ACCA-sbl-2019-2020-trainthetrainer- resource .pdf

How to approach SBL

1. Strategic)Business)
Leader)2019)
Train&the&Trainer&–How$
to$deliver$more$
effectively
Dr.Constantine&“Dino”&
Kiritsis

2. Embracing*change.*Shaping*futures.*Together
Agenda
Your+Trainer+–Dr.Constantine*“Dino”*Kiritsis
!Becoming*an*effective+trainer+–tips,*ideas*&*samples
!What*to*do*when*students*do+not+have+professional+experience
!Interacting+with+students+&+inspiring+them
!Preparing+&+Developing+Cases+&*discussion
!Using+Videos+to+link+with+SBL+concepts
!Organizing*time
!Using*my*flowchart+methodology
!Structuringa*course

3. Embracing*change.*Shaping*futures.*Together
Please…
Be*open…
Interact…
Ask*questions…
My#contact#details:
Dr.*Constantine*“Dino”*Kiritsis
[email protected]

4. Embracing*change.*Shaping*futures.*Together
1.#Strategic#Business#Leader#–syllabus#areas#and#skills
Strategic*
Business*
Leader
Leadership
Organisational*
control*and*
audit
Analysis
Governance
Finance*in*
planning*and*
decision@
making
Scepticism
Strategy
Innovation,*
performance*
excellence*and*
change*
management
Evaluation
Risk
Communication
Technology*and*
data*analytics
Commercial*
acumen

5. Embracing*change.*Shaping*futures.*Together
The$Exam$(reminder)
4*hour*duration*allowed*(240*minutes)
12+*pages*of*case*study*information
50*marks*to*pass
100*marks,*80*for*technical*content*and*20*for*professional*skills
All*questions*are*based*on*same*scenario
The*emphasis*is*on*a*combination*of*technical*and*professional*skills

6. Embracing*change.*Shaping*futures.*Together
3.#A#different#teaching#approach
Different#teaching#approach
!The*numberof*topics
!The*practical#“common#sense”
nature
!Demonstrate*professionalism*–
LEARNING*vs*DOING

7. Embracing*change.*Shaping*futures.*Together
4.#The#Main#Differences
!Role*of*student*
!Formats
!Audience*
!Verb*used*–task*based
!Mark*allocation
!Professional*skills*marks

8. Embracing*change.*Shaping*futures.*Together
Technical*content*
is*similar*but*…*
how*students*need*
to*use*it*in*
Strategic*Business*
Leader*is*very*
different
5.*Change*in*teaching)approach)and)skills)change*needed*
(1)
!Understanding*the*holistic)
nature)of*the*exam
!Focus*on*application
!Simulate)Work)experience
!Design*courses*to*incorporate*
student)interaction,)
questions)and)feedback

9. Embracing*change.*Shaping*futures.*Together
Technical*content*
is*similar*but*…*
how*students*need*
to*use*it*in*
Strategic*Business*
Leader*is*very*
different
5.1*Change*in*teaching)approach)and)skills)change*needed*
(2)
!Focus*on*developing)each)
professional)skill)(i.e.*
scepticism)*
!Make*students*understand*
“Professionalism”
!Writing)styles)/*Formats*–
Professional*writing*skills

10. Embracing*change.*Shaping*futures.*Together
6.#What#is#the#flow#of#the#Strategic#Business#Leader#
course?

11. Embracing*change.*Shaping*futures.*Together
Understanding+HOLISTIC
SBL+–2018
©+Dr.+Constantine+‘Dino’+Kiritsis

12. Embracing*change.*Shaping*futures.*Together
7.#Sample#waytodeliverSBL#usingtheflowchartsequence
!The*key*areas*to*pass*–100#AREAS#to#‘master’
!The*Flowchart*Methodology
!Knowledge*&*Skills
12

13. Embracing*change.*Shaping*futures.*Together
8.#The#flowchart#helps#in…
!Organisingthe#knowledge#areas#(content)*for*SBL
!Managingyour*course*into*smaller#‘chunks’#of*info
!Understandingthe*material*in*a*logical#way#(not*the*only*way,*but*a*useful*way)
!Identifyingimportant#or#“key”#terms#/*areas*in*order*to*prepare*for*the*exam*(close*to*100*areas)
!Understandingwhat*areas*are*relevant#and/or#dependent#with*others
!Understandingwhere#to#‘look#at’#when#attempting#a#requirement#(is*it*a*question*on*risk?*A*question*relating*to*choice?*A*question*on*an*external*issue?)
!Understandingthe*“HOLISTIC”#approach*or*the*“INTEGRATED”#approach*required
!Disclaimer:+The2flowchart2cannot2get2the2students2through2on2its2own!

