PC-BA-FBA-20 BCS Foundation Certificate in Business Analysis V4.0 Questions and Answers

Abenefits planoutlines how the anticipated benefits of a project or change initiative will be achieved, tracked, and managed. Its primary purpose is to ensure that benefits are realized as planned.

Key Considerations:

Tracking Changes to Requirements:A benefits plan focuses on benefits realization, not changes to requirements.

Quantifying Intangible Benefits:While intangible benefits may be included, the primary focus is on managing all benefits, tangible and intangible.

Tracking and Managing Benefits Realisation:The benefits plan provides a structured approach to monitor progress and ensure benefits are delivered.

Publishing to Shareholders:While stakeholders may review the plan, its primary purpose is internal management, not external communication.

Evaluation of Each Option:

A. It provides a firm basis for tracking the benefits of making changes to requirements:The benefits plan focuses on overall benefits realization, not specifically on changes to requirements.Conclusion:This isnot correct.

B. It quantifies intangible benefits that could not be quantified when the business case was presented:While intangible benefits may be included, this is not the primary purpose of the plan.Conclusion:This isnot correct.

C. It provides a firm basis for tracking the business benefits and managing their realisation:This accurately describes the primary purpose of a benefits plan.Conclusion:This iscorrect.

D. It is published to shareholders to show that their investment made will result in tangible benefits for the organisation:The benefits plan is primarily for internal use, not external reporting.Conclusion:This isnot correct.

Final Recommendation:

The primary purpose of a benefits plan is:C. It provides a firm basis for tracking the business benefits and managing their realisation.

To identify the generic business improvement strategy that involves eliminating redundant tasks, we need to analyze each option:

Key Considerations:

Change task sequence:This strategy involves reordering tasks to improve efficiency but does not necessarily eliminate redundancy.

Simplification:This strategy focuses on streamlining processes by removing unnecessary or redundant tasks, making workflows more efficient.

Redefine boundary:This strategy involves changing the scope or boundaries of a process, which may or may not involve eliminating redundant tasks.

Bottleneck removal:This strategy targets specific constraints or bottlenecks in a process but does not focus on eliminating redundant tasks.

Evaluation of Each Option:

A. Change task sequence:Changing the order of tasks does not inherently eliminate redundancy.Conclusion:This isnot correct.

B. Simplification:Simplification directly involves identifying and removing redundant or unnecessary tasks to streamline processes.Conclusion:This iscorrect.

C. Redefine boundary:Redefining boundaries changes the scope of a process but does not specifically target redundancy.Conclusion:This isnot correct.

D. Bottleneck removal:Removing bottlenecks addresses constraints but does not focus on eliminating redundant tasks.Conclusion:This isnot correct.

Thepower/interest gridis a tool used in stakeholder analysis to categorize stakeholders based on their level of power (influence) and interest in the project. The position of stakeholders on the grid reflects their current status.

Key Considerations:

Where the Stakeholders Will Be After the Proposed Change:The grid represents the current state, not future projections.

Where the Stakeholders Should Be:The grid does not prescribe ideal positions but reflects actual positions.

Where the Stakeholders Actually Are at a Point in Time:The grid is a snapshot of stakeholders' current power and interest levels.

Where the Stakeholders Believe They Should Be:The grid is based on objective analysis, not subjective beliefs.

Evaluation of Each Option:

A. Where the stakeholders will be after the proposed change:The grid reflects the present, not future states.Conclusion:This isnot correct.

B. Where the stakeholders should be:The grid does not prescribe ideal positions but reflects actual positions.Conclusion:This isnot correct.

C. Where the stakeholders actually are at a point in time:This accurately describes the purpose of the power/interest grid.Conclusion:This iscorrect.

D. Where the stakeholders believe they should be:The grid is based on objective analysis, not subjective beliefs.Conclusion:This isnot correct.

Final Recommendation:

The position of stakeholders on a power/interest grid represents:C. Where the stakeholders actually are at a point in time.

Achange strategyoutlines how an organization will move from its current state to its desired future state. Its purpose is to ensure a structured and effective transition.

Key Considerations:

Ensuring the simplest way for transition:While simplicity is desirable, it is not the primary purpose of a change strategy.

Ensuring the quickest way for transition:Speed is not the main focus; effectiveness and alignment with goals are more important.

Achieving the transition between current state and future state:This accurately describes the purpose of a change strategy, which is to bridge the gap between where the organization is now and where it wants to be.

Mapping the alternative options:While mapping options may be part of the planning process, it is not the ultimate purpose of the change strategy.

Evaluation of Each Option:

A. Ensuring the simplest way for transition:Simplicity is a consideration but not the primary purpose of a change strategy.Conclusion:This isnot correct.

B. Ensuring the quickest way for transition:Speed is secondary to achieving an effective and sustainable transition.Conclusion:This isnot correct.

C. Achieving the transition between current state and future state:This is the core purpose of a change strategy, ensuring the organization moves effectively toward its goals.Conclusion:This iscorrect.

