PC-BA-FBA-20 Exam Dumps - BCS Certification Questions and Answers

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.

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.

TheWaterfall methodologyis a linear approach where requirements are defined upfront, and changes are difficult to accommodate once the project begins.Agile methodology, on the other hand, emphasizes flexibility and adaptability to changing requirements.

Key Considerations:

Inherent Uncertainty in Cost:While cost uncertainty exists in both methodologies, Agile does not specifically address this drawback of Waterfall.

Inflexibility to Changing Requirements:Waterfall's rigid structure makes it difficult to incorporate changes once the project starts. Agile addresses this by allowing iterative development and continuous feedback.

Capturing All Requirements Upfront:Agile does not aim to capture all requirements upfront; instead, it embraces evolving requirements throughout the project.

Stakeholder Agreement on Scope Before Work Begins:Agile encourages ongoing collaboration with stakeholders rather than requiring scope agreement upfront.

Evaluation of Each Option:

A. The agile methodology addresses the inherent uncertainty in cost associated with waterfall:Agile does not specifically address cost uncertainty.Conclusion:This isnot correct.

B. Agile development addresses the inflexibility of waterfall as it pertains to changing requirements:This is the primary drawback of Waterfall that Agile addresses through its iterative and flexible approach.Conclusion:This iscorrect.

C. The agile methodology captures all requirements at the start of a project to reduce risks typically experienced in waterfall:Agile does not capture all requirements upfront; it embraces evolving requirements.Conclusion:This isnot correct.

D. Agile development requires stakeholders to agree to the scope of the project before the work begins, reducing uncertainty in the design:Agile does not require upfront scope agreement; it promotes adaptive planning.Conclusion:This isnot correct.

Final Recommendation:

The drawback of Waterfall addressed in Agile is:B. Agile development addresses the inflexibility of waterfall as it pertains to changing requirements.

When documenting risks in a business case, it is essential to follow structured processes to ensure risks are appropriately identified, analyzed, and managed. Let’s evaluate each option again based on best practices outlined in theBCS Business Analysis Frameworkand other methodologies:

Key Considerations:

Risk Documentation:Risks must be recorded systematically to ensure they are visible, actionable, and traceable.

Ownership of Risks:Assigning ownership ensures accountability and clarity about who is responsible for monitoring and mitigating each risk.

Risk Management Lifecycle:The process typically involves identification, documentation, assessment, ownership assignment, and response planning.

Evaluation of Each Option:

A. Create a RAID log

ARAID log(Risks, Assumptions, Issues, and Dependencies) is a widely used tool in business analysis and project management for capturing and managing risks systematically.

It provides a centralized repository for tracking risks, assumptions, issues, and dependencies, ensuring that risks are documented comprehensively and transparently.

This aligns with best practices for risk management and is a critical first step in ensuring risks are appropriately recorded.

Conclusion:This is amust-doaction.

B. Document the source of each risk

While documenting the source of each risk can provide valuable context, it is not a mandatory or primary step in the initial documentation phase.

Sources of risks are often identified during risk analysis or root cause analysis, which occurs after risks have been recorded.

Although useful, this step is secondary to creating a RAID log and assigning ownership.

Conclusion:This isnot the most critical actionat this stage.

C. Identify an owner for each risk

Assigning ownership for each risk is a fundamental part of risk management. Without clear ownership, risks may remain unmonitored or unaddressed.

Ownership ensures accountability and helps streamline communication and decision-making regarding risk mitigation strategies.

According to theBCS Business Analysis Framework, identifying risk owners is a key responsibility during the risk documentation process.

Conclusion:This is amust-doaction.

D. Provide justification for each countermeasure identified

Justifying countermeasures is part of the risk response planning phase, which occurs after risks have been documented, assessed, and prioritized.

At this stage, John’s focus should be on identifying and recording risks, not on evaluating or justifying solutions.

Conclusion:This isnot relevantat the documentation stage.

E. Impact assessment of each countermeasure identified

Similar to option D, impact assessments for countermeasures are conducted during the risk response planning phase, not during the initial documentation phase.

This step is premature and does not align with the immediate need to document risks.

Conclusion:This isnot relevantat the documentation stage.

