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| Section | Weight | Objectives |
|---|---|---|
| Development Support and User Acceptance | 12% | - Plan and execute user acceptance testing - Validate solution against requirements - Support solution development and clarify requirements |
| Requirements Gathering and Management | 18% | - Distinguish between scope, requirements and user stories - Document and manage requirements in version control - Engage stakeholders to elicit, validate and prioritize requirements |
| Customer Discovery | 17% | - Understand BA roles across implementation lifecycle - Define project scope based on business strategies, goals and challenges - Document business processes and scope - Assess current state of existing products and processes |
| User Stories and Acceptance Criteria | 18% | - Write clear, testable acceptance criteria - Define components of effective user stories - Document and maintain user stories |
| Solution Design and Documentation | 18% | - Map business processes to Salesforce capabilities - Create functional specifications and design documents - Translate requirements into Salesforce solution design |
| Change Management and Enablement | 17% | - Support adoption and training activities - Develop change enablement strategies - Identify change impacts and risks |
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NEW QUESTION # 82
An executive stakeholder at Northern Trail Outfitters (NTO) wants to explore automating NTO's Quote-to- Cash process and has asked the business analyst (BA) to pull together some high-level information on possible solutions.
Which type of document should the BA present to the stakeholders?
Answer: C
Explanation:
This answer states that creating a capability map detailing the functionality of Salesforce and AppExchange Quote-to-Cash products is the type of document that the BA should present to the stakeholders who want to explore automating NTO's Quote-to-Cash process. A capability map is a diagram that shows what an organization does at a high level of abstraction, without going into details of how it does it. A capability map can help the BA to present to the stakeholders how Salesforce and AppExchange Quote-to-Cash products can support their business activities or functions related to generating quotes, contracts, orders, invoices, and payments. A capability map can also help the BA to align the potential solutions with the business goals and strategies of NTO. References: https://trailhead.salesforce.com/en/content/learn/modules/salesforce-business- analyst-quick-look/use-process-mapping-to-understand-your-business
NEW QUESTION # 83
A business analyst (BA) at Universal Containers (UC) has been asked to improve the user experience (UX) of marketing employee who manages webinar data. The chief marketing officer (CMO) thinks the UX issues are related to standard Salesforce Campaign functionality that misaligns with UC s business requirements. The BA surveyed the marketing group about their pain points and was surprised to discover that their concerns differ from the CMOs theory about issues with the UX of Campaigns in Salesforce.
Which influencing style should the BA use when presenting their findings to the CMO and other stakeholders?
Answer: A
Explanation:
Explanation
The influencing style that the BA should use when presenting their findings to the CMO and other stakeholders is collaborative. Collaborative is a style that seeks to build trust and rapport with the stakeholders, and work with them to find mutually beneficial solutions or outcomes. The BA should use a collaborative style by showing respect and appreciation for the CMO's theory, acknowledging the different perspectives and feedback from the marketing group, and inviting the CMO and other stakeholders to discuss and explore the best ways to improve the UX of Campaigns in Salesforce. The other options are either inappropriate or ineffective. Option B is inappropriate because it may come across as aggressive or confrontational, and damage the relationship with the CMO and other stakeholders. Option C is ineffective because it may not address the CMO's concerns or expectations, and fail to engage or persuade the CMO and other stakeholders.
References:
https://trailhead.salesforce.com/en/content/learn/modules/business-analysis-stakeholder-management/influence-s
NEW QUESTION # 84
Universal Containers is implementing a Salesforce solution that's designed to transform its customer service division. During sprint planning, it was determined that the development team would be able to successfully deliver all remaining work items. However, due to unplanned delays, the development team is now at risk of being unable to complete the work items.
https://i.postimg.cc/zfrR9PK6/image.png
The project manager has asked for the business analyst's (BA) help to prioritize the remaining work items.
The development team has 16 hours of capacity remaining and is focused on launching a minimum viable product (MVP) of the customer service solution as soon as possible.
Which work items should the BA prioritize with the remaining 16 hours of development capacity?
Answer: B
Explanation:
Explanation
The business analyst should prioritize US-4007 and US-4009 because they are the most critical work items.
US-4007 is the work item that will allow customers to submit support tickets, and US-4009 is the work item that will allow customer service representatives to view and respond to support tickets. These two work items are essential for the MVP to be functional.
US-4008 is a less critical work item because it will allow customers to track the status of their support tickets.
This work item is important, but it is not essential for the MVP to be functional.
US-4010 is the least critical work item because it will allow customers to rate the quality of customer service.
This work item is important, but it is not essential for the MVP to be functional.
In conclusion, the business analyst should prioritize US-4007 and US-4009 because they are the most critical work items. These two work items are essential for the MVP to be functional.
NEW QUESTION # 85
Northern Trail Outfitters is implementing Marketing Cloud. Stakeholders are having a difficult time conceptualizing how Marketing Cloud uses insights to create journeys. The Business analyst (BA) has been asked to show stakeholders how it works so the implementation project can move forward. Timelines are two tight to present a demo, and approval from stakeholders is needed soon in order to keep the project on track.
What should the BA do to help stakeholders visualize how it will work?
Answer: A
NEW QUESTION # 86
The quality assurance (QA) team at Cloud Kicks is reviewing user stones to write test scripts. The QA team is having difficulty with a specific story where a modification to an existing flow is needed for a custom object.
The QA team is unable to discern what needs to be tested as a result of the updated flow.
What should the business analyst review and revise to provide more clarity to the QA team?
Answer: C
Explanation:
Explanation
The business analyst should review and revise the acceptance criteria of the user story to provide more clarity to the QA team. Acceptance criteria are specific conditions or requirements that must be met for a user story to be considered done or acceptable. Acceptance criteria should be clear, concise, testable, and measurable.
Reviewing and revising the acceptance criteria of the user story can provide more clarity to the QA team by specifying what functionality or feature must be delivered, how it must be delivered, and who must be able to use it. Reviewing and revising the acceptance criteria of the user story can also help avoid ambiguity, confusion, or misunderstanding between the business analyst and the QA team. The who, what, and why of the user story are not components that the business analyst should review and revise to provide more clarity to the QA team. The who, what, and why of the user story are parts of the user story statement that describe who the user is, what they want or need, and why they want or need it. The who, what, and why of the user story are not meant to provide detailed information about how the user story will be implemented or tested. The definition of done of the user story is not a component that the business analyst should review and revise to provide more clarity to the QA team. The definition of done of the user story is a set of criteria or standards that indicate when a user story is completed and ready for deployment. The definition of done of the user story is not meant to provide specific information about how the user story will be tested or validated. References:
https://trailhead.salesforce.com/en/content/learn/modules/user-story-creation/construct-a-user-story
NEW QUESTION # 87
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