Most Recent BCS PC-BA-FBA-20 Exam Dumps

A benefits plan outlines 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 is not 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 is not 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 is correct .

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 is not 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.

To build an enterprise view of processes , we need a framework that provides a holistic understanding of how value is created and delivered across the organization.

Key Considerations:

Class Model: Represents objects and their relationships in software development, not enterprise processes.

Swimlane Diagram: Visualizes workflows and responsibilities within a process but does not provide an enterprise-wide view.

Value Chain Analysis: Analyzes the activities that create value for customers, providing a comprehensive view of enterprise processes.

Porter's Five Forces Model: Analyzes industry competition and external factors, not internal processes.

Evaluation of Each Option:

A . Class model: A class model is used in object-oriented design and does not represent enterprise processes. Conclusion: This is not correct .

B . Swimlane diagram: While swimlane diagrams visualize workflows, they focus on specific processes rather than an enterprise-wide view. Conclusion: This is not correct .

C . Value chain analysis: Value chain analysis examines the activities that contribute to value creation, making it ideal for building an enterprise view of processes. Conclusion: This is correct .

D . Porter's five forces model: This model analyzes external competitive forces and does not focus on internal processes. Conclusion: This is not correct .

A change strategy outlines how an organization will move from its current state to its desired future state. Its purpose is to ensure a structured and effective transition.

Key Considerations:

Ensuring the simplest way for transition: While simplicity is desirable, it is not the primary purpose of a change strategy.

Ensuring the quickest way for transition: Speed is not the main focus; effectiveness and alignment with goals are more important.

Achieving the transition between current state and future state: This accurately describes the purpose of a change strategy, which is to bridge the gap between where the organization is now and where it wants to be.

Mapping the alternative options: While mapping options may be part of the planning process, it is not the ultimate purpose of the change strategy.

Evaluation of Each Option:

A . Ensuring the simplest way for transition: Simplicity is a consideration but not the primary purpose of a change strategy. Conclusion: This is not correct .

B . Ensuring the quickest way for transition: Speed is secondary to achieving an effective and sustainable transition. Conclusion: This is not correct .

C . Achieving the transition between current state and future state: This is the core purpose of a change strategy, ensuring the organization moves effectively toward its goals. Conclusion: This is correct .

D . Mapping the alternative options: Mapping options is part of the analysis phase, not the overarching purpose of the strategy. Conclusion: This is not correct .

Final Recommendation:

The best description of the purpose of a change strategy is: C . Achieving the transition between current state and future state.

To determine the appropriate stakeholder management strategies for Harvey, we need to analyze his role and level of interest at two points in time:

When the project started: Harvey was the Director of Operations and had little interest in the HR project because his focus was on operational projects.

Now that his role has changed: As the Director of HR, Harvey has inherited sponsorship of the HR project, making him a key stakeholder with high interest and influence.

Stakeholder Management Strategies:

Watch: This strategy is used for stakeholders with low interest and low influence. It involves monitoring their behavior without actively engaging them.

Constant active management: This strategy is used for stakeholders with high interest and high influence. It involves frequent communication and collaboration to ensure their needs and expectations are met.

Evaluation of Each Option:

A . Keep informed; Constant active management: 'Keep informed' is appropriate for stakeholders with moderate interest but does not align with Harvey's initial lack of interest. Conclusion: This is not correct .

B . Ignore, Constant active management: Ignoring a stakeholder is inappropriate, especially for someone in a senior leadership role like Harvey. Conclusion: This is not correct .

C . Watch, Constant active management:

Initially, Harvey had low interest and low influence on the HR project, making 'watch' an appropriate strategy.

After becoming the Director of HR and inheriting sponsorship, Harvey now requires 'constant active management' due to his high interest and influence. Conclusion: This is the correct answer .

D . Constant active management, keep informed: This reverses the order of strategies and does not align with Harvey's initial lack of interest. Conclusion: This is not correct .

Gap analysis identifies the differences between the current state and the desired future state. To ensure a holistic view, a comprehensive framework like POPIT (People, Organization, Process, Information, Technology) is useful.

Key Considerations:

Payback Analysis: Focuses on financial returns and does not provide a holistic view.

POPIT: Analyzes gaps across multiple dimensions (people, organization, process, information, technology), ensuring a comprehensive perspective.

Boston Box: Evaluates market positioning of products or services, not gaps in organizational capabilities.

PESTLE: Analyzes external environmental factors but does not focus on internal gaps.

Evaluation of Each Option:

A . Payback analysis: Payback analysis focuses on financial metrics and does not address holistic gap analysis. Conclusion: This is not correct .

B . POPIT: POPIT ensures a holistic view by analyzing gaps across people, organization, process, information, and technology. Conclusion: This is correct .

C . Boston box: The Boston box evaluates product portfolios, not organizational gaps. Conclusion: This is not correct .

D . PESTLE: PESTLE analyzes external factors and does not focus on internal gaps. Conclusion: This is not correct .

Final Recommendation:

The technique useful for ensuring a holistic view in gap analysis is: B . POPIT.