- Information
- AI Chat
LSBF SBL Revision Class 2
SBL NOTES
Module
Strategic Business Leadership (SBL)
126 Documents
Students shared 126 documents in this course
Academic year: 2022/2023
Uploaded by:
Anonymous Student
This document has been uploaded by a student, just like you, who decided to remain anonymous.
Association of Chartered Certified AccountantsRecommended for you
Related Studylists
SBLPreview text
SBL Revision (September) Block 2 –Lecture 1
Date and Day Time
14/08/
Friday (today)
6:545 pm – 9:45 pm AVG
15/08/
Saturday (tomorrow)
9:45 am – 1:15 pm
2:00 pm – 5:00 pm
16/08/
Sunday (day after tomorrow)
9:45 am – 1:15 pm
2:00 pm – 5:00 pm
Project Management
- Phases Project Management
- Initiation
- PID (project Initiation Document), Project Charter. TOR
- Contents of the PID help to ensure the success of a project
- Business Objective
- Project objective – enable the business objective / deliverable
- Scope (well defined)
- Durations (timing)
- Resources – Financial, Human, Equipment, materials etc.
- Constraints / limitation internal or external
- Cost and benefit analysis (CBA)
- Risks to the project identify all possible risk – manage the risk
- Appoint the sponsor benefit / suffer from the deliverable responsible for then benefit analysis
- Procurement
- Preliminary plan feel for the project
- Appoint a steering committee
- Contents of the PID help to ensure the success of a project
- Stakeholder management
- Identify all stakeholders for the project
- Mendelows Framework
- PID (project Initiation Document), Project Charter. TOR
- Planning
- Execution
- Monitoring & Controlling
- Closure
- Initiation
Project Management
• Phases Project Management
- Initiation
- Planning
- Execution
- Appointing project managers
- Appoint project team
- Managing team issues
- Monitoring & Controlling
- Planned
- Compliance to plan
- Scope creep / project drift disallowed
- Risk slippage time extension
- Budget creep
- Benefits are coming along
- Milestones – key deliverables along the project
- Closure
Project Management
• Phases Project Management
- Initiation
- Planning
- Execution
- Appointing project managers
- Appoint project team
- Managing team issues
- Monitoring & Controlling
- Closure
- Reviews
- Post project review
- Project team how did the project go Project Management techniques
- Went wrong lessons Learnt Project management Process
- Post implementation review
- Selective members of project team and members of the sponsor
- Review the deliverable
- Complied with the requirement
- Sponsor built the wrong thing lessons learnt recorded by sponsor Product Production Process
- Benefits realization review
- To ensure that all stated benefit have been attained
- Observable and measurable will not be attained :Leeson Learnt Benefits Management processes
- To ensure that all stated benefit have been attained
- Post project review
- Reviews
Slide-1: Initiation of Project at MH
• PID – Project Initiation Document
- Project Objectives
- Project Scope
- Stakeholders Analysis
Explanatory notes for Slide 1
- There were no PID actions initiated by the CEO – to enable the sponsor MOH to get a feel of what the project at
MH will include.
- No CBA (cost benefit analysis generated, unclear objectives, never considered constraints and limitations of the
project).
Failure to determine the objective of the project
- Business objective or the requirement were established solely by the CEO in the first meeting to be - is to deliver health to the people of MidShire and, by that, I don’t just mean hospital services for the sick, but a wider vision, where health is a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity.’
- This was agreed by all including the Nurse Managers, but was challenged by the surgeons in the second meeting, and the CEO had no choice but to regress the objective to ‘effectively and efficiently treating disease’ – to the needs of the doctors.
