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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 Oct. 23, 2026 (see below)
A large retail company has asked a business analyst to investigate a problem with declining sales.
Which of the following techniques should the business analyst use to identify underlying causes of this problem?
To identify underlying causes, the analyst needs a technique that helps them explore what is happening in practice and uncover where breakdowns or inefficiencies might be occurring. The documentation describes scenario analysis as ''telling the story of a task or transaction,'' and explains it is useful when analysing or redesigning processes because it helps staff and analysts work through the steps required, visualise them clearly, and understand what triggers the work and what actions must be completed to achieve a successful outcome.
In a retail setting, declining sales can result from failures or friction in key customer-facing scenarios (e.g., browsing, ordering, returns, stock availability, customer service escalation). By building and walking through scenarios end-to-end, the analyst can pinpoint where delays, handoffs, rework, unclear decision points, or system constraints occur---each of which can contribute to poorer customer outcomes and, ultimately, sales decline. Scenario work also creates a concrete basis for validating hypotheses with stakeholders and for identifying what evidence and data should be gathered next.
The other options are less directly ''cause-finding'' for the stated problem. A customer journey map focuses on experience and touchpoints (useful, but it may not expose operational root causes in enough detail). Use case diagrams define system interactions for requirements, not root cause diagnosis. A business activity model gives a conceptual ''what activities exist'' overview; it is valuable for gaps, but scenario analysis is the technique explicitly positioned to walk through transactions to reveal where problems arise.
A Housing Association has received press attention due to the poor state of its properties and the difficulties tenants experience in getting repairs done. It recently released the following press statement:
''It's vital to us that our tenants live in good quality accommodation and that any problems are addressed in a timely manner. To this end we are launching an initiative to completely overhaul our maintenance strategy and operation.''
Which two of the following should the Housing Association consider as targets to measure their performance against this press statement?
The statement commits to two outcomes: good quality accommodation and repairs addressed in a timely manner. The documentation emphasises that performance targets and measures must be chosen carefully and should reflect not only internal views but also customer expectations; otherwise performance may look ''fine'' internally while failing customers. It also stresses that KPIs/targets should be SMART and monitored regularly.
Option A provides a clear, measurable proxy for property condition: if emergency repairs are needed in a high proportion of properties, that indicates poor underlying condition and reactive maintenance. Setting a target like ''no more than 5%'' directly measures progress toward ''good quality accommodation.''
Option C translates tenant experience into a clear target: limiting complaints about condition/repairs to a defined maximum per month is specific and measurable, and it reflects the customer perspective that the press statement is trying to reassure.
Option B is a valid measure but it is not defined as a target (it has no threshold), so it is less aligned to the question asking for ''targets to measure performance against.'' Option D measures media coverage, which is indirect and can be influenced by factors outside operational performance; it is not a reliable operational KPI for accommodation quality or repair timeliness. Therefore, A and C are the best targets.
How would a business analyst make use of an agreed Target Operating Model (TOM) when carrying out a gap analysis?
Gap analysis is defined as comparing a current state with a desired future state in order to determine where the current situation has ''gaps'' that need to be resolved and what actions are required to improve it. The guidance explains that when you have an agreed model of the desired future business system (the book uses a Business Activity Model as an example of an agreed ''future view''), the analyst should examine the activities on that model one by one to see where the current business system is lacking. This is exactly what option A states: the agreed TOM (as a target picture of ''how the business should operate'') becomes the reference point for assessing deficiencies, inadequacies, or missing capabilities in today's way of working.
The documented gap analysis procedure reinforces this by explicitly instructing analysts to examine the activities on the future-state model, consider how well each activity is currently carried out (and supported by information systems), and then analyse the gaps between the existing and desired systems to identify improvements. Options B, C, and D may be useful activities in other contexts (e.g., stakeholder negotiation or external analysis), but they are not the core way the target model is used to perform a gap analysis as described in the guidance.
The diamonds in the Double Diamond model represent the use of Divergent and Convergent thinking to do which one of the following?
The Double Diamond model uses two ''diamonds'' to show repeated cycles of divergent and convergent thinking: first to explore and narrow the problem, then to explore and narrow the solution. The Design Council (originator/populariser of the model) explains that the diamonds represent exploring an issue more widely or deeply (divergent thinking) and then taking focused action (convergent thinking). The four phases typically described are Discover and Define (problem space), followed by Develop and Deliver (solution space).
Looking at the answer options, timeboxes are not what the diamonds represent; the model is about the pattern of exploration and focus, not scheduling. Similarly, ''identify one perspective'' is not the purpose: the framework is intended to broaden understanding and then converge on a clear problem definition and a workable solution.
Therefore, among the provided options, the best match is D: Deliver the solution, because the second diamond culminates in ''Deliver,'' where solutions are tested, refined, and implemented.
A retail store is looking to build an enhanced online presence. They currently have a limited e-commerce capability, with products listed online but no integration with their inventory system. They want to improve their online shopping experience and fully integrate their other applications with the website.
Which of the following actions would be performed as part of a gap analysis?
The documentation defines gap analysis as exploring the differences between a current state (''as is'') and a desired future state (''to be''). The emphasis is on understanding where the organisation wants to be and, by comparing with the current situation, identifying what needs to change to reach that target state. It also states that the outcome of gap analysis is a list of business requirements to be delivered---typically phrased at the ''what'' level rather than prescribing detailed solutions.
In this scenario, the retailer's desired future state includes a more capable online experience and integration with inventory and other applications---this is fundamentally a change in capability. Therefore, identifying new and improved business capabilities (and capturing them in a target view such as a Target Operating Model) is exactly the kind of work performed in gap analysis: it clarifies what the future business system must be able to do, so gaps against the current capabilities can be identified and addressed.
By contrast, a Gantt chart (A/B) is delivery planning, not gap analysis; a RACI matrix (C) is a responsibilities definition; and brainstorming (D) is an idea-generation technique that may help option creation but is not the core ''compare as-is to to-be and identify gaps'' activity.
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