PMI-PBA PMI Professional in Business Analysis Free Practice Exam Questions (2025 Updated)

 Interviewing stakeholders to clearly define the problem is the most important action to contribute to the success of the initial stage of the project. Interviewing is an elicitation technique that involves asking questions to stakeholders to gather information about their needs, expectations, issues, and goals. Defining the problem clearly helps to establish the business need, the project scope, and the solution approach. References: PMI Guide to Business Analysis, Chapter 6, Section 6.3.2.5; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain I: Needs Assessment, Task 2.

Workshop sessions are a technique to elicit, analyze, and prioritize requirements by bringing together a group of stakeholders, such as subject matter experts, to collaborate and reach a consensus. Workshop sessions can be used to identify and prioritize the requirements for a newly approved project. The other techniques are not suitable for this purpose. Delphi technique is a technique to obtain expert opinions anonymously and iteratively until a consensus is reached. Brainstorming is a technique to generate a large number of ideas or solutions in a short time. Idea and mind mapping is a technique to visually organize ideas or information using diagrams or graphs. References: PMI-PBA® Examination Content Outline, page 10; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 50.

A requirements baseline is a set of approved requirements that serves as the basis for further development and validation. A requirements baseline approval form is a document that records the formal acceptance of the requirements baseline by the customer and other stakeholders. Creating a requirements baseline approval form for the customer to review and approve is the best action to take to establish an approved requirements baseline with the customer. The other actions are not sufficient or appropriate for this purpose. A requirements traceability matrix is a tool that links the requirements to their sources, objectives, and deliverables, but it does not record the approval of the requirements. Requesting that the customer create a baseline of the requirements in the contract specification is not a proactive or collaborative approach. Performing a variance analysis on the design specification and reporting the results to the customer is not relevant to establishing an approved requirements baseline. References: PMI-PBA® Examination Content Outline, page 13; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 39.

According to the PMI Professional in Business Analysis objectives and content, scope creep is the uncontrolled or unauthorized expansion of the project scope due to the addition or modification of requirements without proper approval or justification. Scope creep can negatively affect the project’s quality, schedule, cost, and stakeholder satisfaction. To avoid scope creep, the business analyst should define a requirements baseline, which is a set of agreed-upon and approved requirements that serves as a reference for further development and testing activities. The business analyst should also implement a change control process, which is a formal and systematic procedure for managing and documenting any changes to the requirements or scope. The change control process should include steps such as identifying, analyzing, evaluating, approving, communicating, and implementing the changes, as well as updating the requirements baseline and traceability matrix accordingly. References:

PMI Professional in Business Analysis objectives and content: PMI-PBA Certification

PMI Professional in Business Analysis reference list: PBA Reference List

PMI Professional in Business Analysis study guide: Study.com

The best approach to resolve this issue is to suggest re-estimating the requirement and following the change control process. This would allow the project team to assess the impact of the change request, evaluate the feasibility and cost of the modification, and obtain the approval of the stakeholders before implementing the change. A change control process is a method used to manage change requests for projects and big initiatives. It’s part of a change management plan, which defines the roles for managing change within a team or company1. Meeting with the customer and apologizing for misunderstanding the business’s need is not sufficient, as it does not address the root cause of the problem or propose a solution. Providing the stakeholder with a copy of the approved requirements baseline and moving forward without making a change is not acceptable, as it ignores the stakeholder’s feedback and dissatisfaction. Requiring development resources to work overtime to modify the deliverable to satisfy the stakeholder is not advisable, as it may compromise the quality of the work, increase the project cost and risk, and demoralize the team. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline2, PMI Guide to Business Analysis3, Business Analysis for Practitioners: A Practice Guide4, What Is a Change Control Process? (with Example Change Log)

 A force-field analysis is a tool that helps to identify and analyze the factors or forces that support or oppose a change or an initiative. It can help to facilitate the decision-making process when stakeholders do not agree on the value of an initiative by showing the pros and cons of the initiative, as well as the relative strength and importance of each factor. A force-field analysis can also help to develop strategies to increase the supporting forces or decrease the opposing forces, or both, to achieve the desired outcome. A PEST analysis is a tool that helps to examine the external factors that affect an organization or an initiative, such as political, economic, social, and technological factors. It does not help to facilitate the decision-making process when stakeholders do not agree on the value of an initiative, as it does not show the internal factors or the balance of forces. A feasibility analysis is a tool that helps to evaluate the viability and suitability of a project or an initiative, as well as the risks and benefits associated with it. It does not help to facilitate the decision-making process when stakeholders do not agree on the value of an initiative, as it does not show the supporting and opposing forces. A gap analysis is a tool that helps to compare the current state and the desired state of a process, a product, or a service, and identify the gaps or differences between them. It does not help to facilitate the decision-making process when stakeholders do not agree on the value of an initiative, as it does not show the factors or forces that influence the initiative. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, PMI Guide to Business Analysis2, Business Analysis for Practitioners: A Practice Guide3, What is Force Field Analysis: Definition and Example

