RE18 helper - BCS Practitioner Certificate in Requirements Engineering 2023 Updated: 2024
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RE18 BCS Practitioner Certificate in Requirements Engineering 2023
Type : Multiple choice
Duration : 60 minutes
Supervised : Yes
Open Book : No
Pass : Mark 25/40
Calculators : Calculators cannot be used during this examination
Delivery : Digital or Paper based, depending on exam provider
Introduction
This certificate covers the range of concepts, approaches and techniques that are applicable
to the Practitioner Certificate in Requirements Engineering. It is relevant to anyone working
within a business or information systems domain, who requires an understanding of the
nature, definition and use of good quality requirements.
Candidates should be able to demonstrate knowledge and understanding and application of
Requirements Engineering principles and techniques in the following areas:
1. The Requirements Engineering framework; the issues and rationale in a business
context; the application of the framework.
2. The hierarchy of requirements.
3. Roles and responsibilities of key stakeholders in the Requirements Engineering
framework.
4. Requirements elicitation.
5. Requirements modelling.
6. Requirements documentation.
7. Requirements analysis.
8. Requirements validation.
9. Requirements management.
Exam Outline
1. Introduction to Requirements Engineering 5%
Candidates will be able to:
1.1 Define the term ‘requirements and the characteristics of a requirement.
1.2 Explain the rationale for Requirements Engineering and the application of the
Requirements Engineering framework.
1.3 Explain the rationale of requirements planning and estimating.
1.4 Describe the elements that should be considered as the contents of a project
initiation document, terms of reference or project charter:
1.4.1 Business objectives.
1.4.2 Project objectives.
1.4.3 Scope.
1.4.4 Constraints (budget, timescale, standards).
1.4.5 Authority or sponsor.
1.4.6 Resources.
1.4.7 Assumptions.
2 Hierarchy of Requirements 10%
Candidates will be able to:
2.1 Show understanding of the rationale for the requirements hierarchy and describe how
it is applied in Requirements Engineering.
2.2 Explain the categories within the hierarchy:
2.2.1 Business policy (general) requirements.
2.2.2 Technical policy requirements.
2.2.3 Functional requirements.
2.2.4 Non-functional requirements.
3 Stakeholders in the Requirements Process 5%
Candidates will be able to:
3.1 Define the term stakeholder.
3.2 Explain the key roles of the following project stakeholders during Requirements
Engineering:
3.2.1 Project Manager.
3.2.2 Developer.
3.2.3 Tester.
3.2.4 Solution Architect.
3.3 Explain the key roles of the following business stakeholders during Requirements
Engineering:
3.3.1 Project Sponsor.
3.3.2 Subject Matter Expert.
3.3.3 End User.
3.3.4 Business Manager.
3.4 Interpret a given scenario, identify stakeholders and describe their contribution to
Requirements Engineering.
4 Requirements Elicitation 20%
Candidates will be able to:
4.1 Explain different knowledge types:
4.1.1 Tacit / Non-tacit (explicit).
4.1.2 Individual / Corporate.
4.2 Interpret a given scenario to identify different knowledge types.
4.3 Interpret a given scenario to identify relevant elicitation techniques from the following
list:
4.3.1 Interviews.
4.3.2 Workshops.
4.3.3 Observation.
4.3.4 Focus groups.
4.3.5 Prototyping.
4.3.6 Scenario analysis.
4.3.7 Document analysis.
4.3.8 Surveys.
4.3.9 Record searching.
4.3.10 Special purpose records.
4.3.11 Activity sampling.
4.4 Describe the principles and application of the elicitation techniques (listed in 4.3).
4.5 List the advantages and disadvantages of the elicitation techniques (listed in 4.3).
4.6 Discuss the suitability of the elicitation techniques (listed in 4.3) for Agile and linear
development approaches.
5 Use of Models in Requirements Engineering 10%
Candidates will be able to:
5.1 Explain the rationale for modelling the functional requirements (processing and data)
of an information system and describe how models help the analyst to:
5.1.1 Generate questions in order to clarify a requirement and remove ambiguity.
5.1.2 Define business rules.
5.1.3 Cross-check requirements for consistency and completeness.
5.2 Interpret a given scenario to develop a context diagram.
5.3 Interpret a given scenario to identify the different types of event that can initiate
processing (external, time based, internal).
5.4 Understand how to construct a UML use case diagram for a given scenario to
represent the functional requirements for an information system, including the
following notational elements:
5.4.1 System boundary.
5.4.2 Actors (user role, another system and time).
5.4.3 Use cases.
5.4.4 Communication relationships (associations) between actors and use cases.
- It should be noted that there is no requirement to understand include and extend
constructs.
