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BCS PC-BA-FBA-20 Exam Syllabus Topics:

SectionWeightObjectives
Topic 1: Analysing and Managing Stakeholders10%- Stakeholder analysis
  • 1. Stakeholder management strategies
  • 2. Stakeholder categorisation
  • 3. Stakeholder identification
Topic 2: The Competencies of a Business Analyst2.5%- Business analyst competencies
  • 1. Business knowledge
  • 2. Professional techniques
  • 3. Personal qualities
Topic 3: Making the Business Case5%- Business case development
  • 1. Investment appraisal
  • 2. Cost-benefit analysis
  • 3. Risk assessment
Topic 4: Defining the Solution7.5%- Solution definition
  • 1. Solution scope
  • 2. Feasibility assessment
  • 3. Business options
Topic 5: Delivering the Business Solution5%- Business solution implementation
  • 1. Solution deployment
  • 2. Benefits realisation
  • 3. Post-implementation review
Topic 6: Delivering the Requirements5%- Requirements delivery
  • 1. Agile delivery support
  • 2. Iteration planning
  • 3. Requirements readiness
Topic 7: What is Business Analysis5%- Business analysis concepts
  • 1. Business change and improvement
  • 2. Role and responsibilities of a business analyst
  • 3. Origins and development of business analysis
Topic 8: Establishing the Requirements10%- Requirements engineering
  • 1. Requirements classification
  • 2. Requirements prioritisation
  • 3. Requirements elicitation
Topic 9: The Business Analysis Service Framework2.5%- Framework concepts
  • 1. Business change lifecycle
  • 2. Business analysis process model
Topic 10: The Strategic Context for Business Analysis7.5%- Strategy analysis
  • 1. MOST analysis
  • 2. SWOT analysis
  • 3. Porter's Five Forces
  • 4. PESTLE analysis
Topic 11: Investigating the Business Situation12.5%- Investigation techniques
  • 1. Observation
  • 2. Workshops
  • 3. Interviews
  • 4. Scenarios and prototyping
Topic 12: Improving Business Services and Processes12.5%- Business process improvement
  • 1. Gap analysis
  • 2. Process modelling
  • 3. Business process redesign
Topic 13: Documenting and Modelling Requirements10%- Requirements documentation
  • 1. Data modelling
  • 2. Process modelling
  • 3. Use case modelling
Topic 14: Validating and Managing Requirements5%- Requirements management
  • 1. Requirements validation
  • 2. Change control
  • 3. Requirements traceability

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BCS Foundation Certificate in Business Analysis V4.0 Sample Questions (Q94-Q99):

NEW QUESTION # 94
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 " ?

Answer: A,C,D

Explanation:
To determine which measures are appropriate Key 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 is not an appropriate KPI for 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 is not an appropriate KPI for 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 an appropriate KPI for 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 an appropriate KPI for 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 an appropriate KPI for the CSF.


NEW QUESTION # 95
Which of the following models shows the driving and resisting forces of change?

Answer: A


NEW QUESTION # 96
Which statement in relation to the Requirements Engineering (RE) Framework is TRUE?

Answer: B

Explanation:
The Requirements Engineering (RE) Framework is a structured approach used by business analysts to define, document, and manage requirements. It consists of five iterative stages: Investigate Situation, Consider Perspectives, Analyze Needs, Evaluate Options, and Define Requirements .
Key Considerations:
* Suitability for Waterfall Projects Only: The RE Framework is flexible and can be adapted to both waterfall and Agile methodologies.
* Iterative Stages: The framework emphasizes iteration and refinement, making it suitable for evolving requirements.
* Defining Requirements: The framework explicitly supports the definition and management of requirements.
* Sequential Steps: While the stages are presented in a sequence, they are iterative and not strictly linear.
Evaluation of Each Option:
* A. It is only suitable for use with waterfall projects: The RE Framework can be applied to both waterfall and Agile projects. Conclusion: This is not correct .
* B. It shows five iterative stages that a business analyst needs to carry out to establish the requirements: This accurately describes the RE Framework ' s structure and purpose. Conclusion:
This is correct .
* C. Using the Requirements Engineering Framework does not help to define requirements: The framework is specifically designed to define and manage requirements. Conclusion: This is not correct .
* D. It shows steps in the requirements engineering process that a business analyst must follow sequentially: While the stages are presented in a sequence, they are iterative and not strictly sequential.
Conclusion: This is not correct .


NEW QUESTION # 97
The system should allow a user to enter customer details and select appropriate customers for a mailshot What is wrong with this requirement?

Answer: A


NEW QUESTION # 98
Which of the following techniques is used to focus solely on the external influences on an organisation?

Answer: B


NEW QUESTION # 99
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