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Exam Number : FCBA
Exam Name : BCS Foundation Certificate in Business Analysis
Vendor Name : ISEB
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FCBA Exam Format | FCBA Course Contents | FCBA Course Outline | FCBA Exam Syllabus | FCBA Exam Objectives

Exam ID : FCBA

Exam Title : BCS Foundation Certificate in Business(R) Analysis (ISEB)

Questions : 40

Passing Marks : 26 (65%)

Duration : 60 min.

Exam Type : Multiple Choice

The format for the examination is a one hour multiple-choice examination consisting of 40 questions. The examination is closed book (no materials can be taken into the examination room). The pass mark is 26/40 (65%).

Take your first step on your business analysis career path by attaining a certification that employers around the world respect and value

Understand how to identify and evaluate options for improving your business

Develop skills and knowledge to support successful business change programmes within your organisation

Attain one of the four modules you need to gain the International Diploma in Business Analysis

- What is Business Analysis (2.5%)

- The Competencies of a Business Analyst (2.5%)

- Strategy Analysis (7.5%)

- The Business Analysis Process Model (5%)

- Investigation techniques (15%)

- Stakeholder Analysis and Management (10%)

- Modelling Business Processes (10%)

- Defining the solution (5%)

- Making a Business and Financial Case (10%)

- Establishing the Requirements (7.5%)

- Documenting and Managing Requirements (7.5%)

- Modelling Requirements (7.5%)

- Delivering the Requirements (5%)

- Delivering the Business Solution (5%)

Candidates should be able to demonstrate knowledge and understanding of business analysis principles and techniques. Key areas are:

 the role and competencies of a business analyst

 strategy analysis

 business system and business process modelling

 stakeholder analysis

 investigation and modelling techniques

 requirements engineering

 business case development

This certification provides a foundation for the range of specialist BCS modular certificates in the areas of Business Analysis, IS Consultancy and Business Change. The certification can also be used as the knowledge-based specialist module for the Diploma in Business Analysis. In addition, the certification provides foundation-level Business Analysis knowledge for specialists in other disciplines, particularly Project Managers and System Developers.

The syllabus is based on the BCS publication Business Analysis, 3rd edition, and it is recommended that this text is studied by those preparing to take this examination. The headings listed in the syllabus relate to the relevant chapter headings, section headings and text included in this publication.


1. What is Business Analysis (2.5%)

1.1 The origins of business analysis

1.2 The development of business analysis

 The impact of outsourcing

 Competitive advantage of using IT

 Successful business change

 The importance of the business analyst

 Business analysts as internal consultants

1.3 The scope of business analysis work

 The range of analysis activities

 Strategic analysis and definition

 IT systems analysis

 Business analysis

1.4 Taking a holistic approach

1.5 The role and responsibilities of a business analyst

 Definition of the business analyst role

 Further aspects of the business analyst role 2. The Competencies of a Business Analyst (2.5%)

