BCS Foundation Certificate in Business Analysis V4.0 Questions and Answers
At a recent Board Meeting the Directors of an office fitting company ratified the company's mission as:
To meet or undercut all our competitors' prices'
Which of the following is MOST LIKELY to be the company's vision?
Options:
To offer the best value office fitting service
To reduce the cost of office fitting by 5%.
To increase the company's market share.
To be the premier office fitting company
Answer:
AExplanation:
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.
A business analyst is reviewing the stakeholder management strategy for a high profile Human Resources (HR) project Following an organisational restructure, Harvey's role has changed from Director of Operations to Director of HR and he has inherited sponsorship of the project Harvey was previously involved in the project, but had little interest because his focus was on the Operational Projects that he sponsored.
Which of the following sets of stakeholder management strategies represent appropriate approaches for Harvey; firstly, for when the project started and secondly now that his role has changed?
Options:
Keep informed; Constant active management
Ignore, Constant active management
Watch, Constant active management
Constant active management, keep informed
Answer:
CExplanation:
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.
When used for business analysis, what does a process model show?
Options:
A graphical representation of a business process or workflowand its related sub-processes.
The cost differences between how a customer currently doessomething and how they would like to do something.
The detailed job description of the work to be performed by anindividual.
An informal, detailed, description of a software system featurederived from an end user's perspective.
Answer:
AExplanation:
Aprocess modelis a visual representation of a business process or workflow, showing how activities are performed and how they relate to one another. It is commonly used in business analysis to understand, analyze, and improve processes.
Key Characteristics of a Process Model:
Graphical Representation:Process models visually depict workflows and subprocesses, making them easier to understand.
Cost Differences:Cost analysis is not the primary purpose of a process model.
Job Descriptions:Process models focus on workflows, not individual job roles.
Software Features:Informal descriptions of software features are unrelated to process modeling.
Evaluation of Each Option:
A. A graphical representation of a business process or workflow and its related sub-processes:This accurately describes the purpose and nature of a process model.Conclusion:This iscorrect.
B. The cost differences between how a customer currently does something and how they would like to do something:Cost differences are analyzed separately and are not part of process modeling.Conclusion:This isnot correct.
C. The detailed job description of the work to be performed by an individual:Job descriptions are documented separately and are not part of process modeling.Conclusion:This isnot correct.
D. An informal, detailed, description of a software system feature derived from an end user's perspective:This describes user stories or feature descriptions, not process models.Conclusion:This isnot correct.
Which technique uses an iterative approach to uncover innovativeoptions?
Options:
Design thinking.
Fishbone diagram.
Rich pictures.
Mind maps.
Answer:
AExplanation:
Design thinkingis a human-centered, iterative approach used to uncover innovative solutions by focusing on user needs and exploring multiple possibilities. It emphasizes creativity, collaboration, and experimentation.
Key Characteristics of Techniques:
Design Thinking:Uses an iterative process (empathize, define, ideate, prototype, test) to generate innovative options.
Fishbone Diagram:A root cause analysis tool, not focused on innovation.
Rich Pictures:A visual representation of a situation, useful for understanding context but not for generating innovative options.
Mind Maps:A brainstorming tool that organizes ideas hierarchically, but it does not inherently follow an iterative approach.
Evaluation of Each Option:
A. Design thinking:Design thinking explicitly uses an iterative approach to uncover innovative options.Conclusion:This iscorrect.
B. Fishbone diagram:Fishbone diagrams focus on identifying root causes, not innovation.Conclusion:This isnot correct.
C. Rich pictures:Rich pictures visualize complex situations but do not inherently foster innovation.Conclusion:This isnot correct.
D. Mind maps:Mind maps organize ideas but do not follow an iterative, innovative process like design thinking.Conclusion:This isnot correct.
Final Recommendation:
The technique that uses an iterative approach to uncover innovative options is:A. Design thinking.
A business case contains the following in its management summary:
'The recommended option meets the new regulatory requirements. It will ensure our products remain in the marketplace and be the first to receive compliance certification, which will enhance our reputation as the market leader
New business policies and processes will be introduced, which may temporarily reduce productivity. The action plan will be communicated to all staff at the next monthly meeting?
Which TWO categories of costs and benefits are described in this extract?
Options:
Tangible costs
Intangible costs.
Tangible benefits
Intangible benefits
Irregular costs
Answer:
B, DExplanation:
To identify the categories of costs and benefits described in the extract, we need to analyze the content carefully:
Extract Analysis:
"New business policies and processes will be introduced, which may temporarily reduce productivity":
This refers to acostassociated with implementing new policies and processes.
Productivity is anintangible factorbecause it cannot be directly measured in monetary terms.
Category: Intangible costs.
"It will ensure our products remain in the marketplace and be the first to receive compliance certification, which will enhance our reputation as the market leader":
This refers to abenefitrelated to maintaining market presence, achieving compliance, and enhancing reputation.
