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NEW QUESTION # 26
Which of the following statements about change and change management is correct?
- A. The management of change is the sole responsibility of the project manager.
- B. Social and cultural factors have little influence on the success of implementing changes.
- C. Change management should be considered right from the start of the project.
- D. Change management should first be considered in the design stage of the project.
Answer: C
NEW QUESTION # 27
Who is the target of the value proposition?
- A. The Sponsor.
- B. The Supplier,
- C. The Competitor.
- D. The Customer
Answer: D
NEW QUESTION # 28
What occurs at handoffs when two actors do not synchronise their work?
- A. Decisions.
- B. Functions.
- C. Queues.
- D. Errors.
Answer: C
NEW QUESTION # 29
Every night, at midnight, a system automatically raises invoices for customers that have placed orders that day. The invoice is sent electronically by email to customers.
What is the event that triggers the production of invoices?
- A. The receipt of an order from a customer.
- B. The batch invoice production job.
- C. Midnight on the system clock.
- D. The email system.
Answer: C
NEW QUESTION # 30
The change curve shows the range of emotions experienced by people when facing change.
One of the axes on the graph is Time; what is the other axis?
- A. Self-esteem.
- B. Anger.
- C. Fear.
- D. Shock.
Answer: A
NEW QUESTION # 31
A project reporting system stores information about Employees.
How would an Employee be represented in an entity-relationship diagram?
- A. As an Attribute
- B. As an Entity
- C. As a Relationship.
- D. As an Actor.
Answer: B
NEW QUESTION # 32
In a particular organisation it is common practice to call all managers by their first name. It is part of the culture of the organisation. Newcomers are quickly corrected if they do not follow this informal approach.
What would knowing about this convention be classified as in Requirements Engineering?
- A. Explicit corporate knowledge.
- B. Tacit corporate knowledge.
- C. Tacit individual knowledge.
- D. Explicit individual knowledge
Answer: B
NEW QUESTION # 33
Which type of feasibility assessment would consider whether a proposal matches the objectives and strategy of the organisation?
- A. Technical
- B. Legal
- C. Financial
- D. Business
Answer: D
Explanation:
Feasibility assessment is a critical part of developing the Business Case and typically involves four key areas: Business, Technical, Financial, and Legal/Ethical. The assessment that addresses whether a proposed solution or change initiative aligns with the organisation's overall objectives, mission, and strategy is Business Feasibility. This check is vital because if a proposal does not support the strategic direction, it will not deliver the expected value, regardless of its technical or financial viability. It ensures that the change is the right thing for the business to do at a strategic level.
(Reference: BCS Business Analysis Practice - Feasibility Assessment, Business Case Development)
NEW QUESTION # 34
Which of the following diagrams helps the business analyst to document a range of issues that have been uncovered about a business situation?
- A. The rich picture.
- B. The use case diagram.
- C. The business activity model
- D. The 'to be' process model.
Answer: A
NEW QUESTION # 35
Description, impact assessment, probability and countermeasures are usually recorded for which of the following?
- A. Requirements.
- B. Stakeholdei-s.
- C. Risks.
- D. Key Performance Indicators.
Answer: C
NEW QUESTION # 36
How would usability and performance requirements be classified?
- A. As technical requirements.
- B. As general requirements
- C. As functional requirements
- D. As non-functional requirements.
Answer: D
NEW QUESTION # 37
If a process has been well designed, which of the following issues could still cause a problem and prevent achievement of objectives?
- A. Redundancy
- B. Insufficient resources available to carry out the process
- C. Lack of standardisation.
- D. Duplication
Answer: B
Explanation:
A process that is "well designed" (optimally structured, free from unnecessary steps) implies that issues like Redundancy (B), Lack of standardisation (C), and Duplication (D) have been eliminated or minimised through effective process design (i.e., making it lean and efficient). However, even a perfectly designed process will fail to achieve its objectives if the necessary resources are not available to execute it. Insufficient resources (such as people, funding, equipment, or time) represent a constraint on the execution, leading to bottlenecks, delays, and a failure to meet performance targets, regardless of the quality of the process design itself. This is often an implementation or operational management issue, not a design flaw.
(Reference: BCS Business Analysis Practice - Process Improvement)
NEW QUESTION # 38
Which of the following statements about outsourcing of systems development is correct?
