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BCS PC-BA-FBA-20 Exam Questions
- Topic 1: What is Business Analysis: This section of the exam measures the skills of Business Analysts and covers the fundamental principles of business analysis. Candidates will learn about the business change lifecycle and key principles such as focusing on root causes instead of symptoms, considering multiple options, and ensuring feasible requirements. One essential skill assessed is understanding the scope and responsibilities of business analysts in various organizations.
- Topic 2: The Competencies of a Business Analyst: This section of the exam measures the skills of Junior Business Analysts and explores the key competencies required for success. It introduces the concept of a T-shaped professional, emphasizing expertise in business analysis while maintaining a broad range of supporting skills. Candidates must also understand the three key competency areas: personal qualities, business knowledge, and professional techniques. One key skill assessed is identifying how these competencies contribute to successful business analysis.
- Topic 3: The Strategic Context for Business Analysis: This section of the exam measures the skills of Business Analysts and focuses on the strategic aspects of business analysis. Candidates must analyze external factors using the PESTLE framework and internal strategies through the VMOST technique. The syllabus also includes a SWOT analysis for identifying business strengths, weaknesses, opportunities, and threats. One critical skill assessed is evaluating an organization’s business strategy and aligning business analysis with corporate objectives.
- Topic 4: The Business Analysis Service Framework: This section of the exam measures the skills of Project Managers and outlines the Business Analysis Service Framework (BASF). Candidates will learn about essential activities, including situation investigation, feasibility assessment, business process improvement, stakeholder engagement, and change management. One key skill tested is recognizing the role of business analysts in different project phases.
- Topic 5: Investigating the Business Situation: This section of the exam measures the skills of Business Analysts and covers various techniques for analyzing business situations. Candidates must be familiar with methods such as workshops, observation, interviews, prototyping, and surveys. These techniques help in gathering stakeholder perspectives and understanding organizational challenges. One essential skill tested is selecting the most effective technique based on the business context.
- Topic 6: Analyzing and Managing Stakeholders: This section of the exam measures the skills of Change Managers and emphasizes stakeholder management techniques. Candidates must identify stakeholder categories using the stakeholder wheel and apply tools like the Power/Interest Grid to determine engagement strategies. The RACI matrix is also introduced for defining stakeholder responsibilities. One key skill assessed is mapping stakeholders and determining their level of influence and engagement.
- Topic 7: Improving Business Services and Processes: This section of the exam measures the skills of Business Analysts and focuses on business process improvement. Candidates must understand business process hierarchy, event-response models, and actor-task analysis. The syllabus also introduces techniques such as SIPOC, value chain analysis, and process modeling. One essential skill tested is analyzing business processes to identify inefficiencies and recommend improvements.
- Topic 8: Defining the Solution: This section of the exam measures the skills of Business Analysts and focuses on identifying gaps between current and target business states. Candidates must use techniques such as gap analysis and the POPIT™ framework. The syllabus also covers the process of developing solution options through brainstorming and creative thinking. One key skill assessed is formulating viable solutions that align with business needs.
- Topic 9: Making the Business Case: This section of the exam measures the skills of Project Managers and emphasizes the importance of business case development. Candidates must assess feasibility from business, technical, and financial perspectives. The syllabus introduces business case structure, investment appraisal techniques, and Agile considerations. One critical skill tested is evaluating and presenting a compelling business case to decision-makers.
- Topic 10: Establishing the Requirements: This section of the exam measures the skills of Business Analysts and covers requirements engineering (RE) processes. Candidates must recognize different requirement types, including business, functional, and non-functional requirements. The syllabus also covers elicitation techniques such as interviews, workshops, and prototyping. One essential skill assessed is gathering and defining high-quality business requirements.
- Topic 11: Documenting and Modeling Requirements: This section of the exam measures the skills of Business Analysts and introduces methods for structuring and documenting requirements. Candidates must be familiar with text-based and diagrammatic techniques such as use-case models, data models, and business process models. One key skill tested is creating comprehensive and clear documentation that supports business solutions.
- Topic 12: Validating and Managing Requirements: This section of the exam measures the skills of Business Analysts and focuses on requirement validation and change control. Candidates must understand traceability concepts, horizontal and vertical tracking, and how to manage requirement changes. One essential skill tested is ensuring that requirements remain accurate and aligned with business objectives throughout the project lifecycle.
- Topic 13: Delivering the Requirements: This section of the exam measures the skills of Project Managers and covers different software development lifecycles, including Waterfall, V-Model, Incremental, and Agile approaches. Candidates must understand the advantages and disadvantages of each lifecycle. One key skill assessed is selecting the appropriate delivery model based on project requirements.
- Topic 14: Delivering the Business Solution: This section of the exam measures the skills of Business Analysts and focuses on the business change lifecycle. Candidates must understand the role of the analyst in design, development, testing, and implementation. The syllabus also introduces transition and migration strategies, such as phased and big-bang rollouts. One critical skill assessed is managing change effectively to ensure a smooth transition to new business solutions.
