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BCS PC-BA-FBA-20 Exam Questions
- Topic 1: What is Business Analysis: This section of the exam measures the skills of Business Analysts and covers the fundamental principles of business analysis. Candidates will learn about the business change lifecycle and key principles such as focusing on root causes instead of symptoms, considering multiple options, and ensuring feasible requirements. One essential skill assessed is understanding the scope and responsibilities of business analysts in various organizations.
- Topic 2: The Competencies of a Business Analyst: This section of the exam measures the skills of Junior Business Analysts and explores the key competencies required for success. It introduces the concept of a T-shaped professional, emphasizing expertise in business analysis while maintaining a broad range of supporting skills. Candidates must also understand the three key competency areas: personal qualities, business knowledge, and professional techniques. One key skill assessed is identifying how these competencies contribute to successful business analysis.
- Topic 3: The Strategic Context for Business Analysis: This section of the exam measures the skills of Business Analysts and focuses on the strategic aspects of business analysis. Candidates must analyze external factors using the PESTLE framework and internal strategies through the VMOST technique. The syllabus also includes a SWOT analysis for identifying business strengths, weaknesses, opportunities, and threats. One critical skill assessed is evaluating an organization’s business strategy and aligning business analysis with corporate objectives.
- Topic 4: The Business Analysis Service Framework: This section of the exam measures the skills of Project Managers and outlines the Business Analysis Service Framework (BASF). Candidates will learn about essential activities, including situation investigation, feasibility assessment, business process improvement, stakeholder engagement, and change management. One key skill tested is recognizing the role of business analysts in different project phases.
- Topic 5: Investigating the Business Situation: This section of the exam measures the skills of Business Analysts and covers various techniques for analyzing business situations. Candidates must be familiar with methods such as workshops, observation, interviews, prototyping, and surveys. These techniques help in gathering stakeholder perspectives and understanding organizational challenges. One essential skill tested is selecting the most effective technique based on the business context.
- Topic 6: Analyzing and Managing Stakeholders: This section of the exam measures the skills of Change Managers and emphasizes stakeholder management techniques. Candidates must identify stakeholder categories using the stakeholder wheel and apply tools like the Power/Interest Grid to determine engagement strategies. The RACI matrix is also introduced for defining stakeholder responsibilities. One key skill assessed is mapping stakeholders and determining their level of influence and engagement.
- Topic 7: Improving Business Services and Processes: This section of the exam measures the skills of Business Analysts and focuses on business process improvement. Candidates must understand business process hierarchy, event-response models, and actor-task analysis. The syllabus also introduces techniques such as SIPOC, value chain analysis, and process modeling. One essential skill tested is analyzing business processes to identify inefficiencies and recommend improvements.
- Topic 8: Defining the Solution: This section of the exam measures the skills of Business Analysts and focuses on identifying gaps between current and target business states. Candidates must use techniques such as gap analysis and the POPITâ„¢ framework. The syllabus also covers the process of developing solution options through brainstorming and creative thinking. One key skill assessed is formulating viable solutions that align with business needs.
- Topic 9: Making the Business Case: This section of the exam measures the skills of Project Managers and emphasizes the importance of business case development. Candidates must assess feasibility from business, technical, and financial perspectives. The syllabus introduces business case structure, investment appraisal techniques, and Agile considerations. One critical skill tested is evaluating and presenting a compelling business case to decision-makers.
- Topic 10: Establishing the Requirements: This section of the exam measures the skills of Business Analysts and covers requirements engineering (RE) processes. Candidates must recognize different requirement types, including business, functional, and non-functional requirements. The syllabus also covers elicitation techniques such as interviews, workshops, and prototyping. One essential skill assessed is gathering and defining high-quality business requirements.
- Topic 11: Documenting and Modeling Requirements: This section of the exam measures the skills of Business Analysts and introduces methods for structuring and documenting requirements. Candidates must be familiar with text-based and diagrammatic techniques such as use-case models, data models, and business process models. One key skill tested is creating comprehensive and clear documentation that supports business solutions.
- Topic 12: Validating and Managing Requirements: This section of the exam measures the skills of Business Analysts and focuses on requirement validation and change control. Candidates must understand traceability concepts, horizontal and vertical tracking, and how to manage requirement changes. One essential skill tested is ensuring that requirements remain accurate and aligned with business objectives throughout the project lifecycle.
- Topic 13: Delivering the Requirements: This section of the exam measures the skills of Project Managers and covers different software development lifecycles, including Waterfall, V-Model, Incremental, and Agile approaches. Candidates must understand the advantages and disadvantages of each lifecycle. One key skill assessed is selecting the appropriate delivery model based on project requirements.
