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57. Frage
AlpmeTrails is a company that specialises in offering tailored walking holidays The company was set up by two people, who each own 50% of the business AlpineTrails books hotels, transport and equipment to create bespoke holidays for AlpineTrails customers.
An agreement was recently reached with WalkNation. a national walking organisation, for AlpineTrails to provide a number of special holidays for its members These will be branded as WalkNation Holidays AlpineTrails will be responsible for organising the holidays but WalkNation will undertake the marketing and booking of these special holidays for its members As well as customers, which THREE stakeholder groups are represented in this scenario?
Antwort: A,C,D
Begründung:
A stakeholder is any person or group who has an interest in or influence over an organisation or project. Stakeholders can be classified into different categories based on their relationship with the organisation or project. One possible classification is the stakeholder wheel, which identifies six generic stakeholder categories: owner, partner, supplier, customer, regulator and competitor. Therefore, options A, B and C are correct answers, as they represent three stakeholder groups that are involved in the scenario. Owner refers to the person or group who owns or controls the organisation or project. In this case, it is the two people who each own 50% of AlpineTrails. Partner refers to the person or group who collaborates or cooperates with the organisation or project to achieve mutual benefits. In this case, it is WalkNation, who has agreed to work with AlpineTrails to provide special holidays for its members. Supplier refers to the person or group who provides goods or services to the organisation or project. In this case, it is the hotels, transport and equipment providers that AlpineTrails books for its customers. Option D is not a correct answer, as manager is not one of the generic stakeholder categories defined in the stakeholder wheel. Manager refers to the person or group who oversees or coordinates the activities of the organisation or project. In this case, it could be either one of the owners of AlpineTrails or someone appointed by them. Option E is not a correct answer, as competitor is not represented in this scenario. Competitor refers to the person or group who offers similar or alternative goods or services to the same market as the organisation or project. In this case, it could be another company that specialises in offering tailored walking holidays.
58. Frage
A report has been created into improving the scheduling of physio appointments at a major hospital An extract reads
'The scheduling team have a strong set of skills that will not need to be updated However, the team should be split into two. one dealing with inpatients and one with outpatients The introduction of a new telephony software and an online booking system will also require changes to the process' How might these changes be BEST presented to communicate with the scheduling team'?
Antwort: C
Begründung:
Explanation
A prototype is a simplified version of a proposed system or product that can be used to demonstrate its functionality and usability to the stakeholders. A prototype can be useful for communicating changes that involve new technology or software, as it allows the users to interact with the system and provide feedback.
Therefore, option D is the best choice, as it would allow the scheduling team to see how the new telephony software and online booking system would work and how they would affect their process. Option A is not a good choice, as a business process model is a graphical representation of the activities, inputs, outputs and resources involved in a business process. It would not show how the new software would work or how the team would be split. Option B is not a good choice, as a business activity model is a high-level view of the business activities that take place within an organisation. It would not show the details of the scheduling process or the new software. Option C is not a good choice, as POPIT is an acronym for People, Organisation, Process, Information and Technology. It is a framework for taking a holistic view of a business situation, but it is not a tool for communicating changes.
References: BCS Practitioner Certificate in BAP Specimen, page 16.
59. Frage
A business analyst working for a manufacturing company has been asked to support a new initiative to review and redesign the company's Process, enabling it is increase its production and expand into overseas markets. He is working in a team of business analytics and has been asked to do the following:
a) Assist in the evaluation of the benefits defined in the benefits plan b) Lead requirements elicitation and clarification activities c) Deliver coaching, training and ongoing support for any changes to existing processes.
Once the business analyst has completed these activities, which parts of the Business Change lifecycle will he have supported-?
Antwort: C
Begründung:
Explanation
The parts of the Business Change lifecycle that the business analyst will have supported are Realisation, Design and Implementation. Realisation is the phase where the benefits defined in the benefits plan are evaluated and measured. The business analyst will support this phase by assisting in the evaluation of the benefits (a). Design is the phase where the elements that will support the change are defined and developed.
The business analyst will support this phase by leading requirements elicitation and clarification activities (b).
Implementation is the phase where the change is embedded into the organisation and its processes. The business analyst will support this phase by delivering coaching, training and ongoing support for any changes to existing processes .
References:
Business Change Lifecycle - YouTube
The Change Management Life Cycle; Involve Your People to Ensure Success ...
60. Frage
You have been asked to create a Business Case for a project to streamline parcel delivery. The expectation is that the project will lead to substantial year-on-year savings. When considering the Business Change Lifecycle, in how many of its stages would you normally have activity relating to the Business Case?
Antwort: A
Begründung:
The Business Change Lifecycle in the documentation comprises five stages (shown in the lifecycle figure and described as the "key areas of activity" needed for successful business change). Business case work is not confined to a single moment; instead, it is revisited through the change effort at multiple decision points. The guidance illustrates this with "decision gates" where the business case is: produced initially, then confirmed after detailed requirements, confirmed once development costs are estimated, revisited before deployment, and later used to check benefits realisation once the new processes/systems are operating.
That pattern means business-case-related activity normally touches every stage of the lifecycle. Early on (Alignment and Definition), the business case is shaped and refined as understanding of problems, scope, and requirements improves. During Design and Implementation, the business case is validated and updated as costs, feasibility, and delivery plans become clearer and as the organisation prepares for change. In Realisation, the business case is used as the baseline for benefits review and to identify follow-up actions where benefits are not yet achieved. Therefore, "5" is the best answer.
61. Frage
The senior designer of a clothing company has been asked to put together a business vision and objectives. An experienced business analyst has been asked to help review the objectives, which are as follows:
Increase market share in key demographics.
Enhance customer experience and loyalty.
Expand product lines and reach new markets.
Which two of the following should be included as Critical Success Factors (CSFs) based on the stated objectives?
Antwort: A,E
Begründung:
The documentation defines Critical Success Factors (CSFs) as the few key areas where "things must go right" for the business to flourish and for managerial goals to be attained. The key points are that CSFs are few, they are key, and they are musts-not just "nice-to-have" activities.
Given the objectives, CSFs should be chosen that directly drive market share growth, customer loyalty, and expansion into new markets. Option A aligns strongly to "increase market share in key demographics" because pricing competitiveness is often a critical lever in apparel retail: if pricing drifts out of line with competitor positioning or customer value expectations, share and loyalty can rapidly erode. A CSF framed around continuously monitoring competitor pricing and responding in a controlled way supports both market share and profitability-key for sustained growth.
Option D aligns strongly to "expand product lines and reach new markets." Establishing new distribution channels (marketplaces, stores, partnerships) is frequently a make-or-break capability for expansion: without the right channels, new product lines won't reach target segments effectively. That makes it a credible "must go right" area.
Option E (follower count) is not necessarily critical-engagement can matter, but "follower count must remain high" is too narrow and can be a vanity metric. Options B and C may be important hygiene or internal factors, but they are not as directly tied to the stated objectives as A and D.
62. Frage
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