception flows.
C. Use cases are not suitable to show the system-user

interactions.
D. Use cases cannot be used as a process model.
46. You have recently completed your product elicitation

activities and now want to show the results to the
stakeholders. Although you have developed a detailed
traceability matrix, you think that will be too complex for
the stakeholders to consume and provide feedback. Which
of the following is a lightweight form of a traceability
matrix that is used to identify whether the product
requirements are adequately defined?
A. Weighted ranking matrix
B. Product portfolio matrix
C. RACI matrix
47. You have been hired to review and optimize some of

the project management processes for a complex project
your client organization is performing. This is a multi-
year, multi-million dollar project and currently plagued
with uncontrolled changes. What is a recommended
method for controlling change within such a project?
A. Allow each project member ultimate control of
changes within their realm of the project without a
review process.
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B. Have each change approved or rejected through a
formal change control process.
C. Freeze scope and allow absolutely no changes.
D. Have only the project manager able to initiate

change.

software development project. You have recently
completed all planned product requirements elicitation
activities. You now want to classify the requirements into
groups for further review and analysis. You decide to use
an affinity diagram for this classification. What is the
prime benefit of using an affinity diagram in this context?
A. It will help prioritize the requirements.
B. It will help process a large set of requirements.
C. It will help define the product scope.
D. It will help define the minimum viable product.

requirements elicitation activities. This information needs
to be transformed into models for an upcoming
stakeholder update meeting. The team has already
developed a scope and data model for the product. Now
the team wants to develop a rule model to complement the
already developed models. The following options were
suggested by a team member. Which of the following
models cannot be used as a rule model?
A. Decision table
B. Decision tree
C. Business rules catalog
D. Wireframe
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50. You have been hired to review a business analysis
guide an organization has developed to uplift their
business analysis skills and to standardize their business
development activities. You are not happy with some of
the recommended product requirements prioritization
techniques given in the guide. Which of the following
technique is irrelevant when it comes to product
requirements prioritization?
A. Multivoting
B. WBS
C. Timeboxing
D. MoSCoW
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1. D - You need to have a look at the burndown chart.
The burndown chart will tell the number of story points
remaining and the current team’s velocity. Teams might
update velocity on a Kanban board, but this is not a
common practice.
[Analysis]
2. B - Backsliding is a circumstance in a burndown chart
with the remaining quantity of what is being tracked
increases overtime.
[Analysis]
3. A - Speedboat is an elicitation technique that uses
customers/stakeholders find problematic. None of the rest
of the choices facilitate such type of analysis.
[Analysis]
4. B - Project change logs are an output of the Perform
Integrated Change Control process. [PMBOK® Guide 6th
5. A - A system interface table is an interface model that
captures all the detailed level requirements for a single
system interface. System interface tables are created for
each system that interfaces to the solution system.
[Analysis]
6. C - A decomposition mode is used to identify business
analysis tasks, activities, and deliverables by detailing out
the business analysis work. These outputs are ultimately
sequenced into a business analysis work plan.
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[Planning]
7. A - From the given choices, only Business Process
Modeling Notation (BPMN) is a modeling language. The
rest are programming languages.
[Analysis]
8. C - Story mapping is a technique used to sequence
in which their users typically perform them.
9. A - The product owner prioritizes and ranks the
product backlog. Neither the team, nor the scrum master
has the authority to reprioritize this list. Unless there are
any technical limitations, stories from the top of the
backlog are always selected for the next sprint.
10. C - A Pareto diagram helps demonstrate the 80/20
principle whereby 80% of the problems can be related
back to 20% of the causes. Fishbone diagrams and Five
Whys analysis are root cause analysis techniques, which
might be helpful in analyzing the opportunities further.
However, since the question is asking you to identify the
tool that would help you with the 80/20 analysis, the
correct answer is Pareto diagram.
Assessment]
11. D - User stories are a method to document stakeholder
requirements from the user’s point of view with a focus
on the value or benefit achieved by the user with the
completion of that story.
[Analysis]
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12. C - Each user story should have its own acceptance
criteria.
[Analysis]
13. A - Context diagrams and ecosystem maps are
developed at a high-level which is generally not suitable
for test case development. Decision tables and decision
trees are useful as a foundation for test case creation, with
each combination of decision and outcome being a test
case.
[Analysis]
14. C - Confirming elicitation results directly during
elicitation is not preferred when key stakeholders send
delegates or subordinates to participate in the elicitation
activity on their behalf. All other choices are incorrect. If
the key stakeholders lack the product knowledge, other
tools such as prototyping should be used. Project’s cost
and schedule performance should not dictate the
performance of this process.
[Analysis]
15. C - Stakeholder analysis is a technique used to
systematically gather and analyze quantitative and
qualitative information to determine whose interests
should be taken into account throughout the project. The
results of stakeholder analysis are documented in the
[Planning]
16. B - In adaptive projects, retrospectives are meetings
that are scheduled on a regular basis or conducted when a
body of work is completed, such as the conclusion of an
iteration or at the end of a project phase. The purpose of a
retrospective is to task the project team with identifying
those areas where team performance can be improved.
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Typically, retrospectives use the following steps: Set the
stage -> Gather data -> Generate insights -> Decide what
to do -> Close the Retrospective. Note that retrospectives
are closed with an action plan; these do not include the
action themselves and measuring the results.
[Planning]
17. B - A traceability matrix is a grid that links product
product life cycles.
18. D - Backward traceability is performed from the
[Analysis]
19. B - Validate Scope is the process of formalizing
acceptance of the completed project deliverables by the
customer or sponsor of the project. [PMBOK® Guide 6th
20. D - Both the communications and stakeholder
management plans are detailed textual documents. They
are not presentation tools. On the other hand, both the
stakeholder register and the stakeholders engagement
assessment matrix contain the required information.
However, the stakeholders engagement assessment is the
best tool to be selected in this situation since it presents
the information required by the project sponsor in a
tabular format. [PMBOK® Guide 6th edition, Page 521]
[Analysis]
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21. C - Stage gate or phase review meetings give project
stakeholders a chance to review project progress and
planned future actions. This gives them a chance to have
their voice heard and recorded. The rest of the choices are
techniques that are internal to a project. [PMBOK® Guide
22. A - Process flows can be compared to organizational
charts to ensure that all stakeholders are covered in some
process flow and all people who perform the steps are
covered in the organizational charts.
[Analysis]
23. D - Stakeholder lists can quickly become long and
difficult to manage; therefore, placing stakeholders into
groups based on their characteristics will allow for easier
management of the information. Once this analysis is
complete, the results are then documented in the
[Planning]
24. B - The project scope statement is the correct
response. This document describes the project’s
deliverables in detail and the work that is required to
create those deliverables. It also forms the baseline for
evaluating whether requests for changes are within or
outside the project’s boundaries. [PMBOK® Guide 6th
25. A - The process of developing a business analysis
responsibilities -> Identifying the resources -> Estimate
the work. Konrad must get agreement on the list of
business analysis deliverables with the key stakeholders
prior to planning any further business analysis work.
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111] [Planning]
26. A - The Internal Rate of Return (IRR) gives the
the NPV (net present value) of an investment is the
difference between the present value of cash inflows and
the present value of cash outflows over a period of time
considering the time value of money. Payback period
(PBP) is the time needed to recover an investment. Return
on Investment (ROI) is the percentage return on an initial
investment. Both PBP and ROI do not consider time value
of money.
Assessment]
27. C - The definition of done (DoD) is a series of
conditions that the entire team agrees to complete before
an item is considered sufficiently developed to be
accepted by the business stakeholders.
[Analysis]
28. A - Minimum Marketable Features (MMF) is a
prioritization mechanism in which the smallest piece of
functionality that still delivers value to the customer is
identified.
[Analysis]
29. A - The Entity Relationship Model is a data model
and not a scope model. The rest of the choices are all
examples of scope model.
[Analysis]
30. B - Capability tables are used for analyzing
capabilities in a current or future-state. Within future-state
analysis, the mode can be used to display the capabilities
needed to solve a problem or seize an opportunity.
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However, capability tables are not very useful in
identifying system defects and bugs.
31. D - Delphi is a consensus-building method that
using rounds of voting. The rest of the choices are group
decision-making techniques and do not keep SMEs’
inputs anonymous.
[Analysis]
32. A - Configuration management system helps ensure
that the solution being built conforms to its approved
product information. It provides a process for verifying
this conformance, documenting changes, and reporting the
status of each change throughout the project life cycle.
33. B - Behavior-driver development (BDD) is an
approach that suggests that the team should begin with
understanding how the user will use a product (its
behavior), write tests for that behavior, and then construct
solutions against the tests.
[Analysis]
34. D - Questionnaires are written sets of questions
designed to quickly accumulate information from a large
number of respondents. Since you want to elicit basic
access requirements form a large group, this technique
will provide you the required result faster than the rest.
[Analysis]
35. A - Those stakeholders whose workload is likely to
increase may never become supportive of the project.
Understand the concerns of the disinterested stakeholders
and look for ways to obtain their engagement despite the
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lack of support the stakeholders may have toward the
project.
[Planning]
36. B - A data flow diagram is a data model that is used to
describe the movement of data between entities, data
stores, and processes. These entities can be actors or
systems. Data flow diagrams show the data inputs and
outputs for each process.
[Analysis]
37. A - The correct response is the Scope Management
Plan. This plan provides guidance on how project scope
will be defined, documented, validated, managed and
controlled by the project management team. [PMBOK®
38. A - In this case, your communication is with your
supervisor who has a different level of responsibility and
authority. This is an example of an upward dimension of
communications. [PMBOK® Guide 6th edition, Page
361] [Analysis]
39. C - A Pareto diagram is a histogram that can be used
to communicate the results of root cause analysis. Pareto
diagrams are a special form of vertical bar chart used to
emphasize the most significant factor among a set of data.
The rest of the choices do not have this capability.
Assessment]
40. B - A feature model is a scope model that visually
or hierarchical structure. The feature model helps teams
establish and communicate relationships between different
features.
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41. B - The definition of ready is a series of conditions
that the entire team agrees to complete before a user story
begin to construct it. The source of the conflict in this
scenario indicates the absence of the definition of ready
for the user stories.
[Analysis]
42. D - Elicitation processes are repeated throughout the
product and project life cycle. You need to schedule these
throughout the project.
[Analysis]
43. B - Iterative scheduling with a backlog is a form of
rolling wave planning based on adaptive life cycles. The
rest of choices are made up responses. [PMBOK® Guide
44. C - ERDs are typical inputs for database designers and
architects to use in database design. The rest of the
choices are not of much use in this regard.
[Analysis]
45. A - A use case is a process model that uses textual
achieve successful completion of a goal. Each use case
contains a normal flow and an alternative flow. However,
uses cases are not well-suited for capturing non-
interaction-based requirements of a system such as
algorithms or mathematical requirements.
[Analysis]
46. D - Interaction matrix is a lightweight version of a
missing.
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[Analysis]
47. B - The change control procedure varies from project
to project. However, every change request must be
processed through a formal change control process.
Monitoring]
48. B - An affinity diagram is a technique that allows
large numbers of ideas to be classified into groups for
review and analysis.
49. D - A wireframe is an interface model and not a rule
model. The rest of the choices are all rule models.
[Analysis]
50. B - Some common techniques for determining
priority are MoSCoW, multivoting, timeboxing, and
weighted ranking.
[Planning]
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PMI-PBA MOCK EXAM
(LITE) – 12
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
1. To communicate with stakeholders on the resolved
issues and the issues that are hard to resolve, you use an
issue log in your project. Since you assign an owner for
every issue and resolve it by working on it, your
stakeholders actively support all your efforts in managing
the project. This method of actively resolving issues and
reducing risks to the project is known as:
A. Communications management
B. Scope Management
C. Stakeholder management
D. Quality management
2. You have recently hired a junior business analyst to

support you with business analysis activities on a major
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organizational project. The analyst wants to schedule the
stakeholder engagements in advance and has asked you to
provide him with some details regarding the sequence of
the elicitation activities. What do you do?
A. Share the elicitation approach with the analyst.
B. Send him a copy of the project charter.
C. Share the stakeholder list with the analyst.
D. Walk him through the project’s WBS.
3. Which of the following is an agile prototyping

technique showing sequence or navigation through a series
of images or illustrations:
A. Nominal group technique
B. Mind mapping
C. Decision trees
D. Storyboarding
4. Configuration management tool selection should be

based on the needs of the project stakeholders including
organizational and environmental considerations and/or
constraints. Which of the following is not a key
configuration management consideration while selecting
an appropriate configuration management tool for a
project?
A. Procedures for accepting and rejecting change
requests.
B. Recording and reporting of configuration item

status.
C. Configuration item verification and audit.
D. Identification and selection of configuration items.
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5. You are developing the business analysis plan for your
project and what to document the requirements
verification and validation processes for all elicited
requirements. The product team is struggling to
understand the differences between the two processes.
What is the difference between requirements verification
and requirements validation?
A. Product requirements assurance is called validation
while the project requirements assurance is called
verification.
B. Validation is the evaluation of whether the product

complies with standards, while verification is the
assurance that the product meets the needs of the
customer.
C. Verification is the evaluation of whether the

product complies with standards, while validation
is the assurance that the product meets the needs of
the customer.
D. Project requirements assurance is called validation

while the product requirements assurance is called
verification.
6. You have been asked to coach a junior business analyst

in your organization by providing some guidance on
business analysis activities. The junior business analyst is
currently struggling and finding themself pressed for time
and rushing through the business analysis activities to
meet their project’s schedule requirements. In order to
help this junior business analyst, what would you like to
see first?
A. Project network diagram
B. Requirements traceability metrics
C. Business analysis plan
D. scope statement
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7. Your organization is currently automating its core
business processes. This is the CEO’s dream project and
was initiated in a hurry. As a result, insufficient time was
spent on requirements gathering and project planning. You
have recently taken over this project and have immediately
realized that the missing requirements are now leading to
scope creep on the project. The developers are prototyping
system components and as a result of the user feedback,
they are adding their own product features that aren’t
documented anywhere. What should you do first?
A. Encourage the developers to fix the issues as they
occur and add features requested by the users.
B. Stop the developers adding scope on their own.
C. Escalate the issue to the change control board.
D. Re-visit project planning processes and collect

project requirements.
8. Your team is about to commence a new mobile

application development project. The product backlog
contains several unprioritized features. The team now
needs a method to analyze these features from the
potential customers’ viewpoints and prioritize these for
development. What should you do next?
A. Conduct a Pareto analysis
B. Conduct a Kano analysis
C. Conduct a Gap analysis
D. Conduct a SWOT analysis
9. You are the lead business analyst on a workflow

automation project. You are currently reviewing your
organizational chart to identify the list of potential
stakeholders that will be impacted with the new system
your team is developing. This is an example of:
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A. Stakeholder impact analysis
D. Retrospective
10. Lucy is managing a high-tech software development

project. She has luckily acquired the organization’s best
performing employees. However, the project team is not
communicating effectively, causing delays. The project
communications plan is in place, but it seems as if the
employees are not following it. The communications plan
lays out the communications requirements but does not
explicitly assign responsibilities. What should Lucy do
first? (Assume that all the following actions need to be
taken at some stage.)
A. Set and manage expectations
B. Resolve conflicts to prevent disruptive behavior
C. Persuade the team to follow the plan
D. Motivate the team to effectively communicate
11. Your firm is a part of an industry that is typically

associated with a high cost of operations. As a result, the
profit margin is very low for all the firms in the industry.
Recently one competitor has managed to reduce its
operational cost by 15%. You want to study the processes
of this competitor so that you can improve your own
processes. This is known as:
A. Unethical behavior
B. Benchmarking
C. Criminal act
D. Cheating
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12. You are leading a process automation project.
Although the key project requirements are fixed, the
detailed solution requirements are continuously being
changed by the stakeholders. What do you need to do to
ensure that each introduced change is aligned with the
business and project objectives?
A. Establish a Kanban board
B. Establish a change management process
C. Conduct a SWOT analysis
D. Conduct a Kano analysis
13. The products categorized as “low market share” and

“high market growth rate” products on a growth-share
B. Have a good potential as they are in a market that is

continuing to grow.
D. Provide the most significant benefits to the

organization.
14. Your datacenter upgrade project is currently in

delivery stage. You have a strict time table to follow that
integrates all involved vendors’ and stakeholders’
activities together. A critical success factor to this project
is effective and timely communications. Which of the
following tools and techniques are not applicable while
Managing Communications for this project?
A. Information management systems
B. Communication technology
C. Communication methods
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D. Communication requirements analysis
15. A product team should define the definition of done

(DoD) for:
A. Each user story but not each iteration
B. Each iteration but not each user story
C. Completed user stories
D. Each user story and iteration
16. You have been asked to perform Solution Evaluation

for a recently released system. Since you haven’t
performed such a task before, you are looking for some
guidance. Which of the following PMI Guide to Business
Analysis Solution Evaluation processes will help you in
determining whether the implemented solution has
delivered its intended business value?
A. Determine Solution Evaluation Approach.
B. Obtain Solution Acceptance for Release.
C. Evaluate Acceptance Results and Address Defects.
D. Evaluate Solution Performance.
17. Use cases are generally written in a standard format.

Each use case documents the normal as well as the
alternate flow of the process. Where would you document
the errors or disruptions in the normal flow that require an
actor or system to perform a different action to respond to
the exception?
A. Exceptions
B. Normal flow
C. Post-conditions
D. Alternate flow
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18. You started a software development company a couple
of years ago and have successfully launched a product
into the market. Now you are looking for a venture capital
firm to invest in the product so that it could be sold to a
much wider customer segment. If the venture capital firm
is risk averse, most probably, they will be looking for an
investment that:
A. Has the highest IRR.
B. Has the shortest payback period.
C. Has the highest ROI.
D. Has the maximum NPV.

organization’s operating model transformation project.
You are currently conducting a gap analysis between the
current state and the future state of the operating model.
As an outcome of this exercise, you need to show the new
reporting structure of the organization. Which of the
A. Organizational Chart
B. Data Dictionary
C. State Table
D. Feature Model
20. A product team has recently built the first release of a

product. Although the team has performed numerous
internal tests and is happy with the release, the team wants
some SMEs to perform an unscripted, free-form testing of
the release before it could be presented to the users of the
product. Which of the following testing sessions need to
be planned?
A. Integration testing
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B. Acceptance testing
C. Unit testing
D. Exploratory testing
21. You collected and documented requirements for a

product. The developers have just released the product for
the project team to test and validate the product. You
found out that the developers have missed a few critical
requirements and the product is not ready to be shipped.
What should you do next?
A. Conduct Delphi analysis
B. Conduct variance analysis
C. Groom the product backlog
D. Initiate estimation poker
22. You are leading an automobile engine design project.

A number of product requirements were elicited and
analyzed. Which of the following business analysis
projects will you perform in order to confirm which
requirements should be incorporated within an iteration,
release or project?
A. Prioritize Requirements and Other Product
Information
B. Verify Requirements
C. Select and Approve Requirements
D. Validate Requirements
23. The user interface designer has developed some

screen wireframes that need to be validated by the
stakeholders. You are scheduling a workshop with the
stakeholders to present these wireframes. Which of the
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following models should you develop to accompany these
wireframes to show the navigation between the screens?
A. Use case diagram
B. User interface flow
C. Use cases
D. Process flow
24. Workshops are considered a primary technique for

quickly defining product information across multiple
domains and reconciling stakeholder differences. Which
of the following techniques can be used during a
workshop to help achieve the objectives of the meeting?
A. Brainstorming and collaborative games
B. Document analysis and collaborative games
C. Brainstorming and observation
D. Observation and document analysis
25. You have recently taken over a project which is

currently in its early planning stage. You are not happy
with the documented product requirements as you think
they are too broad. Which of the following technique is
used to breakdown higher level user stories into lower
level user stories for manageability and ease of
development?
A. Storytelling
B. Story mapping
C. Storyboarding
D. Story slicing
26. You are helping a project manager and a business

analyst on a project better understand their roles and
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responsibilities on the project. The project manager is not
sure how the outcomes of the business analysis effort will
be integrated with their project planning. Which of the
following is the point of integration between business
analysis and project management?
A. The business analysis work plan
B. The project lifecycle
C. The business case
D. The project charter
27. The amount of effort required to deliver a user story is

known as:
A. Sprint duration
B. Developer-hours
C. Story size
D. Iteration risk
28. You are developing an online complaint management

system. Recently the product owner has requested you to
drop a feature from the current iteration plan that was
earlier requested by the compliance department. What
should you do?
A. Drop the feature from the release plan.
B. Reject the change request as feature was requested

by compliance.
C. Drop the feature from the iteration plan and notify

compliance.
D. Arrange a meeting between the product owner and

compliance.
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29. Your software development project is currently
struggling due to a number of recently reported defects.
The project team spent significant amount of time
planning for this project and special effort was made to
collect, validate and document the customer requirements.
You and your team now want to analyze these events in
detail and conduct a cause-and-effect analysis. All of the
following statements are true about a cause-and-effect
diagram except:
A. A maximum of six causes are listed on the cause-
and-effect diagram.
B. The effect being studied is normally stated at the

head of the diagram.
C. Ishikawa is another name for the cause-and-effect

diagram.
D. The cause-and-effect diagram is one tool that can

be used for problem solving.
30. Your organization wants to replace its legacy ERP

system with a new system with some robotic process
automations. Since the current-state system model already
existed, you focused your energy in defining the future-
state model. The project sponsor has asked you to conduct
a gap analysis and brief him about the new resource
requirements. What should you do next?
A. Conduct a personal analysis based on the current-
state process.
B. Conduct a personal analysis based on the future-

state process.
C. Conduct a job analysis based on the current-state

process.
D. Conduct a job analysis based on the future-state

process.
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31. You are currently facilitating an elicitation workshop.
During the first half of the workshop you have used the
speedboat elicitation to elicit information about product
features that customers/stakeholders find problematic. In
the second half, you want to focus on the positive
influences. Which of the following is a variation of the
speedboat technique that focuses on positive influences
rather than identifying negative ones?
A. Kayak
B. Canoe
C. Sailboat
D. Yacht
32. Which of the following visual tools can you use to

monitor the team’s work in progress?
A. Kanban
B. Kano model
C. Andon
D. Pareto model
33. You have just returned from the weekly change

control board meeting at which you presented the
requested changes to the employee move project. You had
five change requests approved and one request rejected.
These are outputs of what process?
A. Control Quality
B. Perform Integrated Change Control
C. Control Scope
D. Monitor Risks
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software development project for a client organization.
You are currently developing a story map for the entire
project. Which of the following is a foundational part of a
story map that represents the minimum set of capabilities
that absolutely are required to be in the first release for the
solution to serve its purpose?
A. Story point
B. Backlog
C. Use case
D. Backbone
35. As new backlog items are identified and appended to a

product backlog, the product backlog needs to be
repeatedly refined. The DEEP principle describes the
characteristics that a product backlog needs to
demonstrate to be considered well-refined. What does the
acronym DEEP stand for?
A. Drafted, enabled, enacted, and produced
B. Discovered, expressed, established, and planned
C. Documented, endorsed, established, and published
D. Detailed, estimated, emergent, and prioritized
36. You are conducting a workshop and where you have

collected a number of business improvement ideas from
the stakeholders. Which of the following tools can help
you group these ideas into categories and sub-categories
so that you get a manageable set of data organized by
categories?
A. Fishbone Diagram
B. Affinity Diagram
C. Context Diagram
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D. Interrelationship Diagram
37. Last release of your flagship product was made a

couple of years ago. There is some customer pressure on
your organization to make a new release with some
requested features. You want to release your product
roadmap to your customers so that they can see what will
be available and when. Prior to publishing your product
road map, you might consider performing all of the
following activities EXCEPT:
A. Replacing the release dates with release period
range.
B. Linking product releases to the organizational

strategic objectives.
C. Removing confidential information.
D. Increasing the readability by removing unnecessary

details.
38. A product development team is currently reviewing all

the user stories in the product backlog. The team wants to
categorize each story based on its development time
requirement. All the stories need to be classified as small,
medium or large stories. This technique is known as:
A. Delphi
B. Affinity diagram
C. Affinity estimating
D. Poka-yoke
39. You are running a product development project using

an adaptive lifecycle. Which of the following methods
will you use on this project to capture the stakeholder’s
initial requirements?
A. WBS
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B. Burndown charts
C. Kanban board
D. User stories
40. You have been recently been hired to lead the

development efforts of a major process automation
initiative in your organization. Last year a team was
formed to undertake this initiative, but that team failed
miserably to deliver. Most of the stakeholders were
already negative and this made the situation even worse.
Your project sponsor has asked you to do thorough
homework prior to engaging the stakeholder directly for
elicitation events. What should you do next?
A. Ignore the sponsor’s warning and schedule
elicitation workshops.
B. Escalate the matter to the project steering

committee and have the sponsor replaced.
C. Gather all relevant documents and conduct a

thorough analysis of these documents.
D. Develop the product without consulting the

stakeholders.
41. You are analyzing your project requirements and

classifying them as “Must have”, “Should have”, “Could
have”, and “Won’t have” requirements. Which Agile
activity are you performing?
A. Iteration planning
B. MoSCoW analysis
C. Project scoping
D. Story estimating
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42. A complicated software project was authorized by a
project sponsor. However, the users who were intended to
use the product found it extremely difficult to articulate
their requirements. What technique can be employed to
elicit requirements for such a project?
A. Job shadowing
B. Job duplication
C. Hidden participant
D. Job overlaying
43. The database architect on your team has asked you to

provide her with the data model for the system so that she
could commence the database design. You as the business
analyst of this project need to develop which of the
following artifacts and share with the database architect?
B. Context diagram
C. Decision tree
44. Which of the following approaches deliberately

spends less time trying to define and lock project scope
early during the project and spends more time establishing
the process for requirements gathering, scope definition
and refinement?
A. Predictive methods
B. Waterfall methods
C. Agile methods
D. Kanban methods
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45. Sometimes a requirement is not able to be satisfied in
a solution without including the other requirements to
which it is related. All the following are examples of such
requirement relationships EXCEPT:
B. Value dependency
C. Subsets
D. Implementation dependency
46. If a team has planned 50 story points to be completed

in the upcoming project sprint, this implies that the:
A. Historical velocity is 50 story points.
B. Benchmark velocity is 50 story points.
C. Expected velocity is 50 story points.
D. Actual velocity is 50 story points.
47. Your organization has recently acquired a new fleet

management system replacing a 20-year-old legacy
system. You are now tasked to evaluate the new system
and identify the transition requirements including
capability acquisitions, process changes and user
trainings. Which of the following tools will help you
perform this analysis?
A. Gap analysis
B. Sensitivity analysis
C. PERT analysis
D. Five Force analysis
48. You are introducing Agile product development

practices to a product team. The team has identified most
of the user stories for the product backlog. Which of the
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following techniques will now help the team demonstrate
that all user stories are good and ready for development?
A. INVEST
B. PEST
C. SWOT
D. KANO
49. Measuring the quality of items in a sample on a

pass/fail basis is:
A. Biased sampling
B. Variable sampling
C. Stratified sampling
D. Attribute sampling
50. Jessica is managing an office refurbishment project.

All the project stakeholders are identified and classified.
The stakeholder engagement plan is also approved.
Jessica is managing a project for the first time, and she is
relying on the PMBOK® Guide as a reference to deliver
an excellent project. Which of the following processes
would provide guidance to Jessica regarding how to
execute the approved stakeholder engagement plan?
A. Monitor Stakeholder Engagement
B. Manage Stakeholder Engagement
C. Plan Stakeholder Engagement
D. Identify Stakeholders
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1. C - Actively working with project stakeholders and
resolving their issues relate to project stakeholder
management. [PMBOK® Guide 6th edition, Pages 504-
506] [Analysis]
2. A - The elicitation plan documents how and when to
elicit, which techniques to use, and the sequence of the
elicitation activities. You should share this document with
the analyst. The project charter doesn’t have this
information and so it is not helpful. The WBS will be
developed only once the product requirements have been
elicited and analyzed. Sharing the stakeholder list will be
useless.
[Planning]
3. D - Storyboarding is an agile prototyping technique
that shows sequence or navigation through a series of
images or illustrations. The rest of the choices are
graphical techniques designed to achieve other objectives.
4. A - Procedures for accepting and rejecting change
requests are related to change management rather than
configuration management. [PMBOK® Guide 6th edition,
Pages 118, 119] [Needs Assessment]
5. C - Verification is the evaluation of whether the
product complies with regulation, requirement,
specification, or imposed conditions. Validation is the
assurance that the product meets the needs of the
customer.
[Planning]
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6. C - Business analysts who begin elicitation sessions
without a well thought out road map of how they will
address the work will often find themselves pressed for
time and rushing through activities. In this scenario, one
should first investigate whether a business analysis plan
exists, and if it does, how good is it.
129] [Planning]
7. B - First of all, you need to ask the developers to stop
gold plating the solution. Then you need to re-visit the
planning processes and properly document the project
scope. [PMBOK® Guide 6th edition, page 168]
8. B - From the given options, only Kano analysis
explores a product’s features from the viewpoint of the
customer. Kano analysis can be used to help a product
team understand the level of importance of features being
considered for the future state.
Assessment]
9. B - Note that you are currently analyzing a document
to identify stakeholders that will be impacted by the new
system; you are not analyzing the impact of the new
system on these stakeholders.
Assessment]
10. A - Assuming that none of the given actions have
been undertaken in the past, the first thing to do is to set
expectations. Once the expectations are set, the behavior
need to be managed. Persuasion, motivation and conflict
resolution should follow this. [PMBOK® Guide 6th
edition, Page 319, 320] [Analysis]
11. B - Benchmarking is a comparison technique used to
compare one set of practices, processes, and
measurements of results against another. Benchmarking
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studies of external organizations that have solved similar
problems is an accepted technique and there is nothing
wrong about it.
Assessment]
12. B - A change management process will help you
ensure that changes align with the business and/or project
objectives.
income stream.
[Evaluation]
14. D - The question is asking for a tool and technique
that is not part of the Manage Communications process.
Communication requirements analysis is a tool and
technique of the Plan Communications Management
process and not the Manage Communications process.
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15. D - The is no point in defining “definition of done” for
the stories that have been already completed. A product
team should define the “definition of done” (DoD) for
each user story and iteration.
[Analysis]
16. D - Evaluate Solution Performance is the process of
evaluating a solution to determine whether the
implemented solution or solution component is delivering
the business value as intended. This PMI Guide to
Business Analysis process will help you with your current
task.
[Evaluation]
17. A - The errors or disruptions in the normal flow that
require an actor or system to perform a different action to
respond to the exception are documented in the exceptions
section of the use case.
[Analysis]
18. B - If the venture company is risk averse, they would
be looking to reduce their investment risk by investing in
a company that offers the shortest payback period making
it the least risky company to invest in. IRR, NPV and ROI
do not indicate the level of risk involved.
Assessment]
19. A - An organizational chart, or org chart, is a scope
model that shows the reporting structure within an
organization or within a part of an organization.
[Analysis]
20. D - Unit and integration testing are done by the
product team. The team want some SMEs to validate the
system before the release is presented to the users who
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will then perform acceptance testing. You need to conduct
exploratory testing with the selected SMEs.
[Analysis]
21. B - The first thing you need to do is to conduct a
detailed variance analysis to understand the root cause of
the issue. Once the root cause is identified, appropriate
corrective and preventive measures can be planned.
22. C - Select and Approve Requirements is the process of
facilitating discussions with stakeholders to negotiate and
confirm which requirements should be incorporated
within an iteration, release, or project. Note that this
process is performed after the Verify Requirements and
Validate Requirements processes.
23. B - A user interface flow is an interface model that
displays specific user interfaces and commonly used
screens within a functional design and plots out how to
navigate between them.
[Analysis]
24. A - Observation and document analysis are not
collaborative techniques. Techniques such as
brainstorming and collaborative games can be used in
facilitated workshops to help achieve the objectives of the
meeting.
[Analysis]
25. D - Story slicing is a technique used to split
requirements or user stories from a higher level to a lower
level. Story mapping is a technique used to sequence user
stories. The other two choices are not user story
management techniques.
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26. A - Once the business analysis deliverables, task and
activities, and required resources for completing the work
are known, the information is assembled into the business
analysis work plan. This is the point of integration
between business analysis and project management.
[Planning]
27. C - The amount of effort required to deliver a user
story is known as story size. Teams consider story size so
that they do not try to commit to more stories than there is
team capacity.
[Planning]
28. C - The product owner is ultimately responsible and
accountable for the product being developed. If the
product owner has requested to drop a feature from the
current iteration plan, that decision needs to be honored.
To manage the stakeholder expectation at compliance,
notifying compliance of the change is a good idea.
[Planning]
29. A - While listing six causes is possible, there is no
rule that states a maximum of six causes can be listed.
You could list four or eight, for example. [PMBOK®
30. D - You need to conduct a job analysis based on the
future-state process. The output of job analysis may
include details such as a high-level description of the
work; a depiction of the work environment; a detailed list
of the activities a person is expected to perform; a list of
the preferred interpersonal skills; or a list of required
training, degrees, and certifications.
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[Planning]
31. C - Sailboat is a variation of the speedboat technique
that focuses on positive influences rather than identifying
negative ones.
[Analysis]
32. A - A Kanban board is used in adaptive approaches to
track work that is in progress by the project team.
[Analysis]
33. B - Approved and rejected change requests are outputs
of the Perform Integrated Change Control process.
Monitoring]
34. D - The backbone is a foundational part of a story map
representing the minimum set of capabilities that
absolutely are required to be in the first release for the
solution to serve its purpose. That set of capabilities or
user stories is sometimes called the minimum viable
product.
[Analysis]
35. D - DEEP stands for: Detailed, estimated, emergent,
and prioritized. DEEP describes the characteristics that a
product backlog needs to demonstrate to be considered
well-refined.
[Analysis]
36. B - Affinity diagrams display categories and
subcategories of ideas that cluster or have an affinity to
one another. These are used to process a large amount of
organized by categories.
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Assessment]
37. B - Instead of linking the product releases to the
organizational strategic objectives you should remove
these if already present in the product roadmap. External
customers may not need to know or be interested in how
products align to the organizational strategy. The rest of
the option are all valid activities.
Assessment]
38. C - Affinity estimating is a form of relative estimation
in which team members organize product backlog items
into groups where each product backlog item is about the
same size.
[Planning]
39. D - In adaptive approaches, user stories are
commonly the method to represent requirements.
[Analysis]
40. C - You must take the sponsor’s recommendation on
board. Gathering all relevant documents and conducting a
thorough analysis for these documents is your best bet.
Once you update yourself with all the relevant
information, context, and background, you will be in a
better position to engage these negative stakeholders.
Developing the product without consulting the
stakeholders is not advisable for any project. Escalating
the matter seems unnecessary.
[Analysis]
41. B - During MoSCoW analysis, requirements are
sorted into four categories: must have, should have, could
have, and won’t have.
[Planning]
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42. A - Job shadowing is a technique that can be
employed in this case. It is done externally by an observer
who views the user doing his or her job. This technique is
also called observation. [PMBOK® Guide 6th edition,
43. D - ERDs are typically input for database designers
and architects to use in database design. The rest of the
choices are not direct inputs to database design.
[Analysis]
44. C - Agile methods deliberately spend less time trying
to define and lock project scope early during the project
and spend more time establishing the process for
requirements gathering, scope definition and refinement.
45. A - Discretionary dependencies are usually based
upon best practices and are not mandatory. All the rest are
valid examples of requirement relationships that exhibit
some sort of parent-child relationship.
46. C - If a team has planned 50 story points to be
completed in the upcoming project sprint, this implies that
the expected velocity is 50 story points. The aspirational
velocity should be higher than this and the actual velocity
might be different at the end of the iteration. On Agile
projects, there is no such thing as benchmark velocity.
[Planning]
47. A - Gap analysis compares the current state to the
future state and is performed to identify the required
capabilities against the existing capabilities and
identifying the differences and missing capabilities that
the organization needs to acquire to address the business
need.
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Assessment]
48. A - INVEST model gives the characteristics that user
stories need to demonstrate to be considered “good” and
“ready” for development. INVEST is an acronym for
independent, negotiable, valuable, estimable, small, and
testable.
[Analysis]
49. D - Attribute sampling measures the quality of items
in a sample on a pass/fail basis; variable sampling
measures the quality on a continuous scale. [PMBOK®
50. B - The question is asking about the Stakeholder
Management process from the executing process group.
The Manage Stakeholder Engagement process executes
the stakeholder engagement strategy developed during the
Plan Stakeholder Engagement process. The Monitor
Stakeholder Engagement process deals with making the
necessary adjustments to the stakeholder engagement
strategy. [PMBOK® Guide 6th edition, Page 523]
[Analysis]
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PMI-PBA
Domain Area Test: Planning Practice
Questions
Test Name: Domain Area Test: Planning
Total Questions: 20
14 (70.00%)
Test Description
Planning PMI-PBA Domain area.
Test Questions
1. You are managing a project to lengthen a runway at a
major airport. However, after you worked on the project
for six months and held weekly status meetings, many of
your stakeholders are dissatisfied with the deliverables,
even with a CPI of 1.0 and an SPI of 1.0. Which of the
following phases has probably not been done properly?
B. Control Scope
C. Define Scope
D. Identify Risks
2. You are responsible for migrating some critical

