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

The Requirements Catalogue (or the Requirements Specification section) is the comprehensive, organised list of all types of requirements. Technical Requirements are the non-functional constraints placed on the solution ' s design or build (e.g., specific hardware, operating system compatibility, integration protocols). While these inform other models, they are typically documented and tracked with other requirements (Functional and Non-functional) in the master Requirements Catalogue, often within the Non-functional or System Requirements section of the catalogue structure. Options A, B, and C are supporting documents or models, not the primary repository for a list of technical requirements.

(Reference: BCS Requirements Engineering – Requirements Catalogue Structure)

In a UML (Unified Modeling Language) Activity Diagram, the symbol used to represent a task (or action/activity) is a round-cornered rectangular box. This shape denotes an individual piece of work or step carried out within the process.

The other symbols represent:

A filled in circle (B): The Initial Node (start of the process).

A diamond shaped box (C): A Decision or Merge Node (a point where a choice is made or paths recombine).

A bullseye (D) (a filled circle inside an outer circle): The Activity Final Node (end of the process flow).

(Reference: BCS Modelling Business Processes / BCS Business Analysis Practice – UML Activity Diagrams)

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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)

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)

To identify the categories of costs and benefits described in the extract, we need to analyze the content carefully:

Extract Analysis:

" New business policies and processes will be introduced, which may temporarily reduce productivity " :

This refers to a cost associated with implementing new policies and processes.

Productivity is an intangible factor because it cannot be directly measured in monetary terms.

Category: Intangible costs .

" It will ensure our products remain in the marketplace and be the first to receive compliance certification, which will enhance our reputation as the market leader " :

This refers to a benefit related to maintaining market presence, achieving compliance, and enhancing reputation.

Reputation and market leadership are intangible factors because they are qualitative and not directly quantifiable in monetary terms.

Category: Intangible benefits .

Evaluation of Each Option:

A. Tangible costs: Tangible costs are measurable financial expenses (e.g., equipment, labor). The extract does not mention any specific financial costs. Conclusion: This is not relevant .

B. Intangible costs: The temporary reduction in productivity is an intangible cost. Conclusion: This is relevant .

C. Tangible benefits: Tangible benefits are measurable financial gains (e.g., increased revenue). The extract does not mention any specific financial benefits. Conclusion: This is not relevant .

D. Intangible benefits: Enhanced reputation and market leadership are intangible benefits. Conclusion: This is relevant .

E. Irregular costs: Irregular costs refer to one-time or infrequent expenses. The extract does not describe such costs. Conclusion: This is not relevant .

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)

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)

Actor-task level analysis looks at detailed work performed by specific actors, roles, or users. At this level, a task can be broken into smaller steps, inputs and outputs can be identified, and performance measures can be applied to assess efficiency, quality, or timeliness. Therefore, options B, C, and D are valid statements about actor-task analysis. Value chain analysis, however, is not used at this detailed actor-task level. It is an enterprise-level technique used to understand how organisational activities create value for customers. It examines primary and support activities across the business, not the detailed steps performed by a particular actor. Because value chain analysis belongs at a higher level of business process analysis, option A is the false statement.

The Business Change Lifecycle encompasses multiple stages, including alignment, analysis, design, implementation, and realisation. The role of a business analyst (BA) is versatile and can span across all these stages, depending on the project ' s needs.

Key Considerations:

Involvement Across All Stages: A business analyst can contribute to every stage of the lifecycle, from identifying business needs during alignment to ensuring benefits realization post-implementation.

Implementation Focus: While BAs are often heavily involved in implementation, their role is not limited to this stage.

Realisation Stage: BAs may also be involved in the realisation stage to validate that the intended benefits have been achieved.

Alignment Stage: Business analysis plays a critical role in aligning project objectives with organizational goals.

Evaluation of Each Option:

A. A business analyst can be involved at every stage in the lifecycle: This is true; BAs can contribute across all stages of the lifecycle. Conclusion: This is correct .

B. The business analyst is involved more heavily during the implementation stage of the lifecycle than any other stage: While BAs are often active during implementation, their involvement is not restricted to this stage. Conclusion: This is not correct .

C. The business analyst would not be involved in the realisation stage of the lifecycle: BAs can play a role in validating benefits realization, so this statement is false. Conclusion: This is not correct .

D. Business analysis does not take place in the alignment stage of a business change: Alignment involves understanding business needs and objectives, which is a core BA responsibility. Conclusion: This is not correct .