Free Practice Questions for BCS PC-BA-FBA-20 Exam

Value chain analysis examines how an organisation creates value for customers through a set of linked activities. Porter’s value chain separates activities into primary activities and support activities. Primary activities are directly involved in creating, delivering, marketing, and servicing products or services, such as inbound logistics, operations, outbound logistics, marketing and sales, and service. Support activities enable the primary activities to operate effectively, such as procurement, technology development, human resource management, and infrastructure. Activity sampling is an investigation technique, not a value chain category. Stakeholder management concerns engagement with stakeholder groups and does not show operational value creation. The phrase “primary and secondary activities” is not the standard value chain distinction. The correct terminology is primary activities and support activities.

The technique described is a Mind map. A Mind Map is a non-linear, visual tool used for structuring information and generating ideas around a central concept. It is characterized by having a central image or topic from which topic-related branches and sub-branches radiate. The structure helps the business analyst (or a group in a workshop) to organize complex, unstructured thoughts, visualize associations, and explore an area holistically. This technique is often used in the initial stages of investigation, such as problem analysis or requirements elicitation, to help gain a broad understanding of the scope and related issues. This is distinct from a Process map (which shows the flow of activities), an Entity relationship diagram (which models data structures), or the Business analysis process model (which models the BA ' s work steps).

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

Gap analysis is a structured process used to identify the differences between the current state (as-is) and the desired future state (to-be). The first step in this process involves understanding the current situation.

Key Steps in Gap Analysis:

Assemble representations of the existing situation: This involves documenting the current state, including processes, systems, and capabilities.

Compare representations of the existing and target situations: After understanding the current state, it is compared with the desired future state to identify gaps.

Identify gaps to be addressed: Once gaps are identified, they are prioritized based on their impact and feasibility.

Consider possible actions to address the gaps: Finally, potential solutions or actions are developed to bridge the identified gaps.

Evaluation of Each Option:

A. Assemble representations of existing situation: Understanding the current state is the foundational step in gap analysis. Without this, there is no baseline for comparison. Conclusion: This is correct .

B. Consider possible actions to address the gaps: This is a later step in the process, not the first. Conclusion: This is not correct .

C. Compare representations of the existing and target situations: Comparison occurs after the current state has been documented. Conclusion: This is not correct .

D. Identify gaps to be addressed: Identifying gaps follows the documentation and comparison steps. Conclusion: This is not correct .

Final Recommendation:

The first step in the gap analysis process is:

A. Assemble representations of existing situation.

A mind map is used to organise ideas, information, and themes visually around a central topic. In business analysis, it helps structure early thinking, capture workshop outputs, group related concepts, and identify branches of investigation. It is especially useful when information is broad, unstructured, or exploratory. Option B describes a process model or activity diagram because flows of activities and decisions are shown using process modelling notation. Option C is closer to requirements modelling, use case modelling, product backlog decomposition, or solution architecture. Option A may be a possible outcome of analysis, but it is not the main purpose of a mind map. The key feature of a mind map is organising information into related themes and sub-themes, so option D is the best answer.

A change strategy outlines how an organization will move from its current state to its desired future state. Its purpose is to ensure a structured and effective transition.

Key Considerations:

Ensuring the simplest way for transition: While simplicity is desirable, it is not the primary purpose of a change strategy.

Ensuring the quickest way for transition: Speed is not the main focus; effectiveness and alignment with goals are more important.

Achieving the transition between current state and future state: This accurately describes the purpose of a change strategy, which is to bridge the gap between where the organization is now and where it wants to be.

Mapping the alternative options: While mapping options may be part of the planning process, it is not the ultimate purpose of the change strategy.

Evaluation of Each Option:

A. Ensuring the simplest way for transition: Simplicity is a consideration but not the primary purpose of a change strategy. Conclusion: This is not correct .

B. Ensuring the quickest way for transition: Speed is secondary to achieving an effective and sustainable transition. Conclusion: This is not correct .

C. Achieving the transition between current state and future state: This is the core purpose of a change strategy, ensuring the organization moves effectively toward its goals. Conclusion: This is correct .

D. Mapping the alternative options: Mapping options is part of the analysis phase, not the overarching purpose of the strategy. Conclusion: This is not correct .

Final Recommendation:

The best description of the purpose of a change strategy is:

C. Achieving the transition between current state and future state.

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)

The BCS Business Change Lifecycle (which governs the entire change process from initial alignment to final benefit verification) typically comprises five key stages: Alignment, Definition, Design, Implementation, and Realisation. Realisation is the final, crucial stage where the actual benefits and expected business outcomes from the implemented solution are reviewed, measured, and confirmed against the original Business Case. Options A, B, and C are important activities or concepts that occur within the lifecycle but are not one of the five named stages of the complete end-to-end lifecycle model.

(Reference: BCS Business Analysis Practice – Business Change Lifecycle)

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)

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.