PC-BA-FBA-20 BCS Foundation Certificate in Business Analysis V4.0 Free Practice Exam Questions (2025 Updated)

The Project Sponsor is the senior executive or manager who owns the project, champions it, secures funding, and holds ultimate accountability for the benefits. While they are the most important stakeholder and sign off on the requirements, they are typically NOT an active, day-to-day working member of the project team responsible for executing the Requirements Engineering activities. The Project Manager (A), Business Analyst (C), and Software Tester (D) are all core, active members of the project team with specific roles in managing, defining, and validating the requirements, respectively.

(Reference: BCS Requirements Engineering – Roles in Requirements Engineering)

To identify the generic business improvement strategy that involves eliminating redundant tasks, we need to analyze each option:

Key Considerations:

Change task sequence: This strategy involves reordering tasks to improve efficiency but does not necessarily eliminate redundancy.

Simplification: This strategy focuses on streamlining processes by removing unnecessary or redundant tasks, making workflows more efficient.

Redefine boundary: This strategy involves changing the scope or boundaries of a process, which may or may not involve eliminating redundant tasks.

Bottleneck removal: This strategy targets specific constraints or bottlenecks in a process but does not focus on eliminating redundant tasks.

Evaluation of Each Option:

A. Change task sequence:Changing the order of tasks does not inherently eliminate redundancy.Conclusion: This is not correct .

B. Simplification:Simplification directly involves identifying and removing redundant or unnecessary tasks to streamline processes.Conclusion: This is correct .

C. Redefine boundary:Redefining boundaries changes the scope of a process but does not specifically target redundancy.Conclusion: This is not correct .

D. Bottleneck removal:Removing bottlenecks addresses constraints but does not focus on eliminating redundant tasks.Conclusion: This is not correct .

  To determine the appropriate stakeholder management strategies for Harvey, we need to analyze his role and level of interest at two points in time:

When the project started: Harvey was the Director of Operations and had little interest in the HR project because his focus was on operational projects.

Now that his role has changed: As the Director of HR, Harvey has inherited sponsorship of the HR project, making him a key stakeholder with high interest and influence.

Stakeholder Management Strategies:

Watch: This strategy is used for stakeholders with low interest and low influence. It involves monitoring their behavior without actively engaging them.

Constant active management: This strategy is used for stakeholders with high interest and high influence. It involves frequent communication and collaboration to ensure their needs and expectations are met.

Evaluation of Each Option:

A. Keep informed; Constant active management:"Keep informed" is appropriate for stakeholders with moderate interest but does not align with Harvey's initial lack of interest.Conclusion: This is not correct .

B. Ignore, Constant active management:Ignoring a stakeholder is inappropriate, especially for someone in a senior leadership role like Harvey.Conclusion: This is not correct .

C. Watch, Constant active management:

Initially, Harvey had low interest and low influence on the HR project, making "watch" an appropriate strategy.

After becoming the Director of HR and inheriting sponsorship, Harvey now requires "constant active management" due to his high interest and influence.Conclusion: This is the correct answer .

D. Constant active management, keep informed:This reverses the order of strategies and does not align with Harvey's initial lack of interest.Conclusion: This is not correct .

The Requirements Engineering Framework describes the sequence of activities for defining and managing the requirements for a solution. The core activities typically include:

Requirements Elicitation (gathering requirements).

Requirements Analysis (checking, prioritizing, and modelling).

Requirements Documentation (recording in a catalogue or specification).

Requirements Validation (checking fitness for purpose and completeness).Requirements Traceability (linking requirements to their source, design, and tests) is a key aspect of Requirements Management, which is the overarching framework for handling requirements changes and status, but it is typically viewed as a component of the ongoing management process rather than a standalone core engineering activity on the same level as Elicitation or Validation.

(Reference: BCS Requirements Engineering – Requirements Engineering Framework and Activities)

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Workshops are structured meetings designed to achieve specific objectives through group participation. Regardless of the workshop's focus, collaboration is a fundamental goal.

Key Considerations:

Collaboration: Workshops bring stakeholders together to share ideas, solve problems, and make decisions collaboratively.

Reviewing the Business Case: While reviewing the business case may be a specific objective of some workshops, it is not a universal goal.

Creating Mind Maps and Process Models: These are tools or outputs of workshops, not overarching goals.

Brainstorming Ideas: Brainstorming is a technique used in workshops but is not the ultimate goal of all workshops.

Evaluation of Each Option:

A. Collaboration:Collaboration is the core purpose of workshops, enabling participants to work together effectively.Conclusion: This is correct .

B. Reviewing the business case:This is a specific objective, not a universal goal of all workshops.Conclusion: This is not correct .

C. Creating mind maps and process models:These are tools or outputs, not goals.Conclusion: This is not correct .

D. Brainstorming ideas:Brainstorming is a technique, not the overarching goal of all workshops.Conclusion: This is not correct .

