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BCS Foundation in Business Change

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The BCS Foundation Certificate in Business Change delivers a holistic view of the business change lifecycle and the activities, techniques and models employed when carrying out business change work. Much of the focus is on the use of Information Technology (IT) to enable business change. It is important to consider IT in the context of business needs and as a driver for business change, if the benefits from using IT are to be maximised.

The BCS Foundation Certificate in Business Change will be awarded to candidates who are able to demonstrate knowledge and understanding of the principles, approaches and techniques used to conduct business change activities. The key areas of the syllabus include:

  • Business and IS strategy
  • Business improvement definition
  • Business change design and implementation
  • Benefits management and realisation


A one-hour closed book examination consisting 40 multiple-choice questions. The pass mark is 26/40.


1. Business Change Principles (10%)

1.1. The distinction between IT projects, pure business change projects and the IT enabled business change projects
1.2. The distinction between IT as a driver and IT as an enabler
1.3. The degrees of business change
1.4. The distinction between improving business operations and improving business information
1.5. IT as a core competence and the implications for the outsourcing business model
1.6. The business change lifecycle
1.7. The stages in the business change life cycle
1.8. The identification, analysis and management of stakeholders
1.9. The business, project and external stakeholders
1.10. The roles and responsibilities of key stakeholders:
• Sponsor/Senior Responsible Officer
• Business Analyst
• Programme Manager
• Project Manager
• Business Change Manager
• Business Actor
• Developer
2. Business and IT Alignment (20%)

2.1. Aligning the organisation with the External Environment, the Vision, Mission, Objectives, Strategy and Tactics, and the Enterprise Architecture
2.2. 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
2.3. Organisational Cultures
2.4. National Cultures
2.5. The implications of culture for business change projects
2.6. Corporate and IT governance and the relevance to benefits management and risk management
2.7. Elements of an Enterprise Architecture
3. Business Improvement Definition (20%)

3.1. Investigating the business situation: rationale and techniques
3.2. Holistic approach and systems thinking
3.3. Gap analysis: purpose and approach
3.4. Business requirements elicitation and analysis
3.5. The contents of the business case
• Options
• Costs
• Benefits
• Risks
• Impacts
• Decisions
3.6. Stakeholder responsibilities and the business case
3.7. The business case lifecycle
3.8. Programme definition
• The change programme
• The relationship between programmes and projects
• The role of the programme office
4. Business Change Design (20%)

4.1. Aspects of organisational change
• The organisation structure: boundaries and relationships
• Organisation performance measurement
4.2. Aspects of people change
• Defining roles and jobs
• Defining required skills and competencies
• Managing performance of individuals
• Communications planning
4.3. Aspects of process change
• The distinction between the functional and process views
• The elements of a business process
• ‘As is’ and ‘To be’ business processes
• Modelling tasks
• Improving business processes
4.4. Information analysis and modelling
• Information management modelling
• Levels and types of information
• Information modelling and the representation of business rules
4.5. Aspects of information technology
• Systems development lifecycles: bespoke and off the shelf software solutions
• Architecture and service management concerns

5. Business Change Implementation (15%)

5.1. Planning the acquisition, deployment and acceptance
5.2. Acquiring the solution
• Pros and cons of bespoke deployment
• Pros and cons of off the shelf software solutions
• Business acceptance testing
5.3. Deploying the solution
• Roles required to deploy business change
• Approaches to deploying business change
• The change process – unfreeze, transition, refreeze
5.4. Ensuring acceptance
• Emotional impact of changes
• The learning cycle
• Analysing the forces that assist and resist change
5.5. Reviewing the change
• Purpose of post-implementation review
• The distinction between PIR and benefits review
6. Benefits Management and Realisation (15%)

6.1. Benefits management in the business change lifecycle
6.2. Classifying benefits
6.3. Investment appraisal techniques
6.4. Benefits and the Balanced Business Scorecard, CSFs and KPIs
6.5. Roles and responsibilities in benefits management
6.6. The purpose, conduct and outcomes of a benefits review
6.7. Benefits realisation: significance and challenges

  • Teaching by a real expert… all of our lecturers have years of practical business analysis and teaching experience
  • Learning in a small class (maximum class size is 12) with plenty of time for discussion
  • Courseware containing notes, case studies, and sample BCS exams
  • Access to our online exam practice system
  • Continuing support as you progress to the BCS International Diploma in Business Analysis
  • A convenient central London location 
  • Exam fee
  • Refreshments and lunches