Task 2 PMI-PBA Practice Questions (Page 2)

Questions 6–10

1. 6application · medium

   A business analyst is planning stakeholder engagement for a project with a powerful but skeptical executive sponsor and a group of end users who are enthusiastic but have low influence. The analyst has limited time and budget for engagement activities. What should the analyst prioritize?

   • ASpend equal time with all stakeholders to ensure everyone feels included.
   • BFocus on the executive sponsor with regular one-on-one updates and involve end users through periodic surveys.
   • CPrioritize the end users since they are enthusiastic and will use the system daily.
   • DCreate a detailed engagement plan for all stakeholders and execute it exactly as written, regardless of feedback.
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2. 7expert · hard

   A business analyst is defining stakeholder roles for a project to implement a new procurement system. The project has a tight deadline, and the analyst must ensure that requirements are gathered and approved quickly. The procurement manager has deep domain knowledge but is also the project sponsor. The IT lead is responsible for technical feasibility. The analyst is concerned about potential conflicts of interest. What should the analyst do to define roles and responsibilities effectively?

   • AAssign the procurement manager as the sole approver of requirements to speed up the process.
   • BAsk the IT lead to approve all requirements to ensure technical feasibility is prioritized.
   • CLet the project manager decide roles and responsibilities without input from the analyst.
   • DCreate a RACI matrix that separates the roles of sponsor, subject matter expert, and approver, and clarify decision-making authority.
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4. 8application · medium

   A business analyst is developing a stakeholder engagement strategy for a project where the CEO is a key decision-maker but has limited availability, and the operational staff are highly affected but have moderate influence. The analyst needs to ensure the CEO's support and the staff's input. What should the analyst do?

   • AFocus only on the operational staff since they are most affected by the project.
   • BRely on the CEO's executive assistants to relay information to the CEO and skip direct engagement.
   • CInvite the CEO to all operational workshops to ensure they hear staff concerns firsthand.
   • DSchedule brief, focused update meetings with the CEO and conduct workshops with operational staff to gather requirements.
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5. 9expert · hard

   A business analyst is analyzing stakeholders for a project that will outsource part of the IT support. The IT manager is highly influential and strongly opposes the outsourcing, fearing job losses. The customer service director is supportive and sees the outsourcing as a way to improve service levels. The analyst needs to develop an engagement strategy that manages the IT manager's resistance while maintaining the customer service director's support. What should the analyst do?

   • ADocument the IT manager's resistance in the stakeholder register and proceed with the project as planned.
   • BFocus engagement on the customer service director and minimize contact with the IT manager to avoid conflict.
   • CAsk the customer service director to persuade the IT manager to support the project.
   • DEngage the IT manager in discussions about the outsourcing plan, addressing concerns about job security and exploring mitigation options.
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6. 10foundation · easy

   Which of the following is an example of a stakeholder communication need?

   • AThe sponsor is the project's primary funder
   • BThe sponsor requires a weekly executive summary via email
   • CThe sponsor has high influence on the project
   • DThe sponsor has final approval authority
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