A requirements baseline document is the most valuable document for a business analyst to provide to the project sponsor t o know which requirements will be implemented. A requirements baseline document is a version of the requirements specification that has been reviewed, approved, and formally established as the basis for further development and delivery of the solution. A r equirements baseline document defines the scope of the project and the expected value of the solution. It also serves as a reference point for managing changes and measuring progress. A requirements traceability matrix is a document that shows the relation ship between requirements and other project artifacts, such as design, test cases, or deliverables. A requirements traceability matrix can help to ensure completeness, consistency, and quality of the requirements, but it does not indicate which requirement s will be implemented. A requirements management plan is a document that describes how requirements will be elicited, analyzed, documented, validated, and managed throughout the project. A requirements management plan can help to define the roles, responsi bilities, processes, and tools for managing requirements, but it does not specify which requirements will be implemented. A reliability matrix is not a standard document in business analysis, but it may refer to a tool that measures the reliability or depe ndability of a system or a process.  A reliability matrix can help to evaluate the performance or quality of a solution, but it does not determine which requirements will be implemented.  References : PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 1 , page 13; Business Analysis for Practiti oners: A Practice Guide 2 , page 76.

Requirements status during the project development cycle is the information that should be reported to the stakeholder who wants to know how the impl ementation of new features in the development of a product is progressing. The requirements status shows how many requirements are in each stage of the development cycle, such as analysis, design, development, testing, or deployment. This information can h elp the stakeholder understand the progress and quality of the product development and identify any issues or risks that may affect the delivery of the new features. Distribution of project changes is not relevant to the implementation of new features, as it shows how many changes have been requested, approved, or rejected for the project scope, schedule, cost, or quality. Number of requirements approved vs. number of requirements rejected is not relevant to the implementation of new features, as it shows h ow many requirements have been accepted or discarded by the stakeholders during the requirements analysis phase. Number of requirements tested and approved is not sufficient to report the implementation of new features, as it only shows how many requiremen ts have passed the verification and validation process, but not how many are still in development or deployment stages.  References : Business Analysis for Practitioners: A Practice Guide, page 161-162; PMI Professional in Business Analysis (PMI-PBA)® Examin ation Content Outline, page 19.

 The MoSCoW technique is a prioritization technique that helps to rank requirements according to their importance and urgency. The acronym stands for Must have, Should have, Could have, and Won’t have. This technique can help the business analyst to manage requirements by focusing on the most critical ones and minimizing the scope creep.  References : = PMI Professional in Business Analysis (PM I-PBA)® Examination Content Outline, page 19.

 A configuration management system is a capability that will help ensure that the product conforms to approved requirements, changes can be documented, and the status of each change can be reported. A configuration management system is a system that consists of the processes, procedures, tools, and databases that are used to manage and control the configuration items of the project. A configuration item is any component of the project that has a defined and approved version, such as a requirement, a deliverabl e, a document, a model, a test case, etc. A configuration management system can help the business analyst and the project team to record, track, update, and maintain the configuration items throughout the project lifecycle, and to ensure their consistency, integrity, and traceability.  A configuration management system can also help to handle changes, resolve issues, and measure the quality and performance of the project.  References : PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 1 , page 24; Business Analysis for Practitioners: A Practice Guide 2 , page 133.

Power/interest grid is a technique that involves plotting the stakeholders on a matrix based on their level of power and interest in the project. Power/interest grid can help the business analyst to identify and cate gorize the stakeholders during the initial phase of a project by showing how influential and engaged each stakeholder is. Power/interest grid can also help to determine the appropriate communication and engagement strategy for each stakeholder group.  Refer ences : = PMI Professional in Business Analysis (PMI-PBA) ® Examination Content Outline (2019), page 9; Business Analysis for Practitioners: A Practice Guide (2015), page 61.

 A closed-ended survey using the Likert scale is a type of survey that asks respondents to indicate their level of agreement or disagreement with a series of statements related to the current business process. This type of survey is useful for gathering data that can be used in a statistical analysis to measure user satisfaction, identify pain points, and evaluate the performance of the current business process.  A closed-ended survey is also easier to administer an d analyze than an open-ended survey, which requires more time and effort to code and interpret the responses.  References : PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 1 , page 17; Business Analysis for Practitioners: A Practice Guide 2 , page 91.

 Communication is a technique that involves exchanging info rmation 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 A nalysis (PMI-PBA)® Examination Content Outline (2019), page 9; Business Analysis for Practitioners: A Practice Guide (2015), page 61.

When a change request is received, the bu siness analyst is responsible for analyzing the impact on business and underlying systems. The business analyst should assess how the change request will affect the business needs, objectives, and value, as well as the existing or planned systems, processe s, and functions.  The business analyst should also evaluate the feasibility, priority, and urgency of the change request, a nd provide recommendations and alternatives to the stakeholders.  References : PMI Professional in Business Analysis (PMI-P BA)® Examination Content Outline 1 , page 23; Business Analysis for Practitioners: A Practice Guide 2 , page 132.

The business analyst should communicate that the status of this requirement has changed to the relevant stakeholders, such as the project manager, the sponsor, the development team, and the quality assurance team. Commu nication is an essential skill for business analysts, as it helps to ensure that everyone involved in the project is aware of the current state of the requirements, the rationale behind any changes, and the impact of those changes on the project scope, sch edule, budget, quality, and risks. Communication also helps to manage stakeholder expectations and avoid confusion or conflicts. Bringing the subsequent project to the change control board (CCB) is not necessary at this stage, as the requirement has been d eferred and not added to another project. Asking the stakeholders to review the requirement before any other action is taken is not effective, as the requirement cannot be implemented until the needed information is available.  Marking the requireme nt as complete so that it is not forgotten is incorrect, as it does not reflect the true status of the requirement and may cause errors or inconsistencies in the requirements documentation and traceability.  References : PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 1 , page 13; Business Analysis for Practitioners: A Practice Guide 2 , page 77.

 A RACI matrix is a tool that defines the roles and responsibilities of stakeholders in a project or a process. It clarifies who is Responsible, Accountable, Consulted, and Informed for each tas k or deliverable. The business analyst should refer to the RACI matrix to identify who is responsible for signoff, as this person has the authority and accountability to approve the solution and its testing results. Contacting the sponsor, the stakeholder who provided the majority of requirements, or the project manager may not be appropriate, as they may not be the designated person for signoff according to the RACI matrix.  No signof f is necessary is incorrect, as signoff is an important step to confirm that the solution meets the requirements and acceptance criteria.  References : PMI Profession al in Business Analysis (PMI-PBA)® Examination Conte nt Outline 1 , page 13; Business Analysis for Practitioner s: A Practice Guide 2 , page 77.