LIST OF FIGURES AND TABLES
Figure 1.2 The growth share matrix
Figure 1.4 Simplified VMOST diagram
Figure 1.5 The business model canvas
Figure 1.6 Example business model canvas
Figure 1.7 Johnson and Scholes’s cultural web
Figure 1.8 Business capability model showing strata and level 1–3 capabilities
Figure 1.9 Example partial information concepts model
Figure 1.11 Balanced scorecard
Figure 2.4 Background research process
Figure 2.5 The main stages of interviewing
Figure 2.6 Structure of an interview
Figure 2.7 Repertory grid using a 7-point scale
Figure 2.8 Repertory grid of issues relating to document storage
Figure 2.9 Template for analysis of storytelling outputs
Figure 2.10 Revised template for analysis of storytelling outputs
Figure 2.11 Activity sampling sheet (completed)
Figure 2.12 Sampling analysis summary sheet
Figure 2.13 Special purpose record for complaints handling
Figure 2.14 Detailed weekly timesheet
Figure 2.15 The sections of a survey
Figure 2.16 Likert scale applied to survey questions
Figure 2.17 Fishbone diagram (using the ‘6 Ps’)
Figure 2.19 Example rich picture
Figure 2.20 Example RAG assessment images
Figure 2.21 Social network analysis
Figure 3.1 Stages in the production of a business case
Figure 3.2 Options identification
Figure 3.3 Shortlisting options
Figure 3.4 Incremental options
Figure 3.5 Elements of feasibility
Figure 3.6 Types of cost and benefit
Figure 3.7 Force-field analysis
Figure 3.8 Scored force-field analysis
Figure 3.9 The risk management process
Figure 3.10 Example benefits dependency network
Figure 3.11 Process for benefits planning and management
Figure 3.12 Bar chart showing changes and benefits against a timeline
Figure 4.1 Systemic analysis approach
Figure 4.2 Storyboard for a holiday
Figure 4.3 Organisation diagram showing external environment
Figure 4.4 Completed organisation diagram
Figure 4.5 SIPOC for a retail organisation
Figure 4.6 Partial value chain of primary activities
Figure 4.7 Value chain for an examination body
Figure 4.8 Value stream for a passenger collecting baggage at an airport
Figure 4.9 Types of value proposition
Figure 4.10 Activity diagram notation
Figure 4.11 Example activity diagram
Figure 4.12 Partial activity diagram showing multiple outcomes from a decision
Figure 4.14 Business process notation set
Figure 4.15 Business process model with detailed steps
Figure 4.16 Business process model showing rationalised steps
Figure 4.17 Activity diagram showing steps in the review complaint task
Figure 4.18 Engagement points between a customer and a supplier
Figure 4.19 Customer journey map for new boots purchase
Figure 4.20 Example empathy map
Figure 4.21 Example value network diagram
Figure 4.22 Extended value network diagram
Figure 5.1 Document specification form
Figure 5.2 Process for developing a scenario
Figure 5.3 Scenario for a customer booking an online seminar
Figure 5.5 Process for staging a workshop
Figure 5.6 User classification document
Figure 5.8 Association between classes
Figure 5.10 Additional class linked to an association class
Figure 5.11 Reflexive association
Figure 5.12 Generalisation structure
Figure 5.15 Partial CRUD matrix
Figure 5.17 One-to-many relationship between entities
Figure 5.18 Optional relationship between entities
Figure 5.19 Many-to-many relationship between entities
Figure 5.20 Resolved many-to-many relationship
Figure 5.21 Additional relationship with link entity
Figure 5.22 Recursive relationship
Figure 5.23 Many-to-many recursive relationship
Figure 5.24 Exclusive relationship
Figure 5.25 Separated exclusive relationship
Figure 5.26 Named relationships
Figure 5.27 Super-type and sub-types structure
Figure 5.28 Example entity relationship diagram
Figure 5.29 Partial library ERD
Figure 5.30 Example requirements catalogue entry
Figure 5.31 Use case diagram showing key elements
Figure 5.32 Use case diagram with additional notation
Figure 5.33 Use case description for ‘Assign resources’ use case
Figure 5.34 Product features hierarchy
Figure 5.35 Outer and inner timeboxes
Figure 5.36 Structure for a typical timebox
Figure 6.1 Decision table structure
Figure 6.2 Decision tree for rail fares example
Figure 6.4 State machine diagram for ‘Order’ class
Figure 6.5 UML state machine diagram extract for ‘Invoice’ class
Figure 6.6 Black box testing process
Figure 6.7 Boundary value analysis process
Figure 6.8 Extract from Figure 6.4 showing guard condition to be tested
Figure 7.1 Example Kanban board
Figure 7.2 Example use of Kanban in an Agile project
Figure 7.3 The eight stages in John Kotter’s change process
Figure 7.4 Kurt Lewin’s stages of organisational change
Figure 7.6 The conscious competence model
Figure 7.7 Alternative representations of the conscious competence model
Figure 7.8 Single and double loop learning
Figure 7.10 Kolb learning cycle
Figure 7.11 SARAH curve of emotional responses to change
Figure 7.12 Benefits management process
Figure 8.2 3 × 3 power/interest grid
Figure 8.3 Example RACI matrix
Figure 8.5 Five conflict positions
Table 1.2 Porter’s five forces
Table 1.3 Factors to consider when applying Porter’s five forces analysis
Table 1.5 Growth share matrix quadrants
Table 1.7 Example of a resource audit
Table 1.8 Example of a VMOST analysis
Table 1.9 Factors to consider when applying VMOST analysis
Table 1.10 Components of the business model canvas
Table 1.11 Example cultural web analysis
Table 1.12 Noun and verb phrases
Table 1.13 Example textural description of information concepts
Table 2.1 Leavitt’s diamond elements
