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

Prototyping is a technique used to create a working model of a system or product to validate requirements and gather feedback. Let’s evaluate each statement to determine which are false :

Evaluation of Each Statement:

A. Suitable for waterfall requirements elicitation:Prototyping is generally not suitable for traditional waterfall methodologies because waterfall follows a linear, sequential approach where requirements are defined upfront before development begins. Prototyping, on the other hand, involves iterative feedback loops, which are more aligned with Agile methodologies.Conclusion: This statement is false .

B. Allows an analyst to confirm their understanding of requirements:Prototyping enables analysts to validate their understanding of requirements by creating a tangible representation of the system for stakeholders to review and provide feedback.Conclusion: This statement is true .

C. Only suitable for Agile project environments:While prototyping is commonly used in Agile environments due to its iterative nature, it is not limited to Agile. Prototyping can also be used in hybrid or iterative waterfall projects to clarify requirements and reduce ambiguity.Conclusion: This statement is false .

D. Enables the elicitation of usability requirements:Prototyping is particularly effective for gathering usability requirements because it allows stakeholders to interact with a mock-up or early version of the system, providing insights into user experience and interface design.Conclusion: This statement is true .

One of the core principles of business analysis is the continuous need for negotiation and consensus building, particularly when dealing with conflicting stakeholder perspectives and requirements. Business analysis actively seeks to negotiate and resolve these conflicts rather than avoiding them, which is a key part of establishing a shared understanding of the problem and the proposed solution. The other options contradict established BA principles: the principle is to find root causes, not symptoms (leading to superficial and ineffective solutions); to investigate and evaluate multiple options, not just solutions (ensuring the optimal change is selected); and to focus on business improvement as the driver for any necessary IT system change, not the other way around. The BA role necessitates working across competing interests to reach a successful outcome, making negotiation a fundamental principle.

(Reference: BCS Business Analysis Practice – Principles of Business Analysis / Analysing and Managing Stakeholders)

To determine the position of the head of IT services on the power-interest grid , we need to evaluate their level of power/influence and interest in the project.

Key Considerations:

Power/Influence: The head of IT services holds a senior leadership role, which implies they have significant authority and influence over IT-related decisions and resources. This places them in the "high power" category.

Interest: Despite their authority, the head of IT services has not been actively involved in the project beyond the initial start-up interviews and has not attended any project meetings. This indicates a lack of ongoing engagement or interest in the project's progress.

Evaluation of Each Option:

A. High power or influence but low interest:The head of IT services has significant authority (high power) but is disengaged from the project (low interest).Conclusion: This is the correct answer .

B. Some power and influence and some interest:This option suggests moderate levels of both power and interest, which does not align with the head of IT services' senior role and lack of involvement.Conclusion: This is not correct .

C. High power or influence and high interest:While the head of IT services has high power, their lack of attendance at project meetings indicates low interest.Conclusion: This is not correct .

D. Low power and influence but high interest:The head of IT services clearly has high power due to their senior leadership role, so this option is incorrect.Conclusion: This is not correct .

Final Recommendation:

The head of IT services occupies the position of high power or influence but low interest on the power-interest grid.

A business process model uses swimlanes to represent different roles, departments, or systems involved in a process. Hand-offs occur when responsibility for a task is transferred from one role or department to another.

Key Considerations:

Process Flow Lines Crossing Each Other: Crossing lines do not indicate hand-offs; they simply show the sequence of tasks.

Decision Point: A decision point represents a choice or branching in the process, not a transfer of responsibility.

Task Spanning Multiple Swimlanes: A single task spanning multiple swimlanes is uncommon and does not represent a hand-off.

Process Flow Crossing Swimlanes: When a process flow crosses from one swimlane to another, it indicates that responsibility for the task has been handed off to a different role or department.

Evaluation of Each Option:

A. By process flow lines crossing each other:Crossing lines are unrelated to hand-offs and may simply indicate parallel tasks.Conclusion: This is not correct .

B. By a decision point:Decision points represent choices or conditions, not transfers of responsibility.Conclusion: This is not correct .

C. By a task spanning multiple swimlanes:Tasks typically belong to a single swimlane, so this is not a valid representation of hand-offs.Conclusion: This is not correct .

D. By the process flow crossing from one swimlane to another:This accurately represents a hand-off, as it shows the transfer of responsibility between roles or departments.Conclusion: This is correct .

Final Recommendation:

Hand-offs are represented:

D. By the process flow crossing from one swimlane to another.