The business analyst's activities map directly to specific stages of the BCS Business Change Lifecycle.

Leading requirements elicitation and clarification (b) is a fundamental activity within the Design stage, where the future state solution is detailed.

Delivering coaching, training, and support (c) is part of the Implementation stage, focusing on preparing the business for the change and deploying the solution.

Assisting in the evaluation of benefits (a) is the core purpose of the Realisation stage, which measures the outcomes of the change against the initial business case.

Therefore, the analyst has supported the Realisation, Design, and Implementation stages.

A. This option incorrectly includes 'Alignment' and omits 'Realisation', which is a key activity described in the scenario (evaluating benefits).

B. This option incorrectly includes 'Alignment' and 'Definition' while omitting the 'Design' and 'Realisation' stages that the analyst clearly supported.

C. This option is incomplete as it omits the 'Implementation' stage, which is clearly represented by the coaching and training activities.

1. Paul, D., Cadle, J., & Yeates, D. (2020). Business Analysis (4th ed.). BCS, The Chartered Institute for IT.

Design Stage: "During this stage, the business analyst is likely to be involved in detailed requirements work... and in designing the new business processes." (Chapter 2, Section 2.4.3, p. 31). This supports activity (b).

Implementation Stage: This stage covers "the activities to prepare for the business change and the deployment of the new business and IT systems." Activities include "planning and conducting the business acceptance testing... and preparing the business for the deployment." This encompasses training and support. (Chapter 2, Section 2.4.4, p. 32). This supports activity (c).

Realisation Stage: "This stage is concerned with reviewing the business case to find out if the benefits have been realised... The business analyst may be asked to help with the benefits review." (Chapter 2, Section 2.4.5, p. 32). This supports activity (a).

The scenario presents two distinct business events. The first is the automatic, monthly printing of payslips, which is a time-based event triggered by the calendar (end of the month). The second event is the decision by senior management to award a bonus. Since this decision originates from within the organization and triggers a business process (re-calculating and re-printing payslips), it is classified as an internal event. Therefore, both internal and time-based events are identifiable.

B. External and Internal: The scenario does not describe any event triggered by an entity outside the organization, such as a customer or a regulatory body.

C. External and Time based: The management's decision to issue a bonus is an internal event, not an external one.

D. Time based only: This is incomplete as it overlooks the management decision, which is a significant internal event that directly impacts the payroll process.

1. Paul, D., Cadle, J., & Yeates, D. (2020). Business Analysis (4th ed.). BCS, The Chartered Institute for IT.

Page 91, Section 5.4.3, "Business events": This section defines the three types of business events. It explicitly states, "Time-based events... happen at a given time, for example, end of the month..." which directly corresponds to the monthly payslip printing. It also defines, "Internal events... are triggered from within the organization. For example, the management may decide to launch a new product..." which aligns perfectly with the senior management's bonus decision. This confirms the presence of both event types in the scenario.

The first issue, concerning "changes to the business structure" and "relationships with suppliers," directly relates to the Organisation element of the POPIT model. This element considers the organisational structure, roles, culture, and relationships with external stakeholders like suppliers.

The second issue, involving "electronic data sharing" and "legal accessibility issues," falls under the Information and Technology element. This element covers not only the hardware and software but also the information itself, including its management, quality, security, and legal compliance.

A. People: The issues described are not primarily about staff skills, motivation, or individual job roles.

B. Processes: While the project is a process redesign, the specific issues are about the organisational and technological impacts, not the process flow itself.

E. Procedures: 'Procedures' is not a distinct element within the officially recognized POPIT model (Processes, Organisation, People, Information and Technology).

1. Paul, D., & Cadle, J. (2020). Business Analysis (4th ed.). BCS, The Chartered Institute for IT.

Organisation: "The Organisation element of the POPIT model is concerned with the structure, job roles, culture, management style and politics of the business system." (Chapter 4, Section 4.5.2, p. 69). This directly supports the analysis of issue 1.

Information and Technology: "Information relates to the data that is held and used by the organisation... Technology is the software and hardware used by the organisation to support the business processes." (Chapter 4, Section 4.5.2, p. 70). This covers the data sharing and associated legal aspects of issue 2.

2. The British Computer Society (BCS). (2021). Practitioner Certificate in Business Analysis Practice V5.0 Syllabus.

The syllabus explicitly lists the four elements of the POPIT model as Processes, People, Organisation, and Information & Technology. It states that candidates should be able to "Describe the four elements of the POPIT model" and "Explain how the POPIT model can be used to identify issues to be addressed within a business change." (Section 3.2, p. 10). This confirms the correct elements and the exclusion of 'Procedures'.