14. Embracing*change.*Shaping*futures.*Together
The$100$areas$–index$
Corporate*Governance*–Why?
Agency*theory
Key$concepts:
o*Integrity
o*Transparency
o*Responsibility
o*Independence
o*Honesty
o*Accountability
o*Fairness
o*Judgement
o*Probity
Stakeholders
Stakeholder*Mapping
Normative*vs*Instrumental
Institutional*Investors
Board*of*Directors*KRole
Composition$&$committees
!Risk*committee
!Remuneration*committee
!Audit*committee
!Nominations*committee*
Director’s*remuneration*&*rewards
Role*of*Chairman,*CEO*
Unitary*vs*two*tier*boards*(+/K)
NED’s*and*role
Induction*&*CPD
Diversity
Disclosure*(mandatory*–voluntary)
BoDeffectiveness*(how?)
Rules*vs*Principles*&*limitations*of*governance
Public*sector*governance*&*3*E’s*criteria
Contribution*of*codes?
Risk*Management
DynanicRisk
ALARP*Principle*
Risk*process
!Identification
!Prioritization/assessment*(heat*mapping)
!Strategy*(TARA)
!Monitor
Types*of*risks(Strategic**/*Operational*Risk)
Risk*Mapping
Risk*Strategies*(TARA)
ERM*–COSO
Related*&*Correlated*Risk
Risk*culture&*Risk*appetite
Role*of*risk*manager
Internal*Controls*–“sound”*IC
Internal*Audit*–objectives?
Internal*Control*system
Information*Flows*for*Management*Reporting
Internal*Audit*&*Independence
Corporate*Social*responsibility*(Carroll)
Profession*&*Professionalism
Code*of*Ethics*&*Professional*Values
Tucker’s*5*step*model*Kethical*decisions
Social*Responsibility*of*Accountants
Professional*Codes*of*Ethics*(i.e.*IESBA)
Conflict*of*Interest,*Ethical*threats*&*Safeguards
Corruption*
Integrated*Reporting*&*Value

15. Embracing*change.*Shaping*futures.*Together
The$100$areas$–index$(continued)
Cyber*–security*(methods)
E<business*(types,*pros*&*cons)*<full
Disruptive*technology*&*examples
’s*theory
Marketing*Mix*in*the*digital*era*
Market*Segmentation
Supply*chain*management*/*e<procurement
SWOT*analysis
Organizational*Culture*<Web
Ansoff’s*growth*matrix
Growth*methodologies*(common)
!Franchising*/*Licensing*
!Internal*growth*(organic)
!Mergers
!Acquisitions
!Joint*Ventures
15
PID
Project*manager*vs*Project*Sponsor
Elements*of*a*project*Plan
Post*implementation*review
Post*audit*review
Leadership*/*Leadership*Traits
Entrepreneurship*/*Intrapreneurship
Financial*Analysis
Short*&*Long*term*financing
Forecasting*&*Budgeting
Variance*Analysis
Investment*appraisal
Ratio*Analysis
Costing
SAF*–Suitability,*Acceptability,*Feasibility
Business*Structures
Outsourcing*pros*&*cons*&*Harmon’s*Matrix
Shared*Services
Collaborative*working
Business*process*redesign
Change*Management
Lewin’s*model
Balogun*Hope*Hailey*model
POPIT*model
Resistance*to*change
Project*Management
Project*Constraints
Business*Case,*CBA*&*Risks
6*capitals*of*an*integrated*report
Environmental*&*sustainability*accounting
Vision*&*Mission
PESTEL*(environment)
5*Forces*(competition)
Diamond*(national*comp.*advantage)
Scenarios
Capabilities,*Resources*&*Competencies
CSF’s*&*KPI’s
Balanced*Scorecard
Baldrigdge
Benchmarking
Generic*Strategies
BCG*matrix
Value*Chain
Big*data*(3*V’s)*
Cloud*Systems*(pros*&*cons)
Data*Analytics*&*Business*Intelligence

16. Embracing*change.*Shaping*futures.*Together
9.#The#flowchart#and#how#it#works
!The*logic*–the*holistic*approach
!The*interdependencies
!The*colors
!Blue:*Governance*&*Risk
!Yellow:*Analysis
!Red:*Choice
!Green:*Implementation
!Dark#Red#Boxes:*Professional*skills*embedded*throughout

