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| Section | Objectives |
|---|---|
| Topic 1: Stakeholder Analysis and Management | - Stakeholder Identification - Stakeholder Engagement and Communication |
| Topic 2: Strategic Context Analysis | - Analyzing Business Strategy and Objectives - Understanding Organizational Context |
| Topic 3: Requirements Engineering | - Requirements Elicitation Techniques - Requirements Analysis and Validation - Requirements Management and Traceability |
| Topic 4: Business Analysis Practice Overview | - Role of the Business Analyst - Business Analysis Competencies and Responsibilities |
| Topic 5: Business Case Development | - Business Case Structure and Justification - Options Analysis and Feasibility - Cost-Benefit Analysis |
| Topic 6: Business Process Modelling | - As-Is and To-Be Process Modelling - Process Mapping Techniques |
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NEW QUESTION # 71
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-?
Answer: A
Explanation:
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 ...
NEW QUESTION # 72
Bessant Co.manufactures and sells clothing. The company is every profitable and the IT director would like to invest some of these profits into improving the technical infrastructure of the company, which would help the organic growth of the company. However, the finance director would like to use the profits to acquire one of its competitors.
Shelly is the business analyst on this project and she recognises that the IT and finance director do not agree on the future direction of the business. Once prefers organic growth and the other, growth by acquisition.
What technique COULD Shelly use to improve her understating ot these two different perspectives?
Answer: D
Explanation:
CATWOE is a technique that helps to understand different perspectives of a situation by analyzing six elements: Customers, Actors, Transformation process, Worldview, Owner, and Environmental constraints. Shelly could use CATWOE to improve her understanding of the IT and finance director's views on the future direction of the business, by identifying who are the customers, actors, owners, and so on for each option (organic growth or acquisition), and how they differ. Option A is the correct answer.
Reference:
What Is The CATWOE Analysis And Why It Matters In Business - FourWeekMBA CATWOE Analysis: A Holistic Approach to Problem Solving - SlideModel
NEW QUESTION # 73
PopUp Packaging is applying design thinking to a new project. In researching techniques to support this activity, it has come across divergent and convergent thinking.
Which stage of the Design Thinking Process should divergent and convergent thinking benefit?
Answer: D
Explanation:
Divergent and convergent thinking are most valuable when a team is generating options and then narrowing them down to the most promising set. In the business analysis guidance, this pattern appears in the creative problem-solving material: once ideas have been stimulated using creative thinking techniques (idea generation), they are then evaluated so the team can focus on ideas that could provide solutions (selection and refinement). This explicit "generate many ideas → evaluate and focus" flow is the essence of divergent (expanding possibilities) followed by convergent thinking (reducing and choosing).
Mapped to the Design Thinking Process, this aligns most directly to the Ideate stage. Ideation is where teams deliberately explore alternatives, challenge assumptions, and use creativity tools to produce a wide range of concepts before assessing them. The guidance also cautions against moving into solution selection too early and highlights that solution finding comes later, after other aspects have been considered-reinforcing that ideation should first widen thinking before converging on the best options.
By contrast, Empathise focuses on understanding users and their context, and Define focuses on clarifying the problem statement. Those stages can involve analysis and synthesis, but the documented "creative ideas then evaluate and focus" approach is most characteristically the work of Ideate.
NEW QUESTION # 74
You have been discussing Paurs recent project with him He explained that he had needed to spend considerable time interviewing stakeholders and was now behind plan You asked him why he didn't use a workshop to avoid delays.
Which of the following MIGHT Paul reply'? Select the THREE that apply
Answer: A,C,E
Explanation:
Explanation
A workshop is a technique for conducting group discussions and activities with stakeholders to elicit, analyse, validate and prioritise their views and needs. It helps to facilitate effective communication and collaboration among stakeholders and resolve conflicts or issues. Therefore, options B, D and E are correct answers, as they are possible reasons why Paul did not use a workshop to avoid delays. They describe different challenges or constraints that may prevent or limit the use of a workshop technique. Option B describes a challenge related to the geographical location of stakeholders. If the stakeholders are located in different time zones, it may be difficult or impractical to arrange a workshop that suits their availability and preferences. Option D describes a challenge related to the availability of stakeholders. If the key stakeholders have busy or conflicting schedules, it may be hard or impossible to organise a workshop that involves all of them at the same time. Option E describes a constraint related to the venue of the workshop. If a neutral venue is available for stakeholder discussions, it may be preferable or necessary to use it instead of a workshop, as it may reduce bias or influence from any stakeholder group. Option A is not a correct answer, as it is not a reason why Paul did not use a workshop to avoid delays. It describes an issue that may arise during a workshop, but not prevent or limit its use. If one stakeholder has a dominant personality, it may affect the dynamics and outcomes of the workshop, but it can be managed by using appropriate facilitation skills and techniques. Option C is not a correct answer, as it is not a reason why Paul did not use a workshop to avoid delays. It describes an objective that may be achieved by using a workshop, but not prevent or limit its use. If consensus from stakeholders needs to be established, it may be beneficial or essential to use a workshop, as it can help to reach a common understanding and agreement among stakeholders.
References: BCS Practitioner Certificate in BAP Specimen, page 41.
NEW QUESTION # 75
A division of a telecommunication company is reviewing its current product range. It has decided to reposition itself by narrowing its product scope to 'deliver consultancy service'. The activity is the primary doing activity doing on a business Activity Model (BAM) defined by the Chief Executive Officer (CEO). A number of other activities have been identified, five of which are listed below:
Determine which customer to target for
a) Determine which customers to target for our focused service.
b) Track the progress of consultancy contracts placed by customers.
c) Define the skills sets of the consultants supplying our service.
d) Agree on a marketing campaign to make people aware of our new product focus e) Run monthly open days, showcasing our consultancy expertise.
Which of these would be categorized as planning activities on the CEO's BAM?
Answer: C
Explanation:
Planning activities are those that must be considered beforehand in order to complete the doing and enabling activities. They are usually related to defining or determining some aspects of the business. In this question, the activities c, d and e are planning activities, as they involve defining the skills sets of the consultants, agreeing on a marketing campaign, and running monthly open days. These activities are necessary to support the primary doing activity of delivering consultancy service. Option D is the correct answer.
NEW QUESTION # 76
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