Pass the BCS Business Analysis PC-BA-FBA-20 Questions and answers with CertsForce

When documenting risks in a business case, it is essential to follow structured processes to ensure risks are appropriately identified, analyzed, and managed. Let’s evaluate each option again based on best practices outlined in theBCS Business Analysis Frameworkand other methodologies:

Key Considerations:

Risk Documentation:Risks must be recorded systematically to ensure they are visible, actionable, and traceable.

Ownership of Risks:Assigning ownership ensures accountability and clarity about who is responsible for monitoring and mitigating each risk.

Risk Management Lifecycle:The process typically involves identification, documentation, assessment, ownership assignment, and response planning.

Evaluation of Each Option:

A. Create a RAID log

ARAID log(Risks, Assumptions, Issues, and Dependencies) is a widely used tool in business analysis and project management for capturing and managing risks systematically.

It provides a centralized repository for tracking risks, assumptions, issues, and dependencies, ensuring that risks are documented comprehensively and transparently.

This aligns with best practices for risk management and is a critical first step in ensuring risks are appropriately recorded.

Conclusion:This is amust-doaction.

B. Document the source of each risk

While documenting the source of each risk can provide valuable context, it is not a mandatory or primary step in the initial documentation phase.

Sources of risks are often identified during risk analysis or root cause analysis, which occurs after risks have been recorded.

Although useful, this step is secondary to creating a RAID log and assigning ownership.

Conclusion:This isnot the most critical actionat this stage.

C. Identify an owner for each risk

Assigning ownership for each risk is a fundamental part of risk management. Without clear ownership, risks may remain unmonitored or unaddressed.

Ownership ensures accountability and helps streamline communication and decision-making regarding risk mitigation strategies.

According to theBCS Business Analysis Framework, identifying risk owners is a key responsibility during the risk documentation process.

Conclusion:This is amust-doaction.

D. Provide justification for each countermeasure identified

Justifying countermeasures is part of the risk response planning phase, which occurs after risks have been documented, assessed, and prioritized.

At this stage, John’s focus should be on identifying and recording risks, not on evaluating or justifying solutions.

Conclusion:This isnot relevantat the documentation stage.

E. Impact assessment of each countermeasure identified

Similar to option D, impact assessments for countermeasures are conducted during the risk response planning phase, not during the initial documentation phase.

This step is premature and does not align with the immediate need to document risks.

Conclusion:This isnot relevantat the documentation stage.

Final Recommendation:

Based on theBCS Business Analysis Frameworkand industry best practices, the two most appropriate actions for John are:

Create a RAID log(to systematically document risks).

Identify an owner for each risk(to ensure accountability and clarity).

These steps ensure that risks are appropriately recorded and managed, laying the foundation for effective risk management.

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.

TheWaterfall methodologyis a linear approach where requirements are defined upfront, and changes are difficult to accommodate once the project begins.Agile methodology, on the other hand, emphasizes flexibility and adaptability to changing requirements.

Key Considerations:

Inherent Uncertainty in Cost:While cost uncertainty exists in both methodologies, Agile does not specifically address this drawback of Waterfall.

Inflexibility to Changing Requirements:Waterfall's rigid structure makes it difficult to incorporate changes once the project starts. Agile addresses this by allowing iterative development and continuous feedback.

Capturing All Requirements Upfront:Agile does not aim to capture all requirements upfront; instead, it embraces evolving requirements throughout the project.

Stakeholder Agreement on Scope Before Work Begins:Agile encourages ongoing collaboration with stakeholders rather than requiring scope agreement upfront.

Evaluation of Each Option:

A. The agile methodology addresses the inherent uncertainty in cost associated with waterfall:Agile does not specifically address cost uncertainty.Conclusion:This isnot correct.

B. Agile development addresses the inflexibility of waterfall as it pertains to changing requirements:This is the primary drawback of Waterfall that Agile addresses through its iterative and flexible approach.Conclusion:This iscorrect.

C. The agile methodology captures all requirements at the start of a project to reduce risks typically experienced in waterfall:Agile does not capture all requirements upfront; it embraces evolving requirements.Conclusion:This isnot correct.

D. Agile development requires stakeholders to agree to the scope of the project before the work begins, reducing uncertainty in the design:Agile does not require upfront scope agreement; it promotes adaptive planning.Conclusion:This isnot correct.

Final Recommendation:

The drawback of Waterfall addressed in Agile is:B. Agile development addresses the inflexibility of waterfall as it pertains to changing requirements.

Ause case diagramis a visual representation of how users (or systems) interact with a system to achieve specific goals.Actorsrepresent the entities (e.g., users or external systems) that expect to receive services from the system.

Key Elements of a Use Case Diagram:

Actors:Represent individuals or systems that interact with the system to achieve a goal.

System Boundaries:Define the scope of the system being modeled.

Users:While "users" may seem similar to actors, the term "actors" is the correct technical term in use case diagrams.

Entities:Entities typically refer to data objects or components, not those receiving services.

Evaluation of Each Option:

A. Actors:Actors are the correct element used to indicate those who expect to receive a service from the system.Conclusion:This iscorrect.

