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NEW QUESTION # 61
As part of the alignment stage of a business change, an IT technician is investigating the usage of the current IT system, with a view to proposing automation for frequently used activities. They have made the following notes:
* 40 new entrant forms are completed per week.
* Low response rates totalling 35%.
* There are 7 redundant data items on the forms.
* On average, users indicate that they score the user interface design 2.4 out of 5.
Which investigation techniques did the IT technician use?
Answer: D
Explanation:
The notes combine quantitative measures and findings from examining artefacts. The "low response rates totalling 35%" and "users score the user interface design 2.4 out of 5" strongly indicate a survey was used, because surveys are a quantitative investigation technique designed to gather standardised responses from many users and produce numerical summaries (such as average scores and response rates). The business analysis process model explicitly lists quantitative investigation techniques such as surveys.
In addition, "there are 7 redundant data items on the forms" is a classic output of document analysis-reviewing the content and structure of business documents to understand what data is captured, whether it is necessary, and how it is used. The documentation explains that analysing documents (including samples of completed documents) can clarify key data items and reveal insights into how work is performed and what information is truly needed. It also lists document analysis among quantitative/fact-finding techniques used in the early stages of investigation.
Finally, "40 new entrant forms are completed per week" is consistent with a quantitative approach (counting volumes), which commonly accompanies surveys and document-based sampling/review in early investigation. Therefore, the best match is Surveys and Document Analysis (Option A).
NEW QUESTION # 62
How would a business analyst make use of an agreed Target Operating Model (TOM) when carrying out a gap analysis?
Answer: B
Explanation:
Gap analysis is defined as comparing a current state with a desired future state in order to determine where the current situation has "gaps" that need to be resolved and what actions are required to improve it. The guidance explains that when you have an agreed model of the desired future business system (the book uses a Business Activity Model as an example of an agreed "future view"), the analyst should examine the activities on that model one by one to see where the current business system is lacking. This is exactly what option A states: the agreed TOM (as a target picture of "how the business should operate") becomes the reference point for assessing deficiencies, inadequacies, or missing capabilities in today's way of working.
The documented gap analysis procedure reinforces this by explicitly instructing analysts to examine the activities on the future-state model, consider how well each activity is currently carried out (and supported by information systems), and then analyse the gaps between the existing and desired systems to identify improvements. Options B, C, and D may be useful activities in other contexts (e.g., stakeholder negotiation or external analysis), but they are not the core way the target model is used to perform a gap analysis as described in the guidance.
NEW QUESTION # 63
Casper Trading have identified the need for a change in management style within their business case to enhance team productivity. They have identified a risk that managers may struggle to adopt the new behaviours.
Which is most likely to be an effective countermeasure?
Answer: B
Explanation:
The business case guidance states that risk assessment should identify principal risks and-critically-define countermeasures: what can be done to reduce the likelihood of the risk occurring or lessen its impact. It notes that some risks can be transferred (e.g., via insurance), but the key is choosing countermeasures that actually address the cause.
Here, the risk is behavioural: managers may struggle to adopt a new management style required by the change. The book explicitly recognises that business change often requires changes to working practices and sometimes management style, especially where roles and authority shift. The most direct countermeasure is to build capability and readiness in the affected managers-through training, education, coaching, and support-so they understand the new behaviours, can practise them, and can be reinforced through agreed expectations. This reduces both the probability of failure (managers not changing) and the impact (inconsistent adoption harming productivity).
Option A (insurance) does not address behavioural adoption; it might transfer financial impact in some scenarios but won't make managers change. Option C explicitly avoids change and therefore cannot mitigate the stated risk. Option B could work in extreme cases, but replacing the entire management team is a far more disruptive and costly response than necessary and is not the "most likely" effective countermeasure when the risk is capability/behaviour adoption. Therefore, training and educating the managers is the most appropriate countermeasure.
NEW QUESTION # 64
A large retail company has asked a business analyst to investigate a problem with declining sales Which of the following techniques is the business analyst MOST LIKLEY to use to identify underlying causes of this problem?
Answer: D
Explanation:
Explanation
A Business Activity Model (BAM) is a technique for modelling business activities within an organisation or project at a high level of abstraction. It helps to understand what an organisation does, how it does it, who does it, where it does it and why it does it. Therefore, option D is the correct answer, as a BAM would help the business analyst to identify underlying causes of a problem with declining sales. A BAM would help to analyse how different activities within an organisation contribute or relate to sales performance and identify any gaps or issues that may affect sales performance. A BAM would help to compare current and desired situations or problems and identify what changes or improvements are needed to achieve desired situations or problems. Option A is not a correct answer, as customer journey maps are not a technique for identifying underlying causes of a problem with declining sales. Customer journey maps are a technique for visualising customer experiences with an organisation or product across different touchpoints and stages. They help to understand customer needs, expectations and emotions and how they are met or influenced by an organisation or product. Option B is not a correct answer, as scenario analysis is not a technique for identifying underlying causes of a problem with declining sales. Scenario analysis is a technique for exploring how different scenarios or situations could affect outcomes or impacts of an organisation or project. They help to test feasibility and desirability of different options or solutions under various circumstances or assumptions.
Option C is not a correct answer, as use case diagram is not a technique for identifying underlying causes of a problem with declining sales. Use case diagram is a technique for modelling functional requirements of a system or product at a high level of abstraction. They help to understand what functions or features are required or provided by a system or product and how they interact with actors or users.
References: BCS Practitioner Certificate in BAP Specimen, page 32.
NEW QUESTION # 65
A group of stakeholders at FlyMe travel operators are in a meeting to discus the Business Activity Model (BAM) for a new subsidiary business. They are planning to launch a new offering, which will offer flight bundle' packages for organization that regularly need to send their staff overseas. The following activities have been identified so far:
a) Monitor flight bundle' sates
b) Sell "night bundles*
c) Determine demand amongst existing customers
d) Identify potential airline earners
e) Determine 'flight bundle' locations,
f) Define bundle pricing.
Although the Operations Director for FlyMe is supportive of the new business proposition, she is not entirely convinced there is a gap in the market, nor is she confident that the idea will be profitable.
With these concerns in mind, which planning activities will she be keen to ensure are discussed before the meeting ends?
Answer: C
Explanation:
Explanation
The Operations Director for FlyMe is concerned about the market demand and profitability of the new business proposition. Therefore, she will be keen to ensure that the planning activities that address these concerns are discussed before the meeting ends. These activities are c and f, as they involve determining the demand amongst existing customers and defining the bundle pricing. These activities will help to assess the feasibility and viability of the new offering. Option A is the correct answer.
NEW QUESTION # 66
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