 According to the PMI Guide to Business Analysis, a requirements traceability matrix is a tool that helps to ensure that the requirements are aligned with the business needs and objectives, and that they are verified and validated throughout the project life cycle. A requirements traceability matrix can also help to identify gaps, redundancies, and inconsistencies in the requirements. If the requirements matrix did not adequately track back to client requirements, it could result in a product that does not meet the client’s expectations or specifications, even if it passes the test plan. Therefore, it is important to establish and maintain a clear and accurate traceability of requirements from their source to their implementation and verification. References: PMI Guide to Business Analysis, page 179-180.

 A survey is a technique that involves collecting information from a large number of people by asking them questions and analyzing the results. Surveys are often used to measure the satisfaction, opinions, preferences, or attitudes of customers, employees, or other stakeholders. Surveys can be conducted through various methods, such as mail, online, phone, or in-person. Surveys are a suitable technique for gathering information from employees regarding their satisfaction with the solution because:

Surveys can reach a large and geographically dispersed population of employees across the country.

Surveys can allow employees to provide anonymous and honest feedback without being influenced by peer pressure or group dynamics.

Surveys can use standardized and quantifiable questions that can be easily analyzed and compared.

Surveys can be cost-effective and time-efficient compared to other techniques that require more resources and coordination.

References: = PMI Professional in Business Analysis (PMI-PBA) ® Examination Content Outline, page 19.

To reduce the amount of time and effort needed to create a product specification for a project, the business analyst plans to reuse requirements. Requirements are statements that describe the needs, expectations, or capabilities of the stakeholders or the solution. Requirements can be reused from previous or similar projects, as long as they are relevant, consistent, and compatible with the current project context and objectives. Reusing requirements can help to save time and effort, avoid duplication or redundancy, leverage best practices, and ensure quality and compliance. Quantitative analysis is not something that the business analyst plans to reuse to reduce the amount of time and effort needed to create a product specification for a project. Quantitative analysis is a technique that involves using numerical data and methods to measure, compare, or evaluate the feasibility, value, or impact of a solution or an alternative. Quantitative analysis can be performed for different purposes and at different stages of the project, but it does not provide requirements for the product specification. Risk assessments are not something that the business analyst plans to reuse to reduce the amount of time and effort needed to create a product specification for a project. Risk assessments are techniques that involve identifying and analyzing potential threats or uncertainties that may affect the project or the solution. Risk assessments can help to prioritize, mitigate, or monitor risks, but they do not provide requirements for the product specification. Qualitative analysis is not something that the business analyst plans to reuse to reduce the amount of time and effort needed to create a product specification for a project. Qualitative analysis is a technique that involves using descriptive data and methods to understand, interpret, or evaluate the characteristics, behaviors, or perceptions of the stakeholders or the solution. Qualitative analysis can be performed for different purposes and at different stages of the project, but it does not provide requirements for the product specification. References: Business Analysis for Practitioners: A Practice Guide 1, page 114-115; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 17-18.

Decision trees, weighted matrix, and context diagrams are tools and techniques that can help the business analyst to maximize business value while establishing the requirements baseline. Decision trees are graphical representations of possible outcomes and choices based on certain conditions or criteria. Decision trees can help to evaluate and select the best option among multiple alternatives based on their expected value or risk. Weighted matrix are tables that assign scores and weights to different factors or measures to compare and prioritize them. Weighted matrix can help to rank the requirements based on their alignment with the business objectives, benefits, costs, risks, dependencies, urgency, etc. Context diagrams are visual models that show the boundaries and interactions of a system or product with its environment. Context diagrams can help to define the scope and stakeholders of a project, as well as their needs and expectations. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 11-12; Business Analysis for Practitioners: A Practice Guide (2015), page 66-69.

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.