Failure of the scope – objective
- Had two varying objectives / scope
- Startegic objective
- The strategic objective is to attain the visons for MH
- Operational objective
- To develop an information system to record the outcomes of operations at MH
- Startegic objective
- Had two varying objectives / scope
Complexity of the project is increased and confuses that stakeholders on the objectives to focus on
The CEO quickly appointed the vendor to develop the information system even before the requirements for the
system could be captured
- This is the initial failure of the CEO
Slide 2: Conduct of the project at MH
• Implementation / execution stage
- Procurement management
- Stakeholder management
Explanatory notes – Slide 2
• Procurement management
- The vendor selected is Eurotech prior to the determination of requirements – before the
meeting could conclude the requirements (before the first meeting)
- The vendor selected seem to have commercial experience for the banking sector and not
for medical, public sector services.
- It violates the competitive procurement policy : to generate an ITT (based on established
requirements) and to invite as many vendor to submit their proposal and associated cost-
best proposal for the established requirement which sadly has never been established.
- There is no reason for the swift appointment of the consultant – who does seem to have
any experience in MH
- CEO has failed in his fiduciary duties to the MOH, tax payers and users of the services
Slide 3: Termination of project at MH
• Closure of projects
• Lessons Learnt
• Benefits realization
Explanatory notes – Slide 3
• The project did not close / no closure to the project
• It was terminated or cancelled by the CEO simply because of the cost of the
software estimated by Eurotech
• The estimated cost with the bespoke portion was $600,000 – the CEO assumed that
this was too expensive and cancelled the project on cost ground
• He terminated or discontinued all groups related to the project – he would handle the
project from then on.
• Emotional way to react he should have explored other options if the system
could be used by other health agencies in the country – cost could be shared among
many users
• By terminating the project important lessons learnt have not been recorded and most
likely these errors could be repeated again
- Post Project Review to project management skills at MH
- Post Implementation Review MH carefully consider deliverables and business needs
- Benefits management process lack experience on definition of benefits
Big Data / Machine Shop Q3a
• Slide 1 – Meaning of Big data
• Slide 2 – Benefits of Big Data to Machine Shop
Slide 1: Meaning of Big Data
• Big Data
- Defined as large collection of data
- Captured on real time basis – using IoTs – Sensors
- Processed at once to reveal new knowledge – changing trends
- Three main traits
- High Volume
- Large Variety
- Intense Velocity
Slide 2 – Big Data at Machine shop (MS)
Volume
- Large volume of data at MS
- 10,000 different product lines at MS
- 50 stores in the country for MS
- 2 stores are being added every month
- Board Meeting Chairman’s statement assumption that market is large and more growth can be expected
- 65% - Retail customers
- The company has been in existence for the past 15 years data collected
Variety
- each of 50 stores sells 10,000 items
- Capture transaction information of every customers POS (Point-Of-Sale) in every store
- The purchase information is structured data defined data model database SQL
- Stores should also couple sensors and cameras detect consumer behaviour in the stores duration time spent
in the store, how they inspect tools, require assistance
Frequency of purchase
Payment method
Velocity
- Data Mining
- Predictive analysis cross selling
- Sequencing what to be sold next
Corporate Governance
Concepts of Governance
- Transparency
- Accountability
- Independence
- Scepticism
Theories of Governance
- Agency Theory
- Stakeholder theory
<IR>
Committees Nomination, Remuneration, Audit, Risk
Roles of CEO and Chairman
Roles of NED Higgs
Board structures
Business ownership
Induction and CPD
PBA (comply or explain) versus RBA
Codes independence testing
Risk management
Internal control
Ethical Tucker 5 Questions
Was this document helpful?
LSBF SBL Revision Class 2
Module: Strategic Business Leadership (SBL)
126 Documents
Students shared 126 documents in this course
University: Association of Chartered Certified Accountants
Was this document helpful?
SBL Revision (September) Block 2 –Lecture 1
Date and Day Time
14/08/2020
Friday (today)
6:545 pm – 9:45 pm AVG
15/08/2020
Saturday (tomorrow)
9:45 am – 1:15 pm
2:00 pm – 5:00 pm
16/08/2020
Sunday (day after tomorrow)
9:45 am – 1:15 pm
2:00 pm – 5:00 pm
Too long to read on your phone? Save to read later on your computer
Discover more from:
- Discover more from: