The BA’s role is to manage the elicitation process effectively. Option A demonstrates professional facilitation by acknowledging the input (documenting it), preventing scope creep in the current initiative, and steering the workshop back to its planned objectives. This maintains stakeholder engagement while protecting the integrity of the session.

Requirements without traceability to business objectives are a classic red flag for scope creep. The first step is not to assume error or halt the project, but to perform analysis and validation (Option A). Engaging stakeholders to understand the rationale ensures that the requirements are justified, unnecessary, or perhaps linked to an unstated but valid need.

A core BA competency is acting as a trusted advisor. Option A demonstrates a collaborative, evidence-based approach. It respects the stakeholder’s input while introducing objective data to inform better decision-making. The goal is not to override the stakeholder but to facilitate a conversation that leads to a more valuable product outcome.

A context diagram is a high-level analysis model used specifically to establish the project’s scope boundary. It focuses on what is inside the system (the system-of-interest) and what is outside (external entities like users, other systems), along with the key data flows between them. It is a foundational tool for establishing shared understanding of scope before detailed modeling.

When a system is built to specification but fails to meet user expectations, the most common root cause is a requirements defect. The BA’s first action should be to go back to the source—the validated and approved requirements (Option A). Misunderstanding between the stakeholder’s need and the documented requirement is a frequent source of such UAT failures.

In Agile, change is expected, but it should be guided by a coherent vision. Option A addresses the root cause by establishing strategic alignment. A product vision and roadmap provide the ‘why’ and the high-level ‘what,’ giving context for prioritization decisions and helping prevent reactive, disjointed changes. This is a proactive, collaborative BA practice.

Non-functional requirements, like performance, must be specific and measurable to be testable and verifiable. Option A describes the core activity of defining measurable requirements. It involves collaboration to turn vague needs (‘fast,’ ‘reliable’) into concrete, agreed-upon metrics that can be objectively tested during verification and validation.

According to the PMI-PBA framework and the BABOK Guide, ‘Solution Evaluation’ is the specific knowledge area and task concerned with assessing the performance and value of a deployed solution against the original business needs and objectives. While ‘Post-Implementation Review’ is a related common term, ‘Solution Evaluation’ is the formal name for this core BA practice.

Process modeling provides a visual, step-by-step representation of workflow. This makes it an excellent tool for collaborative analysis, allowing BAs and stakeholders to literally ‘see’ the process, question each step, and objectively identify inefficiencies like loops, delays, and unnecessary handoffs that are often normalized and not verbally described in interviews.

The BA’s role is to manage the elicitation process effectively. Option A demonstrates professional facilitation by acknowledging the input (documenting it), preventing scope creep in the current initiative, and steering the workshop back to its planned objectives. This maintains stakeholder engagement while protecting the integrity of the session.0