Foundation Certificate in Business Analysis Exam Dumps

FBA15 Exam Format | Course Contents | Course Outline | Exam Syllabus | Exam Objectives

Exam Detail:
The FBA15 (Foundation Certificate in Business Analysis) is a certification exam that focuses on providing individuals with a solid foundation in business analysis principles and practices. Here are the exam details for FBA15:

- Number of Questions: The exam typically consists of multiple-choice questions. The exact number of questions may vary, but typically, the exam includes around 40 to 60 questions.

- Time Limit: The time allocated to complete the exam is 1 hour and 30 minutes.

Course Outline:
The FBA15 course is designed to cover various aspects of business analysis. The course outline typically includes the following topics:

1. Introduction to Business Analysis:
- Understanding the role and responsibilities of a business analyst.
- Recognizing the importance of effective business analysis in driving successful projects.

2. Business Analysis Planning and Monitoring:
- Defining the scope and objectives of a business analysis effort.
- Planning and managing business analysis activities and tasks.
- Monitoring and controlling business analysis progress.

3. Elicitation and Collaboration:
- Techniques for gathering and eliciting requirements from stakeholders.
- Facilitating effective collaboration and communication among stakeholders.

4. Requirements Life Cycle Management:
- Managing requirements throughout their life cycle.
- Documenting, prioritizing, and validating requirements.
- Tracing requirements to ensure completeness and alignment with business goals.

5. Strategy Analysis:
- Understanding the strategic context of a business analysis effort.
- Conducting a business needs assessment and identifying potential solutions.

6. Requirements Analysis and Design Definition:
- Analyzing and modeling requirements to ensure clarity and understanding.
- Defining the solution design based on requirements.

7. Solution Evaluation:
- Evaluating the implemented solution to ensure it meets business needs and objectives.
- Identifying opportunities for improvement and optimization.

Exam Objectives:
The objectives of the FBA15 exam are as follows:

- Assessing candidates' understanding of business analysis principles, concepts, and techniques.
- Evaluating candidates' knowledge of business analysis planning, requirements elicitation, and collaboration techniques.
- Testing candidates' proficiency in requirements management and solution evaluation.
- Assessing candidates' ability to analyze business needs and define solution designs.
- Evaluating candidates' understanding of the role and responsibilities of a business analyst.

Exam Syllabus:
The specific exam syllabus for the FBA15 exam covers the following areas:

1. Introduction to Business Analysis
2. Business Analysis Planning and Monitoring
3. Elicitation and Collaboration
4. Requirements Life Cycle Management
5. Strategy Analysis
6. Requirements Analysis and Design Definition
7. Solution Evaluation

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BCS
FBA15
Foundation Certificate in Business Analysis
http://killexams.com/pass4sure/exam-detail/FBA15
Question: 41
Linking a piece of delivered software functionality with a requirement is known as which of the following?
A . Requirements validation.
B . Requirements verification.
C . Requirements testing.
D . Requirements traceabiiity.
Answer: D
Question: 42
An organisation called Quality Signs makes display signs for commercial customers.
Which of the following are MOST likely to be the Actors in a CATWOE analysis?
A . The Managing Director of Quality Signs.
B . The sign makers of Quality Signs.
C . The competitors of Quality Signs.
D . The customers of Quality Signs.
Answer: B
Question: 43
What is the first stage of the waterfall systems development lifecycle?
A . Plan.
B . Analysis.
C . Feasibility Study.
D . Strategic Vision.
Answer: C
Question: 44
The following requirement has been identified; The system must be able to record customer payments.
What type of requirement is this?
A . A functional requirement.
B . A non-functional requirement.
C . A general requirement.
D . A technical requirement.
Answer: A
Question: 45
When should benefits realisation be carried out?
A . Immediately at the end of the project.
B . At the beginning of the project.
C . At the end of the finalised feasibility study.
D . Months or years after the end of the project.
Answer: D
Question: 46
It has been suggested that five clerical posts can be abolished when a new computer system is implemented.
Under which category of costs or benefits will this be recorded?
A . Tangible costs.
B . Tangible benefits.
C . Intangible costs.
D . Intangible benefits.
Answer: B
Question: 47
Which of the following statement is TRUE about the process view of an organisation?
A . It focuses on the customer of the organisation.
B . It focuses solely on the internal view of the organisation.
C . It focuses on the functions of an organisation.
D . It focuses on the organisational structure.
Answer: A
Question: 48
An analyst has asked a user to describe each step in a task as they perform it.
Which of the following investigation techniques is the analyst using?
A . Ethnographic study.
B . Interviewing.
C . Activity sampling.
D . Protocol analysts.
Answer: D
Question: 49
Which of the following terms may be used to describe the attitude of a stakeholder who is NOT in favour of the
project but is probably not actively opposed to it?
A . Opponent.
B . Neutral.
C . Critic.
D . Blocker.
Answer: C
Question: 50
Given the cashflows below, which of the following is correct?
A . The project pays back in year 4 of the project.
B . The project does not pay back within the four year period.
C . The project pays back in year 2 of the project.
D . The project pays back in year 3 of the project.
Answer: B
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FBA15 Foundation questions

FBA15 Foundation questions :: Article Creator

6 Questions A basis Board should Ask Its CEO

Serving on the board of a philanthropic groundwork isn’t basically approving delivers. It’s about being a very good steward of elements and sharing responsibility for the foundation’s have an effect on. Too often the focus tends to be on board assembly education and the effectivity of these meetings. Take a second to break from the pursuits and consider asking your foundation CEO these inquiries to aid the organization focus on the large photo.