D. Mapping the alternative options:Mapping options is part of the analysis phase, not the overarching purpose of the strategy.Conclusion:This isnot correct.

Final Recommendation:

The best description of the purpose of a change strategy is:C. Achieving the transition between current state and future state.

Prototyping is a technique used to create a working model of a system or product to validate requirements and gather feedback. Let’s evaluate each statement to determine which arefalse:

Evaluation of Each Statement:

A. Suitable for waterfall requirements elicitation:Prototyping is generallynot suitablefor traditional waterfall methodologies because waterfall follows a linear, sequential approach where requirements are defined upfront before development begins. Prototyping, on the other hand, involves iterative feedback loops, which are more aligned with Agile methodologies.Conclusion:This statement isfalse.

B. Allows an analyst to confirm their understanding of requirements:Prototyping enables analysts to validate their understanding of requirements by creating atangible representation of the system for stakeholders to review and provide feedback.Conclusion:This statement istrue.

C. Only suitable for Agile project environments:While prototyping is commonly used in Agile environments due to its iterative nature, it isnot limitedto Agile. Prototyping can also be used in hybrid or iterative waterfall projects to clarify requirements and reduce ambiguity.Conclusion:This statement isfalse.

D. Enables the elicitation of usability requirements:Prototyping is particularly effective for gathering usability requirements because it allows stakeholders to interact with a mock-up or early version of the system, providing insights into user experience and interface design.Conclusion:This statement istrue.

 Amission statementdefines the organization's purpose and primary objectives, often focusing on what the organization does and how it operates in the present. In contrast, avision statementoutlines the long-term aspirations of the organization—what it aims to become in the future. The mission provided—"To meet or undercut all our competitors' prices"—is focused on price competitiveness, which is a tactical approach rather than a strategic aspiration.

Let’s analyze each option:

A. To offer the best value office fitting service:While this aligns somewhat with the mission, it is more of a value proposition or operational goal rather than a visionary statement. It lacks the aspirational and long-term focus that defines a vision.

B. To reduce the cost of office fitting by 5%:This is a specific, measurable objective, but it is too narrow and tactical to qualify as a vision. Visions are broader and not tied to specific metrics.

C. To increase the company's market share:Increasing market share is a strategic goal, but it is still an intermediate step toward achieving something greater. It does not capture the overarching ambition of the company.

D. To be the premier office fitting company:This option reflects a long-term aspiration and aligns with the characteristics of a vision statement. It expresses the desire to achieve leadership and excellence in the industry, which is consistent with the mission of being competitive on price while aiming for a higher status.

According to theBCS Business Analysis Framework, a vision statement should inspire and guide the organization toward its ultimate goal. Therefore,Dis the most appropriate choice.

Gap analysisis a structured process used to identify the differences between the current state (as-is) and the desired future state (to-be). The first step in this process involves understanding the current situation.

Key Steps in Gap Analysis:

Assemble representations of the existing situation:This involves documenting the current state, including processes, systems, and capabilities.

Compare representations of the existing and target situations:After understanding the current state, it is compared with the desired future state to identify gaps.

Identify gaps to be addressed:Once gaps are identified, they are prioritized based on their impact and feasibility.

Consider possible actions to address the gaps:Finally, potential solutions or actions are developed to bridge the identified gaps.

Evaluation of Each Option:

A. Assemble representations of existing situation:Understanding the current state is the foundational step in gap analysis. Without this, there isno baseline for comparison.Conclusion:This iscorrect.

B. Consider possible actions to address the gaps:This is a later step in the process, not the first.Conclusion:This isnot correct.

C. Compare representations of the existing and target situations:Comparison occurs after the current state has been documented.Conclusion:This isnot correct.

D. Identify gaps to be addressed:Identifying gaps follows the documentation and comparison steps.Conclusion:This isnot correct.

Final Recommendation:

The first step in the gap analysis process is:A. Assemble representations of existing situation.

To determine the position of the head of IT services on thepower-interest grid, we need to evaluate their level ofpower/influenceandinterestin the project.

Key Considerations:

Power/Influence:The head of IT services holds a senior leadership role, which implies they have significant authority and influence over IT-related decisions and resources. This places them in the "high power" category.

Interest:Despite their authority, the head of IT services has not been actively involved in the project beyond the initial start-up interviews and has not attended any project meetings. This indicates a lack of ongoing engagement or interest in the project's progress.

Evaluation of Each Option:

A. High power or influence but low interest:The head of IT services has significant authority (high power) but is disengagedfrom the project (low interest).Conclusion:This is thecorrect answer.

B. Some power and influence and some interest:This option suggests moderate levels of both power and interest, which does not align with the head of IT services' senior role and lack of involvement.Conclusion:This isnot correct.

C. High power or influence and high interest:While the head of IT services has high power, their lack of attendance at project meetings indicates low interest.Conclusion:This isnot correct.

D. Low power and influence but high interest:The head of IT services clearly has high power due to their senior leadership role, so this option is incorrect.Conclusion:This isnot correct.

Final Recommendation:

The head of IT services occupies the position ofhigh power or influence but low intereston the power-interest grid.