매달, 우리는 1000명 이상의 사람들이 시험 준비를 잘하고 시험을 잘 통과할 수 있도록 도와줍니다.
BCS Foundation Certificate in Business Analysis V4.0 온라인 연습
최종 업데이트 시간: 2025년11월17일
당신은 온라인 연습 문제를 통해 BCS PC-BA-FBA-20 시험지식에 대해 자신이 어떻게 알고 있는지 파악한 후 시험 참가 신청 여부를 결정할 수 있다.
시험을 100% 합격하고 시험 준비 시간을 35% 절약하기를 바라며 PC-BA-FBA-20 덤프 (최신 실제 시험 문제)를 사용 선택하여 현재 최신 175개의 시험 문제와 답을 포함하십시오.
정답:
정답:
Explanation:
A benefits plan outlines how the anticipated benefits of a project or change initiative will be achieved, tracked, and managed. Its primary purpose is to ensure that benefits are realized as planned.
Key Considerations:
Tracking Changes to Requirements: A benefits plan focuses on benefits realization, not changes to requirements.
Quantifying Intangible Benefits: While intangible benefits may be included, the primary focus is on managing all benefits, tangible and intangible.
Tracking and Managing Benefits Realisation: The benefits plan provides a structured approach to monitor progress and ensure benefits are delivered.
Publishing to Shareholders: While stakeholders may review the plan, its primary purpose is internal management, not external communication.
Evaluation of Each Option:
A. It provides a firm basis for tracking the benefits of making changes to requirements:
The benefits plan focuses on overall benefits realization, not specifically on changes to requirements.
Conclusion: This is not correct.
B. It quantifies intangible benefits that could not be quantified when the business case was presented:
While intangible benefits may be included, this is not the primary purpose of the plan.
Conclusion: This is not correct.
C. It provides a firm basis for tracking the business benefits and managing their realisation:
This accurately describes the primary purpose of a benefits plan.
Conclusion: This is correct.
D. It is published to shareholders to show that their investment made will result in tangible benefits for the organisation:
The benefits plan is primarily for internal use, not external reporting.
Conclusion: This is not correct.
Final Recommendation:
The primary purpose of a benefits plan is:
C. It provides a firm basis for tracking the business benefits and managing their realisation.
정답:
Explanation:
Agile requirements validation ensures that requirements are clear, feasible, and actionable before they are implemented in an iteration. This aligns with Agile principles of delivering value incrementally and avoiding waste.
Key Considerations:
Accurate Estimation for Sprint Planning: While estimation is important, it is not the primary purpose of requirements validation.
Correctness of Backlog Items: Ensuring correctness is part of validation but applies to all backlog items, not just those allocated to an iteration.
Testing Requirements: Testing occurs during or after development, not as part of validation.
Readiness for Development: Validation ensures that requirements are well-defined, understood, and feasible before they are developed.
Evaluation of Each Option:
A. To ensure estimation for sprint planning is accurate:
Estimation accuracy is important but not the primary purpose of validation.
Conclusion: This is not correct.
B. To ensure any requirements added to the backlog are correct:
Correctness applies to all backlog items, not just those allocated to an iteration.
Conclusion: This is not correct.
C. To ensure that requirements allocated to an iteration have been tested:
Testing occurs after development, not during validation.
Conclusion: This is not correct.
D. To ensure any requirements allocated to an iteration are ready to be developed:
This is the primary purpose of Agile requirements validation―to ensure requirements are clear, actionable, and feasible before development begins. Conclusion: This is correct.
Final Recommendation:
The purpose of Agile requirements validation is:
D. To ensure any requirements allocated to an iteration are ready to be developed.
정답:
Explanation:
The hierarchy of requirements organizes requirements into levels (e.g., business needs, stakeholder requirements, solution requirements) to ensure alignment and traceability. Let’s evaluate each statement to determine which is false.
Key Characteristics of the Requirements Hierarchy:
Linking Requirements: The hierarchy ensures that detailed requirements are connected to higher-level business needs and objectives.
Order of Development: The hierarchy does not dictate the sequence in which requirements should be developed; it focuses on relationships and dependencies.
Driven by Strategy: Requirements are derived from the organization's values, strategy, and objectives.
Traceability: The hierarchy links different types of requirements to ensure consistency and alignment.
Evaluation of Each Statement:
A. The requirements hierarchy enables detailed requirements to be linked to the business need:
This is true; the hierarchy ensures traceability between high-level and detailed requirements.
Conclusion: This is true.
B. The requirements hierarchy shows the order in which requirements should be developed:
The hierarchy does not specify the development order; it focuses on relationships and dependencies.
Conclusion: This is false.
C. Requirements are driven by the organisation's values, strategy and objectives:
This is true; requirements must align with organizational goals.
Conclusion: This is true.
D. The requirements hierarchy links different requirements to each other:
This is true; the hierarchy ensures traceability and alignment across levels.
Conclusion: This is true.
