PC-BA-FBA-20 Sample Questions Answers

Abenefits planoutlines how the anticipated benefits of a project or change initiative will be achieved, tracked, and managed. Its primary purpose is to ensure that benefits are realized as planned.

Key Considerations:

Tracking Changes to Requirements:A benefits plan focuses on benefits realization, not changes to requirements.

Quantifying Intangible Benefits:While intangible benefits may be included, the primary focus is on managing all benefits, tangible and intangible.

Tracking and Managing Benefits Realisation:The benefits plan provides a structured approach to monitor progress and ensure benefits are delivered.

Publishing to Shareholders:While stakeholders may review the plan, its primary purpose is internal management, not external communication.

Evaluation of Each Option:

A. It provides a firm basis for tracking the benefits of making changes to requirements:The benefits plan focuses on overall benefits realization, not specifically on changes to requirements.Conclusion:This isnot correct.

B. It quantifies intangible benefits that could not be quantified when the business case was presented:While intangible benefits may be included, this is not the primary purpose of the plan.Conclusion:This isnot correct.

C. It provides a firm basis for tracking the business benefits and managing their realisation:This accurately describes the primary purpose of a benefits plan.Conclusion:This iscorrect.

D. It is published to shareholders to show that their investment made will result in tangible benefits for the organisation:The benefits plan is primarily for internal use, not external reporting.Conclusion:This isnot correct.

Final Recommendation:

The primary purpose of a benefits plan is:C. It provides a firm basis for tracking the business benefits and managing their realisation.

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.

Anorganization chartvisually represents the structure of an organization, including roles, responsibilities, and reporting relationships. By reviewing the organization chart, Sara can learn specific details about the sponsor of her project.

Key Considerations:

Position in the company hierarchy:The organization chart clearly shows where the sponsor fits within the company’s structure (e.g., senior leadership, middle management). This helps Sara understand their level of authority and influence.

Span of control:The chart also reveals how many teams or individuals report to the sponsor, providing insight into their scope of responsibility and decision-making power.

Culture within their team:While the chart may hint at team structure, it does not provide qualitative information about team culture, which requires direct observation or interviews.

Scope of their responsibilities:The chart outlines reporting lines but does not explicitly detail the specific responsibilities of the sponsor.

Preferred management style:Management style is a behavioral trait that cannot be inferred from an organization chart alone.

Evaluation of Each Option:

A. Their position in the company hierarchy:The organization chart explicitly shows the sponsor's position in the hierarchy, helping Sara understand their level of authority.Conclusion:This isrelevant.

B. Their span of control:The chart reveals how many people or teams report to the sponsor, indicating their span of control.Conclusion:This isrelevant.

C. The culture within their team:Team culture is not represented in an organization chart. It requires additional qualitative data.Conclusion:This isnot relevant.

D. The scope of their responsibilities:While the chart provides structural information, it does not specify the exact responsibilities of the sponsor.Conclusion:This isnot relevant.

E. Their preferred management style:Management style cannot be determined from an organization chart.Conclusion:This isnot relevant.

Change controlis a critical aspect of requirements management in business analysis. It ensures that changes to requirements are systematically evaluated, approved, and implemented without negatively impacting the project.

Key Considerations:

Change Control Definition:Change control is a formal process used to manage modifications to requirements, ensuring that changes are necessary, feasible, and aligned with project goals.

Version Numbering:While version numbering is part of documentation management, it is not the primary purpose of change control.

Preventing Changes:Change control does not prevent changes but ensures they are managed appropriately.

Tracing Requirements:Tracing requirements involves tracking their origin and impact, which is separate from managing changes.

Evaluation of Each Option:

A. A process to control version numbering:Version numbering is a documentation practice, not the purpose of change control.Conclusion:This isnot correct.

B. A process to manage changes to requirements:This accurately describes change control as a structured approach to handling modifications to requirements.Conclusion:This iscorrect.

C. A process to ensure that changes cannot be made:Change control does not block changes but ensures they are managed effectively.Conclusion:This isnot correct.

D. A process to trace requirements:Tracing requirements is a related but distinct activity focused on linking requirements to theirsource and impact.Conclusion:This isnot correct.

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.

One of thekey principlesof business analysis is to present stakeholders withoptionsrather than prescribing a single solution. This approach ensures that stakeholders can make informed decisions based on their priorities and constraints.

Key Principles of Business Analysis:

Present Options Not Solutions:Business analysts should provide multiple viable options, allowing stakeholders to choose the best course of action.

Understand Symptoms:While understanding symptoms is important, it is part of problem analysis, not a key principle.

Focus on Requirements Definition Only:Business analysis encompasses more than just defining requirements; it includes understanding problems, analyzing options, and ensuring value delivery.

Integrate IT Changes:While integrating IT changes is valuable, it is not a universal principle of business analysis.

Evaluation of Each Option:

A. Present options not solutions:This is a fundamental principle of business analysis, emphasizing stakeholder choice.Conclusion:This iscorrect.

B. Understand the symptoms of the problem being defined:Understanding symptoms is part of problem analysis but not a standalone principle.Conclusion:This isnot correct.

C. Focus on requirements definition only:Business analysis involves more than just requirements definition.Conclusion:This isnot correct.

D. Integrate IT changes together with project requirements to improve efficiency:While integration is valuable, it is not a universal principle of business analysis.Conclusion:This isnot correct.

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.

TheBusiness Change Lifecycleencompasses multiple stages, including alignment, analysis, design, implementation, and realisation. The role of abusiness analyst (BA)is versatile and can span across all these stages, depending on the project's needs.

Key Considerations:

Involvement Across All Stages:A business analyst can contribute to every stage of the lifecycle, from identifying business needs during alignment to ensuring benefits realization post-implementation.

Implementation Focus:While BAs are often heavily involved in implementation, their role is not limited to this stage.

Realisation Stage:BAs may also be involved in the realisation stage to validate that the intended benefits have been achieved.

Alignment Stage:Business analysis plays a critical role in aligning project objectives with organizational goals.

Evaluation of Each Option:

A. A business analyst can be involved at every stage in the lifecycle:This is true; BAs can contribute across all stages of the lifecycle.Conclusion:This iscorrect.

B. The business analyst is involved more heavily during the implementation stage of the lifecycle than any other stage:While BAs are often active during implementation, their involvement is not restricted to this stage.Conclusion:This isnot correct.

C. The business analyst would not be involved in the realisation stage of the lifecycle:BAs can play a role in validating benefits realization, so this statement is false.Conclusion:This isnot correct.

D. Business analysis does not take place in the alignment stage of a business change:Alignment involves understanding business needs and objectives, which is a core BA responsibility.Conclusion:This isnot correct.