A Quick Glance

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    Manage Change with latest tools and techniques

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    Learn the basics of organisational change and its principals

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    Know the different types of change

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    Acquire, Deploy and Ensure successful change solutions in your organisation

Change is a never-ending phenomenon and when it occurs in an organisation it might disturb the work environment. To counter this it is necessary to manage change in the organisation. The top management feels that if the element of change is not managed, it can have adverse effects on the organisation. The BCS Foundation Certificate in Business Change provides the aspirants such a type of knowledge. It also upgrades their skills such that they can manage the organisational change. At Pentagon Training, we provide the delegates with the course to help them progress further in their careers.

Who should take this course

The BCS Foundation Certificate in Business Change provides an entry qualification for anyone wishing to understand the process and techniques used in delivering business change. The course would be generally taken up by Project and System Managers.

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Prerequisites

There are no formal entry requirements for this course although attendance at an accredited course is strongly recommended.

 

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What Will You Learn

During the course the delegates will learn about the following concepts:

  • Business and IS strategy
  • Business improvement definition
  • Business change design and implementation
  • Benefits management and realisation
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What's included

  Course Overview

The BCS Foundation Certificate in Business Change (one of the courses in the Business Analysis Training)  delivers a complete view of the business change lifecycle and the activities, techniques and models used when carrying out business change work. Much of the focus is on the use of Information Technology (IT) to enable business change. Today without taking IT into the framework it would become difficult to achieve maximum benefits from the change. The BCS Foundation Certificate in Business Change will be awarded to those candidates who are capable of demonstrating knowledge and understanding of the principles, approaches and techniques used to conduct business change activities.

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  Course Content

  • Business Change Principles
    • The distinction between IT projects, pure business change projects and the IT-enabled business change projects
    • The distinction between IT as a driver and IT as an enabler
    • The degrees of business change
    • The distinction between improving business operations and improving business information
    • IT as a core competence and the implications for the outsourcing business model
    • The business change lifecycle
    • The stages in the business change lifecycle
    • The identification, analysis and management of stakeholders
    • The business, project and external stakeholders
    • The roles and responsibilities of key stakeholders:
      • Sponsor/Senior Responsible Officer
      • Business Analyst Programme Manager
      • Project Manager
      • Business Change Manager
      • Business Actor
      • Developer
  • Business and IT Alignment
    • Aligning the organisation with the External Environment, the Vision, Mission, Objectives, Strategy and Tactics, and the Enterprise Architecture
    • The external and internal business environments for organisations
      • The importance of understanding external environment influences
      • The importance of analysing the internal organisational capability
      • The importance of understanding culture
    • Organisational Cultures
    • National Cultures
    • The implications of culture for business change projects
    • Corporate and IT Governance and the relevance to benefits management and risk management
    • Elements of an Enterprise Architecture
  • Business Improvement Definition
    • Investigating the business situation: rationale and techniques
    • Holistic approach and systems thinking
    • Gap analysis: purpose and approach
    • Business requirements elicitation and analysis
    • The contents of the business case
      • Options
      • Costs
      • Benefits
      • Risks
      • Impacts
      • Decisions
    • Stakeholder responsibilities and the business case
    • The business case lifecycle
    • Programme definition
      • The change programme
      • The relationship between programmes and projects
      • The role of the programme office
  • Business Change Design
    • Aspects of organisational change
      • The organisation structure: boundaries and relationships
      • Organisation performance measurement
    • Aspects of people change
      • Defining roles and jobs
      • Defining required skills and competencies
      • Managing performance of individuals
      • Communications planning
    • Aspects of process change
      • The distinction between the functional and process views
      • The elements of a business process
      • ‘As is’ and ‘To be’ business processes
      • Modelling tasks
      • Improving business processes
    • Information analysis and modelling
      • Information management modelling
      • Levels and types of information
      • Information modelling and the representation of business rules
    • Aspects of information technology
      • Systems development lifecycles: bespoke and off the shelf software solutions
      • Architecture and service management concerns
  • Business Change Implementation
    • Planning the acquisition, deployment and acceptance
    • Acquiring the solution
      • Pros and cons of bespoke deployment
      • Pros and cons of off the shelf software solutions
      • Business acceptance testing
    • Deploying the solution
      • Roles required to deploy business change
      • Approaches to deploying business change
      • The change process – unfreeze, transition, refreeze
    • Ensuring acceptance
      • Emotional impact of changes
      • The learning cycle
      • Analysing the forces that assist and resist change
    • Reviewing the change
      • Purpose of post-implementation review
      • The distinction between PIR and benefits review
  • Benefits Management and Realisation
    • Benefits management in the business change lifecycle
    • Classifying benefits
    • Investment appraisal techniques
    • Benefits and the Balanced Business Scorecard, CSFs and KPIs
    • Roles and responsibilities in benefits management
    • The purpose, conduct and outcomes of a benefits review
    • Benefits realisation: significance and challenges
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Foundation in Business Change

