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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Establishing the Target State | 15% | - Defining desired outcomes and success measures - Business activity modelling and process design - Defining future requirements and objectives |
| Topic 2: Analysing the Current State | 15% | - Modelling current processes, systems and data - Identifying problems, gaps and improvement opportunities - Investigation techniques and data collection |
| Topic 3: Developing a Business Case | 15% | - Alignment with business change lifecycle - Purpose and structure of a business case - Costs, benefits, risks and impact assessment |
| Topic 4: Designing and Defining the Solution | 15% | - Defining requirements and specifications - Design thinking and solution concepts - Gap analysis and option evaluation |
| Topic 5: Strategic Context for Business Analysis | 20% | - SWOT analysis and strategic alignment - Internal and external environment analysis - Organisational vision, mission and objectives |
| Topic 6: Analysing and Managing Stakeholders | 20% | - Engagement and communication strategies - Stakeholder identification and classification - Stakeholder influence, interest and engagement assessment - CATWOE and stakeholder perspective analysis |
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NEW QUESTION # 95
A business analyst and a project manager are producing a business case for an initiative, which aims to improve the cyber defences of a large financial services provider They met recently to review progress and made the following notes for the next draft
1. The benefits of cyber security will be hard to describe in quantitative terms, so we will need to describe these qualitatively.
2 We need to make it clear that we have fully explored the solution market, and we have considered a range of approaches to meeting the objectives of this project.
3. The threat posed to the organisation from cyber attack, and therefore the justification for this project, needs to be clearly articulated Which THREE sections of a business case will cover these points'?
Answer: B,C,D
Explanation:
Explanation
A business case is a document that provides the rationale and justification for a proposed business change or solution. It helps to evaluate the benefits, costs, risks and impacts of different options and recommend the best one for further development and implementation. A business case typically consists of several sections, such as executive summary, description of the current situation, description of the desired situation, options considered, analysis of costs and benefits, risk assessment and recommendations. Therefore, options A, B and C are correct answers, as they cover the sections of a business case that will address the points noted by the business analyst and the project manager. Options considered is the section where different approaches or solutions to meet the objectives of the project are identified and described. It helps to show that a range of alternatives have been explored and evaluated. Analysis of costs and benefits is the section where the financial implications of each option are estimated and compared. It helps to show the expected value and return on investment of each option. Description of the current situation is the section where the problem or opportunity that motivates the project is clearly defined and articulated. It helps to show the justification and urgency for the project. Option D is not a correct answer, as recommendations is not a section of a business case that will address any of the points noted by the business analyst and the project manager. Recommendations is the section where the preferred option is selected and proposed based on the analysis and evaluation of other sections. Option E is not a correct answer, as risk assessment is not a section of a business case that will address any of the points noted by the business analyst and the project manager. Risk assessment is the section where the uncertainties and potential negative consequences of each option are identified and analysed. It helps to show how risks can be avoided, reduced or managed.
References: BCS Practitioner Certificate in BAP Specimen, page 30.
NEW QUESTION # 96
ForestRetreat organises events in national forests and woodland, including log cabin accommodation and transport. It has recently purchased a new woodland plot and plans to offer events there in the summer, but there is much to do in preparation. A local builder has been commissioned to construct the log cabins. A volunteer organisation will work with ForestRetreat to provide transport for customers who are attending the events. The senior officer for the south east region of ForestRetreat has been asked to oversee the development of the new woodland plot.
Which stakeholder group is not represented in this scenario?
Answer: A
Explanation:
The business analysis documentation distinguishes stakeholder categories and provides examples including customers, employees, managers, partners, suppliers, and others. The scenario clearly includes a supplier: the local builder is providing goods/services (construction) to ForestRetreat, which fits the definition of a supplier. It also includes a partner: the volunteer organisation is "working with" ForestRetreat to provide transport on its behalf, which aligns with the definition of partners as organisations that work with an organisation to provide services on its behalf.
A manager is represented by the senior officer who has been asked to oversee development of the new plot. The glossary explicitly lists managers as a distinct stakeholder category, separate from employees. While managers are employees in a general HR sense, the stakeholder categorisation used here treats managers and employees as separate groups because they often have different interests, influence, and perspectives on change.
What is not represented is the employee stakeholder group (non-managerial staff). No operational staff, event staff, customer service staff, or other employees are mentioned-only a manager (senior officer). Therefore, the missing stakeholder group from the options is Employee.
NEW QUESTION # 97
You're the business analyst for a marketing campaign aimed at launching a new product line for your company. The campaign involves multiple tasks and requires input from various team members. You assign the task of designing the promotional materials to a graphic designer.
