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ISEB FCBA : BCS Foundation Certificate in Business Analysis Exam

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Exam Number : FCBA
Exam Name : BCS Foundation Certificate in Business Analysis
Vendor Name : ISEB
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FCBA exam Format | FCBA Course Contents | FCBA Course Outline | FCBA exam Syllabus | FCBA exam Objectives


Exam ID : FCBA
Exam Title : BCS Foundation Certificate in Business(R) Analysis (ISEB)
Questions : 40
Passing Marks : 26 (65%)
Duration : 60 min.
Exam Type : Multiple Choice

The format for the examination is a one hour multiple-choice examination consisting of 40 questions. The examination is closed book (no materials can be taken into the examination room). The pass mark is 26/40 (65%).

Take your first step on your business analysis career path by attaining a certification that employers around the world respect and value
Understand how to identify and evaluate options for improving your business
Develop skills and knowledge to support successful business change programmes within your organisation
Attain one of the four modules you need to gain the International Diploma in Business Analysis

- What is Business Analysis (2.5%)
- The Competencies of a Business Analyst (2.5%)
- Strategy Analysis (7.5%)
- The Business Analysis Process Model (5%)
- Investigation techniques (15%)
- Stakeholder Analysis and Management (10%)
- Modelling Business Processes (10%)
- Defining the solution (5%)
- Making a Business and Financial Case (10%)
- Establishing the Requirements (7.5%)
- Documenting and Managing Requirements (7.5%)
- Modelling Requirements (7.5%)
- Delivering the Requirements (5%)
- Delivering the Business Solution (5%)

Candidates should be able to demonstrate knowledge and understanding of business analysis principles and techniques. Key areas are:
=> the role and competencies of a business analyst
=> strategy analysis
=> business system and business process modelling
=> stakeholder analysis
=> investigation and modelling techniques
=> requirements engineering
=> business case development
This certification provides a foundation for the range of specialist BCS modular certificates in the areas of Business Analysis, IS Consultancy and Business Change. The certification can also be used as the knowledge-based specialist module for the Diploma in Business Analysis. In addition, the certification provides foundation-level Business Analysis knowledge for certified in other disciplines, particularly Project Managers and System Developers.
The syllabus is based on the BCS publication Business Analysis, 3rd edition, and it is recommended that this text is studied by those preparing to take this examination. The headings listed in the syllabus relate to the relevant chapter headings, section headings and text included in this publication.

