SWOT Analysis A


Conduct an environmental scan and write an assessment in which you focus on both the internal and external factors that could affect your success within your chosen industry.
After an organization has completed a SWOT analysis, it will carefully monitor both the internal and external environments to detect signs of opportunities and threats that could affect current and future plans. This environmental scanning can help an organization identify trends that are most likely to affect the industry, thereby allowing the development of a strategy for change. The right information, at the right time, can determine the future of an organization.
Note: Developing a strategic plan requires specific steps that need to be executed in a sequence. The assessments in this course are presented in order and should be completed in sequence.
Conduct a personal strengths, weaknesses, opportunities, and threats (SWOT) analysis. In your analysis, consider the following:

What advantages do you have that others do not (skills, education, experience, certifications)?
What achievements are you most proud of?
What do you do better than anyone else?
What do you think others would see as your strengths?
Do you have special connections that others may not have?
What personal resources do you have available?

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Be sure to consider how others see younot just how you see yourself.

Are there tasks you avoid doing because you do not feel confident doing them?
Do you have any negative work habits (often late, disorganized, easily stressed)?
Do you feel confident about your skills, experience, and education?
Do you have any personality traits that might hold you back? For example, do you have a fear of public speaking, yet work where you are expected to conduct regular meetings?

Again, consider how others see you.

Do you have a network of influential contacts that can help or offer advice?
Is there a need in your company or industry that no one else has been able to fill?
Are there trends in your company that you can use to your advantage?
Can you offer solutions to problems within your company?


What kind of obstacles are you facing at work?
Are there co-workers/colleagues competing with you for positions or projects?
Has the nature of your job changed?
Does technology pose a threat to your position?
Do any of your weaknesses pose a threat?
What threats to your overall plan are there?

Once you have completed your SWOT analysis, identify strategies that you can use to capitalize on your strengths and open up opportunities, and address ways you can minimize areas of weakness and eliminate threats. Consider asking a trusted peer or friend to review your SWOT analysis and provide you with honest feedback. Analyze the feedback you receive and include that analysis in your assessment. Were there aspects of the feedback that surprised you?
To successfully complete this assessment, you may need to do some research on writing a SWOT analysis. Format this assessment as a research paper following current APA guidelines for both style and citing sources, making sure that you also use correct grammar and mechanics. There is no required minimum or maximum page length; however, you should strive to be as detailed as possible in addressing each bullet point, while also being as clear and concise as possible.
Competencies Measured
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies:

Competency 3: Communicate effectively.

Write coherently to support a central idea in appropriate format with correct grammar, usage, and mechanics.

Competency 4: Plan strategically.

Describe strategies to use SWOT analysis to improve competitive advantage.

Competency 5: Employ high-performance business management techniques.

Analyze strengths to determine competitive advantages.
Analyze opportunities that may be leveraged for competitive advantage.
Analyze threats to competitive advantage.

Competency 6: Solve problems within professional standards.

Analyze weaknesses to determine areas for improvement.


Lesson 4 Pro

The instructions are inside the PDF file. Please read it carefully.

IASP 340 Project 3
Fall 2022

50 points total
Due Date : Tuesday October 25th, 11:59PM


OVERVIEW: A change control management process is a method that formally defines,
evaluates, and approves application changes prior to their implementation into live or
production environments. The process includes several control procedures to ensure that
implemented changes will cause minimal impact to the objectives of the organization. These
procedures involve submission of change requests, determination of feasibility, approval, and
implementation. The following describes typical roles and procedures undertaken in a change
control management process.

The Change Requester identifies a requirement for change to the application (e.g., upgrades to
new editions, etc.). The Requester then prepares a Change Request Form (CRF), including
description of the change, cost and benefits analyses, impact, approvals, and any other
supporting documentation deemed necessary. He or she then submits the CRF to the Project
Manager for further review.

Upon receipt, the Project Manager reviews the CRF and determines whether or not additional
information is required for the Change Control Board to assess the full impact of the change in
terms of time, scope, and cost (i.e., feasibility). The decision is based among others on factors,
such as:

Number of change options presented
Feasibility and benefits of the change
Risks and impact to the organization
Complexity and/or difficulty of the change options requested
Scale of the change solutions proposed

If the Project Manager determines the change is feasible, he/she will log the CRF in the change
log by number, and track its status. The Project Manager then submits the CRF to the Change
Control Board. On the other hand, if the CRF is not deemed feasible, the Project Manager will
close the CRF.

Upon receipt, the Change Control Board reviews the CRF and any supporting documentation
provided by the Project Manager. The Change Control Board represents an authorized body
who is ultimately responsible for approving or rejecting CRFs based on relevant analyses (i.e.,

After a formal review, the Change Control Board may:
Reject the change (the reasons for the rejection are notified back to the Change
Request more information related to the change
Approve the change as requested or subject to specified conditions
Once approved, the Change Control Board forwards the change and any related supporting
documentation to the Implementation Team.

The Implementation Team schedules and tests the approved change. If test results are not
successful, the change and all related supporting documentation are sent back for re-testing. If
results are successful, the Implementation Team formally implements the change, and notifies
the Change Requester.

PROJECT TASK: Prepare a flowchart depicting the change control management process just
described. Make sure you segregate the roles (i.e., Change Requester, Project Manager,
Change Control Board, and Implementation Team) in vertical columns when creating the
flowchart to illustrate the procedures performed in the process. This representation is useful
for auditors to evaluate segregation of duties and identify incompatible functions within the

HINT : Use Exhibit 4.3 from your textbook as a guide for the structure of your flowchart. See
how the different roles and functions are delineated and represented. Your flowchart should
have a similar structure.


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