BCS-BAP syllabus - Practitioner Certificate in Business Analysis Practice Updated: 2024
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BCS Practitioner Topics
Other BCS exams
CISMP-V9 Foundation Certificate in Information Security Management Principles V9.0FBA15 Foundation Certificate in Business Analysis
BCS-AIF Aritificial Intellegence Foundation
BCS-BAP Practitioner Certificate in Business Analysis Practice
A business analyst is reviewing the stakeholder management strategy for a high profile Human Resources (HR) project
Following an organisational restructure, Harvey's role has changed from Director of Operations to Director of HR and
he has inherited sponsorship of the project Harvey was previously involved in the project, but had little interest
because his focus was on the Operational Projects that he sponsored.
Which of the following sets of stakeholder management strategies represent appropriate approaches for Harvey; firstly,
for when the project started and secondly now that his role has changed?
A. Keep informed; Constant active management
B. Ignore, Constant active management
C. Watch, Constant active management
D. Constant active management, keep informed
Answer: C
Explanation:
A stakeholder management strategy is a plan for how to engage and communicate with stakeholders based on their
level of interest and influence in the organisation or project. A stakeholder management strategy can vary depending
on the stakeholderās position on the power/interest grid, which has four quadrants: high power, high interest; high
power, low interest; low power, high interest; and low power, low interest. Therefore, option C is the correct answer, as
it represents appropriate stakeholder management strategies for Harvey based on his position on the grid before and
after his role change. Watch means to monitor the stakeholderās level of interest and influence and keep them
informed of relevant developments. This is suitable for when Harvey was in the low power, low interest quadrant, as
he had little authority or concern over the project. Constant active management means to involve the stakeholder
closely in the project and seek their input and feedback regularly. This is suitable for when Harvey moved to the high
power, high interest quadrant, as he became the sponsor and owner of the project. Option A is not a correct answer, as
keep informed means to provide the stakeholder with sufficient information and updates to maintain their interest and
support. This is more suitable for when Harvey was in the low power, high interest quadrant, not the low power, low
interest quadrant. Option B is not a correct answer, as ignore means to disregard the stakeholderās views and needs
and exclude them from communication. This is not a good strategy for any stakeholder, especially one who has some
power or influence over the project. Option D is not a correct answer, as constant active management means to involve
the stakeholder closely in the project and seek their input and feedback regularly. This is more suitable for when
Harvey was in the high power, high interest quadrant, not the low power, low interest quadrant.
Reference: BCS Practitioner Certificate in BAP Specimen, page 21.
Question: 146
Halliday Holdings is embarking on a programme to Boost its customer experience. On joining the programme.
Natasha wants to gain an understanding of how its current brand is perceived.
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Which would be the BEST source of information for Natasha?
A. Independent industry websites
B. The company website
C. The company's organisational structure
D. The company's complaints procedures
Answer: A
Explanation:
A brand is a name, term, design, symbol or any other feature that identifies one sellerās good or service as distinct
from those of other sellers. A brand perception is how customers and potential customers view a brand based on their
experiences, associations and impressions. Therefore, option A is the best choice, as independent industry websites are
likely to provide unbiased and reliable information on how customers perceive different brands in the market. They
may also include customer reviews, ratings and feedback that can help measure customer satisfaction and loyalty.
Option B is not a good choice, as the company website is likely to provide biased and selective information on its own
brand that may not reflect how customers actually perceive it. It may also omit negative aspects or criticisms that could
affect its image or reputation. Option C is not a good choice, as the companyās organisational structure is not relevant
to its brand perception. It may show how the company is organised internally, but it does not indicate how customers
view its products or services externally. Option D is not a good choice, as the companyās complaints procedures are
not sufficient to measure its brand perception. They may show how the company handles customer issues or problems,
but they do not capture how customers feel about its overall quality or value.
Reference: BCS Practitioner Certificate in BAP Specimen, page 22.
