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.
What is a class model?
Conceptual model of the data that needs to be held
Components of a class model
CALM
Classes (datagroups)
- Things/Events/Places/People & Organisaions
Attributes (information to be held of the classes)
Logical Associations (between classes)
Multiplicities (How many instances one class can be associated with in another class
- Read “Each ‘class’ is associated with #..’ of the ‘other class’”
(5. operations)
What does a class model not consider?
Technology/Processes/Constraints (i.e time)
It is conceptual
How is a class represented in a class model?
A simple rectangle with the name of the class in the top compartment
Always written as a noun phrase i.e. Customer / BankAccount (Camel case)
What does an association represent in a class model?
A logical/meaningful correspondence between classes
e.g. Customer MAKES booking
Passenger TRAVELS on train
How is an association represented in a class model?
A line between classes with an arrow showing how it should be read with multiplicities. It may be labelled with a meaningful description i.e. Owns vs Owned by
Why model data?
A data model allows the stakeholders who use the system, or obtain information from
it, to agree the data that is to be recorded and accessed.
Helps understand the business rules in relation to data and helps identify data requirements
COTS advantages
Less expensive
Faster Implementation
Standard support 7 maintenance means a dedicated in house team is not required
COTS vendors keep their software up to date
COTS disadvantages
Unlikely to be a perfect fit with requirements (process changes needed or pay for customisation)
No competitive advantage (all competitors can have the same)
Bespoke software advantages
Meets business requirements
Ownership of development roadmap (control development and pace)
Aligns to business processes (no need to make changes)
Aids morale
Can be integrated with other systems
Differentiates from our competitors
Bespoke software disadvantages
Expensive (cost and time)
Stakeholder management
Upfront investment
COTS may have features we have not considered
Waterfall model
Development shown through a series of sequential steps. Each stage is reviewed and signed off before the next begins
Waterfall Model - steps
Feasibility study - BC gateway before resources committed
Requirements analysis and specification - BC gateway confirmed after req
Solution design - BC gateway confirmed when estimate dev costs
Solution development & implementation - BC revisited before deployment
Operation of new processes and systems - benefits realisation is checked
Waterfall Lifecycle
Feasibility study
Analysis
Design
Development
Testing
Implementation
Agile
Delivered into iterations
User stories into product backlog and developed overtime
iterative development & incremental delivery
Agile Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the
left more.
What is V Model an extension of?
The waterfall model
V Model
Relationship between each stage of the development cycle and the testing cycle
Business Case - Benefits Realisation
Business Requirements - Acceptance Testing
System Design - System Testing
Develop Modules- Unit Testing
Build/ Develop Solution
Not executed but planned i.e. write acceptance criteria/test scripts
