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PURPOSE
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14 |
What is the objective driving the design of
business processes in your organisation?
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The process has not
been designed on an end-to-end basis. Functional managers use the legacy
design primarily as a context for functional performance improvement.
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The process has been
redesigned from end-to-end in order to optimize its performance.
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The process has been
designed to fit with other enterprise processes and with the enterprise’s IT
systems in order to optimize the enterprise’s performance.
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The process has been
designed to fit with customer and supplier processes in order to optimize
inter-enterprise performance.
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CONTEXT
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15 |
What are the key features of business processes in
your organisation?
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The process’s inputs,
outputs, suppliers, and customers have been identified.
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The needs of the
process’s customers are known and agreed upon.
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The process owner, and
the owners of the other processes with which the process interfaces have
established mutual performance expectations.
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The process owner and
the owners of customer and supplier processes with which the process
interfaces have established mutual performance expectations.
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DOCUMENTATION
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16 |
Which statement best describes your process
representation?
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The documentation of
the process is primarily functional, but it identifies the interconnections
among the organisations involved in executing the process.
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There is end-to-end
documentation of the process design.
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The process
documentation describes the process’s interfaces with, and expectations of,
other processes and links the process to the enterprise’s system and data
architecture.
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An electronic
representation of the process design supports its performance and management
and allows analysis of environmental changes and process
reconfigurations.
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KNOWLEDGE
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17 |
How would you best describe the knowledge that
process performers have?
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Performers can name
the process they execute and identify the key metrics of its
performance.
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Performers can describe the process’s overall flow, and how their work affects
customers, other employees in the process, and the process’s performance; and the required
and actual performance levels.
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Performers are
familiar both with fundamental business concepts and with the drivers of
enterprise performance and can describe how their work affects other
processes and the enterprise’s performance.
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Performers are
familiar with the enterprise’s industry and its trends and can describe how
their work affects inter-enterprise performance.
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SKILLS
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18 |
What range of skills or expertise do process
performers have?
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Performers are
skilled in problem solving and process improvement techniques.
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Performers are
skilled in teamwork and self-management.
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Performers are
skilled at business decision making.
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Performers are
skilled at change management and change implementation.
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BEHAVIOUR
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19 |
How would you best
describe the behaviour of process performers within the organisation?
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Performers have some
allegiance to the process, but owe primary allegiance to their function.
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Performers try to
follow the process design, perform it correctly, and work in ways that will
enable other people who execute the process to do their work
effectively.
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Performers strive to
ensure that the process delivers the results needed to achieve the
enterprise’s goals.
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Performers look for
signs that the process should change, and they propose improvements to the
process.
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IDENTITY
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20 |
Who is the process owner?
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The process owner is
an individual or a group informally charged with improving the process’s
performance.
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Enterprise leadership
has created an official process owner role and has filled the position with a
senior manager who has clout and credibility.
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The process comes
first for the owner in terms of time allocation, mind share, and personal
goals.
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The process owner is
a member of the enterprise’s most senior decision-making body.
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ACTIVITY
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21 |
What are the process owner's key activities and
responsibilities?
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The process owner
identifies and documents the process, communicates it to all the performers,
and sponsors small-scale change projects.
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The process owner
articulates the process’s performance goals and a vision of its future;
sponsors redesign and improvement efforts; plans their implementation; and
ensures compliance with the process design.
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The process owner
works with other process owners to integrate processes to achieve the
enterprise’s goals.
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The process owner
develops a rolling strategic plan for the process, participates in
enterprise-level strategic planning, and collaborates with his or her
counterparts working for customers and suppliers to sponsor inter-enterprise
process-redesign initiatives.
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AUTHORITY
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22 |
How much authority does the process owner have?
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The process owner
lobbies for the process but can only encourage functional managers to make
changes.
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The process owner can
convene a process redesign team and implement the new design and has some
control over the technology budget for the process.
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The process owner
controls the IT systems that support the process and any projects that change
the process; has some influence over personnel assignments and evaluations
as well as the process’s budget.
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The process owner
controls the process’s budget and exerts strong influence over personnel
assignments and evaluations.
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INFO SYSTEMS
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23 |
Describe the IT systems that exist to support
process within your organisation?
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Fragmented legacy IT
systems support the process.
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An IT system
constructed from functional components supports the process.
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An integrated IT
system, designed with the process in mind and adhering to enterprise
standards, supports the process.
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An IT system with a
modular architecture that adheres to industry standards for inter-enterprise
communication supports the process.
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HR FUNCTIONS
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24 |
How are HR's internal functions structured to
support favourable process outcomes?
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Functional managers
reward the attainment of functional excellence and the resolution of
functional problems in a process context.
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The process’s design drives role definitions, job
descriptions, and competency profiles. Job training is based on process documentation.
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Hiring, development,
reward, and recognition systems emphasise the process’s needs and results and
balance them against the enterprise’s needs.
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Hiring, development,
reward, and recognition systems reinforce the importance of intra- and
inter-enterprise collaboration, personal learning, and organisational
change.
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DEFINITION
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25 |
Which statement best describes the process metrics
currently in place?
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The process has some
basic cost and quality metrics.
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The process has
end-to-end process metrics derived from customer requirements.
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The process’s metrics
as well as cross-process metrics have been derived from the enterprise’s
strategic goals.
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The process’s metrics
have been derived from inter-enterprise goals.
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USES
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26 |
What are process metrics used for?
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Managers use the process metrics to track its performance, identify root causes of faulty
performance, and drive functional improvements.
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Managers use the
process’s metrics to compare its performance to benchmarks, best-in-class
performance, and customer needs and to set performance targets.
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Managers present the
metrics to process performers for awareness and motivation. They use
dashboards based on the metrics for day-to-day management of the
process.
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Managers regularly
review and refresh the process’s metrics and targets and use them in
strategic planning.
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