Question: 147
On joining a new company. Sara spent time reviewing the company's organisation chart She was particularly interested
in the sponsor of the project she is joining
What is Sara LIKELY to have learnt about the sponsor from this? Select the TWO that apply
A. Their position in the company hierarchy
B. Their span of control
C. The culture within their team
D. The scope of their responsibilities
E. Their preferred management style
Answer: A,B
Explanation:
An organisation chart is a diagram that shows the structure and relationships of an organisation. It helps to identify
who are the members, roles, levels and units of an organisation and how they are connected or related. Therefore,
options A and B are correct answers, as they are the information that Sara is likely to have learnt about the sponsor
from the organisation chart. Option A is a correct answer, as their position in the company hierarchy is the information
that Sara is likely to have learnt about the sponsor from the organisation chart. Their position in the company hierarchy
is the level or rank of the sponsor within the organisationās structure. It helps to indicate their authority, status and
influence within the organisation. Option B is a correct answer, as their span of control is the information that Sara is
likely to have learnt about the sponsor from the organisation chart. Their span of control is the number of people or
units that report directly to the sponsor within the organisationās structure. It helps to indicate their responsibility,
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workload and management style within the organisation. Option C is not a correct answer, as their culture within their
team is not the information that Sara is likely to have learnt about the sponsor from the organisation chart. Their
culture within their team is the shared values, beliefs, norms and behaviours of the sponsor and their team members
within the organisation. It helps to indicate their motivation, satisfaction and performance within the organisation.
Option D is not a correct answer, as their scope of responsibilities is not the information that Sara is likely to have
learnt about the sponsor from the organisation chart. Their scope of responsibilities is the range or extent of tasks or
activities that the sponsor has to perform or oversee within the organisation. It helps to indicate their objectives,
outcomes and deliverables within the organisation. Option E is not a correct answer, as their preferred management
style is not the information that Sara is likely to have learnt about the sponsor from the organisation chart. Their
preferred management style is the way or approach that the sponsor uses to lead or direct their team members within
the organisation. It helps to indicate their communication, delegation and feedback skills within the organisation.
Reference: BCS Practitioner Certificate in BAP Specimen, page 31.
Question: 148
A large retail company has asked a business analyst to investigate a problem with declining sales
Which of the following techniques is the business analyst MOST LIKLEY to use to identify underlying causes of this
problem?
A. Customer journey maps
B. Scenario analysis
C. Use case diagram
D. Business Activity Model
Answer: D
Explanation:
A Business Activity Model (BAM) is a technique for modelling business activities within an organisation or project at
a high level of abstraction. It helps to understand what an organisation does, how it does it, who does it, where it does
it and why it does it. Therefore, option D is the correct answer, as a BAM would help the business analyst to identify
underlying causes of a problem with declining sales. A BAM would help to analyse how different activities within an
organisation contribute or relate to sales performance and identify any gaps or issues that may affect sales
performance. A BAM would help to compare current and desired situations or problems and identify what changes or
improvements are needed to achieve desired situations or problems. Option A is not a correct answer, as customer
journey maps are not a technique for identifying underlying causes of a problem with declining sales. Customer
journey maps are a technique for visualising customer experiences with an organisation or product across different
touchpoints and stages. They help to understand customer needs, expectations and emotions and how they are met or
influenced by an organisation or product. Option B is not a correct answer, as scenario analysis is not a technique for
identifying underlying causes of a problem with declining sales. Scenario analysis is a technique for exploring how
different scenarios or situations could affect outcomes or impacts of an organisation or project. They help to test
feasibility and desirability of different options or solutions under various circumstances or assumptions. Option C is
not a correct answer, as use case diagram is not a technique for identifying underlying causes of a problem with
declining sales. Use case diagram is a technique for modelling functional requirements of a system or product at a high
level of abstraction. They help to understand what functions or features are required or provided by a system or
product and how they interact with actors or users.
Reference: BCS Practitioner Certificate in BAP Specimen, page 32.
