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Training Courses
Business Analysis – Implementation of Beneficial Process and Structural Change

Code: ACCA.P3B
Type: Accounting Instructor-led Courses
Category: ACCA
To apply relevant knowledge, skills, and exercise professional judgement for implementing beneficial business process and structural change; coordinating knowledge systems and information technology and by effectively managing processes, projects, and people within financial and other resource constraints

Duration: 30
Location: EDITC & MMC Conference Center, 16 Imvrou Street, 1055 Nicosia
Language: English or Greek


A. Business and process change
1. Business change

  • Explain how business change projects are initiated to address strategic alignment
  • Apply the stages of the business change lifecycle (alignment, definition, design, implementation, realisation).[
  • Assess the value of the four view

2. The role of process and process change initiatives

  • Advise on how an organisation can reconsider the design of its processes to deliver a selected strategy
  • Appraise business process change initiatives previously adopted by organisations
  • Establish an appropriate scope and focus for business process change using Harmon’s process-strategy matrix
  • Explore the commoditisation of business processes
  • Advise on the implications of business process outsourcing
  • Recommend a business process redesign methodology for an organisation.

3. Improving the processes of the organization

  • Evaluate the effectiveness of current organisational processes
  • Describe a range of process redesign patterns.
  • Establish possible redesign options for improving the current processes of an organisation
  • Assess the feasibility of possible redesign options.
  • Assess the relationship between process redesign and strategy

4. Software solutions

  • Establish information system requirements required by business users
  • Assess the advantages and disadvantages of using a generic software solution to fulfil those requirements
  • Establish a process for evaluating, selecting and implementing a generic software solution
  • Explore the relationship between generic software solutions and business process redesign
  • Information technology


B. Information technology

1. Principles of information technology

  • Advise on the basic hardware and software infrastructure required to support business information systems
  • Identify and analyze general information technology controls and application controls required for effective accounting information systems
  • Analyze the adequacy of general information technology controls and application controls for relevant application systems
  • Evaluate controls over the safeguarding of information technology assets to ensure the organizational ability to meet business objectives

2. Principles of e-business

  • Discuss the meaning and scope of ebusiness
  • Advise on the reasons for the adoption of ebusiness and recognise barriers to its adoption
  • Evaluate how e-business changes the relationships between organisations and their customers
  • Discuss and evaluate the main business and marketplace models for delivering e-business.

3. E-business application: upstream supply chain management

  • Analyse the main elements of both the push and pull models of the supply chain
  • Discuss the relationship of the supply chain to the value chain and the value network
  • Assess the potential application of information technology to support and restructure the supply chain
  • Advise on how external relationships with suppliers and distributors can be structured to deliver a restructured supply chain
  • Discuss the methods, benefits and risks of eprocurement
  • Assess different options and models for implementing e-procurement.

4. E-business application: downstream supply chain management

  • Define the scope and media of e-marketing
  • Highlight how the media of e-marketing can be used when developing an effective e-marketing plan
  • Explore the characteristics of the media of emarketing using the ‘6I’s of Interactivity, Intelligence, Individualisation, Integration, Industry structure and Independence of location
  • Evaluate the effect of the media of e-marketing on the traditional marketing mix of product, promotion, price, place, people, processes and physical evidence
  • Describe a process for establishing a pricing strategy for products and services that recognises both economic and non-economic factors
  • Assess the importance of on-line branding in emarketing and compare it with traditional branding.

5. E-business application: customer relationship management

  • Define the meaning and scope of customer relationship management.
  • Explore different methods of acquiring customers through exploiting electronic media
  • Evaluate different buyer behaviour amongst online customers
  • Recommend techniques for retaining customers using electronic media
  • Recommend how electronic media may be used to increase the activity and value of established, retained customers
  • Discuss the scope of a representative software package solution designed to support customer relationship management

C. Project management
1. The nature of projects

  • Determine the distinguishing features of projects and the constraints they operate in
  • Discuss the implications of the triple constraint of scope, time and cost.
  • Discuss the relationship between organisational strategy and project management
  • Identify and plan to manage risks.
  • Advise on the structures and information that have to be in place to successfully initiate a project
  • Explain the relevance of projects to process redesign and e-business systems development.