- A. It has been a significant catalyst in organisations for the development of a business analysis function.
- B. It has meant that it is no longer necessary for analysts to define rigorous, accurate and complete user requirements.
- C. It has eliminated the need for effective contract management between the customer and the supplier of the outsourcing.
- D. It has meant that the programming of solutions is usually undertaken in countries where labour costs are high.
Answer: A
NEW QUESTION # 39
At a recent Board Meeting the Directors of an office fitting company ratified the company's mission as:
To meet or undercut all our competitors' prices'
Which of the following is MOST LIKELY to be the company's vision?
- A. To reduce the cost of office fitting by 5%.
- B. To offer the best value office fitting service
- C. To be the premier office fitting company
- D. To increase the company's market share.
Answer: B
Explanation:
A mission statement defines the organization's purpose and primary objectives, often focusing on what the organization does and how it operates in the present. In contrast, a vision statement outlines the long-term aspirations of the organization-what it aims to become in the future. The mission provided-"To meet or undercut all our competitors' prices"-is focused on price competitiveness, which is a tactical approach rather than a strategic aspiration.
Let's analyze each option:
A . To offer the best value office fitting service: While this aligns somewhat with the mission, it is more of a value proposition or operational goal rather than a visionary statement. It lacks the aspirational and long-term focus that defines a vision.
B . To reduce the cost of office fitting by 5%: This is a specific, measurable objective, but it is too narrow and tactical to qualify as a vision. Visions are broader and not tied to specific metrics.
C . To increase the company's market share: Increasing market share is a strategic goal, but it is still an intermediate step toward achieving something greater. It does not capture the overarching ambition of the company.
D . To be the premier office fitting company: This option reflects a long-term aspiration and aligns with the characteristics of a vision statement. It expresses the desire to achieve leadership and excellence in the industry, which is consistent with the mission of being competitive on price while aiming for a higher status.
According to the BCS Business Analysis Framework , a vision statement should inspire and guide the organization toward its ultimate goal. Therefore, D is the most appropriate choice.
NEW QUESTION # 40
On a business process model, how are hand-offs represented?
- A. By process flow lines crossing each other
- B. By the process flow crossing from one swimlane to another.
- C. By a task spanning multiple swimlanes.
- D. By a decision point.
Answer: B
Explanation:
A business process model uses swimlanes to 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 is not correct .
B . By a decision point:
Decision points represent choices or conditions, not transfers of responsibility.
Conclusion: This is not 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 is not 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 is correct .
Final Recommendation:
Hand-offs are represented:
D . By the process flow crossing from one swimlane to another.
NEW QUESTION # 41
Which type of feasibility assessment would consider whether a proposal matches the objectives and strategy of the organisation?
- A. Technical
- B. Legal
- C. Financial
- D. Business
Answer: D
Explanation:
Feasibility assessment is a critical part of developing the Business Case and typically involves four key areas: Business, Technical, Financial, and Legal/Ethical. The assessment that addresses whether a proposed solution or change initiative aligns with the organisation's overall objectives, mission, and strategy is Business Feasibility. This check is vital because if a proposal does not support the strategic direction, it will not deliver the expected value, regardless of its technical or financial viability. It ensures that the change is the right thing for the business to do at a strategic level.
(Reference: BCS Business Analysis Practice - Feasibility Assessment, Business Case Development)
NEW QUESTION # 42
What is the model of a current business process often called?
- A. The n-IS model.
- B. The IS-IT model
- C. The AS-IF model
- D. The AS-IS model.
Answer: D
NEW QUESTION # 43
John has been working on a business case for opening up the overseas market to new products He has been asked to document the risks What SHOULD he do to ensure they are appropriately recorded? Select the TWO that apply
- A. Create a RAID log
- B. Identify an owner for each risk
- C. Provide justification or each countermeasure identified
- D. Impact assessment of each countermeasure identified
- E. Document the source of each risk
Answer: A,B
Explanation:
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 the BCS Business Analysis Framework and 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
A RAID 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 a must-do action.
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 is not the most critical action at 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 the BCS Business Analysis Framework , identifying risk owners is a key responsibility during the risk documentation process.
Conclusion: This is a must-do action.
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 is not relevant at 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 is not relevant at the documentation stage.
Final Recommendation:
Based on the BCS Business Analysis Framework and 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.
NEW QUESTION # 44
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