17. Embracing*change.*Shaping*futures.*Together
10.$Training$on$the$management$of$time
!Reading*&*Annotating*the*case:*40*–60*min.*apx.
!Reading$the$background$to*the*case
!Scan$the$list$of$exhibits
!Read$the$requirements
!Read$the$exhibits$$@once*requirements*have*been*identified
!Objective:*What*are*the*implications*of*what*you*are*reading*–what$are$the$issues$
the*organization*is*currently*facing.**
!Writing*&*Planning:*200*min.*apx.*(2.5*min*per*technical*mark*(of*40*min,*or*2.2*if*
60*min).*Professional*Skills*are*EMBEDDED*in*this*part,*NOT*EXTRA)*
Key*point:*Make*sure*you*train*candidates*how$to$annotate$(examples)

18. Embracing*change.*Shaping*futures.*Together
11.#Creating#a#dynamic#learning#environment#3Running#
classroom#discussion
!Why*participation*matters
!Be*aware*of*different#learning#styles#
and*how*to*deal*with*them*(LIVE)
!Tips*on*increasing#participation#
(LIVE)
!Establish*a*culture#of#sharing#and#
openness#early#on#(LIVE)
!Plan#activities#to*support*participation
!Teach*the*class*to*participate

19. Embracing*change.*Shaping*futures.*Together
11.1#From#your#part…
Be*genuine–Be*yourself
Use*your*own*experience
Remember*it*is*about*how#you#make#them#feelnot*what*you*tell*them
Being*humble
Trainerpreneurship(Kiritsis,#2018)
Humor
Movement#&#Voice

20. Embracing*change.*Shaping*futures.*Together
The$80/20$
principle$and$
how$to$use$it$in$
class

21. Embracing*change.*Shaping*futures.*Together
12.$Developing$cases$–using$cases$–Delivering$cases$
&$videos
!How*to*use$cases$(LIVE)
!How*to*deliver$the$story$(LIVE)
!What*types$of$cases$to*use*(LIVE)
!How*to*show$the$videos$(LIVE)
!Activities:$Games,*Simulations,*Role*
plays
!In*order*to*ensure*buyDin,*you*should*
establish*rules*at*the*beginning*of*
your*session.*

22. Embracing*change.*Shaping*futures.*Together
13.$The$value$of$story$telling$(or$story$showing)$&$
debriefing
Live*examples
Picking$a$topicfrom*SBL*and$making$
a$real$case
A$story$(case)$on$corporate$
governance$&*how*to*debrief*(LIVE)
A$story$on$Critical$Success$Factors$
and*how*to*debrief*(LIVE)
Important:*The$importance$of$CPD$for$
us$as$trainers$when$teaching$SBL…(see$
next$slide)

23. Embracing*change.*Shaping*futures.*Together
Mini$Activity$–Building$a$case

24. Embracing*change.*Shaping*futures.*Together
14.$Broader$business$awareness$–Interacting$
effectively$with$students
How*can*we*encourage*broader*business*awareness*(for$us$as$well)?
!Ethics$and$Professional$Skills$module
!Homework/classwork*research*(pre?course*work)
!Watch$movies
!Read*books/Listen*to*podcasts
!Guest*speakers
!Follow$current$events

25. Embracing*change.*Shaping*futures.*Together
15.$Teaching$the$theories$&$models

26. Embracing*change.*Shaping*futures.*Together
Environment:+PESTEL+mainly+&+5+Forces
Competition:+5+Forces+mainly+&+PESTEL
Performance:+Baldridge,+Balanced+Scorecard,+CSFs+&+KPIs,+
Benchmarking,+BCG
Evaluation+of+Strategies:+Generic+Strategies+/+Strategic+Clock+&+SAF
Position+Analysis:+SWOT,+including+areas+from+other+models
Portfolio+or+Subsidiary+performance+analysis:+BCG+Matrix
Value+(or+value+activities)+or+“coordination”+of+activities+:+Value+chain+
&+discussion+of+supply+chain
Directions+for+Growth:+Ansoff’s+matrix
A+way+to+teach+theories+&+models:+Identify+the+key+word+–NOT+the+
model+–Using+the+wordfor+a+story

27. Embracing*change.*Shaping*futures.*Together
A"way"to"teach"theories"&"models:"Identify"the"key"word"–NOT"the"
model";Using"the"wordfor"a"story
19/07/201927
National"competitive"advantage:"Diamond
Stakeholders"–interest"&"influence:"MendelowMatrix
Risk"Management"Process"(full):"Risk"ID,"Assessment,"Strategies,"
Monitoring
Risk"Strategies:"TARA
Risk"Heat"Map:"Impact"by"Likelihood
Social"Responsibility:"Carroll’s"Theory
Corporate"Governance"Arrangements:"Board?"NEDs?"Chairman"&"CEO?"
Committees?"Diversity?"Family?"Code?"

