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Foundation Certificate in Business Change > Business Improvement Definition (25%) > Flashcards

Business Improvement Definition (25%) Flashcards

1
Q

Interview: applicability

A
  • Elicit facts and information about the business situation and their role in it.
  • Gain overall impressions of issues and background from management
  • Confidentiality
  • Drilling down into detail
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2
Q

Interview: Advantages/Disadvantages

A

Advantages:
1. Builds relationship with stakeholder
2. Confidential
3. Understand stakeholder perspective & business overview

Disadvantages:

Only one viewpoint
Take lots of time

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3
Q

Observation: Applicability

A

Applicability

  • To identify ‘Unknown unknowns’
  • To identify non-functional requirements
  • To identify operational, environmental & technical constraints
  • To identify workflow sequence, peaks, troughs
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4
Q

Observation: Advantages/Disadvantages

A

Advantages:
1. We can get a good understanding of the processes, problems, politics etc
2. Helps devise workable, acceptable solutions
Disadvantages:
1. Can feel like ‘Big Brother’ – unsettles the observed
2. Your presence may impact the process

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5
Q

Workshops: Applicability

A

Provide an excellent collaborative forum in which issues can be discussed, conflicts resolved and requirements elicited from several perspectives at once
Useful at differing stages throughout the business change lifecycle to identify problems, elicit/negotiate requirements, and to investigate options

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6
Q

Workshops: Advantages/Disadvantages

A

Advantages:
1. Fast (?)
2. Stakeholders involved and committed - feel ownership
3. Developers and stakeholders understand each other
4. Simple method of resolving issues/options
5. More creative solutions are produced

Disadvantages:
1. Hard to schedule
2. Group dynamics need careful managing
3. Hidden agendas

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7
Q

Scenarios: Applicability

A

Applicability

  • To clarify/explore detail behind functional requirements (use cases)
  • Provides a basis for ‘alternative’ flow analysis
  • Provides a basis for user acceptance testing
  • Provides a basis for evaluation of COTS

deeper dive into process mapping

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8
Q

Scenarios: Advantages/Disadvantages

A

Advantages
- Aids visualisation and discussion of real life situations
- Can be used to build test scenarios
Disadvantages
- Can become complex, especially where many alternative paths

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9
Q

Surveys: Applicability

A

Applicability

  • To get quantification/scale of a problem or issue
  • Need to get many people’s views, possibly geographically dispersed
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10
Q

Surveys: Advantages/Disadvantages

A

Advantages

  • Easy to get results from large groups over geographically disperse regions
  • Can be anonymous
  • Quantitative statistics can be used in business case
  • Can uncover hidden problems/requirements

Disadvantages

  • Low response rate
  • Ineffective unless carefully designed and analysed
  • Not suitable for situations where much detail is required
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11
Q

Document Analysis: Applicability

A
  • Used to identify document-based processes and how they interact with people, the organisation, information and technology
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12
Q

Document Analysis: Advantages/Disadvantages

A

Advantages
1. Can yield good information on Organisation/Process/System
2. Can identify NFR’s (security etc)
Disadvantages
1. Don’t get differing viewpoints
2. Dry & Tedious
3. Reliant on document existing and having access (not confidential)

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13
Q

Root cause analysis tools

A

Fishbone / Mindmap / Rich Picture

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14
Q

Fishbone diagrams

A
  • A problem and its causes are represented as the skeleton of a fish
  • Head = the problem
  • Spines = the possible the causes
  • Similar to mind map but its purpose is strictly diagnostic rather than recording.
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15
Q

Mind maps

A

Business system or problem in the centre

First level branches (from central point) - main issues i.e. equipment

Second level branches - more detail i.e. photocopier broken

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16
Q

Rich Picture

A

An overview of the entire business situation with informal notation

Includes: organisational/human/
cultural aspects/process/ information flows of a business system

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17
Q

Stakeholder Wheel

A

Internal: Employees/Managers/Owners

External: Customers/Suppliers/Regulators/Competitors/Partners (e.g. resellers/outsourcers)

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18
Q

Stakeholder Wheel use?

A

To identify stakeholders

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19
Q

Techniques to Analyse/Manage Stakeholders

A

Power/Interest Grid
CATWOE
RACI Chart

20
Q

Power/Interest Grid

A

Constant active management (high power and interest)

Keep satisfied (high power, med interest)

Watch (high power, low interest - could change)

Keep onside (med power and no-high interest)

Keep informed (low power, high interest)

Ignore (low power, low interest)

21
Q

Why is CATWOE useful?

