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BCS Practitioner > GAP Analysis & Strategic Context > Flashcards

GAP Analysis & Strategic Context Flashcards

1
Q

What is Gap analysis

A

Existing situation is compared with the desired or target system to identify where there are differences and where changes need to be made

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2
Q

What are the stages of Gap analysis

A

-Assemble representation of existing system

-Assemble representations of target or desired situation

-Compare representations of existing and target situation

-Identify gaps to be addressed

-Consider possible actions to address the gaps

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3
Q

Gap analysis may concern a ____ or _____ change

A

Localised or Extensive

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4
Q

What is localised in terms of gap analysis

A

A change to a particular task, screen or feature

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5
Q

What techniques may be used to represent the to be for Localised gap analysis

A

Desired state: Task analysis, Prototype or Wireframe

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6
Q

What techniques may be used to represent the as is for Extensive gap analysis

A

TOM
BAM
To be business process models

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7
Q

What is extensive in terms of gap analysis

A

Activity relating to a broader scope where a change relates to a business process, product, or entire business area

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8
Q

What may be possible gaps that can be identified when conducting gap analysis

A

Organisational structure unsuitable to support the target situation
Skill gap
Business process gap
Information gap

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9
Q

What does a BAM show

A

BAM shows what activities would be needed to fulfill a stakeholder perspective

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10
Q

What is a consensus BAM

A

Consensus BAM shows the activities that would need to be fulfilled to accommodate several perspectives

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11
Q

What happens to an activity on a BAM for gap analysis ?

A

Activities on the BAM are inspected, evaluated against the current situation for that area of activity, and categorised to identify those requiring further inspection

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12
Q

What are the areas of Feasibility ?

A

Business
Technical
Financial

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13
Q

What is Business feasibility ?

A

Includes whether the proposal matches the objectives and strategies of the organisation.

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14
Q

What are some of the aspects of Business feasibility ?

A

Strategic Fit
Market Appropriate
Timely
Acrchitectural Alignment
Organisational fit
Cultural Fit
Capability Fit
Regulatory Alignment

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15
Q

What is Technical feasibility ?

A

involves considering whether or not the technology to deliver the solution is available.

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16
Q

What are some of the aspects of Technical feasibility ?

A

Available
Reliable
Performance
Maintainability
Secure
Performance
Scaleble
Compatible
Proven

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17
Q

What is Financial feasibility concerned with ?

A

Concerns whether the organisation can afford the proposed solution.

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18
Q

What are some of the aspects of financial feasibility ?

A

Within budget
Sufficient funds available
… or can be borrowed
Acceptable ROI
Acceptable Cash Flow
Timely Payback

19
Q

What is another tool that can be used to assess feasibility ?

A

PESTLE

Political
Economic
Socio-cultural
Technological
Legal
Environment

20
Q

What is the purpose of an organisations vision ?

A

Defines the target state of the organisation without regard to how this will be achieved

21
Q

The target state is realised through the completion of the _________

A

Mission

22
Q

What does VMOST stand for ?

A

Vision, Mission, Objectives, Strategy, Tactics

23
Q

VMOST provides an approach for the development and assessment of ____

A

Strategy

24
Q

What does each element in VMOST address ?

A

Vision: Defines the target state for the organisation without regard to how this be achieved

Mission: Describes what the organisation does or will do

Objectives: Specific objectives or outcomes the organisation wants to achieve

Strategy: Long term approach that is going to be taken by the organisation to achieve ‘vision’, ‘mission’ and ‘objective’

Tactics: Specific and detailed mean by which stratgey should be executed

25
Q

What does each element in VMOST address ?

A

Vision: Defines the target state for the organisation without regard to how this be achieved

Mission: Describes what the organisation does or will do

Objectives: Specific objectives or outcomes the organisation wants to achieve

Strategy: Long term approach that is going to be taken by the organisation to achieve ‘vision’, ‘mission’ and ‘objective’

Tactics: Specific and detailed mean by which strategy should be executed

26
Q

What’s the purpose of VMOST ?

A

Assess the internal strategic environment

27
Q

What is a resource audit ?

A

A technique used to investigate both tangible and intangible resources

28
Q

List the elements of Resource audit ?

