Chartered IT Professional (CITP) Strategy, Leadership and Business Change Syllabus

Strategy, Leadership and Business Change syllabus — full chapter and topic list

Expand any chapter to see its topics and sub-topics. This is the whole examinable outline for Strategy, Leadership and Business Change in Chartered IT Professional (CITP), not a summary of it.

1. 1

   IT Strategy and Alignment

   3 topics

   • Strategic Planning
     • Aligning IT with business objectives
     • Technology roadmaps and target operating models
     • Innovation and emerging technology adoption
   • Enterprise Architecture and Portfolio
     • Capability-based planning
     • Investment portfolio and prioritisation
   • Digital Transformation
     • Digital business models
     • Customer experience and service design
     • Cultural and organisational change
2. 2

   Leadership and People Management

   3 topics

   • Leadership Styles and Influence
     • Situational and transformational leadership
     • Influencing without authority
     • Decision-making under uncertainty
   • Team Development
     • Building and motivating teams
     • Coaching, mentoring and delegation
     • Performance management
   • Communication and Stakeholder Engagement
     • Tailoring communication to audiences
     • Negotiation and conflict resolution
     • Presenting to executives and boards
3. 3

   Business Change and Benefits Realisation

   3 topics

   • Change Management
     • Change models and adoption
     • Resistance and stakeholder buy-in
   • Benefits Management
     • Defining and measuring benefits
     • Value realisation and tracking
   • Organisational Design
     • Operating models and capabilities
     • Sourcing and workforce planning
4. 4

   Financial and Commercial Management

   3 topics

   • IT Financial Management
     • Budgeting and cost models
     • Capital versus operational expenditure
     • Total cost of ownership
   • Business Case and Investment Appraisal
     • Cost-benefit analysis and ROI
     • Net present value and payback
   • Procurement and Contracts
     • Sourcing strategy and vendor selection
     • Contract negotiation and management

Strategy, Leadership and Business Change flashcards for Chartered IT Professional (CITP)

18 of 51 cards from the Strategy, Leadership and Business Change deck — real questions with worked answers.

1. What is strategic planning in an organisational context?

   The disciplined process of defining an organisation's long-term direction (vision, mission, goals), analysing internal and external environments, and allocating resources to achieve a sustainable competitive position over a multi-year horizon.

2. What does a PESTLE analysis examine, and what do its six letters stand for?

   It scans the external macro-environment across six factors: Political, Economic, Social, Technological, Legal, and Environmental.

3. In SWOT analysis, which two categories are internal and which two are external?

   Internal: Strengths and Weaknesses. External: Opportunities and Threats.

4. Name the five forces in Porter's Five Forces model for industry analysis.

   Competitive rivalry, threat of new entrants, threat of substitutes, bargaining power of suppliers, and bargaining power of buyers.

5. What are Porter's three generic competitive strategies?

   Cost leadership, differentiation, and focus (which can be cost focus or differentiation focus on a narrow segment).

6. What four perspectives make up Kaplan and Norton's Balanced Scorecard?

   Financial, Customer, Internal Business Process, and Learning & Growth.

7. What is an Enterprise Architecture (EA)?

   A holistic blueprint that aligns an organisation's business strategy with its IT, describing the structure and integration of business processes, information, applications, and technology to guide coordinated change.

8. Name the four architecture domains in TOGAF.

   Business Architecture, Data (Information) Architecture, Application Architecture, and Technology Architecture (often grouped as BDAT).

9. What is the TOGAF ADM?

   The Architecture Development Method: an iterative, phased process (Preliminary, then phases A-H) for developing and managing the lifecycle of an enterprise architecture.

10. What is the purpose of IT portfolio management?

    To centrally manage the collection of IT investments, projects, and assets as a portfolio, balancing value, cost, and risk to maximise return and ensure alignment with strategic objectives.

11. In a portfolio prioritisation matrix plotting value against risk/cost, which quadrant offers the best candidates for investment?

    High value combined with low risk/cost (the 'quick wins' or high-return quadrant).

12. What is digital transformation?

    The integration of digital technology into all areas of a business, fundamentally changing how it operates and delivers value to customers, often accompanied by cultural and operating-model change.

13. Distinguish digitisation, digitalisation, and digital transformation.

    Digitisation converts analogue information to digital format; digitalisation uses digital tech to improve existing processes; digital transformation reinvents business models and value propositions around digital capabilities.

14. What is a 'disruptive innovation' as defined by Clayton Christensen?

    An innovation that starts in a simpler, cheaper, lower-end or new-market niche and progressively moves upmarket, eventually displacing established competitors who initially ignored it.

15. What are the four leadership styles in the Hersey-Blanchard Situational Leadership model?

    Directing (telling), Coaching (selling), Supporting (participating), and Delegating, matched to follower readiness/maturity.

16. Contrast transactional and transformational leadership.

    Transactional leadership motivates through rewards and penalties tied to performance and the status quo; transformational leadership inspires, articulates a vision, and stimulates followers to exceed expectations and embrace change.

17. What are the three leadership styles identified by Kurt Lewin?

    Autocratic (authoritarian), Democratic (participative), and Laissez-faire (delegative).

18. What are the six leadership styles in Daniel Goleman's emotional-intelligence model?

    Coercive (commanding), Authoritative (visionary), Affiliative, Democratic, Pacesetting, and Coaching.

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