28. Embracing*change.*Shaping*futures.*Together
A"way"to"teach"theories"&"models:"Identify"the"key"word"–NOT"the"
model"Using"the"wordfor"a"story
Marketing"Mix/Elements:"7Ps
Why"Market"online"/"Why"do"eDcommerce:6"I’"theory
Corporate"Culture:"Cultural"Web
Outsourcing:"Harmon’s"Matrix
Change:"Lewin’s"3"stage"model"or"POPIT"(depending"on"question)
Big"Data:"3"VsTheory,"Knowledge"Management,"Cloud,"Business"Analytics"+"Security,"Privacy"etc.
Ethical"Decision"making:"Tucker
<IR>"DIntegrated"Reporting
Disclaimer:"These%terms%do%not%cover%all%possible%terms%coming%up,%but%may%be%considered%more%common.
19/07/201928

29. Embracing*change.*Shaping*futures.*Together
!Fairness
!Openness*/*transparency
!Independence*
!Probity*/*honesty*
!Responsibility
!Accountability
!Reputation*
!Judgement
!Integrity
Exam%technique:%Key%concepts%for%Corporate%
Governance%areas%(Critical%Success%Slide!)%

30. Embracing*change.*Shaping*futures.*Together
Important*link
https://learningcommunity.accaglobal.com/sbl

31. Embracing*change.*Shaping*futures.*Together
16.$Professional$Skills$and$how$to$teach$them
!The*importance*of*EPSM!
!Using*an*article$or$an$exhibitto*use*all*(in*some*cases)*professional*skills*
(Live$example$in$class)
!Your$turn:$Activity*live*in*class*

32. Embracing*change.*Shaping*futures.*Together
Professional*skills
17.$Professional$skills$marks
AnalysisScepticism
EvaluationCommunication
Commercial*
Acumen

33. Embracing*change.*Shaping*futures.*Together
Communication
Informconcisely,*objectively,*and*unambiguously,*while*being*sensitive*to*
cultural*differences,*using*appropriate*media*and*technology.
Persuadeusing*compelling*and*logical*arguments*demonstrating*the*ability*to*
counter*argue*when*appropriate.
Clarify1and*simplify*complex*issues*to*convey*relevant*information*in*a*way*that*
adopts*an*appropriate*tone*and*is*easily*understood*by*the*intended*audience.

34. Embracing*change.*Shaping*futures.*Together
Commercial*acumen
Demonstrate*awareness*of*organisational*and*wider*external*factors*affecting*
the*work*of*an*individual*or*a*team*in*contributing*to*the*wider*organisational*
objectives.
Use*judgement*to*identify*key*issues*in*determining*how*to*address*or*
resolve*problems*and*in*proposing*and*recommending*the*solutions*to*be*
implemented.
Show*insight*and*perception*in*understanding*work*related*and*organisational*
issues,*including*the*management*of*conflict,*demonstrating*acumen*in*arriving*
at*an*appropriate*solutions*or*outcomes.
Key*way*to*understand*this*skill:*“Outside)in”)(discussed)in)class)

35. Embracing*change.*Shaping*futures.*Together
Analysis*
Investigaterelevant*information*from*a*wide*range*of*sources,*using*a*variety*
of*analytical*techniques*to*establish*the*reasons*and*causes*of*problems,*or*to*
identify*opportunities*or*solutions.
Enquireof*individuals*or*analyse*appropriate*data*sources*to*obtain*suitable*
evidence*to*corroborate*or*dispute*existing*beliefs*or*opinion*and*come*to*
appropriate*conclusions.
Consider1information,*evidence*and*findings*carefully,*reflecting*on*their*
implications*and*how*they*can*be*used*in*the*interests*of*the*department*and*
wider*organisational*goals
Key*way*to*understand*this*skill:*“Why”