Syllabus
1. What is Business Analysis (2.5%)
1.1 The origins of business analysis
1.2 The development of business analysis
=> The impact of outsourcing
=> Competitive advantage of using IT
=> Successful business change
=> The importance of the business analyst
=> Business analysts as internal consultants
1.3 The scope of business analysis work
=> The range of analysis activities
=> Strategic analysis and definition
=> IT systems analysis
=> Business analysis
1.4 Taking a holistic approach
1.5 The role and responsibilities of a business analyst
=> Definition of the business analyst role
=> Further aspects of the business analyst role 2. The Competencies of a Business Analyst (2.5%)
2.1 Personal qualities
2.2 Business knowledge
2.3 Professional techniques
2.4 The development of competencies
3. Strategy Analysis (7.5%)
3.1 The context for strategy
3.2 The definition of strategy (Johnson, Scholes and Whittington 2008)
3.3 Strategy development
3.4 External environment analysis
=> PESTLE analysis
=> Porters five forces model
3.5 Internal environment analysis
=> MOST analysis
=> Resource Audit
=> Boston Box
3.6 SWOT analysis
3.7 Executing strategy
=> The McKinsey 7-S model
=> The Balanced Business Scorecard
=> Critical Success Factors and Key Performance Indicators
4. The Business Analysis Process Model (5%)
4.1 An approach to problem-solving
4.2 Stages of the business analysis process model
=> Investigate the situation
=> Consider the perspectives
=> Analyse the needs
=> Evaluate the options
=> Define the requirements
4.3 Objectives of the process model stages
4.4 Procedure for each process model stage
4.5 Techniques used within each process model stage
5. Investigation techniques (15%)
5.1 Interviews
=> Advantages and disadvantages of interviewing
=> Preparing for interviewing
=> Conducting the interview
=> Following up the interview
5.2 Observation
=> Advantages and disadvantages of observation
=> Formal observation
=> Protocol analysis
=> Shadowing
=> Ethnographic studies
5.3 Workshops
=> Advantages and disadvantages of workshops
=> Preparing for the workshop
=> Facilitating the workshop
=> Techniques
=> Following the workshop
5.4 Scenarios
=> Advantages and disadvantages of scenarios
=> Process for developing scenarios
=> Documenting scenarios
5.5 Prototyping
=> Advantages and disadvantages of prototyping
5.6 Quantitative approaches
=> Surveys or Questionnaires
=> Special Purpose Records
=> Activity Sampling
=> Document Analysis
5.7 Documenting the current situation
=> Rich Pictures
=> Mind Maps
6. Stakeholder Analysis and Management (10%)
6.1 Stakeholder categories and identification
=> Customers
=> Partners
=> Suppliers
=> Competitors
=> Regulators
=> Owners
=> Employees
=> Managers
6.2 Analysing stakeholders
=> The Power/Interest Grid
6.3 Stakeholder management strategies
=> No or low interest and no or low power (or influence)
=> Some or high interest but no or low power (or influence)
=> No or low to high interest but some power (or influence)
=> No or low interest but high power (or influence)
=> Some interest and high power (or influence)
=> High interest and high power (or influence)
6.4 Managing stakeholders
=> Stakeholder plan/assessment
6.5 Understanding stakeholder perspectives
=> Soft Systems Methodology
=> Analysing the perspectives
=> CATWOE
6.6 Business activity models
=> Creating a business activity model
=> Types of activities Plan, Enable, Do, Monitor, Control
=> Developing a consensus model
7. Modelling Business Processes (10%)
7.1 Organisational context
=> Functional view of an organisation
7.2 An alternative view of an organisation
7.3 The organisational view of business processes
7.4 Value propositions
7.5 Process models
=> Business events
=> Developing the business process model
7.6 Analysing the as-is process model
7.7 Improving business processes (to-be business process)
=> Business rules
=> Simplify the process
=> Remove bottlenecks
=> Change the sequence of tasks
=> Redefine process boundary
=> Automate the processing
=> Redesign the process
8. Defining the solution (5%)
8.1 Gap analysis
=> Identifying areas of concern
=> Framework for gap analysis (elements of POPIT model)
=> Formulating options
8.2 Introduction to Business Architecture
8.3 Definition of Business Architecture
8.4 Business Architecture techniques
=> Definition of a capability model
=> Definition of a value stream
9. Making a Business and Financial Case (10%)
9.1 The business case in the project lifecycle
9.2 Identifying options
9.3 Assessing project feasibility
=> Business feasibility
=> Technical feasibility
=> Financial feasibility
9.4 Structure of a business case
=> Contents of a business case
=> Categories of costs and benefits
=> Impact assessment
=> Risk assessment
9.5 Investment appraisal
=> Payback
=> Discounted cash flow and Internal rate of return
10. Establishing the Requirements (7.5%)
10.1 A framework for requirements engineering
10.2 Actors in requirements engineering
=> The business representatives
=> The project team
10.3 Requirements elicitation
=> Tacit and explicit knowledge
=> Requirements elicitation techniques
10.4 Requirements analysis
=> Requirements filters
=> SMART requirements
10.5 Requirements validation
11. Documenting and Managing Requirements (7.5%)
11.1 The requirements document
=> Structure
=> Content of the requirements document
11.2 The requirements catalogue
=> Types of requirements; general, technical, functional and non-functional
=> Hierarchy of requirements
=> Documenting a requirement
11.3 Managing requirements
=> Elements of requirements management 12. Modelling Requirements (7.5%)
12.1 Modelling system functions
=> Use case diagrams
12.2 Modelling system data
=> Entity Relationship Diagrams
o Entities, attributes and relationships
o Types of relationships
=> Class Models
o Objects and classes
o Attributes
o Associations
13. Delivering the Requirements (5%)
13.1 Delivering the solution
13.2 Context
13.3 Lifecycles
=> The waterfall lifecycle
=> The V model lifecycle
=> Incremental lifecycle
=> Iterative systems development lifecycle
14. Delivering the Business Solution (5%)
14.1 BA role in the business change lifecycle
14.2 Design stage
=> Information and Technology
o Design
o Development
o Testing
14.3 Implementation stage
=> SARAH model
14.4 Realisation stage
=> Contents of the benefits plan



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ISEB Business information source

E-comm giants to ring in festive season with Rs 2,000 crore ad spend | FCBA cheat sheet and Questions and Answers

E-comm giants to ring in festive season with Rs 2,000 crore ad spendWith Diwali approaching, e-commerce companies have become equipped for a large round of fireworks.

money-prosperous biggies such as Flipkart, Amazon and Snapdeal, in addition to smaller startups, are expected to collectively burn Rs 2,000 crore within the 4 months around Diwali as they are attempting to wean away greater buyers from traditional shops to online marketplaces all the way through the all-crucial competition season.

Shah Rukh Khan and Aamir Khan will be a part of a bevy of celebrities merchandising e-commerce companies within the multimedia blitz that, media planners say, will shift vastly in opposition t print and digital this Diwali from television.last 12 months, ecommerce corporations had spent as a great deal as Rs 1,300 crore on advertising and marketing and advertising during the September-December duration, these people said.

whereas ultimate year excellent corporations akin to Flipkart, Amazon, Snapdeal and Quikr had been the large spenders and most visible brands during Diwali, this year even small startups are going to be active, talked about a media planner. “hence, there should be a huge shift of ecommerce advertising funds from tv to digital and print,” he observed. unless last yr, ecommerce companies spent 60% of their advertising and marketing funds for the pageant season on tv marketing, media consumers stated. This year, basically 35% is expected to move to tv.

