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Question 336

A national branch of a global company is struggling to improve business processes of its Public and Government Affairs (PGA) department. To work with external stakeholders effectively, PGA employees need to collect, manage, and exchange a vast amount of information. Complex cases involve collaboration of many employees from different departments. The ability to share information and to coordinate corresponding activities is crucial for the company's growth plans. Their current tools and practices do not serve the purpose well. The existing system, which was deployed a couple of years ago, has only a few active users. The majority of PGA employees avoid using it because the system is hard to use and lacks needed functionality. Consequently, available information is mostly unstructured and stored either locally or on a shared network drive. Some of the information exists only in a paper form.

The branch's PGA head, who sponsors the project, wants to implement a configurable solution that two other branches successfully deployed several months ago.

Both deployments were done by three solution consultants, who will be available to assist in the project. They will be responsible for tailoring the solution to PGA needs, as well as for training the PGA staff. With their help, the sponsor plans to complete the project in approximately three months.

The solution consultants reside in another country 7 hours ahead of the rest of the project team. They will be available part-time, but are planning two one-week long trips to the PGA central office to conduct initial training and to participate in the final deployment of the system into production. The consultants, in turn, expect a business analyst (BA) to assist in collecting necessary data and defining customization requirements.

The solution consultants have composed a set of as-is solution documents. A spreadsheet contains a catalog of brief definitions of all requirements with priorities assigned to them. A separate document explains data models and user interfaces. For the new and changed requirements, the BA wants to capture additional attributes such as the source, reason, complexity, and priority of change. Some of these requirements can be reused in other work.

How should information for these requirements be managed?

    Correct Answer: A

    To ensure that the requirements can be reused in other work, it is crucial to rewrite the requirements independent of the solution design. This approach allows for clear naming, definition, and storage in a reusable format without being tied to a specific solution. Capturing requirements at a high level of abstraction ensures that they are not constrained by current implementations, thus enhancing their applicability and flexibility for future projects.

Discussion
rhsdealOption: C

I am going with C, The question states "The solution consultants have composed a set of as-is solution documents. A spreadsheet contains a catalog of brief definitions of all requirements with priorities assigned to them. A separate document explains data models and user interfaces." In the question the spreadsheet already has "all requirements with priorities assigned to them." So based on 3.4.4.6 Requirements Attributes where common attributes are: Author, Complexity, Ownership, Priority, Risks, Source, Stability, Status, and Urgency. I would just add additional columns for Source, Reason and Complexity since priority already exists and add the new requirements with the new attributes.

mdadewale

I think the priority assigned is based on the existing solution. If the requirements are to be reused, then the priority attribute will prevent you from just adding other attributes to the existing spreadsheet.

Ray81Option: D

D is the correct answer. The question is about 'management of BA (requirement) information', not elicitation.

cc2104Option: A

Ans A The question states "The solution consultants have composed a set of as-is solution documents." it means that requirements tied to a particular solution which could prevent us from reusing it 3.4.4.4. In order for requirements to be reused they must be clearly named, defined, and stored in a repository that is available to other business analysts. 5.2.4.3. Requirements at high levels of abstraction may be written with limited reference to specific solutions. Requirements that are represented in a general manner, without direct ties to a particular tool or organizational structure, tend to be more reusable.

siliconvalleykamOption: A

Reuse is the keyword and my answer would be A. Rewrite requirements independent of the solution design

RabbitsfootOption: C

It is C because, while the existing priority attribute in the spreadsheet may provide valuable insights, it should not prevent the inclusion of other necessary attributes for effective requirements management. BABOK emphasizes flexibility, iteration, and a holistic approach to requirements analysis and design, ensuring that the final set of requirements meets the needs of the stakeholders and the project objectives. In terms of reusability - while adding attributes to requirements may introduce some changes to their structure, following BABOK principles ensures that reusability is maintained. By structuring requirements effectively, adhering to documentation standards, and leveraging requirement management tools, you can enhance reusability while capturing additional attributes to support comprehensive requirements management.

Nandu2023Option: A

A. Rewrite requirements independent of the solution design , as it is mentioned "Some of these requirements can be reused in other work."

mdadewaleOption: A

Reuse is the keyword