PC-BA-FBA-20 Practice Exam Questions and Answers

To determine which measures are appropriateKey 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 CS

F.  

Key Performance Indicators (KPIs):These are measurable metrics used to evaluate progress toward achieving a CS

F.  

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.  

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 isnot an appropriate KPIfor the CSF "provide excellent customer service."

B.  

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 isnot an appropriate KPIfor the CSF "provide excellent customer service."

C.  

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 anappropriate KPIfor the CS

F.  

D.  

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 anappropriate KPIfor the CS

F.  

E.  

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 anappropriate KPIfor the CS

F.  

Prototyping is a technique used to create a working model of a system or product to validate requirements and gather feedback. Let’s evaluate each statement to determine which arefalse:

Evaluation of Each Statement:

A.  

Suitable for waterfall requirements elicitation:Prototyping is generallynot suitablefor traditional waterfall methodologies because waterfall follows a linear, sequential approach where requirements are defined upfront before development begins. Prototyping, on the other hand, involves iterative feedback loops, which are more aligned with Agile methodologies.Conclusion:This statement isfalse.

B.  

Allows an analyst to confirm their understanding of requirements:Prototyping enables analysts to validate their understanding of requirements by creating atangible representation of the system for stakeholders to review and provide feedback.Conclusion:This statement istrue.

C.  

Only suitable for Agile project environments:While prototyping is commonly used in Agile environments due to its iterative nature, it isnot limitedto Agile. Prototyping can also be used in hybrid or iterative waterfall projects to clarify requirements and reduce ambiguity.Conclusion:This statement isfalse.

D.  

Enables the elicitation of usability requirements:Prototyping is particularly effective for gathering usability requirements because it allows stakeholders to interact with a mock-up or early version of the system, providing insights into user experience and interface design.Conclusion:This statement istrue.

Anorganization chartvisually represents the structure of an organization, including roles, responsibilities, and reporting relationships. By reviewing the organization chart, Sara can learn specific details about the sponsor of her project.

Key Considerations:

Position in the company hierarchy:The organization chart clearly shows where the sponsor fits within the company’s structure (e.g., senior leadership, middle management). This helps Sara understand their level of authority and influence.

Span of control:The chart also reveals how many teams or individuals report to the sponsor, providing insight into their scope of responsibility and decision-making power.

Culture within their team:While the chart may hint at team structure, it does not provide qualitative information about team culture, which requires direct observation or interviews.

Scope of their responsibilities:The chart outlines reporting lines but does not explicitly detail the specific responsibilities of the sponsor.

Preferred management style:Management style is a behavioral trait that cannot be inferred from an organization chart alone.

Evaluation of Each Option:

A.  

Their position in the company hierarchy:The organization chart explicitly shows the sponsor's position in the hierarchy, helping Sara understand their level of authority.Conclusion:This isrelevant.

B.  

Their span of control:The chart reveals how many people or teams report to the sponsor, indicating their span of control.Conclusion:This isrelevant.

C.  

The culture within their team:Team culture is not represented in an organization chart. It requires additional qualitative data.Conclusion:This isnot relevant.

D.  

The scope of their responsibilities:While the chart provides structural information, it does not specify the exact responsibilities of the sponsor.Conclusion:This isnot relevant.

E.  

Their preferred management style:Management style cannot be determined from an organization chart.Conclusion:This isnot relevant.