2. Building a business case

  • Describe the structure and contents of a business case document.
  • Analyse, describe, assess and classify benefits of a project investment
  • Analyse, describe, assess and classify the costs of a project investment
  • Evaluate the costs and benefits of a business case using standard techniques
  • Establish responsibility for the delivery of benefits
  • Explain the role of a benefits realisation plan

3. Managing and leading projects

  • Discuss the organisation and implications of project-based team structures
  • Establish the role and responsibilities of the project manager and the project sponsor
  • Identify and describe typical problems encountered by a project manager when leading a project.
  • Advise on how these typical problems might be addressed and overcome.

4. Planning, monitoring and controlling projects

  • Discuss the principles of a product breakdown structure
  • Assess the importance of developing a project plan and discuss the work required to produce this plan
  • Monitor the status of a project and identify project risks, issues, slippage and changes
  • Formulate responses for dealing with project risks, issues, slippage and changes
  • Discuss the role of benefits management and project gateways in project monitoring

5. Concluding a project

  • Establish mechanisms for successfully concluding a project
  • Discuss the relative meaning and benefits of a post-implementation and a post-project review
  • Discuss the meaning and value of benefits realisation
  • Evaluate how project management software may support the planning and monitoring of a project
  • Apply 'lessons learned' to future business case validation and to capital allocation decisions


D. Financial Analysis
1. The link between strategy and finance

  • Explain the relationship between strategy and finance [
  • Discuss how the finance function has transformed to enabling an accountant to have a key role in the decision making process from strategy formulation and implementation to its impact on business performance

2. Finance decisions to formulate and support business strategy

  • Determine the overall investment requirements of the business
  • Evaluate alternative sources of finance for these investments and their associated risk
  • Efficiently and effectively manage the current and non-current assets of the business from a finance and risk perspective.

3. The role of cost and management accounting in strategic planning and implementation

  • Evaluate budgeting, standard costing and variance analysis in support of strategic planning and decision making
  • Evaluate strategic and operational decisions taking into account risk and uncertainty. (Including using decision trees
  • Evaluate the following strategic options using marginal and relevant costing techniques
  • Evaluate the role and limitations of cost accounting in strategy development and implementation

4. Financial implications of making strategic choices and of implementing strategic actions

  • Apply efficiency ratios to assess how efficiently an organisation uses its current resources
  • Apply appropriate gearing ratios to assess the risks associated with financing and investment in the organisation
  • Apply appropriate liquidity ratios to assess the organisation’s short-term commitments to creditors and employees
  • Apply appropriate profitability ratios to assess the viability of chosen strategies
  • Apply appropriate investment ratios to assist investors and shareholders in evaluating organisational performance and strategy.


E. People
1. Strategy and people: leadership

  • Explain the role of visionary leadership and identify the key leadership traits effective in the successful formulation and implementation of strategy and change management.
  • Apply and compare alternative classical and modern theories of leadership in the effective implementation of strategic objectives.

2. Strategy and people: job design

  • Assess the contribution of four different approaches to job design (scientific management, job enrichment, Japanese management and re-engineering
  • Explain the human resource implications of knowledge work and post-industrial job design
  • Discuss the tensions and potential ethical issues related to job design.
  • Advise on the relationship of job design to process re-design, project management and the harnessing of e-business opportunities

3. Strategy and people: staff development

  • Discuss the emergence and scope of human resource development, succession planning and their relationship to the strategy of the organisation
  • Advise and suggest different methods of establishing human resource development.
  • Advise on the contribution of competency frameworks to human resource development.
  • Discuss the meaning and contribution of workplace learning, the learning organisation, organisation learning and knowledge management

Who Should Attend
  • Management
  • Financial Controllers
  • Accountants
  • Auditors


On successful completion of this course, candidates should be able to:

  • Evaluate and redesign business processes and structures to implement and support the organization’s strategy taking account of customer and other major stakeholder requirements  
  • Integrate appropriate information technology  solutions to support the organization’s strategy
  • Advise on the principles of project management to enable the implementation of aspects of the organization’s strategy with the twin objectives of managing risk and ensuring benefits realization
  • Analyze and evaluate the effectiveness of a company’s strategy and the financial consequences of implementing strategic decisions  
  • Assess the role of leadership and people management in formulating and implementing business strategy

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