BCS provides extra time to the candidates in case of some disability or if they have a native language different from the language of the exam.If the examination is taken in a language that is not the candidate’s native / official language then they are entitled to 25% extra time. If the examination is taken in a language that is not the candidate’s native / official language then they are entitled to use their own paper language dictionary (whose purpose is translation between the examination language and another national language) during the examination. Electronic versions of dictionaries will not be allowed into the examination room.



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Reach us at +44 1344 961530 or info@pentagonit.co.uk for more information.

About Sheffield

Sheffield is a city area in South Yorkshire, England. Actually part of the West Riding of Yorkshire, its name originates from the River Sheaf, which innings through the city. With some of its southern suburbs occupied from Derbyshire, the city has grown up from its main manufacturing roots to include a broader economic base.

In the 19th century, Sheffield increased a global reputation for steel manufacture. Known as the Steel City, many novelties were industrialised nearby, counting container and stainless steel, powering an almost tenfold increase in the population in the Industrial Rebellion. Sheffield conventional its public charter in 1843, flattering the City of Sheffield in 1893. International rivalry in iron and steel produced a weakening in these businesses in the 1970s and 1980s, according to with the failure of coal withdrawal in the area.

Government:

Sheffield is ruled at the local level by Sheffield City Council. It contains 84 councillors chosen to signify 28 words: three councillors per district. Following the 2016 local votes, the delivery of assembly places is Labor. The city also has a Lord Mayor though now just a ritual position, in the past, the office approved substantial authority, with decision-making powers over the funds and businesses of the city assembly.

Much of its past the assembly was skilful by the Labor Party, and was noted for its leftist understandings; during the 1980s, when David Blunkett ran Sheffield City Council, the area augmented the epithet the Socialist Republic of South Yorkshire. Though, the Liberal Democrats measured the Council between 1999 and 2001 and took control again from 2008 to 2011.

Climate:

Like the break of the United Kingdom, the weather in Sheffield is usually temperate. The Pennies to the west of the city can make a cool, depressed and wet atmosphere, but they also deliver shelter from the usual westerly breezes, forming rain shadow across the area.  Between 1971 and 2000 Sheffield be about 824.7 millimetres (32.47 in) of rain per year. December was the rainiest month with 91.9 millimetres (3.62 in) and July the dehydrated with 51.0 millimetres (2.01 in). July was also the hottest month, with an average maximum temperature of 20.8 °C (69.4 °F). The regular least temperature in January and February was 1.6 °C (34.9 °F), however the lowermost heats recorded in these months can be between −10 and −15 °C (14 and 5 °F), though since 1960, the temperature has never fallen below −9.2 °C (15.4 °F), signifying that urbanization around the Weston Park site during the second half of the 20th century may stop temperatures below −10 °C (14 °F) happening.

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