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

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)

The Power/Interest Grid is a tool used to determine appropriate strategies for managing different stakeholder groups based on their level of power (influence) and interest in the project. The grid defines four quadrants, each with a recommended management strategy:

High Power, High Interest: Manage Closely

High Power, Low Interest: Keep Satisfied

Low Power, High Interest: Keep Informed

Low Power, Low Interest: Watch (Minimum effort)

The category of Some Power, Some Interest is generally considered the mid-range or main group of stakeholders. For these individuals, the best strategy is to Keep onside (or Manage Regularly). This strategy means maintaining regular communication, involving them in the project at appropriate times, and ensuring their needs and concerns are addressed so that their interest remains positive and their moderate power does not turn against the project.

(Reference: BCS Business Analysis Practice – Stakeholder Management, Power/Interest Grid)

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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)

The development of a Business Case is often an iterative process. Before significant investment is made in creating the detailed Initial Business Case (often called the Outline Business Case or OBC), a preliminary assessment is required to ensure the proposed change is viable. This assessment is the Feasibility study (or Feasibility Assessment). A feasibility study quickly evaluates the proposed initiative to confirm it is technically possible, financially justifiable, and strategically aligned (Business Feasibility). The outcomes of this study determine whether it is worthwhile to proceed to the more detailed, full business case development. The other options (A, B, D) occur after the initial business case is approved and investment is committed.

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

The power/interest grid is a tool used in stakeholder analysis to categorize stakeholders based on their level of power (influence) and interest in the project. The position of stakeholders on the grid reflects their current status.

Key Considerations:

Where the Stakeholders Will Be After the Proposed Change: The grid represents the current state, not future projections.

Where the Stakeholders Should Be: The grid does not prescribe ideal positions but reflects actual positions.

Where the Stakeholders Actually Are at a Point in Time: The grid is a snapshot of stakeholders' current power and interest levels.

Where the Stakeholders Believe They Should Be: The grid is based on objective analysis, not subjective beliefs.

Evaluation of Each Option:

A. Where the stakeholders will be after the proposed change:The grid reflects the present, not future states.Conclusion: This is not correct .

B. Where the stakeholders should be:The grid does not prescribe ideal positions but reflects actual positions.Conclusion: This is not correct .

C. Where the stakeholders actually are at a point in time:This accurately describes the purpose of the power/interest grid.Conclusion: This is correct .

D. Where the stakeholders believe they should be:The grid is based on objective analysis, not subjective beliefs.Conclusion: This is not correct .

Final Recommendation:

The position of stakeholders on a power/interest grid represents:

C. Where the stakeholders actually are at a point in time.

Business processes are typically organised into a three-level hierarchy to manage complexity and provide a clear line of sight from strategy to execution. The standard levels, moving from the highest to the lowest level of detail, are:

Enterprise (or Value Chain): The highest level, showing the core business functions (e.g., "Sell Product," "Develop Product").

Event-Response (or End-to-End): The mid-level, showing the process triggered by a business event and concluding with an outcome (e.g., "Handle Customer Order").

Actor-Task (or Detailed/Procedure): The lowest level, showing the individual steps and actions taken by the actors to complete a process (e.g., "Check stock availability," "Package item").

Therefore, the three key levels that define this breakdown are Enterprise, event-response, actor-task.

(Reference: BCS Modelling Business Processes / BCS Business Analysis Practice – Business Process Hierarchy)

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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)

To build an enterprise view of processes , we need a framework that provides a holistic understanding of how value is created and delivered across the organization.

Key Considerations:

Class Model: Represents objects and their relationships in software development, not enterprise processes.

Swimlane Diagram: Visualizes workflows and responsibilities within a process but does not provide an enterprise-wide view.

Value Chain Analysis: Analyzes the activities that create value for customers, providing a comprehensive view of enterprise processes.

Porter’s Five Forces Model: Analyzes industry competition and external factors, not internal processes.

Evaluation of Each Option:

A. Class model:A class model is used in object-oriented design and does not represent enterprise processes.Conclusion: This is not correct .

B. Swimlane diagram:While swimlane diagrams visualize workflows, they focus on specific processes rather than an enterprise-wide view.Conclusion: This is not correct .

C. Value chain analysis:Value chain analysis examines the activities that contribute to value creation, making it ideal for building an enterprise view of processes.Conclusion: This is correct .

D. Porter’s five forces model:This model analyzes external competitive forces and does not focus on internal processes.Conclusion: This is not correct .

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)