business applications for the local servers over to a cloud
platform. Some non-critical support applications, which
are currently integrated with these critical applications,
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will also be required to move. Although the high-level
scope of the project is known, due to the complexity of the
project, the detailed requirements can only be determined
as the project progresses. Which of the following planning
tools should you use for this project?
A. Change control
B. Change requests
C. Progressive elaboration
D. Predictive approaches
3. Which of the following measures determines the

interest rate of a cash flow stream?
A. NPV
B. IRR
C. ROI
D. DCF
4. Elicitation results can be confirmed in many ways. At

times, elicitation and confirming elicitation results are
performed concurrently. Which of the following project
lifecycle considers this a common practice?
A. Linear lifecycles
B. Predictive lifecycles
C. Adaptive lifecycles
D. Waterfall lifecycles
5. You are currently planning your business analysis

activities for a major project. The organizational PMO has
asked you to perform job analysis as well as persona
analysis for project stakeholders. How are the results
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obtained from conducting a job analysis different than the
results obtained from conducting a persona analysis?
A. Persona analysis is a stakeholder analysis
technique, but the job analysis cannot be used to
analyze stakeholders.
B. Both the persona analysis and job analysis produce

the same results.
C. The information provided in the persona is

behavioral in nature while the information obtained
from a job analysis is descriptive in nature.
D. The information provided in the persona is

descriptive in nature while the information obtained
from a job analysis is behavioral in nature.
6. One of the performance requirements of a company

website development project is that the home page should
load in one second. Such performance requirements are
usually part of:
A. Business requirements
B. Product requirements
C. Business needs
D. Project management requirements

efforts on a major development project. A number of
senior stakeholders are excited about the project and are
expecting fast results. Somehow you have been able to
manage this pressure and focus on your business analysis
planning. Identifying the right stakeholders and
understanding their needs and wants is critical for the
success of this project. You need to explain the importance
of stakeholder analysis to some senior stakeholders. How
does stakeholder analysis help in business analysis?
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A. Helps in determining how to best conduct the
business analysis activities.
B. Helps in determining the project budget and

funding limit.
C. Stakeholder analysis is a project management

technique and not relevant to business analysis.
D. Helps in marketing the project to a wider audience.
8. The WBS is a deliverable-oriented hierarchical

decomposition of the work the project team must execute
to accomplish the project objectives. This is created as part
of:
A. Project Scope Management
B. Project Procurement Management
C. Project Integration Management
D. Project Schedule Management
9. You want to establish a mechanism to facilitate

coordination between product teams by communicating
between projects; a platform that will enable sharing items
such as progress, issues, retrospective findings and
improvement experiments. You need:
A. Command and control center
B. External consultant
C. A PMO
D. Colocation
10. You are managing the design and development of a

HR/Payroll system. Due to the complexity of the project,
you are using Scrum to help you manage this project.
Your project calls for communication in the form of
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announcements and messages with an extremely large
audience. What communication method would be
appropriate under such circumstances?
A. Verbal communication
B. Two-way communication
C. Pull communication
D. Interactive communication
11. Jim has been assigned as a junior business analyst in

your program. You want to initiate a new project in the
program and want Jim to first understand the scope and
assess the complexity of the project. Jim wants to know
why he cannot jump straight to stakeholder identification
and requirements elicitation. Why must a business analyst
assess the complexity of a project?
A. To understand how best to approach business
B. To efficiently manage the day-to-day product

development work.
C. To acquire skilled resources to complete the

project work.
D. To allocate enough time for project activities.
12. You have recently discovered that a group of

stakeholders are currently lobbying against your project.
You are surprised by this finding since earlier this group
was quite supportive of the project. You believe that these
stakeholders might have some concerns that they have not
raised with you yet. How should you now uncover these
unspoken concerns?
A. Spending more time with stakeholders and
understanding their likes and dislikes.
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B. Collaborating closely with the project sponsor
during stakeholder identification.
C. Conducting a retrospective meeting after the

conclusion of the business analysis activities.
D. Collaborating closely with the project manager

during stakeholder analysis.
13. You are developing a business analysis guide for a

client organization to help it standardize its business
analysis processes and methods. Once the stakeholders on
a project have been identified, especially on large
projects, the next step is to group these stakeholders. All
of the following are the techniques that you can use to
analyze stakeholders EXCEPT:
A. Job analysis
B. Persona analysis
C. Stakeholder maps
D. Fishbone diagram
14. You are the lead business analyst on a major

organization transformation project. Managing key project
stakeholders is critical to the success of the project. You
want to analyze the stakeholders based on their power,
influence, impact, and interest. Which of the following
tools can help you analyze this?
A. Delphi analysis
B. Story mapping
C. Stakeholder maps
D. Tornado diagram
15. You have recently completed your product elicitation

activities and now want to show the results to the
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stakeholders. You develop an interaction matrix for the
stakeholders to consume and identify whether the product
requirements have been adequately defined. An
interaction matrix is a lightweight version of a:
A. Traceability matrix
B. Weighted ranking matrix
C. Product portfolio matrix
D. RACI matrix
16. Agile teams use which of the following platforms to

report work in process issues?
A. Sprint backlog
B. Risk register
C. Daily standups
D. Issue log
17. Which of the following Agile events is not primarily

designed to generate feedback on either project approach
or project deliverables?
A. Retrospective
B. Usability testing
C. Estimation poker
D. Demonstration
18. On-demand scheduling is one of the techniques used

in agile projects. This type of scheduling relies on:
A. Discretionary dependencies that cannot be changed
by the project team.
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B. A backlog or intermediate queue of work to be
done.
C. Skills of the project manager rather than the skills

of the team.
D. A schedule that was developed previously for the

development of the project increments.
19. Risks may be identified during the entire lifecycle of

a project. Identify Risks is what type of process?
A. Iterative
B. Discrete
C. Effort-driven
D. Qualitative

project progress. You decide to use a Kanban board as a
visual communication tool. What is a Kanban board?
A. A graphical representation of improvement ideas.
B. A visual representation of what work is in progress.
C. A tabular representation of project risks.
D. A textual representation of project schedule.
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PMI-PBA Domain
Area Test: Planning
1. C - With a CPI of 1.0 and an SPI of 1.0, the project is
on time and on budget, but the stakeholders are
dissatisfied with the deliverables. This indicates that the
project scope statement was not accurate which gets
developed during the Define Scope process. [PMBOK®
Guide 6th Edition, Page 150] [Planning]
2. C - Since detailed requirements can only be
determined later in the project, this calls for progressive
elaboration of project requirements. The rest of the
choices are irrelevant. [PMBOK® Guide 6th edition, page
185] [Planning]
3. B - IRR determines the interest rate of a cash flow
stream at which the present value of the cash flow stream
becomes zero.
[Planning]
4. C - Concurrent elicitation and confirmation are
considered a common practice in adaptive life cycles.
[Planning]
5. C - Persona analysis and job analysis can both be used
to analyze stakeholders. However, the information
provided in the persona is behavioral in nature while the
information obtained from a job analysis is descriptive in
nature.
116] [Planning]
6. B - Performance requirements such as the loading time
of websites are usually considered as part of product
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requirements and scope. Project requirements include
business requirements, project management requirements
and delivery requirements, whereas product requirements
include technical, security, and performance requirements.
7. A - Business analysts use the results from the
stakeholder analysis to understand how the stakeholders
will impact the business analysis process. The business
analyst considers a number of stakeholder characteristics
before determining how to best conduct the business
[Planning]
8. A - Creating the WBS is an important process in a
project, and it is done as a part of Project Scope
Management. [PMBOK® Guide 6th edition, Page 129]
[Planning]
9. C - A PMO coordinates between product teams by
communicating between projects. It facilitates sharing
items such as progress, issues, retrospective findings and
improvement experiments.
[Planning]
10. C - The situation in the project would call for pull
communication. This is suitable for a large audience, and
it allows them to access information at their own
discretion. [PMBOK® Guide 6th edition, Page 374]
[Planning]
11. A - The business analyst assesses complexity to
understand how best to approach business analysis
activities and to understand the impact that the change
will have on stakeholders. The rest of the choices are all
responsibilities of the project manager.
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116] [Planning]
12. A - Uncovering stakeholder likes and dislikes may
bring to the forefront unspoken concerns about the
proposed business analysis process. Conducting a
retrospective at the conclusion of the business analysis
activities will be too late. The other two choices are
irrelevant.
116] [Planning]
13. D - Fishbone diagrams are used to conduct root-cause
analysis. The rest of the choices are all valid stakeholder
analysis and grouping techniques.
116] [Planning]
14. C - Stakeholder maps help with the analysis of
stakeholder characteristics such as the power, influence,
impact, and interest of stakeholder groups. The other
given choices are not applicable as these are not
stakeholder analysis techniques.
[Planning]
15. A - An interaction matrix is a lightweight version of a
missing.
[Planning]
16. C - Since the most effective and efficient way of
conveying information to and within a team is face-to-
face conversation, Agile teams report all work in process
issues during the daily standups.
[Planning]
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17. C - Estimation poker is an Agile estimating technique
and not a feedback solicitation technique. Estimation
poker combines expert opinion, analogy, and
disaggregation into an enjoyable approach to estimating
that results in a quick but reliable estimate.
[Planning]
18. B - On-demand scheduling does not rely on a schedule
that was developed previously for the development of the
product or product increments, but rather pulls work from
a backlog or intermediate queue of work to be done
immediately as resources become available. [PMBOK®
19. A - Identify Risks is an iterative process, because new
risks may become known as the project progresses
through its lifecycle. [PMBOK® Guide 6th edition, Page
409] [Planning]
20. B - A Kanban board provides a continuous means to
visually communicate project status to the team. It is a
visual representation of what work is in progress.
[Planning]
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PMI-PBA MOCK EXAM
(LITE) - 13
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
1. On Agile projects, who is primarily responsible for
developing product roadmaps and decides whether and
where to place the user stories in the backlog?
A. Servant-leader
B. Agile team
C. Agile coach
D. Product owner
2. Which of the following is an informal peer review

completed by one or more peers simultaneously to look
over the work in progress items?
A. Kaizen
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B. Desk check
C. Kanban
D. Acceptance test
3. You are coaching a project team that has historically

struggled with managing their project scopes. You tell the
team that managing the project scope is an absolute must
for any successful project. What is the MAIN reason for
controlling the project scope?
A. To enable scope creep
B. Preventing scope creep
C. To prevent changes from affecting the project
D. To ensure timely closure of the project
4. A business analyst has scheduled a number of face-to-

face interviews with subject matter experts (SMEs) to
obtain stakeholder preferences for the Elicitation process
and to learn about stakeholders’ experience and comfort
level with one or more of the elicitation techniques being
considered by the business analyst. Which Elicitation
process is the business analyst currently performing?
B. Confirm Elicitation Results
C. Determine Elicitation Approach
D. Prepare for Elicitation

requirements elicitation activities. The team now needs to
analyze this information and develop a high-level scope
model to define and clarify the boundaries of the system.
The model also needs to identify the flows of information
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between the system and external entities. Which of the
A. Prototype
B. Context Diagram
C. System Interface Table
D. Organizational Chart
6. A software team tracing the root cause of an

application failure can use this to help determine the
cause(s) of the failure:
A. Threading analysis
B. Deming chart
C. Ishikawa diagram
D. Rummler-Brache swim lane diagram
7. You are coaching a few junior business analysts on

modern business analysis tools and techniques. One of the
analysts in the class is finding it difficult to understand ER
models. Which of the following statements regarding an
ER model is incorrect?
A. The ER model is a data model that shows the
business data objects and their relationships.
B. The data objects in an ER model need to be exact

data objects in the database.
C. The ER model helps identify the data that are

created in, consumed by, or output from a system.
D. ER models are used in conjunction with process

models to model the data of importance from a
process perspective.
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8. Which of the following describes the characteristics
for a user story to demonstrate that it is good and ready for
development?
A. PEST
B. INVEST
C. PESTLE
D. SWOT
9. You have been notified of a major issue with a product

that your team has recently launched. You need to conduct
a root cause analysis to identity the real cause of the issue.
You are planning to use Five Whys to carry out this
analysis. Which of the following tools can be used to
graphically show the results of your analysis?
A. Tornado diagram
B. Scatter diagram
C. Fishbone diagram
D. Pareto diagram
10. The business analyst on your project suggested using

the product box technique for an upcoming elicitation
workshop. Which of the following is the key benefit of
this technique?
A. It provides insights into the costs and benefits
associated with the product.
B. It helps in generating alternative solutions to the

problem.
C. It helps in identifying detailed product

requirements.
D. It provides insights into the benefits and features

that customer finds most valuable.
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11. You have gathered all business requirements regarding
a product being developed by your team. You are now
ready to transform these business requirements to system
requirements. The product team has selected use case
models for this requirements transformation. A junior
business analyst will assist you with the drafting of these
use cases. Which of the following sections would you
request the analyst to include in each use case?
A. Supplier, Inputs, Process, Outputs, and Customer
B. Benefits, Costs, Action Items, Controls, and

Feedback
C. Triggers, Preconditions, Normal Flow, Alternative

Flow, and Post Conditions
D. Initiation, Execution, Control, and Closure
12. A junior business analyst has requested you to review

the product requirements he has elicited. You find out all
requirements have been mixed up which should at least be
categorized as functional or non-functional. Which of the
following requirement is an example of a non-functional
requirement?
A. Workflow automation requirements
B. System availability and performance requirements
C. Automatic notifications and alerts requirements
D. Reporting requirements
13. You are responsible for the business analysis activities

for a reporting system. The system will draw information
from several systems and is also expected to provide
inputs to a few management information systems. You
decide to use the spider web technique to discover the
proposed system relationships with other systems. On a
spider web diagram, the circle in the middle of the sheet
represents:
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A. The customer
B. The market
C. The organization
D. The product
14. You have asked your business analyst to focus on the

product requirements and asked your project coordinator
to focus on the project requirements. Your business
analyst and project coordinator are not sure about the
difference and want to clarify this with you. Which of the
following statements regarding a project lifecycle is
incorrect?
A. A project lifecycle may be influenced by many
internal and external factors.
B. All project phases in a project lifecycle follow a

strict linear sequence.
C. Every project lifecycle has a clear start and end.
D. A project lifecycle is the series of phases through

which a project passes from its initiation to its
closure.
15. You are currently auditing a project in your

organization with a task to identify non-value adding
activities and optimizing project costs. Which of the
following techniques should you use to identify non-
value-added activities in the project?
A. Pareto charting
B. Root cause analysis
C. Process analysis
D. Affinity diagrams
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16. You are automating a complex network of manual
workflows that has many touchpoints. You need to
understand how and when different system functionalities
will be initiated. You decide to document the outcomes of
this analysis in an event list. What does a typical event list
describe?
A. Any internal events that would require a change
request to the system functionality
B. Any internal issues that need to be kept confidential
C. Any external risks that impact product development
D. Any external events that trigger solution behavior
17. You are managing a software development project.

According to the project management plan, you have
outsourced the development of some system components
to a contractor expert in the technology. The first
deliverable passed the unit test and met the specifications
outlined in the contractor’s agreement, but the deliverable
failed the integration test when integrated with the other
internally developed components. You have asked the
contractor to fix the issue but the contractor is insisting
that a milestone payment be made before any further
work. What should you do first?
A. Engage the internal legal team and explore ways to
legally terminate the contract.
B. Issue a legal notice to the contractor to comply with

the contract’s terms and conditions.
C. Share the integration tests results with the

contractor and explain why the deliverable cannot
be accepted.
D. If the deliverable meets the agreed specifications,

release the payment immediately. Then conduct a
detailed root cause analysis regarding why the
integration testing failed.
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18. You are leading the business analysis efforts on an
information system development project. The technical
architect on the team needs to understand the involved
business data objects and the relationships between them
to design the backend database for the system. You decide
to develop an entity relationship diagram (ERD) and
supply this to her. An ERD is a:
A. Scope model
B. Ecosystem model
C. Data model
D. Process model
19. Your organization recently rolled out a new insurance

claims management tool which has attracted significant
customer dissatisfaction. You want to examine each
complaint and the associated root causes to identify the
needed capabilities to address the complaints. Which of
the following tools should you use to carry out this
analysis?
A. Capability framework
B. Capability table
C. RACI chart
D. 80/20 table

activities on a project. You are currently planning,
estimating and scheduling your business analysis
activities. Recently a project manager has also been
appointed on this project. What should you do next?
A. Complete the business analysis plan and send a
copy to the project manager for record keeping.
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B. Complete your business analysis plan and ask the
project manager to accommodate that in their
schedule.
C. Work closely with the new project manager when

formulating the business analysis plan.
D. Handover your planning activities to the project

manager as they are responsible for all planning.
21. A product team is developing a new cost management

system for your organization. This system must be
integrated with a few other upstream and downstream
systems. As the project’s business analyst, you want to
understand these relationships. Which of the following
model should you develop to identify these upstream and
downstream systems and their interrelationships?
A. Process flow
B. Decision tree
C. Prototype
D. Ecosystem map
22. You are currently managing a complex project that

requires a lot of knowledge work. You want some sort of
visual management system that can help you visualize the
flow to be managed by adjusting the work-in-process
limits. Which of the following tools can help you in this
regard?
A. 5S
B. Product backlog
C. Sprint retrospective
D. Kanban board
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23. You have scheduled a three-day product requirements
elicitation workshop and have invited around thirty
stakeholders to attend the workshop. The stakeholders are
day-to-day process workers and have no business analysis
experience. For such a large product requirements
elicitation event, which of the following is NOT
advisable?
A. Consider collaborative games to help elicit
requirements.
B. Developing a presentation document to help guide

the discussion.
C. Set up ground rules for the workshop.
D. Ask the stakeholders to come prepared with their

list of requirements.
24. You are currently preparing for a large elicitation

event. You have got the elicitation approach, requirements
and other product information captured to date, the
situation statement, and the stakeholder engagement and
communication approach. Which of the following is the
key input you are still missing?
A. Project charter
B. Organizational structure
C. Product scope

to obtain their feedback. The walking skeleton section of
the story map should contain:
A. The minimum viable product
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B. The backend features of the system
C. The optional features of the system
D. The full set of end-to-end functionality
26. You have been asked to develop a new website for one
of your clients. The website is required to be browser
independent and delivered within a month. Although the
website has a simple design, the requirement of browser
independence has added some complexity to the project.
Which of the following approaches would you
recommend for this project?
A. Incremental
B. Predictive
C. Iterative
D. Agile
27. You need to model a number of business processes so

that these can be automated by your developers. A
number of stakeholders are involved in the execution of
these end-to-end processes and most of them only have
knowledge around a specific section of the process.
Unless you model the current state process in a way that
all stakeholders easily understand, developing and
obtaining sign off on the future state model will be a big
challenge. Which of the following tools should you use to
model the current and future state processes?
A. Decision table
B. Fishbone diagram
C. Flowchart
D. PERT
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28. Evaluation of a solution performance typically
occurs:
A. Prior to the development of a solution
B. At the point of project initiation
C. During the daily team standups
D. After a solution has been released
29. Which of the following consensus-building methods

should you use if you want to reduce peer pressure or
groupthink in the requirements validation process?
A. Delphi
B. Brainstorming
C. Affinity diagram
D. Nominal group
30. A product team is developing a process automation

solution. As the business analyst, you have identified and
documented the product requirements. You have also
defined and documented all use cases pertaining to the
solution. Which of the following models should you
develop next to document the system functionality
constraints imposed by the business policies?
A. Process Flows
D. Context Diagram
31. You are the lead business analyst on a software

development project. The project team has decided to
deliver this product using Agile development methods.
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Which of the following statements is true regarding
projects using adaptive lifecycles?
A. Elicitation stories are added to the product backlog.
B. Each project iteration has its own elicitation and

analysis.
C. All elicitation and analysis work must be completed

prior to system analysis and design phase.
D. The project’s Kanban board is replaced with an

Elicitation results board.
32. Your project team has recently developed a new

accounting and cost control system for your organization.
The project followed a waterfall development life cycle
and took 35 months to complete. The system not only
digitizes most of the manual paper-based processes, it also
automates some decisions during the procurement and
cost recording processes. You are ready to release the
solution but you are not sure if the organization and the
staff are prepared for this change. What should you do
next to determine the magnitude of this preparedness?
A. Conduct a cost-benefit assessment.
B. Conduct a readiness assessment.
C. Conduct a requirements validity assessment.
D. Conduct a root-cause analysis.
33. You are reviewing a legacy system and analyzing how

its users are currently using the system. You have
conducted multiple workshops with the users to
understand the manual workarounds being performed by
the users to compensate for the gaps in the product
functionality. However, so far you have not been
successful. Which of the following techniques would you
use to better understand these workarounds methods and
practices?
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A. Observation
B. Brainstorming
C. Interview
D. Focus groups
34. You are leading a new workflow digitization project.

The project will take about two years to deliver the final
product. The product’s benefits stated in the business case
can only be evaluated once the system is in production for
at least a year. In this scenario, how would Solution
Evaluation be performed?
A. Solution Evaluation need not be performed for this
project.
B. A prediction of future performance will be used as

a substitute for Solution Evaluation.
C. The current business analyst will analyze the

benefits during the project closure.
D. Operational business area may lead the long-term

Solution Evaluation.
35. A product team was managing some product risks

during the development of a new software system for the
organization. Now since the product has been released and
accepted by the stakeholders, what should the team do
with these product risks?
A. Transfer these to the operational teams to manage
going forward.
B. Continue managing these risks until all risks are

expired.
C. Trigger all the remaining risks so that they could be

actioned and closed.
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D. Close all risks and update the project file.
36. The CEO of your organization has recently appointed

you as the business analyst on a major project. One of
your colleagues has been assigned as the project manager
on this project. Due to the high value of the project, the
organization’s PMO is actively overseeing the project. As
the first compliance deliverable, the results of project
stakeholder analysis needs to be shared with the PMO.
Which role should identify and assess the project’s
stakeholders?
A. The business analyst should identify the
stakeholders and the project managers should
assess them.
B. The business analyst should identify and assess the

stakeholders.
C. The project manager should identify and assess the

stakeholders
D. Both the project manager and the business analyst

should identify and assess the stakeholders.
37. As an experienced PMI-PBA, you have found that

running a WBS meeting is tricky because you need to find
a balance between insufficient decomposition and
excessive decomposition. When items are excessively
decomposed, it leads to all the following except:
A. Decreased efficiency when performing work
B. Inefficient use of resources
C. Breaking the 100 percent rule
D. Nonproductive management effort
38. You are setting up a PMO in a manufacturing plant

and advocating standardized project management on all
internal organizational projects. Due to the nature of the
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business, the staff is well aware of quality management
processes but is not aware of scope management
processes. Which of the following best describes the
Validate Scope process?
A. Validating that all of the project’s objectives are
met
B. Controlling changes to the scope of the project
C. Obtaining the stakeholders’ formal acceptance of

the project deliverables
D. Validating that the project quality requirements are

met
39. The chief operating officer of your organization has

called in your team and has asked the team to initiate a
new project. She distributes a list of items that need to be
delivered through this project. The list contains features
and functions that characterize the required solution. What
has the COO shared with the team?
A. Portfolio scope
B. Product scope
C. Program scope
D. Project scope
40. You have recently completed all product elicitation

activities and gathered a huge list of product
requirements. You want to prioritize these requirements
based on their value to stakeholders. You call a workshop
to play “buy a feature” game with the stakeholders to
prioritize these requirements. You give each stakeholder
an amount of pretend money to buy their choice of
features, splitting the money received across features
however desired. What is the main benefit of this
approach?
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A. It encourages stakeholders to participate in the
prioritization process who otherwise would not
participate.
B. It puts pressure on the stakeholders to estimate the

actual price of the features that the customers are
willing to pay.
C. It puts emphasis on the perceived value of the

features and limits the buying capacity of the
stakeholders.
D. It removes the pressure from the project manager

and the business analyst to prioritize the features
themselves.
41. A control point is a designated event scheduled for the

conclusion of a segment of work in order to evaluate
progress against plans to determine if the project should
be changed, terminated, or continued as planned. Which
of the following is an example of a control point on Agile
projects?
A. Backlog grooming
B. Story estimation
C. End of sprint evaluation
D. Daily standups
42. Your firm has been engaged by a client organization to

improve its operating model. Before you can recommend
any improvements, you need to analyze the organization
structure and operations. Which of the following tools can
help you describe the organization by mapping its high-
level and essential characteristics, such as people,
locations, processes, applications, data, and technology?
A. Use case diagram
B. Process map
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C. SWOT analysis
D. Architecture
43. You are the product owner of an information

management system that is currently being developed.
The project sponsor has asked you to review the product
backlog and prioritize the user stories based on their
relevance to the organization’s strategy. What should you
do next?
A. Develop a feature model.
B. Develop a Kano model.
C. Develop a MoSCoW model.
D. Develop a purpose alignment model.
44. You are evaluating a solution’s performance post its

release. According to the business case, which was
developed three years ago at the project initiation, the
NPV of the project at 5% discount rate was $15,000.
During the project, the discount rate changed to 7%
resulting in a new NPV value of $10,000. How should
you interpret this result?
A. The project’s NPV has fallen, which is a favorable
condition, but the project has incurred a $5,000
loss.
B. The project’s NPV has fallen, which is an

unfavorable condition, and the project is no longer
profitable.
C. The project’s NPV has fallen, which is a favorable

condition, and the project is still profitable.
D. The project’s NPV has fallen, which is an

unfavorable condition, however the project is still
profitable.
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ERP implementation project. This is a major project that
is expected to take two years to complete. You have
recently circulated your project’s situation statement to
the key stakeholders. To your surprise, the project
stakeholders look confused and seem to have different
ideas of the situation. You are now not sure whether the
situation statement is accurate and there is a risk of
developing a wrong solution. What should you do next?
A. Revisit the Assess Current State process
B. Revisit the Determine Future State process
C. Revisit the Determine Viable Options and Provide

