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FCBA-V4 exam Format | FCBA-V4 Course Contents | FCBA-V4 Course Outline | FCBA-V4 exam Syllabus | FCBA-V4 exam Objectives

EXAM CODE: FCBA-V4

EXAM NAME: Foundation Certificate in Business Analysis v4



The role and competencies of a business analyst

How to identify and evaluate options for improving your business

Investigative techniques, including interviews, workshops, prototyping and scenarios

How to categorise, analyse and manage stakeholders

Making a business case and assessing feasibility

How to document, manage and validate requirements



List the key principles of business analysis.

a. Root causes, not symptoms.

b. Business improvement, not IT system change.

c. Options, not solutions.

d. Feasible, contributing requirements, not meeting all requests.

e. Entire business change lifecycle, not just requirements definitions.

f. Negotiation, not avoidance.



Describe the variants of the business analyst role.

a. Enterprise.

b. Technical/systems.

c. Digital.

d. Project.

e. Proxy product owner.



THE COMPETENCIES OF A BUSINESS ANALYST K2 (2.5%)

a. Personal qualities.

b. Business knowledge.

c. Professional techniques.



THE STRATEGIC CONTEXT FOR BUSINESS ANALYSIS K2 (7.5%)

Describe business analysis and the strategic context.

a. Analyse and discuss.

b. Build credibility.

c. Question appropriateness.

d. Analyse effectiveness.

e. Provide leadership and influence.



Define the factors assessed using PESTLE to analyse an external environment

a. Political.

b. Environmental.

c. Socio-cultural.

d. Technological.

e. Legal.

f. Economic



Idenitfy the elements of the VMOST technique used to analyse an internal environment.

a. Vision.

b. Mission.

c. Objectives.

d. Strategy.

e. Tactics.



a. Critical success factors (CSFs).

b. Key performance indicators (KPIs).

Guidance

These techniques are used to measure how

an organisation is performing. Critical success

factors are descriptions of the critical factors

that must be in place for the organisation to

achieve defined objectives and KPIs are the

quantitative measurements of performance that

track the achievement of CSFs. Candidates should

recognise examples and use of these performance

measurement tools.

Indicative content

a. Strengths, weaknesses, opportunities and threats.

b. Internal and external factors.

a. POPIT™.

b. Business model canvas.



There are various aspects to consider when

executing an organisational strategy. These

include the results of the internal and external

environment analysis and the gap between the

organisations current and desired target state.

POPIT™ provides a useful model to ensure that all

elements of the organisations strategy are being

considered, while the business model canvas

provides a means through which to develop and

execute strategy. Candidates should recognise

these techniques, but shall not be tested on their

implementation.



3.6 Describe the following techniques used in strategy execution.



Identify the activities in the Business Analysis Service Framework (BASF).

a. Situation investigation and problem analysis.

b. Feasibility exam and business case development.

c. Business process improvement.

d. Requirements definition.

e. Business acceptance testing.

f. Business change deployment.

g. Stakeholder engagement.



a. SIPOC.

• Supplier.

• Input.

• Process.

• Output.

• Customer.

b. Value chain analysis.

• Primary activities.

• Support activities.

c. Value propositions.

• Product/service.

• Image.

• Customer relationship.

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