BCS Certificate in Business Analysis Practice
Exam Questions With Correct Answers
The |Business |Change |Lifecycle
1) |Alignment: |Business |strategy || |Business |environment || |Enterprise |architecture
2) |Definition: |Requirements
3) |Design
4) |Implementation
5) |Realisation
All |stages |must |be |linked |to |the |business |case
VMOST
Vision |- |Defines |the |target |state |for |the |organisation |without |regard |to |how |this |will |be |
achieved
Mission |- |Describes |an |organisations |purpose, |what |it |does |or |will |do
Objectives |- |The |specific |objectives |or |outcomes |that |the |organisation |wants |to |achieve
Strategy |- |The |long-term |approach |that |is |going |to |be |taken |by |the |organisation |to |achieve |the
|‘vision’, |mission’ |and |‘objectives’
,Tactics |- |The |specific |and |detailed |means |by |which |the |strategy |should |be |executed |i.e. |
projects |and |programmes
Performance |Measurement |- |Objectives
- |The |specific |objectives |or |outcomes |that |the |organisation |wants |to |achieve, |used |to |guide |
and |measure |progress |(SMART)
Performance |Measurement |- |Key |Performance |Indicators |(KPIs)
- |Tangible |measures |that |assess |the |performance |of |the |organisation |(SMART) |- |measured |via |
targets
- |Assess |how |well |the |organisation |achieves |its |CSFs
Performance |Measurement |- |Critical |Success |Factors |(CSFs)
- |Are |specific/important |areas |where |the |organisation |must |succeed |in |order |to |achieve |
positive |performance |and |meet |objectives
- |May |be |industry-wide |or |organisation |specific
-Broad |and |inform |KPIs
,Performance |Measurement |- |Targets
- |Defined |targets |that |the |organisation |is |aiming |for
- |Lower |level |objectives |for |specific |areas
-Like |% |or |volumes? |against |KPI
Resource |Audit
A |critical |evaluation |of |the |strengths |and |weaknesses |of |the |destination's |resources, |with |
respect |(initially) |to |the |ability |of |each |resource |to |contribute |to |the |competitiveness |of |a |
destination |and |(ultimately), |to |its |ability |to |achieve |success
Resource |Audit |Components
Tangible
Physical |- |buildings, |stock, |equipment, |land...
Financial |- |financial |health, |cash |flow, |credit...
Human |- |staff |and |their |expertise
Intangible
Know-how |- |including |patents |and |trade |marks |owned
, Reputation |- |brand |and |goodwill
Porter's |Five |Forces
1. |Industry |competitors |- |rivalary |amongst |existing |firms
2. |Bargaining |power |of |suppliers
3. |Threat |of |new |entrants
4. |Bargaining |power |of |buyers
5. |Threat |of |substitute |products |or |services
Strategic |insight |for |specifc/relevant |industry
PESTLE |Analysis
A |framework |used |to |assess |the |factors |in |the |macro |strategic |environment |that |are |beyond |
immediate |control, |but |in |some |way |influence |the |organisation
Exam Questions With Correct Answers
The |Business |Change |Lifecycle
1) |Alignment: |Business |strategy || |Business |environment || |Enterprise |architecture
2) |Definition: |Requirements
3) |Design
4) |Implementation
5) |Realisation
All |stages |must |be |linked |to |the |business |case
VMOST
Vision |- |Defines |the |target |state |for |the |organisation |without |regard |to |how |this |will |be |
achieved
Mission |- |Describes |an |organisations |purpose, |what |it |does |or |will |do
Objectives |- |The |specific |objectives |or |outcomes |that |the |organisation |wants |to |achieve
Strategy |- |The |long-term |approach |that |is |going |to |be |taken |by |the |organisation |to |achieve |the
|‘vision’, |mission’ |and |‘objectives’
,Tactics |- |The |specific |and |detailed |means |by |which |the |strategy |should |be |executed |i.e. |
projects |and |programmes
Performance |Measurement |- |Objectives
- |The |specific |objectives |or |outcomes |that |the |organisation |wants |to |achieve, |used |to |guide |
and |measure |progress |(SMART)
Performance |Measurement |- |Key |Performance |Indicators |(KPIs)
- |Tangible |measures |that |assess |the |performance |of |the |organisation |(SMART) |- |measured |via |
targets
- |Assess |how |well |the |organisation |achieves |its |CSFs
Performance |Measurement |- |Critical |Success |Factors |(CSFs)
- |Are |specific/important |areas |where |the |organisation |must |succeed |in |order |to |achieve |
positive |performance |and |meet |objectives
- |May |be |industry-wide |or |organisation |specific
-Broad |and |inform |KPIs
,Performance |Measurement |- |Targets
- |Defined |targets |that |the |organisation |is |aiming |for
- |Lower |level |objectives |for |specific |areas
-Like |% |or |volumes? |against |KPI
Resource |Audit
A |critical |evaluation |of |the |strengths |and |weaknesses |of |the |destination's |resources, |with |
respect |(initially) |to |the |ability |of |each |resource |to |contribute |to |the |competitiveness |of |a |
destination |and |(ultimately), |to |its |ability |to |achieve |success
Resource |Audit |Components
Tangible
Physical |- |buildings, |stock, |equipment, |land...
Financial |- |financial |health, |cash |flow, |credit...
Human |- |staff |and |their |expertise
Intangible
Know-how |- |including |patents |and |trade |marks |owned
, Reputation |- |brand |and |goodwill
Porter's |Five |Forces
1. |Industry |competitors |- |rivalary |amongst |existing |firms
2. |Bargaining |power |of |suppliers
3. |Threat |of |new |entrants
4. |Bargaining |power |of |buyers
5. |Threat |of |substitute |products |or |services
Strategic |insight |for |specifc/relevant |industry
PESTLE |Analysis
A |framework |used |to |assess |the |factors |in |the |macro |strategic |environment |that |are |beyond |
immediate |control, |but |in |some |way |influence |the |organisation