The CEO's email clearly identifies three distinct elements of the PESTLE framework. The discussion about competitor costs, component prices from suppliers, and rising energy bills directly addresses Economic factors. The directive to review the biodegradability of packaging, social responsibility regarding sustainability, and the use of natural resources falls squarely under Environmental concerns. Finally, the need to revisit employment regulations, specifically changes to pension rules and paternity/maternity rights, is a direct reference to the Legal environment in which the firm operates. These three factors are explicitly mentioned as external influences requiring action.

A. This option omits the explicit Economic factors (costs, pricing) and includes Political, which is less direct than the Legal regulations mentioned.

C. This option incorrectly includes Technological. The email refers to the company's own technology, not external technological trends impacting the business.

D. This option correctly identifies Economic and Legal factors but omits the very clear and explicit Environmental concerns about packaging and sustainability.

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1. Paul, D., Cadle, J., & Yeates, D. (2014). Business Analysis (3rd ed.). BCS, The Chartered Institute for IT.

Chapter 4, Section 4.3.2, PESTLE analysis: This section defines the components of the PESTLE framework.

Economic: "The economic environment will constrain the organisation... This includes the cost of energy..." (aligns with energy costs).

Environmental: "This area concerns the environmental issues that are relevant to the organisation... for example, the sustainability of the resources it uses and the waste products it creates." (aligns with biodegradability and natural resources).

Legal: "This area covers the legal constraints on the organisation. This includes... employment law..." (aligns with pension and maternity/paternity rights).

2. Aguilar, F. J. (1967). Scanning the Business Environment. Macmillan.

This foundational text on environmental scanning categorizes external information into economic, technical, political, social, and legal domains. The email's content maps directly to the economic (costs), legal (regulations), and what would now be termed environmental (sustainability as a social/physical environment issue) categories described. This work is the academic precursor to the modern PESTLE framework.

3. Oxford Brookes University. (n.d.). PESTLE analysis.

In its guidance for business students, the university defines the PESTLE elements. It specifies that Legal factors include "employment law," Environmental factors include "sustainability" and "waste disposal," and Economic factors include "costs" and "competitor pricing." This academic definition directly supports the mapping of the email's content to the elements in option B.

CATWOE is a technique derived from Soft Systems Methodology (SSM) designed specifically to understand and analyze different stakeholder perspectives on a business system or problem situation. The 'W' in CATWOE stands for 'Weltanschauung' or 'worldview,' which directly addresses the conflicting perspectives of the IT and finance directors. By creating a CATWOE definition for each director's viewpoint, Shelly can formally articulate and compare their underlying beliefs and assumptions about the company's future direction. This provides a structured way to understand why they disagree and what each hopes to achieve, which is the core of the problem she faces.

B. The power/interest grid is for stakeholder classification and management, not for understanding the details of their differing perspectives.

C. SWOT analysis evaluates the strengths, weaknesses, opportunities, and threats of a strategy, not the underlying worldviews of the people proposing it.

D. The POPIT model analyzes the different areas of a business system impacted by change, rather than exploring conflicting stakeholder viewpoints.

1. Paul, D., Cadle, J., & Yeates, D. (Eds.). (2014). Business Analysis (3rd ed.). BCS, The Chartered Institute for IT. In Chapter 5, 'Investigating the business situation', the text explains that CATWOE is used to help understand different stakeholders' perspectives on a business system (pp. 90-92).

2. Checkland, P. (1999). Soft Systems Methodology: A 30-Year Retrospective. John Wiley & Sons. This foundational text on SSM explains that the methodology, including CATWOE, is designed for "messy" problem situations where different actors have conflicting worldviews ('Weltanschauungen') about the purpose of a system (Chapter 2, 'The Established Form of SSM').

3. Rose, J. (2013). Soft systems methodology (SSM). In Wiley Encyclopedia of Management. John Wiley & Sons, Ltd. This academic source confirms that SSM and its associated techniques like CATWOE are "particularly useful in dealing with ill-structured or 'messy' problems, which involve multiple stakeholders with conflicting objectives and priorities." (Section: 'The Methodology'). https://doi.org/10.1002/9781118785317.weom120149

At this early, investigative stage of a potential project, the most appropriate step is to create a high-level Business Case. This document, often called an outline or strategic business case, serves to validate the initial idea against the organization's strategic objectives. It provides a preliminary view of the expected costs, benefits, risks, and timescales based on high-level estimates. This allows senior management to make an informed decision on whether to commit further resources to a more detailed investigation and the development of a full, detailed Business Case. It formally structures the "investigate further" mandate given to the team.

B. Create a detailed Business Case: This is premature. The team has just been formed to investigate and lacks the detailed information on costs, benefits, and solutions required for a detailed business case.