Reputation and market leadership areintangible factorsbecause they are qualitative and not directly quantifiable in monetary terms.
Category: Intangible benefits.
Evaluation of Each Option:
A. Tangible costs:Tangible costs are measurable financial expenses (e.g., equipment, labor). The extract does not mention any specific financial costs.Conclusion:This isnot relevant.
B. Intangible costs:The temporary reduction in productivity is an intangible cost.Conclusion:This isrelevant.
C. Tangible benefits:Tangible benefits are measurable financial gains (e.g., increased revenue). Theextract does not mention any specific financial benefits.Conclusion:This isnot relevant.
D. Intangible benefits:Enhanced reputation and market leadership are intangible benefits.Conclusion:This isrelevant.
E. Irregular costs:Irregular costs refer to one-time or infrequent expenses. The extract does not describe such costs.Conclusion:This isnot relevant.
Which of the following statements about the scenario analysisinvestigation technique is FALSE?
Options:
Provides a broad view of the business area under investigation.
Provides a basis for developing subsequent prototypes.
Helps identify tacit knowledge used in business practice.
Helps prepare the scripts that will be used to test the deliveredsolution.
Answer:
DExplanation:
Scenario analysisis an investigation technique used to explore and evaluate potential future scenarios or situations. It helps stakeholders understand how different factors might impact a business area or process.
Key Characteristics of Scenario Analysis:
Broad View:Scenario analysis provides a comprehensive understanding of the business area by considering multiple possible outcomes.
Prototyping Basis:The insights gained from scenario analysis can inform the development of prototypes.
Tacit Knowledge Identification:By exploring real-world scenarios, it helps uncover implicit knowledge embedded in business practices.
Testing Scripts:Scenario analysis is not directly involved in preparing test scripts, which are typically created during the testing phase.
Evaluation of Each Option:
A. Provides a broad view of the business area under investigation:Scenario analysis evaluates multiple possibilities, offering a broad perspective.Conclusion:This istrue.
B. Provides a basis for developing subsequent prototypes:Insights from scenario analysis can guide prototype development.Conclusion:This istrue.
C. Helps identify tacit knowledge used in business practice:Exploring scenarios uncovers hidden knowledge and practices.Conclusion:This istrue.
D. Helps prepare the scripts that will be used to test the delivered solution:Preparing test scripts is part of testing activities, not scenario analysis.Conclusion:This isfalse.
In a RACI chart, which category is assigned to the role or person performing the task?
Options:
Responsible.
Accountable.
Consulted.
Informed.
Answer:
AExplanation:
ARACI chart(Responsible, Accountable, Consulted, Informed) is a tool used to clarify roles and responsibilities in a project or process. Each role in the chart has a specific meaning:
Key Definitions:
Responsible:The person or role responsible for performing the task or completing the work.
Accountable:The person ultimately answerable for the task's completion and outcomes.
Consulted:Individuals or roles who provide input or expertise before decisions are made or tasks are completed.
Informed:Individuals or roles who need to be kept updated on progress or outcomes.
Evaluation of Each Option:
A. Responsible:The "Responsible" role is assigned to the person or team performing the task.Conclusion:This iscorrect.
B. Accountable:The "Accountable" role ensures the task is completed but does not necessarily perform the task.Conclusion:This isnot correct.
C. Consulted:The "Consulted" role provides input or advice but does not perform the task.Conclusion:This isnot correct.
D. Informed:The "Informed" role receives updates but is not involved in task execution.Conclusion:This isnot correct.
Final Recommendation:
The category assigned to the role or person performing the task is:A. Responsible.
On joining a new company. Sara spent time reviewing the company's organisation chart She was particularly interested in the sponsor of the project she is joining
What is Sara LIKELY to have learnt about the sponsor from this? Select the TWO that apply
Options:
Their position in the company hierarchy
Their span of control
The culture within their team
The scope of their responsibilities
Their preferred management style
Answer:
A, BExplanation:
Anorganization chartvisually represents the structure of an organization, including roles, responsibilities, and reporting relationships. By reviewing the organization chart, Sara can learn specific details about the sponsor of her project.
Key Considerations:
Position in the company hierarchy:The organization chart clearly shows where the sponsor fits within the company’s structure (e.g., senior leadership, middle management). This helps Sara understand their level of authority and influence.
Span of control:The chart also reveals how many teams or individuals report to the sponsor, providing insight into their scope of responsibility and decision-making power.
Culture within their team:While the chart may hint at team structure, it does not provide qualitative information about team culture, which requires direct observation or interviews.
Scope of their responsibilities:The chart outlines reporting lines but does not explicitly detail the specific responsibilities of the sponsor.
Preferred management style:Management style is a behavioral trait that cannot be inferred from an organization chart alone.
Evaluation of Each Option:
A. Their position in the company hierarchy:The organization chart explicitly shows the sponsor's position in the hierarchy, helping Sara understand their level of authority.Conclusion:This isrelevant.