Final Recommendation:
The false statement is:
B. The requirements hierarchy shows the order in which requirements should be developed.
정답:
Explanation:
Gap analysis is a structured process used to identify the differences between the current state (as-is) and the desired future state (to-be). The first step in this process involves understanding the current situation.
Key Steps in Gap Analysis:
Assemble representations of the existing situation: This involves documenting the current state, including processes, systems, and capabilities.
Compare representations of the existing and target situations: After understanding the current state, it is compared with the desired future state to identify gaps.
Identify gaps to be addressed: Once gaps are identified, they are prioritized based on their impact and feasibility.
Consider possible actions to address the gaps: Finally, potential solutions or actions are developed to bridge the identified gaps.
Evaluation of Each Option:
A. Assemble representations of existing situation:
Understanding the current state is the foundational step in gap analysis. Without this, there is no baseline for comparison.
Conclusion: This is correct.
B. Consider possible actions to address the gaps:
This is a later step in the process, not the first.
Conclusion: This is not correct.
C. Compare representations of the existing and target situations:
Comparison occurs after the current state has been documented.
Conclusion: This is not correct.
D. Identify gaps to be addressed:
Identifying gaps follows the documentation and comparison steps.
Conclusion: This is not correct.
Final Recommendation:
The first step in the gap analysis process is:
A. Assemble representations of existing situation.
정답:
Explanation:
A change strategy outlines how an organization will move from its current state to its desired future state. Its purpose is to ensure a structured and effective transition.
Key Considerations:
Ensuring the simplest way for transition: While simplicity is desirable, it is not the primary purpose of a change strategy.
Ensuring the quickest way for transition: Speed is not the main focus; effectiveness and alignment with goals are more important.
Achieving the transition between current state and future state: This accurately describes the purpose of a change strategy, which is to bridge the gap between where the organization is now and where it wants to be.
Mapping the alternative options: While mapping options may be part of the planning process, it is not the ultimate purpose of the change strategy.
Evaluation of Each Option:
A. Ensuring the simplest way for transition:
Simplicity is a consideration but not the primary purpose of a change strategy.
Conclusion: This is not correct.
B. Ensuring the quickest way for transition:
Speed is secondary to achieving an effective and sustainable transition.
Conclusion: This is not correct.
C. Achieving the transition between current state and future state:
This is the core purpose of a change strategy, ensuring the organization moves effectively toward its goals.
Conclusion: This is correct.
D. Mapping the alternative options:
Mapping options is part of the analysis phase, not the overarching purpose of the strategy.
Conclusion: This is not correct.
Final Recommendation:
The best description of the purpose of a change strategy is:
C. Achieving the transition between current state and future state.
정답:
Explanation:
A RACI chart (Responsible, Accountable, Consulted, Informed) is a tool used to clarify roles and responsibilities in a project or process. Each role in the chart has a specific meaning:
Key Definitions:
Responsible: The person or role responsible for performing the task or completing the work.
Accountable: The person ultimately answerable for the task's completion and outcomes.
Consulted: Individuals or roles who provide input or expertise before decisions are made or tasks are completed.
Informed: Individuals or roles who need to be kept updated on progress or outcomes.
Evaluation of Each Option:
A. Responsible:
The "Responsible" role is assigned to the person or team performing the task.
Conclusion: This is correct.
B. Accountable:
The "Accountable" role ensures the task is completed but does not necessarily perform the task.
Conclusion: This is not correct.
C. Consulted:
The "Consulted" role provides input or advice but does not perform the task.
Conclusion: This is not correct.
D. Informed:
The "Informed" role receives updates but is not involved in task execution.
Conclusion: This is not correct.
Final Recommendation:
The category assigned to the role or person performing the task is:
A. Responsible.
정답:
Explanation:
The stakeholder wheel is a framework used to categorize stakeholders based on their relationship to the organization or project. It typically includes categories such as customers, partners, suppliers, regulators, and competitors, among others.
Key Considerations:
Regulators, Compliance, Owners: While regulators and owners are valid stakeholders, "compliance" is not a stakeholder category but rather a function or responsibility.
Competitors, Customers, Partners: These are all valid stakeholder categories commonly found on the stakeholder wheel.
Competitors, Consumers, Providers: While competitors and consumers (a synonym for customers) are valid, "providers" is not a standard term used in the stakeholder wheel.
Contractors, Partners, Suppliers: Contractors are not typically included as a primary stakeholder category on the stakeholder wheel, though partners and suppliers are.
Evaluation of Each Option:
A. Regulators, Compliance, Owners:
"Compliance" is not a stakeholder category; it refers to adherence to rules or regulations.
Conclusion: This is not correct.
B. Competitors, Customers, Partners:
These are all valid stakeholder categories found on the stakeholder wheel.
Conclusion: This is correct.
C. Competitors, Consumers, Providers:
While competitors and consumers (customers) are valid, "providers" is not a standard stakeholder category.
Conclusion: This is not correct.
D. Contractors, Partners, Suppliers:
Contractors are not typically included as a primary stakeholder category on the stakeholder wheel.
Conclusion: This is not correct.
