BCS Foundation Certificate in Business Analysis Exam Dumps

FCBA Exam Format | Course Contents | Course Outline | Exam Syllabus | Exam Objectives

Exam ID : FCBA
Exam Title : BCS Foundation Certificate in Business(R) Analysis (ISEB)
Questions : 40
Passing Marks : 26 (65%)
Duration : 60 min.
Exam Type : Multiple Choice

The format for the examination is a one hour multiple-choice examination consisting of 40 questions. The examination is closed book (no materials can be taken into the examination room). The pass mark is 26/40 (65%).

Take your first step on your business analysis career path by attaining a certification that employers around the world respect and value
Understand how to identify and evaluate options for improving your business
Develop skills and knowledge to support successful business change programmes within your organisation
Attain one of the four modules you need to gain the International Diploma in Business Analysis

- What is Business Analysis (2.5%)
- The Competencies of a Business Analyst (2.5%)
- Strategy Analysis (7.5%)
- The Business Analysis Process Model (5%)
- Investigation techniques (15%)
- Stakeholder Analysis and Management (10%)
- Modelling Business Processes (10%)
- Defining the solution (5%)
- Making a Business and Financial Case (10%)
- Establishing the Requirements (7.5%)
- Documenting and Managing Requirements (7.5%)
- Modelling Requirements (7.5%)
- Delivering the Requirements (5%)
- Delivering the Business Solution (5%)

Candidates should be able to demonstrate knowledge and understanding of business analysis principles and techniques. Key areas are:
- the role and competencies of a business analyst
- strategy analysis
- business system and business process modelling
- stakeholder analysis
- investigation and modelling techniques
- requirements engineering
- business case development
This certification provides a foundation for the range of specialist BCS modular certificates in the areas of Business Analysis, IS Consultancy and Business Change. The certification can also be used as the knowledge-based specialist module for the Diploma in Business Analysis. In addition, the certification provides foundation-level Business Analysis knowledge for specialists in other disciplines, particularly Project Managers and System Developers.
The syllabus is based on the BCS publication Business Analysis, 3rd edition, and it is recommended that this text is studied by those preparing to take this examination. The headings listed in the syllabus relate to the relevant chapter headings, section headings and text included in this publication.

