Free BCS PC-BA-FBA-20 Practice Exam with Questions & Answers | Set: 3

The RACI chart is a technique used to clarify and document the roles and responsibilities for activities, tasks, or deliverables within a project or business process. It is an acronym that defines the four key types of involvement:

Responsible: The person or team who does the work to complete the task.

Accountable: The person who is ultimately answerable for the correct and thorough completion of the deliverable or task, and who approves the work. Only one person can be Accountable.

Consulted: The people whose opinions are sought, and with whom there is two-way communication.

Informed: The people who are kept up-to-date on progress, often only at the completion of the task or deliverable, and with whom there is only one-way communication.

The correct categories are therefore Responsible, Accountable, Consulted, Informed.

(Reference: BCS Business Analysis Practice – Stakeholder Management, RACI Matrix)

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A Requirements Catalogue (or Requirements Specification) serves as the central repository for all documented requirements for a solution. BCS guidance categorises requirements hierarchically. At the highest level are the Business Requirements (often called General Requirements (c) and Technical Requirements (d)). These constrain the lower-level Solution Requirements, which consist of Functional Requirements (a) (what the system must do) and Non-functional Requirements (b) (quality attributes like performance, security, and usability). Since the catalogue aims to provide a complete picture of the business need and the proposed solution ' s capabilities, it must contain all four categories: Functional, Non-functional, General (Business), and Technical requirements.

(Reference: BCS Requirements Engineering – Requirements Categorisation and Documentation)

The project sponsor owns the business justification for the change and is accountable for ensuring that the initiative delivers the intended business value. The sponsor champions the change, secures funding, provides strategic direction, resolves high-level issues, and remains focused on benefits realisation. Scheduling tasks, monitoring task progress, managing slippage, and controlling delivery against time and budget are mainly project management responsibilities. A project manager manages the delivery plan; the sponsor is concerned with whether the change produces the expected business benefits. The business case normally defines those benefits, and the sponsor is responsible for ensuring they are achieved or appropriately managed. Therefore, the sponsor’s responsibility is best represented by delivering the specific and agreed business benefits predicted in the business case.

The POPIT™ model is a holistic framework used in business analysis to ensure that all aspects of the business system are considered when investigating a situation or implementing a change. The acronym stands for People, Organisation, Processes, Information, and Technology. Therefore, the two ' P ' components of the model are People and Processes. ' People ' relates to skills, motivation, job roles, and culture. ' Processes ' refers to the defined procedures, activities, and tasks carried out to deliver the business service. Ensuring that changes are successful requires addressing all five components, as a change in one area (e.g., a new IT system) invariably impacts the other areas (e.g., the skills of the People, or the Information required).

(Reference: BCS Foundation Certificate in Business Analysis / BCS Business Analysis Practice – Holistic View of the Business System, POPIT Model)

When developing options for a business change, the business analyst must consider a range of solution types, which often fall into categories to ensure all possibilities are explored. While the exact naming conventions can vary, the following three core types are commonly considered and often named as:

Basic (or " Do Minimum " ) option: A low-cost, minimal-effort option to address the problem without major change (often including the " Do Nothing " or " Do Nothing Different " option for comparison).

Extended (or " Do Something " option): The preferred or main option, representing the full-scale, major change recommended to achieve the business objectives.

Executive (or " Commercial Off-The-Shelf (COTS) " ) option: An option based on purchasing an existing system or service, rather than custom-building a solution.Exhaustive option is NOT a standard or recognised category of business change option within the BCS syllabus.

(Reference: BCS Business Analysis Practice – Business Case, Identifying Options)

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MoSCoW prioritisation categorises requirements into Must have, Should have, Could have, and Won’t have for now. Must-have requirements are essential; without them, the solution would fail or be unacceptable. Should-have requirements are important but may be deferred if necessary. Could-have requirements are desirable and would add value, but they are not essential to business success or core solution viability. “Want to have” is not a standard MoSCoW category, although it sounds similar to informal prioritisation language. The wording “desirable but not essential” points directly to Could-have requirements. These are typically delivered only if time, budget, and capacity remain after higher-priority requirements are addressed. Therefore, option A is the correct MoSCoW category.

PESTLE analysis is a strategic analysis technique used to examine the external business environment. It considers Political, Economic, Social, Technological, Legal, and Environmental factors that may affect an organisation, business change, or proposed solution. It helps business analysts identify external opportunities, threats, constraints, drivers for change, and risks. Stakeholder power is assessed using stakeholder analysis techniques such as the power/interest grid, not PESTLE. Customer sentiment is more likely analysed through customer research, reviews, surveys, interviews, or customer journey work. Internal environment analysis is better supported by techniques such as SWOT, POPIT, value chain analysis, process analysis, and capability assessment. Since PESTLE focuses on factors outside the organisation’s direct control, the correct answer is External environment.

Critical success factors define the areas where an organisation must perform well to achieve its objectives. They are broad success areas, such as improving customer service, reducing operating costs, increasing market share, or improving product quality. Key performance indicators are measurable values used to monitor whether those success factors are being achieved. Therefore, KPIs track progress against CSFs. CSFs are not sub-targets within KPIs; the relationship works the other way around. KPIs also are not measured by CSFs because CSFs are qualitative success areas, while KPIs are measurable indicators. For example, if a CSF is “provide excellent customer service,” relevant KPIs might include complaint numbers, customer satisfaction scores, repeat customer percentage, or response times. This makes option C the correct relationship.

The Requirements Engineering (RE) Framework is 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 is not 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 is correct .

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