PC-BA-FBA-20 Dumps with Practice Exam Questions Answers

To determine which measures are appropriate Key Performance Indicators (KPIs) for the Critical Success Factor (CSF) "provide excellent customer service," we must first understand the relationship between CSFs and KPIs:

Critical Success Factors (CSFs): These are the essential areas or activities that an organization must excel at to achieve its goals. In this case, "provide excellent customer service" is a CSF.

Key Performance Indicators (KPIs): These are measurable metrics used to evaluate progress toward achieving a CSF. KPIs should directly align with the CSF and provide actionable insights.

Now, let’s evaluate each option to determine whether it is an appropriate KPI for the CSF "provide excellent customer service":

A. The number of customers who make use of their in-room mini bar

This measure tracks customer behavior related to a specific hotel amenity (the mini bar). While it may indicate customer satisfaction with the room's offerings, it does not directly measure the quality of customer service.

Conclusion: This is not an appropriate KPI for the CSF "provide excellent customer service."

B. The percentage of customers who use the leisure facilities

This measure tracks how many customers utilize the hotel's leisure facilities (e.g., gym, pool, spa). While it may reflect customer engagement with the hotel's amenities, it does not directly assess the quality of customer service.

Conclusion: This is not an appropriate KPI for the CSF "provide excellent customer service."

C. The number of customers who complain

Customer complaints are a direct indicator of dissatisfaction and can highlight areas where customer service needs improvement. A high number of complaints suggests poor customer service, while a low number indicates better service quality.

This measure is closely aligned with the CSF "provide excellent customer service" because it provides actionable feedback on service performance.

Conclusion: This is an appropriate KPI for the CSF.

D. The percentage of customers who join the hotel loyalty scheme

Customers are more likely to join a loyalty scheme if they have had a positive experience with the hotel, including excellent customer service. This measure reflects customer satisfaction and loyalty, which are outcomes of good service.

Conclusion: This is an appropriate KPI for the CSF.

E. The percentage of customers who return

Repeat customers are a strong indicator of customer satisfaction and loyalty, which are directly influenced by the quality of customer service. If customers return to the hotel, it suggests they were satisfied with their previous experience, including the service they received.

Conclusion: This is an appropriate KPI for the CSF.

The development of a Business Case is often an iterative process. Before significant investment is made in creating the detailed Initial Business Case (often called the Outline Business Case or OBC), a preliminary assessment is required to ensure the proposed change is viable. This assessment is the Feasibility study (or Feasibility Assessment). A feasibility study quickly evaluates the proposed initiative to confirm it is technically possible, financially justifiable, and strategically aligned (Business Feasibility). The outcomes of this study determine whether it is worthwhile to proceed to the more detailed, full business case development. The other options (A, B, D) occur after the initial business case is approved and investment is committed.

(Reference: BCS Business Analysis Practice – Business Case Lifecycle)

Scenario analysis is an investigation technique used to explore and evaluate potential future scenarios or situations. It helps stakeholders understand how different factors might impact a business area or process.

Key Characteristics of Scenario Analysis:

Broad View: Scenario analysis provides a comprehensive understanding of the business area by considering multiple possible outcomes.

Prototyping Basis: The insights gained from scenario analysis can inform the development of prototypes.

Tacit Knowledge Identification: By exploring real-world scenarios, it helps uncover implicit knowledge embedded in business practices.

Testing Scripts: Scenario analysis is not directly involved in preparing test scripts, which are typically created during the testing phase.

Evaluation of Each Option:

A. Provides a broad view of the business area under investigation:Scenario analysis evaluates multiple possibilities, offering a broad perspective.Conclusion: This is true .

B. Provides a basis for developing subsequent prototypes:Insights from scenario analysis can guide prototype development.Conclusion: This is true .

C. Helps identify tacit knowledge used in business practice:Exploring scenarios uncovers hidden knowledge and practices.Conclusion: This is true .

D. Helps prepare the scripts that will be used to test the delivered solution:Preparing test scripts is part of testing activities, not scenario analysis.Conclusion: This is false .

Gap analysis is a technique for comparing the current state of the business ('As Is') with the desired future state ('To Be') to identify what is missing and what needs to change. The logical first step is to establish the current starting point. Therefore, the process begins by:

Assemble representations of existing situation (The 'As Is' model). This involves investigating and documenting the current processes, organisation, people, information, and technology (POPIT).

Assemble representations of target or desired situation (The 'To Be' model).

Identify gaps to be addressed (The difference between As Is and To Be).

Consider possible actions to address the gaps (Developing the recommendations).

(Reference: BCS Business Analysis Practice – Gap Analysis)

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In an iterative or Agile lifecycle, requirements are not defined entirely upfront but are explored and refined just-in-time, immediately prior to implementation. The stage where the detailed solution requirements (functional and non-functional) are elaborated, modeled, and defined—ready for construction—is the Develop solution stage (often referred to as the Implementation or Construction phase of an iteration/sprint). The detailed work of defining, modelling, and validating the specific requirements happens as a preparatory step for the actual build, distinguishing it from the preceding planning phase (C) or the upstream strategic work (A, B).

(Reference: BCS Requirements Engineering – Lifecycle Models, Iterative Development)