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BABOK Techniques

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1. MoSCoW analysis divides requirements into four categories: Must - Should - Could - and Won't

2. Identify solution approaches that have proven effective in other organizations

3. Develop initial cost comparison of possible solution approaches

4. Decision analsis may be used to identify high-value requirements

5. Used to inspect requirements documentation to identify ambiguous or unclear requirements

6. Describes the concepts and relationships relevant to the solution or business domain

7. Identify appropriate boundaries for the solution scope

8. Voting method allocate a fixed amount of resources to each participant for them to distribute among proposed features or requirements

9. Describe the requirements that support the individual goals of each actor - or the response to the triggering event.

10. Used to assess potential risks that may impact the solution and the costs and benefits associated with it

11. Useful method of comparing possible approaches

12. Cost-Benefit analysis compares the costs of implementing a solution against the benefits to be gained. Financial analysis includes the use of financial models that estimate the market value of an organizational asset.

13. A structured walkthrough often begins with a review of the requirements to be discussed

14. Rank and select possible solution approaches

15. Describe the stakeholder objectives that the solution will support

16. Depict the scope of work required to integrate the new solution into the business and technical environments

17. Requirements that are considered risky may need to be investigaged or iplemented first - so that if risks cause the project to fail - the organization has invested as little as possible at that point.

18. Assessed to support benefit management - measurement and reporting - including where alignment of internal measures or systems is needed to ensure that the behaviors we are seeking canb e seen - evaluated - and realized

19. Requirements are frequently captured in a formal document. Many tempaltes for requirements document exist and are in common use

20. Demonstrate how the solution will help the organization mazimize strengths and minimize weaknesses

21. Breaks down an organizational unit - product scope - or similar into its component parts. Each part can have its own set of requirements.

22. Both assumptions and constraints are often identified - reviewed and managed using the ongoing planning - monitoring - and issue/risk management activities of the project team.

23. Requirements signoff formalizes agreement by stakeholders that the content and presentation of documented requirements is accurate and complete. A formal sign off of requirements documentation may be required by organizational standards or regulatory

24. Requirements may be organized around relevant processes

25. A coverage matrix is a table or spreadsheet used to manage tracing. It is typically used when there are relatively few requirements or when tracing is limited to high-level requirements

26. Ensure that requirements are stated clearly enough to devise a set of tests that can prove that the requirement has been met.

27. Describes the various organizational units - stakeholders - and their relationships. Requirements can be structured around the needs of each stakeholder or group

28. Used as a method of generating alternatives

29. To understand the scope of work and to break the solution scope into smaller work products or deliverables

30. Forecast the size of the investment required to deploy and operate the proposed solution

31. If purchase or outsourcing to a thrid party is in consideration - an assessment of the vendor may be performed as part of the business case

32. Show how information flows through a system. Each funciton that modifies the data should be decomposed into lower levels until the system is sufficiently described

33. Describe stakeholders and the guals the system supports and as such can also be used to define the solution scope

34. Requirements may be presentated as part of a requirements workshop to familiarize all parties with the existing solution scope and current requirements

35. Useful to understand the current state of the enterprise - in as much as that current state is documented

36. May be used to ensure that any problems identified during verification are resolved

37. Once requirements are approved - they may be baselined - meaning that all future changes are recorded and tracked - and the current state may be compared to the baselined state. Subsequent chagnes to the requirement must follow the change control pro

38. Timeboxing or budgeting prioritizes requirements for investiation and implementation based on allication of a fixed resource.

39. Identify how current capabilities and limitations match up against the influencing factors

40. Requirements may be organized based on the solution components they are related to

41. Assess the risk (both positive and negative) if an assumption proves invalid - or a constraint is removed

42. Business Rules may be separtated from other requirements for implememtnation and management in a business rules engine or similar

43. Allows the business analyst to manage any issues identified with requirements by stakeholders and ensure that those issues are resolved