Scenario practice questions

A project team is conducting cost estimation for a project that uses a predictive lifecycle. They have historical data from similar projects. Which estimation technique is MOST appropriate?

Trap 1: Three-point estimating

Three-point uses optimistic, pessimistic, and most likely, not historical data.

Trap 2: Parametric estimating

Parametric uses statistical relationships, not directly from similar projects.

Trap 3: Bottom-up estimating

Bottom-up is detailed and requires decomposition.

A
Three-point estimating
Why wrong: Three-point uses optimistic, pessimistic, and most likely, not historical data.
B
Analogous estimating
Analogous uses historical data from similar projects.
C
Parametric estimating
Why wrong: Parametric uses statistical relationships, not directly from similar projects.
D
Bottom-up estimating
Why wrong: Bottom-up is detailed and requires decomposition.

Question 2mediummultiple choice

Given the exhibit, which action should the Scrum Master take?

Exhibit

Refer to the exhibit.

Sprint Backlog:
- User Story A (8 points) - In Progress
- User Story B (5 points) - To Do
- User Story C (3 points) - Done
- User Story D (2 points) - To Do
- User Story E (5 points) - Done

Team velocity from previous Sprints: 13 points per Sprint.

Sprint duration: 2 weeks.

Time remaining in current Sprint: 3 days.

Trap 1: Ask the team to start work on User Story B in parallel.

Starting new work may leave both A and B incomplete.

Trap 2: Add another user story to the Sprint Backlog to keep the team busy.

Adding work when time is limited risks incomplete work.

Trap 3: Cancel the Sprint and start a new one.

Cancelling a Sprint is only for rare circumstances; not warranted here.

A
Ask the team to start work on User Story B in parallel.
Why wrong: Starting new work may leave both A and B incomplete.
B
Add another user story to the Sprint Backlog to keep the team busy.
Why wrong: Adding work when time is limited risks incomplete work.
C
Cancel the Sprint and start a new one.
Why wrong: Cancelling a Sprint is only for rare circumstances; not warranted here.
D
Encourage the team to focus on completing User Story A, and defer B and D to the next Sprint.
Completing A aligns with velocity; uncommitted items can wait.

Question 3hardmultiple choice

During project planning, the team identifies that a key component must be custom-built by a vendor with a long lead time. The project manager wants to avoid the risk of the vendor failing to deliver. Which risk response strategy is most appropriate?

Trap 1: Accept

Accept is a passive strategy that involves acknowledging the risk and taking no proactive action. It is not the best choice here because the project manager wants to actively address the risk.

Trap 2: Avoid

Avoid would involve changing the project plan to eliminate the risk, such as using a different component or vendor. This may not be feasible due to the custom requirement.

Trap 3: Mitigate

Mitigate involves reducing the probability or impact of the risk, for example by having a backup vendor or requiring progress reports. While helpful, transfer is more direct in shifting responsibility.

A
Accept
Why wrong: Accept is a passive strategy that involves acknowledging the risk and taking no proactive action. It is not the best choice here because the project manager wants to actively address the risk.
B
Transfer
Transfer is the most appropriate strategy because it shifts the risk of delivery failure to the vendor through a contract, warranty, or insurance. This aligns with the goal of avoiding the impact of vendor non-delivery.
C
Avoid
Why wrong: Avoid would involve changing the project plan to eliminate the risk, such as using a different component or vendor. This may not be feasible due to the custom requirement.
D
Mitigate
Why wrong: Mitigate involves reducing the probability or impact of the risk, for example by having a backup vendor or requiring progress reports. While helpful, transfer is more direct in shifting responsibility.

Question 4mediummultiple choice

A project manager is initiating a project to develop a new mobile application. The business environment is highly uncertain, and requirements are expected to evolve frequently. Which business analysis framework is most appropriate for this scenario?

Trap 1: Waterfall

Waterfall is linear and rigid, unsuitable for evolving requirements.

Trap 2: PRINCE2

PRINCE2 is a project management methodology, not focused on business analysis.

