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Taking the PMI PMI-PBA practice test is very beneficial to clear the PMI Professional in Business Analysis (PMI-PBA) PMI-PBA exam on the first try. You get awareness about the PMI PMI-PBA real exam environment because the PMI-PBA Practice Exam has an actual exam-like pattern. Furthermore, the PMI PMI-PBA practice test tracks and reports your performance.

PMI-PBA exam covers a wide range of topics related to business analysis, including requirements management, stakeholder engagement, elicitation and analysis, solution design, and validation and evaluation. PMI-PBA exam consists of 200 multiple-choice questions and must be completed within four hours. To be eligible to take the PMI-PBA Exam, candidates must have a high school diploma or equivalent, 7,500 hours of business analysis experience, and 35 hours of relevant education or professional development. The PMI-PBA certification is recognized globally and demonstrates a commitment to professional excellence in the field of business analysis.

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In order to be eligible to take the PMI-PBA Certification Exam, candidates must have a minimum of three years of experience working in business analysis. Candidates must also have completed 35 hours of professional development in the field of business analysis. This can include courses, workshops, and other forms of training. Once a candidate has met these requirements, they can apply to take the PMI-PBA certification exam.

Achieving the PMI-PBA certification can be a valuable asset for professionals in the field of business analysis. PMI Professional in Business Analysis (PMI-PBA) certification demonstrates to employers and clients that the certified professional has the skills and knowledge required to effectively analyze business needs and design solutions that meet those needs. Additionally, the certification can lead to increased job opportunities and higher salaries for certified professionals.

PMI Professional in Business Analysis (PMI-PBA) Sample Questions (Q29-Q34):

NEW QUESTION # 29
Testing on a project has been completed. In order to proceed with deployment, a decision is needed.
Who should the business analyst contact to review the testing results and get approval to proceed with deployment?

A. The project sponsor identified in the scope document
B. The project manager identified in the project charter
C. The tester identified in the testing strategy
D. The person identified in the RACI matrix

Answer: D

Explanation:
Explanation
The person identified in the RACI matrix as accountable for deployment approval is the one who should be contacted by the business analyst to review the testing results and get approval to proceed with deployment.
The RACI matrix defines who is Responsible, Accountable, Consulted, and Informed for each task or deliverable in a project or a process. The accountable person has the authority and accountability to approve or reject the work. The tester identified in the testing strategy is not necessarily the one who can approve deployment, as they may only be responsible for conducting testing. The project manager identified in the project charter may not have the authority to approve deployment, as they may only be responsible for managing the project. The project sponsor identified in the scope document may not be involved in deployment approval, as they may only be informed of the project progress and outcomes.

NEW QUESTION # 30
A project's requirements baseline is established and approved. A stakeholder then submits a new requirement through the change control process.
How can the business analyst determine the impact on existing requirements?

A. Use time-boxing to defer the new requirement.
B. Review the requirements traceability matrix.
C. Perform a stakeholder analysis.
D. Update the use case documentation.

Answer: B

Explanation:
Explanation
The business analyst can determine the impact of a new requirement on existing requirements by reviewing the requirements traceability matrix. The requirements traceability matrix is a tool that tracks the relationships and dependencies among the requirements, as well as other project elements such as design, test cases, risks, or issues. By reviewing the requirements traceability matrix, the business analyst can identify which existing requirements are affected by the new requirement and assess the impact of the change on the scope, schedule, cost, or quality of the project. Performing a stakeholder analysis is not a way to determine the impact of a new requirement on existing requirements, as it focuses on identifying and understanding the needs, expectations, and influence of the stakeholders, not the requirements. Using time-boxing to defer the new requirement is not a way to determine the impact of a new requirement on existing requirements, as it postpones the analysis and implementation of the new requirement until a later iteration or phase of the project. Updating the use case documentation is not a way to determine the impact of a new requirement on existing requirements, as it only reflects how the new requirement affects one aspect of the solution functionality, not the entire project. References: Business Analysis for Practitioners: A Practice Guide 1, page 161-162; PMI Professional in Business Analysis (PMI-PBA)
Examination Content Outline 2, page 19.

