BCS PC-BA-FBA-20 Exam Questions

To determine which measures are appropriate Key Performance Indicators (KPIs) for the Critical Success Factor (CSF) 'provide excellent customer service,' we must first understand the relationship between CSFs and KPIs:

Critical Success Factors (CSFs): These are the essential areas or activities that an organization must excel at to achieve its goals. In this case, 'provide excellent customer service' is a CSF.

Key Performance Indicators (KPIs): These are measurable metrics used to evaluate progress toward achieving a CSF. KPIs should directly align with the CSF and provide actionable insights.

Now, let's evaluate each option to determine whether it is an appropriate KPI for the CSF 'provide excellent customer service':

A . The number of customers who make use of their in-room mini bar

This measure tracks customer behavior related to a specific hotel amenity (the mini bar). While it may indicate customer satisfaction with the room's offerings, it does not directly measure the quality of customer service.

Conclusion: This is not an appropriate KPI for the CSF 'provide excellent customer service.'

B . The percentage of customers who use the leisure facilities

This measure tracks how many customers utilize the hotel's leisure facilities (e.g., gym, pool, spa). While it may reflect customer engagement with the hotel's amenities, it does not directly assess the quality of customer service.

Conclusion: This is not an appropriate KPI for the CSF 'provide excellent customer service.'

C . The number of customers who complain

Customer complaints are a direct indicator of dissatisfaction and can highlight areas where customer service needs improvement. A high number of complaints suggests poor customer service, while a low number indicates better service quality.

This measure is closely aligned with the CSF 'provide excellent customer service' because it provides actionable feedback on service performance.

Conclusion: This is an appropriate KPI for the CSF.

D . The percentage of customers who join the hotel loyalty scheme

Customers are more likely to join a loyalty scheme if they have had a positive experience with the hotel, including excellent customer service. This measure reflects customer satisfaction and loyalty, which are outcomes of good service.

Conclusion: This is an appropriate KPI for the CSF.

E . The percentage of customers who return

Repeat customers are a strong indicator of customer satisfaction and loyalty, which are directly influenced by the quality of customer service. If customers return to the hotel, it suggests they were satisfied with their previous experience, including the service they received.

Conclusion: This is an appropriate KPI for the CSF.

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.

The hierarchy of requirements organizes requirements into levels (e.g., business needs, stakeholder requirements, solution requirements) to ensure alignment and traceability. Let's evaluate each statement to determine which is false .

Key Characteristics of the Requirements Hierarchy:

Linking Requirements: The hierarchy ensures that detailed requirements are connected to higher-level business needs and objectives.

Order of Development: The hierarchy does not dictate the sequence in which requirements should be developed; it focuses on relationships and dependencies.

Driven by Strategy: Requirements are derived from the organization's values, strategy, and objectives.

Traceability: The hierarchy links different types of requirements to ensure consistency and alignment.

Evaluation of Each Statement:

A . The requirements hierarchy enables detailed requirements to be linked to the business need: This is true; the hierarchy ensures traceability between high-level and detailed requirements. Conclusion: This is true .

B . The requirements hierarchy shows the order in which requirements should be developed: The hierarchy does not specify the development order; it focuses on relationships and dependencies. Conclusion: This is false .

C . Requirements are driven by the organisation's values, strategy and objectives: This is true; requirements must align with organizational goals. Conclusion: This is true .

D . The requirements hierarchy links different requirements to each other: This is true; the hierarchy ensures traceability and alignment across levels. Conclusion: This is true .

Final Recommendation:

The false statement is: B . The requirements hierarchy shows the order in which requirements should be developed.

Agile requirements validation ensures that requirements are clear, feasible, and actionable before they are implemented in an iteration. This aligns with Agile principles of delivering value incrementally and avoiding waste.

Key Considerations:

Accurate Estimation for Sprint Planning: While estimation is important, it is not the primary purpose of requirements validation.

Correctness of Backlog Items: Ensuring correctness is part of validation but applies to all backlog items, not just those allocated to an iteration.

Testing Requirements: Testing occurs during or after development, not as part of validation.

Readiness for Development: Validation ensures that requirements are well-defined, understood, and feasible before they are developed.

Evaluation of Each Option:

A . To ensure estimation for sprint planning is accurate: Estimation accuracy is important but not the primary purpose of validation. Conclusion: This is not correct .

B . To ensure any requirements added to the backlog are correct: Correctness applies to all backlog items, not just those allocated to an iteration. Conclusion: This is not correct .

C . To ensure that requirements allocated to an iteration have been tested: Testing occurs after development, not during validation. Conclusion: This is not correct .

D . To ensure any requirements allocated to an iteration are ready to be developed: This is the primary purpose of Agile requirements validation---to ensure requirements are clear, actionable, and feasible before development begins. Conclusion: This is correct .

Final Recommendation:

The purpose of Agile requirements validation is: D . To ensure any requirements allocated to an iteration are ready to be developed.

A benefits plan outlines how the anticipated benefits of a project or change initiative will be achieved, tracked, and managed. Its primary purpose is to ensure that benefits are realized as planned.

Key Considerations:

Tracking Changes to Requirements: A benefits plan focuses on benefits realization, not changes to requirements.

Quantifying Intangible Benefits: While intangible benefits may be included, the primary focus is on managing all benefits, tangible and intangible.

Tracking and Managing Benefits Realisation: The benefits plan provides a structured approach to monitor progress and ensure benefits are delivered.

Publishing to Shareholders: While stakeholders may review the plan, its primary purpose is internal management, not external communication.

Evaluation of Each Option:

A . It provides a firm basis for tracking the benefits of making changes to requirements: The benefits plan focuses on overall benefits realization, not specifically on changes to requirements. Conclusion: This is not correct .

B . It quantifies intangible benefits that could not be quantified when the business case was presented: While intangible benefits may be included, this is not the primary purpose of the plan. Conclusion: This is not correct .

C . It provides a firm basis for tracking the business benefits and managing their realisation: This accurately describes the primary purpose of a benefits plan. Conclusion: This is correct .

D . It is published to shareholders to show that their investment made will result in tangible benefits for the organisation: The benefits plan is primarily for internal use, not external reporting. Conclusion: This is not correct .

Final Recommendation:

The primary purpose of a benefits plan is: C . It provides a firm basis for tracking the business benefits and managing their realisation.