PC-BA-FBA-20 Questions and Answers

Gap analysisis a structured process used to identify the differences between the current state (as-is) and the desired future state (to-be). The first step in this process involves understanding the current situation.

Key Steps in Gap Analysis:

Assemble representations of the existing situation:This involves documenting the current state, including processes, systems, and capabilities.

Compare representations of the existing and target situations:After understanding the current state, it is compared with the desired future state to identify gaps.

Identify gaps to be addressed:Once gaps are identified, they are prioritized based on their impact and feasibility.

Consider possible actions to address the gaps:Finally, potential solutions or actions are developed to bridge the identified gaps.

Evaluation of Each Option:

A. Assemble representations of existing situation:Understanding the current state is the foundational step in gap analysis. Without this, there isno baseline for comparison.Conclusion:This iscorrect.

B. Consider possible actions to address the gaps:This is a later step in the process, not the first.Conclusion:This isnot correct.

C. Compare representations of the existing and target situations:Comparison occurs after the current state has been documented.Conclusion:This isnot correct.

D. Identify gaps to be addressed:Identifying gaps follows the documentation and comparison steps.Conclusion:This isnot correct.

Final Recommendation:

The first step in the gap analysis process is:A. Assemble representations of existing situation.

To determine the best way to present the changes to the scheduling team, we need to consider the nature of the information being communicated and the audience (the scheduling team). The extract describes changes to processes, roles, and systems, which are best represented visually to ensure clarity and understanding.

Key Considerations:

Business Process Model (BPM):A BPM is a visual representation of the steps in a process. It is particularly useful for communicating changes to workflows, roles, and responsibilities. Since the extract discusses splitting the scheduling team into two groups and introducing new software and processes, a BPM would effectively illustrate how these changes impact the workflow.

Business Activity Model (BAM):A BAM focuses on high-level activities and their logical dependencies, often used in strategic planning. However, it is less detailed than a BPM and may not adequately capture the specific changes to scheduling processes.

POPIT (People, Organization, Process, Information, Technology):POPIT is a framework for analyzing business change across multiple dimensions. While it provides a holistic view, it is not a presentation tool and would not be the best choice for directly communicating the changes to the scheduling team.

Prototype:A prototype is typically used to demonstrate the functionality of a system or software. While the introduction of telephony software and an onlinebooking system could involve prototyping, this option does not address the need to communicate process and role changes.

Evaluation of Each Option:

A. Business Process Model:A BPM is ideal for illustrating the changes to the scheduling process, including the split into inpatient and outpatient teams and the integration of new software. It provides a clear, step-by-step visual representation that the scheduling team can easily understand.Conclusion:This is thebest option.

B. Business Activity Model:While a BAM could provide a high-level overview of the changes, it lacks the detail needed to explain specific process adjustments.Conclusion:This isnot the best option.

C. POPIT:POPIT is a framework for analysis, not a communication tool. It would not effectively convey the changes to the scheduling team.Conclusion:This isnot the best option.

D. Prototype:Prototyping is relevant for demonstrating software functionality but does not address the need to communicate process and role changes.Conclusion:This isnot the best option.

Final Recommendation:

The changes should be presented using aBusiness Process Model, as it effectively communicates the revised workflows and roles to the scheduling team.

Abusiness process modelusesswimlanesto represent different roles, departments, or systems involved in a process. Hand-offs occur when responsibility for a task is transferred from one role or department to another.

Key Considerations:

Process Flow Lines Crossing Each Other:Crossing lines do not indicate hand-offs; they simply show the sequence of tasks.

Decision Point:A decision point represents a choice or branching in the process, not a transfer of responsibility.

Task Spanning Multiple Swimlanes:A single task spanning multiple swimlanes is uncommon and does not represent a hand-off.

Process Flow Crossing Swimlanes:When a process flow crosses from one swimlane to another, it indicates that responsibility for the task has been handed off to a different role or department.

Evaluation of Each Option:

A. By process flow lines crossing each other:Crossing lines are unrelated to hand-offs and may simply indicate parallel tasks.Conclusion:This isnot correct.

B. By a decision point:Decision points represent choices or conditions, not transfers of responsibility.Conclusion:This isnot correct.

C. By a task spanning multiple swimlanes:Tasks typically belong to a single swimlane, so this is not a valid representation of hand-offs.Conclusion:This isnot correct.

D. By the process flow crossing from one swimlane to another:This accurately represents a hand-off, as it shows the transfer of responsibility between roles or departments.Conclusion:This iscorrect.

Final Recommendation:

Hand-offs are represented:D. By the process flow crossing from one swimlane to another.

Design thinkingis a human-centered, iterative approach used to uncover innovative solutions by focusing on user needs and exploring multiple possibilities. It emphasizes creativity, collaboration, and experimentation.

Key Characteristics of Techniques:

Design Thinking:Uses an iterative process (empathize, define, ideate, prototype, test) to generate innovative options.

Fishbone Diagram:A root cause analysis tool, not focused on innovation.