NEW QUESTION # 31
A company is pleased with its delivered solution and reports that it has heard only minimal complaints for the first three months of use.
How can the business analyst determine how well the solution meets the business case?

A. Conduct a user survey.
B. Compare the results of day-in-the-life (DITL) testing and integration testing.
C. Survey the project.
D. Ask the sponsor for feedback.

Answer: A

Explanation:
A user survey is a technique that can be used to determine how well the solution meets the business case. A user survey is a method of collecting feedback from the end users of the solution about their satisfaction, preferences, expectations, needs, problems, or suggestions. A user survey can help to measure the performance, quality, usability, and value of the solution and compare it with the expected benefits and outcomes defined in the business case. A user survey can also help to identify areas for improvement or enhancement of the solution. Asking the sponsor for feedback is not sufficient to determine how well the solution meets the business case, as it does not capture the perspective of the end users who are directly affected by the solution. Surveying the project is not relevant to this scenario, as it does not focus on the solution but rather on the project management processes and practices. Comparing the results of day-in-the- life (DITL) testing and integration testing is not effective, as it does not reflect the actual usage and experience of the solution by the end users after deployment. References: PMI Professional in Business Analysis (PMI-PBA)Examination Content Outline1, page 14; Business Analysis for Practitioners: A Practice Guide2, page 80.

NEW QUESTION # 32
A company has completed a major project within time, cost, and scope and satisfied high-level quality standards and marketing requests. However, the product was considered a complete failure by shareholders and the market due to low return on investment.
From the business analysis perspective, the main reason for this business failure was a failure to:

A. gather the appropriate usability requirements.
B. review and evaluate market expectations.
C. establish measurable success criteria in the business case.
D. set the product positioning.

Answer: B

NEW QUESTION # 33
When determining the value of a business case, which tool or technique should be used?

A. Variance analysis
B. Feasibility analysis
C. SWOT analysis
D. Cost-benefit analysis

Answer: D

Explanation:
A cost-benefit analysis is a tool or technique that compares the expected costs and benefits of a project or an investment. It helps to determine the value of a business case by estimating the net present value (NPV) of the project, which is the difference between the present value of the benefits and the present value of the costs. A positive NPV indicates that the project is worth pursuing, while a negative NPV suggests that the project should be rejected. A cost-benefit analysis can also calculate the return on investment (ROI) of the project, which is the ratio of the net benefits to the net costs. A higher ROI implies a higher value of the business case. A cost-benefit analysis can also consider the qualitative aspects of the project, such as the risks, assumptions, constraints, and opportunities12.
A variance analysis is a tool or technique that compares the actual performance of a project with the planned or expected performance. It helps to identify and explain the deviations or differences between the actual and planned results, such as costs, schedule, scope, quality, and benefits. A variance analysis can also provide corrective actions or recommendations to improve the project performance and align it with the business case13.
A SWOT analysis is a tool or technique that evaluates the strengths, weaknesses, opportunities, and threats of a project, a business, or a situation. It helps to identify the internal and external factors that can affect the success or failure of the project or the business. A SWOT analysis can also provide strategies or actions to leverage the strengths and opportunities, and to overcome or mitigate the weaknesses and threats14.
A feasibility analysis is a tool or technique that assesses the viability and practicality of a project or a solution.
It helps to determine if the project or the solution can be implemented within the available resources, time, budget, and technology. A feasibility analysis can also evaluate the potential benefits and risks of the project or the solution, and compare it with other alternatives15.
References: 1 PMI Professional in Business Analysis (PMI-PBA)Examination Content Outline, page 10-
11; 2 Business Analysis for Practitioners: A Practice Guide, page 123-124; 3 Business Analysis for Practitioners: A Practice Guide, page 125-126; 4 Business Analysis for Practitioners: A Practice Guide, page
127-128; 5 Business Analysis for Practitioners: A Practice Guide, page 129-130

NEW QUESTION # 34
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