PMI PMI-PBA Dumps

According to the PMI Guide to Business Analysis, the requirements baseline is a version of the requirements that has been formally reviewed and agreed upon by the stakeholders, and that serves as a basis for further development and validation activities. The requirements baseline is ready for sign-off when the requirements are clear, consistent, complete, and validated. These are the four characteristics of good requirements that ensure that they are understandable, unambiguous, accurate, and feasible. Complete means that the requirements cover all the necessary aspects of the business problem or opportunity, and that they do not have any gaps or omissions. Clear means that the requirements are expressed in simple and precise language, and that they avoid any jargon or ambiguity. Consistent means that the requirements do not have any conflicts or contradictions with each other or with the business objectives. Validated means that the requirements have been checked and confirmed by the stakeholders, and that they meet their needs and expectations. References: PMI Guide to Business Analysis, page 183-184.

 A change control process is a set of procedures that defines how changes to the requirements are identified, assessed, approved, implemented, and communicated. A change control process helps to ensure that changes are aligned with the business objectives, do not introduce unnecessary risks, and do not adversely affect the quality of the solution. A change control process also helps to manage stakeholder expectations and avoid scope creep. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 13; Business Analysis for Practitioners: A Practice Guide2, page 77.

The system requirements verification matrix is a tool that helps to track the status of each requirement throughout the project lifecycle. It shows whether a requirement has been accepted, rejected, deferred, or implemented. The business analyst should have used this tool to record the reasons for rejection or deferral of any requirement, as well as the impact and resolution of such changes. This way, the business analyst can easily provide a list of rejected and deferred requirements to the project manager upon request. Setting up a change control board is not enough to track the number of rejections, as it does not provide a detailed record of each requirement’s status. Limiting the number of rejected requirements on the project is not a realistic or helpful approach, as some requirements may be invalid, incomplete, or conflicting and need to be rejected or deferred for the benefit of the project. Spending more time up-front reviewing the requirements may reduce the chances of rejections, but it does not guarantee that no requirement will be rejected or deferred later in the project. References: Business Analysis for Practitioners: A Practice Guide, page 161-162; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 19.