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Question: 149
The customer journey map below was created for Eyes 4'U. a chain of high street opticians. This shows the journey of
a person who is 67 years old and retired with a limited pension and active social life.
What are the MOST LIKELY statements to be in Box F and Box 6?
A. F concern at cost 6 provide clearer information on options and pricing
B. F: worry about choosing the wrong frame 6: introduce virtual frame selection technology
C. F provide clearer information on options and pricing 6 concern at cost
D. F pleased appointment ending 6 provide clearer information on options and pricing
Answer: A
Explanation:
A customer journey map is a visual representation of the steps and emotions that a customer goes through when
interacting with a product or service. It helps to identify the pain points and opportunities for improvement in the
customer experience. A customer journey map typically consists of the following elements: stages, actions, thoughts,
feelings, touchpoints and opportunities. Therefore, option A is the correct answer, as it matches the elements of the
customer journey map for Box F and Box 6. Box F represents the feeling of the customer at the stage of choosing a
frame. The feeling is concern at cost, as the customer is thinking about the price of the frames and lenses. Box 6
represents the opportunity for improvement at the stage of selecting lenses. The opportunity is to provide clearer
information on options and pricing, as this would help the customer to make an informed decision and reduce their
anxiety. Option B is not a correct answer, as it does not match the elements of the customer journey map for Box F
and Box 6. Box F represents the feeling of the customer, not an opportunity for improvement. Box 6 represents an
opportunity for improvement, not a feeling of the customer. Option C is not a correct answer, as it does not match the
elements of the customer journey map for Box F and Box 6. Box F represents the feeling of the customer, not an
opportunity for improvement. Box 6 represents an opportunity for improvement, not a feeling of the customer. Option
D is not a correct answer, as it does not match the elements of the customer journey map for Box F and Box 6. Box F
represents the feeling of the customer, not an opportunity for improvement. Box 6 represents an opportunity for
improvement, not a feeling of the customer.
Reference: BCS Practitioner Certificate in BAP Specimen, page 23.
Question: 150
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A local council has decided to completely redesign the way it provides library lending services it plans to stop lending
books and move towards an entirely online e-book lending model Four activities to be included in the Business
Activity Model (BAM) are given below
a) Lend books
b) Establish licensing arrangements with publishers
c) Define lending policies
d) Monitor lending usage
What will be the dependencies between these activities on the BAM?
A. c->b->a->d
B. d->c->a->b
C. c->d->a->b
D. c->a->b->d
Answer: A
Explanation:
A Business Activity Model (BAM) is a high-level view of the business activities that take place within an
organisation. It shows how activities are related to each other and how they contribute to achieving business
objectives. A BAM consists of five types of high-level activities: directing, enabling, doing, monitoring and
controlling. A BAM can also show dependencies between activities using arrows to indicate which activity depends on
another activity to start or finish. Therefore, option A is the correct answer, as it shows the dependencies between the
four activities on the BAM correctly. Activity c (define lending policies) is a directing activity that sets the rules and
guidelines for lending e-books to customers. It depends on no other activity and precedes all other activities. Activity b
(establish licensing arrangements with publishers) is an enabling activity that secures the rights and permissions to
lend e-books from different publishers. It depends on activity c and precedes activity a. Activity a (lend books) is a
doing activity that provides e-books to customers according to their requests and preferences. It depends on activity b
and precedes activity d. Activity d (monitor lending usage) is a monitoring activity that tracks and records how
customers use and return e-books. It depends on activity a and follows all other activities.
Reference: BCS Practitioner Certificate in BAP Specimen, page 24.
Question: 151
Jayon has been asked to explain the gap analysis process to a new colleague.
Which THREE of the following SHOULD Jayon cover?
