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| Section | Weight | Objectives |
|---|---|---|
| Strategic Context for Business Analysis | 5% | - Alignment with organizational goals - Business strategy and objectives |
| Investigating the Business Situation | 10% | - Investigative techniques: interviews, workshops, observation - Documenting current state |
| Defining the Solution | 10% | - Developing and evaluating solution options - Gap analysis |
| Modelling Requirements | 5% | - Modelling notations and techniques - Communicating requirements through models |
| Competencies of a Business Analyst | 5% | - Personal qualities and skills - Professional knowledge and techniques |
| Analysing and Managing Stakeholders | 10% | - Stakeholder identification and classification - Stakeholder analysis and engagement strategies |
| Establishing the Requirements | 10% | - Requirements types: business, functional, non-functional - Elicitation and definition techniques |
| Business Analysis Service Framework | 5% | - Structure and process model - Roles and responsibilities within the framework |
| Validating and Managing Requirements | 5% | - Requirements management and change control - Requirements validation and verification |
| Improving Business Services and Processes | 10% | - Process modelling and analysis - Identifying improvement opportunities |
| Delivering the Requirements and Solution | 5% | - Benefits realization - Implementation considerations |
| What is Business Analysis? | 5% | - Role and purpose of business analysis - Definition and scope |
| Making the Business Case | 10% | - Feasibility assessment - Cost-benefit analysis and justification |
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NEW QUESTION # 76
If a process has been well designed, which of the following issues could still cause a problem and prevent achievement of objectives?
Answer: C
Explanation:
A process that is "well designed" (optimally structured, free from unnecessary steps) implies that issues like Redundancy (B), Lack of standardisation (C), and Duplication (D) have been eliminated or minimised through effective process design (i.e., making it lean and efficient). However, even a perfectly designed process will fail to achieve its objectives if the necessary resources are not available to execute it. Insufficient resources (such as people, funding, equipment, or time) represent a constraint on the execution, leading to bottlenecks, delays, and a failure to meet performance targets, regardless of the quality of the process design itself. This is often an implementation or operational management issue, not a design flaw.
(Reference: BCS Business Analysis Practice - Process Improvement)
NEW QUESTION # 77
When is the self-esteem of individuals affected by a change process usually at its lowest?
Answer: D
NEW QUESTION # 78
In relation to "personas", which statement is true?
Answer: A
Explanation:
Personas are fictional but evidence-based representations of typical users or customer groups. They help business analysts and design teams understand user goals, behaviours, needs, frustrations, and motivations. Personas are often developed from user research and can be based on generic user roles, then enriched with characteristics that make them realistic and useful for analysis. They are not equivalent to a RACI chart because RACI defines responsibility, accountability, consultation, and information responsibilities for tasks. A single real user may also perform multiple roles, so option B is too restrictive. Personas are useful in user-centred design and requirements analysis, but they are not mandatory for decision analysis. Therefore, the true statement is that personas are taken from generic user roles.
NEW QUESTION # 79
Which of the following statements about prototyping as an investigation technique are FALSE? (Select Two)
Answer: A,C
NEW QUESTION # 80
Which two ' P's contribute to the POPIT™ holistic model?
Answer: B
Explanation:
The POPIT™ model is a holistic framework used in business analysis to ensure that all aspects of the business system are considered when investigating a situation or implementing a change. The acronym stands for People, Organisation, Processes, Information, and Technology. Therefore, the two ' P ' components of the model are People and Processes. ' People ' relates to skills, motivation, job roles, and culture. ' Processes ' refers to the defined procedures, activities, and tasks carried out to deliver the business service. Ensuring that changes are successful requires addressing all five components, as a change in one area (e.g., a new IT system) invariably impacts the other areas (e.g., the skills of the People, or the Information required).
(Reference: BCS Foundation Certificate in Business Analysis / BCS Business Analysis Practice - Holistic View of the Business System, POPIT Model)
NEW QUESTION # 81
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