Trap 3: Six Sigma

Six Sigma is a quality improvement methodology, not a business analysis framework.

A
Waterfall
Why wrong: Waterfall is linear and rigid, unsuitable for evolving requirements.
B
PRINCE2
Why wrong: PRINCE2 is a project management methodology, not focused on business analysis.
C
Six Sigma
Why wrong: Six Sigma is a quality improvement methodology, not a business analysis framework.
D
Agile (Scrum)
Agile frameworks like Scrum support iterative delivery and adapt to change.

Question 5mediummulti select

A BA is prioritizing a large number of requirements. Which TWO techniques are best suited for this scenario?

Trap 1: Benchmarking

Comparison against industry standards.

Trap 2: Focus group

Elicitation technique.

Trap 3: Observation

Elicitation technique.

A
Benchmarking
Why wrong: Comparison against industry standards.
B
Focus group
Why wrong: Elicitation technique.
C
Kano model
Prioritization based on customer satisfaction.
D
MoSCoW analysis
Prioritization technique categorizing by importance.
E
Observation
Why wrong: Elicitation technique.

Question 6easymultiple choice

A business analyst needs to gather input from a large number of geographically dispersed stakeholders about their preferences for a new system. The project has a limited budget and timeline. Which elicitation technique is most efficient in this scenario?

Trap 1: Focus groups

Focus groups are best for in-depth discussion with a small group.

Trap 2: One-on-one interviews

Interviews are time-consuming for many stakeholders.

Trap 3: Observation

Observation requires physical presence and is not scalable.

A
Focus groups
Why wrong: Focus groups are best for in-depth discussion with a small group.
B
One-on-one interviews
Why wrong: Interviews are time-consuming for many stakeholders.
C
Survey / Questionnaire
Surveys efficiently reach a large, dispersed audience.
D
Observation
Why wrong: Observation requires physical presence and is not scalable.

Question 7hardmultiple choice

A software development team is transitioning from a plan-driven approach to Scrum. The Product Owner is enthusiastic but struggles to break down the product backlog into small, independent items. The team frequently encounters dependencies between user stories, causing delays in sprints. What is the best course of action for the Scrum Master to address this issue?

Trap 1: Have the team self-organize to handle dependencies by assigning a…

Self-organization alone does not address the need for smaller, independent stories.

Trap 2: Increase the sprint duration to allow more time to resolve…

Longer sprints may hide the problem but do not eliminate dependencies.

Trap 3: Ask developers to manage dependencies during the sprint by…

This places the burden on the team without solving the underlying backlog decomposition issue.

A
Coach the Product Owner on how to split user stories to minimize dependencies.
Proper story splitting reduces dependencies and improves sprint flow.
B
Have the team self-organize to handle dependencies by assigning a dependency owner.
Why wrong: Self-organization alone does not address the need for smaller, independent stories.
C
Increase the sprint duration to allow more time to resolve dependencies.
Why wrong: Longer sprints may hide the problem but do not eliminate dependencies.
D
Ask developers to manage dependencies during the sprint by coordinating with other teams.
Why wrong: This places the burden on the team without solving the underlying backlog decomposition issue.

Question 8mediummultiple choice

A project manager is leading a requirements workshop for a new software system. The business analyst suggests using a technique that involves creating a visual representation of the sequence of steps in a business process. Which technique is being suggested?

Trap 1: Use case diagram

Use case diagrams show interactions between actors and the system, not the sequence of steps in a process.

Trap 2: Mind map

Mind maps are used for brainstorming and organizing ideas, not for process sequencing.

Trap 3: Data flow diagram

Data flow diagrams focus on data flows and storage, not the sequence of steps.

A
Use case diagram
Why wrong: Use case diagrams show interactions between actors and the system, not the sequence of steps in a process.
B
Mind map
Why wrong: Mind maps are used for brainstorming and organizing ideas, not for process sequencing.
C
Flow chart
Flow charts visually represent the sequence of steps in a process, ideal for business process modeling.
D
Data flow diagram
Why wrong: Data flow diagrams focus on data flows and storage, not the sequence of steps.