Syllabus
1. What is Business Analysis (2.5%)
1.1 The origins of business analysis
1.2 The development of business analysis
- The impact of outsourcing
- Competitive advantage of using IT
- Successful business change
- The importance of the business analyst
- Business analysts as internal consultants
1.3 The scope of business analysis work
- The range of analysis activities
- Strategic analysis and definition
- IT systems analysis
- Business analysis
1.4 Taking a holistic approach
1.5 The role and responsibilities of a business analyst
- Definition of the business analyst role
- Further aspects of the business analyst role 2. The Competencies of a Business Analyst (2.5%)
2.1 Personal qualities
2.2 Business knowledge
2.3 Professional techniques
2.4 The development of competencies
3. Strategy Analysis (7.5%)
3.1 The context for strategy
3.2 The definition of strategy (Johnson, Scholes and Whittington 2008)
3.3 Strategy development
3.4 External environment analysis
- PESTLE analysis
- Porters five forces model
3.5 Internal environment analysis
- MOST analysis
- Resource Audit
- Boston Box
3.6 SWOT analysis
3.7 Executing strategy
- The McKinsey 7-S model
- The Balanced Business Scorecard
- Critical Success Factors and Key Performance Indicators
4. The Business Analysis Process Model (5%)
4.1 An approach to problem-solving
4.2 Stages of the business analysis process model
- Investigate the situation
- Consider the perspectives
- Analyse the needs
- Evaluate the options
- Define the requirements
4.3 Objectives of the process model stages
4.4 Procedure for each process model stage
4.5 Techniques used within each process model stage
5. Investigation techniques (15%)
5.1 Interviews
- Advantages and disadvantages of interviewing
- Preparing for interviewing
- Conducting the interview
- Following up the interview
5.2 Observation
- Advantages and disadvantages of observation
- Formal observation
- Protocol analysis
- Shadowing
- Ethnographic studies
5.3 Workshops
- Advantages and disadvantages of workshops
- Preparing for the workshop
- Facilitating the workshop
- Techniques
- Following the workshop
5.4 Scenarios
- Advantages and disadvantages of scenarios
- Process for developing scenarios
- Documenting scenarios
5.5 Prototyping
- Advantages and disadvantages of prototyping
5.6 Quantitative approaches
- Surveys or Questionnaires
- Special Purpose Records
- Activity Sampling
- Document Analysis
5.7 Documenting the current situation
- Rich Pictures
- Mind Maps
6. Stakeholder Analysis and Management (10%)
6.1 Stakeholder categories and identification
- Customers
- Partners
- Suppliers
- Competitors
- Regulators
- Owners
- Employees
- Managers
6.2 Analysing stakeholders
- The Power/Interest Grid
6.3 Stakeholder management strategies
- No or low interest and no or low power (or influence)
- Some or high interest but no or low power (or influence)
- No or low to high interest but some power (or influence)
- No or low interest but high power (or influence)
- Some interest and high power (or influence)
- High interest and high power (or influence)
6.4 Managing stakeholders
- Stakeholder plan/assessment
6.5 Understanding stakeholder perspectives
- Soft Systems Methodology
- Analysing the perspectives
- CATWOE
6.6 Business activity models
- Creating a business activity model
- Types of activities Plan, Enable, Do, Monitor, Control
- Developing a consensus model
7. Modelling Business Processes (10%)
7.1 Organisational context
- Functional view of an organisation
7.2 An alternative view of an organisation
7.3 The organisational view of business processes
7.4 Value propositions
7.5 Process models
- Business events
- Developing the business process model
7.6 Analysing the as-is process model
7.7 Improving business processes (to-be business process)
- Business rules
- Simplify the process
- Remove bottlenecks
- Change the sequence of tasks
- Redefine process boundary
- Automate the processing
- Redesign the process
8. Defining the solution (5%)
8.1 Gap analysis
- Identifying areas of concern
- Framework for gap analysis (elements of POPIT model)
- Formulating options
8.2 Introduction to Business Architecture
8.3 Definition of Business Architecture
8.4 Business Architecture techniques
- Definition of a capability model
- Definition of a value stream
9. Making a Business and Financial Case (10%)
9.1 The business case in the project lifecycle
9.2 Identifying options
9.3 Assessing project feasibility
- Business feasibility
- Technical feasibility
- Financial feasibility
9.4 Structure of a business case
- Contents of a business case
- Categories of costs and benefits
- Impact assessment
- Risk assessment
9.5 Investment appraisal
- Payback
- Discounted cash flow and Internal rate of return
10. Establishing the Requirements (7.5%)
10.1 A framework for requirements engineering
10.2 Actors in requirements engineering
- The business representatives
- The project team
10.3 Requirements elicitation
- Tacit and explicit knowledge
- Requirements elicitation techniques
10.4 Requirements analysis
- Requirements filters
- SMART requirements
10.5 Requirements validation
11. Documenting and Managing Requirements (7.5%)
11.1 The requirements document
- Structure
- Content of the requirements document
11.2 The requirements catalogue
- Types of requirements; general, technical, functional and non-functional
- Hierarchy of requirements
- Documenting a requirement
11.3 Managing requirements
- Elements of requirements management 12. Modelling Requirements (7.5%)
12.1 Modelling system functions
- Use case diagrams
12.2 Modelling system data
- Entity Relationship Diagrams
o Entities, attributes and relationships
o Types of relationships
- Class Models
o Objects and classes
o Attributes
o Associations
13. Delivering the Requirements (5%)
13.1 Delivering the solution
13.2 Context
13.3 Lifecycles
- The waterfall lifecycle
- The V model lifecycle
- Incremental lifecycle
- Iterative systems development lifecycle
14. Delivering the Business Solution (5%)
14.1 BA role in the business change lifecycle
14.2 Design stage
- Information and Technology
o Design
o Development
o Testing
14.3 Implementation stage
- SARAH model
14.4 Realisation stage
- Contents of the benefits plan

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there isn't any business Like Your own enterprise: Six fundamental counsel To Launching A a success Startup

Have a game-changing enterprise idea but do not know where to start? A Harvard professor, Techstars' CEO, and three of Forbes' next a thousand honorees share their most appropriate tips. 

Dana Donofree persisted many sleepless nights grappling with the terrifying decision to depart her 9-5 corporate merchandising job in Denver in favor of diving full-time into her startup.

“I didn’t have chums or family who could assist me financially aid my enterprise, and at that point, it become most effective bringing in around $500 a month,” says Donofree, 39, the founder and CEO of AnaOno, a corporation that makes lingerie for americans which have undergone breast surgery—regularly related to a cancer analysis—together with mastectomy, reconstruction, and those that event persistent ache. “i spotted, despite the fact, that the money i used to be making from my day job became meaningless if I didn’t have the time to position it against my passion.”

With that, Donofree took the bounce in 2015, fearing presently that she “made the worst determination of [her] life.” fast forward six years, AnaOno has seemed on The nowadays show and decent Morning america, serves 30,000 purchasers per yr, and initiatives profits of virtually $three million for 2021.

“It’s accepted knowledge however it’s true,” starts Donofree who turned into initially impressed to launch her enterprise as a cancer survivor who underwent a mastectomy, “being an entrepreneur takes resilience and a pretty good amount of naivety to just leap in.”