Recommendation process
D. Revisit the Identify Problem or Opportunity

process

process automation project at a train maintenance yard.
The worksite is located outside of the city and has a big
number of rostered engineers and technicians working
seven days a week to maintain a fleet of trains the state’s
transportation authority operates. In this scenario, which
of the following assumptions is incorrect?
A. Your business analysis approach needs to be
tailored to suit the blue-collar staff.
B. Business analysis activities need to be planned in

accordance to stakeholders’ schedules and
availability.
C. You will encounter both the supporting and non-

supporting stakeholders.
D. Since all staff are working at one location, there

will be no cultural differences between the staff.
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47. You and your project team are inspired to deliver a
project in an Agile setting. Although the concept of a self-
organizing team sounds appealing, not clearly defining the
roles, responsibilities and accountabilities might introduce
significant risk to the project. What should you do?
A. Use a hybrid model
B. Use predictive approaches
C. Use adaptive approaches
D. Accept the risk
48. You are leading the development of a management

information system for your organization. This is a
complex enterprise-level system and its main purpose is to
capture day-to-day operational data and produce several
management reports for efficient decision making. In
addition to the prototypes for all of the required reports,
which of the following should also be supplied to the
developers so that all reporting requirements are
developed?
A. Work breakdown structure
B. Feature model
C. Report tables
D. Business case
49. You are helping an organization establish a centralized

project management office. You are proposing different
project management and business analysis methodologies
for projects based on their complexity levels. Which of
the following is the most defining characteristic of
complexity in projects?
A. Significant internal interpersonal influences
B. Multiple stakeholders
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C. Project duration
D. Highly regulated environment
50. Which of the following processes should you perform

to check that the requirements meet business goals and
objectives?
A. Define future state
B. Validate requirements
C. Verify requirements
D. Assess current state
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1. D - A product roadmap shows the anticipated
sequence of deliverables over time. Product owners are
primarily responsible for developing product roadmaps.
[Planning]
2. B - Peer desk check is an informal peer review
completed by one or more peers simultaneously to look
over the work in process items.
[Analysis]
3. B - The main reason for controlling the project scope
is to deal with the impact of changes on the project. This is
done by managing approved changes and disregarding
rejected changes. This reduces the risk of scope creep on
the project. [PMBOK® Guide 6th edition, Page 168]
[Planning]
4. C - The analyst is currently gathering information
regarding stakeholder preferences for the Elicitation
process and techniques; the analyst has not actually started
the Elicitation yet. This is the Determine Elicitation
Approach process.
[Planning]
5. B - A context diagram defines the boundaries of a
system. It also identifies the flows of information between
the system and external entities. A context diagram is a
scope model that you can use in this context. None of the
rest of the choices are scope models.
[Analysis]
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6. C - Cause-and-effect diagrams, also called Ishikawa
diagrams, illustrate how various factors might be linked to
potential problems or effects. [PMBOK® Guide 6th
7. B - The data objects shown in an ER model are not
meant to be exact data objects in a database, but rather a
conceptual view of the data in the solution from the
perspective of the business. The rest of the statements are
all correct.
[Analysis]
8. B - The term INVEST describes the characteristics that
user stories need to demonstrate to be considered “good”
and “ready” for development in adaptive approaches.
INVEST is an acronym for independent, negotiable,
valuable, estimable, small, and testable.
[Analysis]
9. C - A fishbone diagram is a version of a cause-and-
effect diagram used to depict a problem and its root causes
in a visual manner. None of the rest of the choices have
the capability of showing the outcome of a root cause
analysis.
Assessment]
10. D - Product box is an elicitation technique that uses
how the product would be packaged. The technique
provides insights into the benefits and features that
customer finds most valuable.
[Analysis]
11. C - Typical sections of a use case are: Name, ID,
description, actors, organizational benefits, triggers,
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preconditions, post conditions, normal flow, alternative
flow, and exceptions.
[Analysis]
12. B - Non-functional requirements express the
environmental conditions or quality requirements for the
product to be effective. System availability and reliability
are non-functional requirements. The rest of the choices
are functional requirements.
[Analysis]
13. D - The spider web is an elicitation technique used to
discover unknown relationships between the product
being analyzed and other products. The technique is
performed by drawing a circle in the middle of a large
sheet of paper to represent the product.
[Analysis]
14. B - A project lifecycle is the series of phases through
which a project passes from its initiation to its closure.
The phases can be sequential, or they may overlap.
[The PMI Guide to Business Analysis, pages 15,16]
[Needs Assessment]
15. C - Process analysis examines problems experienced,
constraints experienced, and non-value-added activities
identified during process operation. [PMBOK® Guide 6th
16. D - An event list is a scope model that describes any
external events that trigger solution behavior. Event lists
help define the in-scope events that the solution must
react to or handle.
[Analysis]
17. D - You should not hold the payment if the deliverable
meets the agreed specifications. You need to release the
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payment but conduct a detailed root cause analysis
regarding why the integration testing failed. You need to
determine if there is a bigger issue with the overall design
that needs to be fixed or some key specifications that were
somehow excluded in the contract. [PMI Code of Ethics
and Professional Conduct] [Traceability & Monitoring]
18. C - An entity relationship diagram is a business
analysis model that shows the business data objects or
pieces of information of interest and the relationships
between those objects, including the cardinality of those
relationships. An ERD is a data model.
[Planning]
19. B - Capability tables can be used to depict the
relationship between a situation, its root causes, and the
capabilities needed to address the situation. Capability
framework, on the other hand, is used to rank the maturity
levels of business capabilities. The other two choices are
irrelevant to the question.
Assessment]
20. C - It is a best practice to have the project manager
and business analyst working together while the business
analysis approach and plan are formulated. The rest of the
choices are incorrect.
129] [Planning]
21. D - The ecosystem map allows the business analyst to
see where there are possible interface requirements or data
requirements for systems directly interfacing to the
solution and for those up- or downstream from the
solution.
[Analysis]
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22. D - A Kanban board provides a means to visualize the
flow to be managed by adjusting the work-in-process
limits.
[Analysis]
23. D - You need to facilitate and help the stakeholders
articulate their requirements. Asking them to come
prepared with their list of requirements is not reasonable.
All the rest are great ideas.
[Analysis]
24. C - The five inputs to the Prepare for Elicitation
process are elicitation approach, requirements and other
product information, situation statement, stakeholder
engagement and communication approach, and the
product scope.
[Analysis]
25. D - The walking skeleton is the full set of end-to-end
functionality that the stakeholders require for the solution
to be accepted or considered functional.
[Analysis]
26. C - The project requires a single final delivery.
However, project work might require repetitions until all
browsers are supported. An iterative approach is ideal in
this situation. [PMBOK® Guide 6th edition, page 19]
[Needs Assessment]
27. C - A flowchart is a visual representation of the
sequence of steps and decisions needed to perform a
process. From the given choices, this is the only tool you
can use to model the current and future state processes.
[PMBOK® Guide 6th edition, page 284] [Planning]
28. D - Evaluation of solution performance typically
occurs after a solution has been released.
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[Evaluation]
29. A - Delphi is a consensus-building method that
using rounds of voting. The rest of the choices are group
decision-making techniques and do not keep SMEs’
inputs anonymous. The Delphi method reduces peer
pressure or groupthink in the validation process.
[Analysis]
30. B - A business rules catalog is a type of rule model. It
is a table of business rules and related attributes. Business
rules are not processes or procedures; rather, they describe
how to constrain or support behaviors within the
operations of the business.
[Analysis]
31. B - Projects using adaptive life cycles go through the
elicitation and analysis processes within each project
iteration. The rest of the choices are all inaccurate; user
stories are added to the backlog and not the elicitation
stories; Agile projects do not follow a strict analysis and
design sequence; there is no Agile tool known as
Elicitation results board.
[Planning]
32. B - A readiness assessment is an evaluation of how
well an organization is prepared for a change. It provides
an evaluation of the ability of an organization to transition
to the future state enabled by the solution.
[Evaluation]
33. A - You can use the observation technique to identify
the workarounds being used by the product users to
compensate for the gaps in the product performance. Such
workarounds could be missed when using interviews and
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other verbal communication techniques, because it may
not occur to users who are familiar with using the product
for a long time to mention how they compensate for a lack
of functionality.
[Evaluation]
34. D - Some aspects of a solution that reflect the benefits
and value may not be measurable until well after a
solution is released. In these situations, the operational
business area responsible for the product may take
responsibility for identifying and measuring leading
indicators.
[Evaluation]
35. A - Product risks not addressed within the duration of
the project may be transferred to operational teams to
manage going forward. None of the other choices are
reasonable actions to take.
[Evaluation]
36. D - Project managers use stakeholder analysis to
assess how the stakeholder groups will influence and
impact the project work. Business analysts use the results
to understand how the stakeholders will impact the
business analysis process. Both roles assess stakeholders
to understand how to communicate, collaborate, manage
and set expectations.
[Planning]
37. C - Excessive decomposition can lead to inefficient
use of resources, decreased efficiency and non-productive
management efforts. [PMBOK® Guide 6th edition, Pages
160, 161] [Planning]
38. C - Scope Validation involves obtaining the
stakeholders’ formal acceptance of project deliverables.
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Monitoring]
39. B - The COO has shared the product scope which is
the set of features and functions that characterize the
required solution/product. The project scope defines the
work that needs to be done to deliver a product, service,
or result.
Assessment]
40. C - “Buy a feature” is a type of collaborative game
used to enable a group of stakeholders to agree on
prioritization by giving each stakeholder an amount of
pretend money to buy their choice of features, splitting the
money received across features however desired. It puts
emphasis on the perceived value of the features and limits
the buying capacity of the stakeholders.
[Planning]
41. C - Examples of control points are stage gates or
phase gates. The evaluation which occurs at the end of a
sprint, iteration, or release can also be considered a
control point.
[Analysis]
42. D - The business architecture is the tool that describes
an organization by mapping its essential characteristics,
such as people, locations, processes, applications, data,
and technology.
[Analysis]
43. D - The purpose alignment model is a technique that
provides a framework to support strategic or product
decision making. The framework is used to categorize
options by aligning them with the business purpose they
support.
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Assessment]
44. D - The project’s NPV has fallen, which is an
unfavorable condition, however the project is still
profitable since the NPV is still a positive value.
[Evaluation]
45. D - If the situation statement is not properly
understood, or if the stakeholders have a different idea of
the situation, there is a risk that a wrong solution will be
identified. Since the situation statement is an output of the
Identify Problem or Opportunity process, you need to
reperform this process to ensure that the situation
statement is properly developed.
Assessment]
46. D - Culture and location are not the same thing. Even
when all the stakeholder groups reside in one location,
there are cultural differences among the groups. All the
other choices are valid project assumptions.
116] [Planning]
47. A - The scenario makes it clear that you cannot accept
the risk. Since you need to try Agile approaches while
retaining some of the predictive methods, it is
recommended that you and the team sit together and agree
on a hybrid model for this project. [PMBOK® Guide 6th
edition, page 19] [Needs Assessment]
48. C - A report table typically accompanies a prototype
of a report to show the implementation team what the
report should look like. The rest of the choices are
irrelevant in this context.
[Analysis]
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49. B - According to PMI’s Pulse of the Profession® In-
Depth Report: Navigating Complexity, the presence of
multiple stakeholders contributes maximum to the project
complexity. The rest of the three choices are the least
impacting factors.
116] [Planning]
50. B - Validate requirements is the process of checking
that the requirements meet business goals and objectives.
[Analysis]
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PMI-PBA MOCK EXAM
(LITE) - 14
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
1. Which of the following is an approach that suggests
that the team should begin with understanding how the
user will use a product, write test cases, and then develop
solutions against the tests?
A. DFD
B. ERD
C. BDD
D. BRD
2. You are analyzing a number of reasons that have been

provided to you that have caused a particular situation.
These reasons are interrelated, i.e., one reason caused the
other. Which of the following tools should you use to
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understand the relationships between these reasons and
identify the real root cause of the situation?
A. Ishikawa diagram
B. Interrelationship diagram
C. Context diagram
D. Fishbone diagram
3. You are leading an Agile in-house software

development project. Halfway through the project, due to
a new governmental regulation, a few new product
requirements have been requested. What should you
immediately do?
A. Add new stories to the bottom of the product
backlog.
B. Add new stories to the top of the product backlog.
C. Add new stories to the bottom of the sprint

backlog.
D. Add new stories to the top of the sprint backlog.
4. How can you use a business objectives model to

prioritize product requirements?
A. By weighing how much each requirement
contributes to achieving the business objectives.
B. By determining the level of funding required to

deliver these requirements.
C. By assessing the risks involved in developing these

requirements.
D. By estimating the time requirements to analyze and

develop the requirement.
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5. Projects with adaptive life cycles use product backlogs
to define a project’s scope. The product backlog is a set of:
A. Voice of the customer
B. Non-functional requirements
C. Client lullabies
D. User stories
6. An Agile team was not able to complete any stories

during the fourth iteration. How would this be reflected on
a burndown chart?
A. The burndown chart will fall down to zero story
points.
B. The burndown for the iteration will remain flat at

the number of story points remaining at the start of
the iteration.
C. The slope of the burndown chart will become

positive.
D. The slope of the burndown chart will become

negative.
7. You are the lead business analyst on an organizational

transformation project. You have recently completed the
initial Needs Assessment activities and assembled a
business case. The business case recommended a
particular solution which was approved by the steering
committee. What should you do next?
A. Identify and analyze alternative solutions for the
problem you are trying to solve.
B. Analyze the organizational need and align the

product requirements with the strategic objectives.
C. Collaborate with the project manager to develop the

project charter.
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D. Analyze the product’s legal and regulatory impacts.
8. You are working on a team that is designing an

automated manufacturing line. You have been asked to
develop a scope model that defines the in-scope events
that the solution must react to. The model must also
articulate the system’s response to any event trigger.
Which of the following models should be used for this?
A. Context diagram
B. Event response table
C. Decision tree
D. Decision table
9. You are analyzing the elicited product requirements

and identifying the product scope. You need to present a
high-level product scope model to the steering committee
next week. You decide to use a context diagram to define
the high-level scope of the system. What does a typical
context diagram focus on?
A. All direct system and human interfaces to the
systems within a solution.
B. All non-functional requirements related to the

systems within a solution.
C. All functional requirements related to the systems

within a solution.
D. All direct and indirect system and human interfaces

to the systems within a solution.
10. Your organization is considering developing a new

product to obtain competitive advantage in the market. If
the product timing is right, the organization will also gain
a significant market share. Which of the following
techniques can be used to help facilitate discussions about
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priorities by placing product features on a matrix
according to their criticality and market differentiation?
A. Decision table
B. Requirements traceability matrix
C. Purpose alignment model
D. Business rules catalog
11. The process of moving future amounts back into their

present value, taking the time value of money into
account, is generally known as:
A. Reversing
B. Extrapolating
C. Back tracking
D. Discounting
12. You have been assigned a new project to deploy an

enterprise-wide ERP solution digitizing the core
organizational governance and control processes. The
project is currently in the initiating stage and you want to
undertake a detailed stakeholder analysis. Which of these
is not a legitimate model used to analyze stakeholders?
A. Influence/impact grid
B. Power/influence grid
C. Salience model
D. Sufficiency model
13. A new business transformation team has been set up

and you have been appointed to lead this team. You need
to analyze the organization’s business needs, identify a
few opportunities and present these to the executive
leadership team for further action. You have identified a
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few senior stakeholders who can help you identify
business improvement opportunities; however, these
stakeholders have extremely busy schedules and you can
only plan your activities according to their schedules. You
decide to interview these stakeholders individually due to
their availability constraints. What is the risk involved in
this approach?
A. The stakeholders might not be able to collaborate
and work toward a stated objective.
B. The stakeholders might not attend the meetings.
C. The stakeholders might provide false and

misleading information.
D. The stakeholders might be scared to highlight

improvement opportunities.
14. As part of a major organizational transformation, a

new CEO of ABC Co. was appointed. The CEO asked his
leadership team to identify new products that would
enhance the organization’s image in the market. The chief
operating officer suggested that the business can benefit
from having an organization-wide ERP system and a new
customer service center. Which of the following is
correct?
A. Both are valid product ideas.
B. Neither the ERP system, nor the service center are

products.
C. The ERP system is a product, but the customer

service center is not.
D. The customer service center is a product, but the

ERP system is not.
15. You have recently completed a major data center

upgrade project. The project delivery has been accepted
by the IT group and you are now finalizing the
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administrative closure activities. One of the requirements
is the development of the project’s final report. Which
information would you NOT include in this report?
A. Cost objectives
B. Scope objectives
C. Risk summaries
D. Lessons learned from previous similar projects
16. A project team is currently struggling due to frequent

interruptions by various delays and impediments. During
the sprint retrospective, it was agreed to adopt some form
of visual management that can help with work-in-process
management and improve the flow. Which of the
following tools should be used to facilitate this?
A. Silos
B. Ground rules
C. Formal change management process
D. Kanban board
17. In the past, you had issues with stakeholders who

come back to you a year after you thought the project was
complete. This time, you are going to have the
stakeholders sign an acceptance of deliverables document.
This procedure should be included in:
A. Change Management Plan
B. Risk Management Plan
C. Scope Management Plan
D. Quality Management Plan
18. George is managing a telecommunication network

deployment project. Most of the key project stakeholders
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are happy with the project so far. However, George has
some potential concerns that might become issues in the
near future. The next project status update meeting with
the key stakeholders is the next day. What should George
do?
A. Wait until the concerns become issues
B. Briefly discuss these concerns in the next meeting

but do not make them look significant
C. Do not report the concerns in the next meeting but

try to mitigate these concerns
D. Discuss these concerns with the key stakeholders
19. You have formed a small team of analysts responsible

for conducting system evaluation activities for all
organizational software development projects. You want
to schedule system evaluation activities for all
organizational products. All the following are reasonable
times to conduct system evaluation activities EXCEPT:
A. Well after the system is put into operation.
B. Well before the system development project is

initiated.
C. During a short-term period after the system is put

into operation.
D. At any point when a go/no-go or release decision

needs to be made.
20. You are leading a complex project with a huge list of

features. Due to schedule and budget constraints, you
might not be able to develop all of the features in the first
release. You decide to conduct a MoSCoW analysis of the
features to determine the feature set that maximizes
business value. Once you conduct this analysis, which of
the following features would you most likely drop from
the current release?
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A. Should have
B. Could have
C. Must have
D. Won’t have

enterprise-level software development project. The
database designer asked you to supply the dataflow
diagram so that she may start designing the database. The
database designer has come back with an ERD and asked
you to validate the conceptual data design. Which of the
following tools can now be used to analyze the two
models together and assess the degree of alignment
between the two?
A. Sailboat
B. Work breakdown structure
C. Product backlog
22. You have been appointed as the business analyst on a

key organizational system migration project. The system
is currently live and is used by several staff members. You
are currently planning your business analysis activities for
this project. Which of the following regarding business
analysis planning is incorrect?
A. In predictive life cycles, this is done before
elicitation.
B. It increases requirements-related risks.
C. In adaptive life cycles, this progressively evolves

during the project.
D. It may not be necessary to do it entirely up-front.
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23. A software vendor has recently hired you to manage
some of its key projects. During your orientation at the
organization you were told that the organization has
recently adopted Agile practices for project management.
A chart was then shown to you where Agile and Kanban
were shown as a subset of Lean. What is your view on
this?
A. The chart is wrong because Agile is a subset of
Lean while Kanban is not.
B. The chart is wrong because Agile, Kanban and

Lean are three different approaches to project
management.
C. Agile and Kanban are subsets of Lean because they

are named instances of Lean thinking.
D. The chart is wrong because Kanban is a subset of

Lean while Agile is not.
24. You have been hired as an Agile guru in an

organization that has delivered all of it past projects using
strict predictive methods. You asked the product
development team to walk you through the product’s
roadmap and feature model. The development lead is not
sure about the difference and relationship between the
two. What’s the relationship between a feature model and
a product roadmap?
A. Product roadmaps and feature models are two
names for the same artifact.
B. Feature models are internal artifacts while product

roadmaps are external artifacts.
C. Feature models identify the list of features for a

product roadmap.
D. Product roadmaps identify the list of features for a

feature model.
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25. You are reviewing a legacy system and analyzing how
its users are currently using the system. You have
conducted multiple workshops with the users to
understand the manual workarounds being performed by
the users to compensate for the gaps in the product
functionality. However, so far you have not been
successful. You decide to observe how the users operate
the system in real-time to better understand these
workarounds methods and practices. What is the typical
disadvantage associated with this technique?
A. The workaround might not be required during the
time when the users are being observed.
B. You might not be able to capture the required

details while observing the users.
C. The users might behave differently when being

observed.
D. The users might not be willing to be observed while

operating the system.
26. You are using a business objectives model to prioritize

your product requirements. Some of the requirements do
not trace back to the stated business objectives. These
requirements are regarding some product features that
were requested by key stakeholders. What should you do
next?
A. Assign a lower priority to these requirements.
B. Cut these requirements from the scope.
C. Prioritize the development of these requirements

for the next iteration.
D. Create a new business objective and link the

requirements to it.
27. You are managing a Transportation Management

System development project for a major courier service in
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your country. The project has a big number of
stakeholders, who have so far struggled with defining the
project requirements in a level of detail required for
system development. As a result, you have decided to try
Agile approaches for system development. With the
detailed system requirement not defined, which of the
following is one of the major risks on your project?
A. Scope verification
B. Scope creep
C. Value Added Scope
D. Scope control

product development initiative. You have recently
completed all requirements elicitation activities and
identified all product backlog items. All of the following
are acceptable ways to store the WIP product backlog
EXCEPT:
B. Kanban board on a wall
C. Spreadsheet on a shared drive
D. Organizational process assets library
29. Your team has decided to test Agile methods on your

current project. You have agreed to this request, however,
you would like the team to understand and agree on some
basic Agile principles and concepts. On adaptive projects,
sprint planning means:
A. Identifying a subset of product backlog for
development in the rest of the project sprints.
B. Identifying a subset of sprint backlog for

development in the rest of the project sprints.
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C. Identifying a subset of sprint backlog for
development in the next sprint.
D. Identifying a subset of product backlog for

development in the next sprint.
30. Your organization is considering launching two new

products. The organization cannot fund these projects
internally and needs to secure funding from the bank in
order to proceed. The IRR for Project A is 4.5%, while the
IRR for Project B is 6.2%. The minimum market lending
rate offered to your organization is 8.1%. What should
you do?
A. Invest in project A.
B. Do not invest in any of the projects.
C. Invest in both projects.
D. Invest in project B.
31. Which of the following correctly depicts the most

common order in which the project management
processes are executed?
A. Control Quality is before Validate Scope
B. Validate Scope is before Control Quality
C. Manage Quality is after Validate Scope
D. Control Quality is after Close Project or Phase
32. Linda has been assigned to establish a PMO in her

organization. Linda believes this project cannot succeed
unless all the key project stakeholders support the project.
She also believes she needs to pay special attention to
stakeholder management to ensure success of this project.
First, she needs to develop her stakeholder register. To
produce the project stakeholder register, which of the
following processes must Linda start?
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A. Monitor Stakeholder Engagement
B. Plan Stakeholder Engagement
C. Manage Stakeholder Engagement
D. Identify Stakeholders
33. You have completed product requirements elicitation

process and developed the product’s use cases. You are
now preparing to validate these uses cases in stages.
During the first stage, you want to test the sets of steps
that are followed through the use case scenarios when
everything goes as planned or expected. Such a flow is
called:
A. Exceptions
B. Critical path
C. Normal flow
D. Alternative route

and models developed during the workshop. As the next
step, you plan to refine this information and update the
requirements management tool. You have also scheduled
a requirements review workshop with senior stakeholders
who will then validate this information. The validated
requirements in the requirements management tool is:
A. Formally documented confirmed elicitation results
B. Informally documented unconfirmed elicitation

results
C. Formally documented unconfirmed elicitation

results
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D. Informally documented confirmed elicitation
results
35. You are designing system functionality tests that will

be used by the product team to validate whether the
system provides the desired functionality to its users.
Which of the following is a semi-formal activity
conducted by SMEs to evaluate if the system provides the
functionality for a typical day of usage by a role that
interacts with the system?
A. Unit Testing
B. Integration Testing
C. Regression Testing
D. Day in the Life Testing
36. You are leading a business improvement initiative.

You have gathered several project requirements and now
you need to classify these requirements into three
hierarchical levels and establish traceability. Which of the
following is the correct order of the requirement levels
should you use?
A. Stakeholder -> business -> solution requirements
B. Business -> stakeholder -> solution requirements
C. Solution -> stakeholder -> business requirements
D. Stakeholder -> solution -> busines requirements
37. You are auditing a multi-million-dollar construction

project that your organization is performing for a state
department. You have found out that although the project
plan is highly detailed, most of the recent change requests
are of low quality, vague and lack sufficient details.
However, all of these change requests have been approved
by the change control board at the state department. No
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deliverables have been presented for customer inspection
to date. What new risk has been introduced by this?
A. The change control board might not approve further
change requests.
B. You might lose project funding.
C. You might face compliance issues.
D. The deliverables might fail acceptance.
38. The sponsor of a project created a document that

included the business need and the cost-benefit analysis.
What would this document be termed as?
A. The project statement of work
B. The business case
C. The project management plan
D. The contract
39. A product team is considering a number of models

that can be developed to analyze the elicited product
information. All the selected models will be developed by
the product’s business analyst in the upcoming days.
Which of the following is an interface model that can be
used on this project?
A. Data dictionary
B. Context diagram
C. Report table
D. User story
40. The MD of your organization has asked you to

analyze and propose a future-state for one of the core
business processes and identify the capabilities required to
attain that future-state. He hands you the Situation
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Statement that contains an objective statement of the
problem and the associated opportunity. Which of the
business analysis processes do you need to perform next
to produce the required capabilities for the future-state
processes?
A. Determine Future-State
B. Assess Current State
C. Prepare for Transition to Future-State
D. Identify Problem or Opportunity
41. As a result of a new government regulation over the

use of certain materials for product packaging, your
organization has initiated a project to replace existing
product packaging with regulation compliant materials.
You have met with your project sponsor who told you that
you must complete the project by the end of the year, no
exceptions. This should be included in the project scope
statement as a:
A. Project Boundary
B. Project Acceptance Criteria
C. Project Assumption
D. Project Constraint
42. An Agile team is struggling with coordinating work in

progress. This is causing unnecessary conflicts and delays
on the project. Which of the following two techniques can
help this situation?
A. Prototyping and backlog grooming.
B. Kanban boards and daily stand-ups.
C. Story boards and retrospectives.
D. Agile modeling and spiking.
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43. You are currently preparing for the Solution
Evaluation activities for a new accounting system your
organization is developing inhouse. All of the stated
benefits of the project are intangible, and therefore not
possible to measure. In this case, how would you conduct
Solution Evaluation?
A. Define measurements that provide indirect
evidence that the benefits have been achieved.
B. Calculate the project’s NPV.
C. Calculate the project’s IRR.
D. Do not measure the benefits during the Solution

Evaluation.
44. You are sending invites for a product requirements

elicitation event. As part of the invitation, you have
attached the agenda, the product scope, and the elicitation
preparation materials. Which of the following should also
be attached to the invite?
B. Project charter
C. Business case
45. Halfway through the iteration, a major issue with the

product has surfaced. This would require immediate
attention from the team. However, the time required to fix
the issue is expected to be more than the time left on the
sprint. What should be done now?
A. Product owner adds an item to the product backlog.
B. Product owner adds an item to the sprint backlog.
C. Team owner adds an item to the sprint backlog.
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D. Team owner adds an item to the product backlog.
46. Your team is currently developing an organizational

information system. In order to put the system into
operation, you would need a few new roles in the IT
department who will manage this system. Which of the
following techniques will help you identify the role
requirements and competencies required to perform
effectively in each role?
A. System testing
B. Job analysis
C. Future-state definition
D. Gap analysis
47. Which of the following statements is correct

regarding the Kanban method?
A. The Kanban method prescribes the use of
timeboxed iterations.
B. The Kanban method is relatively difficult to

implement.
C. The Kanban method is based on the principle of

pushing items through the process.
D. The Kanban method is less prescriptive than some

Agile approaches and less disruptive.
48. State tables and state diagrams are useful for solutions
involving workflows and can help with the discovery of
business rules that relate to an object moving from one
state to another. In which situation would you prefer
developing a state diagram instead of a state table?
A. When you want the stakeholders to focus only on
the valid transition flow.
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B. When you want to analyze complex business
workflows.
C. When you want to document the results of a

workflow analysis.
D. When you want to ensure that all transition

combinations are considered.
49. You are helping an organization mature its business

analysis practices and methods. Which of the following is
an organizational structure created whereby business
analysts are managed centrally or are provided
mentorships centrally for the purpose of improving the
business analysis discipline across the organization?
A. Business Analysis Center of Excellence
B. Steering Committee
C. Project Management Office
D. Change Control Board
50. Your organization desires to automate some of its