5.5 Interpret a UML Class diagram (comprising of classes, attributes, associations and
multiplicities) that represents the data requirements for a given scenario, and
describe the business rules that are represented.
- It should be noted that there is no requirement to understand operations,
association classes, generalisation (and associated concepts of inheritance and
polymorphism), aggregation and composition.
5.6 Explain the benefits to be derived from cross-referencing models and illustrate how
this can be achieved by using a CRUD matrix (of function or event against data).
6 Requirements Documentation 15%
Candidates will be able to:
6.1 Explain the rationale for creating a requirements document and for documenting
requirements at different levels of definition, relating to:
6.1.1 The nature of the solution.
6.1.2 The level of priority.
6.1.3 The delivery approach.
6.2 Understand how to construct requirements documentation for a given scenario, using
the following specified styles:
6.2.1 User story.
6.2.2 Use case.
6.2.3 Requirements list.
6.2.4 Requirements catalogue.
6.3 Describe a requirement in terms of its characteristics or attributes and explain why
each of the following may be needed:
6.3.1 Identifier.
6.3.2 Name.
6.3.3 Description.
6.3.4 Source.
6.3.5 Owner.
6.3.6 Author.
6.3.7 Type (general, technical, functional, non-functional).
6.3.8 Priority.
6.3.9 Business area.
6.3.10 Stakeholders.
6.3.11 Associated non-functional requirements.
6.3.12 Acceptance criteria.
6.3.13 Related requirements.
6.3.14 Related documents.
6.3.15 Comments.
6.3.16 Rationale.
6.3.17 Resolution.
6.3.18 Version history.
6.4 Describe the structure and contents of the requirements document:
6.4.1 Introduction and background.
6.4.2 Business process models.
6.4.3 Function model (use case diagram) of defined requirements.
6.4.4 Data model (class model) of defined requirements.
6.4.5 Requirements (defined using the selected documentation style).
6.4.6 Glossary.
7 Requirements Analysis 20%
Candidates will be able to:
7.1 Explain the rationale for prioritising requirements, using the MoSCoW prioritisation
technique.
7.2 Interpret a given scenario and apply the MoSCoW prioritisation technique.
7.3 Examine individual requirements; apply filters and quality criteria to assess that they
are well defined.
7.4 Use requirements for a given scenario to check for technical, business and financial
feasibility.
7.5 Assign a requirement type to an individual requirement.
7.6 Organise the requirements for a given scenario by requirement type and functional
area.
7.7 Within a given requirement set:
7.7.1 Identify and resolve duplicate requirements.
7.7.2 Identify and reconcile overlapping requirements.
7.7.3 Identify conflicting requirements and explain how requirements negotiation
could be applied to resolve these conflicts.
7.7.4 Identify ambiguous requirements and aspects to be defined to remove
ambiguity.
7.8 Explain the use of prototyping to elaborate requirements.
8 Requirements Validation 5%
Candidates will be able to:
8.1 Describe the rationale for the following approaches to requirements validation:
8.1.1 Informal reviews.
8.1.2 Formal reviews:
8.1.2.1 Structured walkthrough.
8.1.2.2 Prototype reviews.
8.2 Explain the steps to be followed in the validation process for requirements artefacts:
8.2.1 Plan review.
8.2.2 Conduct review of artefacts.
8.2.3 Collect comments.
8.2.4 Undertake actions.
8.2.5 Revise artefacts.
8.2.6 Obtain approval.
9 Requirements Management 10%
Candidates will be able to:
9.1 Explain the rationale for requirements management.
9.2 Define the elements of requirements management and the links between them.
9.3 Explain the structure and elements of a change control process.
9.4 Explain the structure and elements of version control.
9.5 Define two forms of traceability and how projects benefit from each of them:
9.5.1 Horizontal (forwards from origin to delivery and backwards from delivery to
origin).
9.5.2 Vertical (to business objectives).
9.6 Explain the rationale and the approach to achieving requirements traceability.
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BCS Practitioner Certificate in Requirements Engineering
2018
http://killexams.com/pass4sure/exam-detail/RE18
Question: 34
Make Me A Star Productions runs an annual talent competition for aspiring amateur singers.
Four business rules have been identified:
1) A contestant is allowed to sing 1 or 2 songs in a performance.
2) An audition may be attended by up to 50 contestants.
3) A contestant is always given an audition.
4) A song can only be used in one performance.
Which of these business rule(s) can be found to be correctly represented in the class diagram?
