BCS Foundation Certificate in Business Change

Bringing and handling organisational change

ABOUT THE PROGRAM

Change is what occurs throughout the world and organisations are not left untouched by change. Organisational Change is different from the change in our daily lives. It effects the organisation and its members as a whole. Organisational Change is something which has to be handled very carefully. Sometimes, change may even effect the business or organisation in a way unwanted by the organisation i.e. adversely. This happens when professionals are either ready for change or cannot handle it properly.The BCS Foundation Certificate in Business Change course at MSP Training makes the delegates fully aware of the concepts of Business Change such that they are able to manage change in real-time situations.

  • Manage Change using latest tools and techniques

  • Understand What is Organisational Change along with its Principals

  • Learn about the different kinds of Business Change

  • Acquire, Deploy and Ensure successful change solutions in your organisation.

WHAT'S INCLUDED ?

Find out what's included in the training programme.

Includes

Key Learning Points

Clear and concise objectives to guide delegates through the course.

Includes

Exam Prepration Tips

It helps in preparation for the exam so that they can score well.

Includes

Tutor Support

A dedicated tutor will be at your disposal throughout the training to guide you through any issues.

Includes

Courseware

Courseware will also be provided to the delegates so that they can revise the course after the training.

PREREQUISITES

BCS Foundation Certificate in Business Change course does not have prerequisites.

TARGET AUDIENCE

The BCS Foundation Certificate in Business Change is an entry-level course for those who wish to know about the process and techniques used in bringing about business change. The course would be ideal for Project and System Managers.

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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PROGRAM OVERVIEW

This course that deals with Organisational Change discuss the concepts involved therein in complete detail.It goes on to describe the prototypes and methodologies used to handle situations when a change occurs. It aims at using IT solutions to handle business change. These days any organisation that is not taking the help of Information Technology is certain to lag behind others. Yielding profits without the use of IT these days is something farfetched. The BCS Foundation Certificate in Business Change aims at those professionals who have a knack for bringing about business change in their organisation and understand that without change progress is not possible.

It is one of the courses of the knowledgebase module that can be taken to complete the International Diploma in Business Analysis Certification.


PROGRAM CONTENT

  • Business Change Principles
    • The distinction between IT projects, business change projects and the IT projects enabled with business change
    • How does IT drive and enable change?
    • The level of change in an organisation
    • The peculiarity between improving business operations and improving business information
    • IT as a core skill and the consequences for the outsourcing corporate model
    • The business change lifecycle
    • Business change life cycle - Its Stages
    • The identification, analysis and management of stakeholders
    • The business, project and external stakeholders
    • Stakeholders - roles and responsibilities
      • Sponsor/Senior Responsible Officer
      • Business Analyst Programme Manager
      • Project Manager
      • Business Change Manager
      • Business Actor
      • Developer
    • Aligning Business and IT
      • Supporting the organisation with the External Environment, the Idea, Task, Aims, Approach and Tactics, and the Enterprise Architecture
      • Business Environments for Organisations - External and Internal
        • Why understand external environment influences?
        • The internal organisational capability and the importance of analysing it
        • The importance of understanding culture
      • Corporate Cultures
      • National Cultures
      • The Culture Effects
      • Corporate and IT governance - Their significance to benefits management and risk management
      • Enterprise Architecture and its Elements
    • Definition of Business Improvement
      • 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 difference between functional and process views
      • Business process elements
      • ‘As is’ and ‘To be’ business processes
      • Modelling tasks
      • Improving business processes
    • Analysing and Modelling Information
      • Protyping Information management
      • Various kinds of information and their degrees
      • Prototyping Information 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
      • Finding the way out
        • Pros and cons of customized deployment
        • Advantages and Disadvantages 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
      • Safeguarding appraisal recognition
        • Emotional influence of alterations
        • The cycle of learning
        • Recognising the forces that help and thwart 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
        • Organising profits
        • 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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ABOUT Manchester

Manchester is one of the major cities in the northwest of England. According to 2015 census, its population was 530,300. With 2.55 million population, it is the second most popular urban area in the UK. Manchester City Council is the local authority in the Manchester.

The history of Manchester began with the civilian settlement that was established in AD 79 on a sandstone nearby the rivers Irwell and Medlock. The areas lying on the south bank of the River Mersey were merged in the 20th century and it became the part of Lanchester city.

Manchester remained the manorial township throughout the middle ages but started to expand in the turn of 19th century “at an astonishing rate”.  The unplanned urbanisation of Manchester come to boom with the revolution of textile manufacturing. As a result, it becomes the world’s first industrialised city.

Manchester gained the status of a city in 1853. In 1894, the Ship Canal was opened in Manchester. It creates the Manchester’s Port and joins the city and sea. Its prosperity fainted during the Second World War as this war resulted in deindustrialisation. In 1996, the IRA bombing led to broad investment and regeneration. 

Governance

Manchester City Council governs the city Manchester. In 1986, the prior Greater Manchester County Council was eliminated making it a unitary authority. Manchester is a member of English Core Cities Group since 1995. Thomas Greeley granted an agreement to the town of Manchester in 1301. In 1359, its borough status was gone in some court case.  

Climate

Manchester has an Oceanic temperature climate. The temperature in summer goes to 20 Celsius and reaches 25 particularly in July and August. Temperature now goes to 30 Celsius on occasions. During the winters, the temperature rarely follows below the freezing. There is general rainfall throughout the year. Manchester has an average of annual rainfall is 806.6 mm.

This means that 140.4 days per annum are rainy. The average of UK is 154.4 days per annum. It has high humidity level along with a great supply of soft water. This is one of the crucial factors that results in textile industry localization. Because of urban warming effect in the city, snowfall is not very common.

Demography

In 1931, the population of Manchester started to increase during the Victorian era. After it, the population start reducing rapidly because of the removal of the slum and the increased building of social housing overspill estates. In 2012, the estimated population was 510,700.

It is an increase of 1.6 since the 2011 MYE. The population has evolved to 20.8% since 2001. According to 2011 census, Manchester is the third fastest growing area. Manchester experienced the great percentage of growth outside the London with an increase of 500,000. With the increase of 2.8 % from 2011, the population is projected to reach 532,200 by 2021.

Economy

Along with Salford, Stockport, Tameside and Trafford, the Office for National Statistics produce economic data for Manchester city. The growth of the economy is comparatively high between 2002 and 2012 where growth was 2.3% that is above the national average of the Manchester.

The UK’s wide-ranging economy of the metropolitan is the third largest with GDP of $88.3 bn. As it continues to recover from the recession that is faced in 2008-10, Manchester compares favourably to other geographies. It reports the annual growth of 5% in business stock.

Landmarks

The buildings of Manchester shows the variety of architectural styles that range from Victorian to contemporary architecture. The use of red brick makes the city beautiful. There is a large number of cotton mills just outside the city.

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