Pass the BCS Business Analysis PC-BA-FBA-20 Questions and answers with ExamsMirror

Abusiness process modelusesswimlanesto represent different roles, departments, or systems involved in a process. Hand-offs occur when responsibility for a task is transferred from one role or department to another.

Key Considerations:

Process Flow Lines Crossing Each Other:Crossing lines do not indicate hand-offs; they simply show the sequence of tasks.

Decision Point:A decision point represents a choice or branching in the process, not a transfer of responsibility.

Task Spanning Multiple Swimlanes:A single task spanning multiple swimlanes is uncommon and does not represent a hand-off.

Process Flow Crossing Swimlanes:When a process flow crosses from one swimlane to another, it indicates that responsibility for the task has been handed off to a different role or department.

Evaluation of Each Option:

A. By process flow lines crossing each other:Crossing lines are unrelated to hand-offs and may simply indicate parallel tasks.Conclusion:This isnot correct.

B. By a decision point:Decision points represent choices or conditions, not transfers of responsibility.Conclusion:This isnot correct.

C. By a task spanning multiple swimlanes:Tasks typically belong to a single swimlane, so this is not a valid representation of hand-offs.Conclusion:This isnot correct.

D. By the process flow crossing from one swimlane to another:This accurately represents a hand-off, as it shows the transfer of responsibility between roles or departments.Conclusion:This iscorrect.

Final Recommendation:

Hand-offs are represented:D. By the process flow crossing from one swimlane to another.

Gap analysisidentifies the differences between the current state and the desired future state. To ensure a holistic view, a comprehensive framework likePOPIT™(People, Organization, Process, Information, Technology) is useful.

Key Considerations:

Payback Analysis:Focuses on financial returns and does not provide a holistic view.

POPIT™:Analyzes gaps across multiple dimensions (people, organization, process, information, technology), ensuring a comprehensive perspective.

Boston Box:Evaluates market positioning of products or services, not gaps in organizational capabilities.

PESTLE:Analyzes external environmental factors but does not focus on internal gaps.

Evaluation of Each Option:

A. Payback analysis:Payback analysis focuses on financial metrics and does not address holistic gap analysis.Conclusion:This isnot correct.

B. POPIT™:POPIT™ ensures a holistic view by analyzing gaps across people, organization, process, information, and technology.Conclusion:This iscorrect.

C. Boston box:The Boston box evaluates product portfolios, not organizational gaps.Conclusion:This isnot correct.

D. PESTLE:PESTLE analyzes external factors and does not focus on internal gaps.Conclusion:This isnot correct.

Final Recommendation:

The technique useful for ensuring a holistic view in gap analysis is:B. POPIT™.

To identify the stakeholder groups represented in the scenario, we need to analyze the relationships and roles described:

Stakeholder Groups in the Scenario:

Owner:The two founders of AlpineTrails, who each own 50% of the business, are clearly stakeholders as owners. They have a vested interest in the success of the business and its partnerships.

Partner:WalkNation is described as a partner organization that collaborates with AlpineTrails to offer special holidays for its members. This partnership involves shared responsibilities (marketing and booking by WalkNation, holiday organization by AlpineTrails).

Supplier:AlpineTrails books hotels, transport, and equipment to create bespoke holidays. These entities (hotels, transport providers, equipment suppliers) are suppliers to AlpineTrails and play a critical role in delivering the holidays.

Manager:While managers may exist within AlpineTrails, they are not explicitly mentioned in the scenario. Therefore, this group is not represented.

Competitor:Competitors are not mentioned or implied in the scenario, so this group is not represented.

Evaluation of Each Option:

A. Owner:The two founders of AlpineTrails are explicitly described as owners.Conclusion:This is arelevant stakeholder group.

B. Partner:WalkNation is explicitly described as a partner.Conclusion:This is arelevant stakeholder group.

C. Supplier:Hotels, transport, and equipment providers are implicitly described as suppliers.Conclusion:This is arelevant stakeholder group.

D. Manager:Managers are not explicitly mentioned in the scenario.Conclusion:This isnot a relevant stakeholder group.

E. Competitor:Competitors are not mentioned or implied in the scenario.Conclusion:This isnot a relevant stakeholder group.