B. System boundaries:System boundaries define the scope of the system but do not represent those receiving services.Conclusion:This isnot correct.

C. Users:While users may interact with the system, the correct term in use case diagrams is "actors."Conclusion:This isnot correct.

D. Entities:Entities represent data objects or components, not those receiving services.Conclusion:This isnot correct.

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.

One of thekey principlesof business analysis is to present stakeholders withoptionsrather than prescribing a single solution. This approach ensures that stakeholders can make informed decisions based on their priorities and constraints.

Key Principles of Business Analysis:

Present Options Not Solutions:Business analysts should provide multiple viable options, allowing stakeholders to choose the best course of action.

Understand Symptoms:While understanding symptoms is important, it is part of problem analysis, not a key principle.

Focus on Requirements Definition Only:Business analysis encompasses more than just defining requirements; it includes understanding problems, analyzing options, and ensuring value delivery.

Integrate IT Changes:While integrating IT changes is valuable, it is not a universal principle of business analysis.

Evaluation of Each Option:

A. Present options not solutions:This is a fundamental principle of business analysis, emphasizing stakeholder choice.Conclusion:This iscorrect.

B. Understand the symptoms of the problem being defined:Understanding symptoms is part of problem analysis but not a standalone principle.Conclusion:This isnot correct.

C. Focus on requirements definition only:Business analysis involves more than just requirements definition.Conclusion:This isnot correct.

D. Integrate IT changes together with project requirements to improve efficiency:While integration is valuable, it is not a universal principle of business analysis.Conclusion:This isnot correct.

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.

To identify the stakeholder groups represented in the scenario, we need to analyze the relationships and roles described:

Stakeholder Groups in the Scenario:

Owner:The two founders of AlpineTrails, who each own 50% of the business, are clearly stakeholders as owners. They have a vested interest in the success of the business and its partnerships.

Partner:WalkNation is described as a partner organization that collaborates with AlpineTrails to offer special holidays for its members. This partnership involves shared responsibilities (marketing and booking by WalkNation, holiday organization by AlpineTrails).

Supplier:AlpineTrails books hotels, transport, and equipment to create bespoke holidays. These entities (hotels, transport providers, equipment suppliers) are suppliers to AlpineTrails and play a critical role in delivering the holidays.

Manager:While managers may exist within AlpineTrails, they are not explicitly mentioned in the scenario. Therefore, this group is not represented.

Competitor:Competitors are not mentioned or implied in the scenario, so this group is not represented.

Evaluation of Each Option:

A. Owner:The two founders of AlpineTrails are explicitly described as owners.Conclusion:This is arelevant stakeholder group.

B. Partner:WalkNation is explicitly described as a partner.Conclusion:This is arelevant stakeholder group.

C. Supplier:Hotels, transport, and equipment providers are implicitly described as suppliers.Conclusion:This is arelevant stakeholder group.

D. Manager:Managers are not explicitly mentioned in the scenario.Conclusion:This isnot a relevant stakeholder group.

E. Competitor:Competitors are not mentioned or implied in the scenario.Conclusion:This isnot a relevant stakeholder group.

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 best way to present the changes to the scheduling team, we need to consider the nature of the information being communicated and the audience (the scheduling team). The extract describes changes to processes, roles, and systems, which are best represented visually to ensure clarity and understanding.

Key Considerations:

Business Process Model (BPM):A BPM is a visual representation of the steps in a process. It is particularly useful for communicating changes to workflows, roles, and responsibilities. Since the extract discusses splitting the scheduling team into two groups and introducing new software and processes, a BPM would effectively illustrate how these changes impact the workflow.

Business Activity Model (BAM):A BAM focuses on high-level activities and their logical dependencies, often used in strategic planning. However, it is less detailed than a BPM and may not adequately capture the specific changes to scheduling processes.

POPIT (People, Organization, Process, Information, Technology):POPIT is a framework for analyzing business change across multiple dimensions. While it provides a holistic view, it is not a presentation tool and would not be the best choice for directly communicating the changes to the scheduling team.

Prototype:A prototype is typically used to demonstrate the functionality of a system or software. While the introduction of telephony software and an onlinebooking system could involve prototyping, this option does not address the need to communicate process and role changes.

Evaluation of Each Option:

A. Business Process Model:A BPM is ideal for illustrating the changes to the scheduling process, including the split into inpatient and outpatient teams and the integration of new software. It provides a clear, step-by-step visual representation that the scheduling team can easily understand.Conclusion:This is thebest option.

B. Business Activity Model:While a BAM could provide a high-level overview of the changes, it lacks the detail needed to explain specific process adjustments.Conclusion:This isnot the best option.

C. POPIT:POPIT is a framework for analysis, not a communication tool. It would not effectively convey the changes to the scheduling team.Conclusion:This isnot the best option.

D. Prototype:Prototyping is relevant for demonstrating software functionality but does not address the need to communicate process and role changes.Conclusion:This isnot the best option.

Final Recommendation:

The changes should be presented using aBusiness Process Model, as it effectively communicates the revised workflows and roles to the scheduling team.