36. Embracing*change.*Shaping*futures.*Together
Scepticism
Probing(deeply*into*the*underlying*reasons*for*issues*and*problems,*beyond*
what*is*immediately*apparent*from*the*usual*sources*and*opinions*available.
Questionfacts,*opinions*and*assertions,*by*seeking(justifications(and*
obtaining*sufficient(evidence(for*their*support*and*acceptance.
Challenge(information*presented*all*decisions*made*where*this*is*clearly*
justified,*a*professional*And*courteous*manner>*in*the*wider*professional,*
ethical,*organisational,*or*public*interest
Scepticism)demo)–in)class)(live))
Key*way*to*understand*this*skill:*Not)taking)things)for)granted)–challenging)
and)questioning)what)the)requirement)includes

37. Embracing*change.*Shaping*futures.*Together
General*principles*of*
professionalism*(I)
Professional*skills*marks
!Making*the*most*important*or*
crucial*points
!Showing*a*clear*understanding*of*the*
underlying*issues*and*integrating*
knowledge
!Only*making*relevant*points
!Not*repeating*points
!Addressing*the*requirements*as*written

38. Embracing*change.*Shaping*futures.*Together
General*principles*of*
professionalism*(II)
Professional*skills*marks
!Showing*an*ability*to*prioritise*and*make*
points*in*a*logical*and*progressive*way
!Structuring*and*presenting*the*answer*in*a*
professional*manner
!Evidencing*sound*knowledge*from*
underpinning*exams
!Demonstrating*professionalism

39. Embracing*change.*Shaping*futures.*Together
The*five*separate*
professional*skills*will*
always*be*tested*in*
each*exam
Professional*skills*marks
!Understand*the*meaning*of*each*skill
!Understand*the*three*discrete*aspects*of*
each*skill
!Marked*against*grid*with*descriptions*of:
•Not*at*all
•Not*so*well
•Quite*well
•Very*well

40. Embracing*change.*Shaping*futures.*Together
18.$Managing$Questions$and$Answers$(1/2)
When*you*are*creating*questions:
Keep*them*short.*
Make*sure*questions*are*distributed*evenly*throughout*the*group.
Avoid*vague*or*unfocussed*questionsA*questions*need*to*relate*to*the*
training.
•Avoid*questions*that*could*lead*to*disclosure*or*confession*that*will*
make*your*participants*uncomfortable.*

41. Embracing*change.*Shaping*futures.*Together
18.1$Managing$Questions$and$Answers$(2/2)
Responding$to$Answers
Acknowledge*every*contribution*that*a*participant*makes.
Respond*to*answers*immediately,*even*though*you*may*have*to*defer*the*
answer.*
Congratulate*correct*answers*professionally.*Be*careful*to*be*positive*and*
not*condescending.
Correct*misperceptions*and*wrong*answers*as*they*occur.
Point*out*the*merits*even*in*wrong*answers.
Check*for*understanding*of*SBL*concepts*as*you*provide*your*answers.

42. Embracing*change.*Shaping*futures.*Together
19.$When$&$How$to$use$the$specimen$papers$(cases)$
from$ACCA
!The*issue*of*coverage$of$material
!The*issue*of*understanding$the$case$holistically$
!When$to$start$questions$on*the*case
!Pre7work*by*students*–IDEAS
!Sending*the*case*to*students@
!Time*in*class@
!Using*it*(the*same*case)*for*3*–4*sessions@
!Using*all*Specimens

43. Embracing*change.*Shaping*futures.*Together
20.$Conducting$a$classroom$discussion$3Questioning$
style
!Use*of*current$events
!Example*(Live)
!Picking$an$article$on3line$and*linking*
it*with*a*topic
!Using*other$types$of*cases
!Use*“Open*questions”:*
How*do*you*feel*about*the*incident?
What*do*you*feel*would*happen*if…?

44. Embracing*change.*Shaping*futures.*Together
21.$The$good$points$to$mention!
!Only$one$case$+$story$line$to$work$on
!Professional$marks$are$earned$at$the$same$time$as$the$knowledge$
marks
!After*the*first*couple*of*hours*you*will*be*more*familiar*with*the*exhibits*and*
case*information*and*take$less$time$looking$for$your$annotated$areasthat*
will*help*you*answer
44

45. Embracing*change.*Shaping*futures.*Together
It*is*assumed*that*
students*will*have*
acquired*a*foundation*of*
knowledge*and*
understanding*from*
previous*learning*from*
the*applied*knowledge*
and*applied*skills*
examinations
22.#What#is#assumed#for#Strategic#Business#Leader?