A. 1 only
B. 1 and 2
C. 2, 3 and 4
D. 3 and 4
Answer: D
Question: 35
A business analyst is allocating elicited requirements to an appropriate category in a requirements catalogue. Here are five of the
captured requirements:
A) A sales person must be able to confirm a sales order.
B) Only customers with a ‘normal’ status should be permitted to place orders.
C) The order management system should hold the data for ‘barred’ customers for five years.
D) A stock picker must be able to mark an order as ‘picked’
E) The order management team should be able to view sales orders by time range and status.
Which of these requirements will be classified as functional requirements in the requirements catalogue?
A. A, B and C
B. A, D and E
C. B, C and D
D. C, D and E
Answer: A
Question: 36
An international travel operator has a customer services department responsible for investigating complaints made by
holidaymakers. The department has five members of staff based in its head office.
A business analyst is working on a project to replace the existing holiday management system and has compiled the following
requirements from a range of elicitation activities:
1. The solution should be fully accessible in the English, French and German languages.
2. Users should be able to retrieve holiday details by booking reference number.
3. Holiday providers shall be able to add the details, date and prices of their tours directly onto the system.
4. The solution will be able to support up to 2000 concurrent active users.
5. The solution will be restorable from back-up within 4 hours.
6. The solution should be able to retrieve holiday details within 10 seconds.
Which of the following represents the correct categorization of the requirements?
A. 2x Functional requirement
2x Non-functional requirement
1x General requirement
1x Technical requirement
B. 2x Functional requirement
2x Non-Functional requirement
2x General requirement
C. 2x Functional requirement
3x Non Functional requirement
1x General requirement
D. 3x Functional requirement
2x Non-functional requirement
1x General requirement
Answer: B
Question: 37
An inexperienced business analyst has been asked to conduct scenario analysis. The notes he made about the topic during his
training course are rather disorganized, with correct and incorrect assumptions grouped together.
Which of the following notes he made about scenario analysis is incorrect?
A. A workshop discovery technique
B. Can form the basis of test scripts
C. Explicitly considers exception situations
D. Helps to capture tacit knowledge
Answer: B
Question: 38
During his yearly appraisal, a member of the sales team is given the following feedback:
‘Your approach to your sales target has been successful, but you have not applied the approach widely enough. Your target for
next year is to use your recent experience to double your sales- this will ensure your contribution is in line with the team’s
increased target’.
After discussion, this target is agreed on and is added to his written appraisal.
The organization recognizes four facets of knowledge:
A) Individual
B) Corporate
C) Explicit
D) Tacit
Which combination describes the appraisal target given above?
A. A and C
B. A and D
C. B and C
D. B and D
Answer: D
Question: 39
A business analyst has collected the following legal requirement in support of a project seeking to improve the services provided
by a children’s charity:
The system must record all the details of the children and young people we interact with.
The project is in the early phases of requirements elicitation. At this stage, the business analyst is trying to ensure that they have
captured the broad requirements.
Which style of requirements document is the business analyst constructing, and what additional (essential) attribute will they need
to record?
A. Requirements catalogue; owner
B. Requirements catalogue; requirement ID
C. Requirements list; business area
D. Requirements list; source
Answer: B
Reference: https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/42737/
1480-design-requirement-annex.pdf
Question: 40
A business analyst is concerned that the project team may not have a consistent understanding of the requirements set, as project
team members have been working on their own individual tasks. He wants to ensure that the whole team is on track and is willing
to take the time needed to achieve this. He does not want to involve business stakeholders, nor embarrass any of the project
team.
To begin the process of improving team understanding, he wants to hold a meeting to explain and present his understanding of the
requirements to the team, and to hear their thoughts and ideas about his work so far.
Which of the following approaches to requirements validation will he be using?
A. Formal review
B. Peer review
C. Structured walkthrough
D. Technical review
Answer: D
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PR Newswire
ARLINGTON, Va., Nov. 27, 2023
ARLINGTON, Va., Nov. 27, 2023 /PRNewswire/ -- Bloomberg Tax & Accounting today announced the release of a new Tax Management Portfolio, Corporate Income Tax: General Principles. Authored by Art Rosen of McDermott Will & Emery, Mark Nachbar and Duane Dobson of Ryan, LLC, and Jaye Calhoun of Kean Miller, the Portfolio addresses the complex world of state corporate income taxes and the broad principles underpinning state corporate income taxation.
The new Portfolio offers practical guidance from seasoned practitioners for early career tax professionals or other tax professionals who are less familiar with state corporate income taxation given the complexity of state corporate income taxes that multinational companies are increasingly required to pay. The Portfolio provides a comprehensive guide to understanding how state corporate income taxes are imposed, calculated, and filed.