production processes to reduce its production costs. You
have identified four potential solution options and are
currently assessing the financial viability of these options.
Following are the expected IRRs of these four options:
Option A—5%; option B—12%; option C—7.5%; and
option D—11%. Which option will you select?
A. Option B
B. Option C
C. Option D
D. Option A
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1. C - Behavior-driven development (BDD) is an
approach that suggests that the team should being with
understanding how the user will use a product (its
behavior), write test cases for that behavior, and then
develop solutions against the tests.
[Analysis]
2. B - The fishbone diagrams, also known as Ishikawa
diagrams, are tools to identify potential root causes of the
situation but do not help us analyze the interrelationship
between these potential root causes or reasons. An
interrelationship diagram is a special type of cause-and-
effect diagram that depicts related causes and effects for a
given situation. These help uncover the most significant
causes and effects involved in a situation.
Assessment]
3. A - New stories and changes are added to the bottom
of the backlog, where they sit until the next time the
backlog is reprioritized.
4. A - The goal model and business objectives models
describe the business objectives that the solution is meant
to achieve, along with the high-level features for the
solution. Either model can be used as a tool to help
prioritize the requirements according to how much they
support or achieve the objectives.
[Analysis]
5. D - In projects with adaptive life cycles, the overall
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requirements and work to be performed, referred to as
product backlog. Backlogs include product requirements
and user stories. [PMBOK® Guide 6th edition, Page 131]
6. B - A burndown chart shows a team’s progress by
project. The vertical axis shows the number of story points
remaining and the iterations are shown across the
horizontal axis. The linear trend of a burndown chart is
downward sloping. However, if no story points are
delivered during a particular iteration, the burndown chart
will remain flat for that iteration.
[Analysis]
7. C - You have assembled the business case and gotten it
approved. The next logical step is to collaborate with the
project manager to develop the project charter. The rest of
the options are all activities that should have been
completed as part of the feasibility study that should have
been completed prior to assembling the business case.
[Needs Assessment]
8. B - Among the given choices, only context diagrams
and event response tables are scope models; decision table
and decision trees are rule models. An event response
table defines the in-scope events that a system must react
to and also articulates the system’s responses to these
events.
[Analysis]
9. A - Context diagram is a scope model that shows all
the direct system and human interfaces to systems within a
solution.
[Analysis]
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10. C - The purpose alignment model is used to help
facilitate discussions about priorities by placing product
features on a matrix according to their criticality and
market differentiation.
[Analysis]
11. D - The process of moving future amounts back into
their present value, taking the time value of money into
account, is generally known as discounting.
[Planning]
12. D - The sufficiency model is not a valid model. The
other choices are valid models used to analyze
stakeholders. [PMBOK® Guide 6th edition, Pages 512,
513] [Planning]
13. A - Facilitated workshops are more effective than
individual interviews as these allow participants to
collaborate and work toward a stated objective. In this
scenario a facilitated workshop might not be possible
because of the stakeholders’ schedule conflicts. The risk
with interviewing is that your stakeholders might not be
able to learn from each other’s ideas and collaboratively
work toward identifying the improvement opportunities.
The rest of the choices are stakeholder issues that are
irrelevant to the chosen elicitation technique.
Assessment]
14. A - Products are created as parts of solutions to
address business needs; therefore, they provide business
value. A product can be tangible or intangible. In this
scenario both the ERP system, and the customer service
center are valid example of products that would add value
to the business.
Assessment]
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15. D - The lessons learned from the previous similar
projects are used throughout the project. These are already
part of the organizational process assets and are not
recorded in the final project report. The rest of the choices
are valid sections of a final project report. [PMBOK®
Guide 6th edition, Page 127] [Evaluation]
16. D - The team should consider making work visible
using Kanban boards and experimenting with limits for
the various areas of the work process in order to improve
flow.
[Analysis]
17. C - Any process that formalizes the acceptance of the
deliverables of a project should be included in the scope
management plan. [PMBOK® Guide 6th Edition, Page
18. D - Effective stakeholder management requires
addressing potential concerns that have not yet become
issues and anticipating future problems that may be raised
by stakeholders. Such concerns need to be identified and
discussed as soon as possible to assess associated project
risks. [PMBOK® Guide 6th edition, Page 524] [Analysis]
19. B - Solution evaluation activities are performed to
done to analyze measurements obtained for the solution
by comparing the actual results of acceptance testing to
the expected or desired results. This cannot be done prior
to the development of the solution. The rest of the choice
are all valid points in time to conduct solution evaluation.
[Evaluation]
20. D - MoSCoW stands for must have, should have,
could have, and won’t have. Applying MoSCoW rules to
project requirements ensure that the highest valued
business requirements/features are developed first.
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[Planning]
21. D - A traceability matrix is a table that connects or
[Analysis]
22. B - Business analysis planning reduces a number of
requirement-related risks instead of increasing them. The
rest of the choices are all correct statements.
129] [Planning]
23. C - Agile and Kanban are subsets of Lean because
they are named instances of Lean thinking that share Lean
concepts such as “focus on value”, “small batch sizes”,
and “elimination of waste”.
[PMI’s Agile Practice Guide, 1st edition, Page 11]
[Analysis]
24. C - A feature model is a scope model that visually
or hierarchical structure. Feature models identify the list
of features for a product roadmap.
Assessment]
25. C - You can use the observation technique to identify
the workarounds being used by the product users to
compensate for the gaps in the product performance. Such
workarounds could be missed when using interviews and
other verbal communication techniques, because it may
not occur to users who are familiar with using the product
for a long time to mention how they compensate for a lack
of functionality. However, a typical disadvantage with the
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observation technique is that the users usually behave
differently when being observed.
[Analysis]
26. A - Any requirements that do not trace back to and
support the business objectives can be cut from scope or
assigned a low priority. Since the requirements were put
forward by key stakeholders, cutting these from the scope
is not an option.
[Analysis]
27. B - Uncontrolled project scope changes are often
referred to as scope creep. Scope creep is often viewed
negatively, but can be managed using a change control
process. [PMBOK® Guide 6th edition, Page 168]
28. D - The product backlog can be stored in a
requirements management tool or spreadsheet, or may
simply reside in a list and be tacked to a wall. However,
WIP backlogs are not uploaded to the organizational
process assets library until the project has been
completed.
[Analysis]
29. D - In adaptive projects, iteration planning, or sprint
planning, is the activity used to identify the subset of
project backlog items from the product backlog that the
development team will work on for the current/upcoming
iteration or sprint. The iteration/sprint planning plans one
iteration/sprint at a time, not all of the remaining
iterations/sprints.
30. B - IRR is a measure of return to cost; therefore, the
higher the IRR, the higher the return a solution option is
expected to deliver. However, the IRR of both projects are
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way less than what would be the cost of these
investments, i.e., the lending rate of the bank. In this case,
it is advisable to disregard both of the projects.
Assessment]
31. A - Validate Scope is primarily concerned with the
acceptance of all the deliverables while Control Quality is
primarily concerned with meeting the quality
requirements specified for the deliverables. Control
Quality is performed before Validate Scope. The other
responses are incorrect. [PMBOK® Guide 6th Edition,
32. D - The stakeholder register is developed during the
Identify Stakeholders process. [PMBOK® Guide 6th
33. C - Within the context of use case analysis, the normal
flow is the set of steps that are followed through the use
case scenario when everything goes as planned or
expected.
[Analysis]
34. A - Unconfirmed elicitation results consist of the
either formally or informally. When you gathered the
notes and other artifacts produced during the workshop,
these were considered as informally documented.
However, when you will refine this and update the
requirements management tool, these will become
formally documented. Further, when this information will
be reviewed and validated by the senior stakeholders, this
will become confirmed elicitation results.
[Analysis]
35. D - The day in the life (DITL) testing is a semi-formal
activity conducted by someone with in-depth business
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knowledge. The results obtained from DITL testing
enable validation or evaluation of whether a solution
provides the functionality for a typical day of usage by a
role that interacts with the solution. The rest of the
choices are the tests that are conducted by the product
team internally.
[Analysis]
36. B - Requirements are typically written at three levels:
business, stakeholder, and solution requirements.
[Analysis]
37. D - While anything bad can happen, the primary risk
you are facing here with vague change requests is that
these can be interpreted in multiple ways. Since you
haven’t presented any deliverables for customer
inspection, you face a serious risk of deliverables
rejection during the Validate Scope process as the
customer might have interpreted these change requests in
a different way than the project team. [PMBOK® Guide
6th edition, page 131] [Traceability & Monitoring]
38. B - The business case usually provides information
from a business standpoint so that any investment in the
project can be justified. Typically it would contain both
the business need as well as the cost-benefit analysis. The
business case is an input to the Develop Project Charter
process. [PMBOK® Guide 6th edition, Page 77] [Needs
Assessment]
39. C - A report table is an interface model. The rest of
the choices are not examples of interface models.
[Analysis]
40. B - You have been provided with the Situation
Statement. This implies that the Identify Problem or
Opportunity process has been completed. You now need
to perform the Assess Current State process prior to
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performing Determine Future-State and Prepare for
Transition to Future-State processes.
Assessment]
41. D - An imposed deadline or milestone is an example
of a constraint. Such project constraints are documented
in the scope statement. [PMBOK® Guide 6th edition,
42. B - Help the team learn that they self-manage their
work. Consider Kanban boards to see the flow of work.
Consider a daily stand-up to walk the board and see what
work is where.
[Analysis]
43. A - You need to define measurements that provide
indirect evidence that the benefits have been achieved.
You cannot choose to ignore benefit measurements if
benefits are intangible. Further, if the benefits are
intangible, neither NPV or IRR can be used.
[Evaluation]
44. A - The three inputs to the Conduct Elicitation process
are elicitation preparation materials, product scope, and
the situation statement. For the elicitation event, the
participants will provide better quality inputs if they are
more aware of all these inputs.
[Analysis]
45. B - The team doesn’t add items to the backlogs, only
the product owner is authorized to do that. If the issue
requires immediate attention, then the item needs to be
added to the iteration/sprint backlog.
[Planning]
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46. B - Job analysis is a technique that can be used to
identify the job requirements and competencies required
to perform effectively in a specific job or role. On the
other hand, gap analysis is conducted to understand the
gaps between the current-state and the future-state
processes. The other two choices are irrelevant.
[Planning]
47. D - The Kanban method is based on the principle of
pulling work and does not prescribe the use of timeboxed
iterations. The Kanban method is less prescriptive than
some Agile approaches and less disruptive to being
implemented. Organizations can begin applying the
Kanban method with relative ease.
[Analysis]
48. A - State tables are mostly used for analysis to ensure
that all transition combinations have been considered.
State diagrams are used for the ease of stakeholders to
visualize the valid transition flow. Note that stakeholders
can validate the transition flow using both models given
that they understand the models, however, unlike state
tables, state diagrams only focus on the valid transition
flows. The last two choices are applicable to both models.
[Analysis]
49. A - A Business Analysis Center of Excellence is in
organizational structure created whereby business analysts
are managed centrally or are provided mentorships
centrally for the purpose of improving the business
analysis discipline across the organization.
[Analysis]
50. A - IRR is a measure of return to cost; therefore, the
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expected to deliver. In this case, option B has the
maximum IRR of 12%, so needs to be selected.
Assessment]
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PMI-PBA MOCK EXAM
(LITE) - 15
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
1. You are currently helping an organization improve and
mature its business analysis skills. You are currently
developing a business analysis guide that would help all
organizational business analysts to consistently apply
business analysis skills to all future projects. Which of the
following statements regarding product requirements is
correct?
A. All product requirements must have a direct impact
on the organizational revenue.
B. A product requirement should be independent of

the design of the solution that addresses it.
C. The design of the solution drives the product

requirements.
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D. The product requirements are determined prior to
identifying business need.
2. You have developed a use case diagram for your

system that shows all the in-scope use cases for the
system. You now need to visually document the steps or
tasks that people perform in their jobs pertaining to each
of the identified use cases. Which of the following models
should you develop to meet this requirement?
A. Entity Relationship Diagram
B. Organizational Chart
C. Process Flows
D. Wireframe
3. You are initiating an adaptive project. The business

analyst has provided with you a list of requirements for the
project. Which of the following tools would you now use
to maintain this requirement list?
A. Configuration management
B. Backlog management
D. Predictive analytics
4. You are working with a product team as their Agile

coach and your job is to ensure that the product team
follows the industry best practices. You have asked the
product team to commence the iteration zero for the
project. What should be the team doing in this particular
iteration?
A. Requirements elicitation
B. Initial planning
C. Prototyping
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D. Backlog grooming
5. Prioritization schemes are important planning tools.

They provide a way to rank a diverse set of ideas by order
of business value. How this list is usually obtained?
A. Through ANOVA analysis
B. Through brainstorming
C. Through control charts
D. Through variance analysis
6. You are currently analyzing business rules for an

organizational system that needs to be digitized. You
currently have all the business rules loosely documented in
your notebook. Which of the following tools can be used
to model these business rules?
A. Decision Tree
B. Histogram
C. Process Flow
D. Data Flow Diagram
7. Which of the following is the correct given-when-then

format for acceptance criteria definition?
A. Given , when , then
B. Given , when , then
C. Given , when , then
D. Given , when , then
8. Your state government is conducting a conference on

technological innovations and has invited your
organization to participate and present its flagship product.
The CEO of your organization has chosen your project to
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be presented at the conference and has asked you to
represent the organization. You are required to present
your product’s roadmap at the conference. The product
roadmap can be presented in which of the following
formats?
A. Neither visual nor textual
B. Textual
C. Visual or textual
D. Visual
9. Your organization has recently been transferred from

public to private ownership and control. As a result, a new
management board has been formed which has appointed
a new CEO for the organization. The incoming CEO has
announced that the organization will now be strategically
managed. Which of the following is critical for an
organization to achieve its strategy?
A. Consultants
B. PMO
C. Business analysis
D. Capability
10. You are helping an organization define and document

its project management controls. Which of the following
is the approved version of a work product that can be
changed only through formal change control procedures
and is used as a basis for comparison to actual results?
A. Burndown chart
B. Baseline
C. User story
D. Benchmark
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11. You are currently facilitating an elicitation workshop.
During the first half of the workshop you have used the
speedboat technique to elicit information about product
features that customers/stakeholders find problematic. In
the second half, you want to focus on the positive
influences. You now want to use the sailboat technique to
focuses on positive influences of the product. Where do
you document those influences?
A. Hull of the boat
B. Anchors of the boat
C. Gunwale of the boat
D. Sails of the boat
12. Agile release planning provides a high-level summary

timeline of the release schedule based on the project
roadmap. Agile release planning also determines the
number of iterations required for the product
development. These iterations are also known as:
A. Epics
B. Phases
C. Kanbans
D. Sprints
13. You are the lead business analyst on a Student

Management System upgrade project for a university. You
are currently reviewing the standard operating procedures
of the current system in place. Which of the following
statements is correct?
A. You are performing “Capability Analysis” during
the Prepare for Transition to Future State process.
B. You are performing “Capability Analysis” during

the Assess Current State process.
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C. You are performing “Document Analysis” during
the Assess Current State process.
D. You are performing “Document Analysis” during

the Prepare for Transition to Future State process.
14. You are currently working with a group of

stakeholders to define future state of a strategy
formulation process. The group has identified all the
major process steps and sequenced them to complete the
process flow. In order to complete the process model, you
want to identify, “who does what” at each process step.
Which of the following techniques can help you identify
this?
A. PERT
B. RACI
C. WBS
D. SWOT
15. Who determines the “Conditions of Satisfaction” for

the user stories?
A. Scrum Master
B. Agile Coach
C. Agile Team
D. Product Owner
16. You are helping your client organization mature its

business analysis processes. You are currently creating
some business analysis templates. The concerned manager
has requested you to submit the templates for the business
analysis plan and the business analysis work plan for
review. What is the relationship between a business
analysis work plan and a business analysis plan?
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A. The business analysis work plan is a sub-
component of the business analysis plan.
B. The business analysis plan and the business

analysis work plan are not related at all.
C. The business analysis plan and the business

analysis work plan are the same thing.
D. The business analysis plan is a sub-component of

the business analysis work plan.
17. The technique of comparing actual or planned project

practices to those of other projects to generate ideas for
improvement and to provide a basis by which to measure
performance is known as:
A. Dependency
B. Quality control
C. Workbench
D. Benchmarking
18. You are currently assessing product features with

some SMEs. The SMEs have conflicting views about the
priority of the development of some features. Arriving at a
common point is critical for your product backlog
prioritization. To bring all SMEs to a common decision,
what should you do first?
A. Use feature injection method
B. Escalate to the respective functional managers
C. Set meeting ground rules
D. Use group decision-making techniques
19. You have been appointed as the business analyst on a

complex greenfield ERP implementation project. Due to
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the complexity of the project, you have decided to
properly plan your elicitation approach. During the
Determine Elicitation Approach process, you need to
answer a number of questions EXCEPT:
A. When to conduct the elicitation activities?
B. How to find the required information?
C. What information to elicit and where to find this

information?
D. How to confirm elicitation results?
20. You have recently been hired by an Airport operator

that wishes to automate its baggage handling. In order to
determine the future state system requirements, you want
to understand how the operator currently manages
baggage handling. You searched for this information but
couldn’t find it. What should be your approach to get this
information?
A. Visit the gemba; stand in the middle of the runway
during peak hours.
B. Schedule a workshop with the SMEs and map the

current process flow.
C. Read the International Civil Aviation Organization

standards.
D. Meet the VP of Operations and request

documentation.
21. Your company is considering buying a building worth

$1 million. If the company buys this building and rents it
out for the next five years, it will get $100,000 per year as
rent (receivable by the end of each year). At the end of the
fifth year, the company will resell the building at $1.1
million. What is the NPV of this investment at 10 percent
per annum discount rate?
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A. 2200000
B. 600000
C. 1600000
D. 62092
22. Your project team has recently been authorized to

develop a next-generation technology gadget. You have
collected several features for this product and are
currently in the process of shortlisting these for the
development. Which of the following tools can help you
analyze these features from the viewpoint of the
customer?
A. Kano Analysis
B. Anova analysis
C. Six Sigma analysis
D. Ishikawa analysis
23. Your organization, a new startup, wanted to upskill its

business analysis resources, and as a result, you and a few
of your colleagues were sent for PMI-PBA training
overseas. You are now expected to transfer these newly
acquired skills to the junior business analyst in the
organization. A junior business analyst has asked you to
clarify the differences between a business analysis work
product and a business analysis deliverable. Which of the
following is a business analysis work product instead of a
business analysis deliverable?
A. Stakeholder engagement meeting minutes
B. User stories
C. High-level requirements document
D. Business rules catalog
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24. You are evaluating a solution’s performance post its
release. According to the business case, which was
developed three years ago at the project initiation, the
NPV of the project at 5% discount rate was $75,000.
During the project, the discount rate changed to 7%. What
will be the impact of this change?
A. The project’s NPV will decrease, which is a
favorable condition.
B. The project’s NPV will decrease, which is an

unfavorable condition.
C. The project’s NPV will increase, which is a

favorable condition.
D. The project’s NPV will increase, which is an

unfavorable condition.
25. You are leading a user stories estimation session.

Which of the following estimation techniques can help
you and the team complete a quick relative estimation of
all the user stories based on an agreed scale?
A. Parametric estimation
B. Estimation poker
C. Pert analysis
D. Bottom-up estimation
26. You are leading a new state-of-the-art product

development project. In order to elicit product
requirements, you plan to use collaborative games
techniques with the stakeholders. If you want to focus on
the features of the product that are important to the
customer, which of the following collaborative games will
you choose?
A. Product box
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B. Speedboat
C. PERT
D. Spider web
27. As the business analyst, you have developed a use

case diagram for the product being developed. You have
also created textual descriptions for all the identified use
cases. When you supplied this information to the
development team, they requested further information;
ideally a model that describes how users and system
processes will interact with one another across any
involved users or systems and the order in which the
processes or steps will be performed. You decide to
develop a sequence diagram to meet this requirement.
Which of the following statements is correct regarding
sequence diagrams?
A. Sequence diagrams describe the entire scope of a
product being developed.
B. Sequence diagrams describe how users or system

processes interact with one another.
C. Sequence diagrams describe the entire product

roadmap.
D. Sequence diagrams describe how product teams

estimate user stories.

activities on a product development project. You are
currently analyzing the project scope and scheduling the
business analysis activities. The development team
requires display-action-response models for the
development of the application’s user interface. When
should you schedule the development of the display-
action-response model?
A. At the point when the situation statement is being
analyzed.
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B. At the point when the product is being developed.
C. At the point when the product’s business case is

being developed.
D. At the point when functional requirements or

acceptance criteria are being specified.
29. You have recently taken over the leadership of a

software development project. Due to the complexity of
the project and the highly regulated project environment,
you are considering using a requirements management
tool on this project. Which of the following statements is
NOT a direct benefit of setting up a requirements
management tool on this project?
A. Defining high-quality product requirements
B. Tracking requirements status
C. Maintaining audit trails and version control
D. Digitizing requirements approval workflow
30. A new government regulation has mandated your

organization to improve its customer data security in your
company’s flagship ERP product. You are the business
analyst on this security upgrade project and have
completed eliciting the upgrading requirements. Which of
the following will help you assure that the elicited product
requirements are aligned with the new security
regulation?
A. Verify the security requirements.
B. Estimate the security requirements.
C. Validate the security requirements.
D. Scope the security requirements.
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31. A product team has identified that some of the product
requirements are conflicting with each other. To resolve
this, the team needs to know which change to pursue by
analyzing the stakeholder support available for that
change. Which of the following techniques can help you
in this situation?
B. Root-cause analysis
C. PESTLE analysis
D. Kano analysis
32. All the product requirements are currently

documented as epics. Due to the size of the epics, the
product team decides to slice the stories so that they can
fit the iteration size. In this case, how should the product
team assign priorities to the sliced stories?
A. Each slice is prioritized by its expected velocity.
B. Each slice is prioritized by the value it delivers.
C. Each slice is assigned the priority that was assigned

to the original epic.
D. Each slice is prioritized by its estimated story

points.
33. Two of the major electricity suppliers in the city have

recently been merged together. You are working as a
consultant for the newly formed organization and
reviewing and consolidating its processes and procedures.
A key requirement of this project is to keep key project
stakeholders informed and engaged with the project.
There are numerous ways available to you to share project
information among the project stakeholders. Which of the
following is the most efficient communication method?
A. Manual communication
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B. Interactive communication
C. Push communication
D. Pull communication

complex ERP design and development project. For such a
complex project, what should ideally be your approach
regarding the elicitation and analysis activities?
A. Perform elicitation only after all analysis activities
are complete.
B. Perform analysis only after all elicitation activities

are complete.
C. Perform elicitation iteratively with analysis to

progressively elaborate information.
D. Perform elicitation in advance but perform analysis

in parallel to development.
35. You are comparing four alternative options. The

product owner has asked you to assign scores to each
option based on its reliability, ease of use, cost and
serviceability. The product owner has also told you that
she values reliability and serviceability more than cost and
east of use. Which of the following tools should you use
to perform this analysis?
A. Weighted ranking
B. Simulation
C. Real options
D. SWOT analysis
36. Erica is managing a kitchen tools manufacturing

project, which is intended to produce modern cooking
ovens. This project is hugely important for the company
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as well as for Erica‘s career. Although the project scope
statement was well-defined and requirements were
gathered from stakeholders in the planning phase, many
design change requests have come in from customers
during project execution. Which of the following tasks
must Erica perform to avoid scope creep caused by
uncontrollable changes?
A. Perform scope control and process all changes
through the integrated change control process
B. Perform integrated change control process and

process all changes through the control quality
process
C. Perform scope control and process all changes

through the validate scope process
D. Perform validate scope process and process all

changes through the plan risk responses process
37. You are managing a procurement process automation

project sponsored by the finance department in your
organization. Although the project is currently being
championed by the chief financial officer, staff from the
procurement department are not very supportive about
this project. Specifically, the head of procurements has
several concerns regarding the project. What should you
do first?
A. Request the chief financial officer intervene.
B. Spend some time in building a relationship with the

head of procurements.
C. Lobby against the head of procurements and have

him removed from his position.
D. Avoid face-to-face meetings with this stakeholder

and rely on written communication.
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information becomes available. In a product lifecycle,
which one of the following models is typically developed
first?
A. Context diagrams
C. Decision Trees
D. Process Flows
39. Which of the following techniques would you use if

you want to establish the relationship of product
requirements to the product design or code components
which implement them and to verify that these have been
satisfactorily met?
A. Backward traceability
B. Prototyping
C. Forward traceability
D. Focus groups

elicitation activities for a new product. You have analyzed
these requirements and identified the features required to
be built. You now want to ensure the alignment of these
identified features with the business problem and
objectives identified in the business case. Which of the
following tools can help you do that?
A. Business objectives model
B. Product backlog
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D. Fishbone diagram
41. Which of the following tools is generally used by

Agile teams to monitor the progress against the release
plan?
A. Burndown charts
B. Flowcharts
C. Gantt charts
D. Release critical path
42. You are responsible for designing and a new handheld

gadget followed by a mass rollout to the market. The
project has been requested as a result of your
organization’s blue ocean strategy, and if successful, will
creating a market for its own. However, there is a high
degree of uncertainty around the requirements which can
only be uncovered through prototyping. Which of the
following approaches is most likely to succeed?
A. Using a hybrid model; Agile approaches for the
design phase followed by a predictive approach for
the rollout.
B. Using an Agile approach for both design and

rollout.
C. Using a predictive approach for both design and

rollout.
D. Using a hybrid model; predictive approach for the

design phase followed by an Agile approach for the
rollout.

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techniques would you use to enable multiple SMEs to
collaboratively work together to identify the root causes
and the variances?
A. Interviews
B. Observation
C. Surveys
D. Facilitated workshops
44. You are leading a complex Agile project that is

expected to last two years. You have a huge list of
features to be prioritized. If you have a large number of
stakeholders, which of the following techniques should
you use to prioritize these features?
A. Questionnaires
B. Meetings
C. Kanban board
D. Process analysis
45. Once the problem (variation) has been identified, the

next step is to uncover the underlying root cause (source).
Fishbone diagrams break down the causes of the problem
statement into discrete branches, helping to identify the
main or root cause of the problem. The fishbone diagram
starts with recording the problem or issue at the fish’s:
A. Fins
B. Tail
C. Head
D. Body
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46. Recently a new product was launched by your
company. Although the company was able to witness
great numbers with regards to the sale of the product,
several performance issues were reported by the product
customers. You have been asked to investigate this matter
and conduct a detailed post-implementation solution
evaluation. You started with defining your solution
evaluation approach. Which of the following will be a key
input to this exercise?
A. Product scope
B. Revenue and cost data
C. Sales figures
D. Project management plan

project progress. Which of the following approaches will
produce the best results?
A. Discuss progress during sprint planning events.
B. Discuss progress during daily standups.
C. Use a Kanban board.
D. Discuss progress during retrospectives.
48. You are conducting the business analysis activities for

a critical project for your organization. You have
assembled a small team of SMEs to help you through the
project. In order to identify all project stakeholders
involved in this project, which of the following is
recommended?
A. Facilitate a brainstorming session.
B. Conduct a Pareto analysis.
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C. Develop the business case.
D. Develop a fishbone diagram.
49. You want to create some scope models for an

information system your team is developing. The models
need to show the structure and organization of the
features, functions, and boundaries of the information
system. Which of the following cannot be used for this
purpose?
A. Use case
B. Context diagram
C. Feature model
D. Use case diagram
50. In projects with adaptive life cycles, the overall scope

of the project will be decomposed into a set of
requirements and work to be performed, sometime
referred to as:
A. Project attributes
B. Product backlog
C. Assumptions backlog
D. Feature list
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1. B - A product requirement is a condition or capability
that is required to be present in a product, service, or result
to satisfy a business need; hence the business need must be
identified prior to identifying a solution, product or its
requirements. A product requirement should be
independent of the design of the solution that addresses it
and the design of the solution must not drive the product
requirements. Products and solutions do not always have a
direct impact on the organizational revenue and instead
have indirect impacts, e.g., employee training, improving
goodwill etc.
Assessment]
2. C - Process flows are in the process model category
and are used to visually document the steps or tasks that
people perform in their jobs or when they interact with a
solution.
[Analysis]
3. B - Backlog management is a technique used in
adaptive approaches to maintain the requirements list.
Configuration management is a technique that is used in
predictive projects. The rest of the choices are irrelevant to
maintaining the requirements list.
4. B - On adaptive projects, iteration zero is the iteration
where the initial planning for all iterations occur. In some
approaches this is also called sprint zero.
[Analysis]
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5. B - Prioritization schemes provide a way of ranking a
set of ideas that are usually generated through
brainstorming. The other choices are not valid idea
generation techniques.
[Planning]
6. A - A decision tree and decision table are rule models
the decision leads. Decision trees and tables are often used
to model business rules. The rest of the choices are not
rule models.
[Analysis]
7. D - The correct format for the definition of acceptance
criteria is: Given , when , then
[Analysis]
8. C - Product roadmaps may be assembled in the form
of a text-based document or they may take the form of a
visual model.
Assessment]
9. D - A capability is a function, process, service, or other
proficiency of an organization. Capabilities enable an
organization to achieve its strategy. Without the capability,
the goals and objectives of the strategy cannot be
achieved. This is the most relevant option from the given
list of choices.
Assessment]
10. B - Baseline is the approved version of a work product
that can be changed only through formal change control
procedures and is used as a basis for comparison to actual
results.
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[Analysis]
11. D - Sailboat is a variation of the speedboat technique
that focuses on positive influences rather than identifying
negative ones. All identified positive influences are
documented on the sails of the boat.
[Analysis]
12. D - Agile release planning determines the number of
iterations required for the product development known as
sprints. [PMBOK® Guide 6th edition, Page 216]
[Analysis]
13. C - You are performing “Document Analysis” during
the Assess Current State process. Document analysis is an
elicitation technique performed during the Assess Current
State process to analyze existing documentation and
identify relevant product information.
Assessment]
14. B - RACI model is a common type of responsibility
assignment matrix that uses Responsible, Accountable,
Consult, and Inform designations to define the
involvement of stakeholder in activities. This would
provide you with a great framework to complete your
process model. All of the other choices are irrelevant to
this objective.
[Planning]
15. D - Conditions of Satisfaction is the criteria that is
used to gauge the success of a deliverable. Since the
product owner has the ultimate responsibility of the
project, the product owner provides the Conditions of
Satisfaction.
[Planning]
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16. A - The business analysis work plan is a
subcomponent of the business analysis plan. The business
analysis work plan includes level of effort estimates for
business analysis activities which can be compared to the
actual work effort to help the team improve future
estimates.
[Planning]
17. D - Benchmarking is the technique of comparing
actual or planned project practices to those of other
projects to generate ideas for improvement and to provide
a basis by which to measure performance. [PMBOK®
18. D - Setting ground rules will serve no purpose in this
situation. Escalation should not be the first thing you
should do. You cannot use the Feature Injection method as
the values associated with the features is currently the
bone of contention between the SMEs. You should first
try to resolve this using group decision-making
techniques.
Assessment]
19. D - Elicitation results are not confirmed during the
Determine Elicitation Approach process, instead these are
confirmed during the Confirm Elicitation Results process.
All the other options are valid questions you need to
address during the Determine Elicitation Approach
process.
[Planning]
20. B - Reading the international standards will be a
useful thing for benchmarking or defining the future state.
You could meet the VP of Operations and request the
documentation, but most probably she would ask you to
schedule a workshop with the SMEs and map the current
process flow.
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Assessment]
21. D - NPV = discounted inflows – discounted outflows
Since the full investment, i.e. $1 million, needs to be
made now, we don’t have to discount the outflows.
However, we need to discount all the inflows by 10% per
annum. The discount formula is: Present Value (PV) =
Future Value / (1 + discount rate)^period For year 1: PV1
= 100,000 / 1.1^1 = 90,909 For year 2: PV1 = 100,000 /
1.1^2 = 82,645 For year 3: PV1 = 100,000 / 1.1^3 =
75,131 For year 4: PV1 = 100,000 / 1.1^4 = 68,301 For
year 5: PV1 = 1,200,000 / 1.1^5 = 745,106 Hence the
total PV of the inflows = 1,062,092 NPV = 1,062,092 –
1,000,000 = $62,092 [PMBOK® Guide 6th edition, Pages
34, 473] [Needs Assessment]
22. A - Kano analysis is a technique used to model and
analyze product features by considering the features from
the viewpoint of the customer. None of the rest of the
choices could help you with this analysis.
Assessment]
23. A - Agendas, meeting minutes, parking lot lists, and
some types of models, although necessary to organize
work and perform effectively, are not considered business
analysis deliverables. These items are often called work
products and are created in order to perform the work but
are not a promised deliverable that will be tracked and
managed. On the other hand, the rest of the choices are
business analysis deliverables.
[Planning]
24. B - The NPV expresses the value of an investment in
today’s value of money. A higher discount rate reduces
the present value of future returns and hence reduces net
present value; which is not a favorable condition.
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[Evaluation]
25. B - Estimation poker is a collaborative relative
estimation technique in which there is an agreed-upon
scale used for the relative estimates. This is a typical user
story estimation technique used in Agile projects.
[Analysis]
26. A - Product box is an elicitation technique that uses
important to the customer. Speedboat method focuses on
problematic features of the product. Spider web method
focuses on relationships between the product being
analyzed and other products. PERT is not a collaboration
games technique.
[Analysis]
27. B - You need to develop a sequence diagram to meet
the team’s requirement. Sequence diagrams describe how
users or system processes interact with one another across
any involved users or systems and the order in which the
processes or steps are performed.
[Analysis]
28. D - Display-action-response models are generally
created at the point when functional requirements or
acceptance criteria are being specified.
[Analysis]
29. A - Requirements management tools allow
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burndown charts. A requirements management tool does
not help define high-quality product information.
30. A - You can easily rule out scoping and estimating.
Verification and validation are often confused.
Verification is the evaluation of whether the product
complies with regulation, requirement, specification, or
imposed conditions. Validation is the assurance that the
product meets the needs of the customer.
[Planning]
technique that can be used to help the product team
analyze whether there is sufficient support to pursue a
change. The rest of the choices cannot help the product
team in the current situation.
[Analysis]
32. B - Whichever mechanism is used to decide how to
slice the epics, the slices are prioritized by the value that
each slice delivers.
[Analysis]
33. B - Interactive communication is the most efficient
form of communication as it requires multidirectional
exchange of information. [PMBOK® Guide 6th edition,
34. C - For complex projects, where progressive
elaboration is required, elicitation is performed iteratively
with analysis.
[Analysis]
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35. A - Weighted ranking is a technique used to support
objective decision making. It is typically performed with
the use of a weighted ranking matrix. A weighted ranking
matrix or table is used to weight, rate, and score each
criterion against a set of options.
Assessment]
36. A - All scope changes must be controlled in a project
through the Control Scope process. However, scope
control must also ensure that all changes requested by
customers go through the Perform Integrated Change
Control process. This way, scope creep can be avoided,
and project changes can be managed. Hence, Erica must
perform scope control and process all changes through the
Integrated Change Control process. [PMBOK® Guide 6th
37. B - As a seasoned business analyst, first you need to
try to resolve the problem yourself. Spending more time
with the head of procurements and finding opportunities
for collaboration might help. If all your efforts fail, you
then might consider escalation of the situation.
116] [Planning]
38. A - Context diagrams are generally created early to
define scope and can be updated as new information is
identified. The rest of the choices are the models that are
developed later as more information becomes available.
[Analysis]
39. C - Forward traceability is a technique that establishes
the relationship of a requirement to the design or code
which implements it. On the other hand, backward
traceability establishes the relationship of a requirement to
the scope, business goals, or business objectives from
which it originated.
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[Analysis]
40. A - In business objectives models, busines problems
and business objectives decompose high-level business
strategies into lower-level business problems and
objectives to visually represent the value of the project
and how the solution will achieve the business objectives.
[Analysis]
41. A - Burndown charts are the primary way of tracking
and communicating the team’s progress against the
release plan.
[Analysis]
42. A - Since the product requirements are not known
upfront and can only be discovered through a series of
prototyping iterations, an Agile approach is suitable for
the design phase. Once the product is developed, the mass
rollout can be manage using a predictive life cycle.
[PMBOK® Guide 6th edition, page 19] [Needs
Assessment]
43. D - Facilitated workshops use a structured meeting led
by a skilled, neutral facilitator and a carefully selected
group of stakeholders to collaborate and work together
toward a stated objective. This is the technique you should
use to have the SMEs collaboratively work together to
identify the root causes and the variances.
[Evaluation]
44. A - A questionnaire is the right tool to be used if you
have a large population base and you need to quickly
identify which features are valued more than the others.
[Planning]
45. C - The fishbone diagram starts with recording the
problem or issue at the fish’s head.
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[Planning]
46. A - Product scope is defined as the features and
functions that characterize a solution. The product scope
and the business goals and objectives on which a solution
is based provide suggestions as to what types of
information should be collected and measured for
evaluation purposes.
[Evaluation]
47. C - The most effective method would be to use a
Kanban board as that would provide a continuous means
to visually communicate project status to the team.
[Analysis]
48. A - Common techniques that can be used in the
discovery of stakeholders are brainstorming, interviews,
surveys, and organizational charts, to name a few.
[Planning]
49. A - Use case is a process model, while the rest of the
choices are all scope models.
[Analysis]
50. B - In projects with adaptive life cycles, the overall
requirements and work to be performed, sometime
referred to as a product backlog. [PMBOK® Guide 6th
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PMI-PBA DOMAIN AREA
TEST: NEEDS
ASSESSMENT
Practice Questions
Test Name: Domain Area Test: Needs Assessment
Total Questions: 20
14 (70.00%)
Test Description
Needs Assessment PMI-PBA Domain area.
Test Questions
1. Which of the following processes belong to the
planning process group?
B. Plan Stakeholder Engagement
C. Manage Stakeholder Engagement
D. Monitor Stakeholder Engagement
2. You are currently studying a manufacturing process

