The BA’s role is to act as a liaison and problem-solver. Option 2 aligns with the BABOK’s emphasis on collaborative elicitation and analysis. By exploring the root business need, the BA can potentially identify alternative solutions that satisfy the stakeholder’s objective without the negative impacts, preserving the relationship and ensuring a better outcome. Direct escalation (1) or blind acceptance (3) bypasses analysis and collaboration, while simply documenting the concern (0) delays necessary conflict resolution.

A change control process is a governance mechanism designed to manage changes systematically. Its core purpose is not to prevent changes (2) or expedite them blindly (0), but to ensure each change is assessed for its business impact, alignment with objectives, and implications on schedule and budget before a decision is made. This allows for informed governance decisions. Delegating authority without assessment (3) undermines governance.

Process Modelling (e.g., using BPMN or flowcharts) is specifically designed to visualize the sequence of activities, events, decision points, and roles involved in a process. It is the most direct and effective technique for defining and validating the detailed workflow of a future-state (‘to-be’) operational process. While user stories (2) capture needs, they lack process flow detail. Walkthroughs (0) are for review, and focus groups (1) are for gathering ideas, not for defining detailed process flows.

A core BA competency is analytical thinking and responsible reporting. Correlation does not equal causation. The professional approach is to accurately present the observed correlation as an indicator of a potential relationship or problem area, which should then be investigated further (e.g., through interviews, logs analysis) to understand the root cause. Jumping to a definitive causal statement (0) or a major recommendation (3) is premature and unsupported by the data provided.

The need is expressed as a user story. The next logical step in requirements analysis and design definition is to elaborate it by defining clear, testable acceptance criteria. This clarifies the conditions of satisfaction for the feature without prematurely diving into technical solutions (0) or implementation tasks (2). Prioritization (3) is important but is a separate activity from analysis and elaboration.

A change in the technology stack is a significant change that can impact performance (non-functional requirements), integration points, and even the feasibility of certain functional requirements. The BA must perform an impact analysis as part of the established change control process. This analysis informs the governance body (e.g., Change Control Board) so they can make an informed decision. Bypassing this process (0, 1) undermines governance. Declaring a delay (3) is premature before analysis is complete.

Effective elicitation requires planning and stakeholder engagement. For a busy, skeptical SME, demonstrating respect for their time and clearly communicating the purpose and value of their contribution is key. Preparing focused questions shows you are organized and value their input, increasing the likelihood of their engagement. A long list (0) can be off-putting, an overly long meeting (1) may not be granted, and avoiding interaction (3) fails in the BA’s duty to elicit information.

It is critical to distinguish between validation and verification. Validation asks, ‘Are we building the right thing?’ It ensures requirements support the delivery of value to the business and stakeholders. Verification (which is closer to option 2) asks, ‘Are we building the thing right?’ and checks for quality, completeness, and technical accuracy. While sponsor approval (0) and quality (2) are important, they are not the defining focus of the Validate Requirements task as described in the BABOK.

An Agile business analysis approach is adaptive and iterative. Analysis work is performed continuously and collaboratively throughout the project lifecycle, with detailed requirements elaborated progressively as the team gets closer to implementing them. This contrasts with a predictive (waterfall) approach described in options 0 and 1. In Agile, the BA role often evolves but is not eliminated (3); it remains crucial for facilitation, analysis, and requirements elaboration.

The BA’s role is to act as a liaison and problem-solver. Option 2 aligns with the BABOK’s emphasis on collaborative elicitation and analysis. By exploring the root business need, the BA can potentially identify alternative solutions that satisfy the stakeholder’s objective without the negative impacts, preserving the relationship and ensuring a better outcome. Direct escalation (1) or blind acceptance (3) bypasses analysis and collaboration, while simply documenting the concern (0) delays necessary conflict resolution.0