All PC-BA-FBA-20 Test Inside BCS Questions

Kaplan and Norton's Balanced Business Scorecard is a strategic framework that evaluates organizational performance across four key perspectives: Financial, Customer, Internal Business Processes, and Learning and Growth . To determine which area has not been considered, we need to map the provided KPIs to these perspectives.

Mapping the KPIs:

The time to deliver orders for products:This relates to operational efficiency and falls under the Internal Business Process perspective.

Consumer satisfaction with products:This directly measures customer experience and falls under the Customer perspective.

Wastage in product production:This also relates to operational efficiency and falls under the Internal Business Process perspective.

The qualifications of production employees:This measures employee capabilities and development, falling under the Learning and Growth perspective.

Evaluating Each Perspective:

Financial:None of the provided KPIs address financial performance, such as revenue, profitability, or cost management.Conclusion: This perspective has not been considered .

Customer:Consumer satisfaction with products is a clear indicator of the Customer perspective.Conclusion: This perspective has been considered.

Internal Business Process:Both "time to deliver orders" and "wastage in production" relate to internal processes.Conclusion: This perspective has been considered.

Learning and Growth:The qualifications of production employees indicate employee development, which aligns with this perspective.Conclusion: This perspective has been considered.

Final Recommendation:

The Financial perspective has not been considered in the company’s KPIs.

Critical Success Factors (CSFs) are the few areas in which an organisation must achieve consistently high performance to meet its mission and strategic goals. To monitor whether a CSF is being achieved, a BA defines quantitative measures of performance, which are known as Key Performance Indicators (KPIs). KPIs are the specific, measurable metrics used to track and assess the success of an activity or the progress towards an objective. For example, if a CSF is "Excellent Customer Service," a corresponding KPI might be "Average Call Waiting Time (less than 60 seconds)"—a clear, quantitative measure. While the Balanced Business Scorecard (D) is a framework that uses CSFs and KPIs, the specific quantitative measures themselves are the KPIs. Objectives (B) are the desired outcomes, not the measure of the outcome.

(Reference: BCS Foundation Certificate in Business Analysis / BCS Business Analysis Practice – Strategic Context, CSFs and KPIs)

Here are the next five questions:

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)

The Waterfall methodology is a linear approach where requirements are defined upfront, and changes are difficult to accommodate once the project begins. Agile methodology , on the other hand, emphasizes flexibility and adaptability to changing requirements.

Key Considerations:

Inherent Uncertainty in Cost: While cost uncertainty exists in both methodologies, Agile does not specifically address this drawback of Waterfall.

Inflexibility to Changing Requirements: Waterfall's rigid structure makes it difficult to incorporate changes once the project starts. Agile addresses this by allowing iterative development and continuous feedback.

Capturing All Requirements Upfront: Agile does not aim to capture all requirements upfront; instead, it embraces evolving requirements throughout the project.

Stakeholder Agreement on Scope Before Work Begins: Agile encourages ongoing collaboration with stakeholders rather than requiring scope agreement upfront.

Evaluation of Each Option:

A. The agile methodology addresses the inherent uncertainty in cost associated with waterfall:Agile does not specifically address cost uncertainty.Conclusion: This is not correct .

B. Agile development addresses the inflexibility of waterfall as it pertains to changing requirements:This is the primary drawback of Waterfall that Agile addresses through its iterative and flexible approach.Conclusion: This is correct .

C. The agile methodology captures all requirements at the start of a project to reduce risks typically experienced in waterfall:Agile does not capture all requirements upfront; it embraces evolving requirements.Conclusion: This is not correct .

D. Agile development requires stakeholders to agree to the scope of the project before the work begins, reducing uncertainty in the design:Agile does not require upfront scope agreement; it promotes adaptive planning.Conclusion: This is not correct .

Final Recommendation:

The drawback of Waterfall addressed in Agile is:

B. Agile development addresses the inflexibility of waterfall as it pertains to changing requirements.