Foundation Certificate in IT Enabled Business Change Syllabus. Version 2.0

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1 Foundation Certificate in IT Enabled Business Change Syllabus Version 2.0 June 2010

2 Foundation Certificate in IT Enabled Business Change This ISEB Foundation Certificate in IT Enabled Business Change is designed for anyone involved in or affected by the exploitation of IT for business benefit. It considers the underlying concepts in the areas of business and requirements analysis, change management and the consultancy skills necessary to ensure maximum value is achieved from the implementation of IT Enabled solutions. The certificate is suitable either for those wishing to subsequently pursue the individual topic areas in more detail, those from other disciplines who require an understanding of the subject areas covered and non-it Business Managers who wish an appreciation of what IT can do for them and their businesses. This certificate provides a foundation for the ISEB Certificates in Business Analysis Essentials, Requirements Engineering, IS Consultancy Practice, The Organisational Context and Modelling Business Processes modules. Outcomes Candidates who pass this qualification should be able to demonstrate a knowledge and understanding of the underlying principles and philosophies of IT Enabled Business Change, including those that relate to business and IS strategy, business improvement definition, designing and implementing business change, and business management. They should also have an appreciation of the key techniques that can be employed to support the business change life-cycle. The syllabus reflects general and well-established best practice for IT Enabled Business Change. Entry Requirements There are no formal entry requirements for accredited courses, but it is targeted at anyone involved in the IT-enabled business change process from either a business or IT perspective. It is also aimed at anyone within IT with relevant experience who wants to gain knowledge in this area or understand where their role fits in the wider environment of IT. The Examination A one-hour closed book examination consisting 40 multiple-choice questions. Pass Mark 26/40 Change History Version 2.0 Re-formatted based on new branding guidelines no change to content. Page 1 of 6

3 Foundation Certificate in IT Enabled Business Change Syllabus Contents 1. Overview of IT Enabled business change (15%) Business and IT Alignment (15%) Business Improvement Definition (10%) Business Change Design (15%) Business Change Implementation (15%) Benefits Management (10%) Business Change Techniques (10%) Business Modelling Techniques (10%)...6 Format of the Examination...6 Page 2 of 6

4 1. Overview of IT Enabled business change (15%) Objective: to appreciate the process and the roles involved in IT Enabled business change The definition of the term IT Enabled business change 1.2. IT as a driver for business improvement 1.3. IT as a core competence within the organisation 1.4. The business change life cycle 1.5. The stages in the business change life cycle 1.6. The definition of the term stakeholder 1.7. The range of stakeholder groups 1.8. The roles and responsibilities of key stakeholders: sponsor business analyst programme manager business change manager business actor 2. Business and IT Alignment (15%) Objective: To understand the interactions between IT and organisational effectiveness 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 2.2. The positive and negative impacts of IT on organisations The use of IT to improve business operations The use of IT to improve business information 2.3. Effective linkage of IT governance and architecture 2.4. The risks of introducing IT Enabled business change 2.5. The importance of senior management commitment 2.6. The outsourcing business model Page 3 of 6

5 3. Business Improvement Definition (10%) Objective: to understand the business analysis approach to identifying business improvements The principles of taking a systemic view 3.2. The holistic approach to business improvement 3.3. The principles of the gap analysis approach 3.4. The contents of the business case including the cost-benefit analysis 3.5. The need to identify and evaluate options for business change 3.6. The importance of risk analysis in evaluating options in the business case 3.7. Presenting a business case that engages and convinces the stakeholders 3.8. The range of areas where changes may be required 3.9. The importance of programme management to IT Enabled business improvement 4. Business Change Design (15%) Objective: to design the inter-related elements of business change Aspects of organisational change The organisation structure including boundaries and relationships The principles of performance measurement The identification of key attributes of the organisational culture 4.2. Aspects of people change Understanding the differences between jobs and roles The identification of training needs The importance of motivation and reward 4.3. Aspects of process change The difference between a function and a business process The features of current ( as is ) business processes The features of future ( to be ) business processes 4.4. Information Management The definition of information management The elements of information management The importance of information management in the delivery of business change 4.5. Applications and Technology Services The application and development lifecycles The components of a technical design Planning the new services 4.6. Programme design The definition of a programme for business change The need to plan a programme The importance of planning for the interdependencies of organisation, people, process, information and technology streams Page 4 of 6

6 5. Business Change Implementation (15%) Objective: to understand the processes that should be employed in the introduction of IT Enabled business change Planning the implementation Planning the implementation Place of planning in the business change lifecycle Deciding the approach to accepting the solution Deciding the approach to deploying the solution Deciding the approach to ensuring buy-in of the solution 5.2. Acquiring the solution Place of acquisition in the business change lifecycle Development approaches Procurement approaches The importance of documentation 5.3. Deploying the solution Place of deployment in the business change lifecycle Roles required to deploy business change Managing the change to avoid disruption 5.4. Ensuring buy-in to the solution Place of ensuring buy-in in the business change lifecycle Stakeholder acceptance of change Organisational culture and national culture 5.5. Reviewing the change implementation Place of review in the business change lifecycle Assessing the solution Monitoring progress and measuring success via production of a post implementation review Lessons learnt 6. Benefits Management (10%) Objective: to manage the identification and realisation of benefits The types of benefits and relationship to basic accounting terms 6.2. The key financial benefits that are present in an investment appraisal 6.3. The types of non-financial benefits 6.4. Benefits Measurement Approaches to measuring benefits The concept of a balanced scorecard and its role in the measurement of benefits The definition of critical success factors and key performance indicators 6.5. Benefits Realisation The definition of benefits realisation The objectives of a post-implementation review of benefits The need for actions to realise business benefits Page 5 of 6

7 7. Business Change Techniques (10%) Objective: to appreciate a selection of best practice techniques which support IT Enabled business change The principles of change management techniques Force Field Analysis Unfreeze Transition Freeze Communications Plans Stakeholder relationship management Consultancy skills and techniques Business requirements elicitation and analysis 7.2. The identification, evaluation and selection of business change opportunities 7.3. The analysis of the impacts of proposed business changes 7.4. IT Enabled business change transformation 7.5. Analysis of organisational culture 7.6. Analysis of international cultures 8. Business Modelling Techniques (10%) Objective: to appreciate a selection of modelling techniques which can help to ensure effective change Business modelling techniques 8.2. Strategic analysis techniques 8.3. Organisational analysis and modelling 8.4. The dimensions/views of a business that may be modelled 8.5. Business process modelling and redesign 8.6. Task modelling 8.7. Information analysis and modelling 8.8. The key features of a business information model 8.9. IT requirements analysis and modelling Format of the Examination This syllabus has an accompanying examination at which the candidate must achieve a pass score to gain the ISEB Foundation Certificate in IT Enabled Business Change. Type 40 Question Multiple Choice Duration 1 Hour Pre-requisites Accredited training is strongly recommended but is not a prerequisite Supervised/Invigilated Yes Open Book No Pass Mark 26/40 Distinction Mark None Delivery Paper based examination only Page 6 of 6