Final Recommendation:

The goal of all workshops is:

A. Collaboration.

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 .

The Use Case Diagram is a conceptual model that shows the interaction between users (actors) and the required features (use cases) of the system. In an Agile context, use cases provide a high-level view of the system's intended functionality, which can be directly mapped to Epics and subsequently decomposed into lower-level User Stories. The use case diagram helps the team understand the scope and the user's interaction paths, making it an excellent visual tool for managing and breaking down the product backlog (of user stories) into manageable chunks. The other options are too technical (A, D) or focus only on object state (B).

(Reference: BCS Requirements Engineering / BCS Agile – Use Case Modelling and Product Backlog Management)

A benefits plan outlines 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 is not 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 is not 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 is correct .

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 is not 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.

Traceability links requirements to other project artefacts. There are two main types: horizontal and vertical. Horizontal traceability (Option A) links a requirement forward to its design, code, and test cases, and backward to its source (Option D), tracing its lifecycle from inception to delivery. Vertical traceability concerns tracing a requirement up or down the requirements hierarchy (C). This ensures that lower-level requirements (e.g., functional) are aligned with and fully support the higher-level business objectives, policies, and strategy. For example, it traces a solution requirement up to the business requirement it satisfies, validating that every low-level detail is necessary and justified by a high-level business need.

(Reference: BCS Requirements Engineering – Requirements Traceability)

Gap analysis is a technique for comparing the current state of the business ('As Is') with the desired future state ('To Be') to identify what is missing and what needs to change. The logical first step is to establish the current starting point. Therefore, the process begins by:

Assemble representations of existing situation (The 'As Is' model). This involves investigating and documenting the current processes, organisation, people, information, and technology (POPIT).

Assemble representations of target or desired situation (The 'To Be' model).

Identify gaps to be addressed (The difference between As Is and To Be).

Consider possible actions to address the gaps (Developing the recommendations).

(Reference: BCS Business Analysis Practice – Gap Analysis)

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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 true statements about formal observation are b and d. Formal observation is when a business analyst watches an individual or group perform their work. Statement (b) is true as observing the environment directly helps the analyst understand the physical business environment and how it influences the work. Statement (d) is true because observation is particularly effective for identifying tacit knowledge (unspoken or unwritten rules, shortcuts, or skills) that the worker may take for granted or find difficult to articulate during an interview. Statement (a) is false as observation is a passive technique, not suitable for actively negotiating or resolving conflicts, which is better suited for workshops or interviews. Statement (c) is false as observation does not actively engage a wide range of stakeholders to obtain buy-in.

(Reference: BCS Foundation Certificate in Business Analysis / BCS Business Analysis Practice – Investigative Techniques, Observation)

The POPIT™ model's five elements are: People, Organisation, Processes, Information, and Technology.

The element that encompasses all matters related to data, records, and systems is Information and Technology. The 'Information' part specifically covers the data that the organisation collects, stores, uses, and communicates, which includes the way that data (information) is distributed and shared across the organisation and with external parties. The 'Technology' part covers the applications and hardware used to manage this information. Therefore, considering the distribution of data falls under the joint element of Information and Technology.

(Reference: BCS Business Analysis Practice – POPIT Model)

Scenario analysis is 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 is true .

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

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

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 is false .

Scenario development (often linked to Use Case analysis) is a technique that uses narrative descriptions to explore how a business process or a proposed system feature will work. The process of creating a full scenario typically involves several steps: establishing the context, defining the main success scenario, and then exploring alternatives. The step where the handling of unusual conditions or outcomes is considered is Identify exception situations. Exceptions are the circumstances that cause the main path of a process or interaction to be interrupted or fail, and they represent unusual or undesirable deviations from the expected flow. These conditions, which could include error messages, data unavailability, or system failures, must be thoroughly analyzed and documented to ensure the proposed solution is robust and complete. This step is distinct from identifying the main tasks (A) or the normal flow sequence (B).

(Reference: BCS Requirements Engineering / BCS Business Analysis Practice – Scenarios and Use Cases)

A T-shaped professional is 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 is not 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 in one area and broad skills across others.Conclusion: This is not 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 is correct .

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 is not correct .

The technique focused on analyzing the fit between an organisation's offerings and customer needs, specifically examining the combination of product and service attributes, the company's image, and the customer relationship, is the Value Proposition. The Value Proposition describes the unique benefits, value, and experience that a company promises to deliver to its customers to satisfy their needs and wants better than the competition. It's a critical tool for ensuring that the business improvement efforts are truly valuable from a customer's perspective. Porter's Five Forces and SWOT analysis are macro-strategic tools, and SIPOC is a process analysis technique.

(Reference: BCS Business Analysis Practice – Improving Business Services and Processes, Value Proposition)