Business Change Jobs

SFIASearch for IT jobs on BCSrecruit.com using any of the 6 main categories or 86 skills within the Skills Framework for the Information Age (SFIA)

The Business Change category covers the following skills:

Business Change

Business change implementation

Portfolio management (POMG)

The systematic appraisal, evaluation and management of the IT portfolio of programmes and projects in support of specific business strategies. The development and application of a portfolio management framework to ensure that all interdependencies are managed and that standards are maintained across the lifecycle of different programmes. The delivery and documentation of objective and independent investment appraisal and project review throughout the programme lifecycle. The consistent application of the project / programme delivery lifecycle, pre-approval check of business cases, putting projects/programmes into exception when they are unsafe and to escalate/engage/influence senior management to take corrective action. Supporting the continuous improvement through the review of project/programme structure, resourcing, risks, funding, and dependencies.

Programme management (PGMG)

The identification, planning and coordination of a set of related projects within a programme of business change, to manage their interdependencies in support of specific business strategies. The maintenance of a strategic view over the set of projects, providing the framework for implementing business initiatives, or large-scale change, by conceiving, maintaining and communicating a vision of the outcome of the programme. The vision, and the means of achieving it, may change as the programme progresses.

Project management (PRMG)

The management of projects, typically (but not exclusively) involving the development and implementation of business processes to meet identified business needs, acquiring and utilising the necessary resources and skills, within agreed parameters of cost, timescales, and quality.

Business change management

Business analysis (BUAN)

The methodical investigation, analysis, review and documentation of all or part of a business in terms of business functions and processes, the information used and the data on which the information is based. The definition of requirements for improving any aspect of the processes and systems and the quantification of potential business benefits. The creation of viable specifications and acceptance criteria in preparation for the construction of information and communication systems.

Business process testing (BPTS)

The planning, design, management, execution and reporting of business process tests and usability evaluations. The application of evaluation skills to the assessment of the ergonomics, usability and fitness for purpose of defined processes. This includes the synthesis of test tasks to be performed (from statement of user needs and user interface specification), the design of an evaluation programme, the selection of user samples, the analysis of performance, and inputting results to the development team.

Change implementation planning & management (CIPM)

The definition and management of the process for deploying and integrating IT capabilities into the business in a way that is sensitive to and fully compatible with business operations.

Organisation design & implementation (ORDI)

The design and implementation of an integrated organisation structure, role profiles, culture, performance measurements, competencies and skills, to facilitate strategies for change and for training to enable the change. The identification of key attributes of the culture and the key principles and factors for addressing location strategy.

Benefits management (BENM)

Monitoring for the emergence of anticipated benefits (typically specified as part of the business case for a change programme or project). Action (typically by the programme management team) to optimise the business impact of individual and combined benefits.

Business modelling (BSMO)

The production of abstract or distilled representations of real world/business situations to aid the communication and understanding of existing, conceptual or proposed scenarios. Predominantly focused around the representation of processes, data, organisation and time. Models may be used to represent a subject at varying levels of detail/ decomposition.

Relationship management

Stakeholder relationship management (RLMT)

The coordination of relationships with and between key stakeholders, during the design, management and implementation of business change.