Rich Pictures:A visual representation of a situation, useful for understanding context but not for generating innovative options.

Mind Maps:A brainstorming tool that organizes ideas hierarchically, but it does not inherently follow an iterative approach.

Evaluation of Each Option:

A. Design thinking:Design thinking explicitly uses an iterative approach to uncover innovative options.Conclusion:This iscorrect.

B. Fishbone diagram:Fishbone diagrams focus on identifying root causes, not innovation.Conclusion:This isnot correct.

C. Rich pictures:Rich pictures visualize complex situations but do not inherently foster innovation.Conclusion:This isnot correct.

D. Mind maps:Mind maps organize ideas but do not follow an iterative, innovative process like design thinking.Conclusion:This isnot correct.

Final Recommendation:

The technique that uses an iterative approach to uncover innovative options is:A. Design thinking.

Ause case diagramis a visual representation of how users (or systems) interact with a system to achieve specific goals.Actorsrepresent the entities (e.g., users or external systems) that expect to receive services from the system.

Key Elements of a Use Case Diagram:

Actors:Represent individuals or systems that interact with the system to achieve a goal.

System Boundaries:Define the scope of the system being modeled.

Users:While "users" may seem similar to actors, the term "actors" is the correct technical term in use case diagrams.

Entities:Entities typically refer to data objects or components, not those receiving services.

Evaluation of Each Option:

A. Actors:Actors are the correct element used to indicate those who expect to receive a service from the system.Conclusion:This iscorrect.

B. System boundaries:System boundaries define the scope of the system but do not represent those receiving services.Conclusion:This isnot correct.

C. Users:While users may interact with the system, the correct term in use case diagrams is "actors."Conclusion:This isnot correct.

D. Entities:Entities represent data objects or components, not those receiving services.Conclusion:This isnot correct.

Abenefits planoutlines how the anticipated benefits of a project or change initiative will be achieved, tracked, and managed. Its primary purpose is to ensure that benefits are realized as planned.

Key Considerations:

Tracking Changes to Requirements:A benefits plan focuses on benefits realization, not changes to requirements.

Quantifying Intangible Benefits:While intangible benefits may be included, the primary focus is on managing all benefits, tangible and intangible.

Tracking and Managing Benefits Realisation:The benefits plan provides a structured approach to monitor progress and ensure benefits are delivered.

Publishing to Shareholders:While stakeholders may review the plan, its primary purpose is internal management, not external communication.

Evaluation of Each Option:

A. It provides a firm basis for tracking the benefits of making changes to requirements:The benefits plan focuses on overall benefits realization, not specifically on changes to requirements.Conclusion:This isnot correct.

B. It quantifies intangible benefits that could not be quantified when the business case was presented:While intangible benefits may be included, this is not the primary purpose of the plan.Conclusion:This isnot correct.

C. It provides a firm basis for tracking the business benefits and managing their realisation:This accurately describes the primary purpose of a benefits plan.Conclusion:This iscorrect.

D. It is published to shareholders to show that their investment made will result in tangible benefits for the organisation:The benefits plan is primarily for internal use, not external reporting.Conclusion:This isnot correct.

Final Recommendation:

The primary purpose of a benefits plan is:C. It provides a firm basis for tracking the business benefits and managing their realisation.

TheWaterfall methodologyis a linear approach where requirements are defined upfront, and changes are difficult to accommodate once the project begins.Agile methodology, on the other hand, emphasizes flexibility and adaptability to changing requirements.

Key Considerations:

Inherent Uncertainty in Cost:While cost uncertainty exists in both methodologies, Agile does not specifically address this drawback of Waterfall.

Inflexibility to Changing Requirements:Waterfall's rigid structure makes it difficult to incorporate changes once the project starts. Agile addresses this by allowing iterative development and continuous feedback.

Capturing All Requirements Upfront:Agile does not aim to capture all requirements upfront; instead, it embraces evolving requirements throughout the project.

Stakeholder Agreement on Scope Before Work Begins:Agile encourages ongoing collaboration with stakeholders rather than requiring scope agreement upfront.

Evaluation of Each Option:

A. The agile methodology addresses the inherent uncertainty in cost associated with waterfall:Agile does not specifically address cost uncertainty.Conclusion:This isnot correct.

B. Agile development addresses the inflexibility of waterfall as it pertains to changing requirements:This is the primary drawback of Waterfall that Agile addresses through its iterative and flexible approach.Conclusion:This iscorrect.

C. The agile methodology captures all requirements at the start of a project to reduce risks typically experienced in waterfall:Agile does not capture all requirements upfront; it embraces evolving requirements.Conclusion:This isnot correct.

D. Agile development requires stakeholders to agree to the scope of the project before the work begins, reducing uncertainty in the design:Agile does not require upfront scope agreement; it promotes adaptive planning.Conclusion:This isnot correct.

Final Recommendation:

The drawback of Waterfall addressed in Agile is:B. Agile development addresses the inflexibility of waterfall as it pertains to changing requirements.