A

Identifying different perspectives

22
Q

CATWOE

A

Customer: who benefits/recipient of transformation
Actors: who carries out transformation
Transformation: core activity/process of biz system
World view: A belief statement - why does the organisation/biz system exist
Owner: who controls the biz system (& can change/even close)
Environment: PESTLE

23
Q

RACI

A

lists the main tasks or deliverables down the side & stakeholders along the top

R - responsible for creating/developing the deliverable/performing the task.

A - who is answerable for the quality of the deliverable/task.

C - provides information relevant to the deliverable/task.

I - are informed about a deliverable/task, though they may not have contributed directly to them.

24
Q

Gap Analysis

A

Comparing the ideal system (e.g. from Consensus BAM) with the existing systems

As is vs To be

Can also be used to compare requirements and COTS product and on individual skillsets

25
Q

Identifying Options

A

(Problem definition & investigation)
1. Identify options (can be radical and ‘do nothing’ - should be biz and technical)
2. Short list options
3. Develop (cost benefit / impact risk)
5. Produce business case

26
Q

Why should we consider feasibility of options?

A

Helps to eliminate unsuitable options

27
Q

3 types of feasibility to consider

A

Business
e.g. physical infrastructure / cultural fit / process compatibility

Technical
e.g. security / availability

Financial
e.g. Funds available/borrowing available

28
Q

Business Case contents

A

Introduction and management summary

Description of current situation

Options considered

Analysis of costs and benefits

Risk assessment

Impact assessment

Conclusions and recommendations

Appendices

29
Q

Describe the contents of the ‘Background and objectives’ section of a business case

A

Intro - sets the scene /why is the biz case being presented

Management Summary - distil the whole BC. Includes: what was the study about/options (ad and disad)/recommendation

Current situations - explained with the problems and opp identified

30
Q

Options section - Business Case

A

Summarises the options considered and explains why some should be rejected.

31
Q

Categories of costs and benefits

A

Tangible costs: e/g/ project staff costs/equipment/training

Intangible costs: Recruitment/loss of productivity

Tangible benefits: staff saving/reduced effort/faster customer response

Intangible benefits: increased job satisfaction/customer satisfaction

Can both be Short and long term

32
Q

Impact vs Risk

A

Impact - will happen
Risk - might happen

33
Q

Impact Assessment

A

Impact on the organisation needs to be explored for each option

e.g. Org structure (reorganise departments) / interdepartmental relations / supplier relations / promotion criteria

34
Q

Risk Assessment

A

For each risk:

  1. Description
  2. Impact assessment: what is the harm if risk occurred (quantitative preferred)
  3. Probability: precise measures or low/med/high
  4. Countermeasures
  5. Ownership (for countermeasures)
35
Q

Investment Appraisal Techniques

A

Payback
Discounted cash flow
Internal rate of return

36
Q

Payback/break even

A
  1. Calculate cash flow for the year (savings less costs)
  2. Add CF for the year to cumulative cash flow
  3. Break even when CCF is positive
37
Q

Discounted cash flow and net present value

A

Takes into account the time value of money

Apply discount factor to net cash flow to get the NPV

38
Q

Internal rate of return

A

The internal rate of return technique turns the DCF/NPV calculations on their head and asks, ‘What discount rate would we need to use to get a net present value of zero after [x] year?’

The result - which can only be obtained by trial and error - simulates the return on investment that the project has generated.

IRR is used to compare projects when making investment appraisal decisions. Projects with a higher IRR are preferable to those with a lower IRR. However, for an investment to be approved, the IRR should exceed the organisation’s cost of capital or, if it using its savings, the interest rate payable by the bank.

39
Q

Programme vs Project

A

Programme

A programme is a group of projects which require coordination in order to bring about a business change

Project

This is one aspect of a wider business change programme. A discrete piece of work

40
Q

Requirements Engineering Framework

A
  • Requirements Elicitation
  • Requirements Analysis
  • Requirements Validation
  • Requirements Documentation
  • Requirements Management

Elicitation - Information about requirements
Analysis - Improves the quality: generates gaps and questions and determines if more elicitation needs to take place. Analysis produces defined requirements
Validation - Are we willing to accept these requirements/benchmark them? Any issues identified during validation pushes them back into analysis

Management - change control process

41
Q

General requirement

A

A type of requirement that documents high-level business constraints and policies

Business requirement

42
Q

Technical requirement

A

A type of requirement that documents high-level technical constraints and policies

Business requirement

43
Q

Functional requirement

A

WHAT the solution should do

44
Q

Non-Functional requirement

A

HOW it should do it i.e. performance/usability etc

45
Q

Use Case Diagrams

A
  • Functional model
  • summarise functional requirement

Rectangle - System boundary (part/whole)
Stick figures - System Actors (/user roles) interacting with the system (their goals)
Circles with verb noun - system functionality
Association - shows how the interaction between actors and the system

Foundation Certificate in Business Change (6 decks)

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