with an aim to reduce the manufacturing costs by least by
5%. Which of the following are a variation of process
flows that can be used to identify manufacturing process
steps that add value and those that do not?
A. PDCA
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B. Value chain maps
C. SIPOC
D. Value stream maps
3. You are hired as a business analysis consultant and

have been asked to help the organization upgrade and
standardize its business analysis methods. You are
stressing the importance of needs analysis prior to
initiating any project. Which of the following must be
produced as part of the Identify Problem or Opportunity
process prior to developing a project charter?
A. Project management plan
B. Situation statement
D. Business case
4. You are conducting a root cause analysis of a recent

system failure that has caused a major embarrassment for
the organization. You have developed an interrelationship
diagram of the situation and are now reviewing this with
the stakeholders. Which part of the diagram indicates the
source of the problem?
A. Node with the largest incoming arrows.
B. Nodes with the maximum number of incoming and

outgoing arrows combined.
C. Nodes with the minimum number of incoming and

outgoing arrows combined.
D. Nodes with the largest outgoing arrows.
5. You are the lead business analyst on a high-tech

software development project. You need to develop a
product roadmap and require inputs from key
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stakeholders. The stakeholders are subject matter experts
in their own domains but do not have experience in
developing product roadmaps. Which of the following
techniques should you use?
A. 80/20 rule
B. Affinity diagram
C. Brainstorming
D. Facilitated workshop
6. A product development team is trying Agile

development methods to deliver a new technological
solution your organization has requested. An Agile coach,
who is helping the team on this project has recommend
using the Feature Injection technique during sprint
planning sessions. What is involved in the step “inject
feature” in the Feature Injection technique?
A. Selecting the features within the development
team’s comfort zone.
B. Selecting the features with the least story points.
C. Selecting the features with maximum business

value.
D. Selecting the features with the most epics.
7. You are leading a software development project and

following an adaptive delivery model. There are a number
of product-related decisions that the team needs to make.
You have recommended delaying all decision-making until
as late as possible so that the team may get more time to
discover and improve its knowledge base. Which of the
following is a decision-making thought process you have
recommended?
A. 80/20 rule
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B. Real options
C. Dictatorship
D. Affinity diagram
8. You are attending a conference where representatives

from different companies are presenting their approaches
to business analysis. One speaker has mentioned that their
business analysis processes are inspired by PMI’s Guide to
Business Analysis and have been grouped into five
categories: Defining & Aligning, Initiating, Planning,
Executing and Monitoring & Controlling. You believe that
the speaker’s organization is missing out on one critical
business analysis process group. Which one is that?
A. Closing
B. Terminating
C. Transitioning
D. Releasing
9. Your state government is conducting a conference on

technological innovations and has invited your
organization to participate and present its flagship product.
The CEO of your organization has chosen your project to
be presented at the conference and has asked you to
represent the organization. You are required to present
your product’s roadmap at the conference. Which of the
following are usually shown on a product roadmap?
A. WBS, work packages and activities
B. Vision, releases, features, and timelines
C. Existing capabilities, required capabilities and

identified gaps
D. Epics, user stories, definition of ready, and

definition of done
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10. Visual communication is the transmission of
information and ideas using graphics. This is generally
considered to be more powerful than verbal
communication. Which of the following techniques
should you use to elicit new product high-level
requirements from the stakeholders in situations where
visual communication is more effective than verbal
communication?
A. Brainstorming
B. Prototyping
C. Group decision-making techniques
D. Multi-voting
11. You have been asked to initiate a new software

development project. Since the project requirements are
not clear, you and the project team believe that the project
will benefit from an adaptive lifecycle. The project
sponsor has asked you to document the high-level scope
of the project. What should you do next?
A. Tell the project sponsor that a high-level scope
cannot be determined at this stage.
B. Identify the user epics.
C. Develop detailed system use cases.
D. Initiate the development of the project’s scope

statement.
12. The CEO of your organization has engaged a process

improvement consultant to help improve some of the core
business processes that have been shortlisted by the
executive leadership team. During the first week of
engagement, the consultant calls a senior stakeholder
workshop to map the high-level future-state processes and
proposes initiating multiple process improvement
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projects. In your opinion, what’s wrong with this
situation?
A. The consultant went straight into “determining the
future-state” prior to assessing the current state.
B. The Prepare for Transition to Future-State process

was not performed.
C. The CEO should have rather formed an internal

team to deliver this business analysis piece.
D. The Identify Problem or Opportunity process was

not performed.
13. Change control tool selection should be based on the

needs of the project stakeholders, including organizational
and environmental considerations and/or constraints.
Which of the following is not a key change management
consideration while selecting an appropriate change
control tool for a project?
A. Documenting the change into a proper change
request
B. Identifying and selecting a change item
C. Configuration item verification and audit
D. Tracking change requests
14. The CFO of DigitalTech is sponsoring a supply chain

automation project and has engaged your firm to analyze
the business need and conduct a detailed feasibility study.
A junior BA has come up with some requirements. Which
of the following is not a valid example of a product
requirement for this initiative?
A. The new SCM system must digitize the end-to-end
supply chain processes.
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B. The business must initiate a process improvement
initiative to optimize the supply chain processes
prior to their digitization.
C. The overall implementation cost should remain

under $1.5 million.
D. The new SCM system must haven an integrated

online training module.
15. The net present value (NPV) is a:

A. Cost-benefit analysis technique
B. Risk simulation technique
C. Business value prioritization technique
D. Intangible benefits measurement technique
16. The board of your manufacturing firm has recently

announced a new CEO for the organization. The new
CEO has expressed his desire to replace all current legacy
IT systems in the organization with modern technologies.
You have been asked to study the current systems
available in the market and especially systems used by
leading organizations and report back to the CEO. You
decide to use the benchmarking technique to conduct this
analysis. Which organization will you select to compare
your organization with?
A. A typical organization from the services industry
B. Best in class organization within your

organization’s industry
C. A typical organization within your organization’s

industry
D. Best in class organization from the services

industry
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17. Your organization has recently released a product into
the market and has collected customer feedback through
surveys. You are now reviewing these results and using a
Kano model to analyze the product’s features. Which
product features will you classify as “performance
features”?
A. The features that either satisfy or dissatisfy the
customers depending upon how well they perform.
B. The features that dissatisfy the customers if present,

and only satisfy the customers if absent.
C. The features that satisfy the customers if present,

but do not dissatisfy the customers if absent.
D. The features that neither satisfy nor dissatisfy the

customers regardless of how well they perform.
18. You have been hired by ABC Autos to mature its

manufacturing processes so that the organization can
obtain a competitive advantage in the market. You are
currently conducting the current state analysis of the
business and assign capability maturity levels to each
analyzed capability. Which of the following can help you
assign a maturity level to each capability?
A. Organizational strategy
B. Capability framework
C. Capability table
D. Organizational goals and objectives
19. You have scheduled a stakeholder workshop to

discuss how the business manages its sales pipeline and
who does what in the overall sales pipeline. The aim is to
understand the as-is situation so that this could later be
digitized. You have collected some information around
this and want to present your findings to the group so that
it can be further refined. Which of the following tools
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should you use during the workshop to present this
information to the stakeholders?
A. Ishikawa diagram
B. Pareto diagram
C. Tornado diagram
D. Process flow diagram
20. Your organization wants to invest in upgrading some

of its assets and has identified two options. If the
organization wants to move forward with any of these
options, it needs to break its fixed term deposit with a
bank to fund these initiatives. The IRR for option A is
4%, while the IRR for option B is 6%. The fixed term
deposit rate of your current investment is 8%. What
should you do?
A. Keep the money invested in the bank.
B. Invest in option A
C. Partner with somebody to invest in both options.
D. Invest in option B
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PMI-PBA Domain Area Test: Needs
Assessment
1. B - All of the given choices are the processes from the
project stakeholder management knowledge area.
However, only the Plan Stakeholder Engagement process
belongs to the planning process group. [PMBOK® Guide
2. D - Value stream maps focus on specific areas (process
level) of an organization, e.g., the situation given in the
scenario. On the other hand, value chain maps analyze all
of the activities (organizational level) within an
organization. The other two models do not focus on value-
added activities.
Assessment]
3. B - From the given options, only the situation
statement is an output of the Identify Problem or
Opportunity process. A situation statement is an objective
statement of a problem or opportunity.
Assessment]
4. D - An interrelationship diagram is a special type of
effects for a given situation. Factors (or nodes) that have a
large number of “outgoing” arrows are the sources of the
problem.
[The PMI Guide to Business Analysis, pages 71; Business
Analysis for Practitioners: A Practice Guide, page 23]
[Needs Assessment]
5. D - Brainstorming and facilitated workshop are good
choices. However, given the limited experience of the
stakeholders in developing roadmaps, a facilitated
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workshop is a better option. Facilitated workshops use a
structured meeting led by a skilled, neutral facilitator.
Assessment]
6. C - The “inject features” step in the Feature Injection
technique involves selecting the features with maximum
business value and presenting these in the form of
scenarios.
Assessment]
7. B - Real options is a decision-making thought process
that can be used on projects that follow an adaptive
delivery model. Two fundamental principles are applied to
decision making with real options. The first is to reduce
the number of decisions that need to be made in the short
term, and the second is to delay all decision making until
as late as possible.
Assessment]
8. D - The six Business Analysis Process Groups are:
Defining and Aligning, Initiating, Planning, Executing,
Monitoring & Controlling and Releasing.
Assessment]
9. B - Several key elements are typically elicited and
documented in a product roadmap, including strategy
information, portfolio, program, initiatives, product vision,
success criteria, market forces, product releases, features
and timelines.
[Needs Assessment]
10. B - Group decision-making techniques, brainstorming
and multi-voting techniques do not involve any visual
communication approach. Prototyping uses models that
evolve into a product’s design.
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Assessment]
11. B - Adaptive projects often create a brief statement of
project intent which states the business objectives, value
propositions, benefits, goals, and milestones, etc. It may
also include very high-level user epics that are later
broken down into user stories. At this stage, you need to
identify the user epics that comprise the project scope.
Assessment]
12. A - The CEO’s engagement of the consultant for a
process improvement job identified by the executive
leadership team indicates that the Identify Problem or
Opportunity process was completed in some shape or
form. The next step is to assess the current state which
seems to be ignored by the hired consultant.
Assessment]
13. C - Configuration item verification and audit is related
to configuration management instead of change
management. [PMBOK® Guide 6th edition, Pages 118,
14. B - A product requirement is a condition or capability
that is required to be present in a product, service, or
result to satisfy a business need. All of the given choices
are valid business requirements but initiating a process
improvement initiative prior to the implementation of the
SCM system is outside the scope of the SCM system
implementation, hence not a SCM system product
requirement.
Assessment]
15. A - The net present value (NPV) is a cost benefit
analysis technique. It is a monetary value expressed as the
difference of the present value of revenues and the present
value of expenditures over the lifecycle of the product or
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service delivered by the project. [PMBOK® Guide, 6th
16. B - Benchmarking is a comparison of an
organization’s practices, processes, and measurements or
results against established standards or against what is
achieved by a “best in class” organization within its
industry or across industries. Selecting an organization
from a different industry will not provide the desired
outcomes.
Assessment]
17. A - The performance features are the ones that either
satisfy or dissatisfy the customers depending upon how
well they perform. The customers use these features to
consciously evaluate the final solution.
Assessment]
18. B - A capability framework is a description of the
range of capabilities an organization needs to achieve its
goals and objectives. Some organizations refer to these
types of frameworks as maturity models which can be
used to rank capability maturity levels.
Assessment]
19. D - Process flows describe business processes and the
ways stakeholders interact with those processes. Process
flows can be used to document current as-is processes of
the business. The rest of the choices are not applicable to
the context of the scenario.
Assessment]
20. A - IRR is a measure of return to cost; therefore, the
expected to deliver. In this case, investing in the fixed
term deposit makes more sense than investing in any of
the options since the IRR of both options are lower than th
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Assessment]
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PMI-PBA MOCK EXAM
(LITE) - 16
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
1. You are currently helping a junior business analyst
plan her business analysis activities on a website
development project. You want to ensure that the business
analyst considers a number of factors while planning for
elicitation. Which of the following are key factors that
must be considered when planning for elicitation?
A. Number and location of stakeholders and types and
level of detail required in business analysis
deliverables.
B. Types and level of detail required in business

analysis deliverables.
C. Time constraints, budget, number and location of

stakeholders and types and level of detail required
in business analysis deliverables.
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D. Project lifecycle, type of project, time constraints,
budget, number and location of stakeholders, and
types and level of detail required in business
analysis deliverables.
2. You are the lead business analyst on a development of

a Curriculum Management System for a university. You
want a diagram to show all in-scope systems and all the
inputs and outputs, including the systems or actors
providing or receiving them. Which of the following
diagrams should you develop?
A. Sequence diagram
B. Entity Relationship Diagram
C. Context diagram
D. Data model
3. Shawn is in the execution phase of his project. He is

getting unexpected requests from his stakeholders about
the project’s progress. Shawn can use all the following to
respond to their requests except:
A. Business case
B. Work performance reports
C. Communications management plan
D. Organizational process assets
4. A product team has started its first project iteration

with the selected user stories for the iteration. During the
sprint, a senior stakeholder requested a change to a user
story included in the sprint. How should the product team
address this change request?
A. Escalate the matter to the product owner.
B. Reject all change requests during an iteration and

ask the requestor to wait until the sprint is over.
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C. Add the change request as a new user story in the
iteration backlog.
D. Replace the impacted user story with the new user

story in the iteration backlog.
5. You have been hired as a business analyst to analyze

business processes of five different institutions that have
recently merged. Your goal is to review and consolidate all
critical processes. As the first step, you need to identify
what are the critical processes and collect these processes
from the individual institutions for further analysis. You
are reviewing each institution’s intranet site to collect any
published information on business processes. This review
is an example of:
A. Benchmarking
B. Competitive Analysis
C. Five Forces Analysis
D. Document Analysis
6. You are analyzing the product reporting requirements.

You have identified the initial list of all reports that are
required to be produced by the system and worked with
the user experience analyst to develop low fidelity
prototypes for all these reports. Once the report prototypes
were approved by the stakeholders, you developed a
detailed report table for each identified report. What
should you do next?
A. Send the detailed reports to the product owner for
verification.
B. Pass the prototypes and the detailed reports to the

development team.
C. Send the detailed reports to the stakeholders for

validation.
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D. Review the detailed reports with the key
stakeholders.
7. A product team has completed the development of the

first set of wireframes of the product. You now want to
develop a model that connects the user interface element
requirements to the wireframes. Which of the following
models should you develop to meet this requirement?
A. Display-action-response model
B. Report Table
C. Decision Tree
D. Context Diagram
8. The lead business analyst on the project has asked the

junior analysts to compile all elicited information and
develop relevant models to find patterns and to explore the
problem space further. Which of the following gives the
complete list of solution models that can be developed
from elicited information?
A. Process models, rule models, data models, and
interface models
B. Scope models, process models, rule models, data

models, and customer models
C. Scope models, process models, rule models, data

models, and interface models
D. Scope models, process models, data models, and

interface models
9. You have been invited by your colleague to attend one

of the project standup meetings. You notice that the team
has got a big chart on a wall, divided into sections such as
“Ready”, “In Development”, “Being Tested”, and
“Completed”. What tool are they using?
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A. Activity matrix
B. Burndown chart
C. War room
D. Kanban board
10. You are reviewing the business analysis and product

development practices of an organization. You have
noticed that the product teams are not spending sufficient
time in refining the product backlogs. Which of the
following describes the characteristics that a product
backlog needs to demonstrate to be considered well-
refined?
A. WSJF
B. DITL
C. CRUD
D. DEEP
11. You are drafting a procurement requisition use case.

The organization has a standard requisition process for
items that exist on the organizational product catalog.
However, if the request is regarding a non-catalog item, a
secondary approval workflow is required to be appended
to the primary approval workflow. Which section of the
use case will you use to document the secondary approval
workflow?
A. Preconditions
B. Normal flow
C. Postconditions
D. Alternative flow
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12. A project team is currently analyzing its current
iteration progress and reviewing the following chart. What
is this chart called?
A. Control Chart
B. Burndown Chart
C. Resource Utilization Chart
D. Histogram
13. Your organization has recently merged with another

company. The newly formed organization has appointed
an auditor to audit all capital projects and assess if these
are still aligned with the new organizational strategy. The
auditor wants to see your product’s roadmap. How should
you develop this roadmap?
A. Graphically display all low-level product features
along with resource requirements for the
development of these features.
B. Graphically display all high-level product features

along with the sequence in which the features will
be built and delivered.
C. Graphically display all low-level product features

along with the sequence in which the features will
be built and delivered.
D. Graphically display all high-level product features

along with resource requirements for the
development of these features.
14. Peter is leading a knowledge work project. Since the

scope of work was not clear at the start of the project and
the project requirements were expected to change
throughout the project execution, Peter chose to apply
predictive management approaches to the project. During
the first month into project execution, most of the
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completed tasks took more than twice the amount of time
that was allotted for them. Where did Peter go wrong?
A. Peter should have stressed on early definition of
detailed requirements.
B. Peter should have allotted more time for the

activities.
C. Peter should have involved team members while

estimating time durations.
D. Peter should have used adaptive project

management approaches.
15. The CEO of your organization has asked you to

explore ways to digitize business reporting processes so
that the business can benefit from real-time reporting. You
are currently conducting a feasibility study to determine if
this capability should be built in-house or if this should be
outsourced. Which business analysis process do you need
to perform to complete this task?
A. Assemble Business Case
B. Determine Viable Options and Provide

Recommendation
C. Facilitate Product Roadmap Development
16. A product development team is trying Agile

development methods to deliver a new technological
solution your organization has requested. The Agile
coach, who is helping the team on this project, has
recommend using the Feature Injection technique during
sprint planning sessions. What should be the main
objective of this approach?
A. Features with the least story points are selected for
development.
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B. Features within the least development effort are
selected for development.
C. Features with requiring least resources are selected

for development.
D. Features with maximum business value are selected

for development.
17. Your project’s business case has been approved and

you are ready to start conducting your elicitation events.
Which of the following processes need to be performed
each time prior to conducting an elicitation event?
A. Confirm Elicitation Results
B. Assemble Business Case
C. Prepare for Elicitation
18. Your team has recently released a product which has

not been well received by the customer. During the
Evaluate Acceptance Results and Address Defects
process, you found a number of issues regarding the
product’s compliance to the specified acceptance criteria.
Which of the following techniques will now help you
determine the cause and degree of difference between the
baseline and actual performance?
A. 80/20 analysis
B. PERT analysis
C. Variance analysis
D. Sensitivity analysis
19. The chief financial officer of your organization has

recently asked your team to initiate a new project to
deliver a new cost control system for the organization.
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The team is now brainstorming over the requirements to
deliver this project. The team believes that they need to
carry out extensive system security and penetration testing
and additional resources will be required to perform this
task. This requirement is part of:
A. Scope creep
B. Project Scope
C. Product Scope
20. For complex and high value projects, activities of

business analysis get started well before the project is
initiated. Typically in such cases, the requirements
management process starts with:
A. Define Scope
B. Needs Assessment
C. Collect Requirements
D. Plan Scope Management
21. Peter is leading the business analysis activities on one

of your organization’s strategic projects. He was in the
second month of his business analysis activities when the
project sponsor complained about and challenged his
business analysis approach. You have been asked to
intervene and resolve this conflict. What would you do
first?
A. Investigate if this business analysis plan was shared
with the stakeholders including the sponsor.
B. Investigate if the project sponsor reviewed or

approved the business analysis plan.
C. Investigate if a business analysis plan exists.
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D. Remove Peter from the project and replace him
with a more senior business analyst.
22. You are analyzing the product reporting requirements.

You have identified the initial list of all reports that are
required to be produced by the system and worked with
the user experience analyst to develop low fidelity
prototypes for all these reports. What should you do next?
A. Develop a decision table and include all the high
priority reports in the table.
B. Develop a report table and include all the reports in

the table.
C. Develop a detailed report table for each identified

report.
D. Develop a report table and include all the high

priority reports in the table.
23. You are working on a project with all the team

members located in geographically different areas, and all
communication is by email and chat. It is sometimes hard
to infer the true meaning of these messages because you
cannot see facial expressions or hear tones of voice. This
is an example of:
A. Noise
B. Medium
C. Encoding
D. Decoding
24. You have been assigned a project to implement a new

accounting system in your organization. You have
assembled a small team of engineers and accountants that
will help you deliver this project. The project timeline is
tight. Which of the following is a common mistake in
such situations that your team should be careful of?
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A. Contributing in the development of the project
charter.
B. Conducting requirements elicitation without first

understanding the business analysis approach.
C. Conducting business needs analysis prior to

planning business analysis.
D. Documenting the business analysis approach

without eliciting product requirements.

evaluation of a system. You can use all the following as
inputs to this exercise EXCEPT:
A. Levels of customer satisfaction
B. Number of users adopting the solution
C. Observed impact on the productivity
D. Regression test reports of the system
26. Your firm has been hired to audit an organization that

isn’t performing well in the market. You are analyzing the
organization’s strategy and conducting a business
capability analysis to assess the potential effectiveness of
the strategy. Which of the conditions, if exists, will be an
impediment to your business capability analysis?
A. Absence of a documented business strategy.
B. Absence of documented business architecture.
C. Absence of historical data regarding the capability

being analyzed.
D. Absence of documented business processes.
27. You are conducting the initial business analysis

activities for a proposed automation project. Since the
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project stakeholders do not have any experience in using
the technology being proposed by the project, the project
stakeholders are struggling to define the product
requirements. Which of the following business analysis
techniques provides a visual representation of a product’s
design during its conceptual design stage?
A. Low-fidelity prototyping
B. High-fidelity prototyping
C. Fishbone diagram
D. Kano analysis
28. You are replacing a system that is currently being used

by a big number of business units and stakeholders in
your organization. The project’s stakeholders list has
become long and difficult to manage. Which of the
following choices will allow easier management of this
information?
A. Establishing an issue register.
B. Establishing a stakeholder register.
C. Conducting a root-cause analysis.
D. Grouping the stakeholders based on their

characteristics.
29. The WBS represents all product and project work. The
total work at the lowest levels should roll up to the higher
levels so that nothing is left out and no extra work is
performed. This principle is also the:
A. Ground rule
B. 80/20 rule
C. Pareto’s rule
D. 100 percent rule
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30. Your organization has recently won a project to
construct a 5-star hotel in the city. As a contractual
obligation, you are now support to provide your client a
hierarchical structure of project resources organized by
category and resource type, used in planning, managing
and controlling project work. What do you need to
develop and share with your client?
A. Resource Breakdown Structure
B. Resource Pool
C. Organization Breakdown Structure
D. Team structure
31. You are leading a complex Agile project that is

expected to last two years. You have a huge list of
features that must be prioritized. Since you have many
stakeholders, you decide to use questionnaires to reach
out to these stakeholders to prioritize these features. What
is the advantage of this approach?
A. This method generates the best quality inputs from
the stakeholders.
B. This method provides the most accurate and

realistic responses.
C. This method is the most interactive method for

elicitation.
D. This method quickly gathers responses from a large

number of stakeholders.
32. The law of diminishing marginal returns is applicable

to which type of the following features?
A. Exciters
B. Must-have
C. Performance
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D. Delighters
33. You have been hired as the business analyst for a

process automation project. At the time of your joining,
the project was already in the planning phase, and the
project manager has already developed the project
schedule. You are not happy with the time allowance for
business analysis activities on the project. What should
you do next?
A. Convey your concerns to the project manager and
start developing your business analysis plan.
B. Develop a business analysis plan and your own

business analysis schedule.
C. Convey your concerns to the project manager and

ask him to increase the timeline.
D. Convey your concerns to the project sponsor and

override the project manager.
34. Which of the following predictive project

management techniques resembles an agile approach:
A. Rolling wave planning
B. Earned value analysis
C. Developing the WBS
D. Developing the project management plan
35. Your project is in detailed design. The technical

architect is proposing a solution that in your opinion
doesn’t support the project requirements. You conduct a
team meeting to discuss this issue and all the developers
seem to agree with the architect’s proposal. However, the
business analyst on the project is supporting you. What
should you do?
A. Force the technical architect to give in.
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B. Ask the business analyst to revalidate the business
requirements and the potential solutions.
C. Agree with the business analyst and disregard the

technical architect’s concerns.
D. Prototype both solutions with the user group and

obtain feedback.
36. Prioritizing requirements is an important step in

managing the product scope. The product requirements
prioritization criteria are generally documented in the
business analysis plan. In addition to defining the timing
and frequency of prioritization, a business analyst should
clearly define the criteria that will be used to prioritize.
All of the following are key considerations when defining
the prioritization criteria EXCEPT:
A. Difficulty associated with fulfilling product
requirements
B. Chronological order of requirements elicitation
C. Cost to develop product requirements
D. Business value of product requirements

requirement that, “the ICT service desk manager should
be able to perform resource leveling for all incoming
service requests”. There is another requirement that, “the
system should be able to estimate the amount of work
required for each incoming request”. What is the
relationship between these two requirements?
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A. Implementation dependency
B. Discretionary dependency
C. Value dependency
D. Subsets
38. Which of the following processes deals with

maintaining the integrity of baselines by releasing only
approved changes for incorporation into the project
management plan?
A. Perform Integrated Change Control
B. Direct and Manage Project Work
C. Develop Project Management Plan
D. Monitor and Control Project Work
39. Your team is developing a security system for the

Department of Defense. You have elicited product
requirements and are currently analyzing these. The
system must comply with a number of federal regulations.
During which of the following analysis processes will you
evaluate the compliance of product requirements with the
federal regulations?
A. Verify Requirements
B. Prioritize Requirements and Other Product

Information
C. Identify and Analyze Product Risks
D. Validate Requirements

elicitation activities and are currently analyzing the results
to identify likely use cases, user stories, and system flows.
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Which of the following models would help you identify
likely use cases, user stories, and system flows?
A. Entity relationship diagram
B. Event response tables
C. Context diagram
D. Data dictionary
41. You are leading business analysis activities for an

enterprise-level development project which is currently in
the requirements elicitation and analysis stage. You are
running a requirements elicitation workshop and find that
the stakeholders are struggling to specify their product
requirements in a level of detail required for development.
You decide to capture the stakeholder requirements as
user stories. What should you do next?
A. Validate the user stories and add these to the
product backlog.
B. Combine the related user stories into larger themes.
C. Validate the user stories and add these to the work

packages.
D. Combine the related user stories into larger epics.
42. You are managing a software tool development

project on strict waterfall principles. Although the project
would require 6 months to complete, it’s relatively
straightforward as the requirements are clear and can be
documented in detail at the start of the project. What is the
logical sequence of the Project Scope Management
processes you need to follow on this project?
A. Define Scope, Collect Requirements, Create WBS,
Validate Scope, and Control Scope
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B. Plan Scope Management, Collect Requirements,
Define Scope, Validate Scope, Create WBS, and
Control Scope
C. Create WBS, Collect Requirements, Define Scope,

Validate Scope, and Control Scope
D. Plan Scope Management, Collect Requirements,

Define Scope, Create WBS, Validate Scope, and
Control Scope
43. You are the business analyst on a process digitization

project and currently planning your product requirements
elicitation activities. Due to the complexity of the product,
you need to spend considerable amount of time with the
stakeholders. You also require a few resources to
complete this task within the agreed time. In order to
sequence your elicitation activities, you need to know the
resource availabilities. Who is responsible for determining
how the resource availability will impact sequencing
decisions?
A. Both you and the project manager
B. The project manager
C. You, the business analyst
D. The project sponsor
44. A product team is halfway through the development

of a product. A new technology has recently become
available in the market that can enhance the product.
However, incorporating this technology at this stage
means significant rework. The product team believes that
effort spent on the development of the deliverables that
would require rework is sunk cost and should not be a
factor in making the right decision at this stage. You
decide to conduct a force field analysis prior to making
any decision. What is the reason for conducting this
analysis?
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A. Analyze the reasons why this technology was not
considered earlier.
B. Analyze whether there is sufficient stakeholder

support to pursue the change.
C. Analyze other available technological alternatives.
D. Analyze the feasibility of the suggested option.
45. You are designing a new information system for your

organization. This system must interact with a legacy
system in your organization that was developed in-house a
decade ago. The original developers of this system do not
work for the organization anymore. In this situation, how
would you obtain the interaction requirements for this
legacy system?
A. Ask your development team to conduct a
penetration testing.
B. Get the legacy system’s design documents analyzed

by your development team.
C. Conduct user acceptance test for the legacy system.
D. Elicit the interaction requirements from the legacy

system users.
46. You are leading a major organizational change project.

