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| Section | Weight | Objectives |
|---|---|---|
| Strategic Context for Business Analysis | 5% | - Alignment with organizational goals - Business strategy and objectives |
| Making the Business Case | 10% | - Feasibility assessment - Cost-benefit analysis and justification |
| Delivering the Requirements and Solution | 5% | - Benefits realization - Implementation considerations |
| Analysing and Managing Stakeholders | 10% | - Stakeholder analysis and engagement strategies - Stakeholder identification and classification |
| Defining the Solution | 10% | - Developing and evaluating solution options - Gap analysis |
| Modelling Requirements | 5% | - Communicating requirements through models - Modelling notations and techniques |
| Business Analysis Service Framework | 5% | - Structure and process model - Roles and responsibilities within the framework |
| Investigating the Business Situation | 10% | - Investigative techniques: interviews, workshops, observation - Documenting current state |
| Improving Business Services and Processes | 10% | - Identifying improvement opportunities - Process modelling and analysis |
| Validating and Managing Requirements | 5% | - Requirements management and change control - Requirements validation and verification |
| What is Business Analysis? | 5% | - Definition and scope - Role and purpose of business analysis |
| Competencies of a Business Analyst | 5% | - Professional knowledge and techniques - Personal qualities and skills |
| Establishing the Requirements | 10% | - Requirements types: business, functional, non-functional - Elicitation and definition techniques |
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NEW QUESTION # 87
IT services has commissioned a new desktop PC replacement project that has been funded and running for three months, with a fully-engaged sponsor and programme manager appointed The head of IT services has not been involved beyond the initial project start-up interviews and has not attended any of the project meetings What position on the power interest and does the head of IT services currently occupy?
Answer: C
Explanation:
To determine the position of the head of IT services on the power-interest grid , we need to evaluate their level of power/influence and interest in the project.
Key Considerations:
* Power/Influence: The head of IT services holds a senior leadership role, which implies they have significant authority and influence over IT-related decisions and resources. This places them in the " high power " category.
* Interest: Despite their authority, the head of IT services has not been actively involved in the project beyond the initial start-up interviews and has not attended any project meetings. This indicates a lack of ongoing engagement or interest in the project ' s progress.
Evaluation of Each Option:
* A. High power or influence but low interest: The head of IT services has significant authority (high power) but is disengaged from the project (low interest). Conclusion: This is the correct answer .
* B. Some power and influence and some interest: This option suggests moderate levels of both power and interest, which does not align with the head of IT services ' senior role and lack of involvement.
Conclusion: This is not correct .
* C. High power or influence and high interest: While the head of IT services has high power, their lack of attendance at project meetings indicates low interest. Conclusion: This is not correct .
* D. Low power and influence but high interest: The head of IT services clearly has high power due to their senior leadership role, so this option is incorrect. Conclusion: This is not correct .
Final Recommendation:
The head of IT services occupies the position of high power or influence but low interest on the power- interest grid.
NEW QUESTION # 88
Which of the following options only includes workshop discovery techniques?
Answer: A
NEW QUESTION # 89
Which of the following is NOT one of the perspectives considered by the 'Balanced Business Scorecard'?
Answer: B
NEW QUESTION # 90
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 # 91
Which of the following is a stage in the Business Change Lifecycle?
Answer: D
Explanation:
The BCS Business Change Lifecycle (which governs the entire change process from initial alignment to final benefit verification) typically comprises five key stages: Alignment, Definition, Design, Implementation, and Realisation. Realisation is the final, crucial stage where the actual benefits and expected business outcomes from the implemented solution are reviewed, measured, and confirmed against the original Business Case.
Options A, B, and C are important activities or concepts that occur within the lifecycle but are not one of the five named stages of the complete end-to-end lifecycle model.
(Reference: BCS Business Analysis Practice - Business Change Lifecycle)
NEW QUESTION # 92
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