BCS PC-BA-FBA-20 Dumps Questions Answers

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.

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.

 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.