BUSNESS CHANGE Change in business often means a company must engage in a process in which they alter their company

for a structured purpose. Rather than making change just to do so, companies must have a plan for change that improves current processes and maximizes profit. Change management can involve defining new business values or behaviours, generating an agreement to better meet the needs of stakeholders involved in the business or transitioning the company's organizational structure to a different type to improve operations. According to SFIA, the sub components of business change include: Business Change Implementation - This involves the definition and management of the process of deploying and integrating IT capabilities into the business in a way that is sensitive to, and fully compatible with business operations. Utilizing skills including: o Portfolio Management o Programme Management o Project Management o Portfolio, Programme and Project Support o Business Analysis o Requirements Definition and Management o Business Process Testing o Change Implementation Planning and Management o Organisation Design and Implementation Relationship Management This is the process of fostering good relations with customers to build loyalty and increase sales. Relationship management aims to create a partnership between the organization and its customers (both internal and external) rather than consider the relationship merely transactional. Consumers who feel that a business responds to their needs are more likely to continue using the products and services that a business offers. Additionally, maintaining a level of communication with consumers allows the business to identify potential sources of costly problems before they come to a head. Relationship management is achieved by leveraging stakeholder relationship management which is the key skill required for this sub component of business change. Skills Management is the practice of understanding, developing and deploying people and their skills. Well-implemented skills management should identify the skills that job roles require, the skills of individual employees, and any gap between the two. To be most useful, skills management must be an on-going process, where individuals assess and update their recorded skill sets regularly. These updates should occur at least as frequently as employees' regular line manager reviews, and certainly when their skill sets change. Some of the skills involved in achieving this are: o Learning and Development Management o Learning and Development Assessment o Learning Design and Development o Learning Delivery o Teaching and Subject Formation o Resourcing

Professional Development

Some of the findings inferred in this project show that although skills exist in the organization in the following areas: Programme Management Project Management Portfolio, Programme and Project Support Business Analysis Requirements Definition and Management Change Implementation Planning and Management Sustainability Assessment Stakeholder Relationship Management Learning and Development Management Professional Development Learning Design and Development Learning Delivery Learning and Development Assessment

There is room for improvement and increase in capability in these areas. It was also found that no skills exist in the following areas: Portfolio Management Business Process Testing Resourcing Business Modelling Teaching and Subject Formation Benefits Management

Training has therefore been recommended to close this gap and increase capacity of staff in the overall area of business change.