46. Embracing*change.*Shaping*futures.*Together
23.$Business$English$
Key*skills*needed*are*to:
!Read
!Understand
!Synthesize*the*information
!Develop*a*cohesive*argument*for*your*answer*

47. Embracing*change.*Shaping*futures.*Together
24.$Why$do$I$need$to$refer$back$to$previous$exams?
!Tasks*in*the*Strategic*Business*Leader*exam*will*be*wide*ranging*and*cover*
many*areas,*therefore*many*of*the*techniques*and*areas*examined*at*the*
earlier*levels*are*likely*to*be*applicable*to*the*kind*of*tasks*set*in*Strategic*
Business*Leader
!However,*the*emphasis*will*be*on*awarenessand*not*the*detail
!In*Strategic*Business*Leader*particular*theories*or*models*may*not*be*
specified*in*the*requirements*but*knowledge*of*them*is*likely*to*catalyse*a*
structure*to*help*develop*an*answer

48. Embracing*change.*Shaping*futures.*Together
25.$Example$requirement$2from$Specimen$3$(2a)
Required:
Prepare*briefing*notes*for*the*board*of*Nehbyon*the*following:
(a)*An*explanation*of*the*appropriateness*to*NehbyCompany*of*diversifying*risk*
by*going*into*the*hotel*business.*(6$marks)
Professional*skills*marks*are*available*for*demonstrating*scepticismin*
questioning*the*appropriateness*of*diversification*for*Nehby.*(2$marks)

49. Embracing*change.*Shaping*futures.*Together
Model*Answer
FAO:*The*Board*of*Nehby
Diversification*strategy
Diversification*can*help*with*mitigating*risks.*The*ideal*form*of*diversification*is*to*engage*in*activities*which*behave*in*exactly*
opposite*ways*(new*market*new*product).*When*sales*and*profits*are*relatively*low*in*one*area,*the*adverse*consequences*can*be*
offset*by*participation*in*a*sector*where*sales*and*profits*are*relatively*high.*Both*strategies,*restaurant*or*hotel*options,*are*
operating*in*the*hospitality*sector*and*although*the*hotel*is*development*beyond*the*present*product*and*market,"it"is"still"within"
the"broad"confines"of"the"‘industry’.They*are*both*driven*by*and*dependent*on*a*strong*economy*and*will*move*in*the*same*
direction*with*fluctuations*in*the*economy.*
However,*risk"might"be"partially"reduced"by*spreading*the*activities*into*operations*in*different*areas*of*the*hospitality*industry*
such*as*restaurants*and*hotels.*Poor*performance*in*one*area*can*potentially*be*offset*by*good*performance*in*another*area,*so*
spreading*risk*is*a*strategy*you*can*potentially*use*to*reduce*total*risk*for*Nehby.*However,*in*order*to*generate*substantial*
reductions*in*unsystematic*or*specific*risk,*Nehbywould"have"to"move"into"markets"outside"the"hospitality"business."
Nehbymight"obtain"benefits"from"geographical"diversification"with*the*development*of*the*hotel,*as*you*would*be*operating*in*
a*different*region*in*Ceeland.*John*has*identified*that*the*restaurant*business*in*the*capital*is*becoming*increasingly*more*
competitive.*Opening"a"hotel"in"the"north"of"Ceelandmay"have"a"positive"impact"on"revenues"as*the*north*is*being*identified*
as*a*high*growth*area.*Total*risk"could"be"reduced"as*your*portfolio*becomes*geographically*spread.

50. Embracing*change.*Shaping*futures.*Together
26.$Structuring$your$training$0Stages$of$study
Learning*
phase
Revision
phase
Final*prep
(mock*
exam)

51. Embracing*change.*Shaping*futures.*Together
Remember
It*is*a*“Practical”*exam
Students*need*to*be*“Professional”
The*exam*attempts*to*simulate*real*workrelated*issues
Knowledge*is*useful*but*only*if*applied*in*a*practical*setting
Content*is*extensive*and*takes*time
Professional*skills*should*be*delivered*throughoutto*make*candidates*familiar*
with*the*terms

52. Embracing*change.*Shaping*futures.*Together
27.$Answer$plan$.A$system$(template)$to$use
!READ$&$ANNOTATE:$the*questions*ANDexhibits
!ROLE:what*is*your*role?
!FORMAT:$what*is*the*format*required?
!AUDIENCE:who*are*you*writing*to?
!VERB:what*is*the*verb?
!MARKS:$what*is*the*mark*allocation?
!SKILL:$what*is*the*professional*skill*required?
!THEORIES/MODELS:$any*theories*or*models*to*use?
!PLAN$your*answer!

