ISEB FSDEV : BCS Foundation Certificate in Systems Development Exam Dumps

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Exam Number : FSDEV
Exam Name : BCS Foundation Certificate in Systems Development
Vendor Name : ISEB
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FSDEV Exam Format | FSDEV Course Contents | FSDEV Course Outline | FSDEV Exam Syllabus | FSDEV Exam Objectives

One hour 'closed book' with 40 multiple choice questions

Pass mark is 65% (26/40)

Specific learning objectives

A comprehensive range of topics are covered, including:

Introduction to systems development

Life cycle types and their rationales

Business analysis

Requirements engineering

Making a business case

Programming and development approaches

Systems modelling and specification techniques

Systems design

System architecture

Quality and testing

Implementation and changeover

Evaluation and maintenance

Software support tools

Introduction to Systems Development (5%, K2) 7

2. Lifecycle types and their rationales (10%, K2) 7

3. Business Analysis (5%, K2) 8

4. Requirements Engineering (10%, K2) 8

5. Making a Business Case (10%, K3) 9

6. Programming and Development Approaches (10%, K2) 10

7. Systems Modelling and Specification Techniques (10%, K2) 10

8. Systems Design (10%, K2) 11

9. System Architecture (5%, K2) 12

10. Quality and Testing (10%, K2) 13

11. Implementation and Changeover (5%, K2) 14

12. Evaluation and Maintenance (5%, K2) 15

13. Software Support Tools (5%, K2)

This BCS Foundation Certificate in Systems Development is designed for anyone involved in
or affected by the development of IS/IT systems: this extends to Business and Systems
Analysts, Designers, Developers, Testers and other users and practitioners who want an
understanding of the coverage of Systems Development. Candidates will be able to
demonstrate an understanding of the principles systems development and delivery,
including, life cycle approaches, architecture, business analysis, requirements engineering,
systems modelling, design, development, testing, implementation and communication
between the various roles involved in systems development and delivery.

This exam sits below the range of BCS modular Certificates in Systems Development and
the BCS Diploma in Solution Development. It can be used to provide a foundation in the
subject for specialists in other disciplines.

A pass in this Certificate is an optional requirement of the BCS International Diploma in
Systems Development, for candidates wishing to follow that certification pathway later.

Specific Learning Objectives

A comprehensive range of topics are covered, including:

 Introduction to Systems Development

 Life Cycle types and their Rationales

 Business Analysis

 Requirements Engineering

 Making a Business Case

 Programming and Development Approaches

 Systems Modelling and Specification Techniques

 Systems Design

 System Architecture

 Quality and Testing

 Implementation and changeover

 Evaluation and maintenance

 Software Support Tools


For each top-level area of the syllabus a percentage and K level is identified. The
percentage is the exam coverage of that area, and the K level identifies the maximum level
of knowledge that may be examined for that area.

1. Introduction to Systems Development (5%, K2)

The objective is to understand the scope of systems development work and its relationship to other associated disciplines.

1.1 What is systems development

1.2 The scope of systems development

1.3 Relationship with other disciplines such as project management, programming, testing, service management, change and configuration management

2. Lifecycle types and their rationales (10%, K2)

The objective is to understand the range of systems development lifecycles, their application, advantages and disadvantages.
2.1 Systems Development Lifecycles

 Waterfall model

 V model

 Incremental model

 Spiral model

 Unified Process

2.2 For each lifecycle

 Principles and rationale

 Structure and stages

 Advantages

 Disadvantages

 Selection criteria

 Team roles and responsibilities

2.3 Adaptation and customisation of the lifecycles

2.4 Project management and the lifecycles

 Responsibilities of project managers in systems development

 Difference between project life cycles and systems development life cycles

3. Business Analysis (5%, K2)

The objective is to understand the objectives, activities and deliverables of business analysis


3.1 Definition of Business Analysis

3.2 Holistic discipline

 Focus on business problems and opportunities

 Bridge between business and IT

3.3 Place of Business Analysis in the development lifecycle

 Feasibility study

 Requirements analysis

 User acceptance testing

 Implementation

 Post-implementation review/benefits realisation

3.4 Outcomes from Business Analysis

 People change

 Process change

 IT/IS change

 Organisation change

4. Requirements Engineering (10%, K2)

The objective is to understand the core activities of the requirements engineering approach

and the techniques used to define, document and manage requirements.