Due to the expected project impacts on stakeholders, this
project has been classified as a highly sensitive project.
You have recommended the use of Persona Analysis
technique on this project. Which of the following
statements regarding the Persona Analysis technique is
inaccurate?
A. Each persona has a one-to-one relationship with
each project stakeholder.
B. A persona is typically written in the form of a

narrative and tells a story about a user class.
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C. The information provided in the persona is
behavioral in nature.
D. Personas typically describe the goals, motivations,

environment, demographic, and skills of a user
class.
47. Which of the following planning techniques allows

detailed planning of only the work that needs to be
accomplished in the near term, while the work in the
future is kept at a higher level?
A. Rolling Wave Planning
B. Hoshin Kanri
C. Planning Poker
D. Kanban Planning
48. You are managing a complex construction project and

are due to meet a contractor in a few days. The contractor
has explicitly asked you to present the list of activities you
wish to include in the contract. You know the project
scope but haven’t yet developed the list of project
activities. As you create the activity list, which
technique is recommended for subdividing the project into
smaller components called activities?
A. Deconstruction
B. Rolling Wave Planning
C. Expert Judgment
D. Decomposition
49. Conduct Elicitation is the process of applying various

elicitation techniques to draw out information from
stakeholders and other sources. The key objective of this
process is that it obtains information from the appropriate
sources to sufficiently define and elaborate requirements
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and other product information. On adaptive projects, this
process falls under the scope of:
A. Daily standups
B. Backlog refinement
C. Retrospectives
D. Kanban

and models developed during the workshop. As the next
step, you plan to refine this information and update the
requirements management tool. This information, once in
the requirements management tool, is:
A. Formally documented unconfirmed elicitation
results
B. Formally documented confirmed elicitation results
C. Informally documented confirmed elicitation

results
D. Informally documented unconfirmed elicitation

results
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1. D - There are a number of factors to consider when
planning for elicitation: stakeholder group characteristics
and dynamics, project lifecycle, characteristics of the
technique, type of project, time constraints, budget,
number of key stakeholders involved and their location,
types of requirement deliverables being produced, level of
detail required in business analysis deliverables,
techniques that are familiar to the business analyst.
[Planning]
2. C - A context diagram is a scope model that shows all
the direct system and human interfaces to systems within a
solution. A context diagram clearly depicts the in-scope
systems and any inputs or output, including the system or
actors providing or receiving them.
[Planning]
3. A - Since Shawn is in the execution phase and
stakeholders are requesting project information, he must
respond through the Manage Communications process.
The communications management plan, organizational
process assets and work performance reports are inputs to
this process. Shawn can use any of these documents to
respond to their requests. The project’s business case is not
of much help at this stage. [PMBOK® Guide 6th edition,
4. A - In adaptive projects, the product owner decides to
abnormally terminate the user story or add new ones in
collaboration with the product team. The product team
cannot decide this on their own.
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5. D - Document analysis is an elicitation technique used
to analyze existing documentation to identify information
relevant to the requirements. While identifying problems
or opportunities, this technique involves reviewing
information relevant to the business need. For example,
strategic goals and objectives, performance goals and
results, customer survey results, documentation about
current processes, and business rules might be analyzed.
Assessment]
6. B - A report table is an interface model that describes
detailed requirements for a single report. Report tables are
usually created any time after an initial list of reports for a
solution has been identified and prioritized. Report tables
typically contain technical information that generally is
not suitable for the consumption of the stakeholders. Since
the stakeholders have already approved the prototypes,
you can send the prototypes and the reports to the
development team for development.
[Analysis]
7. A - A display-action-response model is used in
conjunction with a prototype or wireframe to connect the
user interface element requirements to a visual
representation.
[Analysis]
8. C - The models are organized into five categories:
Scope models, process models, rule models, data models,
and interface models.
[Analysis]
9. D - This is an example of Kanban board. A Kanban
board provides a means to visualize the flow of work,
make impediments easily visible, and allow flow to be
managed by adjusting the work in process limits.
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[Analysis]
10. D - DEEP Describes the characteristics that a product
backlog needs to demonstrate to be considered well-
defined. DEEP Is an acronym that stands for detailed
appropriately, estimated, emergent, and prioritized.
[Analysis]
11. D - Each use case contains a normal flow, which is the
most common scenario of interactions between the system
and user, as well as alternative and exception flows, where
the scenario diverges from the normal flow. In this
scenario, the secondary approval workflow needs to be
documented as the alternative flow of the use case.
[Analysis]
12. B - This is an example of a Burndown Chart. A
burndown chart is a graphical representation of work left
to do versus time. The outstanding work is shown on the
vertical axis and time along the horizontal. It is useful for
predicting when all of the work will be completed.
[PMBOK® Guide, 6th edition, Page 226] [Traceability &
Monitoring]
13. B - In business analysis, product roadmaps provide
important information about a product, providing insights
about the product vision and how the product will support
organizational strategy, business goals and objectives over
time. To develop this you need to graphically display all
high-level product features along with the sequence in
which the features will be built and delivered.
[Evaluation]
14. D - Adaptive and Agile methods are more suited to
projects with a huge amount of uncertainties. As the
project scope wasn’t defined at the start and the
requirements were expected to change throughout the
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project lifecycle, this is the kind of project that benefits
the most from adaptive approaches. [PMBOK® Guide 6th
edition, page 665] [Planning]
15. B - Feasibility studies are typically conducted as a part
of the Determine Viable Options and Provide
Recommendation process. Feasibility study results are the
output of this process.
Assessment]
16. D - The “inject features” step in the Feature Injection
technique involves selecting the features with maximum
business value and presenting these in the form of
scenarios.
[Planning]
17. C - Confirm Elicitation Results will be preformed
after the event. Before each elicitation event, you need to
carry out the Prepare for Elicitation process. Note that
Identify Problem or Opportunity and Assemble Business
Case processes are performed early during the project and
are not repeated prior to each elicitation event.
[Analysis]
18. C - Variance analysis is a technique for determining
the cause and degree of difference between the baseline
and actual performance. In the given scenario, variance
analysis must be applied to study the causes of the
differences between the baseline and actual performance.
[Evaluation]
19. B - This requirement is part of the project scope. The
project scope defines the work that needs to be done to
deliver a product, service, or result. This is different than
product scope, which is the set of features and functions
that characterize the required solution/product.
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Assessment]
20. B - For complex and high value projects, activities of
business analysis get started well before the project is
initiated. Typically in such cases, the requirements
management process starts with a business need analysis.
The rest of the choices are the processes that are
performed once the project has been initiated. [PMBOK®
Guide 6th edition, Page 132] [Needs Assessment]
21. C - The business analysis approach is simply the
method a business analyst uses when managing and
performing the business analysis activities on a project.
The business analysis approach is documented in the
business analysis plan. Therefore, the first step is to
identify if this plan exists.
129] [Planning]
22. C - A report table is an interface model that describes
detailed requirements for a single report. Report tables are
usually created any time after an initial list of reports for a
solution has been identified and prioritized.
[Analysis]
23. A - Anything that interferes with the meaning of a
message is considered noise. [PMBOK® Guide 6th
24. B - Many projects are initiated with tight timelines
that place pressure to address the tactical activities before
the plan. The project team should avoid the urge to rush
into requirements elicitation without first understanding
the expectations for the business analysis process and the
road map for pursuing the work. The rest of the choices
are all good practices.
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129] [Planning]
25. D - You would conduct regression test and evaluate
the result prior to releasing a solution and conducting the
UAT. During the post-implementation review you would
rely on other performance data as inputs such as impact
on productivity, system adoption rate, and levels of
customer satisfaction etc.
[Evaluation]
26. C - Several businesses exist without documented
business architectures, processes and strategies. The
absence of documentation doesn’t mean these businesses
do not have architectures, processes or strategies.
Although the absence of this documentation is not a
favorable thing for an analyst, this shouldn’t impede the
capability analysis. However, without historical data
conducting a business capability analysis will be
extremely hard because the historical data is used to
establish performance standards by which current and
future performance is evaluated.
Assessment]
27. A - Kano analysis and fishbone diagram are irrelevant
to the question. Low-fidelity prototyping uses models that
evolve into a product’s design. High-fidelity prototyping
is used during the actual development of the product.
Assessment]
28. D - Stakeholder lists can quickly become long and
difficult to manage; therefore, placing stakeholders into
groups based on their characteristics will allow for easier
management of the information. Establishing a
stakeholder register without grouping the stakeholder will
not yield any benefit. The other two choices are irrelevant.
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116] [Planning]
29. D - The WBS represents all product and project work.
The total work at the lowest levels should roll up to the
higher levels so that nothing is omitted and no extra work
is performed. This principle is also called the 100% rule.
30. A - The Resource Breakdown Structure (RBS) is a
hierarchical structure of team and physical resources
related by category and resource type. [PMBOK® Guide
31. D - A questionnaire is the right tool to be used if you
have a large population base and you need to quickly
identify which features are valued more than the others.
The rest of the choices are incorrect.
32. B - According to the Kano model, once some amount
of a must-have feature has been implemented, customer
satisfaction cannot be increased by adding more of that
feature. Also, no matter how much of a must-have feature
is added, customer satisfaction never rises above the mid-
point. We can observe the law of diminishing marginal
returns on such features.
[Planning]
33. A - At this stage, the inadequacy of the time
allowance is an assumption. However, you need to test
this assumption once you have your business analysis plan
ready. Since the business analysis planning might take
some time, it is best to convey your concerns to the
project manager immediately.
[Planning]
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34. A - Rolling wave planning resembles agile approaches
since it allows the project management team to wait until
the deliverables or subcomponents are agreed on, so the
details of the WBS can be developed. [PMBOK® Guide
35. B - Prototyping both solutions will waste valuable
resources. The best strategy is to validate the requirements
and the proposed solution through the business analyst as
they are ultimately responsible for managing the business
requirements. [PMBOK® Guide 6th edition, page 132]
36. B - Requirements are prioritized based on a number of
factors such as: value, cost, difficulty, regulatory, and risk,
etc. Chronological order of the requirements elicitation
should be irrelevant and requirements discovered later
could be of higher business value.
[Planning]
37. C - This is the example of a value dependency. The
system provides value by estimating the amount of work
for each incoming request. If the amount of work cannot
be estimated to a reasonable degree, there is no value in
performing resource levelling as that will then also be
inaccurate and introduce delays because each work item
has its own processing requirements.
38. A - Maintaining the integrity of baselines is done in
the Perform Integrated Change Control process. This
process is conducted from project inception through
project completion. [PMBOK® Guide 6th edition, Page
39. A - Verification is the process of reviewing the
conflicts, and adherence to quality standards. Verification
also involves evaluating whether requirements and other
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product information complies with a regulation,
specification, or imposed condition. During the Verify
Requirements process you will evaluate the compliance of
product requirements with the federal regulation.
[Analysis]
40. B - Event response tables are created to help identify
likely use cases, user stories, or system flows.
[Analysis]
41. A - It is not uncommon for business stakeholders to
struggle in trying to articulate their requirements in detail
required for product development. Agile methods solve
this problem by allowing a business analyst to document
the stakeholders needs as user stories and work on
elaborating these stories later. Once the user stories have
been captured, the next logical step is to add these to the
product backlog.
[Analysis]
42. D - The logical sequence of the six scope management
processes is: Plan Scope Management, Collect
Requirements, Define Scope, Create WBS, Validate
Scope and Control Scope. [PMBOK® Guide 6th edition,
43. A - When deciding the order of business analysis
activities, the project manager and business analyst should
work together to determine how the resource availability
will impact sequencing decisions.
[Planning]
44. B - Force field analysis is a decision-making
technique that can be used to help product teams analyze
whether there is sufficient support to pursue a change.
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Using this model, a team identifies the forces for or
against a proposed change.
[Planning]
45. B - The legacy system users cannot provide technical
information of the system. Acceptance testing is irrelevant
to the situation and penetration testing is not advisable for
this matter. Your best bet is to have your development
team review the design documents of the legacy system
and analyze the interaction requirements.
[Analysis]
46. A - Persona analysis is a technique that is conducted
and behaviors. A persona has a relationship with a class of
users and is not created for every user; one persona
typically represents more than one stakeholder, similarly,
one stakeholder can be associated with more than one
persona.
116] [Planning]
47. A - Rolling Wave Planning is an iterative planning
technique in which the work to be accomplished in the
near term is planned in detail, while the work in the future
is planned at a higher level.
[Planning]
48. D - The decomposition technique allows the project
manager to create smaller and more manageable pieces of
work from the larger work packages. [PMBOK® Guide
49. B - On adaptive projects, conducting elicitation is a
part of backlog refinement or elaboration. Elicitation of
high-level product information occurs to develop the
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backlog, and elicitation of more detailed product
information happens within subsequent iterations.
[Analysis]
50. A - Unconfirmed elicitation results consist of the
either formally or informally. When you gathered the
notes and other artifacts produced during the workshop,
these were considered as informally documented.
However, when you will refine this and update the
requirements management tool, these will become
formally documented.
[Analysis]
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PMI-PBA MOCK EXAM
(LITE) - 17
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
1. The system that includes the process for submitting
proposed changes, reviewing and approving proposed
changes, defining approval levels for authorizing changes,
and providing a method to validate approved changes is
the:
A. Configuration Management System
B. Approval Plan
C. Work Authorization System
D. Change Control Board
2. The lead business analyst on the project has asked the

junior analysts to compile all elicited information and
develop relevant models to find patterns and to explore the
problem space further. All of the following are the primary
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reasons to develop models for the elicited information
EXCEPT:
A. Documenting the models in the lessons learned
library.
B. Providing better understanding of complex

relationships and concepts.
C. Conveying information more clearly than textual

descriptions.
D. Finding gaps in information and identifying

extraneous information.
3. You are working as the business analyst in a product

team that is developing a new business intelligence-based
reporting system. This system will have multiple
interfaces with existing organizational systems and data
sources. You have been asked to provide the system
interface tables that capture all the detailed integration
requirements for each system interface. Which of the
following two models can help you identify the required
system interfaces?
A. Context diagram and entity relationship diagram
B. Feature model and entity relationship diagram
C. Ecosystem map and entity relationship diagram
D. Context diagram and ecosystem map
4. You have recently completed a series of requirements

elicitation workshops. You also have refined and formally
documented the information obtained through these
workshops. You are now planning to setup a few meetings
with the senior stakeholders to review and validate this
information. Which of the following business analysis
processes will provide you with some guidance regarding
this activity?
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B. Define Acceptance Criteria
D. Define and Elaborate Requirements

software development project. You have recently
completed all planned product requirements elicitation
activities. You now want to classify the requirements into
groups for further review and analysis. Which of the
following tools could be used for this classification?
A. Context diagram
B. Scatter diagram
C. Pareto diagram
D. Affinity diagram
6. Agile projects typically do not schedule formal

requirements approval workshops. On such projects,
product requirements are often considered approved after:
A. The product owner’s prioritization of the backlog.
B. Scrum master assigning user stories to sprint

backlog.
C. The team concluding a retrospective.
D. The team agreeing with the project charter.
7. Agile approaches do not require developing a formal

scope management plan or a WBS. In Agile projects,
which of the following makes up the high-level project
scope?
A. Burndown chart
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B. Release plan
C. Product backlog
D. Scope statement
8. You need to demonstrate the functionality of your

product to a group of stakeholders. The demonstration
must allow the stakeholder to interact with the model to
clarify their requirements. Which of the following model
should you select for the demonstration?
A. High fidelity prototype
B. Low fidelity prototype
C. Context diagram
D. Wireframes
9. A project team is currently reviewing the scope of a

recently awarded project. They prepare the following
diagram. Which diagram is this?
A. RACI
B. PERT
C. RBS
D. WBS
10. You have recently made the first release of your

product. The customer is not happy with the release as
some of the lower priority features were included in the
release while the more important ones were missed out.
What could be the potential root cause of this issue?
A. User stories were not defined properly.
B. Story mapping was not done correctly.
C. User stories were not estimated properly.
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D. The product backlog was not established.
11. You have been assigned to lead a procurement process

re-engineering project for your organization. You have
successfully mapped the current-state and the future-state
processes. The future-state process has cut some roles,
while at the same time, added some new roles. Which of
the following techniques will you use to identify the new
role requirements in the future-state process?
A. RACI analysis
B. Persona analysis
C. Job analysis
D. RAM analysis
12. A business analyst is responsible for conducting

Solution Evaluation activities for each product
development or delivery project. Evaluation activities
may occur at several points in time during the product
lifecycle. Which of the following is not an appropriate
time to conduct solution evaluation activities?
A. At any point when a go/no-go or release decision
need to be made.
B. Early during the project initiation stage.
C. Well after a solution is put into operation to obtain

a long-term perspective.
D. During a short-term period after a solution or

segment is put into operation.
13. The software developers in your team are asking for

detailed textual narratives that describe the user-system
interactions in a level of detail required for digitization of
each business process being digitized. Which of the
following needs to be done?
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A. Develop entity relationship diagrams
B. Develop data flow diagrams
C. Develop use cases
D. Develop project charter
14. You are leading a complex ERP system development

project using Agile software development methods. The
project has recently made its first release and you are now
reviewing the progress with the project team. Your
project’s burndown chart shows a steadily declining trend.
What does this mean?
A. The velocity is decreasing
B. The velocity is zero
C. The velocity is constant
D. The velocity is increasing
15. You are currently conducting a workshop where

stakeholders have proposed a number of ideas that can be
implemented to improve the operations of a business unit.
You want the group to help you categorize these ideas into
more manageable clusters. Which of the following
techniques should you apply?
A. Pareto diagram
B. Box plots
C. Affinity diagram
D. Use case diagram
16. You are leading a product team developing an online

tool. A recent change in organizational strategic goals has
impacted some key business objectives relevant to your
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project. How would you review this change and identify
the impact on already developed product components?
A. Call a team meeting and discuss lessons learned.
B. Create a fishbone diagram and analyze the root

cause of the change.
C. Review the traceability matrix and perform an

impact analysis.
D. Request the product owner to prioritize the

backlog.
17. You are planning your project’s elicitation approach

and activities. Which of the following elicitation
techniques should you use prior to interviewing
stakeholders to save their time and maximize the value of
their time during elicitation sessions?
B. Facilitate workshops
C. Focus groups
D. Questionnaires
18. Sandra is managing an ERP system deployment

project. Due to the complexity of the project and the
number of project stakeholders involved, she decides to
use a multi-criteria decision analysis for reviewing all
change requests. What should be her first step in
establishing this?
A. Develop a fishbone diagram
B. Develop a decision matrix
C. Develop a decision tree
D. Develop a control chart
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as “low influence” but “high impact” stakeholders?
A. Pay attention to this group and address their
once it is built.
B. Maintain open communication with stakeholders in

product champions.
C. Frequently communicate with stakeholders in this

D. Stakeholders in this category should be monitored

20. You want your organization to invest in a great

product idea that only requires an upfront investment and
zero maintenance costs. The steering committee has
appreciated the idea but has asked you to assess the
financial viability of the product. Which of the following
valuation techniques will give you a simple rate of return
on the required initial investment disregarding the time
value of money and the time needed to recover the initial
investment?
A. PBP
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B. ROI
C. IRR
D. NPV

want to get an idea of the team velocity. You have a look
at the burndown chart to get some insight on the team’s
velocity and observe a perfectly horizontal line for the last
sprint. What does that mean?
A. The velocity for the sprint was decreasing.
B. The velocity for the sprint was constant.
C. The velocity for the sprint was zero.
D. The velocity for the sprint was increasing.

process flow automation project using a predictive life
cycle. You have recently completed all requirements
elicitation activities and updated the requirements
management tool. For this project, what will constitute
your requirements baseline?
A. Approved requirements
B. Elicited requirements
C. Verified requirements
D. Validated requirements
23. Your organization has recently implemented a new

technology product that has digitized some of the core
business processes in the organization. You have been
tasked to assess the outcome of this initiative. How would
you measure the success of the product?
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A. By assessing the project budget and schedule
performance.
B. By assessing the project’s quality compliance.
C. By assessing the competitive advantage, the

product has provided to the organization.
D. By assessing the solution’s ability to deliver its

intended benefits to the organization.
24. You are the lead business analyst on an operating

model transformation project. You have conducted a
detailed gap analysis by comparing the to-be process
flows to the as-is process flows. As an outcome of this
gap analysis you have uncovered some transition
requirements. If your project is following an adaptive
lifecycle how would you document these requirements?
A. Document them as transition user stories and add
them to the sprint backlog.
B. Document them as change requests and add them to

the product backlog.
C. Document them as change requests and add them to

the sprint backlog.
D. Document them as transition user stories and add

them to the product backlog.
25. Most projects require use of repeated feedback and

continuous analysis. As more information becomes
available and as the project environment changes, project
requirements are gathered, understood and analyzed. As a
result, many project management processes are performed
more than once and repeated throughout the project life
cycle. In contrast to this, some of the processes, such as
Develop Project Charter, are usually performed once or at
predefined points on most projects. Which term best
describes the Identify Risks process?
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A. Agile
B. Inconsequential
C. Progressively elaborated
D. Iterative
26. Your venture capital firm has recently acquired two

local construction firms and is merging these together.
Both the firms have different construction specializations.
You are assigned to design the enterprise architecture of
the newly formed firm. Which of the following statements
regarding enterprise architectures is INCORRECT?
A. Business architecture is a subset of the enterprise
architecture.
B. Business architecture is the enterprise architecture

minus the organizational structure and processes.
C. Enterprise architecture is a collection of business

and technology components needed to operate an
enterprise.
D. Enterprise architecture is assembled in the form of

a schematic or model.
27. You have setup a center of business analysis

excellence in your organization and are currently training
a few resources. A trainee business analyst is confused
regarding the difference between a facilitated workshop
and a focus group. Which of the following statements is
correct regarding focus groups?
A. A subset of the focus group members is invited for
facilitated workshops.
B. A focus group is a formally facilitated workshop.
C. A focus group brings together prequalified

stakeholders and subject matter experts to learn
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about their expectations.
D. A focus group involves surveying all the customers

and focusing on the negative feedback obtained.
28. You are currently developing your business analysis

work plan. What should be your next logical step once
you have identified the business analysis deliverables
required to be produced for the product development
team?
A. Determine the roles and responsibilities.
B. Estimate the work.
C. Determine the business analysis tasks and

activities.
D. Determine the timing and sequencing of tasks.
29. You have recently been hired by a pharmaceuticals

company. You are leading the first Agile project in the
organization. Historically all projects have followed strict
predictive lifecycles. In Agile projects, which of the
following makes up the high-level project scope?
A. Scope Statement
B. Work Breakdown Structure
C. Stakeholder maps
D. Product backlog
30. Recently a few product security issues have been

reported by the end users. You want to analyze these
issues in a greater detail and want to uncover the most
significant causes and effects involved in these security
breaches. You develop an interrelationship diagram to
help identify related causes and effects for this situation.
What is the main advantage of using an interrelationship
diagram?
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A. They are sufficient for understanding all root
causes.
B. They are helpful for visualizing a project team’s

work in progress.
C. They are more powerful than typical fishbone

diagrams and five-whys analysis.
D. They are helpful for visualizing complex problems

that have seeming unwieldy relationships among
multiple variables.
31. You are leading the digitization efforts of a cross-

functional manual workflow. So far you have only met
some senior stakeholders from the involved departments
and found out that many stakeholders have conflicting
point of views. Which of the following elicitation
techniques is considered a primary technique for quickly
defining product information across multiple domains and
reconciling stakeholder differences?
C. Observation
D. Surveys
32. The sponsor of your facilities upgrade project has left

the company to join another organization. Several weeks
later, you are reviewing the business case for the project,
and you find that there are several inconsistencies
between what is stated in the business case and what is
described in the project scope. Further research shows that
the business case as a whole is based on inaccurate
information. What do you do?
A. Update the requirements
B. Call the sponsor for clarification
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C. Add this to the risk log
D. Notify your project stakeholders immediately
33. Which of the following approaches encourages plan

definition but also acknowledges that once work starts,
the priorities may change and the plan needs to be updated
to reflect this change?
A. Upfront planning
B. Predictive life cycle
C. Waterfall approach
D. Adaptive planning
34. Which of the following statements regarding the Net

Present Value (NPV) is incorrect?
A. Projects with negative NPV outcomes do not yield
any financial benefit.
B. NPV is the ideal financial benefit measurement

method.
C. NPV calculations take the time value of money into

consideration.
D. NPV resultsare highly dependent on the magnitude

of the project.
35. Your Agile project is halfway through the third

iteration. One of the key stakeholders emails a change
request that would make one of the backlog items
unwanted by the business. How should you respond to
this change request?
A. Reject any change requests unless they come
through the product owner.
B. Work with the product owner to have this item

removed from the backlog.
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C. Ask the team to remove the item from the backlog.
D. Trigger the integrated change control process.
36. Which of the following is the process of

communicating and working with stakeholders to meet
their needs and expectations, address issues as they occur,
and foster appropriate stakeholder involvement?
A. Manage Stakeholder Engagement
B. Monitor Stakeholder Engagement
C. Monitor Communications
D. Manage Communications
37. You are leading a global project that has an impact on

a big number of stakeholders that are globally distributed.
Stakeholder identification and analysis on this project is
not only a tedious but continuous process. Which of the
following stakeholders cannot be classified as a
supportive or non-supportive stakeholder?
A. A stakeholder whose business process is impacted
by the project.
B. A stakeholder who is expecting an increase in his

workload due to the project.
C. A stakeholder who sees value in the project’s final

outcome.
D. A stakeholder who is not a direct recipient of the

project’s benefits.
38. Complex projects usually demand preparation and

distribution of periodic project performance reports. The
contents of performance reports are usually determined
early and documented in the project communications
management plan. Which of the following is least likely
to be a section on a work performance report?
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A. Reserve burn down charts
B. Stakeholder engagement strategy
C. Current status of risks and issues
D. Analysis of project forecasts
39. Understanding the customers, their needs, wants, and

requirements is critical for the successful design of any
business process and function. As a business analyst, who
is the primary customer and consumer of your business
analysis deliverables?
A. The product development team
B. The key stakeholders
C. The project manager
D. The product users
40. The quality cost of a project rose significantly during

the course of the project. A post-mortem analysis of the
increased cost revealed that this was due to poorly defined
acceptance criteria. During which phase should the
acceptance criteria have been properly captured?
A. Define Scope process
B. Develop Project Charter process
C. Plan Quality Management process
D. Manage Stakeholder Engagement process
41. You are performing the Determine Future State

process for a technology implementation project. You
have assessed the current state, identified the current
issues and the associated root causes. You now want to
identify the capabilities required to meet the business
requirements and fill the gaps. Which of the following
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business analysis techniques will help you relate the
identified problems within the current state to their
associated root causes and the capability required to
address the problem in the future state?
A. Capability table
B. Process analysis
D. SWOT analysis
42. Last year, your consulting firm was engaged by a

major retailer to help mature some of its business
development processes. As part of the engagement, your
firm introduced some management tools and techniques to
the organization. You are now on a follow-up visit to
assess the effectiveness of your firm’s earlier engagement
and find out that the organization didn’t properly
understand the proper application of fishbone diagrams to
conduct root cause analysis. Which of the following
statement regarding fishbone diagrams is INCORRECT?
A. Fishbone diagrams are also called Ishikawa
diagrams.
B. The root cause of a problem is listed at the head of

the diagram.
C. The causes and the sub-causes are placed on the

bones of the fish.
D. The structure of the fish provides a layout to

visually assess the relationships between the causes
and effects.
43. Which of the following is a market analysis quadrant

their products and product lines?
A. Growth-share matrix
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C. Cause and effect matrix
D. RACI matrix
44. Which of the following documents will provide you a

measurable description of the expected business value of
the system?
A. System performance logs
B. WBS and data dictionary
C. Statement of work
D. Business goals and objectives
45. You have recently joined an Agile team. The team is

new to Agile approaches and occasionally struggles with
some of the Agile tools and techniques. You have noticed
that during each daily standup meeting the team discusses
WIP statuses with a focus on where different items are
during the development cycle. You think this is a waste
and the team should rather focus on the objectives of the
standups. Which of the following tools can help the team
in this situation?
A. Five Whys
B. Fishbone diagram
C. Kanban board
D. Spikes
46. Sam’s project has successfully been initiated, and all

the major roadblocks have been removed. The senior
stakeholders have now switched from a leading role to a
supportive role. What is Sam’s next step once the first
version of the project stakeholder register is developed?
A. Conduct stakeholder analysis
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B. Conduct requirements elicitation
C. Analyze and prioritize requirements
D. Schedule requirements elicitation activities
47. Your organization has recently been merged with

another company. The newly formed organization has
appointed an auditor to audit all capital projects and
assess if these are still aligned with the new organizational
strategy. The auditor wants to see how your product
supports organizational strategy, business goals, and
objectives over time. What would you present to the
auditor?
A. Product backlog
B. User stories
C. Epics
D. Product roadmap
48. 4You are leading a micro-component fabrication

project. The project requires delivery of a number of
components that need to be tightly quality controlled.
Control charts are being used to determine the stability of
the manufacturing process. Which of the following best
describes the range of the control limits applied on a
control chart?
A. The control limits are based on cost tolerance.
B. The control limits are provided by the customer.
C. The control limits are determined using design for

X.
D. The control limits are determined using statistical

calculations.
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49. You are analyzing requirements for a new software
application. All product deliverables have been identified
and now you need to determine the conditions that are
required to be met before each deliverable could be
accepted. These conditions are known as:
A. Product feasibility
B. Product requirements
C. Acceptance criteria
D. User acceptance test

data intensive process automation project. In order to
model the data, a number of data models are currently
being considered by the team. Which of the following
cannot be used as a data model in this context?
A. State table
B. Process flow
D. State diagram
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1. A - The configuration management system includes
the process for submitting proposed changes, reviewing
and approving proposed changes, defining approval levels
for authorizing changes, and providing a method to
validate approved changes. In most application areas, the
Configuration Management System includes the change
control system. [PMBOK® Guide 6th Edition, Page 115]
2. A - Although you might want to store the models in
the lessons learned library or as organizational process
assets, this is not a prime objective of developing them.
The rest of the choices are all primary reasons for
developing models.
[Analysis]
3. D - System interface tables are usually created after
the ecosystem map and context diagram have been created
to identify the interfaces.
[Analysis]
4. C - Since you have completed the elicitation
workshops, this means that you have completed the
Conduct Elicitation process. Now you are planning to
confirm the obtained results form the stakeholders, this
will be the Confirm Elicitation Results process.
[Analysis]
5. D - Affinity diagram is a technique that allows large
numbers of ideas to be classified into groups for review
and analysis. The rest of the choices are not grouping
techniques.
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[Analysis]
6. A - On adaptive projects, the product owner has the
authority to approve requirements. Typically, on these
projects, the product owner’s prioritization of the backlog
is generally interpreted as approval.
7. C - The backlog is the ordered list of all the work,
presented in story form, for a team. At any given point in
time, the current product backlog defines the current
project scope.
[Planning]
8. A - High fidelity prototypes allow the users to interact
with the prototype. None of the rest of the models have
this ability.
[Analysis]
9. D - This is an example of a Work Breakdown
Structure. A work breakdown structure is a deliverable-
oriented breakdown of a project scope into smaller
components. [PMBOK® Guide, 6th edition, Page 158]
[Planning]
10. B - Story mapping is used to sequence user stories,
based upon their value and the order their user typically
performs them. Improper story mapping usually results in
customer complaints similar to the one given in the
scenario.
[Planning]
11. C - The output of job analysis may include details
such as a high-level description of the work; a depiction
of the work environment; a detailed list of the activities a
person is expected to perform; a list of the preferred
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interpersonal skills; or a list of required training, degrees,
and certifications.
[Planning]
12. B - Solution Evaluation includes the processes to
validate a full solution or a segment of a solution that is
about to be or has already been implemented. Conducting
evaluation activities early during project initiation doesn’t
make sense. All other choices give valid points in time to
conduct solution evaluation activities.
[Evaluation]
13. C - A use case is a process model that uses textual
achieve successful completion of a goal. This is what the
developers had asked for and this is what needs to be
developed.
[Analysis]
14. C - A burndown chart shows a team’s progress by
15. C - Affinity diagrams are used to process a large set of
organized by categories. The rest of the choices aren’t fit
for this purpose.
Assessment]
16. C - In this case, some of the business objectives have
been changed and you want to trace the impact to the
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developed product components. The requirements
traceability matrix will help you identify the components
that are linked to these business objectives.
17. A - Documents may have enough information to use
as a starting point, thereby saving significant stakeholder
time during in-person elicitation activities.
[Analysis]
18. B - The Multi-criteria decision analysis uses a
decision matrix to provide a systematic analytical
approach to evaluate the requested change according to a
set of predefined criteria. The other choices are either
quality or risk management tools. [PMBOK® Guide 6th
19. A - Stakeholders who are expected to adapt to the
[Planning]
20. B - The Internal Rate of Return (IRR) gives the
the Return on Investment (ROI) is the percentage return
on an initial investment disregarding the time value of
money.
Assessment]
21. C - A burndown chart shows a team’s progress by
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A horizontal line will indicate no story points were
delivered during the sprint which means the velocity was
zero.
22. A - Requirements that are approved establish the
requirements baseline. Requirements approval should be
sought once the requirements have been verified and
validated.
23. D - You might assess the competitive advantage the
product has provided to the organization if the intent of
product development was to provide competitive
advantage. Since this information is not provided, the best
answer to this question needs to be more generic. The
correct response is assessing the solution’s ability to
deliver its intended benefits to the organization, which
could be gaining competitive advantage, cost benefits or
processing efficiency, etc. Also note that the question is
asking for an approach to measure the product’s success
and not the project’s success.
Assessment]
24. D - Since these are transition requirements these
should be documented as transition user stories and not
change requests. Furthermore, these should be added to
the product backlog from where they will be prioritized
and allocated to a sprint backlog.
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25. D - The Identify Risks process is an ongoing, iterative
process as risks are often identified throughout the
project’s life cycle. [PMBOK® Guide 6th edition, Page
409] [Planning]
26. B - Business architecture is a subset of the enterprise
architecture and CONTAINS components such as the
business functions, organizational structures, locations,
and processes of an organization, including documents
and depictions of those elements.
Assessment]
27. C - Focus groups and facilitated workshops are two
different elicitation techniques. A focus group brings
together prequalified stakeholders and subject matter
experts to learn about their expectations. On the other
hand, participants for a workshop do not need to be
prequalified or SMEs. Workshops are used to generate
ideas, while the focus groups are used to refine these ideas
and lead the development efforts.
[Analysis]
28. C - The process of developing a business analysis
responsibilities -> Identifying the resources -> Estimate
the work
111] [Planning]
29. D - The product backlog is the list of all product
backlog items, typically user stories, requirements, or
features, that need to be delivered for a solution. On Agile
projects, the product backlog makes up the overall project
scope.
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[Planning]
30. D - An interrelationship diagram is a special type of
effects for a given situation. Interrelationship diagrams
help to uncover the most significant causes and effects
involved in a situation. They are helpful for visualizing
complex problems that have seeming unwieldy
relationships among multiple variables.
31. B - Workshops are considered a primary technique for
quickly defining product information across multiple
domains and reconciling stakeholder differences. Because
of their interactive group nature, well-facilitated sessions
can build trust, foster relationships, and improve
communication among the participants, which can lead to
increased stakeholder consensus.
[Analysis]
32. D - Notify your project stakeholders immediately.
They can determine the best path forward. An incorrect
business case could have a serious impact on the usability
of the final output of your project, or it could even impact
the company’s strategic goals. Failure to point out this
error to the appropriate management is a violation of the
PMI Code of Ethics. [PMI Code of Ethics and
Professional Conduct] [Traceability & Monitoring]
33. D - Adaptive planning defines a plan but
acknowledges that once work starts, the priorities may
change and the plan might need to be updated.
34. B - NPV alone is not the ideal financial benefit
measurement method. NPV results are highly dependent
on the magnitude of the project. Usually NPV
measurements are presented along with the project IRR or
the initial investment estimates to demonstrate the
financial feasibility of a project.
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[Planning]
35. B - Since the product owner is ultimately responsible
for the product, you need to work with them to have the
item removed from the backlog.
[Planning]
36. A - Manage Stakeholder Engagement is the process of
communicating and working with stakeholders to meet
their needs and expectations, address issues as they occur,
and foster appropriate stakeholder involvement.
37. A - Stakeholders whose business processes are
impacted by the project can be supportive or non-
supportive. If they see the project delivering value to them
or if they are direct beneficiaries of the outcome, they will
be supportive of the project. On the other hand, if they are
not the direct beneficiary of the project benefits and if
their workload is expected to be increased as a result of
the project’s outcome, they will be non-supportive.
116] [Planning]
38. B - Stakeholder engagement strategy is a component
of the stakeholder engagement plan and is usually
considered confidential. Due to this reason, this section is
least likely to be included in a work performance report.
Other choices are more likely to be components of a work
performance report. [PMBOK® Guide 6th edition, Page
112] [Analysis]
39. A - The business analysis deliverables are produced
for the project and the product team. The product team
consumes the deliverables produced by the business
analyst for product development; hence they are the
primary customers. The key stakeholders and the product
users are the customer of the product development team.
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[Planning]
40. A - Acceptance criteria are documented in the project
scope statement, developed during the Define Scope
process. Poorly defined acceptance criteria would then
propagate to the Plan Quality Management process used
for planning quality. [PMBOK® Guide 6th edition, Page
154] [Planning]
41. A - Capability tables relate the identified problems
within the current state to their associated root causes and
the capability required to address the problem in the
future state. The rest of the analysis techniques do not
have this focus.
Assessment]
42. B - The causes and the sub-causes are placed on the
bones of the fish. The head of the fish lists the problem
(effect) of the situation and not the root cause of the
situation.
Assessment]
43. A - A Product portfolio matrix, also known as a
their products and product lines.
[Evaluation]
44. D - Business goals and objectives specify stated
targets that the busines is seeking to achieve. They
provide the context for evaluating solution performance
because they are a measurable description of the expected
business value.
[Evaluation]
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45. C - A Kanban board provides a means to visualize the
flow to be managed by adjusting the work in process
limits.
[Analysis]
46. A - Conduct Stakeholder Analysis is the logical next
step after the Identify Stakeholders process which first
generates the project stakeholder register. The rest of the
choices are the activities that must be started once the
stakeholder analysis is complete.
[Planning]
47. D - In business analysis, product roadmaps provide
important information about a product, providing insights
about the product vision and how the product will support
organizational strategy, business goals and objectives over
time. The other choices are part of the product scope, but
they do not show the delivery of the features over time.
Assessment]
48. D - The control limits are determined using statistical
calculations. [PMBOK® Guide 6th edition, Page 304]
49. C - Acceptance criteria are a set of conditions that are
required to be met before deliverables are accepted. In
business analysis, acceptance criteria are built to evaluate
the product requirements and solution.
[Planning]
50. B - A process flow is a process model and not a data
model. The rest of the choices are all data models.
[Analysis]
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PMI-PBA MOCK EXAM
(LITE) - 18
Practice Questions
Total Questions: 50
35 (70.00%)
Test Description
Test Questions
1. You are leading the business analysis efforts for an
organizational transformation program. You are currently
creating questions that will be asked from stakeholders
during an upcoming elicitation activity. Which business
analysis process are you performing?
A. Identify Problem or Opportunity
D. Assemble Business Case
2. Your organization requires a feasibility study to be

