BCS PC-BA-FBA-20 Exam Dumps

The Business Analysis Service Framework (BASF) identifies core and auxiliary services that support business analysis activities. Auxiliary services supplement the core services and are essential for delivering value.

Key Considerations:

Strategic Analysis: Focuses on high-level organizational goals and strategies but is not an auxiliary service.

Stakeholder Engagement: Involves identifying, analyzing, and collaborating with stakeholders, which supports all aspects of business analysis.

Project Management: While important, project management is a separate discipline and not part of the BASF.

External Environment Analysis: Examines external factors (e.g., market trends) but is not an auxiliary service.

Evaluation of Each Option:

A . Strategic analysis: Strategic analysis is a core service, not an auxiliary service. Conclusion: This is not correct .

B . Stakeholder engagement: Stakeholder engagement is an auxiliary service that supports all business analysis activities by ensuring stakeholder needs are understood and addressed. Conclusion: This is correct .

C . Project management: Project management is outside the scope of the BASF. Conclusion: This is not correct .

D . External environment analysis: External environment analysis is a core service, not an auxiliary service. Conclusion: This is not correct .

Design thinking is a human-centered, iterative approach used to uncover innovative solutions by focusing on user needs and exploring multiple possibilities. It emphasizes creativity, collaboration, and experimentation.

Key Characteristics of Techniques:

Design Thinking: Uses an iterative process (empathize, define, ideate, prototype, test) to generate innovative options.

Fishbone Diagram: A root cause analysis tool, not focused on innovation.

Rich Pictures: A visual representation of a situation, useful for understanding context but not for generating innovative options.

Mind Maps: A brainstorming tool that organizes ideas hierarchically, but it does not inherently follow an iterative approach.

Evaluation of Each Option:

A . Design thinking: Design thinking explicitly uses an iterative approach to uncover innovative options. Conclusion: This is correct .

B . Fishbone diagram: Fishbone diagrams focus on identifying root causes, not innovation. Conclusion: This is not correct .

C . Rich pictures: Rich pictures visualize complex situations but do not inherently foster innovation. Conclusion: This is not correct .

D . Mind maps: Mind maps organize ideas but do not follow an iterative, innovative process like design thinking. Conclusion: This is not correct .

Final Recommendation:

The technique that uses an iterative approach to uncover innovative options is: A . Design thinking.

The Stakeholder Wheel (or Stakeholder Interest Groupings) is a model used to categorize stakeholders in the strategic analysis phase, particularly for external environment analysis. This technique groups stakeholders based on their primary relationship to the organisation. The key groups included in the stakeholder wheel are Suppliers, Customers, Competitors, Partners, Owners (Shareholders), Regulators/Government, Media, and Employees/Trade Unions. Based on the options provided, the group that contains three valid, distinct categories from this standard model is Regulators, Auditors, Owners. While 'Auditors' can be considered part of the 'Regulators' or 'Owners' (depending on their role), and 'Owners' are often Shareholders, this option best reflects the high-level external interest groups used for broad strategic categorization compared to the internal focus of B or the mixed categories of A and C. The inclusion of Regulators and Owners is essential for any strategic stakeholder analysis.

(Reference: BCS Business Analysis Practice -- Stakeholder Analysis, Stakeholder Wheel)

The stakeholder wheel is a framework used to categorize stakeholders based on their relationship to the organization or project. It typically includes categories such as customers, 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 is not correct .

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

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

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

Final Recommendation:

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

The Business Readiness Assessment is a key activity conducted during the Implementation or Business Change Deployment stage of the project. Its primary purpose is to determine whether the target business areas, including the People, Organisation, and Processes, are sufficiently prepared to accept the business change and begin operating the new solution in the 'To Be' state. This involves checking factors such as whether staff have been trained, new processes are documented, communication has been effective, and necessary resources are in place. This assessment informs the 'Go/No Go' decision for the system's launch, ensuring a smooth transition to the new way of working.

(Reference: BCS Business Analysis Practice -- Business Change Deployment, Business Readiness)