4.1 Key areas of Requirements Engineering

 Requirements elicitation

 Requirements analysis

 Requirements negotiation

 Requirements documentation

 Requirements validation

4.2 Techniques for requirements elicitation

 Workshops

 Interviews

 Observation

 Questionnaires

 Scenarios

 Prototyping

 Document analysis

4.3 For each elicitation technique

 Purpose of the technique

 Advantages

 Disadvantages

4.4 Types of requirements

 Functional

 Non-functional

4.5 Prioritising requirements

 Reasons for prioritisation

 Approach to prioritisation

4.6 Managing requirements

 Recording requirements documentation

 Change control

 Version control

 Traceability

 CASE tools

4.7 Analysing and validating requirements

 Feasibility checking

 Ensuring the consistency and correctness of the requirements

 The validation process and roles

 Responsibilities of the reviewers

5. Making a Business Case (10%, K3)

The objective is to understand the purpose of producing a business case and the structure and contents of a business case.

5.1 Feasibility checking

 Business feasibility

 Technical feasibility

 Financial feasibility

5.2 Elements of a business case

 Background and context to the business case

 Options

 Costs and benefits for each option

 Impacts of each option

 Risks of each option

 Recommended actions

5.3 Identifying, evaluating and selecting options

5.4 Principles of cost/benefit analysis

5.5 Principles of impact and risk analysis

6. Programming and Development Approaches (10%, K2)

The objective is to appreciate the different approaches to programming and development of software solutions and identify the key features of each.

6.1 Types of development approaches (these are not necessarily mutually-exclusive)

 Agile Approaches

 Extreme programming

 Iterative and incremental approaches (Dynamic Systems

Development Method)

 Exploratory/empirical approaches (Scrum, Adaptive Systems

Development, Crystal, Lean Development)

 Feature driven development

 Test driven development

 Procedural

 Waterfall lifecycle

 Structured Programming

 Object-Oriented approaches

 Service Oriented

 On Demand Software

 Application Service Provider (ASP)

 Open source development

 Commercial off-the-shelf packages (COTS)

7. Systems Modelling and Specification Techniques (10%, K2)

The objective is to understand the importance of modelling and documentation in the systems development process, to identify the different types models and be aware of the various perspectives they address.

7.1 Reasons for modelling

 To aid communication between actors

 As a basis for rigorous development

 To provide a standard approach

 To ensure consistency across the development

 To assist in the identification of re-use

 To compare the current situation with the required

7.2 Modelling from different perspectives

 Examples of models

 Modelling perspectives of ‘Why; What; How; When; Who; Where

 Modelling static data (top down and bottom up)

 Modelling process and business rules

 Modelling dynamic behaviour

 Modelling user interface

7.3 Cross-referencing different modelling perspectives

 Cross-referencing process and data (e.g. CRUD)

 Cross-referencing process and objectives

 Cross-referencing user roles and processes

7.4 Documentation and specification

 Importance of documentation

 Documentation configuration management and version control

 Keeping documentation up to date

8. Systems Design (10%, K2)

The objective is to recognise the fundamental objectives and principles of good systems design.

8.1 The location of systems design in the systems development lifecycle

8.2 The objectives and constraints of systems design

 Objectives reflect many of the software qualities also identified in section

10. They include the need to deliver required functionality, reliability, maintainability, flexibility, expandability, usability, efficiency, re-usability, testability and adherence to standards

 Constraints on design include budget, time, skills available, influence of current (legacy) systems, target hardware and software platforms and internal politics

8.3 Input design, input technologies and their application

 Keyboard input considerations including data validation and data

verification requirements

 Existence check

 Range check

 Format check

 Cross-field (consistency) check

 Cost, time and accuracy advantages of direct data input

 Direct data input technologies including signals, voice, scanning, Optical Character Recognition (OCR), Magnetic Ink Character Recognition (MICR), Optical Mark Recognition (OMR), bar codes, swipe cards and mouse