What role would the graphic designer typically play in the RACI matrix?
Answer: A
Explanation:
A RACI chart (linear responsibility matrix) clarifies who does what for key deliverables and tasks, using the categories Responsible, Accountable, Consulted, and Informed. The text defines Responsible as the person or role responsible for creating/developing the product or performing the task. It defines Accountable as the person who will "carry the can" for the quality and ultimate ownership of the product or task-often a senior role such as the project sponsor being accountable for the business case.
In this scenario, the graphic designer has been assigned the work of designing the promotional materials. That is direct execution: they are the person performing the task and producing the deliverable. Under the RACI definitions, that makes them Responsible.
"Accountable" would typically be held by the person who owns the outcome and is answerable for whether the promotional materials meet campaign objectives and brand standards-commonly the marketing lead, product manager, or campaign owner-rather than the specialist producing the asset. The RACI model is used precisely to prevent confusion between "doing the work" (Responsible) and "owning the outcome" (Accountable).
Therefore, the graphic designer's typical role in the RACI matrix for this task is Responsible (A).
NEW QUESTION # 98
During a project meeting, a key stakeholder with high interest and high power over the project proposes a new software feature that they would urgently like included in scope. This feature hasn't been discussed before.
What is the most appropriate action to take as the meeting facilitator?
Answer: B
Explanation:
The documentation defines a workshop/meeting as a facilitated session with a prepared agenda, where the facilitator elicits information and views, and where actions and decisions are recorded. In addition, stakeholders with high power and high interest are described as key players who require positive, active management, including frequent meetings and discussions about the direction the project is taking.
Given that context, the most appropriate response is to allow the stakeholder to explain the proposed feature and its potential impact, while capturing the details. This ensures the facilitator is actively managing a high power/high interest stakeholder (rather than shutting them down), and it also supports good governance by making sure the idea is captured clearly enough to be assessed properly later (e.g., as a change request or option).
Option A is better than ignoring the point entirely, but it risks appearing dismissive and could undermine engagement with a key stakeholder. Option B captures notes but fails to explore impact, which may be critical when the request is "urgent." Option D is inappropriate because it disregards input from a stakeholder who can significantly affect the project.
Therefore, C best balances facilitation discipline (capturing information and controlling the meeting) with effective stakeholder management for high influence stakeholders.
NEW QUESTION # 99
A business case is being created for a new. automated auditing system that will improve the IT department's ability to record and monitor all the computing devices used across the organisation The sponsor of the project is keen to get a better idea of the financial implications of the project and has asked for the simplest calculation possible This calculation should consider the tangible costs and tangible benefits of the project, as well as showing when it will have saved the department as much money as it has cost.
Which of the following investment appraisal calculations has the sponsor asked for?
Answer: B
Explanation:
Explanation
An investment appraisal calculation is a technique for assessing whether a proposed business change or solution is financially viable and worthwhile. It helps to compare the costs and benefits of different options and select the best one based on objective criteria. There are different types of investment appraisal calculations, such as payback calculation, net present value, internal rate of return and discounted cash flow.
Therefore, option A is the correct answer, as payback calculation is the simplest investment appraisal calculation that considers the tangible costs and benefits of a project, as well as showing when it will have saved as much money as it has cost. Payback calculation measures how long it will take for a project to recover its initial investment by comparing its cumulative cash inflows with its cumulative cash outflows over time. It helps to show how quickly a project will break even or generate profit. Option B is not a correct answer, as net present value is not the simplest investment appraisal calculation that considers only tangible costs and benefits. Net present value measures how much value a project will add or subtract from an organisation by comparing its present value of cash inflows with its present value of cash outflows over time.
It helps to show how profitable a project will be in today's terms. Net present value requires discounting future cash flows using an appropriate discount rate, which adds complexity to the calculation. Option C is not a correct answer, as internal rate of return is not the simplest investment appraisal calculation that considers only tangible costs and benefits. Internal rate of return measures how efficient a project is by calculating its annualised effective compounded return rate or rate of growth over time. It helps to show how attractive a project is compared to other investment opportunities. Internal rate of return requires finding an unknown discount rate that makes net present value equal to zero, which adds complexity to the calculation. Option D is not a correct answer, as discounted cash flow is not an investment appraisal calculation itself, but a method for estimating future cash flows by applying an appropriate discount rate to reflect their present value. Discounted cash flow can be used in other investment appraisal calculations, such as net present value or internal rate of return.
References: BCS Practitioner Certificate in BAP Specimen, page 31.
NEW QUESTION # 100
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