2.1 Personal qualities

2.2 Business knowledge

2.3 Professional techniques

2.4 The development of competencies

3. Strategy Analysis (7.5%)

3.1 The context for strategy

3.2 The definition of strategy (Johnson, Scholes and Whittington 2008)

3.3 Strategy development

3.4 External environment analysis

 PESTLE analysis

 Porters five forces model

3.5 Internal environment analysis

 MOST analysis

 Resource Audit

 Boston Box

3.6 SWOT analysis

3.7 Executing strategy

 The McKinsey 7-S model

 The Balanced Business Scorecard

 Critical Success Factors and Key Performance Indicators

4. The Business Analysis Process Model (5%)

4.1 An approach to problem-solving

4.2 Stages of the business analysis process model

 Investigate the situation

 Consider the perspectives

 Analyse the needs

 Evaluate the options

 Define the requirements

4.3 Objectives of the process model stages

4.4 Procedure for each process model stage

4.5 Techniques used within each process model stage

5. Investigation techniques (15%)

5.1 Interviews

 Advantages and disadvantages of interviewing

 Preparing for interviewing

 Conducting the interview

 Following up the interview

5.2 Observation

 Advantages and disadvantages of observation

 Formal observation

 Protocol analysis

 Shadowing

 Ethnographic studies

5.3 Workshops

 Advantages and disadvantages of workshops

 Preparing for the workshop

 Facilitating the workshop

 Techniques

 Following the workshop

5.4 Scenarios

 Advantages and disadvantages of scenarios

 Process for developing scenarios

 Documenting scenarios

5.5 Prototyping

 Advantages and disadvantages of prototyping

5.6 Quantitative approaches

 Surveys or Questionnaires

 Special Purpose Records

 Activity Sampling

 Document Analysis

5.7 Documenting the current situation

 Rich Pictures

 Mind Maps

6. Stakeholder Analysis and Management (10%)

6.1 Stakeholder categories and identification

 Customers

 Partners

 Suppliers

 Competitors

 Regulators

 Owners

 Employees

 Managers

6.2 Analysing stakeholders

 The Power/Interest Grid

6.3 Stakeholder management strategies

 No or low interest and no or low power (or influence)

 Some or high interest but no or low power (or influence)

 No or low to high interest but some power (or influence)

 No or low interest but high power (or influence)

 Some interest and high power (or influence)

 High interest and high power (or influence)

6.4 Managing stakeholders

 Stakeholder plan/assessment

6.5 Understanding stakeholder perspectives

 Soft Systems Methodology

 Analysing the perspectives


6.6 Business activity models

 Creating a business activity model

 Types of activities – Plan, Enable, Do, Monitor, Control

 Developing a consensus model

7. Modelling Business Processes (10%)

7.1 Organisational context

 Functional view of an organisation

7.2 An alternative view of an organisation

7.3 The organisational view of business processes

7.4 Value propositions

7.5 Process models

 Business events

 Developing the business process model

7.6 Analysing the as-is process model

7.7 Improving business processes (to-be business process)

 Business rules

 Simplify the process

 Remove bottlenecks

 Change the sequence of tasks

 Redefine process boundary

 Automate the processing

 Redesign the process

8. Defining the solution (5%)

8.1 Gap analysis

 Identifying areas of concern

 Framework for gap analysis (elements of POPIT model)

 Formulating options

8.2 Introduction to Business Architecture

8.3 Definition of Business Architecture

8.4 Business Architecture techniques

 Definition of a capability model

 Definition of a value stream

9. Making a Business and Financial Case (10%)

9.1 The business case in the project lifecycle

9.2 Identifying options

9.3 Assessing project feasibility

 Business feasibility

 Technical feasibility

 Financial feasibility

9.4 Structure of a business case

 Contents of a business case

 Categories of costs and benefits

 Impact exam

 Risk exam

9.5 Investment appraisal

 Payback

 Discounted cash flow and Internal rate of return

10. Establishing the Requirements (7.5%)

10.1 A framework for requirements engineering

10.2 Actors in requirements engineering

 The business representatives

 The project team

10.3 Requirements elicitation

 Tacit and explicit knowledge

 Requirements elicitation techniques

10.4 Requirements analysis

 Requirements filters

 SMART requirements

10.5 Requirements validation

11. Documenting and Managing Requirements (7.5%)

11.1 The requirements document

 Structure

 Content of the requirements document

11.2 The requirements catalogue

 Types of requirements; general, technical, functional and non-functional

 Hierarchy of requirements

 Documenting a requirement

11.3 Managing requirements

 Elements of requirements management 12. Modelling Requirements (7.5%)

12.1 Modelling system functions

 Use case diagrams

12.2 Modelling system data

 Entity Relationship Diagrams

o Entities, attributes and relationships

o Types of relationships

 Class Models

o Objects and classes

o Attributes

o Associations

13. Delivering the Requirements (5%)

13.1 Delivering the solution

13.2 Context

13.3 Lifecycles

 The waterfall lifecycle

 The ‘V model lifecycle

 Incremental lifecycle

 Iterative systems development lifecycle

14. Delivering the Business Solution (5%)

14.1 BA role in the business change lifecycle

14.2 Design stage

 Information and Technology

o Design

o Development

o Testing

14.3 Implementation stage

 SARAH model

14.4 Realisation stage

 Contents of the benefits plan

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Honda outlines world approach for electric automobiles | Resources

Honda is gearing up for an electrification shift in North the united states with two fashions developed with regularly occurring Motors occurring sale subsequent yr and a much bigger EV with a new platform in 2025, a 12 months earlier than originally announced.