 Application of direct data input technologies within given scenarios

8.4 Output technologies and their application (screen and form design is covered in the interface design and usability section of the syllabus)

 Output design technologies including different types of screens, printers and digital media, public display screens (for example, at bus stops) and mobile telephones

 Application of output design technologies within given scenarios

8.5 The objectives and principles of process design

 Stepwise refinement – the process of the elaboration of requirements

 Expressing processes through the constructs of sequence, condition and repetition

 Modularity and the principles of coupling and cohesion

 The principles of abstraction, encapsulation and generalisation

8.6 The objectives and principles of data design

 The aims and principles (but not conduct) of normalisation

 File organisation methods: serial, sequential, index-sequential and random

 File access methods: searches, indexes and algorithms

 Principles of hierarchical, network, relational and object-oriented database

management systems

8.7 The design of codes

 Factors affecting the design of a successful code, including uniqueness, stability, expandability and length

 The principles of facetted codes

 The use and definition of check digits

8.8 The scope and principles of security design

 Physical security of the computer environment

 Logical security measures such as passwords

 Firewalls, anti-virus software and spy-ware

 The function and content of audit trails

 Principles of the Computer Misuse Act

 Principles of the Data Protection Act

9. System Architecture (5%, K2)

The objective is to recognise the importance of a well-developed architecture as an integral

part of good system development.

9.1 Types of architecture

 Enterprise architecture and IT architecture

 Systems and application architecture

 Data architecture

9.2 Objectives and principles of systems architectures

 What is an IT architecture=>

 Why is an architecture important=>

 Underlying principles of architectures

9.3 Stakeholders and roles in architecture

 Customers and sponsors

 Service and product providers

 Designers and developers

 IT architect

9.4 Management of the architecture

 Monitoring compliance

 Handling change

 Evolution of architecture

9.5 The tiered architecture approach to IT system development

 The components of an IT architecture

 Interface, process and data layers

9.6 Service Oriented Architecture and Service Oriented Development Applications

 Services and technologies

 Examples of services

10. Quality and Testing (10%, K2)

The objective is to recognise the role of testing through the lifecycle.

10.1 The definition of software quality

 The need to meet robustness and reliability requirements

 The need to meet functional requirements

 The need to meet non-functional requirements, particularly usability

 The need for inherent software product qualities such as maintainability,

flexibility and efficiency

10.2 The objectives and limitations of testing

 The causes of software defects and the distinction between errors, faults

and failures

 The distinction between static and dynamic testing

 General testing principles

 Testing shows the presence of defects

 Exhaustive testing is impossible

 The principle and benefits of early testing

 The recognition of defect clustering

10.3 The structure and purpose of the static test stages of the V model

 Requirements

 Functional Specification

 Design Specification

 Module specification

10.4 The purpose and content of the dynamic test stages of the V model

 Component (unit) testing

 Component integration testing

 System testing

 Functional testing

 Non-functional testing

 User acceptance testing

10.5 Static testing

 Reviews and the test process

 Informal review

 Walkthrough

 Technical review

 Inspection

10.6 Dynamic testing

 Specification-based or black-box techniques

 Structure-based or white-box techniques

 Experience-based techniques

10.7 Re-testing (confirmation testing)

10.8 Regression testing

 Definition and scope of regression testing

 Opportunities for automating regression testing

11. Implementation and Changeover (5%, K2)

The objective is to recognise the importance of careful implementation.