B. Their span of control:The chart reveals how many people or teams report to the sponsor, indicating their span of control.Conclusion:This isrelevant.
C. The culture within their team:Team culture is not represented in an organization chart. It requires additional qualitative data.Conclusion:This isnot relevant.
D. The scope of their responsibilities:While the chart provides structural information, it does not specify the exact responsibilities of the sponsor.Conclusion:This isnot relevant.
E. Their preferred management style:Management style cannot be determined from an organization chart.Conclusion:This isnot relevant.
What is the first step in the gap analysis process?
Options:
Assemble representations of existing situation.
Consider possible actions to address the gaps.
Compare representations of the existing and target situations.
Identify gaps to be addressed.
Answer:
AExplanation:
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.
The management of a chain of hotels has decided that one of its critical success factors (CSF) is to 'provide excellent customer service' The below measures have been suggested.
Which THREE of these are appropriate key performance indicators (KPIs) for the CSF 'provide excellent customer service"?
Options:
The number of customers who make use of their in-room mini bar
The percentage of customers who use the leisure facilities
The number of customers who complain.
The percentage of customers who join the hotel loyalty scheme
The percentage of customers who return
Answer:
C, D, EExplanation:
To determine which measures are appropriateKey Performance Indicators (KPIs)for the Critical Success Factor (CSF) "provide excellent customer service," we must first understand the relationship between CSFs and KPIs:
Critical Success Factors (CSFs):These are the essential areas or activities that an organization must excel at to achieve its goals. In this case, "provide excellent customer service" is a CSF.
Key Performance Indicators (KPIs):These are measurable metrics used to evaluate progress toward achieving a CSF. KPIs should directly align with the CSF and provide actionable insights.
Now, let’s evaluate each option to determine whether it is an appropriate KPI for the CSF "provide excellent customer service":
A. The number of customers who make use of their in-room mini bar
This measure tracks customer behavior related to a specific hotel amenity (the mini bar). While it may indicate customer satisfaction with the room's offerings, it does not directly measure the quality of customer service.
Conclusion:This isnot an appropriate KPIfor the CSF "provide excellent customer service."
B. The percentage of customers who use the leisure facilities
This measure tracks how many customers utilize the hotel's leisure facilities (e.g., gym, pool, spa). While it may reflect customer engagement with the hotel's amenities, it does not directly assess the quality of customer service.
Conclusion:This isnot an appropriate KPIfor the CSF "provide excellent customer service."
C. The number of customers who complain
Customer complaints are a direct indicator of dissatisfaction and can highlight areas where customer service needs improvement. A high number of complaints suggests poor customer service, while a low number indicates better service quality.
This measure is closely aligned with the CSF "provide excellent customer service" because it provides actionable feedback on service performance.
Conclusion:This is anappropriate KPIfor the CSF.
D. The percentage of customers who join the hotel loyalty scheme
Customers are more likely to join a loyalty scheme if they have had a positive experience with the hotel, including excellent customer service. This measure reflects customer satisfaction and loyalty, which are outcomes of good service.
Conclusion:This is anappropriate KPIfor the CSF.
E. The percentage of customers who return
Repeat customers are a strong indicator of customer satisfaction and loyalty, which are directly influenced by the quality of customer service. If customers return to the hotel, it suggests they were satisfied with their previous experience, including the service they received.
Conclusion:This is anappropriate KPIfor the CSF.
What does the position of stakeholders on a power/interest gridrepresent?
Options:
Where the stakeholders will be after the proposed change.
Where the stakeholders should be.
Where the stakeholders actually are at a point in time.
Where the stakeholders believe they should be.
Answer:
CExplanation:
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.
What technique is useful to ensure that a holistic view is taken whenconducting gap analysis?
Options:
Payback analysis.
POPIT™,
Boston box.
PESTLE.
Answer:
BExplanation:
Gap analysisidentifies the differences between the current state and the desired future state. To ensure a holistic view, a comprehensive framework likePOPIT™(People, Organization, Process, Information, Technology) is useful.
Key Considerations:
Payback Analysis:Focuses on financial returns and does not provide a holistic view.
POPIT™:Analyzes gaps across multiple dimensions (people, organization, process, information, technology), ensuring a comprehensive perspective.
Boston Box:Evaluates market positioning of products or services, not gaps in organizational capabilities.
PESTLE:Analyzes external environmental factors but does not focus on internal gaps.
Evaluation of Each Option:
A. Payback analysis:Payback analysis focuses on financial metrics and does not address holistic gap analysis.Conclusion:This isnot correct.
B. POPIT™:POPIT™ ensures a holistic view by analyzing gaps across people, organization, process, information, and technology.Conclusion:This iscorrect.
C. Boston box:The Boston box evaluates product portfolios, not organizational gaps.Conclusion:This isnot correct.
D. PESTLE:PESTLE analyzes external factors and does not focus on internal gaps.Conclusion:This isnot correct.
Final Recommendation:
The technique useful for ensuring a holistic view in gap analysis is:B. POPIT™.