Free BCS PC-BA-FBA-20 Exam Actual Questions
Note: Premium Questions for PC-BA-FBA-20 were last updated On Jun. 18, 2025 (see below)
A report has been created into improving the scheduling of physio appointments at a major hospital An extract reads
'The scheduling team have a strong set of skills that will not need to be updated However, the team should be split into two. one dealing with inpatients and one with outpatients The introduction of a new telephony software and an online booking system will also require changes to the process'
How might these changes be BEST presented to communicate with the scheduling team'?
To determine the best way to present the changes to the scheduling team, we need to consider the nature of the information being communicated and the audience (the scheduling team). The extract describes changes to processes, roles, and systems, which are best represented visually to ensure clarity and understanding.
Key Considerations:
Business Process Model (BPM): A BPM is a visual representation of the steps in a process. It is particularly useful for communicating changes to workflows, roles, and responsibilities. Since the extract discusses splitting the scheduling team into two groups and introducing new software and processes, a BPM would effectively illustrate how these changes impact the workflow.
Business Activity Model (BAM): A BAM focuses on high-level activities and their logical dependencies, often used in strategic planning. However, it is less detailed than a BPM and may not adequately capture the specific changes to scheduling processes.
POPIT (People, Organization, Process, Information, Technology): POPIT is a framework for analyzing business change across multiple dimensions. While it provides a holistic view, it is not a presentation tool and would not be the best choice for directly communicating the changes to the scheduling team.
Prototype: A prototype is typically used to demonstrate the functionality of a system or software. While the introduction of telephony software and an online booking system could involve prototyping, this option does not address the need to communicate process and role changes.
Evaluation of Each Option:
A . Business Process Model: A BPM is ideal for illustrating the changes to the scheduling process, including the split into inpatient and outpatient teams and the integration of new software. It provides a clear, step-by-step visual representation that the scheduling team can easily understand. Conclusion: This is the best option .
B . Business Activity Model: While a BAM could provide a high-level overview of the changes, it lacks the detail needed to explain specific process adjustments. Conclusion: This is not the best option .
C . POPIT: POPIT is a framework for analysis, not a communication tool. It would not effectively convey the changes to the scheduling team. Conclusion: This is not the best option .
D . Prototype: Prototyping is relevant for demonstrating software functionality but does not address the need to communicate process and role changes. Conclusion: This is not the best option .
Final Recommendation:
The changes should be presented using a Business Process Model , as it effectively communicates the revised workflows and roles to the scheduling team.
A business analyst is reviewing the stakeholder management strategy for a high profile Human Resources (HR) project Following an organisational restructure, Harvey's role has changed from Director of Operations to Director of HR and he has inherited sponsorship of the project Harvey was previously involved in the project, but had little interest because his focus was on the Operational Projects that he sponsored.
Which of the following sets of stakeholder management strategies represent appropriate approaches for Harvey; firstly, for when the project started and secondly now that his role has changed?
To determine the appropriate stakeholder management strategies for Harvey, we need to analyze his role and level of interest at two points in time:
When the project started: Harvey was the Director of Operations and had little interest in the HR project because his focus was on operational projects.
Now that his role has changed: As the Director of HR, Harvey has inherited sponsorship of the HR project, making him a key stakeholder with high interest and influence.
Stakeholder Management Strategies:
Watch: This strategy is used for stakeholders with low interest and low influence. It involves monitoring their behavior without actively engaging them.
Constant active management: This strategy is used for stakeholders with high interest and high influence. It involves frequent communication and collaboration to ensure their needs and expectations are met.
Evaluation of Each Option:
A . Keep informed; Constant active management: 'Keep informed' is appropriate for stakeholders with moderate interest but does not align with Harvey's initial lack of interest. Conclusion: This is not correct .
B . Ignore, Constant active management: Ignoring a stakeholder is inappropriate, especially for someone in a senior leadership role like Harvey. Conclusion: This is not correct .
C . Watch, Constant active management:
Initially, Harvey had low interest and low influence on the HR project, making 'watch' an appropriate strategy.
After becoming the Director of HR and inheriting sponsorship, Harvey now requires 'constant active management' due to his high interest and influence. Conclusion: This is the correct answer .
D . Constant active management, keep informed: This reverses the order of strategies and does not align with Harvey's initial lack of interest. Conclusion: This is not correct .
The management of a chain of hotels has decided that one of its critical success factors (CSF) is to 'provide excellent customer service' The below measures have been suggested.
Which THREE of these are appropriate key performance indicators (KPIs) for the CSF 'provide excellent customer service"?
To determine which measures are appropriate Key Performance Indicators (KPIs) for the Critical Success Factor (CSF) 'provide excellent customer service,' we must first understand the relationship between CSFs and KPIs:
Critical Success Factors (CSFs): These are the essential areas or activities that an organization must excel at to achieve its goals. In this case, 'provide excellent customer service' is a CSF.