53. Embracing*change.*Shaping*futures.*Together
28.$Overall$tips$for$students.$Inform$them$to…
!Address*the*requirementsas*written,*taking*particular*notice*(again!)*of*the*verbs*used
!Make*sure*they*include*the*most*important,*relevant$and*crucialpoints*relating*to*the*requirement.
!Only*make*relevantpoints*and*try*not*to*include*superfluous*information*or*make*unsupported*points.
!Show*deep/clear*understanding*of*underlying$or$causal$issues$and*integrate*or*linkdifferent*sources*of*information*from*various*parts*of*the*scenario*or*different*exhibits*to*make*points
!Avoid$repeating$points*already*made.
!Show*ability*to*prioritiseand*make*points*in*a*logical*and*progressive*way,*building$argumentsrather*than*using*a*random*or*‘scattergun’*approach*to*answering*the*question.
!Structure*and*present*their*answers*in*a*professional$manner$through*faithfully*simulating*the*task*as*would*be*expected*of*the*person*being*asked*to*carry*it*out*and*always*have*a*clear*stakeholder$focusin*mind*when*constructing*the*answer.
53

54. Embracing*change.*Shaping*futures.*Together
29.$Layouts:$report/briefing$paper
REPORT/MEMORANDUM/BRIEFING$PAPERTo:*By/From:*Title/about*or*RE:Date:
Introduction.Paragraph*2*title.Paragraph*3*title.Conclusion/recommendations/further*action*etc.

55. Embracing*change.*Shaping*futures.*Together
30.$Layouts:$letters
LETTERS
Should*start*with*name*and*address*of*sender,*name*and*address*of*
recipient,*date,
Dear*MrX/Dear*Sir
Concerning$/$What$the$letter$is$about
Letter*–divided*into*paragraphs*but*not*usually*numbered
Finish*off*with*something*like*“If$you$need$any$further$information$please$do$
not$hesitate$to$contact$me”
If*the*letter*starts*‘Dear*Sir’*it*is*usual*to*end*it*‘Yours*faithfully’*If*it*starts*
Dear*M.*X/MsY’*it*is*common*to*end*it*‘Yours*sincerely’.

56. Embracing*change.*Shaping*futures.*Together
31.$Layouts:$press$release$

57. Embracing*change.*Shaping*futures.*Together
32.$Layouts:$slides$and$notes

58. Embracing*change.*Shaping*futures.*Together
32.$1:$Layouts:$slides$and$notes$(cont.)
!State*“Slide$1”$or$“Slide$2”$depending*on*slide*(you*could*draw*an*actual*slide/frame,*but*it*is*not*required)
!State*“Notes”$after*the*slide*bullets
!Bullet$points$should*be*appropriate*in*length*and*number
!Avoid*repetition
!Logical*Structure*–must*be*clear*how*notes*relate*to*the*bullet*points*on*the*slide
!Use*appropriate*language
!Make*2*–3*times*as*many*notes*as*each*bullet

59. Embracing*change.*Shaping*futures.*Together
33.#Layouts:#Project#
Initiation#Document#(PID)

60. Embracing*change.*Shaping*futures.*Together
34.$Specific$challenges$1Writing$tips$1$–Guiding$
students
Spacing:Themarkerneedstounderstandwhentheyfinishwritinga
requirement;<Beclear.
Introducing&Concluding;Professionalanswersmayrequireanintroduction
andaconclusion/recommendation.Makesuretheywritesuchsectionsand
underlinethem.Themarkerwillnot“lookforthem”!
Defining:Theexaminingteamhasstatedthatcandidateswillnotreceive
marksfordefinitions,howeveritmayberelevanttoexplaincertainareas,ifthis
wouldbeworthsomethingforthereader.

61. Embracing*change.*Shaping*futures.*Together
34.$1Writing$tips$2$–Guiding$students
Avoidingharshor‘definite’language6Ascandidatessimulatingthework
environmenttheycannotbe100%“sure”inmanycasesCespeciallyinbusiness
–onwhatwillworkforacompany.Examplesofwordstoavoid:“surely”,
“definitely”,”ofcourse”etc.
80/20principle

62. Embracing*change.*Shaping*futures.*Together
35.$When$writing$–tips$for$students
!Useappropriateexhibitsandcorrelatingexhibitsiftheyfeelissuesarerelevant
!Rememberingtheaudience
!Avoidinglongparagraphs
!Usingsubheadings
!Saying“why”aswellas“what”
!Financialinfoisthereforareason
!Usingexamples&“assuming”ifrequired
!Concluding&Recommending(ifrequired)
!Remember:Handwriting!