A. Understand the existing situation
B. Compare the desired situation and existing situation
C. Consider possible actions to address the gaps
D. Define the solutions to close the gaps
E. Deliver the solution to close the gaps
Answer: A,B,C
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Explanation:
Gap analysis is a process of identifying and assessing the differences between the current state and desired state of an
organisation or project. It helps to determine what needs to be done to achieve business objectives or solve business
problems. Gap analysis typically involves three main steps: understand the existing situation, compare the desired
situation and existing situation, and consider possible actions to address the gaps. Therefore, options A, B and C are
correct answers, as they cover these steps in gap analysis. Option D is not a correct answer, as defining solutions to
close gaps is not part of gap analysis itself, but rather a subsequent step that follows gap analysis. Gap analysis helps to
identify what needs to be done, but not how it should be done. Option E is not a correct answer, as delivering solutions
to close gaps is not part of gap analysis itself, but rather a final step that follows defining solutions. Gap analysis helps
to identify what needs to be done, but not how it should be done or implemented.
Reference: BCS Practitioner Certificate in BAP Specimen, page 25.
Question: 152
Maria is a business analyst working for a large supermarket chain, where she has been asked to work on a project
exploring the potential opportunities of wearable technology This work has led her to visit parts of the organisation
that she has never come into contact with before and whilst observing and interviewing staff working in various stores
and warehouses, she has identified a number of concerns, including noticeable gaps in staff training, stores and
warehouses that seem to require extensive repair, and store management worries about cash flow Maria is aware that
these concerns are not directly related to the project she has been assigned to However, she feels she has a
responsibility to make her management team aware of these issues
As a way of enabling her organisation to fully explore these concerns and understand if any further intervention is
required, which of the following would be the MOST valuable?
A. Resource audit
B. SWO
C. PESTLE
D. Porter's Five Forces model
Answer: B
Explanation:
A SWOT analysis is a technique for identifying and evaluating the strengths, weaknesses, opportunities and threats
that affect an organisation or project. It helps to assess the internal and external factors that influence the performance
and potential of the organisation or project. Therefore, option B is the correct answer, as a SWOT analysis would be
the most valuable technique for enabling the organisation to fully explore the concerns and understand if any further
intervention is required. A SWOT analysis would help to identify the strengths and weaknesses of the organisationās
current situation, such as the gaps in staff training, the state of the stores and warehouses, and the cash flow issues. It
would also help to identify the opportunities and threats that arise from the external environment, such as the market
trends, customer preferences, competitorsā actions, and regulatory changes. A SWOT analysis would provide a
comprehensive picture of the organisationās situation and help to prioritise the areas that need improvement or
attention. Option A is not a correct answer, as a resource audit is a technique for identifying and evaluating the
resources that an organisation has or needs to achieve its objectives. It helps to assess the availability and quality of the
organisationās resources, such as human, physical, financial and intangible resources. A resource audit would not be
sufficient to fully explore the concerns and understand if any further intervention is required, as it would only focus on
one aspect of the organisationās situation and not consider the external factors that affect it. Option C is not a correct
answer, as a PESTLE analysis is a technique for identifying and evaluating the political, economic, social,
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technological, legal and environmental factors that affect an organisation or project. It helps to assess the opportunities
and threats that arise from the external environment. A PESTLE analysis would not be sufficient to fully explore the
concerns and understand if any further intervention is required, as it would only focus on one aspect of the
organisationās situation and not consider the internal factors that affect it. Option D is not a correct answer, as Porterās
Five Forces model is a technique for analysing the competitive forces that shape an industry or market. It helps to
assess the attractiveness and profitability of an industry or market by examining five forces: rivalry among existing
competitors, threat of new entrants, threat of substitute products or services, bargaining power of suppliers, and
bargaining power of buyers. Porterās Five Forces model would not be relevant to fully explore the concerns and
understand if any further intervention is required, as it would not address the issues that affect the organisation
internally.
Reference: BCS Practitioner Certificate in BAP Specimen, page 26.
Question: 153
How would a business analyst use a Target Operating Model (TOM) in gap analysis?
