BCS PC-BA-FBA-20 Reliable Exam Test, PC-BA-FBA-20 Exam Assessment

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BCS PC-BA-FBA-20 Exam Syllabus Topics:

SectionWeightObjectives
Improving Business Services and Processes12.5%- Business process improvement
  • 1. Process modelling
  • 2. Business process redesign
  • 3. Gap analysis
Making the Business Case5%- Business case development
  • 1. Investment appraisal
  • 2. Risk assessment
  • 3. Cost-benefit analysis
The Competencies of a Business Analyst2.5%- Business analyst competencies
  • 1. Personal qualities
  • 2. Business knowledge
  • 3. Professional techniques
Establishing the Requirements10%- Requirements engineering
  • 1. Requirements classification
  • 2. Requirements prioritisation
  • 3. Requirements elicitation
Validating and Managing Requirements5%- Requirements management
  • 1. Requirements traceability
  • 2. Change control
  • 3. Requirements validation
Defining the Solution7.5%- Solution definition
  • 1. Solution scope
  • 2. Business options
  • 3. Feasibility assessment
Delivering the Requirements5%- Requirements delivery
  • 1. Agile delivery support
  • 2. Requirements readiness
  • 3. Iteration planning
Investigating the Business Situation12.5%- Investigation techniques
  • 1. Workshops
  • 2. Observation
  • 3. Interviews
  • 4. Scenarios and prototyping
The Strategic Context for Business Analysis7.5%- Strategy analysis
  • 1. SWOT analysis
  • 2. Porter's Five Forces
  • 3. MOST analysis
  • 4. PESTLE analysis
Analysing and Managing Stakeholders10%- Stakeholder analysis
  • 1. Stakeholder categorisation
  • 2. Stakeholder identification
  • 3. Stakeholder management strategies
Delivering the Business Solution5%- Business solution implementation
  • 1. Post-implementation review
  • 2. Solution deployment
  • 3. Benefits realisation
What is Business Analysis5%- Business analysis concepts
  • 1. Business change and improvement
  • 2. Origins and development of business analysis
  • 3. Role and responsibilities of a business analyst
Documenting and Modelling Requirements10%- Requirements documentation
  • 1. Process modelling
  • 2. Use case modelling
  • 3. Data modelling
The Business Analysis Service Framework2.5%- Framework concepts
  • 1. Business change lifecycle
  • 2. Business analysis process model

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BCS Foundation Certificate in Business Analysis V4.0 Sample Questions (Q27-Q32):

NEW QUESTION # 27
A business analyst is reviewing the stakeholder management strategy for a high profile Human Resources (HR) project Following an organisational restructure, Harvey ' s role has changed from Director of Operations to Director of HR and he has inherited sponsorship of the project Harvey was previously involved in the project, but had little interest because his focus was on the Operational Projects that he sponsored.
Which of the following sets of stakeholder management strategies represent appropriate approaches for Harvey; firstly, for when the project started and secondly now that his role has changed?

Answer: C

Explanation:
To determine the appropriate stakeholder management strategies for Harvey, we need to analyze his role and level of interest at two points in time:
* When the project started: Harvey was the Director of Operations and had little interest in the HR project because his focus was on operational projects.
* Now that his role has changed: As the Director of HR, Harvey has inherited sponsorship of the HR project, making him a key stakeholder with high interest and influence.
Stakeholder Management Strategies:
* Watch: This strategy is used for stakeholders with low interest and low influence. It involves monitoring their behavior without actively engaging them.
* Constant active management: This strategy is used for stakeholders with high interest and high influence. It involves frequent communication and collaboration to ensure their needs and expectations are met.
Evaluation of Each Option:
* A. Keep informed; Constant active management: " Keep informed " is appropriate for stakeholders with moderate interest but does not align with Harvey ' s initial lack of interest. Conclusion: This is not correct .
* B. Ignore, Constant active management: Ignoring a stakeholder is inappropriate, especially for someone in a senior leadership role like Harvey. Conclusion: This is not correct .
* C. Watch, Constant active management:
* Initially, Harvey had low interest and low influence on the HR project, making " watch " an appropriate strategy.
* After becoming the Director of HR and inheriting sponsorship, Harvey now requires " constant active management " due to his high interest and influence. Conclusion: This is the correct answer .
* D. Constant active management, keep informed: This reverses the order of strategies and does not align with Harvey ' s initial lack of interest. Conclusion: This is not correct .


NEW QUESTION # 28
Which of the following types of activity help identify the KPI's of an organisation?

Answer: B


NEW QUESTION # 29
When running workshops it is useful to have someone with a role that includes specific responsibility for keeping attendees focused on achieving the objective of the workshop.
Which of the following terms describes this role?

Answer: B


NEW QUESTION # 30
The table below shows the costs and savings associated with a project.

In which of the following years does the project break even?

Answer: C


NEW QUESTION # 31
An IT department needs to upgrade its hardware to run the new version of an established operating system. The cost of this required upgrade is $2 million. As an alternative, the IT director has suggested that the company should change to a completely different operating system. Although this will cost $6 million, the change will bring many other benefits, including cheaper maintenance costs and increased security.
What is the avoided cost in his proposal?

Answer: B


NEW QUESTION # 32
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