BCS BA Oral Exam Questions With 100%
Complete Solutions
what |is |a |business |case |- |CORRECT |ANSWER✔✔-a |justification |for |a |proposed |project |or |
undertaking |on |the |basis |of |its |expected |commercial |benefit. |Feasibility |of |committing |a |
project |is |examined
addresses |the |highest |level |of |business |need |for |a |specific |project
might |include |high |level |domain |analysis, |risk |analysis, |financial |analysis, |creation |of |outline |
plans, |test |strategy |creation
What |is |a |business |requirements |- |CORRECT |ANSWER✔✔-the |critical |activities |of |an |
enterprise |that |must |be |performed |to |meet |the |organizational |objective(s) |while |remaining |
solution |independent
why |is |business |analysis |important? |- |CORRECT |ANSWER✔✔-Organisations |have |introduced |
business |analysis |so |as |to |make |sure |that |business |needs |are |paramount |when |new |IT |systems
|are |introduced
What |is |a |BAM |and |what |is |it's |purpose |- |CORRECT |ANSWER✔✔-Business |Activity |Model |
shows |the |activities |we |would |expect |to |be |carried |out |in |the |business |based |on |the |
perspective |under |consideration
a |conceptual/SHOULD-BE |view |of |business |activities
o |Types |of |activities
,o |Planning |activities: |These |define |rules |dictating |the |type |of |resource |required |and |how |the |
performance |of |these |resources |is |to |be |measured |(e.g. |if |'high |quality |holidays' |was |the |
world |view, |this |would |effect |staffing |decisions, |KPIs |etc)
o |Enabling |activities: |These |ensure |that |the |resources |and |facilities |needed |by |the |doing |
activities |are |obtained |and |deployed. |(e.g. |raw |materials, |infrastructure)
o |Doing |activities: |These |relate |directly |to |achieving |the |transformation |described |in |the |
business |perspective |(e.g. |for |transformation |of |'convert |potential |holidaymakers |into |happy, |
paid-up |holiday-goers' |the |doing |activities |would |include |booking |high-quality |holidays |and |
supplying |detailed |travel |plans.
o |Monitoring |activities: |these |collect |metrics |to |check |the |performance |of |other |activities |
against |the |targets |as |use |the |performance |activities |set |in |the |planning |activities
o |Control |activities: |other |activities |when |monitoring |has |identified |that |some |action |is |
required |(e.g. |if |sales |margin |for |a |product |is |not |being |achieved |then |a |control |action |might |
include |reconsidering |the |price)
BBS |- |CORRECT |ANSWER✔✔-Balanced |Business |Scorecard
what |is |CATWOE |and |why |is |it |used |- |CORRECT |ANSWER✔✔-Customer |= |the |person |that |
receives |the |output |of |the |process |i.e. |clients
Actor |= |the |people |that |implement |the |change |i.e. |employees |
Transformation |= |the |process |of |turning |the |input |into |the |output
Worldview |= |the |wider |context |of |the |change |and |its |impacts |(positive |and |negative) |on |the |
wider |community
Owner |= |the |person |who |has |the |authority |to |implement |change |or |stop |the |project, |usually |
the |investor |or |owner |
Environment= |environmental |constraints |e.g. |regulation, |financial |contrainsts, |limited |
resources
CATWOE |is |a |tool |used |to |evaluate |business/stakeholder |perspectives. |It |can |be |used |to |
understand |the |importance |of |each |of |the |stakeholders |requirements
,CBA |- |CORRECT |ANSWER✔✔-Cost |Benefit |Analysis
KPI |- |CORRECT |ANSWER✔✔-key |performance |indicator
MOST |- |CORRECT |ANSWER✔✔-mission, |objectives, |strategy |and |tactics |(analysis)
SARAH |
(model) |- |CORRECT |ANSWER✔✔-shock, |anger, |rejection, |acceptance |and |hope |(model)
LCBC |- |CORRECT |ANSWER✔✔-Lifecycle |for |Business |Change
What |are |the |stages |of |the |business |life |cycle |- |CORRECT |ANSWER✔✔-Alignment |
Definition
Design
implementation |
Realisation
all |stages |contribute |to |the |business |case
what |are |the |sectors |of |the |economy |- |CORRECT |ANSWER✔✔-public/ |state
private |/ |commercial
not |for |profit
what |are |the |motivations |of |the |private |sector |- |CORRECT |ANSWER✔✔-profits
how |are |private |sector |companies |financed |- |CORRECT |ANSWER✔✔-shareholders
, bonds/debts
loans
mortagage |
sale
venture |capital
what |are |the |motivations |for |public |sector |companies |- |CORRECT |ANSWER✔✔-provide |
services |that |would |not |have |otherwise |been |provided |by |the |private/commercial |sector
How |is |the |public |sector |financed |- |CORRECT |ANSWER✔✔-taxation
what |are |the |motivations |of |a |not |for |profit |organisation |- |CORRECT |ANSWER✔✔-charity, |
social |betterment
how |are |not |for |profit |orgs |funded |- |CORRECT |ANSWER✔✔-donations |
tax |breaks |
grants
subscriptions
give |examples |of |different |types |of |private |sector/commercial |organisations |- |CORRECT |
ANSWER✔✔-Private |Limited |Company |Ltd
Public |Limited |Company |PLC
Sole |Trader
Partnerships
Give |examples |of |not |for |profit |orgs |- |CORRECT |ANSWER✔✔-charities |
