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| Section | Weight | Objectives |
|---|---|---|
| Business Process Mapping | 17% | - Map current and future business processes - Create process flow diagrams and documentation - Identify process gaps and improvement opportunities - Analyze impact of changes on stakeholders |
| User Story Development | 20% | - Define acceptance criteria for user stories - Break down epics into manageable user stories - Manage user story backlog and prioritization - Write clear and actionable user stories |
| Requirements Management | 23% | - Manage requirements traceability - Elicit and document functional and non-functional requirements - Prioritize requirements based on business value - Validate and verify requirements with stakeholders |
| Collaboration with Stakeholders | 23% | - Manage stakeholder expectations and priorities - Facilitate communication between business and technical teams - Conduct effective meetings and presentations - Build consensus on requirements and solutions |
| Customer Discovery | 17% | - Conduct stakeholder interviews and workshops - Document business requirements and user stories - Analyze current state and future state processes - Identify business needs, pain points, and objectives |
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NEW QUESTION # 246
The project manager for Universal Container tells the business analyst (BA) that the developers on the team are having trouble understanding what to build because the acceptance criteria for the Sales Cloud user stories are confusing.
How should the BA respond to the feedback effectively?
Answer: A
Explanation:
This answer states that asking for specific examples to review is how the BA should respond to feedback from UC's project manager who tells the BA that the developers on the team are having trouble understanding what to build because the acceptance criteria for the Sales Cloud user stories are confusing. Asking for specific examples to review means that the BA requests the project manager or the developers to provide concrete instances or scenarios of where and how the acceptance criteria for the Sales Cloud user stories are confusing, such as ambiguous, inconsistent, or incomplete acceptance criteria. Asking for specific examples to review is how the BA should respond to feedback from UC's project manager because it helps the BA to clarify and verify the feedback, and to revise and update the acceptance criteria accordingly. References: https://trailhead.
salesforce.com/en/content/learn/modules/salesforce-business-analyst-quick-look/use-stakeholder-engagement- skills
NEW QUESTION # 247
Northern Trail Outfitters (NTO) is working with an implementation partner to transform its customer support team with Service Cloud. A new business analyst (BA) who is a replacement from the partner was introduced to NTO stakeholders during the discovery phase of the project. The new BA is still getting to know each of the stakeholders when they start the requirements workshop. The BA asks a stakeholder a discovery question and they seem irritated.
What should the BA do to build trust with the stakeholder as the project continues?
Answer: C
Explanation:
The business analyst should set up a casual meeting to create a personal connection with the stakeholder to build trust with them as the project continues. A casual meeting is an informal conversation that allows the business analyst and the stakeholder to get to know each other better, share their backgrounds and interests, and establish rapport and empathy. A casual meeting can help to ease any tension or frustration that may have arisen during the discovery session, as well as show respect and appreciation for the stakeholder's input and feedback. References: https://trailhead.salesforce.com/content/learn/modules/salesforce-business-analyst- certification-prep/stakeholder-management
NEW QUESTION # 248
The sales team recently received training on a new sales methodology. When viewing an Opportunity in Sales Cloud, the sales manager wants the sales cycle to include new stages in addition to multiple custom fields.
The business analyst is starting to construct user stories to support the new process.
What should each user story include?
Answer: A
Explanation:
This answer states that using who, what, and why is what each user story should include for optimizing a very manual process in its Salesforce org. Who refers to the persona, which is a fictional representation of a typical user or stakeholder who will use or benefit from a feature or a functionality. What refers to the goal, which is what the user or stakeholder wants to accomplish with the feature or functionality. Why refers to the value, which is why the user or stakeholder wants to accomplish the goal, and how they will measure success. Using who, what, and why can help the BA to write effective user stories that capture and prioritize the requirements, and align them with the stakeholder value and expectations. References: https://trailhead.
salesforce.com/en/content/learn/modules/salesforce-business-analyst-quick-look/use-user-stories-to-capture- requirements
NEW QUESTION # 249
A business analyst (BA) is compiling a list of subject matter experts to consult throughout the discovery for a new Service Cloud implementation.
What is the primary value of the BA speaking with customer service reps?
Answer: A
Explanation:
The primary value of the business analyst (BA) speaking with customer service reps during the discovery for a new Service Cloud implementation is validating current processes. Customer service reps are the end users of Service Cloud and they can provide valuable insights into how they perform their tasks, what challenges they face, and what expectations they have from the new system. The BA can use this information to validate or update the current process maps and identify areas for improvement. Estimating the project cost is not a value of speaking with customer service reps, as this is usually done by project managers or sponsors based on resource allocation and budget constraints. Building solution design consensus is not a value of speaking with customer service reps, as this is usually done by solution architects or developers based on technical feasibility and best practices. References: https://trailhead.salesforce.com/content/learn/modules/business- analysis-for-salesforce-projects/understand-the-salesforce-implementation-lifecycle https://trailhead.
salesforce.com/content/learn/modules/business-analysis-for-salesforce-projects/analyze-business-processes- and-requirements
NEW QUESTION # 250
What are the business analyst's responsibilities during the analyze phase of the Salesforce implementation lifecycle?
Answer: C
Explanation:
The business analyst's responsibilities during the analyze phase of the Salesforce implementation lifecycle are to gather business requirements, create process maps, and write user stories. These activities help the business analyst understand the current state, future state, and gaps of the business processes and translate them into clear and actionable requirements for the solution design and development teams. Completing testing, building training materials, and eliciting requirements for the next iteration are responsibilities during the validate phase of the Salesforce implementation lifecycle. Creating a data dictionary, writing end user documentation, and reviewing test scripts are responsibilities during the prepare phase of the Salesforce implementation lifecycle. References: https://trailhead.salesforce.com/content/learn/modules/business- analysis-for-salesforce-projects/understand-the-salesforce-implementation-lifecycle https://trailhead.
salesforce.com/content/learn/modules/business-analysis-for-salesforce-projects/analyze-business-processes- and-requirements
NEW QUESTION # 251
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