ARC 085: BUSINESS MANAGEMENT AND

APPLICATION FOR ARCHITECTURE 1

PHINMA – University of Pangasinan

College of Engineering and Architecture
Department of Architecture
SCHEDULE
WEDNESDAY/ FRIDAY | 9:30 AM – 10:30 AM

BUSINESS CHANGE
LIFECYCLE
Research Work No. 1

MACARAEG, KATHLEEN DENISE D.

Student

UP-FB1-BSAR5-02
Section

AR. ELOISA MARIA T. NABOYE

Instructor
 I. Business Change Lifecycle

A. Business Lifecycle

Process Change. It means interconnections of the members in the organization. It includes all the
steps how to do, what to do and when it should be done; here the organization have a variety of interchanging
with the environment whereas, obtaining input from it and generating output from it.

Business Change Lifecycle. The business lifecycle provides a framework for assessing the key
stages involved in understanding a business change project. It provides a framework from which different
process change methodologies can operate. It consists of five stages, and it is a cycle that means if you
reached the end of it you start back at the very beginning and repeat this. It ensures that the business is
constantly appraising itself against the external environment to remain relevant and in touch with the market.

Image Source: Google Images

The business analyst is a vital role in business change and improvement. An improvement project
may require many responsibilities, including stakeholder management, design, development and
deployment. The business analyst isn’t the main role performing these tasks but does have a key impact and
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influence on the decisions and actions taken by the wider team. This blog covers the business change
lifecycle, which is a five-stage lifecycle that covers the key areas of activity required to enable successful
business change.

These five stages in business change lifecycle are:

1. Alignment
Any new project and software development should ensure that it matches the organization’s
objectives and strategy, any proposed changes should meet internal policies and legal
requirements.
This is a key stage when process mapping, the To-Be process needs to be compliant with
the policies and legislation of the process. This can mean that proposed changes might not be
possible due to these factors.
 External Environment. Business needs to align with the external environment so
as to grab the first mover advantage. For this they need to analyze:
o Customer Habits
o PESTLE
o Porter’s Five Forces
 Bottom-up Change.
o It states that any organization who wants to bring a change should look out
to change the internal environment as well.
o But the change in internal organization should be brought consciously with
careful planning.
o Employees viewpoint must be considered while bringing any change.
2. Definition
The definition stage focuses on defining business change proposals in order to uncover the
root cause, analyse the situation and define the requirements.
 Forming the Business Case
o Once there is need for change, a project team is established to explore and
evaluate the desired outcome of the project.
o The evaluation will include the gap analysis tool.
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  Gap Analysis
o Under this the project team assess the organization’s current position and the
processes.
o This help the team to analyze the type of change to be implemented
successfully in the organization.
o Gap analysis gives particular consideration to the organization’s core
resources.
 Need a Holistic View
o Understand all the different aspects of the business change.
o As most of the business change will effect more than one area of the
organization.
 Contents of the Business Case
o Includes the proposal of the change
o Supporting recommendation
o Associated cost of change
 Benefit of the Change
o Sets the improved objective which the desired change will bring
o Appoints benefit owner who assess the benefits of change and he is the one
who is closely connected with the project.
3. Design
The design stage covers the design specification, development and testing of the solution,
including the business processes and software needed.
Popit Model. This model focuses on four interrelated areas when undertaking a business
change. Some analysts argue that project team focuses on too much change on processes and
information, and technological aspects of business change. It ignores the impact the change has
over people and the organization.

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 Image Source: Google Images

4. Implementation
Implementation covers the planning and preparation for the deployment of business change.
 Force Field Analysis
o Identify driving and restraining forces
o Work upon it
 Communication
o Highlights the benefits of change
o Communication need to be of professional nature
 Rewards
o Give incentives to the staff
o Flexible work conditions
 Training
o One to one session for training of new processes
o Technical training in case of IT
 Systems
o Testing of the system
o Change structure
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5. Realisation
Realisation is the review of the predicted business changes to identify which have been met
and which need investigation. For example, through the use of the Engage Process Modeler an
estimate time and cost-saving can be produced broken down by role. This can then be
investigated to see if the time saving has been realised by the new process and or product.
Realisation:
 Checking the success of implementation
 Has target become current
 Measuring achievement of objectives
 Identifying unexpected benefits

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References:

I. Business Change Lifecycle

 https://www.slideshare.net/RinkleKaur/business-change-lifecycle-and-business-
process-reengineering
 https://weareleanandagile.com/project/the-business-change-lifecycle-implementation-
and-realisation/

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