 The business analyst must perform a cost-benefit analysis in order to complete the business case and arrive at a solid recommendation. A cost-benefit analysis is a technique that compares the costs and benefits of different options or alternatives for solving a business problem or achieving a business opportunity. A cost-benefit analysis helps to evaluate the return on investment (ROI), the net present value (NPV), and the payback period of each option, and to select the most optimal one based on the business value and the strategic alignment. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 10; Business Analysis for Practitioners: A Practice Guide2, page 40.

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

 The change control process is a set of procedures and tools that are used to manage changes to the requirements and the solution throughout the project life cycle. The change control process is defined in the business analysis plan, which is a document that describes how the business analysis activities will be performed, monitored, and controlled. The business analysis plan also specifies the roles and responsibilities of the business analyst and other stakeholders involved in the change control process. The business analyst should follow the change control process as defined in the business analysis plan to ensure that any changes to the requirements are properly documented, analyzed, approved, communicated, and implemented. By following the change control process, the business analyst can avoid scope creep, maintain the quality and integrity of the requirements, and align the solution with the business needs and objectives. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 24; Business Analysis for Practitioners: A Practice Guide2, page 133.

Root cause analysis is a technique that involves identifying and analyzing the underlying causes of a problem or an issue. Root cause analysis can help the business analyst to determine how the selection criteria requirement was missed, and to prevent similar errors from occurring in the future. Root cause analysis can be done using various tools, such as fishbone diagram and the Five Whys. A fishbone diagram is a graphical tool that organizes the possible causes of a problem into categories, such as people, process, technology, environment, etc. A fishbone diagram can help the business analyst to visualize the relationships between the causes and the effects, and to identify the most likely root causes. The Five Whys is a questioning technique that involves asking “why” repeatedly until the root cause of a problem is revealed. The Five Whys can help the business analyst to drill down into the details of the problem, and to uncover the underlying factors and assumptions that led to the missed requirement. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 21; Business Analysis for Practitioners: A Practice Guide2, page 101.

 Communication is a technique that involves exchanging information and feedback with stakeholders throughout the project life cycle. Communication can help the business analyst to deal with conflicting requirements by informing the stakeholders about the nature, cause, and impact of the conflict, and facilitating a resolution that satisfies their needs and expectations. Communication can also help to prevent or reduce future conflicts by establishing clear and consistent channels, methods, and frequency of communication. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 9; Business Analysis for Practitioners: A Practice Guide (2015), page 61.

 Engaging all stakeholders early in the requirements gathering phase is a good practice to ensure stakeholder satisfaction with the enhancement. By involving the stakeholders in the elicitation process, the business analyst can understand their needs, expectations, preferences, and constraints. By defining the acceptance criteria with the stakeholders, the business analyst can establish a clear and measurable definition of what constitutes a successful solution. Engaging all stakeholders early can also help to build trust, collaboration, and buy-in for the change. Requesting that the project manager identify all affected project stakeholders is not sufficient to ensure stakeholder satisfaction, as it does not involve direct communication with the stakeholders. Providing all signed-off project documentation to the stakeholders for information purposes only is not effective, as it does not allow for feedback or validation from the stakeholders. Soliciting feedback and adding requirements to the project backlog is not advisable, as it can lead to scope creep, rework, and delays. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 11; Business Analysis for Practitioners: A Practice Guide2, page 66.

According to the PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, one of the tasks under the domain of Planning is to “Develop a risk management plan for business analysis activities and monitor risks, issues, and assumptions” (Task 9). This implies that the business analyst is responsible for identifying, analyzing, and managing the risks that may affect the business analysis activities and deliverables. If the risks are not addressed properly, they may result in deviations from the baseline budget, schedule, scope, or quality of the product. Therefore, the issue in this scenario could be that the risks identified in the risk management plan were not addressed properly.

 According to the PMI Professional in Business Analysis objectives and content, a traceability matrix is a tool that is used to track and link the requirements throughout the project life cycle. A traceability matrix can help to ensure that the product design meets the stated requirements by showing the relationships and dependencies between the requirements and the design elements, as well as the test cases and the verification results. A traceability matrix can also help to monitor the status and progress of the requirements and the design, and to identify and resolve any gaps, inconsistencies, or conflicts that may arise. A traceability matrix can also facilitate the impact analysis and change management of the requirements and the design. References:

PMI Professional in Business Analysis objectives and content: PMI-PBA Certification

PMI Professional in Business Analysis reference list: PBA Reference List

PMI Professional in Business Analysis study guide: Study.com