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Free PC-BA-FBA-20 Exam Braindumps (page: 4)

Page 3 of 11
PDF with 40 Questions

A business analyst is reviewing the stakeholder management strategy for a high profile Human Resources (HR) project Following an organisational restructure, Harvey's role has changed from Director of Operations to Director of HR and he has inherited sponsorship of the project Harvey was previously involved in the project, but had little interest because his focus was on the Operational Projects that he sponsored.

Which of the following sets of stakeholder management strategies represent appropriate approaches for Harvey; firstly, for when the project started and secondly now that his role has changed?

  1. Keep informed; Constant active management
  2. Ignore, Constant active management
  3. Watch, Constant active management
  4. Constant active management, keep informed

Answer(s): C

Explanation:

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 .



Halliday Holdings is embarking on a programme to improve its customer experience On joining the programme. Natasha wants to gain an understanding of how its current brand is perceived

Which would be the BEST source of information for Natasha?

  1. Independent industry websites
  2. The company website
  3. The company's organisational structure
  4. The company's complaints procedures

Answer(s): A

Explanation:

To determine the best source of information for Natasha to understand how Halliday Holdings' brand is perceived, we need to evaluate the options based on their relevance and objectivity.

Evaluation of Each Option:

A . Independent industry websites:
Independent industry websites often provide unbiased insights into how a company's brand is perceived by customers, competitors, and the market. These sources aggregate reviews, ratings, and expert opinions, making them a valuable resource for understanding external perceptions.
Conclusion: This is the best source .

B . The company website:
The company website reflects the organization's internal perspective and branding efforts.
While useful for understanding how the company presents itself, it does not provide an external view of brand perception.
Conclusion: This is not the best source .

C . The company's organizational structure:
The organizational structure provides insights into the company's internal hierarchy and operations but does not relate to external brand perception.
Conclusion: This is not relevant .

D . The company's complaints procedures:
Complaints procedures reflect internal processes for handling customer issues but do not provide a comprehensive view of overall brand perception.
Conclusion: This is not the best source .



On joining a new company. Sara spent time reviewing the company's organisation chart She was particularly interested in the sponsor of the project she is joining

What is Sara LIKELY to have learnt about the sponsor from this? Select the TWO that apply

  1. Their position in the company hierarchy
  2. Their span of control
  3. The culture within their team
  4. The scope of their responsibilities
  5. Their preferred management style

Answer(s): A,B

Explanation:

An organization chart visually represents the structure of an organization, including roles, responsibilities, and reporting relationships. By reviewing the organization chart, Sara can learn specific details about the sponsor of her project.

Key Considerations:

Position in the company hierarchy: The organization chart clearly shows where the sponsor fits within the company's structure (e.g., senior leadership, middle management). This helps Sara understand their level of authority and influence.

Span of control: The chart also reveals how many teams or individuals report to the sponsor, providing insight into their scope of responsibility and decision-making power.

Culture within their team: While the chart may hint at team structure, it does not provide qualitative information about team culture, which requires direct observation or interviews.

Scope of their responsibilities: The chart outlines reporting lines but does not explicitly detail the specific responsibilities of the sponsor.

Preferred management style: Management style is a behavioral trait that cannot be inferred from an organization chart alone.

Evaluation of Each Option:

A . Their position in the company hierarchy:
The organization chart explicitly shows the sponsor's position in the hierarchy, helping Sara understand their level of authority.
Conclusion: This is relevant .

B . Their span of control:
The chart reveals how many people or teams report to the sponsor, indicating their span of control.
Conclusion: This is relevant .

C . The culture within their team:
Team culture is not represented in an organization chart. It requires additional qualitative data.
Conclusion: This is not relevant .

D . The scope of their responsibilities:
While the chart provides structural information, it does not specify the exact responsibilities of the sponsor.
Conclusion: This is not relevant .

E . Their preferred management style:
Management style cannot be determined from an organization chart.
Conclusion: This is not relevant .



Which of the following statements about prototyping as an investigation technique are FALSE? (Select Two)

  1. Suitable for waterfall requirements elicitation.
  2. Allows an analyst to confirm their understanding of requirements.
  3. Only suitable for Agile project environments.
  4. Enables the elicitation of usability requirements.

Answer(s): A,C

Explanation:

Prototyping is a technique used to create a working model of a system or product to validate requirements and gather feedback. Let's evaluate each statement to determine which are false :

Evaluation of Each Statement:

A . Suitable for waterfall requirements elicitation:
Prototyping is generally not suitable for traditional waterfall methodologies because waterfall follows a linear, sequential approach where requirements are defined upfront before development begins. Prototyping, on the other hand, involves iterative feedback loops, which are more aligned with Agile methodologies.
Conclusion: This statement is false .

B . Allows an analyst to confirm their understanding of requirements:
Prototyping enables analysts to validate their understanding of requirements by creating a tangible representation of the system for stakeholders to review and provide feedback.
Conclusion: This statement is true .

C . Only suitable for Agile project environments:
While prototyping is commonly used in Agile environments due to its iterative nature, it is not limited to Agile. Prototyping can also be used in hybrid or iterative waterfall projects to clarify requirements and reduce ambiguity.
Conclusion: This statement is false .

D . Enables the elicitation of usability requirements:
Prototyping is particularly effective for gathering usability requirements because it allows stakeholders to interact with a mock-up or early version of the system, providing insights into user experience and interface design.
Conclusion: This statement is true .






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