professional |bodies
Complete Solutions
what |is |a |business |case |- |CORRECT |ANSWER✔✔-a |justification |for |a |proposed |project |or |
undertaking |on |the |basis |of |its |expected |commercial |benefit. |Feasibility |of |committing |a |
project |is |examined
addresses |the |highest |level |of |business |need |for |a |specific |project
might |include |high |level |domain |analysis, |risk |analysis, |financial |analysis, |creation |of |outline |
plans, |test |strategy |creation
What |is |a |business |requirements |- |CORRECT |ANSWER✔✔-the |critical |activities |of |an |
enterprise |that |must |be |performed |to |meet |the |organizational |objective(s) |while |remaining |
solution |independent
why |is |business |analysis |important? |- |CORRECT |ANSWER✔✔-Organisations |have |introduced |
business |analysis |so |as |to |make |sure |that |business |needs |are |paramount |when |new |IT |systems
|are |introduced
What |is |a |BAM |and |what |is |it's |purpose |- |CORRECT |ANSWER✔✔-Business |Activity |Model |
shows |the |activities |we |would |expect |to |be |carried |out |in |the |business |based |on |the |
perspective |under |consideration
a |conceptual/SHOULD-BE |view |of |business |activities
o |Types |of |activities
,o |Planning |activities: |These |define |rules |dictating |the |type |of |resource |required |and |how |the |
performance |of |these |resources |is |to |be |measured |(e.g. |if |'high |quality |holidays' |was |the |
world |view, |this |would |effect |staffing |decisions, |KPIs |etc)
o |Enabling |activities: |These |ensure |that |the |resources |and |facilities |needed |by |the |doing |
activities |are |obtained |and |deployed. |(e.g. |raw |materials, |infrastructure)
o |Doing |activities: |These |relate |directly |to |achieving |the |transformation |described |in |the |
business |perspective |(e.g. |for |transformation |of |'convert |potential |holidaymakers |into |happy, |
paid-up |holiday-goers' |the |doing |activities |would |include |booking |high-quality |holidays |and |
supplying |detailed |travel |plans.
o |Monitoring |activities: |these |collect |metrics |to |check |the |performance |of |other |activities |
against |the |targets |as |use |the |performance |activities |set |in |the |planning |activities
o |Control |activities: |other |activities |when |monitoring |has |identified |that |some |action |is |
required |(e.g. |if |sales |margin |for |a |product |is |not |being |achieved |then |a |control |action |might |
include |reconsidering |the |price)
BBS |- |CORRECT |ANSWER✔✔-Balanced |Business |Scorecard
what |is |CATWOE |and |why |is |it |used |- |CORRECT |ANSWER✔✔-Customer |= |the |person |that |
receives |the |output |of |the |process |i.e. |clients
Actor |= |the |people |that |implement |the |change |i.e. |employees |
Transformation |= |the |process |of |turning |the |input |into |the |output
Worldview |= |the |wider |context |of |the |change |and |its |impacts |(positive |and |negative) |on |the |
wider |community
Owner |= |the |person |who |has |the |authority |to |implement |change |or |stop |the |project, |usually |
the |investor |or |owner |
Environment= |environmental |constraints |e.g. |regulation, |financial |contrainsts, |limited |
resources
CATWOE |is |a |tool |used |to |evaluate |business/stakeholder |perspectives. |It |can |be |used |to |
understand |the |importance |of |each |of |the |stakeholders |requirements
,CBA |- |CORRECT |ANSWER✔✔-Cost |Benefit |Analysis
KPI |- |CORRECT |ANSWER✔✔-key |performance |indicator
MOST |- |CORRECT |ANSWER✔✔-mission, |objectives, |strategy |and |tactics |(analysis)
SARAH |
(model) |- |CORRECT |ANSWER✔✔-shock, |anger, |rejection, |acceptance |and |hope |(model)
LCBC |- |CORRECT |ANSWER✔✔-Lifecycle |for |Business |Change
What |are |the |stages |of |the |business |life |cycle |- |CORRECT |ANSWER✔✔-Alignment |
Definition
Design
implementation |
Realisation
all |stages |contribute |to |the |business |case
what |are |the |sectors |of |the |economy |- |CORRECT |ANSWER✔✔-public/ |state
private |/ |commercial
not |for |profit
what |are |the |motivations |of |the |private |sector |- |CORRECT |ANSWER✔✔-profits
how |are |private |sector |companies |financed |- |CORRECT |ANSWER✔✔-shareholders
, bonds/debts
loans
mortagage |
sale
venture |capital
what |are |the |motivations |for |public |sector |companies |- |CORRECT |ANSWER✔✔-provide |
services |that |would |not |have |otherwise |been |provided |by |the |private/commercial |sector
How |is |the |public |sector |financed |- |CORRECT |ANSWER✔✔-taxation
what |are |the |motivations |of |a |not |for |profit |organisation |- |CORRECT |ANSWER✔✔-charity, |
social |betterment
how |are |not |for |profit |orgs |funded |- |CORRECT |ANSWER✔✔-donations |
tax |breaks |
grants
subscriptions
give |examples |of |different |types |of |private |sector/commercial |organisations |- |CORRECT |
ANSWER✔✔-Private |Limited |Company |Ltd
Public |Limited |Company |PLC
Sole |Trader
Partnerships
Give |examples |of |not |for |profit |orgs |- |CORRECT |ANSWER✔✔-charities |
professional |bodies