A. To assess how far the organisation's current activities support the desired situation.
B. To identify how the organisation should structure itself to support the desired situation.
C. To determine which activities in the desired situation are not financially feasible
D. To establish which stakeholder views will not be reflected in the desired situation
Answer: A
Explanation:
A Target Operating Model (TOM) is a high-level description of how an organisation wants to operate in order to
achieve its vision and strategy. It defines what an organisation does, how it does it, who does it, where it does it and
why it does it. A TOM can be used in gap analysis to compare the desired situation with the existing situation and
identify what needs to change to achieve the desired situation. Therefore, option A is the correct answer, as using a
TOM in gap analysis would help to assess how far the organisationās current activities support the desired situation.
By comparing the current activities with those defined in the TOM, a gap analysis would help to identify what
activities are missing, redundant or inefficient in achieving the desired situation. Option B is not a correct answer, as
using a TOM in gap analysis would not help to identify how the organisation should structure itself to support the
desired situation. The structure of an organisation is one aspect of a TOM, but not its main purpose. A TOM defines
what an organisation does more than how it organises itself. Option C is not a correct answer, as using a TOM in gap
analysis would not help to determine which activities in the desired situation are not financially feasible. The financial
feasibility of an activity is not determined by comparing it with a TOM, but by conducting a cost-benefit analysis or a
business case. Option D is not a correct answer, as using a TOM in gap analysis would not help to establish which
stakeholder views will not be reflected in the desired situation. The stakeholder views are not determined by comparing
them with a TOM, but by conducting a stakeholder analysis or a CATWOE analysis.
Reference: BCS Practitioner Certificate in BAP Specimen, page 27.
Question: 154
Efua is planning to use Design Thinking to Boost the m-store customer experience She has asked you to suggest
good techniques to help with the different stages.
Looking at the list of techniques and stages below which THREE combinations SHOULD be of benefit to Efua?
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A. Prototype: Scenario Analysis
B. Empathise Customer Journey Map
C. Evaluate Mind Mapping
D. Create Personas
E. Define Current user needs or problems.
Answer: A,B,D,E
Explanation:
Design Thinking is an approach for solving complex problems by focusing on human needs and desires. It involves
five stages: empathise, define, ideate, prototype and test. Therefore, options B, D and E are correct answers, as they
suggest good techniques to help with the different stages of Design Thinking. Empathise is the stage where the
problem is explored from the perspective of the users and their emotions, motivations and pain points are understood.
A good technique to help with this stage is Customer Journey Map, which is a visual representation of the steps and
emotions that a user goes through when interacting with a product or service. It helps to identify the pain points and
opportunities for improvement in the user experience. Create is the stage where the users are represented by creating
personas, which are fictional characters that embody the characteristics, goals and needs of a typical user group.
Personas help to empathise with the users and design solutions that suit their preferences and expectations. Define is
the stage where the problem is clearly defined and articulated based on the insights gained from the empathise stage. A
good technique to help with this stage is Current user needs or problems, which is a statement that summarises what
the users need or want to achieve and what prevents them from doing so. It helps to focus on the core problem and set
the direction for ideation. Option A is not a correct answer, as Prototype is not a stage of Design Thinking, but a
technique that can be used in the Prototype stage. Prototype is the stage where the ideas are turned into tangible and
testable prototypes that can be used to demonstrate and evaluate the solutions. A good technique to help with this stage
is Scenario Analysis, which is a technique that explores how different scenarios or situations could affect the outcomes
of the solutions. It helps to test the feasibility and desirability of the prototypes. Option C is not a correct answer, as
Evaluate is not a stage of Design Thinking, but a technique that can be used in the Test stage. Test is the stage where
the prototypes are tested with real users and feedback is collected and analysed to refine and Boost the solutions. A
good technique to help with this stage is Mind Mapping, which is a technique that organises and visualises information
in a hierarchical and associative way. It helps to capture and structure feedback and identify patterns and insights.
Reference: BCS Practitioner Certificate in BAP Specimen, page 28.