C. It is too early to work on the Business Case: This is incorrect. It is the ideal time to start the Business Case, beginning with a high-level version to frame and justify the investigation.

D. Confirm with the directors the costs and benefits: This is an activity within the process of creating a business case, not the complete next step. The team's job is to investigate and quantify these elements.

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1. Paul, D., Cadle, J., & Yeates, D. (2020). Business Analysis (4th ed.). BCS, The Chartered Institute for IT.

Reference Point: Chapter 5, "Making a Business and Financial Case," Section 5.2.2, "The business case lifecycle." The text explains that a business case evolves, typically starting as a "strategic" or "outline" case during the feasibility study. This initial version justifies the investigation and is later developed into a "full" or "detailed" business case once more information is available. The scenario described is clearly in this initial feasibility phase.

2. AXELOS. (2017). Managing Successful Projects with PRINCE2 (6th ed.). TSO.

Reference Point: Chapter 8, "Business Case theme." The PRINCE2 methodology, which is highly influential in the BCS curriculum, explicitly distinguishes between an "Outline Business Case" created during the 'Starting up a Project' process and the detailed "Business Case" developed during the 'Initiating a Project' stage. The scenario aligns with the 'Starting up a Project' process where an initial justification is required.

Gap analysis is a core business analysis technique used to compare the current state ('as-is') with the desired future state ('to-be'). The process fundamentally involves three key stages. First, it is essential to thoroughly investigate and understand the existing situation (A). Next, this current state is compared against the defined target or desired situation to identify the differences, known as 'gaps' (B). Finally, once the gaps are clearly identified, the analysis proceeds to consider the possible high-level actions or changes required to bridge these gaps and transition from the current to the desired state (C). These three activities represent the essence of the gap analysis process.

D. Defining the solutions to close the gaps: This is a subsequent, more detailed design activity that follows the initial analysis of identifying gaps and considering high-level actions.

E. Deliver the solution to close the gaps: Delivering the solution is part of the project implementation or change delivery lifecycle, which occurs well after the gap analysis is complete.

1. Paul, D., Cadle, J., & Yeates, D. (2020). Business Analysis (4th ed.). BCS, The Chartered Institute for IT.

Chapter 10, Section 10.2, 'The gap analysis process': This section explicitly outlines the process: "The first step is to investigate and describe the existing business situation... The second step is to define the target business situation... The third step is to compare the two situations in order to identify the gaps... The final step is to identify the actions required to bridge the gaps." This directly supports options A, B, and C as the core steps.

2. The University of Texas at Austin, IT Service Management Courseware.

Document: 'Gap Analysis Template and Instructions': The instructions for performing a gap analysis state the key steps as: "1. Identify the Current State... 2. Identify the Future State... 3. Identify the Gaps... 4. Identify Actions/Projects to Close the Gaps." This aligns with understanding the existing situation (A), comparing it to the desired state (B), and considering actions (C).

3. Kaur, A., & Kautish, S. (2019). A roadmap from as-is to to-be state in business process management: a systematic literature review. International Journal of Business Process Integration and Management, 9(4), 336-353.

Section 3, 'Methodology': The paper describes the standard methodology for moving from an 'as-is' to a 'to-be' state, which is the foundation of gap analysis. It emphasizes the phases of "As-Is process modeling," "As-Is process analysis," "To-Be process design," and "process implementation." The first three phases correspond to understanding the current state, comparing it with a desired state, and considering actions/redesign, supporting the correctness of A, B, and C as analysis activities. DOI: https://doi.org/10.1504/IJBPIM.2019.103998

Kaplan and Norton's Balanced Scorecard evaluates performance across four key perspectives. The provided Key Performance Indicators (KPIs) map to three of these. 'Consumer satisfaction' and 'time to deliver orders' address the Customer perspective. 'Wastage in product production' is a measure for the Internal Business Process perspective, focusing on operational efficiency. 'The qualifications of production employees' relates to the Learning and Growth perspective, which concerns the organization's ability to improve and innovate. No KPI listed directly measures financial performance, such as profitability, revenue growth, or return on capital employed, which is the focus of the Financial perspective.

A. Learning and growth: This is covered by the KPI 'The qualifications of production employees,' which is a direct measure of employee capabilities and skills.

B. Internal business process: This is covered by the KPI 'Wastage in product production,' which measures the efficiency and quality of internal operations.

C. Customer: This is covered by the KPIs 'The time to deliver orders for products' and 'Consumer satisfaction with products.'

1. Kaplan, R. S., & Norton, D. P. (1992). The Balanced Scorecard—Measures that Drive Performance. Harvard Business Review, 70(1), 71–79. This foundational article defines the four perspectives, stating the Learning and Growth perspective includes measures like employee skills, the Internal perspective includes measures like cycle time and quality, the Customer perspective includes satisfaction and delivery time, and the Financial perspective includes profitability and shareholder value.

