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BCS Oral Exam > Business Change Lifecycle > Flashcards

Business Change Lifecycle Flashcards

1
Q

What are the stages of the business change lifecycle?

A
  • Alignment
  • Definition
  • Design
  • Implementation
  • Realisation

ADDIR

These all feed into the business case

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2
Q

In the alignment phase what 3 areas do we need to look at to ensure alignment?

A
  1. Enterprise Architecture
  2. Business Environment
  3. Business Strategy
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3
Q

ADDIR - Business Change Cycle

What happens during the **‘Definition’ **Phase of the business change lifecycle?

A
  • Closer look
  • root cause analysis
  • recommendations
  • requirements building.
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4
Q

ADDIR - Business Change Lifecycle

What happens during the design phase of the lifecycle?

A
  • Detailed specification
  • Design of the solution
  • Testing of the solution
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5
Q

ADDIR - Business Change Lifecycle

What happens during the implementation of the business change lifecycle?

A
  • planning
  • preparation
  • deployment of change
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6
Q

ADDIR - Business Change Lifecylce

What happens during the realisation stage of business change lifecycle

A

Review of predicted benefits

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7
Q

Business Change Lifecycle

What are the Pros and Cons of iterative delivery?

A

Pros:
* Fail fast
* Deliver value quicker
* Easier to adapt
* Better engagement

Cons:
* Difficult to estimate time and costs
* Designs can keep changing
* Resource is difficult to predict - may need more

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8
Q

Business Change Lifecycle

What are the Pros and Cons of Linear delivery?

A

Pros:
* Easier to plan
* Easier to estimate time & cost
* More stability
* Fixed timeline

Cons:
* Not easy to change
* Can take a while to see results
* Needs might have changed

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9
Q

What tool is used to gather analysis to complete analysis for alignment

A

SWOT:

  • Internal
  • Strengths
  • Weaknesses
  • External
  • Opportunities
  • Threats
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10
Q

In a **SWOT **analysis - what tools would you use to gather internal insight?

A
  • VMOST
  • Balanced Scorecard
  • Resource Audit
  • Performance Measurement
  • Growth Share Matrix
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11
Q

In SWOT Analysis what tools would you use to gather external insights?

A
  • PESTLE Analysis
  • Porters 5 Forces
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12
Q

VMOST

What does VMOST stand for?

A
  • Vision
  • Mission
  • Objectives
  • Strategy
  • Tactics
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13
Q

VMOST

What is the aim of a VMOST?

A

To align strategic goals with operational activities

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14
Q

VMOST

What does the Vision do?

A

Outlines the TARGET STATE for the organisation

eg: “Delivering Happiness to Customers”

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15
Q

VMOST

What does the Mission do?

A

Explains WHAT YOU DO and how you achieve your vision

eg. Instagram: Capture and share the worlds memories

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16
Q

VMOST

What does the Objectives do?

A

Outlines the large items you wish to achieve

eg: Diversify product range, expand to new regions

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17
Q

VMOST

What does the Strategy do?

A

High Level plans needed to achieve the objectives

eg. Leverage sustainable technologies to become a global leader

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18
Q

VMOST

What does the Tactics do?

A

Provide Low Level Detail that work towards the strategy

eg: Launch nationwide recruitment campaign

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19
Q

Balanced Scorecard

What is the aim of a balanced scorecard?

A

Assesses the breadth and balance of “goals” and “objectives” that an org uses to measure strategic performance

It should align to the vision and strategy of the organisation

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20
Q

Balanced Scorecard

What are the key areas of a balanced scorecard?

A
  • Financial
  • Customer
  • Learning and Growth
  • Internal Business Process

Centered around Vision and Strategy

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21
Q

Balanced Scorecard

What does **Financial **element of the BSC measure?

A

Measures that relate to the financial performance eg:
* profitability
* share prices
* turnover
* liquidity

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22
Q

Balanced Scorecard

What does **Customer **element of the BSC measure?

A

Measures that relate to the customer such as:
* complaints
* loyalty
* reviews
* feedback

23
Q

Balanced Scorecard

What does the **Learning & Growth **element of the BSC measure?

A

Measures that relate to investment in the org for future learning & growth
* employee skill development
* new product/service development
* continual improvement initiatives

24
Q

Balanced Scorecard

What does Internal Business Process element of the BSC measure?

A

Measures that relate to processes:
eg.
* error or defect rates
* lead times
* performances against SLA’s

25
Q

Resource Audit

What is the purpose of a resource audit?

A

To aid the identification of strengths and weaknesses for an organisation

26
Q

Resource Audit

Name 3 types of resource

A
  • Physical
  • Financial
  • Human
  • Know-how
  • Reputation
27
Q

Performance Measurement

What is performance measurement in relation to objectives?

A

It is a way of measuring how well an organisation is executing it’s objectives

28
Q

Performance Management (SWOT)

How is a good objective written?

A

Using the SMART technique
* Specific
* Measureable
* Achieveable
* Relevant
* Time-bound

29
Q

Performance Management

What are Critical Success Factors?

A

CSF’s should align to the organisations Mission & Vision.

