BCS BA Found. · BCS · Analysing and Managing Stakeholders · Bank updated 2026-07-03
BCS BA Found. practice questions: Analysing and Managing Stakeholders
5 free questions from 14 on this area · answer and explanation for each · no sign-up
These 5 questions come from the Analysing and Managing Stakeholders section of our BCS BA Found. bank (14 questions on this area, which carries 10% of the real exam). Every question is original, with the correct answer explained and linked to the source it is drawn from.
1/5 · Analysing and Managing Stakeholders · easy
When constructing a RACI chart to clarify roles for a set of business analysis tasks, what is the key rule regarding the 'Accountable' designation for any single task?
AThe Accountable entry can be left blank for low-risk tasks
BExactly one person or role should be Accountable for each task, even where several people are Responsible for doing the work
CThe Accountable person must personally perform most of the task's work
DMultiple people may share accountability for the same task as long as they agree among themselves
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2/5 · Analysing and Managing Stakeholders
A finance director sponsors a change programme but delegates day-to-day oversight to a programme manager, attending only quarterly steering board meetings and rarely reading detailed status reports. The business analyst places this director in the high power/low interest quadrant of the power/interest grid. What is the recommended engagement approach?
AArrange weekly detailed working sessions matching the depth given to the programme manager
BExclude the director from communications entirely until the steering board meeting
CProvide concise, high-level information timed to key decision points, escalating promptly if the director's risk profile or interest changes
DCommunicate only via general newsletters, since the director's current power is not a concern
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3/5 · Analysing and Managing Stakeholders
An organisation extends the standard RACI chart to a RASCI chart for a complex requirements sign-off process. What does the additional 'S' represent, and how does it differ from 'Responsible'?
A'Sponsor' — the senior individual who funds the initiative and holds ultimate decision rights
B'Support' — provides resources, assistance or partial effort to the Responsible party, without owning delivery of the task
C'Stakeholder' — anyone with an interest in the task, equivalent to Informed
D'Signatory' — the person who formally signs off the deliverable, replacing Accountable
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4/5 · Analysing and Managing Stakeholders · hard
While building a RACI chart for a new supplier-onboarding process, a business analyst finds that six different managers have been marked as 'Consulted' for a single approval task, and no one has been marked 'Accountable'. What issue does this reveal, and what should the analyst recommend?
ALeave the chart as is but add a seventh manager as 'Informed' to ensure full transparency
BConvert all six 'Consulted' entries to 'Responsible', since consultation implies shared ownership of delivery
CThis is acceptable, since spreading consultation widely improves buy-in and RACI charts do not require an Accountable entry for every task
DAssign a single Accountable owner for the task and review whether all six 'Consulted' entries are genuinely needed, since excessive consultation can slow decisions while unclear accountability creates delivery risk
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5/5 · Analysing and Managing Stakeholders · easy
When plotting stakeholders on the power/interest matrix as part of stakeholder analysis, what does a stakeholder's 'interest' rating primarily represent?
AThe seniority of the stakeholder's job title relative to other stakeholders in the organisation.
BThe number of hours per week the stakeholder is contractually required to spend on project activities.
CThe size of the financial stake or monetary investment the stakeholder has committed to the project.
DThe degree of concern the stakeholder has about, and their expected level of involvement in, the outcome of the change.
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D is correct. In the power/interest matrix, 'interest' captures how concerned a stakeholder is about the change and how much they care about its outcome, which is distinct from their formal authority (power), financial exposure, or time commitment. Correctly separating these dimensions is essential to placing stakeholders in the right quadrant and choosing an appropriate engagement approach.
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