BAPv5 Exam Dumps : BCS Practitioner Certificate in Business Analysis Practice v5.2

A stakeholder management strategy is a plan for engaging and communicating with stakeholders based on their level of power and interest in an organisation or project. It helps to ensure that stakeholders are appropriately involved and informed throughout the organisation’s or project’s lifecycle. Therefore, option A is the correct answer, as keep satisfied is the further strategy that is required for one of the three stakeholders in this scenario. Keep satisfied is the strategy for managing stakeholders who have high power but low interest in an organisation or project. It involves meeting their needs and expectations without over-communicating or over-involving them. The stakeholder who requires this strategy in this scenario is the financial accountant assigned to the project to monitor the financial benefits of the new system. This stakeholder has high power, as he is essential to the project and can influence its outcome. However, he has low interest, as he is not interested in the detail of the project. Option B is not a correct answer, as watch is not the further strategy that is required for any of the three stakeholders in this scenario. Watch is the strategy for managing stakeholders who have low power and low interest in an organisation or project. It involves monitoring their behaviour and attitude without engaging or communicating with them too much. None of the stakeholders in this scenario have low power and low interest, as they are all involved or affected by the project in some way. Option C is not a correct answer, as ignore is not a valid strategy for managing any stakeholder in an organisation or project. Ignore is the strategy of disregarding or neglecting stakeholders who have no power or interest in an organisation or project. It involves excluding them from any engagement or communication activities. This strategy is not advisable, as it may lead to stakeholder dissatisfaction, resentment or resistance. Option D is not a correct answer, as keep informed is not the further strategy that is required for any of the three stakeholders in this scenario. Keep informed is the strategy for managing stakeholders who have low power but high interest in an organisation or project. It involves providing them with regular and sufficient information and updates without overloading them with details. None of the stakeholders in this scenario have low power but high interest, as they are all involved or affected by the project in some way.

The documentation explains that CSFs are the areas where things “must go right,” and KPIs are the measures that show whether progress is being made toward achieving a CSF. KPIs should focus on specific performance areas and should be defined so they are SMART and monitored regularly.

For a CSF of “excellent customer service,” appropriate KPIs should reflect customer experience outcomes and customer loyalty/retention. Option C (“number of customers who post negative feedback”) is directly linked to service quality: negative feedback is a clear indicator that customers perceive service failures. Tracking it (and ideally setting a target such as “no more than X per month”) provides a measurable signal of whether service is improving.

Option D (“percentage of customers who renew their annual subscription”) is also strongly linked to customer service because renewal rates are a widely used indicator of customer satisfaction and loyalty: customers who experience consistently good service are more likely to continue their membership. As a KPI, it is measurable, trendable over time, and can be given SMART targets.

The other options are not direct indicators of customer service quality: restaurant ordering (A) is sales/upsell behaviour, fitness improvement (B) is an outcome of training/programming rather than service, and payment method (E) is an administrative preference. Therefore, the best KPIs for this CSF are C and D.

The documentation defines gap analysis as exploring the differences between a current state (“as is”) and a desired future state (“to be”). The emphasis is on understanding where the organisation wants to be and, by comparing with the current situation, identifying what needs to change to reach that target state. It also states that the outcome of gap analysis is a list of business requirements to be delivered—typically phrased at the “what” level rather than prescribing detailed solutions.

In this scenario, the retailer’s desired future state includes a more capable online experience and integration with inventory and other applications—this is fundamentally a change in capability. Therefore, identifying new and improved business capabilities (and capturing them in a target view such as a Target Operating Model) is exactly the kind of work performed in gap analysis: it clarifies what the future business system must be able to do, so gaps against the current capabilities can be identified and addressed.

By contrast, a Gantt chart (A/B) is delivery planning, not gap analysis; a RACI matrix (C) is a responsibilities definition; and brainstorming (D) is an idea-generation technique that may help option creation but is not the core “compare as-is to to-be and identify gaps” activity.