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BCS BAPv5 Exam Questions
- Topic 1: Strategic Context for Business Analysis: This section of the exam covers the purpose of an organization’s vision. how to apply a suitable technique to analyze the internal environment of an organization and use a suitable technique to analyze the external environment of an organization.
- Topic 2: Analysing and Managing Stakeholders: In this section of the exam, the topics covered explain the activities required to engage stakeholders. It also covers identifying generic stakeholder categories using the stakeholder wheel and how to utilize the CATWOE technique to analyze stakeholder perspectives.
- Topic 3: Analyzing the Current State: This section of the exam covers choosing the most viable method methods to research the business situation and how to utilize tools to represent the current business situation.
- Topic 4: Establishing the Target State: In this section, the topics covered include utilizing a business activity mode and how to pinpoint the five activities included in a BAMExplain the three types of business events.
- Topic 5: Designing and Defining the Solution: In this exam, the topics covered include how to identify the stages of Design Thinking, defining the utilization of divergent and convergent thinking, and gap analysis.
- Topic 6: Developing a Business Case: In this section of the exam, the topics covered include how to explain the rationale for the development of a business case. It also covers how to identify the contents of a business case, identify tangible and intangible costs and benefits risks and their potential impact. Moreover, the section covers how to relate the business case to the business change lifecycle.
Free BCS BAPv5 Exam Actual Questions
Note: Premium Questions for BAPv5 were last updated On Apr. 26, 2026 (see below)
A company has just completed a two-year project to implement a commercial off-the-shelf (COTS) system in its customer service department. The results have been significantly worse than expected, with staff being forced to create manual workarounds to accommodate the expectations of large customers. Which investigative technique would have been most likely to uncover these problems earlier in the analysis process?
The key issue described---staff creating manual workarounds to satisfy important customers---often reflects tacit knowledge and ''what really happens'' in day-to-day work, not what is written in policies or what people might summarise in a survey. The guidance is clear that while interviews and workshops can reveal stakeholder views, the ''back-story'' of real working practices can differ; techniques such as work shadowing and observation help clarify what actually happens.
Shadowing is specifically defined as following a user as they carry out their job for a period (e.g., a day or two) in order to find out what the job entails. This is exactly the kind of technique that exposes hidden steps, exceptions, customer-specific handling, and unofficial procedures---precisely the conditions that drive workarounds when a COTS package does not fit real operational needs.
The observation section also highlights that seeing the workplace provides a much better understanding of problems and difficulties faced by business users and helps uncover tacit information that would otherwise remain unstated. Additionally, the guidance even uses customer services as an example area where an analyst might shadow staff to record real call types, durations, and retrieval delays---evidence that supports discovering process pain and mismatch early.
Therefore, shadowing customer service personnel (D) would have been most likely to uncover the workaround drivers earlier.
The management of a Health and Sports club has decided that one of its Critical Success Factors (CSF) is to provide excellent customer service. The below measures have been suggested.
Which two of these are appropriate Key Performance Indicators (KPIs) for the CSF ''provide excellent customer service''?
The documentation explains that CSFs are the areas where things ''must go right,'' and KPIs are the measures that show whether progress is being made toward achieving a CSF. KPIs should focus on specific performance areas and should be defined so they are SMART and monitored regularly.
For a CSF of ''excellent customer service,'' appropriate KPIs should reflect customer experience outcomes and customer loyalty/retention. Option C (''number of customers who post negative feedback'') is directly linked to service quality: negative feedback is a clear indicator that customers perceive service failures. Tracking it (and ideally setting a target such as ''no more than X per month'') provides a measurable signal of whether service is improving.
Option D (''percentage of customers who renew their annual subscription'') is also strongly linked to customer service because renewal rates are a widely used indicator of customer satisfaction and loyalty: customers who experience consistently good service are more likely to continue their membership. As a KPI, it is measurable, trendable over time, and can be given SMART targets.
The other options are not direct indicators of customer service quality: restaurant ordering (A) is sales/upsell behaviour, fitness improvement (B) is an outcome of training/programming rather than service, and payment method (E) is an administrative preference. Therefore, the best KPIs for this CSF are C and D.
ParcelGo is a distribution company. Parcels arrive at its warehouse, where the inbound team use handheld barecode scanners to acknowledge their receipt. Parcels are then loaded onto pallets for onward distribution.
A project as been commissioned to replace the labour-intensive process and introduce a fully-automated system ha reads he barecodes pf parcels as they pass along a coveryor belt, automatically delivering to the correct area of the warehouse for onward distribution.
Staff from the inbound have informed their manager that about 30% of parcels either do not have barcodes, or the barcodes are obscured. The team currently resolves this issue manually. But the concerned that the new automated system will be able to do this. The staff members are also worried the system will make their roles redundant.
Using a holist approach, which element of the POPIT model need further investigation in order to address the team's concerns?
The elements of the POPIT model that need further investigation are people and process. This is because the staff members have raised concerns about the compatibility of the new automated system with the current process of handling parcels without barcodes or with obscured barcodes, as well as the impact of the system on their job security. These concerns relate to the people element, which covers the roles, skills, attitudes, and behaviors of the staff, and the process element, which covers the activities, tasks, and procedures involved in delivering a service or product. Option C is the correct answer.
POPIT Model -- Four View Model | Taking A Holistic Perspective | BusinessAnalystMentor.com
The POPIT Model | A Practical Guide To Delivering Results
An airline has agreed that the following Key performance indicator (KPI) will help measure one of the airline's Critical Success Factors (CSFs) --customer service. The KPI is the percentage of customers rating our service as excellent in an independently administrator customer survey.
In the current year, the performance objective associated with KPI is 70%. The airline, therefore, aims for at least 70% of customers rating its service as excellent.
Which option best activities in a Business Activity Model would establish whether the KPI and its associated performance objective is being achieved?
12 Types of Business Events (Plus How They Can Impact Goals) | Indeed.com
SysML Diagram Tutorial | SysML.org
A large retail company has asked a business analyst to investigate a problem with declining sales
Which of the following techniques is the business analyst MOST LIKLEY to use to identify underlying causes of this problem?
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