Scenario: Sales are falling but management cannot agree why. What approach would you take?
Diagnose – Investigate root causes using techniques such as stakeholder analysis, SWOT, PESTLE, and Fishbone before proposing solutions.
Scenario: Two departments blame each other for process delays. How would you handle this?
Engage / Influence – Analyse stakeholders (Power/Interest grid), facilitate discussion, use conflict resolution techniques, and clarify responsibilities (RACI).
Scenario: The organisation wants to choose between outsourcing or building in-house capability. What would you do?
Design / Recommend – Identify options, evaluate using cost-benefit analysis, risk analysis, and strategic alignment, then justify recommendation.
Scenario: A customer onboarding process takes too long and causes complaints. What is your approach?
Improve / Optimise – Analyse current process (value stream/process modelling), identify bottlenecks, redesign process, and define KPIs.
Scenario: The examiner asks how you would represent system interactions at a high level.
Model / Document – Use a context diagram to show system boundaries and external entities clearly.
Scenario: Stakeholders keep changing requirements late in the project. What would you do?
Validate / Assure – Use traceability matrix, prioritisation, and change control to maintain governance and alignment.
Scenario: The company is expanding internationally. What should be considered before launching change initiatives?
Align to Strategy – Consider external environment (PESTLE), competitive forces, organisational capability, and strategic objectives.
Scenario: A new IT system has been delivered. How would you ensure it meets business needs?
Validate / Assure – Define acceptance criteria, design test cases, perform UAT, and confirm benefits realisation.
Scenario: Senior management want to understand how a proposed change supports long-term goals.
Align to Strategy – Use VMOST or Balanced Scorecard to demonstrate alignment with vision, objectives, and performance measures.
Scenario: Users are resistant to adopting a new process.
Engage / Influence – Apply change management models (Kotter/Lewin), assess readiness, communicate benefits, and involve stakeholders.
Scenario: The examiner asks how you would capture functional requirements for a new booking system.
Model / Document – Use use case modelling, user stories, workshops, and prototyping to elicit and document requirements.
Scenario: The organisation wants to know whether a project is financially viable.
Design / Recommend – Conduct investment appraisal, cost-benefit analysis, and risk assessment to support a business case.
Scenario: A process works but performance metrics are unclear. What would you do?
Improve / Optimise – Define KPIs and critical success factors, use Balanced Scorecard to measure and improve performance.
Scenario: The root cause of repeated errors is unknown.
Diagnose – Use root cause analysis (Fishbone), interviews, observation, and gap analysis to understand underlying issues.