This Portfolio will assist tax professionals in navigating the intricacies of state corporate income taxes. It provides guidance on jurisdictional issues particular to corporate income taxation, the computation of the corporate income tax base, along with apportionment, credits, and filing methodologies. It also provides an understanding of foundational state corporate income tax concepts such as the difference between combined reporting and consolidated returns. The Portfolio presents a plain language discussion on unitary business principles, along with apportionable income versus allocable income. In addition, it offers a comparison between Water's Edge and Worldwide Combined Reporting that will be helpful to state tax practitioners seeking to understand these difficult concepts.
"This Tax Management Portfolio, Corporate Income Tax: General Principles, will provide junior tax professionals with a full understanding of the principles and nuances of state corporate income taxation," said author Art Rosen, partner emeritus at McDermott Will & Emery. "My co-authors and I are proud to provide actionable guidance on key jurisdictional and apportionment issues particular to corporate income taxation."
"As more corporations face tax and filing obligations in more states, it is critical for tax professionals to have a comprehensive understanding of the broad principles underpinning state corporate income taxation," said Heather Rothman, vice president of analysis & content, Bloomberg Tax & Accounting. "This Portfolio provides valuable guidance to tax professionals, enabling them to better serve their clients and navigate the ever-evolving state tax landscape."
About Bloomberg Tax & Accounting
Bloomberg Tax & Accounting provides practitioner-driven research and technology solutions that deliver timely, strategic insights to enable smarter decisions. From our unparalleled Tax Management Portfolios to technology designed to streamline the most complex planning and compliance scenarios, we deliver essential news and analysis, practical perspectives, and software that help tax and accounting professionals around the globe mitigate risk and maximize business results. For more information, visit Bloomberg Tax.
SOURCE Bloomberg Tax & Accounting
ARLINGTON, Va., Nov. 27, 2023 /PRNewswire/ -- Bloomberg Tax & Accounting today announced the release of a new Tax Management Portfolio, Corporate Income Tax: General Principles. Authored by Art Rosen of McDermott Will & Emery, Mark Nachbar and Duane Dobson of Ryan, LLC, and Jaye Calhoun of Kean Miller, the Portfolio addresses the complex world of state corporate income taxes and the broad principles underpinning state corporate income taxation.
The new Portfolio offers practical guidance from seasoned practitioners for early career tax professionals or other tax professionals who are less familiar with state corporate income taxation given the complexity of state corporate income taxes that multinational companies are increasingly required to pay. The Portfolio provides a comprehensive guide to understanding how state corporate income taxes are imposed, calculated, and filed.
This Portfolio will assist tax professionals in navigating the intricacies of state corporate income taxes. It provides guidance on jurisdictional issues particular to corporate income taxation, the computation of the corporate income tax base, along with apportionment, credits, and filing methodologies. It also provides an understanding of foundational state corporate income tax concepts such as the difference between combined reporting and consolidated returns. The Portfolio presents a plain language discussion on unitary business principles, along with apportionable income versus allocable income. In addition, it offers a comparison between Water's Edge and Worldwide Combined Reporting that will be helpful to state tax practitioners seeking to understand these difficult concepts.
"This Tax Management Portfolio, Corporate Income Tax: General Principles, will provide junior tax professionals with a full understanding of the principles and nuances of state corporate income taxation," said author Art Rosen, partner emeritus at McDermott Will & Emery. "My co-authors and I are proud to provide actionable guidance on key jurisdictional and apportionment issues particular to corporate income taxation."
"As more corporations face tax and filing obligations in more states, it is critical for tax professionals to have a comprehensive understanding of the broad principles underpinning state corporate income taxation," said Heather Rothman, vice president of analysis & content, Bloomberg Tax & Accounting. "This Portfolio provides valuable guidance to tax professionals, enabling them to better serve their clients and navigate the ever-evolving state tax landscape."
About Bloomberg Tax & Accounting
Bloomberg Tax & Accounting provides practitioner-driven research and technology solutions that deliver timely, strategic insights to enable smarter decisions. From our unparalleled Tax Management Portfolios to technology designed to streamline the most complex planning and compliance scenarios, we deliver essential news and analysis, practical perspectives, and software that help tax and accounting professionals around the globe mitigate risk and maximize business results. For more information, visit Bloomberg Tax.
View original content to download multimedia:https://www.prnewswire.com/news-releases/bloomberg-tax-launches-new-portfolio-to-help-practitioners-navigate-state-corporate-income-taxes-301998036.html
SOURCE Bloomberg Tax & Accounting
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