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

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.

 To determine the appropriate stakeholder management strategies for Harvey, we need to analyze his role and level of interest at two points in time:

When the project started:Harvey was the Director of Operations and had little interest in the HR project because his focus was on operational projects.

Now that his role has changed:As the Director of HR, Harvey has inherited sponsorship of the HR project, making him a key stakeholder with high interest and influence.

Stakeholder Management Strategies:

Watch:This strategy is used for stakeholders with low interest and low influence. It involves monitoring their behavior without actively engaging them.

Constant active management:This strategy is used for stakeholders with high interest and high influence. It involves frequent communication and collaboration to ensure their needs and expectations are met.

Evaluation of Each Option:

A. Keep informed; Constant active management:"Keep informed" is appropriate for stakeholders with moderate interest but does not align with Harvey's initial lack of interest.Conclusion:This isnot correct.

B. Ignore, Constant active management:Ignoring a stakeholder is inappropriate, especially for someone in a senior leadership role like Harvey.Conclusion:This isnot correct.

C. Watch, Constant active management:

Initially, Harvey had low interest and low influence on the HR project, making "watch" an appropriate strategy.

After becoming the Director of HR and inheriting sponsorship, Harvey now requires "constant active management" due to his high interest and influence.Conclusion:This is thecorrect answer.

D. Constant active management, keep informed:This reverses the order of strategies and does not align with Harvey's initial lack of interest.Conclusion:This isnot correct.

Thehierarchy of requirementsorganizes requirements into levels (e.g., business needs, stakeholder requirements, solution requirements) to ensure alignment and traceability. Let’s evaluate each statement to determine which isfalse.

Key Characteristics of the Requirements Hierarchy:

Linking Requirements:The hierarchy ensures that detailed requirements are connected to higher-level business needs and objectives.

Order of Development:The hierarchy does not dictate the sequence in which requirements should be developed; it focuses on relationships and dependencies.

Driven by Strategy:Requirements are derived from the organization's values, strategy, and objectives.

Traceability:The hierarchy links different types of requirements to ensure consistency and alignment.

Evaluation of Each Statement:

A. The requirements hierarchy enables detailed requirements to be linked to the business need:This is true; the hierarchy ensures traceability between high-level and detailed requirements.Conclusion:This istrue.

B. The requirements hierarchy shows the order in which requirements should be developed:The hierarchy does not specify the development order; it focuses on relationships and dependencies.Conclusion:This isfalse.

C. Requirements are driven by the organisation's values, strategy and objectives:This is true; requirements must align with organizational goals.Conclusion:This istrue.

D. The requirements hierarchy links different requirements to each other:This is true; the hierarchy ensures traceability and alignment across levels.Conclusion:This istrue.

Final Recommendation:

The false statement is:B. The requirements hierarchy shows the order in which requirements should be developed.

Kaplan and Norton'sBalanced Business Scorecardis a strategic framework that evaluates organizational performance across four key perspectives:Financial, Customer, Internal Business Processes, and Learning and Growth. To determine which area has not been considered, we need to map the provided KPIs to these perspectives.

Mapping the KPIs:

The time to deliver orders for products:This relates to operational efficiency and falls under theInternal Business Processperspective.

Consumer satisfaction with products:This directly measures customer experience and falls under theCustomerperspective.

Wastage in product production:This also relates to operational efficiency and falls under theInternal Business Processperspective.

The qualifications of production employees:This measures employee capabilities and development, falling under theLearning and Growthperspective.

Evaluating Each Perspective:

Financial:None of the provided KPIs address financial performance, such as revenue, profitability, or cost management.Conclusion:This perspective hasnot been considered.

Customer:Consumer satisfaction with products is a clear indicator of the Customerperspective.Conclusion:This perspective has been considered.

Internal Business Process:Both "time to deliver orders" and "wastage in production" relate to internal processes.Conclusion:This perspective has been considered.

Learning and Growth:The qualifications of production employees indicate employee development, which aligns with this perspective.Conclusion:This perspective has been considered.

Final Recommendation:

TheFinancialperspective hasnot been consideredin the company’s KPIs.

Thedigital business analystrole focuses on leveraging technology to drive innovation and transformation. This variant of the business analyst role requires creative thinking, adaptability to rapid change, and the ability to exploit emerging technologies.

Key Characteristics of Business Analyst Roles:

Enterprise Business Analyst:Focuses on aligning business strategies and objectives across the organization.

Digital Business Analyst:Emphasizes innovation, digital transformation, and the adoption of emerging technologies.

Project Business Analyst:Works within project teams to define and deliver specific solutions.

Test Business Analyst:Specializes in ensuring requirements are met through testing and quality assurance.

Evaluation of Each Option:

A. Enterprise business analyst:While enterprise BAs focus on strategic alignment, they do not specifically emphasize innovation or emerging technologies.Conclusion:This isnot correct.

B. Digital business analyst:This role explicitly involves thinking innovatively, embracing change, and leveraging emerging technologies.Conclusion:This iscorrect.

C. Project business analyst:Project BAs focus on delivering specific solutions rather than driving innovation or digital transformation.Conclusion:This isnot correct.

D. Test business analyst:Test BAs focus on validation and quality assurance, not innovation or technology adoption.Conclusion:This isnot correct.

Final Recommendation:

The variant of the business analyst role that needs to think innovatively and embrace change is:B. Digital business analyst.

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.

 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.