Business Change Design and Development (20%) Flashcards
POPIT
Holistic approach to changes - shows key aspects that should be considered/analysed and the correspndance between the areas
People - do they have required skills?
Skills, motivation, performance objectives, recruitment approach
and criteria, appraisal and development approach, salaries and
benefits
Organisation - Does culture enable productive work? Is there a supportive management
Job roles, management structures, culture, values, standards,
policies
Processes - Are they efficient/well defined?
Process and task definitions, business events, business rules
Information - has the data the systems hold been considered?
Capture, recording, reporting and distribution of data and
information
Technology -
Software products, hardware, infrastructure, networking,
communication, digital and other forms of technology
What people related areas should be considered as part of a business change initiative?
Skills - what skill are required and any training/support needed
Recruitment - may be needed to overcome skills gap (recruitment procedures should be evaluated)
Staff Development - to overcome skills gap. Adequate development plans? Do appraisals praise the right aspects?
Motivation and Reward - gap between current motivation and the level require to implement change successfully.
Types of organisational structure
o Shape of org - hierarchical with several levels of management or ‘flat’ where each manager is responsible for many staff
o Span of control - the area and people for whom a manager has oversight
o The way it is structured - according to function, products/service or geography?
o Centralised or decentralised business model
Tall organization structure
many leaders and layers of management
‘top-down’ approach
a long chain of command
narrow span of control
Flat organization structure
few layers of management
managers have a wide span of control with more subordinates
short chain of command
communication pathway is short and often results in quicker, more effective communication.
Centralised vs decentralised organisation structure
Centralised - most decision are taken by senior managers and passed down the organisational hierarchy
Decentralised - delegate authority down the chain of command e.g. each department has the authority to make their own decisions
Business Change on team structures and roles
Process / system changes vary in scope from minor changes i.e. changes in JD to significant changes to an entire team structure/redefinition of jobs and performance measures
Functional View vs Process View
A common way to decompose a company is to divide it hierarchically into functional departments (e.g., sales and production)
Process: (spanning several functions)
(Internal/external request)
1. Input
2. Activities - adding value
3. Output
(Delivery of product/service)
Process view focuses on what we are in business to do from our customer’s perspective
Business Process Model - Actor
A named person, group or IT system with responsibility for carrying
out one or more tasks
Business Process Model - Task
A round-cornered rectangular box that represents work conducted by
an actor in one place at one time.
Business Process Model - Swimlane
A ‘row’ of tasks that are conducted by one actor; a boundary is shown
for each swimlane to distinguish the work of one actor from that
conducted by another actor. Where a task is completed by two actors
together, for example, where a hotel booking is made by telephone, a
task should be shown straddling both swimlanes
Business Process Model - Process Flow
An arrow shown from an initiating event to a task, between tasks or
from a task to a final outcome.
Business Process Flow - Business Event
The event that triggers the business process. This is shown as a
filled-in circle.
Business Process Flow - Decision
A diamond-shaped box that represents the application of a business
rule in order to determine the next task to be performed. Each
process flow emerging from a decision point is clarified using a ‘guard
expression’, which is shown in square brackets. The guard expression
represents the business rule that determines whether or not the
process can progress in a particular direction of flow. There may be
several flows emerging from a ‘decision diamond’, each of which has a
guard expression stating the rule that has to be satisfied
Business Process Flow - Outcome
The situation resulting from the completion of the business process.
This is shown as a bullseye – a filled-in circle within an outer circle.
