GAP Analysis & Strategic Context

Question 1

What is Gap analysis

Answer 1

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

Question 2

What are the stages of Gap analysis

Answer 2

-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

Question 3

Gap analysis may concern a ____ or _____ change

Answer 3

Localised or Extensive

Question 4

What is localised in terms of gap analysis

Answer 4

A change to a particular task, screen or feature

Question 5

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

Answer 5

Desired state: Task analysis, Prototype or Wireframe

Question 6

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

Answer 6

TOM
BAM
To be business process models

Question 7

What is extensive in terms of gap analysis

Answer 7

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

Question 8

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

Answer 8

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

Question 9

What does a BAM show

Answer 9

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

Question 10

What is a consensus BAM

Answer 10

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

Question 11

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

Answer 11

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

Question 12

What are the areas of Feasibility ?

Answer 12

Business
Technical
Financial

Question 13

What is Business feasibility ?

Answer 13

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

Question 14

What are some of the aspects of Business feasibility ?

Answer 14

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

Question 15

What is Technical feasibility ?

Answer 15

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

Question 16

What are some of the aspects of Technical feasibility ?

Answer 16

Available
Reliable
Performance
Maintainability
Secure
Performance
Scaleble
Compatible
Proven

Question 17

What is Financial feasibility concerned with ?

Answer 17

Concerns whether the organisation can afford the proposed solution.

Question 18

What are some of the aspects of financial feasibility ?

Answer 18

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

Question 19

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

Answer 19

PESTLE

Political
Economic
Socio-cultural
Technological
Legal
Environment

Question 20

What is the purpose of an organisations vision ?

Answer 20

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

Question 21

The target state is realised through the completion of the _________

Answer 21

Mission

Question 22

What does VMOST stand for ?

Answer 22

Vision, Mission, Objectives, Strategy, Tactics

Question 23

VMOST provides an approach for the development and assessment of ____

Answer 23

Strategy

Question 24

What does each element in VMOST address ?

Answer 24

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

Question 25

What does each element in VMOST address ?

Answer 25

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

Question 26

What’s the purpose of VMOST ?

Answer 26

Assess the internal strategic environment

Question 27

What is a resource audit ?

Answer 27

A technique used to investigate both tangible and intangible resources

Question 28

List the elements of Resource audit ?

Answer 28

Physical Financial Human Know how Reputation

Question 29

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

Answer 29

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 ?

Question 30

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

Answer 30

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 ?

Question 31

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

Answer 31

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 ?

Question 32

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

Answer 32

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?

Question 33

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

Answer 33

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?

Question 34

Which aspects of SWOT is internal or external ?

Answer 34

Internal: Strength and weaknesses External: Opportunities and threats

Question 35

What does SWOT stand for ?

Answer 35

Strengths, Weaknesses, Opportunities and Threats

Question 36

What are the porters five forces ?

Answer 36

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

Question 37

What four performance areas are measured in a Balanced scorecard ?

Answer 37

Financial Internal business process Learning and growth Customer

Question 38

What do each of these areas refer to ?

Answer 38

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)

Question 39

What is the purpose of BSC ?

Answer 39

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

Question 40

What are CSF ?

Answer 40

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

Question 41

What are KPI’s ?

Answer 41

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

Question 42

What are targets ?

Answer 42

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

Question 43

What is an objective ?

Answer 43

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