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| Section | Weight | Objectives |
|---|---|---|
| Delivering the Requirements and Solution | 5% | - Implementation considerations - Benefits realization |
| Competencies of a Business Analyst | 5% | - Personal qualities and skills - Professional knowledge and techniques |
| What is Business Analysis? | 5% | - Role and purpose of business analysis - Definition and scope |
| Strategic Context for Business Analysis | 5% | - Business strategy and objectives - Alignment with organizational goals |
| Analysing and Managing Stakeholders | 10% | - Stakeholder identification and classification - Stakeholder analysis and engagement strategies |
| Making the Business Case | 10% | - Cost-benefit analysis and justification - Feasibility assessment |
| Improving Business Services and Processes | 10% | - Process modelling and analysis - Identifying improvement opportunities |
| Defining the Solution | 10% | - Gap analysis - Developing and evaluating solution options |
| Establishing the Requirements | 10% | - Elicitation and definition techniques - Requirements types: business, functional, non-functional |
| Business Analysis Service Framework | 5% | - Structure and process model - Roles and responsibilities within the framework |
| Validating and Managing Requirements | 5% | - Requirements validation and verification - Requirements management and change control |
| Investigating the Business Situation | 10% | - Investigative techniques: interviews, workshops, observation - Documenting current state |
| Modelling Requirements | 5% | - Communicating requirements through models - Modelling notations and techniques |
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NEW QUESTION # 93
An analyst investigating a sales system wishes to ask questions about how a customer order form is completed in the current system.
What investigation technique is the analyst using?
Answer: A
NEW QUESTION # 94
Using the MoSCoW technique, which priority is given to a requirement which is essential but which may be deferred in the short term?
Answer: D
Explanation:
The MoSCoW prioritization technique categorises requirements based on their importance to the current timebox or delivery. The categories are defined as follows:
MUST Have: Non-negotiable; essential for the solution to be viable. If missed, the project fails.
SHOULD Have: Important but not vital; the solution is still viable if these are deferred, but it will be a loss or require a workaround.
COULD Have: Desirable; can be deferred until the next timebox, with a minor impact on value.
WON'T Have this time (or WANT): Agreed not to be delivered now.
The description "essential but which may be deferred in the short term" aligns perfectly with SHOULD Have. This category implies high importance, but the risk of non-delivery is managed through a temporary workaround, making them the first requirements considered for deferral if the schedule is threatened.
(Reference: BCS Requirements Engineering - Prioritisation Techniques, MoSCoW)
NEW QUESTION # 95
In which step of the scenario development process would the handling of unusual conditions or outcomes be considered?
Answer: B
Explanation:
Scenario development (often linked to Use Case analysis) is a technique that uses narrative descriptions to explore how a business process or a proposed system feature will work. The process of creating a full scenario typically involves several steps: establishing the context, defining the main success scenario, and then exploring alternatives. The step where the handling of unusual conditions or outcomes is considered is Identify exception situations. Exceptions are the circumstances that cause the main path of a process or interaction to be interrupted or fail, and they represent unusual or undesirable deviations from the expected flow. These conditions, which could include error messages, data unavailability, or system failures, must be thoroughly analyzed and documented to ensure the proposed solution is robust and complete. This step is distinct from identifying the main tasks (A) or the normal flow sequence (B).
(Reference: BCS Requirements Engineering / BCS Business Analysis Practice - Scenarios and Use Cases)
NEW QUESTION # 96
Which of the following is a KEY principle of Business Analysis?
Answer: B
Explanation:
One of the key principles of business analysis is to present stakeholders with options rather 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 is correct .
B . Understand the symptoms of the problem being defined:
Understanding symptoms is part of problem analysis but not a standalone principle.
Conclusion: This is not correct .
C . Focus on requirements definition only:
Business analysis involves more than just requirements definition.
Conclusion: This is not 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 is not correct .
NEW QUESTION # 97
Which category of MoSCoW includes requirements that are desirable but not essential to the success of the project?
Answer: B
Explanation:
MoSCoW prioritisation categorises requirements into Must have, Should have, Could have, and Won't have for now. Must-have requirements are essential; without them, the solution would fail or be unacceptable. Should-have requirements are important but may be deferred if necessary. Could-have requirements are desirable and would add value, but they are not essential to business success or core solution viability. "Want to have" is not a standard MoSCoW category, although it sounds similar to informal prioritisation language. The wording "desirable but not essential" points directly to Could- have requirements. These are typically delivered only if time, budget, and capacity remain after higher- priority requirements are addressed. Therefore, option A is the correct MoSCoW category.
NEW QUESTION # 98
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