The Business Plan Workbook The Definitive Guide To Researching, Writing Up And Presenting A Winning Plan 6th Edition Colin Barrow, Paul Barrow, Robert Brown - Solutions

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7 How will the Tracey and Wiersma (1997) strategic choices selected by the organization influence process design and the impact on people, process and technology?
6 Provide six examples of management effectiveness processes.
5 Describe the difference between “operational efficiency” and “management effectiveness” processes.
4 Describe the difference between “project execution” and “operational execution.”
3 Provide a brief explanation of why BPM should be involved in the creation of the strategy, and how BPM supports a digital customer and digital workplace strategy.
2 Provide a brief explanation of why strategy should be involved with BPM activities.
1 Describe the strategy execution void and the relative importance of strategy versus execution.
6 When is it acceptable to skip a 7FE Framework phase?
5 Describe how the process maturity of an organization influences the BPM implementation scenarios.
4 Describe how the first three phases of the 7FE Framework (Foundations, Enablement and Launch Pad) are used depending on which BPM activity initiative is applicable and the type of BPM activity that is being conducted.
3 Describe the typical triggers associated with each.
2 How are BPM activities initiated?
1 Why does a “one approach fits all” approach not work?
6 Briefly describe each of the three essentials of the framework and why they are important.
5 Briefly describe each of the ten phases of the 7FE Project Framework.
4 What are the components of business capability?
3 Why is the fourth aspect important?
2 What are the four aspects of the BPM success stool?
1 What are the components of a business operating model?
3 Why do you need a structured approach for implementing process improvements?
2 What are some of the common pitfalls with regard to BPM methodologies?
1 Why is just adopting a few high-level steps and a bunch of suggested tools not enough?
5 Create a list of benefits of these phases.
4 For what type of BPM activity is the establishment of BPM Foundations and Enablement important?
3 Describe how these fit into the BPM House.
2 Define the meaning of BPM Enablement and what it will do.
1 Define the meaning of BPM Foundations and what it will do.
5 How do the two components of this theory work together?
4 Describe Herzberg’s Motivation-Hygiene Theory.
3 Describe the difference between employee satisfaction and service.
2 Why is employee-centricity alone not enough?
1 Why is customer-centricity alone not enough?
4 Provide a brief description of each of the technical standards currently in the marketplace.
3 Describe how each component fits together.
2 Describe how each enabler would benefit your business and when it is not appropriate to use them.
1 Describe each of the BPM enablers and their components.
5 Describe how an IT manager views the “process versus automation first”question.
4 Describe how a business manager views the “process versus automation first” question.
3 Describe how a project manager views the “process versus automation first” question.
2 What counter-arguments would you bring in?
1 What are the common objections to first improving the processes?
5 What is the biggest mistake that many organizations make when using the top-down approach?
4 Which approach has been shown to work in an enterprise-wide BPM implementation and why?
3 What are the advantages and disadvantages of the top-down approach?
2 What are the advantages and disadvantages of the bottom-up approach?
1 Who is the typical driver for each type of BPM activity?
3 What other possible factors may influence how you start a BPM activity within your organization?
2 Why is it important to clearly understand what your business drivers and triggers are?
1 What is the difference between a business driver and a trigger?
7 Describe the components of the BPM metaphor of the rowing boat and how they interact and support each other.
6 How should an operational manager be involved in the business-as-usual activities of managing business processes?
5 Describe the high-level responsibilities of a process owner/steward.
4 What are the two types of operational management of business processes?
3 Describe the role of the typical BPM leader.
2 Who is the typical leader of each?
1 What are the various types of BPM activities?
5 Why is people change management important and how much effort should a BPM program expend on it?
4 In the Iceberg Syndrome, what are the six different viewers’ perspectives that appear above the waterline?
3 List the five mystification factors and their relationship to “reality.”
2 How does mystification begin?
1 Where did BPM have its origins?
4 Explain each of the aspects of the BPM House, as well as each of the sub-components, and state why you think they will be important to an enterprise-wide implementation of BPM.
3 How would you define BPM and explain each of the key words and phrases in your definition?
2 Name a couple of ways in which technology can assist with BPM in your organization.
1 Can you implement a BPM project without technology?
Why do you consider them important?
What other business controls do you plan to introduce into your business at the outset?
What other marketing records do you plan to keep, eg for advertising costs and results?
Draw up a customer record card for your business, or show your existing one.
Describe your records for monitoring sales activities.
What would you consider changing as a result of carrying out your ratio analysis (for example, collect money in faster, carry less stock)?
How do those ratios compare with those of either a competitor or your current organization?
What will your basic business ratios be if you achieve your financial objectives?
Who will keep the books and produce the accounts?
What control information does it produce and with what frequency?
What bookkeeping and accounting system have you chosen and why?
What contingency plans do you have to either manage or minimize the consequences of these risks?
What are the key risks that could adversely affect your projections?(These could include technical, financial and marketing risks.)Risk area Financial impact on:Sales Profits
What further private cash, if any, is available to invest in the business?Source Date Funds provided Amount £Total £
Will you be receiving any grants or loans to help to finance your business (other than from the organization to which you are now applying)?Source Date Funds provided Amount £Total £
What security, if any, is available as collateral for any loan?Security Value £Total £
What exit route(s) could be open to potential investors?
What percentage of your venture would you be prepared to sell to raise the required funds?
If you plan to issue shares, how will you value the business?
How and when will any borrowing be repaid? Do a list like this:Source of repayment Amount £ Date Total £
Prepare a schedule showing when you need these funds.
Where do you expect to raise the funds you need to finance your business?
How does this compare with the sum that you and your partners or shareholders are putting in (ie level of gearing)?
Based on the maximum figure in your cash-flow forecast, how much money do you need and what do you need it for?
Construct a balance sheet at the end of years 1, 2, 3, 4 and 5 assuming you achieve the level of sales in your sales forecast. These should be done after you have completed the pro forma profit and loss account(Assignment 18) and pro forma cash-flow forecast (Assignment 17).
List and explain the assumptions underpinning your financial forecasts.
Construct a balance sheet for your business as it might look on the day before you start trading. This should be done now.
Carry out a sensitivity analysis, noting by how much each of the following must change seriously to affect the apparent viability of your business plan:(a) Sales lower by x per cent(b) Fixed costs higher by x per cent(c) Cost of goods sold higher by x per cent.
Construct a four-line summary (sales, gross profit, operating profit and profit before tax) of your profit-and-loss accounts for the full five years (annually).
Construct a profit and loss account for years 1, 2, 3, 4 and 5, assuming you achieve the level of sales in your sales forecast. Include a statement of key assumptions made.
Construct a cash-flow statement for years 1, 2, 3, 4 and 5 assuming that you achieve the level of sales in your sales forecast.
Construct a cash-flow statement for the pre-trading period leading up to ‘opening’ day.
Give an estimate of the likely market share that these forecasts imply
Support your forecast with examples from other similar ventures started recently, and drawing from company accounts and other sources.
Prepare a sales forecast by value and volume for each major product group (eg for a hotel: bedrooms, restaurant, off-licence) throughout the whole period of the business plan – eg up to five years (monthly for years 1 and 2 and quarterly thereafter).

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The Business Plan Workbook The Definitive Guide To Researching, Writing Up And Presenting A Winning Plan 6th Edition Colin Barrow, Paul Barrow, Robert Brown - Solutions

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