BCS Practitioner Certificate in Business Analysis Practice 5.2 BAPv5 Exam Questions

Answer : A, C

Findings (1)--(3) map directly to the Resource Audit, which analyses organisational capability across tangible and intangible resources. The glossary definition states that the resource audit considers tangible resources (physical, financial, human) and intangible resources such as know-how and reputation. The text also explicitly notes that intangible resources can include patents or trademarks and that another key intangible resource is reputation/brand beliefs about quality. Therefore: reputation for quality (1) and trademark registration (2) are intangible resources; approved budget for research (3) is a financial resource---together strongly indicating a resource audit.

Finding (4) about KPIs ''created to monitor success factors'' is most consistent with a VMOST/MOST-style review of mission/objectives and how success is measured. The text defines Mission and Objectives as the basis for what the organisation is trying to achieve, and performance measurement is commonly derived from objectives and critical success factors (CSFs), which are then monitored with KPIs. While SWOT, Stakeholder Wheel, and PESTLE can support broader analysis, they do not specifically generate findings about internal capability resources (reputation, trademarks, budget) and the creation of KPIs linked to success factors in the way Resource Audit plus VMOST/MOST review does.

Answer : D

The business analysis documentation distinguishes stakeholder categories and provides examples including customers, employees, managers, partners, suppliers, and others. The scenario clearly includes a supplier: the local builder is providing goods/services (construction) to ForestRetreat, which fits the definition of a supplier. It also includes a partner: the volunteer organisation is ''working with'' ForestRetreat to provide transport on its behalf, which aligns with the definition of partners as organisations that work with an organisation to provide services on its behalf.

A manager is represented by the senior officer who has been asked to oversee development of the new plot. The glossary explicitly lists managers as a distinct stakeholder category, separate from employees. While managers are employees in a general HR sense, the stakeholder categorisation used here treats managers and employees as separate groups because they often have different interests, influence, and perspectives on change.

What is not represented is the employee stakeholder group (non-managerial staff). No operational staff, event staff, customer service staff, or other employees are mentioned---only a manager (senior officer). Therefore, the missing stakeholder group from the options is Employee.

Answer : D

The documentation describes the power/interest grid as a technique for analysing stakeholders, then using the analysis to plan management actions. It states that it is important to plot stakeholders where they actually are (not where you would like them to be), and then to explore strategies for managing them in their current positions or for moving them to more advantageous positions. It also emphasises that stakeholder analysis must be a continuing activity throughout the project, with the team watching for changes and re-evaluating strategies accordingly---this supports regular review of the grid.

Where option D differs is that it describes implementation of engagement strateggement actions is part of stakeholder management execution, which follows from the analysis rather than being a step ''in conducting the analysis'' itself. The text makes this separation clear: after plotting positions, up for managing stakeholders and the approach to take; the subsequent engagement is what the team then does based on that plan.

So A and B are explicitly in the technique guidance, and C aligns with the ''continuing activity'' requirement. D is the step that moves beyond the analysis activity into carrying out the management actions, making it the best choice for ''not typically involved in conducting the analysis.'' ION NO: 65

A business case has been developed for the introduction of a new customer service platform. In the ''Impact Assessment'' section, which key factor should the business analyst highlight to communicate the potential organisational changes resulting from the platform's implementation?iomer service efficiency and employee workflow.

B . Discuss the usability of the recommended application and software requirements.

C . Review potential vendors including past experience in the industry and their financial stability.

D . Detail the operating system and solution architecture of the new platform.

Answe r: A

The business case ''Impact assessment'' section is used to explain what will happen to the organisation if the proposed option is adopted---not just the financial costs and benefits. The documentation states that, in addition to costs and benefits, the business case should explore organisational impacts, some of which may have costs attached and some of which are simply consequences of change. It gives concrete examples such as changes to organisation structure (e.g., reorganising departments, creating new roles like a single customer point of contact, or moving from specialist to generalist roles) and the effects on interdepartmental relationships and working patterns.

Option A best mause ''customer service efficiency and employee workflow'' directly communicates the operational and people/process impacts that typically accompany a new customer service platform---how work will be performed, how staff will interact, and what the service outcomes may be. This is exactly the kihange decision-makers need surfaced in an impact assessment so they can plan mitigation and change management (e.g., handling disruption, new responsibilities, revised collaboration).