Maëlle Gavet, the CEO of Techstars, the prestigious global seed accelerator, echoes this sentiment. “To construct a enterprise and prevail as an entrepreneur, you should have inordinate quantities of grit, resilience, and passion...it is likely one of the most terrifying and demanding experiences, however also probably the most exciting, completely satisfied, and life-altering. if in case you have an idea and truly wish to are attempting it, you should give it a shot.”

whereas an idea may be clear, for first-time entrepreneurs, execution is probably going now not. Gavet, together with Tom Eisenmann, a professor at Harvard enterprise college who teaches entrepreneurship, plus three of Forbes’ newest subsequent 1000 honorees, including Donofree, present the following information on how to launch a startup:

assess if your concept Solves a real issue

Would-be entrepreneurs need to work out if their company solutions a true unmet want available in the market. Will it remedy a simple issue? if so, is the talents client base massive satisfactory for the solution to preserve a startup? “in case you don’t have a really massive, hairy issue to remedy, it’s not going your business might be a hit,” says Gavet.

analyze your customers and devise exams to validate your speculation with expending as little capital as possible. seek advice from and interview advantage customers, run focus companies or behavior surveys. “Many entrepreneurs think they could see around corners,” says Eisenmann. “They want to plunge into constructing and promoting without doing the customer discovery. It takes actual discipline to do this upfront work, but it surely ends up saving the entrepreneur from the extra onerous project of fixing error in a while.”

Launch An MVP

once an entrepreneur determines there’s doubtless a plausible market for his or her product, it’s time to launch an MVP or a minimal potential product. an idea from the ebook, The Lean Startup by way of Eric Ries, an MVP is a “version of a new product which allows a group to bring together the optimum volume of validated discovering about customers with the least effort.”

An MVP presents just adequate features for early adopters to be able to use and provide comments on but avoids doubtlessly needless work that further construction would require. “The gold standard of a a success MVP,” says Eisenmann, “is getting somebody to pay for it.”

community

“You certainly not understand who may offer you your subsequent leap forward or an outstanding conception, so talk about your company to each person who crosses your route,” says Gavet. “consult with your cashier or your taxi driver. feel about networking in a really large feel.”

It’s also essential entrepreneurs be plugged into the trade they’re trying to disrupt. amassing industry-primarily based insights and feedback with the aid of being radically transparent could make a good idea an improved one. “There’s magic that can come from a random connection,” says Gavet.

discover The right crew

An entrepreneur must be a jack of all trades, so finding companions and personnel with complementary and advanced ability units is indispensable. “a good idea with unhealthy bedfellows is bad business,” says Eisenmann. When money are tight, conducting due diligence to check who these individuals are is price the effort.

“Early on, hiring somebody who finally ends up being a foul fit can in reality damage,” says Donofree. “Take the acceptable amount of time to locate the right people.” As Gavet places it, “subculture eats strategy for breakfast.” Early hires can have a big impact on defining enterprise culture which may also be incredibly challenging to trade.

raise funds

“You must lift cash,” Eisenmann puts plainly. “whereas there are some exceptions, most corporations die as a result of they couldn’t elevate adequate capital,” adds Gavet. “I hope it turned into the case that entrepreneurs may focal point on just building and perfecting their product, however sadly, that’s not the case. It’s one of the vital entrepreneur’s primary jobs to carry money.”

fortunately, there are a number of methods to accomplish this. Donofree bought gives you from FedEx and Intuit, while Kelli Jones, a fellow next 1000 honoree who is the founder and CEO of Noso Patches, an outdoor gear fix company out of Jackson hole, Wyoming, launched a Kickstarter early on to fund her company.

Jaime Martinez, a different listmaker and founder and CEO of Schola took out financial institution loans to fund his EdTech startup that in 2020 generated over $1 million in profits. “elevating capital is essential to construct an excellent product and is a component of a startup’s experience,” says Martinez. “however’s not the destination.”

Be organized in your existence To change

“be certain you’re captivated with what you’re doing,” says Donofree, “as a result of running a startup is an all-day popular dedication.” Working 9-5 hours will greater than seemingly be a thing of the previous as you launch your enterprise.

That observed, growing boundaries and discovering the joy in what your doing is essential. “It’s really challenging however you need to study to claim ‘no’ to certain issues and set limits along with your time,” says Jones. “in any other case you’ll burn out very instantly.” Eisenmann provides, “Having a startup is sort of like having a toddler that you just’ll should look after some distance into adolescence.”

whether an entrepreneur builds the subsequent unicorn, completely fails or lands someone in between, the consensus is that it can be worth taking the chance. “We best have one life to are living and if what you’re constructing can trade someone else’s lifestyles, you need to supply it are trying,” says Donofree. “That noted,” she adds with simplest moderate irony, “if I had generic again then what I knew now about launching a company, who knows if i would have achieved it.”

Nominations are still open for fall and winter 2021. ship us your story these days.


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