Final Recommendation:
The list that only includes stakeholders shown on the stakeholder wheel is:
B. Competitors, Customers, Partners
정답:
Explanation:
Gap analysis identifies the differences between the current state and the desired future state. To ensure a holistic view, a comprehensive framework like POPIT™ (People, Organization, Process, Information, Technology) is useful.
Key Considerations:
Payback Analysis: Focuses on financial returns and does not provide a holistic view.
POPIT™: Analyzes gaps across multiple dimensions (people, organization, process, information, technology), ensuring a comprehensive perspective.
Boston Box: Evaluates market positioning of products or services, not gaps in organizational capabilities.
PESTLE: Analyzes external environmental factors but does not focus on internal gaps.
Evaluation of Each Option:
A. Payback analysis:
Payback analysis focuses on financial metrics and does not address holistic gap analysis.
Conclusion: This is not correct.
B. POPIT™:
POPIT™ ensures a holistic view by analyzing gaps across people, organization, process, information,
and technology.
Conclusion: This is correct.
C. Boston box:
The Boston box evaluates product portfolios, not organizational gaps.
Conclusion: This is not correct.
D. PESTLE:
PESTLE analyzes external factors and does not focus on internal gaps.
Conclusion: This is not correct.
Final Recommendation:
The technique useful for ensuring a holistic view in gap analysis is:
B. POPIT™.
정답:
Explanation:
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.
정답:
Explanation:
Workshops are structured meetings designed to achieve specific objectives through group participation. Regardless of the workshop's focus, collaboration is a fundamental goal.
Key Considerations:
Collaboration: Workshops bring stakeholders together to share ideas, solve problems, and make decisions collaboratively.
Reviewing the Business Case: While reviewing the business case may be a specific objective of some workshops, it is not a universal goal.
Creating Mind Maps and Process Models: These are tools or outputs of workshops, not overarching goals.
Brainstorming Ideas: Brainstorming is a technique used in workshops but is not the ultimate goal of all workshops.
Evaluation of Each Option:
A. Collaboration:
Collaboration is the core purpose of workshops, enabling participants to work together effectively.
Conclusion: This is correct.
B. Reviewing the business case:
This is a specific objective, not a universal goal of all workshops.
Conclusion: This is not correct.
C. Creating mind maps and process models:
These are tools or outputs, not goals.
Conclusion: This is not correct.
D. Brainstorming ideas:
Brainstorming is a technique, not the overarching goal of all workshops.
Conclusion: This is not correct.
Final Recommendation:
The goal of all workshops is:
A. Collaboration.
정답:
Explanation:
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.
정답:
Explanation:
A business process model uses swimlanes to represent different roles, departments, or systems involved in a process. Hand-offs occur when responsibility for a task is transferred from one role or department to another.
Key Considerations:
Process Flow Lines Crossing Each Other: Crossing lines do not indicate hand-offs; they simply show the sequence of tasks.
Decision Point: A decision point represents a choice or branching in the process, not a transfer of responsibility.
Task Spanning Multiple Swimlanes: A single task spanning multiple swimlanes is uncommon and does not represent a hand-off.
Process Flow Crossing Swimlanes: When a process flow crosses from one swimlane to another, it indicates that responsibility for the task has been handed off to a different role or department.
Evaluation of Each Option:
A. By process flow lines crossing each other:
Crossing lines are unrelated to hand-offs and may simply indicate parallel tasks.
Conclusion: This is not correct.
B. By a decision point:
Decision points represent choices or conditions, not transfers of responsibility.
Conclusion: This is not correct.
C. By a task spanning multiple swimlanes:
Tasks typically belong to a single swimlane, so this is not a valid representation of hand-offs.
Conclusion: This is not correct.
D. By the process flow crossing from one swimlane to another:
This accurately represents a hand-off, as it shows the transfer of responsibility between roles or departments.
Conclusion: This is correct.
Final Recommendation:
Hand-offs are represented:
D. By the process flow crossing from one swimlane to another.
정답:
Explanation:
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.
정답:
Explanation:
The Business Analysis Service Framework (BASF) identifies core and auxiliary services that support business analysis activities. Auxiliary services supplement the core services and are essential for delivering value.
Key Considerations:
Strategic Analysis: Focuses on high-level organizational goals and strategies but is not an auxiliary service.
Stakeholder Engagement: Involves identifying, analyzing, and collaborating with stakeholders, which supports all aspects of business analysis.
Project Management: While important, project management is a separate discipline and not part of the BASF.
External Environment Analysis: Examines external factors (e.g., market trends) but is not an auxiliary service.
Evaluation of Each Option:
A. Strategic analysis:
Strategic analysis is a core service, not an auxiliary service.
Conclusion: This is not correct.
B. Stakeholder engagement:
Stakeholder engagement is an auxiliary service that supports all business analysis activities by ensuring stakeholder needs are understood and addressed. Conclusion: This is correct.
C. Project management:
Project management is outside the scope of the BASF.
Conclusion: This is not correct.
D. External environment analysis:
External environment analysis is a core service, not an auxiliary service.
Conclusion: This is not correct.