ARACI chart(Responsible, Accountable, Consulted, Informed) is a tool used to clarify roles and responsibilities in a project or process. Each role in the chart has a specific meaning:

Key Definitions:

Responsible:The person or role responsible for performing the task or completing the work.

Accountable:The person ultimately answerable for the task's completion and outcomes.

Consulted:Individuals or roles who provide input or expertise before decisions are made or tasks are completed.

Informed:Individuals or roles who need to be kept updated on progress or outcomes.

Evaluation of Each Option:

A. Responsible:The "Responsible" role is assigned to the person or team performing the task.Conclusion:This iscorrect.

B. Accountable:The "Accountable" role ensures the task is completed but does not necessarily perform the task.Conclusion:This isnot correct.

C. Consulted:The "Consulted" role provides input or advice but does not perform the task.Conclusion:This isnot correct.

D. Informed:The "Informed" role receives updates but is not involved in task execution.Conclusion:This isnot correct.

Final Recommendation:

The category assigned to the role or person performing the task is:A. Responsible.

Thestakeholder wheelis a framework used to categorize stakeholders based on their relationship to the organization or project. It typically includes categories such ascustomers, partners, suppliers, regulators, and competitors, among others.

Key Considerations:

Regulators, Compliance, Owners:While regulators and owners are valid stakeholders, "compliance" is not a stakeholder category but rather a function or responsibility.

Competitors, Customers, Partners:These are all valid stakeholder categories commonly found on the stakeholder wheel.

Competitors, Consumers, Providers:While competitors and consumers (a synonym for customers) are valid, "providers" is not a standard term used in the stakeholder wheel.

Contractors, Partners, Suppliers:Contractors are not typically included as a primary stakeholder category on the stakeholder wheel, though partners and suppliers are.

Evaluation of Each Option:

A. Regulators, Compliance, Owners:"Compliance" is not a stakeholder category; it refers to adherence to rules or regulations.Conclusion:This isnot correct.

B. Competitors, Customers, Partners:These are all valid stakeholder categories found on the stakeholder wheel.Conclusion:This iscorrect.

C. Competitors, Consumers, Providers:While competitors and consumers (customers) are valid, "providers" is not a standard stakeholder category.Conclusion:This isnot correct.

D. Contractors, Partners, Suppliers:Contractors are not typically included as a primary stakeholder category on the stakeholder wheel.Conclusion:This isnot correct.

Final Recommendation:

The list that only includes stakeholders shown on the stakeholder wheel is:B. Competitors, Customers, Partners

To build anenterprise view of processes, we need a framework that provides a holistic understanding of how value is created and delivered across the organization.

Key Considerations:

Class Model:Represents objects and their relationships in software development, not enterprise processes.

Swimlane Diagram:Visualizes workflows and responsibilities within a process but does not provide an enterprise-wide view.

Value Chain Analysis:Analyzes the activities that create value for customers, providing a comprehensive view of enterprise processes.

Porter’s Five Forces Model:Analyzes industry competition and external factors, not internal processes.

Evaluation of Each Option:

A. Class model:A class model is used in object-oriented design and does not represent enterprise processes.Conclusion:This isnot correct.

B. Swimlane diagram:While swimlane diagrams visualize workflows, they focus on specific processes rather than an enterprise-wide view.Conclusion:This isnot correct.

C. Value chain analysis:Value chain analysis examines the activities that contribute to value creation, making it ideal for building an enterprise view of processes.Conclusion:This iscorrect.

D. Porter’s five forces model:This model analyzes external competitive forces and does not focus on internal processes.Conclusion:This isnot correct.

Workshops are structured meetings designed to achieve specific objectives through group participation. Regardless of the workshop's focus,collaborationis a fundamental goal.

Key Considerations:

Collaboration:Workshops bring stakeholders together to share ideas, solve problems, and make decisions collaboratively.

Reviewing the Business Case:While reviewing the business case may be a specific objective of some workshops, it is not a universal goal.

Creating Mind Maps and Process Models:These are tools or outputs of workshops, not overarching goals.

Brainstorming Ideas:Brainstorming is a technique used in workshops but is not the ultimate goal of all workshops.

Evaluation of Each Option:

A. Collaboration:Collaboration is the core purpose of workshops, enabling participants to work together effectively.Conclusion:This iscorrect.

B. Reviewing the business case:This is a specific objective, not a universal goal of all workshops.Conclusion:This isnot correct.