2. Paul, D., & Cadle, J. (2020). Business Analysis (4th ed.). BCS, The Chartered Institute for IT. In Chapter 10, Section 10.4.3, "The balanced scorecard," the text explains how the framework links performance measures. It provides examples aligning employee capabilities with the 'innovation and learning' perspective and operational efficiency with the 'internal business' perspective.

3. MIT Sloan School of Management. (2004). 15.963 Management Accounting and Control, Lecture Notes, Session 10: The Balanced Scorecard. MIT OpenCourseWare. The lecture notes explicitly categorize measures. For example, "Employee skills" is listed as a core measure for the Learning and Growth perspective, while "On-time delivery" is a core measure for the Customer perspective. The Financial perspective is shown to include measures like "Return on capital employed" and "Profitability."

In a Business Activity Model (BAM), activities are categorized to represent a conceptual view of the business system. The planning activity 'Define marketing strategy' sets the goals and approach. An 'enabling' activity is one that acquires or makes ready the resources needed to carry out the core 'doing' activities. In this context, 'Advertise clothes' is the enabling activity because it creates the necessary market awareness and customer interest (a resource) required to successfully execute the primary 'doing' activity, 'Sell clothes', in line with the defined strategy.

A. Monitor sales: This is a 'monitoring' activity, which measures the performance of the core 'doing' activities against the plan.

B. Define sales targets: This is another 'planning' activity, as it involves setting the goals and measures that the business will work towards.

D. Sell clothes: This is the fundamental 'doing' activity. It is the core operational task that the marketing strategy and advertising are designed to support.

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1. Paul, D., & Cadle, J. (2020). Business Analysis (4th ed.). BCS, The Chartered Institute for IT.

Reference: Chapter 6, 'Analysing business processes', pp. 138-139.

Details: This section defines the five activity types in a consensus BAM. It explicitly states, "Enabling activities: these activities ensure that the resources and facilities required to carry out the ‘doing’ activities are available and ready for use." This supports classifying 'Advertise clothes' as an enabling activity that makes the resource of customer awareness available for the 'doing' activity of selling.

2. The Open University. (2019). M816: Business process management and systems. Courseware Block 2: Business process analysis and design.

Reference: Section 3.2, 'The Business Activity Model (BAM)'.

Details: The course material describes the BAM framework, explaining that enabling activities are triggered by planning activities to provision resources. It clarifies that planning defines 'what' and 'how', while enabling provides the 'wherewithal' (e.g., skills, materials, information) for the 'doing' activities. Advertising provides the 'wherewithal' of customer demand.

Divergent thinking is a creative process focused on exploration and the generation of a wide range of ideas and potential solutions without immediate judgment. Its primary purpose is to broaden the scope of possibilities. Convergent thinking is the subsequent analytical and logical process. Its purpose is to systematically review, evaluate, and filter the generated ideas to identify the most viable options and decide on a path forward. These two modes of thinking work in tandem, first expanding the solution space (divergent) and then narrowing it down to a final choice (convergent).

C. Divergent thinking creatively considering multiple solutions to the problem

While accurate, this is a description of the process rather than its most fundamental purpose, which is to 'generate ideas' (Option A).

D. Convergent thinking define the solution in detail

This is an implementation or design activity that occurs after convergent thinking has been used to select the best solution.

E. Convergent thinking define the action to be taken, broadly

This is too vague. The purpose is the critical review and selection process itself, not just defining a broad action. Option B is more precise.

1. Paul, D., Cadle, J., & Yeates, D. (Eds.). (2020). Business Analysis (4th ed.). BCS, The Chartered Institute for IT.

Page 121, Section 5.4.2 Creative thinking: The text states, "Divergent thinking is the thought process used to generate creative ideas by exploring many possible solutions." This directly supports option A. It continues, "Convergent thinking follows divergent thinking and is a process in which the ideas are examined and the best one is selected." This directly supports option B's concept of reviewing ideas to determine a way forward.

2. Hasso Plattner Institute of Design at Stanford. (n.d.). An Introduction to Design Thinking PROCESS GUIDE.

Page 4, "Ideate": This guide describes the divergent phase of ideation: "It’s about pushing for the widest possible range of ideas from which you can select." This aligns with the purpose of generating ideas (Option A).

Page 5, "Prototype": The guide describes the move towards convergence: "Prototyping is getting ideas and explorations out of your head and into the physical world... The resolution of your prototype should be commensurate with your progress in the project. In early explorations, keep prototypes low-resolution..." This illustrates the beginning of the review and selection process (Option B) by testing and refining ideas.