Table 2.2 Example application of Leavitt’s diamond
Table 2.4 POPIT model and example situation investigation questions
Table 2.5 Cynefin contexts description
Table 2.6 Application of Cynefin by BAs
Table 2.7 Considerations during background research
Table 2.8 Areas to consider during ethnographic research
Table 2.9 Challenges with conducting ethnographic research
Table 2.10 Focus group questions and areas for exploration
Table 2.12 The four repertory grid steps
Table 2.13 Success factors related to surveys
Table 2.14 Survey question types
Table 2.15 Roles within social network analysis
Table 2.16 Approaches for obtaining social network analysis information
Table 2.17 Example uses of social network analysis output
Table 3.1 The four discovery techniques
Table 3.2 Applying the discovery techniques
Table 3.3 Business issues to be considered in a business case
Table 3.4 Technical issues to be considered in a business case
Table 3.5 Financial issues to be considered in a business case
Table 3.6 Tangible costs – one-off or initial
Table 3.7 Tangible costs – ongoing
Table 3.10 Intangible benefits
Table 3.12 Approaches to converting measurable benefits into quantifiable benefits
Table 3.13 Issues to be addressed in an impact analysis
Table 3.14 Payback or break-even analysis
Table 3.15 Discounted cash flow/net present value calculation
Table 3.16 Scales for risk assessment
Table 3.17 Possible risk actions
Table 3.18 Elements of a benefits plan
Table 3.19 Contents of a business case
Table 4.1 Stages in a protocol analysis
Table 4.2 Stages of a shadowing exercise
Table 4.3 Issues to be considered in shadowing
Table 4.4 Primary activities in Porter’s value chain
Table 4.5 Primary activities in a manufacturing value chain
Table 4.6 Primary activities in a service value chain
Table 4.7 Support activities in Porter’s value chain
Table 4.9 Examples of business events
Table 4.10 Example hierarchical numbering system
Table 4.11 Contents of a task definition
Table 4.12 Example task description
Table 4.13 TIMWOODS – the eight wastes of Lean
Table 4.14 Stages in the creation of customer journey maps
Table 5.1 Information recorded about the data on a ‘document’
Table 5.2 Categories of prototype
Table 5.3 Advantages of prototyping
Table 5.4 Disadvantages of prototyping
Table 5.5 Steps in developing a scenario
Table 5.7 Workshop planning aspects
Table 5.8 Elements for a successful workshop
Table 5.9 Workshop ice-breaking techniques
Table 5.10 Workshop creative thinking techniques
Table 5.13 Product with high number of threshold attributes
Table 5.14 Product with high number of excitement attributes
Table 5.15 Requirements sub-categories
Table 5.16 Types of responses encountered during negotiations
Table 5.17 Three compartments of a class
Table 5.18 Supporting information for an entity relationship model
Table 5.19 Contents of a business requirements document
Table 5.20 Contents of a requirements catalogue entry
Table 5.21 Key elements of a use case diagram
Table 5.22 Additional use case elements
Table 5.23 Entries in a use case description
Table 5.24 Requirements estimation techniques
Table 5.25 Key timeboxing principles
Table 5.26 Characteristics of good requirements
Table 6.1 Example requirements and acceptance criteria
Table 6.2 The five PLUME categories
Table 6.3 Decision table elements
Table 6.4 Condition stub in a rail fare decision table
Table 6.5 Decision table condition entries with possible combinations
Table 6.6 Decision table with three conditions and possible combinations
Table 6.7 Action stub in a decision table
Table 6.8 Decision table with two conditions
Table 6.9 Decision table with three conditions
Table 6.10 Decision table with rationalised conditions
Table 6.11 Decision table with exclusive conditions
Table 6.12 Extended-entry decision table
Table 6.13 A/B testing process
Table 6.14 Example conditions for items purchased and discounts awarded
Table 6.15 Example business rule partitions
Table 6.16 Partition and boundary test values
Table 6.17 Example set of tests for login function to meal delivery website
Table 6.18 Example test script for login function
Table 7.1 Change deployment strategies
Table 7.2 Advantages and disadvantages of change deployment strategies
Table 7.4 Five core properties of Kanban
Table 7.5 Three stages of Lewin’s change model
Table 7.6 Dimensions of the McKinsey 7S framework
Table 7.7 Example of using the outcome frame
Table 7.8 Stages of the conscious competence model
Table 7.9 Honey and Mumford’s four learning styles
Table 7.10 Johari window quadrant descriptions
Table 7.11 Stages of the Kolb learning cycle
Table 7.12 Stages of the SARAH curve
Table 7.13 Benefits plan elements and possible benefits realisation issues
Table 7.14 Feedback grid quadrant explanations
Table 7.15 Considerations when arranging a project review meeting
Table 8.1 Descriptions of stakeholder wheel groups
Table 8.2 2 × 2 power/interest grid category descriptions
Table 8.3 3 × 3 power/interest grid category descriptions
Table 8.4 Power/interest grid stakeholder management strategies
Table 8.5 Descriptions of RACI elements
Table 8.6 Stakeholder management plan contents
Table 8.7 Stakeholder management plan extract
Table 8.8 Definition of the CATWOE elements
Table 8.10 Descriptions of types of BAM activities
Table 8.11 Written communication and the 4As
Table 8.12 Principled negotiation step descriptions
Table 8.13 Aspects relating to people during negotiations
Table 8.14 Description of the Thomas–Kilmann conflict positions