Final Recommendation:

Based on theBCS Business Analysis Frameworkand industry best practices, the two most appropriate actions for John are:

Create a RAID log(to systematically document risks).

Identify an owner for each risk(to ensure accountability and clarity).

These steps ensure that risks are appropriately recorded and managed, laying the foundation for effective risk management.

Agile requirements validationensures that requirements are clear, feasible, and actionable before they are implemented in an iteration. This aligns with Agile principles of delivering value incrementally and avoiding waste.

Key Considerations:

Accurate Estimation for Sprint Planning:While estimation is important, it is not the primary purpose of requirements validation.

Correctness of Backlog Items:Ensuring correctness is part of validation but applies to all backlog items, not just those allocated to an iteration.

Testing Requirements:Testing occurs during or after development, not as part of validation.

Readiness for Development:Validation ensures that requirements are well-defined, understood, and feasible before they are developed.

Evaluation of Each Option:

A. To ensure estimation for sprint planning is accurate:Estimation accuracy is important but not the primary purpose of validation.Conclusion:This isnot correct.

B. To ensure any requirements added to the backlog are correct:Correctness applies to all backlog items, not just those allocated to an iteration.Conclusion:This isnot correct.

C. To ensure that requirements allocated to an iteration have been tested:Testing occurs after development, not during validation.Conclusion:This isnot correct.

D. To ensure any requirements allocated to an iteration are ready to be developed:This is the primary purpose of Agile requirements validation—to ensure requirements are clear, actionable, and feasible before development begins.Conclusion:This iscorrect.

Final Recommendation:

The purpose of Agile requirements validation is:D. To ensure any requirements allocated to an iteration are ready to be developed.

Scenario analysisis an investigation technique used to explore and evaluate potential future scenarios or situations. It helps stakeholders understand how different factors might impact a business area or process.

Key Characteristics of Scenario Analysis:

Broad View:Scenario analysis provides a comprehensive understanding of the business area by considering multiple possible outcomes.

Prototyping Basis:The insights gained from scenario analysis can inform the development of prototypes.

Tacit Knowledge Identification:By exploring real-world scenarios, it helps uncover implicit knowledge embedded in business practices.

Testing Scripts:Scenario analysis is not directly involved in preparing test scripts, which are typically created during the testing phase.

Evaluation of Each Option:

A. Provides a broad view of the business area under investigation:Scenario analysis evaluates multiple possibilities, offering a broad perspective.Conclusion:This istrue.

B. Provides a basis for developing subsequent prototypes:Insights from scenario analysis can guide prototype development.Conclusion:This istrue.

C. Helps identify tacit knowledge used in business practice:Exploring scenarios uncovers hidden knowledge and practices.Conclusion:This istrue.

D. Helps prepare the scripts that will be used to test the delivered solution:Preparing test scripts is part of testing activities, not scenario analysis.Conclusion:This isfalse.

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™.

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.

Kaplan and Norton'sBalanced Business Scorecardis a strategic framework that evaluates organizational performance across four key perspectives:Financial, Customer, Internal Business Processes, and Learning and Growth. To determine which area has not been considered, we need to map the provided KPIs to these perspectives.

Mapping the KPIs:

The time to deliver orders for products:This relates to operational efficiency and falls under theInternal Business Processperspective.

Consumer satisfaction with products:This directly measures customer experience and falls under theCustomerperspective.

Wastage in product production:This also relates to operational efficiency and falls under theInternal Business Processperspective.

The qualifications of production employees:This measures employee capabilities and development, falling under theLearning and Growthperspective.

Evaluating Each Perspective:

Financial:None of the provided KPIs address financial performance, such as revenue, profitability, or cost management.Conclusion:This perspective hasnot been considered.

Customer:Consumer satisfaction with products is a clear indicator of the Customerperspective.Conclusion:This perspective has been considered.

Internal Business Process:Both "time to deliver orders" and "wastage in production" relate to internal processes.Conclusion:This perspective has been considered.

Learning and Growth:The qualifications of production employees indicate employee development, which aligns with this perspective.Conclusion:This perspective has been considered.

Final Recommendation:

TheFinancialperspective hasnot been consideredin the company’s KPIs.