- Topic 14: Delivering the Business Solution: This section of the exam measures the skills of Business Analysts and focuses on the business change lifecycle. Candidates must understand the role of the analyst in design, development, testing, and implementation. The syllabus also introduces transition and migration strategies, such as phased and big-bang rollouts. One critical skill assessed is managing change effectively to ensure a smooth transition to new business solutions.
Free BCS PC-BA-FBA-20 Exam Actual Questions
Note: Premium Questions for PC-BA-FBA-20 were last updated On Apr. 15, 2026 (see below)
In an Agile environment, which type of model looks at how users interact with the required features of the system and can be used to decompose a backlog of user stories?
The Use Case Diagram is a conceptual model that shows the interaction between users (actors) and the required features (use cases) of the system. In an Agile context, use cases provide a high-level view of the system's intended functionality, which can be directly mapped to Epics and subsequently decomposed into lower-level User Stories. The use case diagram helps the team understand the scope and the user's interaction paths, making it an excellent visual tool for managing and breaking down the product backlog (of user stories) into manageable chunks. The other options are too technical (A, D) or focus only on object state (B).
(Reference: BCS Requirements Engineering / BCS Agile -- Use Case Modelling and Product Backlog Management)
Which of the following is a stage in the Business Change Lifecycle?
The BCS Business Change Lifecycle (which governs the entire change process from initial alignment to final benefit verification) typically comprises five key stages: Alignment, Definition, Design, Implementation, and Realisation. Realisation is the final, crucial stage where the actual benefits and expected business outcomes from the implemented solution are reviewed, measured, and confirmed against the original Business Case. Options A, B, and C are important activities or concepts that occur within the lifecycle but are not one of the five named stages of the complete end-to-end lifecycle model.
(Reference: BCS Business Analysis Practice -- Business Change Lifecycle)
What is the first step in the gap analysis process?
Gap analysis is a structured process used to identify the differences between the current state (as-is) and the desired future state (to-be). The first step in this process involves understanding the current situation.
Key Steps in Gap Analysis:
Assemble representations of the existing situation: This involves documenting the current state, including processes, systems, and capabilities.
Compare representations of the existing and target situations: After understanding the current state, it is compared with the desired future state to identify gaps.
Identify gaps to be addressed: Once gaps are identified, they are prioritized based on their impact and feasibility.
Consider possible actions to address the gaps: Finally, potential solutions or actions are developed to bridge the identified gaps.
Evaluation of Each Option:
A . Assemble representations of existing situation: Understanding the current state is the foundational step in gap analysis. Without this, there is no baseline for comparison. Conclusion: This is correct .
B . Consider possible actions to address the gaps: This is a later step in the process, not the first. Conclusion: This is not correct .
C . Compare representations of the existing and target situations: Comparison occurs after the current state has been documented. Conclusion: This is not correct .
D . Identify gaps to be addressed: Identifying gaps follows the documentation and comparison steps. Conclusion: This is not correct .
Final Recommendation:
The first step in the gap analysis process is: A . Assemble representations of existing situation.
Which modelling technique organises the business analyst's thinking by using a series of topic-related branches and sub-branches radiating from a central point?
The technique described is a Mind map. A Mind Map is a non-linear, visual tool used for structuring information and generating ideas around a central concept. It is characterized by having a central image or topic from which topic-related branches and sub-branches radiate. The structure helps the business analyst (or a group in a workshop) to organize complex, unstructured thoughts, visualize associations, and explore an area holistically. This technique is often used in the initial stages of investigation, such as problem analysis or requirements elicitation, to help gain a broad understanding of the scope and related issues. This is distinct from a Process map (which shows the flow of activities), an Entity relationship diagram (which models data structures), or the Business analysis process model (which models the BA's work steps).
(Reference: BCS Foundation Certificate in Business Analysis / BCS Business Analysis Practice -- Investigative Techniques, Mind Maps)
What is the recommended management strategy to be taken to manage a stakeholder with some power and some interest in the power/interest grid?
The Power/Interest Grid is a tool used to determine appropriate strategies for managing different stakeholder groups based on their level of power (influence) and interest in the project. The grid defines four quadrants, each with a recommended management strategy:
High Power, High Interest: Manage Closely
High Power, Low Interest: Keep Satisfied
Low Power, High Interest: Keep Informed
Low Power, Low Interest: Watch (Minimum effort)
The category of Some Power, Some Interest is generally considered the mid-range or main group of stakeholders. For these individuals, the best strategy is to Keep onside (or Manage Regularly). This strategy means maintaining regular communication, involving them in the project at appropriate times, and ensuring their needs and concerns are addressed so that their interest remains positive and their moderate power does not turn against the project.
(Reference: BCS Business Analysis Practice -- Stakeholder Management, Power/Interest Grid)
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