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| Section | Weight | Objectives |
|---|---|---|
| Improving Business Services and Processes | 12.5% | - Business process improvement
|
| Making the Business Case | 5% | - Business case development
|
| The Competencies of a Business Analyst | 2.5% | - Business analyst competencies
|
| Establishing the Requirements | 10% | - Requirements engineering
|
| Validating and Managing Requirements | 5% | - Requirements management
|
| Defining the Solution | 7.5% | - Solution definition
|
| Delivering the Requirements | 5% | - Requirements delivery
|
| Investigating the Business Situation | 12.5% | - Investigation techniques
|
| The Strategic Context for Business Analysis | 7.5% | - Strategy analysis
|
| Analysing and Managing Stakeholders | 10% | - Stakeholder analysis
|
| Delivering the Business Solution | 5% | - Business solution implementation
|
| What is Business Analysis | 5% | - Business analysis concepts
|
| Documenting and Modelling Requirements | 10% | - Requirements documentation
|
| The Business Analysis Service Framework | 2.5% | - Framework concepts
|
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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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