C. Creating mind maps and process models:These are tools or outputs, not goals.Conclusion:This isnot correct.

D. Brainstorming ideas:Brainstorming is a technique, not the overarching goal of all workshops.Conclusion:This isnot correct.

Final Recommendation:

The goal of all workshops is:A. Collaboration.

To identify the categories of costs and benefits described in the extract, we need to analyze the content carefully:

Extract Analysis:

"New business policies and processes will be introduced, which may temporarily reduce productivity":

This refers to acostassociated with implementing new policies and processes.

Productivity is anintangible factorbecause it cannot be directly measured in monetary terms.

Category: Intangible costs.

"It will ensure our products remain in the marketplace and be the first to receive compliance certification, which will enhance our reputation as the market leader":

This refers to abenefitrelated to maintaining market presence, achieving compliance, and enhancing reputation.

Reputation and market leadership areintangible factorsbecause they are qualitative and not directly quantifiable in monetary terms.

Category: Intangible benefits.

Evaluation of Each Option:

A. Tangible costs:Tangible costs are measurable financial expenses (e.g., equipment, labor). The extract does not mention any specific financial costs.Conclusion:This isnot relevant.

B. Intangible costs:The temporary reduction in productivity is an intangible cost.Conclusion:This isrelevant.

C. Tangible benefits:Tangible benefits are measurable financial gains (e.g., increased revenue). Theextract does not mention any specific financial benefits.Conclusion:This isnot relevant.

D. Intangible benefits:Enhanced reputation and market leadership are intangible benefits.Conclusion:This isrelevant.

E. Irregular costs:Irregular costs refer to one-time or infrequent expenses. The extract does not describe such costs.Conclusion:This isnot relevant.

AT-shaped professionalis a concept used to describe individuals who possess a combination of broad and deep skills. Let’s evaluate each option to determine which best describes this concept:

Key Characteristics of a T-Shaped Professional:

Vertical Line (Deep Expertise):Represents specialized knowledge or expertise in one specific area.

Horizontal Line (Broad Skills):Represents a wide range of general skills or knowledge across multiple disciplines, enabling collaboration and adaptability.

Evaluation of Each Option:

A. T stands for Talented:While "talented" may describe the individual, the "T" specifically refers to the shape that visually represents their skill profile (broad and deep).Conclusion:This isnot correct.

B. T-shaped professional has a deep level of skills in many areas:A T-shaped professional does not have deep expertise in many areas; they have deep expertise inonearea and broad skills across others.Conclusion:This isnot correct.

C. The crossbar of the T-shape represents having a good level of skills across many areas, and deep level of skills in a specialism:This accurately describes the T-shaped professional: the horizontal bar represents broad skills, and the vertical bar represents deep expertise in a specific area.Conclusion:This iscorrect.

D. A T-Shaped professional possesses a deep understanding in a given area and leads a team of people in other areas:While leadership may be a trait of some T-shaped professionals, it is not a defining characteristic of the concept.Conclusion:This isnot correct.

TheRequirements Engineering (RE) Frameworkis a structured approach used by business analysts to define, document, and manage requirements. It consists of five iterative stages:Investigate Situation, Consider Perspectives, Analyze Needs, Evaluate Options, and Define Requirements.

Key Considerations:

Suitability for Waterfall Projects Only:The RE Framework is flexible and can be adapted to both waterfall and Agile methodologies.

Iterative Stages:The framework emphasizes iteration and refinement, making it suitable for evolving requirements.

Defining Requirements:The framework explicitly supports the definition and management of requirements.

Sequential Steps:While the stages are presented in a sequence, they are iterative and not strictly linear.

Evaluation of Each Option:

A. It is only suitable for use with waterfall projects:The RE Framework can be applied to both waterfall and Agile projects.Conclusion:This isnot correct.

B. It shows five iterative stages that a business analyst needs to carry out to establish the requirements:This accurately describes the RE Framework's structure and purpose.Conclusion:This iscorrect.

C. Using the Requirements Engineering Framework does not help to define requirements:The framework is specifically designed to define and manage requirements.Conclusion:This isnot correct.

D. It shows steps in the requirements engineering process that a business analyst must follow sequentially:While the stages are presented in a sequence, they are iterative and not strictly sequential.Conclusion:This isnot correct.