11.1 The task of file and data conversion

 Technical feasibility of converting data

 Alternatives to automatically converting data, such as printing data out and re-entering it

11.2 The principles and problems of data mapping

 The principles of data mapping

 Common problems in data mapping, such as field type incompatibility, field

length differences, different field structures and absence of required fields in the current system

 Approaches to dealing with different field structures (for example, converting from one address field to three address line fields) and issues arising from populating newly defined fields with valid data

11.3 Plan, test and undertake data conversion

 Plan the steps and the timing of data conversion

 Write and test the data conversion programs

 The possible role of an automated test comparator in the testing process

 Undertake the actual conversion of live data

11.4 The role of supporting documentation, including user manuals

 The role and structure of an online help facility

 The role and structure of a printed user guide or user manual

 The role and structure of printed operational manuals

 The role and structure of technical documentation designed to allow the continuing support of the delivered software

11.5 Approaches to training

 Conventional lectures and workshops

 Remote mechanisms, such as web-casts and tele-conferencing

 Computer-based training (CBT) and e-learning initiatives

11.6 Define training needs and evaluate training effectiveness

 Identify current and proposed competencies

 Define an appropriate strategy, using approaches to training (11.5), to support the gaining of proposed competencies

 Assess the effectiveness of training in supporting these proposed competencies through post-course questionnaires and tests
11.7 Systems implementation

 The principles of direct changeover/conversion

 The advantages and disadvantages of direct changeover/conversion within a given scenario

 The principles of parallel running

 The advantages and disadvantages of parallel running within a given scenario

 The principles of pilot running

 The advantages and disadvantages of pilot running within a given scenario

12. Evaluation and Maintenance (5%, K2)

The objective is to recognise the need to evaluate a delivered system and to enhance it through subsequent maintenance.

12.1 The location of maintenance in the systems development life cycle

 Maintenance in abbreviated waterfall and V models

 The explicit reference to maintenance in the b model

 Maintenance in an iterative environment

12.2 The range of metrics which might be used to evaluate a delivered software product

 Characteristics of good metrics (for example, quantifiable, relevant, easy to collect)

 Metrics associated with the business objectives of the project (for example, concerned with improving profitability of the organisation)

 Metrics associated with the functional fit of the delivered software product (for example, number of corrective maintenance changes raised after implementation)

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ISEB BCS Actual Questions


The question of who is the actual father

Up to one in 25 dads could unknowingly be raising another man's child according to a recent study. This finding has been thrown to light with the wide spread use of paternity testing for medical and legal reasons.

A majority of the tests are instigated at the demand of the Child Support Agency to resolve who should be paying child maintenance. Others are done to investigate inherited health disorders and social reasons.


It has been found that rates of cases where a father was not the biological father of his child ranged from 1% in some studies to as much as 30 % and it has been generally agreed that the rate is below 10%, with a 4% rate meaning that about one in 25 could be affected. Increasing use of genetic testing is likely to boost the rates of paternal discrepancy.

Despite the projection, that the implications of so-called paternal discrepancy are being ignored. It could have devastating effects ranging from a troubled relationship to domestic violence, low self-esteem and anxiety.

It has been suggested to have counselling programmes for the couples involved to help them cope with the emotional strain involved. It is however to be remembered that the frustration should not be reflected on the child in any way.

THE AMERICAN QUESTION.; Actual Attitude of the British Government.


The Cabinet Council summoned for Thursday did not sit. To-day Lord LYONS returns by the Scotia to his post at Washington. It may be inferred that the Government is not inclined to depart from the policy it has hitherto pursued in reference to the contest between the "so-called" Confederate States of North America and the United States of North America -- not from the fact that the Council did not meet, but from the expressions of Ministers individually, and from the speeches of Sir C. LEWIS and Mr. GLADSTONE, and from the written elucidations of his meaning which have been published by the latter. But Lord Lyons may nevertheless be able to represent to the American Government the views of the British Ministry as to certain contingencies, and to indicate changes of policy which may be forced on them by the advent of certain events. It is impossible not to sympathize with a gallant people fighting under every disadvantage against enormous odds, and displaying the highest civic virtues and the most brilliant military qualities for a cause which, whatever we may think of it, has its principles established and its foundation laid in the very root of the United States Government.