Options B and D focus on technical solution detail, and C focuses on vendor evaluation---none of these are the core purpose of an ''impact assessment'' section as defined in the business case guidance.

Answer : B

The glossary definition of a Business Activity Model states that it contains five activity types: Planning, Enabling, Doing, Monitoring, and Controlling. In the provided list, we can map each activity to these categories using the documented explanations and examples.

''Monitor call quality'' is clearly a Monitoring activity, because monitoring activities measure performance and check whether expected results are being achieved. ''Take control actions'' is a Controlling activity. The guidance explains that when monitoring reveals performance is not as expected, control activities are required to institute remedial actions, and it provides an explicit example of a control activity (''Take control action'') on a BAM.

The remaining activities---''Define telesales skills,'' ''Determine sales targets,'' and ''Research target customers''---are Planning activities. The documentation describes planning activities as those that set direction for the business system, including defining numbers/skills needed and setting targets/KPIs. It also shows examples such as ''Define target customers,'' ''Define nos/skills,'' and ''Define sales targets'' as planning items on a BAM.

None of the listed items are Doing (the core operational delivery activity) or Enabling (acquiring/replenishing resources). Therefore, the three categories represented are Planning, Monitoring, and Controlling.

Answer : A

A Business Activity Model is a conceptual model showing what an organisation should be doing (the set of expected business activities) rather than a process model that shows how work is performed. For a start-up, there may be limited ''as-is'' process evidence, so the most effective starting approach from the options given is A: using industry reports and best practice to identify the likely ''core'' activities an e-commerce business must perform (e.g., plan, enable, do, monitor, control). The documentation explains that creating a BAM requires the analyst to think about the activities implied by a stakeholder perspective, and that early work often produces one BAM per perspective, later consolidated into a consensus view.

Option C focuses on existing workflows and structure, which is closer to process modelling and ''how it does these things,'' not the conceptual ''what activities should exist'' that a BAM is designed to show. Option B (customer surveys) supports understanding needs and preferences, but it does not on its own define the full internal set of business activities across the enterprise view. Option D outsources the modelling rather than applying the stakeholder-perspective approach and collaborative consensus-building described for BAM creation.

Answer : A

On a power/interest grid, stakeholders must be plotted where they actually are now, not where we wish they were or where they may be in the future. In this scenario, the employees are currently outside the business area and project scope and have no interest in the project. They also have no stated ability to influence decisions or outcomes. This places them in the ''no or low interest and no or low power/influence'' position (low interest, low power). The documented management guidance for this group is that, for day-to-day project work, they can largely be ignored because they have neither a direct interest nor the power to affect the project.

However, the documentation also stresses that stakeholder positions can change over time, so stakeholder analysis should be a continuing activity, with the project team watching for shifts and adapting strategies accordingly. Since some employees will move into the business area in about six months, they may later gain interest (and possibly influence). Therefore, while you still plot them in the low/low quadrant now, you should monitor them and provide occasional, light-touch communications (e.g., newsletters/updates) so they are not surprised when they become more directly affected.

Answer : A

To understand gaps at a high level in the activities a business performs, the best way to document the desired state is a Business Activity Model (BAM). The documentation explains that gap analysis compares a current state with a desired future state and that a BAM provides a conceptual overview of the desired future business system---showing what activities should exist to fulfil a stakeholder perspective (or an agreed consensus perspective).

This makes the BAM ideal for identifying ''activity gaps'' because the analyst can examine each activity on the desired-state BAM and assess whether it exists today, whether it operates satisfactorily, whether it is inadequate, or whether it is missing completely. The text explicitly states that the conceptual nature of the BAM helps the analyst see where the current business system is lacking and that gaps can vary by activity (some may be fine, others weak, others absent).

Option B (''to be'' process models) is useful, but it is a more detailed view that focuses on how work is carried out rather than providing a conceptual ''what activities should exist'' overview. CATWOE (C) helps capture and analyse stakeholder perspectives, but it is not, by itself, the best way to document the desired activity set at high level. A business case (D) justifies change; it doesn't define the activity-based desired operating picture.