A

Physical
Financial
Human
Know how
Reputation

29
Q

What can physical resources include ? and what questions can be asked to assess the degree of strengths and weaknesses ?

A

Buildings
Land
Machinery
Physical computer equipment
Vehicles
Are physical resources appropriate and fit for purpose ?
Do physical resources impede or constrain the organisation in meeting strategic goals and objectives?
Are the costs for development and maintenance of physical resource appropriate ?

30
Q

What can Financial resources include ? and what questions can be asked to assess the degree of strengths and weaknesses ?

A

All financial assets and liabilities
Cash flow
Profitability
Credit rating
Overdraft and loan facilities
Ability to generate capital
How strong is the overall financial position of the organisation ?
What is the balance of assets and liabilities for the organisation ?
Are income streams growing or declining ?
Are costs growing or declining ?
How strong is the cash flow position of the organisation ?
Is the organisation able to raise finance through borrowing ?

31
Q

What can Human resources include ? and what questions can be asked to assess the degree of strengths and weaknesses ?

A

Leadership and management
Full and part time employees
Temporary workers
Are the human resources willing and able to execute against strategic objectives ?
How strong are the succession plans within the organisation ?
How adaptable and skilled are the human resources of the organisation ?
Where are the human resources geographically ?
How motivated are the human resources within the organisation ?

32
Q

What can Know-how include ? and what questions can be asked to assess the degree of strengths and weaknesses ?

A

Patents, copyright and other intellectual property
Knowledge resources (operating procedures, processes, internal knowledge repositories)
Knowledge of supplier and customer preferences
Acquisition, retention and analysis of data
How strong is the know-how of the organisation?
Is know how documented and retrievable ?
Is the organisation reliant on the know-how of key individuals? What is the risk associated with this?
What unique abilities does the organisation have?
What abilities do the suppliers and customers of the organisation have?

33
Q

What can reputation include ? and what questions can be asked to assess the degree of strengths and weaknesses ?

A

Reputation of brand organisation owns
Organisation reputation as an employer
Organisation reputation as a partner, supplier or customer
Organisation reputation as a supplier of goods and services
Benchmark information, accreditation’s and awards
Level of goodwill towards organisation from potential/customers
What is the reputation of the organisation?
What positive or negative reviews of the organisation are available?
What feedback do regulators, partners, suppliers, customers or employees provide
about the organisation?
What do competitors say about the organisation?
What do regulators say about the organisation?
What benchmarking information is available about the organisation?
Has the organisation obtained any accreditation’s or awards?

34
Q

Which aspects of SWOT is internal or external ?

A

Internal: Strength and weaknesses
External: Opportunities and threats

35
Q

What does SWOT stand for ?

A

Strengths, Weaknesses, Opportunities and Threats

36
Q

What are the porters five forces ?

A

Threat of new entrants
Bargaining power of buyers
Threat of substitute products or services
Bargaining power of suppliers
Industry competitors

37
Q

What four performance areas are measured in a Balanced scorecard ?

A

Financial
Internal business process
Learning and growth
Customer

38
Q

What do each of these areas refer to ?

A

Financial: Financial performance (Profitability , liquidity, turnover, share price)

Internal business process: process performance (error/defect rates, lead time, performance against service level agreements, Process variability)

Learning and growth: Investment in organisation for future learning and growth

Customers: Measures relating to customer (complaints recommendations, loyalty, customer feedback ratings, reviews)

39
Q

What is the purpose of BSC ?

A

Provides a means to assess the breadth and balance of goals and objectives that the organisation uses to measure strategic performance

40
Q

What are CSF ?

A

Critical success factors are qualitative descriptions of the critical factors that must be in place for the organisation to achieve defined objectives

41
Q

What are KPI’s ?

A

Key performance indicators are quantitative measurements of performance that track the achievement of the of CSF’s

42
Q

What are targets ?

A

Specific and provide an objective measurement of performance against objectives or KPI’s

43
Q

What is an objective ?

A

Specific objectives or outcomes that the organisation wants to achieve

Used to guide and measure progress towards the organisations Vision and completion of the Mission

44
Q
A

BCS Practitioner (7 decks)

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