63. Embracing*change.*Shaping*futures.*Together
36.$Tips$–From$previous$SBL$Sittings
>*More*focus*needs*to*be*given*to*the*professional*skills*marks.*Advising$
students$to$complete$the$EPSM$as$well$as$focusing$on$professional$skills$
in$the$classroom$will$help
>*Candidates*are*not*applying*their*knowledge*to*the*scenario*presented,*with*
many*just*using*theories*and*basic*knowledge.*If*something*has*not*been*seen*
before,*candidates*are*struggling*more*with*this.*The$SBL$exam$contains$a$
number$of$tasks$that$require$candidates$to$think$for$themselves.”
“COMMON$SENSE”

64. Embracing*change.*Shaping*futures.*Together
37.$Sample$question$topics$from$students$to$discuss$&$
answer$
!Theories*–how*and*when*to*use*them9
!Layouts*–how*to*prepare*‘notes’*for*slides,*how*to*write*briefing*notes,*
headings*&*subAheadings*etc.9
!How*to*read*the*exhibits*–sequence,*time*management*etc.
!Using*phrases*or*paragraphs*of*information*from*the*case*in*answers9
!How*to*use*their*planning*time*efficiently*and*effectively9
!Some*confusion*was*evident*for*some*students*on*the*term*“business*
model”*as*they*confused*it*with*how*the*company*makes*money,*not*a*
‘theory’9

65. Embracing*change.*Shaping*futures.*Together
38.$Discussion:$Ways$of$using$questions
!Set*pre6course*to*recap*assumed*knowledge
!Create*discussion*exercises*based*on*the*scenario
!Complete*a*detailed*analysis*of*requirements
!Create*answer*plans*only*–in*groups*or*individually
!Part*questions*done*in*the*time*given*by*the*mark*allocations
!Full*questions*done*in*the*time*given*by*the*mark*allocations
!Students*swapping*answers*and*providing*feedback*to*each*other
!Hand*out*good/marginal/fail*answers*for*students*to*assess
!Tutor*review*of*scripts*and*feedback*general*themes
!Tutor*marking*of*technical*and*professional*skills*marks

66. Embracing*change.*Shaping*futures.*Together
Specimen(Exam(1:(Three*separate*tasks*for*60,*22*and*18*marks
Specimen(Exam(2:(Five*tasks*for*between*18*and*24*marks*each
Specimen(Exam(3:(Four*tasks*for*between*18*and*38*marks*each
September(2018:(Four*tasks*for*between*10*and*40*marks*each
As*there*is*no*predictable*structure,*it(is(important(to(allocate(the(time(at(the(
start(of(the(examand*then*manage*it
39.(The(build(up:(Managing(the(time(available

67. Embracing*change.*Shaping*futures.*Together
40.$Exam$technique$–an$overview
!Readthe*requirement
!Instructions*(verbs)
!Technical*content
!Context
!Allocate*time
!Actively*read*scenario*and*plan*answer*–think!
!Writeanswer*
!Layout*–format,*appendices,*workings
!Writing*style
!Emphasis*on*value*added

68. Embracing*change.*Shaping*futures.*Together
Specimen*Exam*3*–Task*3a*–Planning*template
Requirement*3a:***Recommendwith*justification*control*measures*to*track*project*variables
Professional*
skill:
TechnicalVerbsAnswer*points
Priorities,*Structure,Logical*flow
Time*
allocation:*
Commercial*
acumenH7:*
Managing*
projects*
Recommend*
with*
justification*
control
measures*for*
tracking*major*
project*
variables*
List*answerpoints:
(Remember*models)*
“tripleconstraint”
Cost*J$21m*budget–need*
tenders*–monitoring*(variances)
Schedule*(time)*–9*months*–
need*key*milestones/dates
Scope*–avoid*“creep”*
Quality*–physical*inspection,*
rectification*costs?
8*x*2.5*
=*20*mins
Awareness
Judgement
Insight
Approach:
Effective*analysis
Professionalism
Exhibit(s):*3

69. Embracing*change.*Shaping*futures.*Together
Importance+of+a+mock+exam+“day”
!May*be*students’*only*opportunity*to*
attempt*a*practice*exam*in*4*hours
!Students*can*reflect*on*the*
experience
!Provides*direction*for*“last@minute”*
preparation
Reservations
!Physical*constraints
!Timing
!Capacity*to*mark
!No*suitable*mock*exam
!Cost*v"benefit

70. Questions
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