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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Competencies of a Business Analyst | 5% | - Professional knowledge and techniques - Personal qualities and skills |
| Topic 2: Validating and Managing Requirements | 5% | - Requirements validation and verification - Requirements management and change control |
| Topic 3: Improving Business Services and Processes | 10% | - Process modelling and analysis - Identifying improvement opportunities |
| Topic 4: What is Business Analysis? | 5% | - Definition and scope - Role and purpose of business analysis |
| Topic 5: Modelling Requirements | 5% | - Communicating requirements through models - Modelling notations and techniques |
| Topic 6: Investigating the Business Situation | 10% | - Documenting current state - Investigative techniques: interviews, workshops, observation |
| Topic 7: Delivering the Requirements and Solution | 5% | - Implementation considerations - Benefits realization |
| Topic 8: Business Analysis Service Framework | 5% | - Roles and responsibilities within the framework - Structure and process model |
| Topic 9: Analysing and Managing Stakeholders | 10% | - Stakeholder identification and classification - Stakeholder analysis and engagement strategies |
| Topic 10: Making the Business Case | 10% | - Feasibility assessment - Cost-benefit analysis and justification |
| Topic 11: Defining the Solution | 10% | - Gap analysis - Developing and evaluating solution options |
| Topic 12: Establishing the Requirements | 10% | - Elicitation and definition techniques - Requirements types: business, functional, non-functional |
| Topic 13: Strategic Context for Business Analysis | 5% | - Alignment with organizational goals - Business strategy and objectives |
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NEW QUESTION # 38
Which auxiliary service supplements all of the services in the Business Analysis Service Framework (BASF)?
Answer: B
Explanation:
The Business Analysis Service Framework (BASF) identifies core and auxiliary services that support business analysis activities. Auxiliary services supplement the core services and are essential for delivering value.
Key Considerations:
* Strategic Analysis: Focuses on high-level organizational goals and strategies but is not an auxiliary service.
* Stakeholder Engagement: Involves identifying, analyzing, and collaborating with stakeholders, which supports all aspects of business analysis.
* Project Management: While important, project management is a separate discipline and not part of the BASF.
* External Environment Analysis: Examines external factors (e.g., market trends) but is not an auxiliary service.
Evaluation of Each Option:
* A. Strategic analysis: Strategic analysis is a core service, not an auxiliary service. Conclusion: This is not correct .
* B. Stakeholder engagement: Stakeholder engagement is an auxiliary service that supports all business analysis activities by ensuring stakeholder needs are understood and addressed. Conclusion: This is correct .
* C. Project management: Project management is outside the scope of the BASF. Conclusion: This is not correct .
* D. External environment analysis: External environment analysis is a core service, not an auxiliary service. Conclusion: This is not correct .
NEW QUESTION # 39
Which of the following statements about prototyping as an investigation technique are FALSE? (Select Two)
Answer: C,D
NEW QUESTION # 40
Which of the following BEST describes the cause of a bottleneck in a business process?
Answer: D
NEW QUESTION # 41
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?
Answer: B
Explanation:
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 is not correct .
B . Ignore, Constant active management:
Ignoring a stakeholder is inappropriate, especially for someone in a senior leadership role like Harvey.
Conclusion: This is not 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 the correct 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 is not correct .
NEW QUESTION # 42
Which ONE model is used for planning the training the support that people need as they adapt to change?
Answer: A
NEW QUESTION # 43
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