Free APMG-International AgileBA-Foundation Practice Exam with Questions & Answers | Set: 2

As a minimum, an Agile Project Business Case should include the following components:

Reasons: The justification for undertaking the project.

Options: The different approaches or solutions that have been considered.

Recommendation: The proposed course of action based on the analysis of options and reasons. These elements ensure that the business case provides a comprehensive rationale for the project, considers various solutions, and clearly states the recommended approach.

References:

Business Analysis.pdf, "The business case follows a clearly defined format leading to clear recommendations to the decision-makers"​​.

The lifecycle of a Requirement in an Agile project includes the stages of Elicitation, Analysis, and Management and documentation. Elicitation involves gathering requirements from stakeholders. Analysis is the process of understanding, refining, and prioritizing these requirements. Management and documentation involve maintaining requirements and ensuring they are properly documented and tracked throughout the project lifecycle.

References:

Business Analysis.pdf, "requirements elicitation 189–93, requirements analysis 185–6, requirements management 218–22"​​.

The main ingredients of a culture that supports Agile are trust and ownership. Agile methodologies emphasize the importance of empowering teams to make decisions, fostering a culture of mutual respect, and encouraging individuals to take ownership of their work. This environment promotes collaboration, transparency, and accountability, which are essential for the success of Agile projects.

References:

Business Analysis.pdf, "Individuals and interactions over processes and tools...Customer collaboration over contract negotiation"​​.

A business case typically includes several critical components that justify and outline the benefits of a project. These components are:

Metrics for measuring the success of the solution in operational use: This involves defining how the success of the project will be measured once implemented. Metrics might include performance indicators, key results, and other measurable outcomes to ensure the project meets its objectives.

Anything that could adversely affect the delivery of the outcome: This would encompass risks and potential issues that could hinder the successful delivery of the project. Identifying these in the business case helps in planning mitigation strategies.

Ongoing operational, maintenance, and support costs: These are detailed to provide a clear picture of the long-term financial commitment required for the project. It ensures stakeholders understand the total cost of ownership beyond initial implementation.

However, allocation of roles for the project is typically not part of a business case. This aspect falls under project management plans or other documentation related to project execution and governance rather than the justification and high-level planning that a business case provides.

References:

Business Analysis.pdf: The structure of a business case typically includes sections on cost-benefit analysis, risk assessment, and performance metrics, but not on role allocation​​.

In the KANO Model, the three distinct types of customer needs are:

Expected (Basic Needs): These are the fundamental requirements that customers expect to be met. If these needs are not fulfilled, customers will be dissatisfied.

Normal (Performance Needs): These are the needs that customers explicitly state and expect to be fulfilled. The better these needs are met, the more satisfied the customers will be.

Exciters (Delight Needs): These are the features that go beyond customer expectations and provide delight when fulfilled.

"Teasers (When)" is not a type of customer need in the KANO Model.

References:

The KANO Model focuses on Expected, Normal, and Exciters needs to categorize customer requirements and satisfaction levels​​.