They are Qualitative descriptions of the critical factors that must be in place for the org to achieve defined objectives.

eg: increased customer satisfaction, Better product offerings

30
Q

Performance Management

What are Key Performance Indicators?

A

KPI’s are quantative measures (SMART)
The can be used to measure performance against one or more CSF.

eg: Customer Engagement: number of Customers who complete survey

31
Q

Performance Measurements

What are Targets?

A

Targets are specific, they measure performance against objectives and KPI’s

eg: Survey completion - 60% of surveys are completed

32
Q

Growth Share Matrix

What is Growth Share Matrix?

A

Used to categorise the organisations products relative to the level of both market share and market growth

33
Q

Pestle Analysis

What is Pestle used for?

A

External analysis of elements out of the control of an organisation

34
Q

PESTLE

What does Pestle stand for?

A

Political
Economic
Socio-cultural
Technological
Legal
Environmental

35
Q

PESTLE

What do you consider under Economic?

A

International, national and local economic standing inc:
* interest rates
* inflation
* employment rates
* disposable income
* foreign currency rates
* costs or resources

36
Q

PESTLE

What do you consider under Political?

A

Policies made by
* Local and national government
* Transnational such as United Nations
* Trends and policies advocated by associations

eg: Taxation, Fair trade policy

37
Q

PESTLE

What do you consider under Socio-culture?

A

Trends within society and culture
* Changes to demographics
* Change in preferences and habits
* Changes in popularity, influencing

38
Q

PESTLE

What do you consider under Technological?

A

Trends with technology
* Availability of new technology - eg wifi, AI, etc
* Increased use of robotics
* Movement towards digital
* Accessibility of digital

39
Q

PESTLE

What do you consider under Legal?

A

Legal & regulatory impact
* New/changes in laws
* Employment laws
* GDPR
* Health & Safety
* Sector specific legislation
* Disability & equality laws
* Copyright

40
Q

PESTLE

What do you consider under Environmental?

A

Trends and influences concerned with natural environment
* Climate change
* net zero
* Animal welfare
* Waste disposal recycling

41
Q

PORTERS 5 FORCES

What is the purpose of Porters 5 Forces?

A

Aids with analysis of the relative positioning and power of the organisation

42
Q

PORTERS 5 FORCES

What are the 5 forces of the model?

A
  • Industry competitors and rivals
  • Bargaining power of suppliers
  • Bargaining power of buyers
  • Threat of new entrants
  • Threat of substitute products or services
43
Q

PORTERS 5 FORCES

What might you consider under Industry competitors and rivals?

A
  • Volume of industry competitors
  • Relative size, power and influence of competitors
  • The extent of growth in the overall market
  • The barriers to leaving the industry

eg: For fast food chain: global fast food chains, smaller chains,

44
Q

PORTERS 5 FORCES

What might you consider under ‘Bargaining Power of Suppliers’?

A

Looks at power and influence of suppliers:
* Relative size of suppliers compared to rivals
* Strength of suppliers brand or service
* Costs of switching suppliers
* Alignment with suppliers

eg: window cleaners may have less bargaining power than a global org

45
Q

PORTERS 5 FORCES

What might you consider ‘Bargaining Powers of Buyers’

A
  • Degree of buyers choice
  • Size of buyers compared with rivals
  • Cost of switching between suppliers
  • Threat of buyer competition

eg: bigger buyers will have more influence in negotiations

46
Q

PORTERS 5 FORCES

What Might you consider ‘Threat of new entrants’

A

provides stimulus to enhance products and services - new entrants however need to:
* meet industry legislation
* create market awareness
* create a compelling and unique value proposition
* secure distribution
* seek capital
* skilled workers & resources

47
Q

PORTERS 5 FORCES

What might you consider for ‘Threat of substitute products or services’

A

Looks at the availability and convenience of substitute services or products:
* buyers could decide they can live without
* could find an alternative way of meeting goal
1. different transportation
2. different entertainment
3. different energy consumption

48
Q

TARGET OPERATING MODEL & POPIT

What is POPIT and what does stand for?

A

POPIT can be used when analysing the as is to the to be, it should cover:
* People
* Organisation
* Process
* Information & Technology

49
Q

TARGET OPERATING MODEL & POPIT

What does People look at in the POPIT model?

A

People refers to the people who will be effected:
* What level of skill/training will they need?
* How will people communicate/?
* How will change be welcomed?

50
Q

TARGET OPERATING MODEL & POPIT

What does Organisation look at in the POPIT model?

A

Organisation considers:
* Who are the key stakeholders?
* What will the new org model look like?
* What will the culture be?
* Who will be the managers / structure?
* Do we need more/less staff?

51
Q

TARGET OPERATING MODEL & POPIT

What does Process look at in the POPIT model?

A

Process refers to:
* What processes will be used?
* Do processes need to change?
* Are there going to be any efficiencies in the process?

52
Q

TARGET OPERATING MODEL & POPIT

What does Information & Technology look at in the POPIT model?

A

Information
* What data will be stored & how will it be processed?
* How secure will the data be?

Technology
* What technology will be used in the target state?
* How well will it align to processes?
* Will the technology be scaleable?

53
Q
A

BCS Oral Exam (5 decks)

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