“We accept as true with that the value society areas on being type to the ambiance will simplest build in momentum,” President Toshihiro Mibe said Wednesday in announcing a sprawling set of initiatives supposed to place Honda on the global EV map.

Mibe informed journalists Tokyo-based mostly Honda will forge forward on investments and partnerships to understand such dreams.

Honda has set a intention to have all its fashions around the globe electric powered or gas mobile, which runs on hydrogen and is emissions-free, through 2040. It aims to make greater than 2 million EVs a year by 2030.

In Japan, the place EV demand is deciding on up step by step, an EV in line with the tiny N-ONE model goes on sale in 2025. Two more EV models are deliberate for right here year.

In China, the realm’s greatest EV market, Honda Motor Co. has three EV fashions happening sale subsequent 12 months, e:NS2, e:NP2 and an idea unveiled on the fresh Shanghai auto exhibit.

by way of 2027, Honda will introduce seven greater EV fashions in China. by means of 2035, Honda aims for one hundred% electric for its China sales, ahead of other areas.

all the world’s automakers are getting interested in electric powered motors, now dominated through Tesla and China’s BYD. With governments relocating to curb emissions and local weather exchange, even prior to now skeptical buyers are beginning to buy EVs, especially within the U.S. and China, however additionally in components of Europe and in Australia.

The large question is whether or not jap producers, like Honda and Toyota Motor Corp., may be in a position to dominate the market as they have historically with gasoline-guzzlers.

Some analysts say a vehicle continues to be a vehicle, and the wealth of information that comes with auto manufacturing still holds with the brand new electric powered era. Others claim it’s a totally new ballgame, with alternatives galore for new avid gamers.

Toyota’s EV bZ4X, which went on sale closing 12 months, became recalled presently afterward for a flaw with the wheel hub bolts that might trigger the wheels to detach, risking an accident. About 2,seven hundred cars had been recalled globally. No crashes had been stated and the model is back on sale.

nonetheless it served as a painful reminder of such pitfalls, when venturing into new floor with a flagship mannequin. Toyota up to now banked on hybrids, which change backward and forward between a gasoline engine and electric powered motor, as well as gas cells that run on hydrogen.

Toyota President Koji Sato, who took workplace this month, has stated Toyota fell in the back of in selling EVs all over the world.

The main disadvantage for the proliferation of EVs is the battery, which is heavy, a challenge in auto development. The accessories vital to make batteries, similar to infrequent earths, are high priced.

Honda plans to leverage its strategic partnership with Hanwa Co., a eastern trading business, to be sure reliable procurement of nickel, cobalt and lithium for the batteries, based on Mibe.

In North the us, Honda will use batteries from generic Motors and a three way partnership with South Korea’s LG power solution. Honda will make electric powered fashions within the U.S. at its three plant life in Ohio, together with the Marysville plant.

below the U.S. Inflation reduction Act, signed by President Joe Biden last 12 months, to qualify for full tax credit EVs must be assembled in North the usa, and a definite percent of their battery components and minerals have to come from North america or a U.S. free exchange associate.

Honda is also working on setting up solid-state batteries for EVs Mibe spoke of. EVs now run in most cases on lithium-ion batteries.

Honda’s 2025 platform is called “E&E structure,” for “electric and electronic,” regarding the software, connectivity and services that work while driving and are updated over time. Automakers could be competing in this area.

Mibe spoke of Honda has dealt with the contemporary scarcity of computing device chips which have hit all automakers, partly due to restrictions concerning the coronavirus pandemic. Honda has reached a simple settlement with TSMC of Taiwan, the area’s greatest semiconductor maker, to shield in opposition t such shortages in the future.

“We hope to guide the realm in ecological manufacturing,” Mibe mentioned.


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