conducted prior to initiating any project that has a rough
cost estimate of more than a million USD or if the change
impact involves more than 10% of the organizational staff.
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Which of the following is an incorrect classification of a
feasibility study?
A. A feasibility study may be considered a program.
B. A feasibility study may be considered a stand-alone

project.
C. A feasibility study may be considered the first

phase of a project.
D. A feasibility study may be considered pre-project

work.
3. You are managing a complex operating model

transformation project. You want to subdivide the scope
into smaller components so that these can be easily
planned and managed. You plan to do this exercise in
collaboration with other team members. This technique is
known as:
A. Affinity estimating
B. Decomposition
C. Delphi
D. Bottom-up estimating
4. Which of the following techniques is ideal for

requirements validation?
A. Prototyping
B. Rolling wave planning
C. Questionnaires
D. Planning poker
5. Regardless of the selected life cycle of a project,

planning plays a critical role in defining the success of a
project. There are many project areas that need attention
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during the planning activities. Which of the following
project planning information is typically considered
sensitive on most projects?
A. Project schedule
B. Burndown charts
C. Results of stakeholder analysis
D. Task assignments

project that will be digitizing some of the paper-based
manual business processes. Although the high-level
product requirements have been identified and approved,
the process workers are finding it hard to articulate
detailed system requirements. Which of the following
tools can help you elicit these requirements from the
process workers?
A. Process Model
B. Display-Action-Response Model
C. Document Analysis
D. Ecosystem Map
7. A product team has recently developed a sophisticated

business application. Prior to the application’s release, the
product team conducted a readiness assessment to evaluate
how well the organization is prepared for the change.
What should the team do next?
A. Seek formal signoff
B. Conduct a post-implementation review
C. Release the business application
D. Develop a transition plan
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8. You have been assigned to conduct a post-
implementation solution evaluation of a recently released
IT system. For this exercise you need performance data
before and after the release to do your comparisons.
Unfortunately, nobody gathered the required performance
data prior to the release. What should you do?
A. Review the performance data generated by similar
IT systems in the market.
B. Review the performance data generated by similar

IT systems in the organization.
C. Announce that the post-implementation solution

evaluation cannot be carried out.
D. Estimate the original performance baseline.
9. You have been asked to assess the current human

resource management function and recommend a
technological solution to digitize the processes. In order to
rank the available vendor solutions, you need more
understanding of the feature requirements by the
stakeholders. Which of the following tools would help you
in facilitating discussions with stakeholders about various
desired future state options of the system capabilities they
would like to have?
A. Feature model
B. RACI matrix
C. Fishbone diagram
D. Process model
10. In an agile approach to project management,

requirements classified as “epics” are decomposed into:
A. WBS dictionary
B. Work packages
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C. User stories
D. WBS elements
11. You have classified your product features using

purpose alignment matrix considering two factors:
criticality and market differentiation. To your surprise,
only a handful of features were classified as
“differentiating” because these were mission critical and
provided high market differentiation. How would you
have classified these features if you would rather have
used a Kano model?
A. Indifferent
B. Basic
C. Performance
D. Delighters
12. You are setting up a PMO for an organization and

reviewing some of the recently completed projects to
analyze the current project management and business
analysis practices of the organization. You are surprised to
find out that most of the completed projects delivered
products that didn’t completely address the business needs
that initiated these projects. Which of the following is
most likely to be the root cause of this?
A. Previous projects most likely didn’t benefit from
predictive life cycles.
B. There was no central PMO overseeing the previous

projects.
C. Previous projects most likely didn’t benefit from

Agile approaches.
D. Business problems or opportunities were most

probably not thoroughly understood prior to
initiating the projects.
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13. The director of human resources in your organization
has expressed her interest in implementing a new
employee attendance system. The new attendance system
should utilize facial recognition technologies to detect and
record the employee sign-in and sign-off times. This
would replace the current card tap-in and tap-off system
the organization has been using for some time. You are
also aware that the new organizational strategy
encourages, “working from home” and is targeting to have
at least 50% of the employees working from home at any
given point in time. In your opinion, what is the problem
with the HR director’s project idea?
A. Facial recognition technologies are not matured
enough to be deployed.
B. It doesn’t align with the organizational strategy.
C. It doesn’t have any cost benefits for the

organization.
D. The HR director has failed to consider other

biometric technologies.
14. You are working for a consulting firm that has been
engaged by a fast-moving consumer goods company to
assess its manufacturing processes. Several defects have
been reported in the manufacturing process and you have
conducted a thorough root cause analysis of the situation.
You develop a Pareto diagram to communicate the results
of your root cause analysis. What will this diagram
highlight?
A. The cost of resolving the reported problems.
B. The organizational risk associated with the reported

issues.
C. Customer satisfaction levels with the

manufacturing process.
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D. The most significant issues among the reported
issues.
15. You are analyzing a business problem and comparing

two alternative solutions that could address the problem.
Both solutions have comparable pros and cons. You now
want to do a financial comparison of the options taking
into account the total cost of ownership. Option A has an
IRR of 4% while the option B has an IRR of 8%. Which
option should be selected if the decision is to be made on
the basis of IRR calculation?
A. Neither; both options are not favorable.
B. Option B
C. Option A
D. Both options are equally favorable
16. You have been asked to elicit product requirements for

a project. The current circumstances make observation the
only elicitation technique feasible to start the elicitation
process. Which of the following is a major drawback of
this technique you should be mindful of?
A. Observation is a time-intensive activity.
B. Elicited requirements are generally not aligned with

the business requirements.
C. People act differently when they are being

observed.
D. Elicited requirements are usually not accurate.
17. The organization’s strategy provides a strategic

direction and performance parameters for identifying,
selecting, and delivering the right mix of projects. If it is
determined that some of the CEO’s favorite projects do
not fully align with the business objective, the PMO
manager must:
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A. Recommendation a realignment of the strategy
B. Terminate the project
C. Recommend a realignment of the project objectives
D. Honor the CEO’s desires and execute the project
18. You have a project in which you are responsible for

building a condo complex in a resort town. The project is
expected to take two years to complete. During your work
breakdown structure meeting, you have decomposed
many deliverables into work packages and schedule
activities. However, there are some work packages that
will occur a year from now, so you have elected not to
decompose those deliverables and work packages at this
time. This is an example of what tool or technique?
A. Scope Creep
B. Poor Planning
C. Rolling Wave Planning
D. Time-delayed Decomposition
19. The products categorized as “high market share” and

“high market growth rate” products on a growth-share
B. Provide the most significant benefits to the

organization.
D. Have a good potential as they are in a market that is

continuing to grow.
20. Tracey is managing an ERP system implementation

project. Which of the following tools can help her uncover
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a number of hidden process requirements during the
Collect Requirements process?
A. Observation
B. Nominal group technique
C. Questionnaires
D. Surveys

to obtain their feedback. What are the three sections of a
typical story map?
A. Functional, non-functional, and transitional
requirements.
B. Destinations, routes, and milestones.
C. Backbone, walking skeleton, and related user

stories.
D. Business, product, and project requirements.
22. Your team has recently released an accounting

software in the market. You were the lead business analyst
on the project. Based on the customer feedback, you are
currently analyzing the product’s features using a Kano
model. Which of the following is a reverse feature?
A. The data security standards implemented by the
software.
B. The transaction processing speed of the software at

peak load.
C. A complicated user interface with several

cascading features that are difficult to find.
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D. A feature that provided competitive advantage to
your firm in comparison to the competitors.
23. As a result of some recent team conflicts that lead to

some major issues on your project, you have decided to
conduct some team building activities. You have called a
three-hour team building workshop and have invited all
project team members. You are now jotting down some
points from the PMBOK® Guide’s Develop Team process
to be discussed with the team during the workshop. Which
one of the following tools and techniques is NOT part of
the Develop Team process?
A. Training
B. Recognition and Rewards
C. Co-location
D. Rolling Wave planning
24. A project was initiated to increase the manufacturing

throughput by 20%, reducing the manufacturing costs by
15%, and increasing the sales volume by 25%. How
would you approach the post-implementation solution
evaluation for this project?
A. Evaluating the costs as that is linked to the profits.
B. Evaluating the throughput, costs, and the volume.
C. Evaluating the throughput as that is a function of

costs and volume.
D. Evaluating the volume as that is linked to the

revenue.

techniques would you use to identify the workarounds
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being used by the product users to compensate for the
gaps in the product performance?
A. Observation
B. Feature model
C. Kano analysis
D. SWOT analysis

you want to visually show the states of an object and any
allowed transitions between those states?
A. Display-action-response Model
D. State Diagram

as “high influence” and “high impact” stakeholders?
A. Pay attention to this group and address their
once it is built.
B. Stakeholders in this category should be monitored

C. Frequently communicate with stakeholders in this

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D. Maintain open communication with stakeholders in

product champions.
28. Your software development project is nearing its

completion and a few concerns have been raised around
measuring the completion of the project scope and the
completion of the product scope. Which of the following
statements accurately describes how the completion of
project scope and the completion of product scope are
measured?
A. The completion of project scope is measured
against the project management plan, and the
completion of product scope is measured against
the product requirements.
B. The completion of project scope and product scope

are both measured against the product
requirements.
C. The completion of project scope is measured

against the product requirements, and the
completion of product scope is measured against
the project management plan.
D. The completion of project scope and product scope

are both measured against the project management
plan.
29. State table and state diagrams are useful for solutions
involving workflows and can help with the discovery of
business rules that relate to an object moving from one
state to another. In which situation would you prefer
developing a state table instead of a state diagram?
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A. When you want to document the results of a
workflow analysis.
B. When you want to analyze complex business

workflows.
C. When you want stakeholders to validate the

transition flow.
D. When you want to ensure that all transition

combinations are considered.
30. What term defines the work needed to deliver a

product, service, or result?
A. Product scope
B. Scope creep
C. Project scope
D. Scope verification
31. You work for an insurance company. The company

has recently rolled out an online claim management tool.
According to the last months stats, more than 5,000
people used the tool and about 600 complaints have been
received regarding the tool. You now want to collect
further information from the product users so that you can
address the reported issues. Which of the following
elicitation technique is most appropriate in this context?
A. Workshops
B. Focus groups
C. Interviews
D. Questionnaires
32. Your team is currently struggling with keeping up

with the number of stories in WIP state. Which of the
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following tools can help in this situation?
A. Kanban Board
B. Planning poker
C. Burndown chart
D. Information radiator
33. A product team is developing a software solution

using a waterfall project life cycle. When should the
product team chase the stakeholders for formal release
signoffs on such projects?
A. At the end of the project life cycle
B. At the time of unit testing
C. At the time of user acceptance testing
D. At the time of integration testing
34. You have recently joined a product team as their

business analyst. The team is developing an information
system for the organization. The previous business analyst
completed the elicitation activities to define the business
requirements. The team now requires detailed product
requirements for development. What should you do next?
A. Analyze the elicited business requirements and
design the detailed product requirements.
B. Assist the product team in designing the detailed

C. Ask the product team to design the detailed product

requirements based on the business requirements.
D. Revisit elicitation processes to elicit detailed

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an internal information management system for the
organization. The project is currently in the planning
phase and you are responsible for eliciting the product
requirements and creating the work breakdown structure
for the product team. A business analysis plan for the
product does not exist. You believe that insufficient funds
have been allocated for the requirements phase. Ideally,
more funds should have been allocated for conducting
requirements elicitation workshops. How should you
resolve this issue?
A. Work within your allocated budget and elicit as
many requirements as you can.
B. Escalate this issue to the project sponsor and ask

for intervention.
C. Discuss your concern with the project manager and

negotiate additional funds.
D. Develop a business analysis plan, include funding

requirements, and get it approved by key
stakeholders.
36. A project requires an initial investment of $100,000

and returns $22,961 annually for the next 6 years. At 5%
discount rate, the present value of all cash inflows is
$116,542. What’s the project’s Net Present Value (NPV)?
A. 216542
B. 16542
C. 0
D. 116542
37. You are required to analyze a business unit and

produce some data models to help digitization of the
business unit’s core operating process. You have
identified that a data flow diagram, an entity relationship
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diagram, and a data dictionary need to be developed.
Which of these you should develop first?
A. Entity relationship diagram
B. Any of these documents can be started first
C. Data dictionary
D. Data flow diagram
38. You are leading a complex organizational process

automation project and are having a hard time in
gathering and validating the requirements. You have
recently formed a team of SMEs to help you with the
requirements collection and documentation. The SMEs
have now provided a huge set of diverse requirements. In
order to reach a consensus among experts, which
technique can be applied?
A. Variance analysis
B. Delta technique
C. Monte Carlo method
D. Facilitation
39. Andrew is a project management guru hired by a retail

giant in your country. Andrew finds out there is a wide
array of projects that need to be managed from a central
PMO; from a number of small projects to large initiatives
requiring long-term roadmaps to manage the development
of these programs. What project management approach
should be recommended for such projects?
A. A predictive approach, adaptive approach, or a
hybrid of both, may need to be adopted.
B. Setting up PMOs for such a wide range of projects

is not recommended.
C. A predictive approach may need to be adopted.
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D. An adaptive approach may need to be adopted.

system upgrade project and are currently analyzing the
future-state with some subject matter experts. One SME,
due to his senior position in the organization, appears to
be driving all the requirements-related decisions during
the workshop. This is an example of:
A. Anarchy
B. Autocracy
C. Bureaucracy
D. Unanimity
41. The new operations manager of your company has

proposed acquiring new automatic packaging equipment
for the factory. The project requires an initial investment
of $1.5 million with an IRR of 10% with the asset’s useful
life of 20 years. The project’s IRR is higher than any other
currently proposed projects. You are aware that one of
your organization’s strategic goals is to outsource several
non-core business functions in the next two to three years
which includes packaging. In your opinion, what is the
problem with the proposed initiative?
A. The project’s payback period of 10 years is not
favorable.
B. It has the highest IRR hence it has the maximum

risk.
C. It is not profitable for the organization.
D. It is not aligned with the organizational strategy.
42. As an external vendor, you are managing a complex

software project on a time-and-materials (T&M) contract.
One of your team members reports a breakthrough in
automating some of the testing activities. This may result
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in cost savings to the project and completion of the project
one month ahead of schedule. Which of the following
actions would you take?
A. Communicate the current status and inform the
customer you will incorporate some additional
features to use up the savings in cost and time since
it was budgeted.
B. This is confidential information within your project

team and there is no need to share with the
customer. The savings will be additional profits on
the project.
C. Communicate the current status to the customer and

indicate the potential changes to cost and schedule.
D. Communicate the savings in cost and time to the

customer. At the end of the project, notify your
billing department that they need to prepare an
invoice for 50 percent of the cost saved.

software development project. The project manager has
asked you to draft a business analysis plan and send it
over to him so that it could be integrated with the overall
project management plan. You have drafted the business
analysis plan and are ready to share it with the project
manager. However, the plan has not beenreviewed or
approved by the key stakeholders. What is the risk of not
doing this?
A. The final product might not be aligned with the
organizational strategy.
B. Key stakeholders might underestimate the level of

participation necessary for the requirement
activities.
C. The final product might not be able to deliver its

intended business value.
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D. The project cost might exceed the project budget.
44. Your product team has limited knowledge of a

business analysis work plan. You are helping the team
understand the difference between a business analysis
plan and a business analysis work plan. Which of the
following statements regarding the business analysis work
plan is correct?
A. The project manager is responsible for developing
the business analysis work plan.
B. The business analysis work plan is ultimately

integrated with the project management plan.
C. The business analysis plan is a subcomponent of a

business analysis work plan.
D. The business analyst is responsible for developing

the project management plan.
45. You have recently conducted a requirements

elicitation workshop and captured several user stories.
The project sponsor is not comfortable with the way the
user stories were written as he is more comfortable with
the traditional requirements specification methods. How
would you explain the relation between a detailed
requirement and a user story?
A. A user story may contain many detailed
requirements which need to be elaborated prior to
the first iteration.
B. A detailed requirement may contain many user

stories which need to be linked near their
development.
C. A user story may contain many detailed

requirements which need to be elaborated near their
development.
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D. A detailed requirement may contain many user
stories which need to be linked prior to the first
iteration.
46. You are analyzing the elicited product requirements

and identifying the product scope. You need to present a
high-level product scope model to the steering committee
next week. Which of the following is a scope model that
you could use?
A. Business rules catalog
B. Context diagram
C. Dataflow diagram
D. Process flow
47. You have recently introduced Pareto diagrams to your

client organization. These have been very well received
by the client’s senior managers in figuring out problems in
their respective areas of the business. The format of a
Pareto diagram demonstrates which of the following
management technique?
A. 80/20 principle
B. Student syndrome
C. 100% rule
D. DuPont Equation

ecommerce-enabled website development project for your
organization. The project is currently sponsored by the
sales department and almost all of the stakeholders from
this group are on board with this project. However, a
senior manager from the finance department has been
found to be unsupportive of this project. The senior
manager is not a direct stakeholder of this project. What is
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the risk associated with having this senior manager not
supporting your project?
A. The product requirements cannot be elicited.
B. The project will suffer from scope creep.
C. This might hinder project success.
D. The product’s acceptance testing will get delayed.
49. Everyone in your organization fears the HSE Manager

due to some strict disciplinary actions they have taken in
the recent past. Which of the following factors enable the
HSE Manager to enforce compliance?
A. Coercive power
B. Leadership skills
C. Reward power
D. Persuasive power
50. You are about to commence the elicitation activities

for your project. You decide to use document analysis
technique as a starting point so that you can maximize the
value of the stakeholder engagement time. When using
document analysis for requirement elicitation, which of
the following is the most important factor to consider?
A. Format and style of the documents being used
B. Accuracy and relevancy of the information being

used
C. Volume of the information being used
D. Confidentiality of the documents being used
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1. B - During the Prepare for Elicitation process, you
identify the questions for the elicitation activity.
[Analysis]
2. A - Organizations may classify projects differently
depending on their internal policies and structures. A
feasibility study can be considered pre-project work, the
first phase of a project, or a stand-alone project. However,
it cannot be considered a program. A program will have
much larger scope. [PMBOK® Guide 6th edition, Page
3. B - Decomposition is used to breakdown information
described at a high level into a hierarchy of smaller, more
discrete parts. The rest of the choices are estimation
techniques and do not help in decomposition.
[Analysis]
4. A - A prototype is a draft version of a product that
allows you to explore your ideas and show the intention
behind a feature or the overall design concept to users
before investing time and money into development.
Prototyping is an efficient and effective way to understand
and validate system requirements at the early stage of
software development.
[Planning]
5. C - Much of the information produced as a result of
stakeholder analysis is typically considered sensitive in
nature. The business analyst should be careful when
distributing the results of this analysis to a broad
distribution group.
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116] [Planning]
6. B - Although document analysis is a good
requirements elicitation tool and you can use that to
review existing paper-based forms and reports to collect
system requirements, the question is asking us to identify a
technique that would help us elicit detailed system
requirements from the process workers. Process models
and ecosystem maps are drawn at a high level and would
not help the process workers identify detailed system
requirements such as UI layout, business rules and
validation criteria, etc. Display-Action-Response model is
a business analysis model that dissects a user interface
mockup into its display and behavior requirements at the
page element level.
[Analysis]
7. D - A transition plan is based on the readiness
assessment as well as the transition strategy. It covers
development of all the communication, rollout, training
and user documentation procedure updates, business
recovery updates, and other collateral and final production
tasks needed to successfully cut over and adapt to the
future state.
[Evaluation]
8. D - If there is no baseline of performance data, then
either the performance data after a release can represent
the business value or estimates of the original baseline can
be made.
[Evaluation]
9. A - The RACI matrix and the fishbone diagram are
tools for responsibility assignment and root cause analysis
respectively, hence these options are irrelevant. Process
models can be used to determine the degree of fit between
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a vendor’s product and business requirements of the
organization, but these cannot be used to present different
future state feature options. The feature model provides a
visual representation of all the features of a solution
arranged in a tree or hierarchical structure.
Assessment]
10. C - In an agile approach, epics are decomposed into
smaller components called user stories. [PMBOK® Guide
11. D - Delighters are the features that differentiate the
product from competitor’s products and are sometimes
referred to as the “wow” factor.
[Needs Assessment]
12. D - During the selection of a project, the project’s
goals and objectives must be aligned with the business’
goals and objectives. This is independent to the project
life cycle or having a PMO overseeing the project.
Assessment]
13. B - You need to spot the problem based on the given
information. We know that the organization plans to
encourage employees to work from home and have less
workforce at work. The HR director’s project idea is
clearly not aligned with the organizational strategy. As
part of business analysis, we ensure that all initiatives are
aligned with the organizational strategy and objectives.
Assessment]
14. D - A Pareto diagram is a histogram that can be used
[Analysis]
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15. B - Option B needs to be selected as it has a higher
IRR value. IRR is a measure of return to cost; therefore,
the higher the IRR, the higher the return a solution option
is expected to deliver.
Assessment]
16. C - Although observation could be time-intensive, the
major drawback of this technique is that people act
differently when they are being observed. The other two
choices are not accurate.
[Analysis]
17. C - Honoring the CEO’s desires and executing the
project is against the PMI’s Code of Ethics since the
project manager knows that some of the projects are not
fully aligned with the strategy. Terminating the project is
an extreme and should not be the first consideration. The
project manager must make a recommendation to realign
the project objectives with the organizational strategy
since value to the business can only be delivered when
projects remain aligned with the strategic direction of the
organization. [PMBOK® Guide 6th edition, Page 14]
[Needs Assessment]
18. C - The correct answer is rolling wave planning.
Rolling wave planning is a form of progressive
elaboration and is used when the project management
team does not have enough information for a phase or
deliverable that will occur far into the future. [PMBOK®
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income stream.
[Evaluation]
20. A - A hidden requirement is the one that the user or
the customer fails to communicate or takes for granted.
Hidden requirements can be identified by a “participant
observer” who actually performs a process or procedure to
experience how it is done. [PMBOK® Guide 6th edition,
21. C - The three sections of a typical story map are
backbone, walking skeleton, and related user stories.
[Analysis]
22. C - The data security standards and the processing
speed are performance features; these are the features that
either satisfy or dissatisfy the customers depending upon
how well they perform. A feature that provides
competitive advantage to your firm in comparison to the
competitors is a delighter. A bad user interface is always
unwanted by the customer; this is an example of a reverse
feature.
Assessment]
23. D - Rolling Wave planning is not a tool and technique
of the Develop Team process, while the other choices are.
[PMBOK® Guide 6th Edition, Page 336] [Analysis]
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24. B - Business goals and objectives specify stated
targets that the busines is seeking to achieve. They
provide the context for evaluating solution performance
because they are a measurable description of the expected
business value. In this case, all three measurements must
be used to evaluate the post-implementation performance
of the solution.
[Evaluation]
25. A - From the given choices, only observation is an
elicitation technique. You can use this technique to
identify the workarounds being used by the product users
to compensate for the gaps in the product performance.
[Evaluation]
26. D - The state table and state diagram are data models
that show the valid stats of an object and any allowed
transitions between those states. State tables model all
states as both a column and a row in a table that allows a
business analyst to systematically consider each potential
state transition (from row to column) to determine if the
transition should be allowed or is not capable of being
transitioned to/from other states. State diagrams, on the
other hand, visually depict the states and transitions, but
only show valid transitions for the object.
[Analysis]
27. C - Stakeholders who are expected to adapt to the
[Planning]
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28. A - The completion of project scope is measured
against the project management plan, whereas the
completion of product scope is measured against the
product requirements. The work of the project results in
delivery of the specified product scope. [PMBOK® Guide
29. D - State tables are mostly used for analysis to ensure
that all transition combinations have been considered.
State diagrams are used for the ease of stakeholders to
visualize the valid transition flow. Note that stakeholders
can validate the transition flow using both models given
that they understand the models. The last two choices are
applicable to both models.
[Analysis]
30. C - Project scope describes the work that must be
performed to deliver a product, service, or result to the
stakeholders. Product scope describes the features and
functions that characterize a product, service, or result.
31. D - Questionnaires and surveys are written sets of
questions designed to quickly accumulate information
from a large number of respondents. Given the number of
customers, the rest of the options are not ideal in the given
scenario.
Assessment]
32. A - A Kanban board is a WIP management tool. It
helps the team boost performance by limiting the Work in
Process (WIP).
[Planning]
33. A - Depending on organizational norms, obtaining a
release decision may include obtaining signoff. For a
predictive project life cycle, signoff usually occurs at the
end of the project life cycle.
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[Evaluation]
34. D - As the business analyst, it is your responsibility to
elicit the detailed product requirements. Elicitation is
highly cyclical. It is repeated multiple times for each level
of abstraction and product information. All elicitation
processes that were performed to define business
requirements need to be repeated once again to define
more detailed product requirements.
[Analysis]
35. D - Since the business analysis plan does not exist,
you need to develop one. If the funding for business
analysis activities is not adequate, you can only justify
additional funding with your business analysis plan.
[Planning]
36. B - Net present value (NPV) is the difference between
the present value of cash inflows and the present value of
cash outflows. NPV = $116,542 - $100,000 = $16,542.
Assessment]
37. A - Entity relationship diagrams, process flows, and
ecosystem maps are usually created first to identify the
data objects, processes, and systems to show in a data
flow diagram. A data dictionary lists data fields and
additional details for data objects in an entity relationship
diagram. The best way to proceed is to start the
development of the entity relationship diagram.
[Analysis]
38. D - Well-facilitated sessions can build trust, foster
relationships, and improve communications among the
participant, which can lead to increased stakeholder
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consensus. [PMBOK® Guide 6th Edition, Page 145]
[Analysis]
39. A - In large organizations, there may be a mixture of
small projects and large initiatives requiring long-term
commitments to manage these programs using scaling
factors (e.g. team size, geographical distribution,
regulatory compliance, organizational complexity, and
technical complexity). To address the full delivery life
cycle, a range of techniques utilizing a predictive
approach, adaptive approach, or a hybrid of both, may
need to be adopted. [PMBOK® Guide 6th edition, Page
40. B - This is autocracy; one individual makes the
decision for the whole group.
[Analysis]
41. D - The problem with the initiative is that it is not
aligned with the organizational strategy. The rest of the
options are not correct: A positive IRR means the project
is expected to return some value to the business; a project
with the highest IRR doesn’t necessarily mean maximum
risk; no data is given to determine the project’s payback
period.
Assessment]
42. C - A project manager should always communicate an
accurate statement of the project status. There could be
subsequent actions to determine how the savings could be
best put to use, whether there could be any cost sharing,
etc.—but these would need to be done following the
appropriate procedure. [PMI Code of Ethics and
Professional Responsibility] [Traceability & Monitoring]
43. B - Obtaining approval on the plan helps to reduce the
risk of stakeholders not supporting the business analysis
process once it starts and underestimating the level of
participation necessary for the requirement activities.
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[Planning]
44. B - The business analysis work plan and the project
management plan are developed by the business analyst
and the project manager, respectively. The business
analysis work plan is a subcomponent of the business
analysis plan. The business analysis work plan is
ultimately integrated with the project management plan.
[Planning]
45. C - In adaptive approaches, user stories are commonly
the method to represent requirements. A user story may
contain many detailed requirements which need to be
elaborated near their development.
[Analysis]
46. B - Context diagram is a scope model. The rest of the
choices are not examples of scope models.
[Analysis]
47. A - A Pareto diagram is a histogram that can be used
The format of a Pareto diagram helps demonstrate the
80/20 principle whereby 80% of problems can be related
back to 20% of the causes.
Assessment]
48. C - Although the senior manager is not a direct
stakeholder for your project, the manager can use his
influence, tied to his position, to hinder the project
success. Since the senior manager is not a direct
stakeholder, events given in other choices are irrelevant.
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116] [Planning]
49. A - The fear originates from the disciplinary actions
taken in the recent past. This is an example of coercive
power. [PMBOK® Guide, 6th edition, Page 63] [Needs
Assessment]
50. B - When using document analysis for requirements
elicitation, it is important to recognize the accuracy and
relevancy of the information being used. If the
information is not accurate or relevant, the whole exercise
will be useless.
[Analysis]
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PMI-PBA EXAM CHEAT
SHEET –
Tools & Techniques
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PMI-PBA® Tools and Techniques grouped by
Knowledge Areas
Knowledge Area Process Tools and

Techniques
Needs Assessment Identify Problem or Opportunity Benchmarking;

Competitive
Analysis; Document
Analysis;
Interviews; Market
Analysis;
Prototyping
Assess Current State Business

Architecture
Techniques;
Business Capability
Analysis;
Capability
Framework;
Capability Table;
Elicitation
Techniques;
Glossary; Pareto
Diagrams; Process
Flows; Root Cause
and Opportunity
Analysis; SWOT
Analysis
Determine Future State Affinity Diagram;

Benchmarking;
Capability Table;
Elicitation
Techniques;
Feature Model;
Gap Analysis; Kano
Analysis; Process
Flows; Purpose
Alignment Model;
Solution Capability
Matrix
Determine Viable Options and Provide Benchmarking;