But sympathy is a poor ally in a battle-field. All the moral support in the world is not worth a ball cartridge in a fight. And that is just what the Southern people feel, and what their friends here are busy in demonstrating to the world. It is scarcely creditable to the sense and patriotism of Englishmen to proclaim that they are convinced of the justice of a revolution which has established a government, raised an army, and defended its existence with success, and to stop short of the legitimate consequences of such a conviction; particularly when to it is united a large sympathy for the spirit, and courage, and conduct which the revolted nation has displayed in its cruel and most trying struggle. There is not, however, a man of intelligence who can doubt that recognition, to be of value to the South, must be accompanied by intervention or mediation, and that with either -- or even without them -- recognition means war. There are some authorities who declare that the States which now represent the United States, would bark a good deal, and bite not at all, if England and France recognized the South; and it is assumed that Great Britain is keeping her impatient ally back from a premature official announcement that Mr. JEFFERSON DAVIS has made a nation. It may be remarked, in the first place, that there is nothing known to the public to justify the assumption that France is so very eager to act, and, so far as official statements go, there is only the fact before the world that France had made no proposition of the nature imputed to her up to a very short time previous to the prorogation of Parliament. In the second place, the very active and talented Minister who represents France at Washington seems, by the course he is taking, to view with disfavor the establishment of Southern independence, because he is zealous and earnest, as far as one in his official station can be, for the success of the Democratic Party in the North; and it is in their success the sole chance of a reconstruction of the Union as it was -- small infinitesimally as it may be -- can be detected to exist. None of the recognitionists have pretended to think, or ventured to urge, that Great Britain should act alone in welcoming the Southern Confederacy into the sisterhood of nations; and it will be time to consider the principles on which the refusal of the Government to cooperate with France in recognizing the South is based when it is ascertained without doubt that the Emperor has asked the Ministry to take that course, or has gone so far as to suggest it as very desirable. But an active intervention might be forced upon us. Great Britain may receive some insult at the hands of a naval officer like Capt. WILKES, for which Mr. SEWARD may in the present temper of the Americans of the Northern States, lashed to fury by want of military success, and by the falsehoods and incessant slanders directed against this country by a portion of their press, be unable to atone. Recognition and intervention may then come upon us by compulsion, and assuredly it so, they will come with a better grace as the consequences of a war which the country could not with honor avoid, than as the causes of a war in which no great national interest could be vindicated or promoted. It remains to be seen what course the internal conflict is going to take between the States themselves. In our opinion, now as from the first, the Union as it was never can he restored. Not all the cement in the world political can ever bind the fragments of that very fine eggshell vase together again. But at the same time, to our judgment, the North must succeed in obtaining possession of all the maritime cities and of all the principal strategic points, and will eventually overwhelm the larger Southern armies in the field, unless its arm be paralyzed by a financial cataclysm, or arrested by internal political discord. As to the financial difficulty, however, it may be permitted us to remark that there is no instance of any nation ever being arrested in the course of a revolution by want of money; and that the Northern States are undergoing a revolution cannot be dented by any one who has studied the question. But it is said, "Oh, yes, the crash must come. Look at gold at 29 premium, and bankers' bills at 140." How are the Confederate States working on where gold is at 125 premium, and bankers' bills are not to be had at any premium at all? In fact, we can only guess at the amount of misery into which the Southern States are plunged by the war in the overt act of the Richmond Government, whereby it abandons its purpose of starving the cotton-consuming States into recognition by refusing to let them have their food, and now proposes to let them have a million bales of the necessary victual for their mills if only they can get at it. As there is a suspicion that a good deal of cotton crosses the Rio Grande through Texas, the Federal Government are now sending a flotilla to Galveston, which can scarcely be detended with success; and we may expect serious complications with the Northern States, in event of their assuming to close the river, as our naval officers have strict orders to maintain the neutrality of the southern or right bank up to the boundary line in the centre. There is no doubt the Federals will exert themselves on the water to the utmost, and that Capt. DAVID PORTER and Commodore FARRAGUT will make good use of the immense means at their disposal; but if they fail to reduce Charleston and Savannah with the aid of land forces this Autumn, they must be content to pass a long period of inaction, as it is not possible to keep gunboats and mortar-vessels off these harbors in Winter. In the inland waters they can, of course, work their will as long as the rivers are high.


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