1. How does this fit inside our strategy?

Let’s say your CEO proclaims, “We’re going to engage in a county-extensive crusade to increase public transportation.” That feels like a superb theory, appropriate? Who may well be towards public transportation? That’s not the true question — the question has to be “why?” Asking “why” isn't implying that a concept is bad — it’s getting to the substance of why your foundation must notably be involved during this work. How does it fundamentally help meet your mission? what is the documented strategy the place this work matches? Asking “why” helps your CEO and body of workers revisit the general intention of the work and keeps you focused on the long online game.

in case you don’t have readability for your approach, then it’s handy to wander off on what I call the bandwagon byways — all of the bright philanthropic objects that come flying at you: equity, trauma-advised care, emotional intelligence, collective impact, and many others. These are all important, but you need to assess them against your approach and see whether they are going to help you get to your preferred future state. And in case you don't have any method, you want one.

2. What’s our progress on our strategic plan?

When was the final time you looked at your groundwork’s strategic plan? do you know how to find it? if your answers to those two questions are “I don’t recognize” and “Nope,” then you definitely need to talk together with your CEO. There’s loads of work during the run-as much as quarterly board conferences, however commonly a huge damage in verbal exchange and considering in between. Strategic plans should still be dwelling and existing. At each meeting, make sure you be taking a look at your goals, options and accomplishments and be in a position to say, “right here’s the place we're, and right here’s the place this new effort matches into it.” each foundation’s strategic plan must be important and latest in order that everyone is aligned and dealing toward the equal imaginative and prescient.

3. How a whole lot time do body of workers spend preparing for board meetings and what does that charge?

I have labored with foundations on tasks that completely stalled on account of an upcoming board assembly. team of workers members will say they’re not available for three weeks as a result of they’re preparing. in case your board meetings are held four instances a year, you’re losing a complete of 12 weeks conveniently doing assembly prep. That’s three months! And it doesn’t even consist of the healing length when workforce are exhausted and unproductive, trying to get via a backlog of 300 emails. if you, as a board member, have been to calculate the hourly rate of that meeting prep and add 25% for merits, you can be horrified to take note how tons it prices to tug off a board assembly.

The factor is to determine what the board truly should know. Ask your CEO what alterations you could make internally to make conferences greater productive and a much better use of time. perhaps the workforce has authority to approve offers up to a greenback volume backyard of board conferences. Is it necessary to print out each and every grant utility along with a one-web page summary, a paragraph abstract and a one-sentence summary? reduce the writing, copyediting, printing and extra.

four. What will we do to cut back the cycle time of grantmaking?

In nowadays’s continually altering environment, it’s becoming much more crucial for funders to be nimble and responsive. Due diligence continues to be vital, however you deserve to discover how to help your foundation streamline the system so that you can get greater investments to more organizations in need. listed here are some examples:

believe rewriting your lengthy grant application to handiest ask for tips you in fact want. If it’s not going to support you consider an investment, don’t ask for it.

consider about the practices you’ve created to be a superb steward that could be expanding time spent unnecessarily. for instance, web page visits are a very good approach to peer work firsthand, but you aren’t required to do them and they certainly don’t deserve to take an entire day. are attempting inviting all applicants to have a meet and greet with the CEO and board participants as a substitute.

Letters of intent were created as a means to keep away from too many grantees from filling out the long application, however many have now simply ended up including yet a further step in a prolonged grantmaking technique. If it’s now not including value, remove it.

consult with your CEO about approving gives you on a rolling foundation as a substitute of quarterly. The William and flowers Hewlett groundwork makes gives you on a rolling basis up to and together with $1M with handiest president — no longer board — overview, enabling them to be both responsive and well timed in assembly needs.

5. Are we taking sufficient hazards?

Foundations should be comfortable with risk. This doesn’t mean to forgo due diligence, but it does mean a focus that not all investments could have the anticipated result. but so as to assist creative concepts and create transformational trade, funders should be inclined to take prudent dangers. Create an evaluation to place your conception through every time to consider the hazards: cost/improvement, whether it matches strategically with what you’re attempting to do, how tough it will be to enforce, and many others. an exquisite useful resource to improved consider the risk to spur innovation during this field scan, Fostering Innovation in Philanthropy.

6. How do we be greater constructive to you?

one of the most efficient tips on how to find out how to assist your CEO is to with ease ask. basis CEOs are sometimes making an attempt to make it effortless on the board and hesitate to let them be aware of anything else is inaccurate. body of workers are so busy maintaining the balls within the air that they don’t think about ways the board may assist.

There are lots of methods for board individuals to give guide backyard of the quarterly board assembly. might be your groundwork is getting involved in a collaborative undertaking that has turn into political and created disagreement—reveal up at the native city Council assembly to share your aid. What doorways may you open in your groundwork simply through introducing your CEO to 10 people? Take opportunities to expect what might possibly be distinct within the way forward for your community and assume needs. Do you foresee that a big local trade may additionally circulate or shutter operations? Will a boom in births imply a future pressure on community colleges? What can your basis do now to put together for that?

Many board individuals are worried about pushing back on the ideas that foundation group of workers and CEOs create. yes, remember to have confidence your CEO and personnel and their advantage of what’s going on on the ground. however so you can all be improved related to the mission and remember what you’re attempting to achieve collectively. As a board member, your job is to be a superb steward of substances and share the responsibility of the foundation’s work. Don’t overlook that every now and then that capacity asking the difficult questions.

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