MARKET growth

Ashish Jhalani, founder at eTailing India & Indian faculty of eBusiness (ISeB), observed his company tracked around seven-hundred ecommerce groups of some scale and dimension in 2014. This year, the quantity has grown to greater than 1,seven hundred, including small and massive gamers, he observed, which facets to market growth. A growing number of startups are also promoting to exhibit their choices and leave an impact on patrons. in accordance with excellent media purchasing companies, the closely funded online startups are those splurging with out observing returns on investment.

“in contrast to the frequent market sentiment of droop, advertising in media is seeing a major up-swing. just about all promoting (stock) has been blocked within the October-December quarter,” observed Navin Khemka, managing accomplice (north and east area) at neighborhood Mowned media purchasing firm Maxus, which represents Hero MotoCorp and Paytm. “a whole lot has to do with rising classes within the on-line house. on-line advertisers are neutralising losses of ordinary advertisers and resulting in big spurt widespread.” Lakshmi Narasimhan, chief growth officer at GroupM-South Asia, spoke of all the way through the festive period groups spend Rs 14,000-15,000 crore on promoting. “Retail sector (ecommerce plus brick and mortar) may be about eight-9%. The cut up is kind of equal between ecommerce and agents,” Narasimhan referred to. “Our estimates are that retail will develop around 15-sixteen%, essentially led by means of ecommerce players. while mar-gins are below enormous power, given the significance of festive duration, one expects an increase in spends through both centered retailers and a few new agents.”

SUPPLIERS SOUNDED OUT

the excitement for Diwali among e-commerce groups can already be sensed from suppliers and allied sectors. a huge corrugated bins manufacturer that components packaging fabric for both Flipkart and Amazon stated the businesses have doubled the order in comparison with final Diwali. one in every of India’s biggest e-commerce companies has doubled the commissions for coupon corporations and money-returned websites from eight% in August to sixteen% for searching through cellular app, observed Aman Jain, founding father of cash-returned website Go-Paisa. “It is very doubtless they (ecommerce agencies) will come with a bang and they'll include no holds barred for certain,” talked about the appropriate government of 1 of the biggest brickand-mortar marketers. “Omni-channel suggestions of the likes of Future group and consumers cease don't seem to be going be in vicinity throughout Diwali this year, so it may be truly on-line versus offline.” Market watchers mentioned increase had slowed for ecommerce corporations all over the April-June quarter and now they've extra motive to become aggressive to recoup the misplaced earnings. Vipin Nair, joint director and co-founder at activities advertising firm Baseline, sees carrying events acting as a catalyst.

“In q4 (fourth quarter), whereas online, retail and FMCG (quick-moving customer goods) naturally allocate higher advertising spends, high-decibel activities routine just like the India-South Africa series and ISL (Indian super League) have escalated spends,” he said. “manufacturers, which are even otherwise in spending mode, have pre-allocated even bigger spends within the quarter.”

physical sellers’ strategy

seeing that offline agents with their restricted supplies can not compete with the heavy discounting strategiesof ecommerce corporations, actual sellers will fairly focus on their choices this 12 months. for instance, big Bazaar will raise its choices in top class items in home, kitchen and dining segments. “we're introducing a lot of greater-rate gadgets, additionally in area of interest classes. for example, cutlery for gifting purpose and different domestic and kitchen class items in the range of Rs 10,000-15,000,” observed a senior executive, asking not to be named.

department stores reminiscent of shoppers cease and tradition would focal point on clean merchandises and step up deepest label choices. Akshay Mehrotra, chief advertising officer at large Bazaar, said the company is “well organized” for the Diwali season however declined to complex. in the meantime, ecommerce groups are telling suppliers, vendors and logistics agencies to ramp up. Gurgaon-based logistics enterprise GoJavas, which counts Snapdeal, Jabong and Lenskart amongst consumers, is enhancing its automation. by September, an automated sorting equipment that may technique as much as 1.5 lakh programs each day will be in area. “We expect volumes to touch two to three times of ordinary pre-festive season,” mentioned Chief operating Officer Vijay Ghadge.

Srini Murthy, senior vice-president for advertising at Snapdeal, noted this 12 months his business will center of attention on client experience. “we are able to try to be sure they supply the choicest presents but the new information for the consumer may be super birth experience and a lot of more manufacturers versus ultimate yr,” he stated.

(picture supply: ThinkStock)




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Trasferimenti Yachts, Imbarcazioni e Navi da Diporto
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Trasferire il vostro yacht/imbarcazione da un porto all’altro, riprenderlo da un Cantiere dove era in rimessaggio, consegnarlo da un Broker all’acquirente o solo ritrovarselo nella località dove avete scelto di trascorrere le vostre vacanze, spesso può rappresentare un grande dilemma, soprattutto nel sapere a chi affidare la sicurezza della vostra imbarcazione.

Per questo ci siamo NOI!

Noi ci prendiamo cura della vostra imbarcazione fin dalla partenza, valutando e pianificando meticolosamente ogni dettaglio del trasferimento.
Il trasferimento del vostro yacht/imbarcazione con

N.Y.S.

diventa la risoluzione di ogni vostro problema.