PMI-PBA Exam Dumps : PMI Professional in Business Analysis

The business analyst would recommend formal signoff to the group if errors in the product could result in financial solvency. Formal signoff is a process that ensures that the stakeholders agree on and approve the requirements and deliverables of the project. Formal signoff can help to reduce ambiguity, confusion, or disputes among the stakeholders and increase their accountability and commitment to the project. Formal signoff is especially important when errors in the product could result in financial solvency, as it implies that there is a high level of risk, complexity, or regulation involved in the project and that any mistake or defect could have severe consequences for the organization or its customers. The industry being unregulated is not a reason to recommend formal signoff to the group, as it implies that there is less need for compliance or verification of the product quality or performance. The project impact being contained within a small department of the company is not a reason to recommend formal signoff to the group, as it implies that there is less stakeholder involvement or interest in the project outcome or value. The organization following an iterative project life cycle is not a reason to recommend formal signoff to the group, as it implies that there is more flexibility and adaptability in the project scope and deliverables and that feedback and validation are obtained frequently throughout the project. References: Business Analysis for Practitioners: A Practice Guide 1, page 113-114; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 17.

 According to the PMI Guide to Business Analysis, a use case is a technique that describes how an actor interacts with a system or a process to achieve a specific goal. A use case can help to prevent problems from occurring in the implementation of a new application, as it can capture the functional requirements and the expected behavior of the system or the process, as well as the exceptions and alternative flows. A use case can also help to design and execute test cases that cover all the possible scenarios and outcomes. In this case, a use case could have prevented the problem of a worker using a field that was not supposed to be used, as it could have specified the valid inputs and outputs for the report, and the actions and responses of the system or the process. Prototyping, diagrams, and document analysis are other techniques that can help to analyze and communicate requirements, but they do not necessarily prevent problems from occurring in the implementation of a new application, as they do not describe the interactions and outcomes of the system or the process in detail. References: PMI Guide to Business Analysis, page 165-166.

The business analyst could use the expected vs. actual results technique to iteratively validate the solution. This technique involves comparing the expected results or outcomes of the solution with the actual results or outcomes that are observed or measured after the solution is implemented. This technique helps to verify that the solution meets the requirements and the acceptance criteria, and to identify any gaps, issues, or defects that need to be resolved or corrected. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 25; Business Analysis for Practitioners: A Practice Guide2, page 141.