Key Performance Indicators (KPIs): These are measurable metrics used to evaluate progress toward achieving a CSF. KPIs should directly align with the CSF and provide actionable insights.
Now, let's evaluate each option to determine whether it is an appropriate KPI for the CSF 'provide excellent customer service':
A . The number of customers who make use of their in-room mini bar
This measure tracks customer behavior related to a specific hotel amenity (the mini bar). While it may indicate customer satisfaction with the room's offerings, it does not directly measure the quality of customer service.
Conclusion: This is not an appropriate KPI for the CSF 'provide excellent customer service.'
B . The percentage of customers who use the leisure facilities
This measure tracks how many customers utilize the hotel's leisure facilities (e.g., gym, pool, spa). While it may reflect customer engagement with the hotel's amenities, it does not directly assess the quality of customer service.
Conclusion: This is not an appropriate KPI for the CSF 'provide excellent customer service.'
C . The number of customers who complain
Customer complaints are a direct indicator of dissatisfaction and can highlight areas where customer service needs improvement. A high number of complaints suggests poor customer service, while a low number indicates better service quality.
This measure is closely aligned with the CSF 'provide excellent customer service' because it provides actionable feedback on service performance.
Conclusion: This is an appropriate KPI for the CSF.
D . The percentage of customers who join the hotel loyalty scheme
Customers are more likely to join a loyalty scheme if they have had a positive experience with the hotel, including excellent customer service. This measure reflects customer satisfaction and loyalty, which are outcomes of good service.
Conclusion: This is an appropriate KPI for the CSF.
E . The percentage of customers who return
Repeat customers are a strong indicator of customer satisfaction and loyalty, which are directly influenced by the quality of customer service. If customers return to the hotel, it suggests they were satisfied with their previous experience, including the service they received.
Conclusion: This is an appropriate KPI for the CSF.
A business analyst is reviewing the stakeholder management strategy for a high profile Human Resources (HR) project Following an organisational restructure, Harvey's role has changed from Director of Operations to Director of HR and he has inherited sponsorship of the project Harvey was previously involved in the project, but had little interest because his focus was on the Operational Projects that he sponsored.
Which of the following sets of stakeholder management strategies represent appropriate approaches for Harvey; firstly, for when the project started and secondly now that his role has changed?
To determine the appropriate stakeholder management strategies for Harvey, we need to analyze his role and level of interest at two points in time:
When the project started: Harvey was the Director of Operations and had little interest in the HR project because his focus was on operational projects.
Now that his role has changed: As the Director of HR, Harvey has inherited sponsorship of the HR project, making him a key stakeholder with high interest and influence.
Stakeholder Management Strategies:
Watch: This strategy is used for stakeholders with low interest and low influence. It involves monitoring their behavior without actively engaging them.
Constant active management: This strategy is used for stakeholders with high interest and high influence. It involves frequent communication and collaboration to ensure their needs and expectations are met.
Evaluation of Each Option:
A . Keep informed; Constant active management: 'Keep informed' is appropriate for stakeholders with moderate interest but does not align with Harvey's initial lack of interest. Conclusion: This is not correct .
B . Ignore, Constant active management: Ignoring a stakeholder is inappropriate, especially for someone in a senior leadership role like Harvey. Conclusion: This is not correct .
C . Watch, Constant active management:
Initially, Harvey had low interest and low influence on the HR project, making 'watch' an appropriate strategy.
After becoming the Director of HR and inheriting sponsorship, Harvey now requires 'constant active management' due to his high interest and influence. Conclusion: This is the correct answer .
D . Constant active management, keep informed: This reverses the order of strategies and does not align with Harvey's initial lack of interest. Conclusion: This is not correct .
Halliday Holdings is embarking on a programme to improve its customer experience On joining the programme. Natasha wants to gain an understanding of how its current brand is perceived
Which would be the BEST source of information for Natasha?
To determine the best source of information for Natasha to understand how Halliday Holdings' brand is perceived, we need to evaluate the options based on their relevance and objectivity.
Evaluation of Each Option:
A . Independent industry websites: Independent industry websites often provide unbiased insights into how a company's brand is perceived by customers, competitors, and the market. These sources aggregate reviews, ratings, and expert opinions, making them a valuable resource for understanding external perceptions. Conclusion: This is the best source .
B . The company website: The company website reflects the organization's internal perspective and branding efforts. While useful for understanding how the company presents itself, it does not provide an external view of brand perception. Conclusion: This is not the best source .
C . The company's organizational structure: The organizational structure provides insights into the company's internal hierarchy and operations but does not relate to external brand perception. Conclusion: This is not relevant .
D . The company's complaints procedures: Complaints procedures reflect internal processes for handling customer issues but do not provide a comprehensive view of overall brand perception. Conclusion: This is not the best source .
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