BCS Certificate in Business Change
The business change training course follows the official BCS syllabus for Business Change that leads to BCS accredited examination. The course is designed for those looking to develop their understanding of and expertise in business change and those looking to gain the Certificate in Business Change Practice.
The course uses trainers with real world experience to ensure that delegates receive practical information that will be usable immediately on business change projects.
The format of the exam is a one hour, open book written exam, based on a business scenario. The pass mark is 65%.
Session 1 - Business Change Principles
We examine what is meant by a business change project, IT as a driver and as enabler of business change, and core competences and their implications for outsourcing.
We then provide an overview of a life cycle for business change. The stages of this life cycle are examined in detail during the remainder of the course.
Finally the session considers the various stakeholders involved in a business change project.
Session 2 - Business and IT Alignment
We consider the importance of aligning the business and IT strategies and look at techniques to achieve this goal. In so doing, we examine how internal and external influences as well as cultures, local and international, affect an organisation's strategy and the way in which a commercial organisation will choose to compete.
We review how an enterprise architecture can assist in aligning the strategies of the business and of IT and it maintaining appropriate governance of a change project.
Session 3 - Business improvement definition
This session describes how an holistic approach to business analysis can help to identify business improvements.
Specific techniques studied include systems thinking, gap analysis, requirements elicitation and analysis and creating a business case.
The last part of the session considers the definition of a programme and its relationship to projects.
Session 4 - Business design
Having defined the required changes, this session shows how to take an holistic view to design the inter-related elements required to produce a solution to the problems giving rise to the need for change.
We consider design of changes to the organisation, jobs and roles, business processes, information and IT.
Session 5 - Business change implementation
The designed changes now need to be implemented. First and foremost, this requires planning.
The solution needs to be acquired and deployed. Stakeholders need to buy into the new ways of doing things. And finally the implementation needs to be reviewed.
Session 6 – Benefits Management and Realisation
The purpose of change is to achieve benefits for the organisation. Realisation of benefits does not usually happen by chance and needs to be carefully planned.
We look at the nature and classification of benefits and how to measure them. Benefits are anticipated in the business case; they are the basis on which the programme and projects were initiated. Benefits realisation is about ensuring that the planned benefits are actually achieved. We consider who does this and how they do it.