Question: 155
The board of Jackson Holding wants to save money on its purchases by introducing a new procurements system
Before preparing the business case, what activity would it be BEST to undertake?
A. Prepare a Feasibility Study
B. Select a procurement solution
C. Approve the budget for the new system
D. Prepare a Benefits Realisation Report
Answer: A
Explanation:
A Feasibility Study is an assessment of whether a proposed business change or solution is viable and worthwhile. It
helps to evaluate the benefits, costs, risks and constraints of different options and recommend the best one for further
development. Therefore, option A is the correct answer, as preparing a Feasibility Study would be the best activity to
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undertake before preparing a business case for introducing a new procurement system. A Feasibility Study would help
to identify and compare different procurement solutions based on their technical, operational, economic, legal and
social feasibility. It would also help to estimate their expected benefits, costs, risks and impacts on the organisation and
its stakeholders. A Feasibility Study would provide a solid foundation for preparing a business case that justifies why a
particular procurement solution should be selected and implemented. Option B is not a correct answer, as selecting a
procurement solution would not be an appropriate activity to undertake before preparing a business case. Selecting a
procurement solution would require conducting a Feasibility Study first to evaluate different options and choose the
best one based on objective criteria. Selecting a procurement solution without conducting a Feasibility Study would
risk choosing an unsuitable or suboptimal solution that may not meet the organisationās needs or objectives. Option C
is not a correct answer, as approving the budget for the new system would not be an appropriate activity to undertake
before preparing a business case. Approving the budget for the new system would require preparing a business case
first to estimate the costs and benefits of different options and justify why a particular option should be funded and
implemented. Approving the budget for the new system without preparing a business case would risk allocating
insufficient or excessive funds that may not reflect the value or feasibility of the solution. Option D is not a correct
answer, as preparing a Benefits Realisation Report would not be an appropriate activity to undertake before preparing
a business case. Preparing a Benefits Realisation Report would require implementing the new system first to measure
and evaluate its real benefits against its expected benefits. Preparing a Benefits Realisation Report without preparing
a business case would risk implementing an ineffective or inefficient solution that may not deliver the desired
outcomes or benefits.
Reference: BCS Practitioner Certificate in BAP Specimen, page 29.
Question: 156
The threat posed to the organisation from cyber attack, and therefore the justification for this project, needs to be
clearly articulated
Which THREE sections of a business case will cover these points'?
A. Options considered
B. Analysis of costs and benefits
C. Description of the current situation
D. Recommendations
E. Risk assessment
Answer: A,B,C
Explanation:
A business case is a document that provides the rationale and justification for a proposed business change or solution.
It helps to evaluate the benefits, costs, risks and impacts of different options and recommend the best one for further
development and implementation. A business case typically consists of several sections, such as executive summary,
description of the current situation, description of the desired situation, options considered, analysis of costs and
benefits, risk assessment and recommendations. Therefore, options A, B and C are correct answers, as they cover the
sections of a business case that will address the points noted by the business analyst and the project manager. Options
considered is the section where different approaches or solutions to meet the objectives of the project are identified
and described. It helps to show that a range of alternatives have been explored and evaluated. Analysis of costs and
benefits is the section where the financial implications of each option are estimated and compared. It helps to show the
expected value and return on investment of each option. Description of the current situation is the section where the
problem or opportunity that motivates the project is clearly defined and articulated. It helps to show the justification
and urgency for the project. Option D is not a correct answer, as recommendations is not a section of a business case
that will address any of the points noted by the business analyst and the project manager. Recommendations is the
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section where the preferred option is selected and proposed based on the analysis and evaluation of other sections.
Option E is not a correct answer, as risk assessment is not a section of a business case that will address any of the
points noted by the business analyst and the project manager. Risk assessment is the section where the uncertainties
and potential negative consequences of each option are identified and analysed. It helps to show how risks can be
avoided, reduced or managed.
Reference: BCS Practitioner Certificate in BAP Specimen, page 30.
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