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| Section | Weight | Objectives |
|---|---|---|
| Improving Business Services and Processes | 10% | - Identifying improvement opportunities - Process modelling and analysis |
| Investigating the Business Situation | 10% | - Investigative techniques: interviews, workshops, observation - Documenting current state |
| What is Business Analysis? | 5% | - Definition and scope - Role and purpose of business analysis |
| Modelling Requirements | 5% | - Modelling notations and techniques - Communicating requirements through models |
| Defining the Solution | 10% | - Gap analysis - Developing and evaluating solution options |
| Strategic Context for Business Analysis | 5% | - Business strategy and objectives - Alignment with organizational goals |
| Validating and Managing Requirements | 5% | - Requirements management and change control - Requirements validation and verification |
| Establishing the Requirements | 10% | - Elicitation and definition techniques - Requirements types: business, functional, non-functional |
| Business Analysis Service Framework | 5% | - Roles and responsibilities within the framework - Structure and process model |
| Competencies of a Business Analyst | 5% | - Personal qualities and skills - Professional knowledge and techniques |
| Delivering the Requirements and Solution | 5% | - Implementation considerations - Benefits realization |
| Analysing and Managing Stakeholders | 10% | - Stakeholder identification and classification - Stakeholder analysis and engagement strategies |
| Making the Business Case | 10% | - Feasibility assessment - Cost-benefit analysis and justification |
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NEW QUESTION # 31
Which of the following statements about formal observation as an investigation technique are TRUE?
It helps the analyst to...
a) ... negotiate and resolve conflicting requirements
b) ... understand the physical business environment
c) ... obtain buy-in from a range of stakeholders
d) ... identify tacit knowledge in business practice.
Answer: D
Explanation:
The true statements about formal observation are b and d. Formal observation is when a business analyst watches an individual or group perform their work. Statement (b) is true as observing the environment directly helps the analyst understand the physical business environment and how it influences the work.
Statement (d) is true because observation is particularly effective for identifying tacit knowledge (unspoken or unwritten rules, shortcuts, or skills) that the worker may take for granted or find difficult to articulate during an interview. Statement (a) is false as observation is a passive technique, not suitable for actively negotiating or resolving conflicts, which is better suited for workshops or interviews. Statement (c) is false as observation does not actively engage a wide range of stakeholders to obtain buy-in.
(Reference: BCS Foundation Certificate in Business Analysis / BCS Business Analysis Practice - Investigative Techniques, Observation)
NEW QUESTION # 32
Business rules define how actions are to be performed. Under which of the following headings are business rules considered?
Answer: C
NEW QUESTION # 33
In relation to "personas", which statement is true?
Answer: C
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 # 34
A business analyst has identified that one of the use cases on a use case diagram contains a large amount of optional processing. This optional processing is so large that he has decided to remove it to a separate use case which can be called by the original use case if required.
How should the original use case be linked to the new use case?
Answer: C
NEW QUESTION # 35
A use case Place Order must always invoke a related use case Check Credit.
How is the association between the two use cases shown?
Answer: B
NEW QUESTION # 36
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