Recommendation Cost-Benefit
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Analysis;
Elicitation
Techniques;
Feature Injection;
Group Decision-
making Techniques;
Real Options;
Valuation
Techniques;
Weighted Ranking
Facilitate Product Roadmap Facilitated

Development Workshops; Feature
Model; Product
Visioning; Story
Mapping
Assemble Business Case Document Analysis;

Facilitated
Workshops;
Glossary; Product
Visioning; Story
Mapping
Support Charter Development Document Analysis;

Facilitated
Workshops;
Glossary;
Interviews
Stakeholder Identify Stakeholders Brainstorming;

Engagement Interviews;
Organizational
Charts; Process
Flows;
Questionnaires and
Surveys
Conduct Stakeholder Analysis Job Analysis;

Persona Analysis;
RACI Model;
Stakeholder Maps
Determine Stakeholder Engagement and Elicitation

Communication Approach Techniques;
Persona Analysis;
RACI Model;
Retrospectives and
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Lessons Learned;
Stakeholder Maps
Conduct Business Analysis Planning Burndown Charts;

Decomposition
Model; Estimation
Techniques;
Planning
Techniques
Prepare for Transition to Future State Elicitation

Techniques; Group
Decision-making
Techniques; Job
Analysis;
Prioritization
Schemes; Process
Flows; SWOT
Analysis; User
Story
Manage Stakeholder Engagement and Elicitation

Communication Techniques
Assess Business Analysis Performance Burndown Charts;

Elicitation
Techniques;
Process Flows;
Retrospectives and
Lessons Learned;
Root Cause and
Opportunity
Analysis; Variance
Analysis
Elicitation Determine Elicitation Approach Brainstorming;

Interviews;
Retrospectives and
Lessons Learned
Prepare for Elicitation Document Analysis;

Interviews
Conduct Elicitation Brainstorming;

Collaborative
Games; Document
Analysis;
Facilitated
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Workshops; Focus
Groups; Interviews;
Observation;
Prototyping;
Questionnaires and
Surveys
Confirm Elicitation Results Document Analysis;

Glossary;
Interviews;
Observation;
Walkthroughs
Analysis Determine Analysis Approach Brainstorming;

Document Analysis;
Retrospectives and
Lessons Learned
Create and Analyze Models Context Diagram;

Data Dictionary;
Data Flow
Diagram; Decision
Tree and Decision
Table; Ecosystem
Map; Entity
Relationship
Diagram; Event
List; Feature
Model; Goal Model
and Business
Objectives Model;
Modeling
Elaboration;
Organizational
Chart; Process
Flows; Prototypes
Wireframes and
Display-Action-
Response Models;
Report Table; State
Table and State
Diagram; Story
Mapping; System
Interface Table;
Use Case Diagram;
User Interface Flow
Define and Elaborate Requirements Business Rules
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Catalog; Definition
of Ready; Glossary;
Product Backlog;
Requirements
Management Tool;
Story Elaboration;
Story Slicing; Use
Case; User Story
Define Acceptance Criteria Behavior-Driven

Development;
Definition of Done;
Story Elaboration
Verify Requirements INVEST; Peer

Reviews
Validate Requirements Delphi; Goal Model

and Business
Objectives Model;
Traceability
Matrix;
Walkthroughs
Prioritize Requirements and Other Backlog

Product Information Management; Goal
Model and Business
Objectives Model;
Iteration Planning;
Kanban Board;
Prioritization
Schemes; Story
Mapping;
Traceability Matrix
Identify and Analyze Product Risks Context Diagram;

Ecosystem Map;
Elicitation
Techniques;
Estimation
Techniques;
Organizational
Chart; Process
Flows; Product
Backlog; Risk
Burndown Chart;
Risk Register; Root
Cause and
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Opportunity
Analysis; SWOT
Analysis
Identify and Analyze Product Design Affinity Diagram;

Options Brainstorming;
Competitive
Analysis; Focus
Groups; Product
Backlog; Real
Options; Vendor
Assessment
Traceability and Determine Traceability and Monitoring Retrospectives and

Monitoring Approach Lessons Learned
Establish Relationships and Feature Model;

Dependencies Requirements
Management Tool;
Story Mapping;
Story Slicing;
Traceability Matrix
Select and Approve Requirements Backlog

Management;
Collaborative
Games; Definition
of Ready; Delphi;
Facilitated
Workshops; Force
Field Analysis;
Group Decision-
making Techniques;
Iteration Planning;
Prioritization
Schemes;
Requirements
Management Tool;
Story Mapping
Manage Changes to Requirements and Backlog

Other Product Information Management;
Change Control
Tools; Group
Decision-making
Techniques; Impact
Analysis;
Requirements
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Management Tool;
Traceability Matrix
Solution Evaluate Solution Performance Cost-Benefit

Evaluation Analysis;
Elicitation
Techniques;
Product Portfolio
Matrix;
Prioritization
Schemes; Root
Cause and
Opportunity
Analysis
Determine Solution Evaluation Elicitation

Approach Techniques; Group
Decision-making
Techniques;
Prioritization
Schemes;
Retrospectives and
Lessons Learned
Evaluate Acceptance Results and Prioritization

Address Defects Schemes; Root
Cause Analysis;
Traceability
Matrix; Variance
Analysis
Obtain Solution Acceptance for Release Facilitated

Workshops; Group
Decision-making
Techniques
PMI-PBA® Tools and Techniques grouped by Process

Groups
Process Process Tools and Techniques

Groups
Defining and Identify Problem or Benchmarking; Competitive Analysis;

Aligning Opportunity Document Analysis; Interviews; Market
Analysis; Prototyping
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Process Assess Current State Business Architecture Techniques; Business
Group Capability Analysis; Capability Framework;
Capability Table; Elicitation Techniques;
Glossary; Pareto Diagrams; Process Flows;
Root Cause and Opportunity Analysis;
SWOT Analysis
Determine Future Affinity Diagram; Benchmarking; Capability

State Table; Elicitation Techniques; Feature
Model; Gap Analysis; Kano Analysis;
Process Flows; Purpose Alignment Model;
Solution Capability Matrix
Determine Viable Benchmarking; Cost-Benefit Analysis;

Options and Provide Elicitation Techniques; Feature Injection;
Recommendation Group Decision-making Techniques; Real
Options; Valuation Techniques; Weighted
Ranking
Facilitate Product Facilitated Workshops; Feature Model;

Roadmap Product Visioning; Story Mapping
Development
Assemble Business Document Analysis; Facilitated Workshops;

Case Glossary; Product Visioning; Story Mapping
Identify Stakeholders Brainstorming; Interviews; Organizational

Charts; Process Flows; Questionnaires and
Surveys
Evaluate Solution Cost-Benefit Analysis; Elicitation

Performance Techniques; Product Portfolio Matrix;
Prioritization Schemes; Root Cause and
Opportunity Analysis
Initiating Support Charter Document Analysis; Facilitated Workshops;

Process Development Glossary; Interviews
Group
Planning Conduct Stakeholder Job Analysis; Persona Analysis; RACI

Process Analysis Model; Stakeholder Maps
Group
Determine Stakeholder Elicitation Techniques; Persona Analysis;
Engagement and RACI Model; Retrospectives and Lessons
Communication Learned; Stakeholder Maps
Approach
Conduct Business Burndown Charts; Decomposition Model;
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Analysis Planning Estimation Techniques; Planning Techniques
Determine Elicitation Brainstorming; Interviews; Retrospectives

Approach and Lessons Learned
Determine Analysis Brainstorming; Document Analysis;

Approach Retrospectives and Lessons Learned
Determine Traceability Retrospectives and Lessons Learned

and Monitoring
Approach
Determine Solution Elicitation Techniques; Group Decision-

Evaluation Approach making Techniques; Prioritization Schemes;
Retrospectives and Lessons Learned
Executing Prepare for Transition Elicitation Techniques; Group Decision-

Process to Future State making Techniques; Job Analysis;
Group Prioritization Schemes; Process Flows;
SWOT Analysis; User Story
Prepare for Elicitation Document Analysis; Interviews
Conduct Elicitation Brainstorming; Collaborative Games;

Document Analysis; Facilitated Workshops;
Focus Groups; Interviews; Observation;
Prototyping; Questionnaires and Surveys
Confirm Elicitation Document Analysis; Glossary; Interviews;

Results Observation; Walkthroughs
Create and Analyze Context Diagram; Data Dictionary; Data

Models Flow Diagram; Decision Tree and Decision
Table; Ecosystem Map; Entity Relationship
Diagram; Event List; Feature Model; Goal
Model and Business Objectives Model;
Modeling Elaboration; Organizational
Chart; Process Flows; Prototypes
Wireframes and Display-Action-Response
Models; Report Table; State Table and State
Diagram; Story Mapping; System Interface
Table; Use Case Diagram; User Interface
Flow
Define and Elaborate Business Rules Catalog; Definition of

Requirements Ready; Glossary; Product Backlog;
Requirements Management Tool; Story
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Elaboration; Story Slicing; Use Case; User
Story
Define Acceptance Behavior-Driven Development; Definition of

Criteria Done; Story Elaboration
Verify Requirements INVEST; Peer Reviews
Validate Requirements Delphi; Goal Model and Business

Objectives Model; Traceability Matrix;
Walkthroughs
Prioritize Backlog Management; Goal Model and

Requirements and Business Objectives Model; Iteration
Other Product Planning; Kanban Board; Prioritization
Information Schemes; Story Mapping; Traceability
Matrix
Identify and Analyze Context Diagram; Ecosystem Map;

Product Risks Elicitation Techniques; Estimation
Techniques; Organizational Chart; Process
Flows; Product Backlog; Risk Burndown
Chart; Risk Register; Root Cause and
Opportunity Analysis; SWOT Analysis
Identify and Analyze Affinity Diagram; Brainstorming;

Product Design Competitive Analysis; Focus Groups;
Options Product Backlog; Real Options; Vendor
Assessment
Establish Feature Model; Requirements Management

Relationships and Tool; Story Mapping; Story Slicing;
Dependencies Traceability Matrix
Select and Approve Backlog Management; Collaborative

Requirements Games; Definition of Ready; Delphi;
Facilitated Workshops; Force Field
Analysis; Group Decision-making
Techniques; Iteration Planning;
Prioritization Schemes; Requirements
Management Tool; Story Mapping
Evaluate Acceptance Prioritization Schemes; Root Cause

Results and Address Analysis; Traceability Matrix; Variance
Defects Analysis
Monitoring Manage Stakeholder Elicitation Techniques

and Engagement and
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Controlling Communication
Process
Group Assess Business Burndown Charts; Elicitation Techniques;
Analysis Performance Process Flows; Retrospectives and Lessons
Learned; Root Cause and Opportunity
Analysis; Variance Analysis
Manage Changes to Backlog Management; Change Control

Requirements and Tools; Group Decision-making Techniques;
Other Product Impact Analysis; Requirements Management
Information Tool; Traceability Matrix
Releasing Obtain Solution Facilitated Workshops; Group Decision-

Process Acceptance for making Techniques
Group Release
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PMI-PBA® Most Common Tools and Techniques
Top 20 Tools and Techniques Applicable

Processes
Elicitation Techniques 10
Document Analysis 7
Interviews 7
Process Flows 7
Facilitated Workshops 6
Group Decision-making Techniques 6
Prioritization Schemes 6
Retrospectives and Lessons Learned 6
Story Mapping 6
Brainstorming 5
Glossary 5
Root Cause and Opportunity Analysis 5
Traceability Matrix 5
Feature Model 4
Requirements Management Tool 4
Backlog Management 3
Benchmarking 3
Goal Model and Business Objectives 3

Model
Product Backlog 3
SWOT Analysis 3
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Business Analysis Tools and Techniques – A Quick Review
Tool or Technique Description & Application
Affinity Diagram An ideas classification technique. Generally,

requires participants to put their ideas on post-it
notes and stick related ideas together on a wall to
identify categories.
Backlog Management A technique used by agile teams to understand and

detail user stories in collaboration with the product
owner. This technique is applied on all agile
projects and is iteratively applied throughout the
project lifecycle.
Behavior-Driven Development A software development technique that first

focuses on how the product users will use the
product, followed by writing test cases, followed
by designing the solution. This contrasts with
typical waterfall projects where business needs
and requirements drive the solution development.
Use this technique when the application is being
developed to make the life of the day to day
process workers easy.
Benchmarking A technique which compares multiple options

together. Use this technique when evaluation the
feasibility of an option by reviewing it pros and
cons is difficult, or when a potential solution needs
to meet some baseline criteria.
Brainstorming A common business analysis technique that asks

all the participants is a workshop to freely think of
different ideas and approaches to a stated problem
or opportunity. Ideas generate may be diverse in
nature and techniques such as Affinity diagram
might be required to sort the ideas into groups.
Burndown Charts These are used on agile projects to monitor and

track an agile project’s progress.
Business Architecture A suite of techniques that helps an analyst

Techniques digitally model the end-to-end operations and
processes of an organization. Typical component
of a business architecture model includes people,
process, data and technology. This technique
needs to be applied when designing enterprise-
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level solution where existing documentation on
the organizational structure and processes is
limited.
Business Capability Analysis A technique used to analyze the existing

processing and skills capabilities of an
organization. The aim is to identify the gaps
between the current-state and a defined future-
state so that appropriate solution to fill the gaps
can be designed.
Business Rules Catalog A business analysis document that captures all

business rules applicable to a solution being
designed. Usually is this a supporting document to
a process model or a business requirements
document.
Capability Table A technique that helps an analyst to identify the

capabilities required to address a capability gap or
address a business problem.
Change Control Tools Either a manual or a automated tool to manage all

change requests on a project.
Collaborative Games A collection of hands-on elicitation techniques

that can be used to elicit information from
participants by actively engaging them in various
elicitation activities.
Competitive Analysis A technique that compares an organization’s

capabilities with that of its competitors. This
technique is generally followed by a gap analysis,
or capability table techniques.
Context Diagram A visual model of a very high-level scope of a

solution being developed. This is generally one of
the very first models developed by a busines
analysts early during the project lifecycle.
Cost-Benefit Analysis A technique that can either quantitatively or

qualitatively compare the costs with the benefits
of a proposed solution for a go/no-go decision.
Data Dictionary A business analysis artefact that explain different

data items. This is generally a supporting
document to other business analysis models such
as ERDs, WBS, and dataflow diagrams.
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Data Flow Diagram A business analysis model that shows the flow of
data through a business workflow or the solution
being designed.
Decision Tree and Decision A technique to identify different decision choices

Table and planned responses for different decision points
in a solution being designed.
Decomposition Model A technique applied to divide a higher-level

concept into smaller and more manageable parts.
This is generally used to detail a project scope.
Definition of Done A team agreement over the criteria that need to be

met for a deliverable to be considered complete.
Definition of Ready A team agreement over the criteria that need to be

met for a deliverable to be considered complete.
This technique is commonly used on agile
projects.
Delphi A team agreement over the criteria that need to be

met for an item to be considered ready for
development. This technique is commonly used on
agile projects.
Document Analysis A common business analysis technique that

requires an analyst to study organizational
documents to understand business requirements
and elicit relevant product or solution
requirements.
Ecosystem Map Like the concept of a context diagram, an

ecosystem map defines the high-level scope of a
solution. This is developed early during a project’s
lifecycle.
Entity Relationship Diagram A business analysis model that shows different

data objects and their interrelationships. This is
generally used to design databases for the solution.
Event List A business analysis model that list all external

events that trigger a part of the solution being
developed. This is generally followed by user
interface designs that support such events.
Facilitated Workshops This technique involves inviting a group of

stakeholders to a structured meeting facilitated by
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a trained facilitator. This technique is often used in
collaboration with other elicitation techniques
such as brainstorming, Affinity diagram,
prioritization schemes and collaborative games.
Feature Injection A requirements prioritization technique used on

iterative projects that prioritize the features from a
given feature-set that deliver the maximum value
to the customer.
Feature Model A business analysis artefact that shows all features

of a product in a hierarchical manner. This model
is developed early in predictive projects and
iteratively developed and refined in iterative
projects.
Focus Groups Focus groups are structured and facilitated

workshops designed to elicit detail and technical
requirements from a select group of qualified
stakeholders and SMEs.
Force Field Analysis This is a decision-making technique that allows an

analyst to analyze all positive and negative
outcomes of a particular decision.
Gap Analysis This technique compares a future-state model or

capability to a current-state model or capability to
identify the gaps.
Goal Model and Business A business analysis model that shows the high-
Objectives Model level goals and objectives of an organization. This
is usually developed early during a project
lifecycle.
Impact Analysis A technique that assesses the impacts of a

proposed change request. This is typically
performed either formally or informally upon
receipt of any change request on a project.
Interviews A quite common elicitation technique for

soliciting information from senior stakeholders. It
is not an effective technique when there is a time
limitation and a large group of stakeholders is
involved.
INVEST An agile technique that assesses the quality of a

user story. It stands for independent, negotiable,
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valuable, estimable, small, and testable.
Iteration Planning A planning technique on iterative projects that

selects a piece of work that needs to be completed
in the next sprint/iteration. This is performed at
the start of each project sprint/iteration.
Job Analysis A technique that assess the requirements for a

newly created role and the related competency and
training requirements.
Kanban Board This is a team’s WIP dashboard. This technique is

quite common on agile and iterative projects.
Kano Analysis This technique analyzes and categories all

identified product requirements and features. The
analysis helps the team to prioritize the
requirements for development.
Market Analysis This technique is performed to collect market

intelligence around a firm’s operations. This is
usually followed by a competitive analysis and/or
a gap analysis.
Modeling Elaboration This technique involves comparing various

business analysis models that have been developed
to identify gaps and inconsistencies. These gaps
and inconsistencies then yield additional product
requirements.
Observation A quite common elicitation technique that requires

an analyst to visit the workplace and see a process
being performed. This is an effective technique to
be used when stakeholders are struggling to
articulate product/process requirements.
Pareto Diagrams It is a histogram sorted by the frequency of

occurrence. A Pareto diagram is generally used to
support the results of an 80/20 analysis.
Peer Reviews It is an informal review by a peer of the work

completed by a business analyst.
Persona Analysis This technique requires creating fictional

characters and studying these to understand
product requirements. This technique is
particularly important on projects that are
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expected to deliver significant change to an
organization or when stakeholders are sensitive to
using actual roles to analyze negative forces.
Prioritization Schemes Different methods used to prioritize product

requirements. These include feature injection,
prioritization matrices, weighted ranking and
multi-voting etc.
Process Flows A busines analysis model the show the steps

performed to complete a process or business
workflow.
Product Backlog This is typically used on agile and iterative

project. This consists of a list of requirements or
user stories that constitute the entire scope of a
project.
Product Portfolio Matrix An analysis technique that analyzes an

organization’s products from a standpoint of its
customers and the market.
Product Visioning A technique used to identify the future roadmap

and high-level direction of a product.
Prototypes Wireframes and A technique whereby the development team

Display-Action-Response develop working models of a solution prior to
Models building the actual solution.
Purpose Alignment Model A technique that facilitates the prioritization of

features and requirements of a solution being
developed.
Questionnaires and Surveys A common elicitation technique used to quickly

collect responses from a large group of
stakeholders.
RACI Model A responsibility assignment model developed to

assign “responsible”, “accountable”, “consult”,
and “inform” roles to each process step in a
process model.
Real Options A decision-making technique that requires only

make the decisions that need to be made in the
short run while delaying all the decisions that can
be delayed.
Report Table A business analysis artefact that defines the
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layout, data and fields of each report that needs to
be produced by a solution.
Requirements Management A software product that help in capturing,

Tool documenting, prioritizing, and tracking the
product requirements through the entire project
lifecycle.
Retrospectives and Lessons A planned team meeting that focuses on

Learned improving the development processes and the
product being developed.
Risk Burndown Chart A technique used on iterative projects to track

project risks through the iterations.
Risk Register A technique typically applied on predictive

projects to records and track project risks.
Root Cause and Opportunity An analytical technique geared toward discovering

Analysis underlying reasons and triggers that cause the
issues, problems, or defects under investigation.
Solution Capability Matrix A business analysis model to show all high-level

capabilities of a solution in one view.
Stakeholder Maps A visual technique to show different stakeholders

and their relationships to each other and to the
problem being analyzed.
State Table and State Diagram A business analysis mode that shows different
states of data objects and the allowed transitions
between these states.
Story Elaboration The process of detailing user stories with enough

information so that these are considered ready for
development. This is generally conducted in
collaboration with the product owners and the
stakeholders.
Story Mapping A technique the sequences user stories by their

value to the stakeholders and the order in which
the stakeholder typically perform them.
Story Slicing A technique used to divide a large user story or an

epic to smaller user stories that can fit in the
development iterations.
SWOT Analysis A technique used to analyze an organizations
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strengths and weaknesses considering the
opportunities and the threats that surround the
organization.
System Interface Table A business analysis model that shows the

connection/integration requirements between two
or more systems.
Traceability Matrix A business analysis artefact that traces each

product requirements to its source.
Use Case A business analysis model that shows the

sequence of user and system interactions to
complete a task.
Use Case Diagram A business analysis model that graphically show

all use cases included in the scope of the solution.
User Interface Flow A business analysis model that graphically show

the sequence of UI screens that a typical user will
navigate through.
User Story A stakeholder requirement writing in plain English

from the standpoint of the stakeholder.
Valuation Techniques A suite of quantitative techniques that analyze the

return on investment for all available options.
These include, cost-benefit analysis, discounted
cash flows, ARR, IRR, NPV, and payback period
etc.
Variance Analysis A quantitative technique to analyze the degree of

departure or deviation from a planned or baselined
value.
Walkthroughs A demonstration technique whereby a team

demonstrates the prototype/completed deliverable
to a group of stakeholders to solicit
feedback/approval.
Weighted Ranking A technique used to weight, rate and score

different decision-making criteria to a set of option
to select the best option.
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Additional Resources
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EXAM TAKING TIPS
PMI-PBA® Exam Facts
There are 200 total multiple-choice questions which

make up the PMI-PBA® exam
25 randomly placed “pretest questions” are included,
and do not count towards the pass/fail determination
Students have 4 hours to complete the exam
Only correct answers count, and a passing score is
determined by “sound psychometric analysis”. This
scoring method indicates that scores reflect the
difficulty of the questions answered.
If you are taking the exam at the test center, you will
be provided with blank “scratch” papers and pencils to
work out your responses. However, if you are taking
the online-proctored exam from your home, you will
not be allowed to have any scratch paper with you or
any note taking materials or books in the room.
Instead, your online exam will have a digital notepad
including a calculator available to you.
Before the Exam
In case you are taking the exam at the test center, it is

recommended that you visit the exam location before
your exam date so that you are familiar with the
address and commute time, especially if you are a
nervous test taker.
In case you are taking the online-proctored exam from
your home, you must allow extra 30 minutes prior to
your exam for the check-in process. The check-in
process includes taking a picture of yourself, your
identity document, your desk, and the room. Note that
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apart from you, nobody is allowed to enter the room
while the test is in progress, otherwise the test will be
immediately ended by the proctor. The exam is divided
into two parts with a 10-minute break in between.
Make sure you seek the proctor’s permission prior to
taking the break.
Be prepared to fully utilize your blank “scratch” paper
in the exam. This means that you have committed
important concepts and key facts to memory; and you
are able to apply them to a blank sheet of paper in less
than five minutes.
Alleviate exam stress and anxiety by taking practice
exams that attune you to the pace, subject matter, and
difficulty of the real exam.
On the night before the exam, reduce your study time
to one hour or less and get extra sleep. The reduced
study time and extra rest will allow your brain to better
process the information it has absorbed during earlier,
more intense, study sessions.
Taking the Exam
IMPORTANT: Bring your PMI authorization letter, as

well as two forms of ID, to the exam center.
At the beginning of the PMI-PBA® exam, use your
scratch paper to “download” all the concepts and key
facts you have committed to memory. To save time,
perform this activity immediately after the initial
computer tutorial which allots 15 minutes.
Approach each question from PMI’s perspective, not
your own experience, even if the most correct response
seems contrary to your “on-the-job” knowledge.
Plan your breaks during the exam. A recommended
break pattern during the PMI-PBA exam is to stand up
and stretch after every 50 questions (Don’t forget to
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raise your hand and ask for the proctor’s permission
before doing so).
Smile as you take the exam. It has been proven that
smiling alleviates stress and boosts confidence during
exceptionally difficult tasks. Use deep breathing
techniques to further relax.
If you have exam time remaining, review the questions
you “marked for review”. Use all the exam time you
have until each question has been reviewed twice.
The PMI-PBA® exam is a multiple-choice test that asks one

to recognize correct answers among a set of four options. The
extra options that are not the correct answer are called the
“distracters”; and their purpose, unsurprisingly, is to distract
the test taker from the actual correct answer among the bunch.
Students usually consider multiple choice exams as much
easier than other types of exams; this is not necessarily true
with the PMI-PBA® exam. Among these reasons are:
Most multiple-choice exams ask for simple, factual

information; unlike the PMI-PBA® exam which
often requires the student to apply knowledge and
make a best judgment.
The majority of multiple-choice exams involve a
large quantity of different questions – so even if you
get a few incorrect, it’s still okay. The PMI-PBA®
exam covers a broad set of material, often times in
greater depth than other certification exams.
Regardless of whether or not multiple-choice testing is more
forgiving; in reality, one must study immensely because of the
sheer volume of information that is covered.
Although four hours may seem like more than enough time for
a multiple-choice exam, when faced with 200 questions, time
management is one of the most crucial factors in succeeding
and doing well. You should always try and answer all the
questions you are confident about first, and then go back about
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to those items you are not sure about afterwards. Always read
carefully through the entire test as well, and do your best to
not leave any question blank upon submission– even if you do
not readily know the answer.
Most of the PMI-PBA® exam questions are scenario-based
questions. The format of such a question is a short-scenario
followed by a question. There are occasions where the
scenario is not totally relevant to the actual question being
asked. Such questions are designed to confuse test takers. Use
the online highlighting tool to highlight the actual question so
that you don’t get confused. In case the scenario is relevant to
the question, you can also use the highlighting tool to highlight
important keywords from the scenario.
Many people do well with reading through each question and
not looking at the options before trying to answer. This way,
they can steer clear (usually) of being fooled by one of the
“distracter” options or get into a tug-of-war between two
choices that both have a good chance of being the actual
answer. You may also want to use the strikethrough feature to
strike out the choice(s) you think are not correct. Note that,
striking out is only a user-interface feature and striking out
three choices does not mean that the fourth choice is
automatically selected as the correct answer; you must select
the choice you want to submit as the correct answer.
Never assume that “all of the above” or “none of the above”
answers are the actual choice. Many times they are, but in
recent years they have been used much more frequently as
distracter options on standardized tests. Typically, this is done
in an effort to get people to stop believing the myth that they
are always the correct answer.
You should be careful of negative answers as well. These
answers contain words such as “none”, “not”, “neither”, and
the like. Despite often times being very confusing, if you read
these types of questions and answers carefully, then you
should be able to piece together which is the correct answer.
Just take your time!
Never try to overanalyze a question, or try and think about
how the test givers are trying to lead astray potential test
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takers. Keep it simple and stay with what you know.
If you ever narrow down a question to two possible answers,
then try and slow down your thinking and think about how the
two different options/answers differ. Look at the question
again and try to apply how this difference between the two
potential answers relates to the question. If you are convinced
there is literally no difference between the two potential
answers (you’ll more than likely be wrong in assuming this),
then take another look at the answers that you’ve already
eliminated. Perhaps one of them is actually the correct one
and you’d made a previously unforeseen mistake.
On occasion, over-generalizations are used within response
options to mislead test takers. To help guard against this,
always be wary of responses/answers that use absolute words
like “always”, or “never”. These are less likely to actually be
the answer than phrases like “probably” or “usually” are.
Funny or witty responses are also, most of the time, incorrect –
so steer clear of those as much as possible.
Although you should always take each question individually,
“none of the above” answers are usually less likely to be the
correct selection than “all of the above” is. Keep this in mind
with the understanding that it is not an absolute rule and
should be analyzed on a case-by-case (or “question-by-
question”) basis.
Looking for grammatical errors can also be a huge clue. If the
stem ends with an indefinite article such as “an” then you’ll
probably do well to look for an answer that begins with a
vowel instead of a consonant. Also, the longest response is
also oftentimes the correct one, since whoever wrote the
question item may have tended to load the answer with
qualifying adjectives or phrases in an effort to make it correct.
Again though, always deal with these on a question-by-
question basis, because you could very easily be getting a
question where this does not apply.
Verbal associations are oftentimes critical because a response
may repeat a key word that was in the question. Always be on
the alert for this. Playing the old Sesame Street game “Which
of these things is not like the other” is also a very solid
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strategy, if a bit preschool. Sometimes many of a question’s
distracters will be very similar to try to trick you into thinking
that one choice is related to the other. The answer very well
could be completely unrelated however, so stay alert.
Just because you have finished a practice test, be aware that
you are not done working. After you have graded your test
with all of the necessary corrections, review it and try to
recognize what happened in the answers that you got wrong.
Did you simply not know the qualifying correct information?
Perhaps you were led astray by a solid distracter answer?
Going back through your corrected test will give you a leg up
on your next one by revealing your tendencies as to what you
may be vulnerable with, in terms of multiple-choice tests.
It may be a lot of extra work, but in the long run, going
through your corrected multiple-choice tests will work
wonders for you in preparation for the real exam. See if you
perhaps misread the question or even missed it because you
were unprepared. Think of it like instant replays in
professional sports. You are going back and looking at what
you did on the big stage in the past so you can help fix and
remedy any errors that could pose problems for you on the real
exam.
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LOOKING FOR MORE
PMI-PBA EXAM PREP,
COURSEWARE, AND
CLASSES?
Visit us at www.PMTraining.com
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PMI-PBA Exam Overview

PMI-PBA Mock Exam (LITE) - 2

PMI-PBA Mock Exam (LITE) - 3

PMI-PBA Domain Area Test: Evaluation

PMI-PBA Mock Exam (LITE) - 4

PMI-PBA Mock Exam (LITE) - 5

PMI-PBA Mock Exam (LITE) - 6

PMI-PBA Domain Area Test: Traceability &

PMI-PBA Mock Exam (LITE) - 7

PMI-PBA Mock Exam (LITE) - 8

PMI-PBA Mock Exam (LITE) - 9

PMI-PBA Domain Area Test: Analysis

PMI-PBA Mock Exam (LITE) - 10

PMI-PBA Mock Exam (LITE) - 11

PMI-PBA Domain Area Test: Planning

PMI-PBA Mock Exam (LITE) - 13

PMI-PBA Mock Exam (LITE) - 14

PMI-PBA Mock Exam (LITE) - 15

PMI-PBA Domain Area Test: Needs Assessment

PMI-PBA Mock Exam (LITE) - 16

PMI-PBA Mock Exam (LITE) - 17

PMI-PBA Mock Exam (LITE) - 18

2. Passing score requirements in this book are slightly

3. Practice exams included in this book cover the entire

The practice exam content in this book is structured into two

“Domain” tests, which reflect brief practice tests

PMI-PBA® Exam Overview

Business Analysis Education: 35 contact hours of

PMI-PBA® Exam Details

* For the purposes of this book, a numeric scoring system will

B. The use of a predictive lifecycle is mandated by the

C. Project tasks can be bundled by size and scope.

D. Product deliverables can be incrementally

2. You work for a venture capital firm that continuously

B. IRR is the rate at which the Net Present Value of all

C. IRR is the rate at which the Payback Period is

D. IRR is the rate at which the Return on Investment is

3. You have recently joined an organization. The

B. Elicitation is highly cyclical and is repeated

C. Elicitation means collecting product information

D. Elicitation may also be performed iteratively with

4. You are reviewing a product team’s performance. The

B. Everything is all right and under control; the

C. This is all right; two months of elicitation planning

D. The business analyst must have balanced the needs

5. You have been assigned to lead the business analysis

B. Limit your business analysis activities to one

C. Identify the best approach for collaboration with

D. Request additional budget and time for the business

6. You are a junior business analyst on a team that is

B. Setting the agenda

C. Determining the participants

D. Decomposing epics into smaller user stories

7. Your team has recently released a new software

B. Comparing the actual results of integration testing

C. Comparing the actual results of regression testing

D. Comparing the actual results of acceptance testing

8. A product team is developing a product using Agile

9. The product owner has just asked your team to drop a

B. Mark the story as unwanted.

C. Complete the story during the sprint but do not

D. Request the product owner to initiate a formal