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LSBF SBL Revision Class 2

SBL NOTES
Module

Strategic Business Leadership (SBL)

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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
      • Stakeholder management
        • Identify all stakeholders for the project
        • Mendelows Framework
    • Planning
    • Execution
    • Monitoring & Controlling
    • Closure

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

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
  • 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

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LSBF SBL Revision Class 2

Module: Strategic Business Leadership (SBL)

126 Documents
Students shared 126 documents in this course
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