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BCS BA Practice > BA Besties Deck > Flashcards

BA Besties Deck Flashcards

1
Q

What does this description relate to in MOST analysis?

Approach(es) to achieve the key goals

  1. Mission
  2. Objectives
  3. Strategies
  4. Tactics
A
  1. Strategies
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2
Q

What does this description relate to in MOST analysis?

What business you are in and what you intend to achieve

  1. Mission
  2. Objectives
  3. Strategies
  4. Tactics
A
  1. Mission
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3
Q

What does this description relate to in MOST analysis?

Key goals against which achievements can be measured

  1. Mission
  2. Objectives
  3. Strategies
  4. Tactics
A
  1. Objectives
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4
Q

What does this description relate to in MOST analysis?

Details ways that approaches will be implemented

  1. Mission
  2. Objectives
  3. Strategies
  4. Tactics
A
  1. Tactics
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5
Q

The Business Analysis Process Model is made up of the following:

Investigate Situation, Consider Perspectives, Analyse needs, Evaluate Options, Define Requirements

When would you create a business case?

A

Evaluate Options

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6
Q

The Business Analysis Process Model is made up of the following:

Investigate Situation, Consider Perspectives, Analyse needs, Evaluate Options, Define Requirements

When would you do a gap analysis?

A

Analyse needs

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7
Q

What stakeholder attitude is this?

“someone who will just obstruct progress, possibly for reasons outside the project itself”

A

Blocker

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8
Q

What stakeholder attitude is this?

“will work actively to disrupt, impede or derail the project”

A

Opponent

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9
Q

Early analysis of stakeholder can help prevent;

…., misunderstanding of business needs, implementation of poor solutions, communication problems, resistance on antipathy

What is missing?

A

Late emergence of stakeholder conflict

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10
Q

What stakeholder attitude is this?

“will actively work for the success of the project”

A

Champion

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11
Q

What stakeholder attitude is this?

“in favour of the project but probably will not be very active in promoting it”

A

Supporter

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12
Q

What stakeholder attitude is this?

“has expressed no opinion either in favour or against the project”

A

Neutral

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13
Q

What action do you take with a stakeholder who has no interest and no power?

A

Ignore

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14
Q

What action do you take with a stakeholder who has no interest and high power?

Who is likely to be one of these stakeholders?

A

Watch

Sales and Marketing Director

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15
Q

What action do you take with a stakeholder who has no/some interest and some power?

Who is likely to be one of these stakeholders?

A

Keep on Side

Middle managers who are not directly affected by the project

Regulators who will only get involved if some breach of rules is suspected

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16
Q

What action do you take with a stakeholder who has high interest and high power?

Who is likely to be one of these stakeholders?

A

Manage Closely

Managers of the functions involved in the project

Project Sponsor.

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17
Q

What action do you take with a stakeholder who has some interest and high power?

A

Keep Satisfied

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18
Q

What action do you take with a stakeholder who has interest and no power?

A

Keep Informed

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19
Q

BAM should show … activities needed to implement perspectives

  1. minimum
  2. maximum
A
  1. minimum
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20
Q

Which activity in a BAM conceptual model does this describe?

Resource, constraints & defining performance targets (e.g. scheduling, capacity management, demand management, marketing)

  1. Doing
  2. Enabling
  3. Planning
  4. Monitoring
  5. Controlling
A
  1. Planning
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21
Q

Which activity in a BAM conceptual model does this describe?

Things that need to be in place (e.g. sales, recruitment, raw material, infrastructure)

  1. Doing
  2. Enabling
  3. Planning
  4. Monitoring
  5. Controlling
A
  1. Enabling
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22
Q

Which activity in a BAM conceptual model does this describe?

Transform inputs into outputs, ‘primary task’

  1. Doing
  2. Enabling
  3. Planning
  4. Monitoring
  5. Controlling
A
  1. Doing
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23
Q

Which activity in a BAM conceptual model does this describe?

Performance measurement (KPIs) (e.g. customer satisfaction)

  1. Doing
  2. Enabling
  3. Planning
  4. Monitoring
  5. Controlling
A
  1. Monitoring
24
Q

Which activity in a BAM conceptual model does this describe?

How the organisation is geared to take action if the performance expectations are not met, audit, legal

  1. Doing
  2. Enabling
  3. Planning
  4. Monitoring
  5. Controlling
A
  1. Control
25
Q

Which activity in a BAM conceptual model is this?

Recruit People

  1. Doing
  2. Enabling
  3. Planning
  4. Monitoring
  5. Controlling
A
  1. Enabling

Things that need to be in place (e.g. sales, recruitment, raw material, infrastructure)

26
Q

Which activity in a BAM conceptual model is this?

Track sales volume

  1. Doing
  2. Enabling
  3. Planning
  4. Monitoring
  5. Controlling
A
  1. Monitoring

Performance measurement (KPIs) (e.g. customer satisfaction)

27
Q

Which activity in a BAM conceptual model is this?

Define Sales targets

  1. Doing
  2. Enabling
  3. Planning
  4. Monitoring
  5. Controlling
A
  1. Planning

Resource, constraints & performance targets (e.g. scheduling, capacity management, demand management, marketing)

28
Q

Which activity in a BAM conceptual model is this?

Sell soft drinks

  1. Doing
  2. Enabling
  3. Planning
  4. Monitoring
  5. Controlling
A
  1. Doing

Transform inputs into outputs, ‘primary task’

29
Q

Which activity in a BAM conceptual model is this?

Take control action

  1. Doing
  2. Enabling
  3. Planning
  4. Monitoring
  5. Controlling
A
  1. Control

How the organisation is geared to take action if the performance expectations are not met, audit, legal

30
Q

Which activity in a BAM conceptual model is this?

Define marketing channels

  1. Doing
  2. Enabling
  3. Planning
  4. Monitoring
  5. Controlling
A
  1. Planning

Resource, constraints & performance targets (e.g. scheduling, capacity management, demand management, marketing)

31
Q

Which activity in a BAM conceptual model is this?

Purchase brands for sale

  1. Doing
  2. Enabling
  3. Planning
  4. Monitoring
  5. Controlling
A
  1. Enabling

Things that need to be in place (e.g. sales, recruitment, raw material, infrastructure)

32
Q

What does a lightening strike show on a BAM?

  1. The Control activity could feed back into any of the other activities
  2. The Control activity does not feed back into any of the other activities
  3. The Monitoring activity could feed back into any of the other activities
  4. The Monitoring activity does not feed back into any of the other activities
A
  1. The Control activity could feed back into any of the other activities
33
Q

Which order should you map the BAM activities?

  1. Monitoring, Controlling, Doing, Enabling, Planning
  2. Planning, Monitoring, Controlling, Doing, Enabling
  3. Enabling, Planning, Monitoring, Controlling, Doing
  4. Doing, Enabling, Planning, Monitoring, Controlling
A
  1. Doing, Enabling, Planning, Monitoring, Controlling
34
Q

Which statement does not relate to a Consensus BAM?

  1. A model of what the system should look like and what it should be doing
  2. Provides a basis for considering what opportunities exist for improvement
  3. Shows one stakeholder’s perspectives
  4. Owner has accountability
A
  1. Shows one stakeholder’s perspectives
35
Q

How do you show logical dependencies on a business activity model?

A

Arrow headed lines between activities

36
Q

The Transformation element of CATWOE relates to which BAM activity?

A

Doing

37
Q

Which Investment Appraisal Technique is described below?

A forecast of whether the money spent or saved today is worth the same as it will be next year or in several years’ time

  1. Payback Calculation
  2. Discounted Cash Flow and Net Present Value (DCF)
  3. Internal Rate of Return (IRR)
A
  1. Discounted Cash Flow and Net Present Value (DCF)
38
Q

Which Investment Appraisal Technique is described below?

A cash flow forecast over time for each option in the business case

  1. Payback Calculation
  2. Discounted Cash Flow and Net Present Value (DCF)
  3. Internal Rate of Return (IRR)
A
  1. Payback Calculation
39
Q

Which Investment Appraisal Technique is described below?

The discount rate that will break even overall resulting in a Net Present Value of £0

  1. Payback Calculation
  2. Discounted Cash Flow and Net Present Value (DCF)
  3. Internal Rate of Return (IRR)
A
  1. Internal Rate of Return (IRR)
40
Q

Which Investment Appraisal Technique is the most straightforward, easiest to comprehend and easiest to construct?

  1. Payback Calculation
  2. Discounted Cash Flow and Net Present Value (DCF)
  3. Internal Rate of Return (IRR)
A
  1. Payback Calculation
41
Q

Which Investment Appraisal Technique does not take into account the time value of money (e.g. money spent or saved today will not be worth as much in the future)?

  1. Payback Calculation
  2. Discounted Cash Flow and Net Present Value (DCF)
  3. Internal Rate of Return (IRR)
A
  1. Payback Calculation
42
Q

If the NPV (Net Present Value) is positive this means

  1. The project will be profitable
  2. The project will not be profitable
A
  1. The project will be profitable
43
Q

Complete this sentence:

The higher a project’s NPV…

  1. The lower the IRR and the less desirable it is to undertake the project
  2. The higher the IRR and the more desirable it is to undertake the project
A
  1. The higher the IRR and the more desirable it is to undertake the project
44
Q

Which Investment Appraisal Technique can be used to get a single percentage figure to compare projects and identify the better investment opportunities?

  1. Payback Calculation
  2. Discounted Cash Flow and Net Present Value (DCF)
  3. Internal Rate of Return (IRR)
A
  1. Internal Rate of Return (IRR)
45
Q

Porters Five Forces analysis shows…

A

the relative positioning and power of the organisations that participate in a particular industry

46
Q

What are Porters Five Forces?

A
  1. Industry competitors and rivals
  2. Bargaining power of suppliers
  3. Threat of new entrants
  4. Bargaining power of buyers
  5. Threat of substitute products or services
47
Q

Which model would you use following PESTLE analysis to consider the competition an organisation faces?

A

Porters Five Forces model

48
Q

Name the 6 external factors for analysing the strategic context

A 
Resource Audit
PESTLE
SWOT
MOST
CSF's, KPI's & PT's
BBS
49
Q

In the POPIT model which aspect does this fall under?

Understanding of the business objectives

A

People

50
Q

In the POPIT model which aspect does this fall under?

Defined roles and responsibilities

A

Organisation

51
Q

In the POPIT model which aspect does this fall under?

Supportive management style

A

Organisation

52
Q

Which order is correct for the Business Analysis Process Model?

  1. Investigate Situation, Consider Perspectives, Analyse Needs, Evaluate Options, Define Requirements
  2. Investigate Situation, Consider Perspectives, Evaluate Options, Analyse Needs, Define Requirements
  3. Investigate Situation, Analyse Needs, Consider Perspectives, Evaluate Options, Define Requirements
  4. Investigate Situation, Analyse Needs, Evaluate Options, Consider Perspectives, Define Requirements
A
  1. Investigate Situation, Consider Perspectives, Analyse Needs, Evaluate Options, Define Requirements
53
Q

What are the elements of the POPIT model?

A

What are the elements of the POPIT model?

  • People
  • Organisation
  • Processes
  • IT
54
Q

Which model is used as a framework for GAP analysis?

A

POPIT

55
Q

Which sets of elicitation techniques are useful for relationship building?

  1. Observation, Workshop, Questionnaire
  2. Document analysis, Mind map, Workshop
  3. Prototyping, scenario analysis, observation
  4. Observation, Questionnaire, Interview
A
  1. Prototyping, scenario analysis, observation
56
Q

Which sets of elicitation techniques are useful for observation?

  1. Observation, Workshop, Questionnaire
  2. Document analysis, Mind map, Workshop
  3. Shadowing, Scenario Analysis, Observation
  4. Observation, Questionnaire, Interview
A
  1. Shadowing, Scenario Analysis, Observation

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