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Holly Lyke-Ho-Gland January 29, 2022 Hits: 1394


EXPLORING THE 7 DOMAINS OF PROCESS MATURITY

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In previous editions, we’ve discussed the Seven Tenet of Process ManagementTM,
which looks at key tenets such as strategic alignment or governance or that are
vital for ensuring BPM teams provide sustainable value. Tenets such as strategic
alignment, change management, and governance are necessary to make sure that the
efforts of the BPM team support the organizations strategy and goals. Which
falls in what we refer to as “above the flow” process work. While understanding
the underpinning elements for success of a program is invaluable, the same
criteria cannot manage the maturity of the processes of the organization. That
requires a different model with a distinct set of criteria or in this case
domains to assess the processes or what we often refer to as “in the flow”
process work.


PROCESS MATURITY MODEL

 

Figure 1

In this article we will discuss the seven domains that organizations should use
to manage or audit the health their processes.


PROCESS KNOWLEDGE

Process knowledge includes all the assets (people, expertise, and content)
required to execute a business process. Hence, the process knowledge domain
expands upon the traditional process documentation concept to includes
accessibility to information, training, documentation, inclusion and access to
subject matter expertise, and communities.

What Good Looks Like

The ability to quickly locate all versions of process knowledge is a critical
differentiator for the organization. In mature processes, information is pushed
or targeted to individuals based on their role. Complete and accurate process
knowledge means the subject matter experts are identified and documented. Also,
subject matter experts are available and regular knowledge review sessions.
Process knowledge documentation includes information on the age of the document
relative to the number of reviews/audits it has undergone, localization,
customization and tailoring of the process documentation. The documentation also
has communication workflows (e.g., subscriptions to changes), and
integration—such as hyperlinking—with other documentation or reference
materials.


RISK

Risk management represents the capability to identifying and mitigating
circumstances that may adversely affect the performance of a process.

What Good Looks Like

The process has identifies all relevant risks and developed mitigation plans.
This can also include risks associated with people, staffing, interactions with
suppliers and consumers; inputs, timeliness, completeness, and quality of
inputs; enabling capabilities of the process, including policies, standards, and
regulatory environment.


TOOLS AND TECHNOLOGY

Tools and technology contribute to overall process maturity by enabling
capabilities that would otherwise be economically infeasible. When available,
the process needs to leverage the capabilities of the environment—tools and
technology. However, if each process uses its own tools rather than the commonly
available toolset, the process’ maturity tends to be much lower.

What Good Looks Like

 

The process includes automated process measurement and reporting tools,
typically in conjunction with workflow or other automation. In many cases, more
mature organizations will leverage tools to automate business processes,
resulting in advanced services oriented architecture and systems integration
capabilities.


END-TO-END PROCESS INTEGRATION

End-to-end processes are comprised of multiple sub-processes. The degree of
integration between the sub-processes and the end-to-end process, and among the
sub-processes is a good indicator of the maturity of a business process. What
this means is that the process is assessed and improved within the context of
how it affects the other processes (upstream and downstream) and the overarching
goals of the end-to-end process.

What Good Looks Like

The process is well integrated with its relevant end-to-end process and its
other sub-processes. This means there is clarity on how the process provides
value and that the overall goals of the end-to-end are considered and when
changes are implemented, they are complimentary and incorporated into end-to-end
processes.


PROCESS PERFORMANCE

Process performance is intended to measure the performance of the process
through a few performance measures which include adoption and usability of the
process, as well as its efficiency and effectiveness.

What Good Looks Like

The process includes clarity around the individuals and other processes that
depend upon it. It incorporates customer needs and requirements and meets those
needs within time and cost constraints. It will also consistently meet both
effectiveness (output that meets or exceeds quality expectations) and efficiency
(outputs produced in a timely manner with the absolute minimum required inputs
like cost) goals.

Roles and Responsibilities

Processes are executed by people or systems. The relationship of the person or
system is defined by their role played in relation to the process. Typically,
the role has two key attributes:

 1. definition – if the role is clearly defined or not, and
 2. capability – if the assigned system or person has the skill or ability
    needed to perform the assigned role in an efficient and effective manner.

Role and responsibility definitions typically include the name of the role, any
responsibilities, and a list of any required training or skills. If the role is
executed by a system, the process should identify the system by name and contact
person.

What Good Looks Like

The process clearly identifies, documents, and communicates the needs and
responsibilities of each role related to the process. It also includes regular
role capability monitoring. And where the capability is insufficient to ensure
efficiency and effectiveness, the process owner identifies remediation actions
necessary to meet the desired efficiency and effectiveness goals.


MEASURES

Process measures refer to the embedded measurement capability of the process
rather than the actual performance of the process. This includes the various
types of measures (cost, cycle time, efficiency, effectiveness, productivity,
value, etc.) and how the measures are identified and used in the process and
various management systems. In many cases the measurement domain will be tightly
coupled with the tools and technology domain since automation is a key enabler
for metrics.

What Good Looks Like

The process will have a good mix of measures identified that are related to the
value that the process provides or key improvement areas. Or it will have
measures that align with how the process’ output impacts the outcome of a
specific customer need.


CONCLUSION

A well-designed process audit should align to the organization’s strategic goals
and uses a process maturity model. To capture the overall maturity and health of
each process requires rolling up ratings foreach domain. However, the details of
assessing the process by the domains should enable you to identify the root
cause of potential issues and strategically invest in improvements for the
process and ensure it has the right support, governance, and management
capabilities.

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Holly Lyke-Ho-GlandPrincipal Research Lead, Process & Performance Management,
APQC
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Building on more than 10 years of business research and consulting experience,
Holly Lyke-Ho-Gland is a principal research lead who conducts and publishes APQC
research on process management and improvement, quality, project management,
measurement, and benchmarking for APQC’s Process and Performance Management
research team. Her research supports APQC members and clients across disciplines
and centers on helping professionals and project managers solve business
problems with strategy, process and measurement.

Holly regularly partners with other APQC research leads to look at improving the
end-to-end business processes in areas such as procure-to-pay or order-to-cash
where true improvement rests in the entire process versus one functional
department. On a biannual basis, she conducts APQC’s extensive research survey
and report on The Value of Benchmarking as well as annual surveys and reports on
how organizations adopt and use the Process Classification Framework®.

She is a regular contributor for APQC’s blogs on topics of process and
performance management, benchmarking, and IT and organizes monthly webinars on
these topics for APQC members and subscribers. A few of her more in-depth
research reports include, Transformational Change: Making It Last and The Value
of Benchmarking.


OTHER ARTICLES BY HOLLY LYKE-HO-GLAND

GETTING VALUE OUT OF DATA VISUALIZATION TOOLS

05 May 2022

As we discussed previously, process and technology are intricately entwined. Not
only are most process teams involved in supporting technology
implementations—both large and small—but they continue...

PROCESS TOOLS IN 2022

08 March 2022

Technology and process management are intrinsically entwined. According to
APQC’s annual process and performance management survey, almost half of process
teams (49%) are tapped to support...

EXPLORING THE 7 DOMAINS OF PROCESS MATURITY

29 January 2022

In previous editions, we’ve discussed the Seven Tenet of Process ManagementTM,
which looks at key tenets such as strategic alignment or governance or that are
vital for ensuring BPM teams provide...

MAKING PROCESS WORK INTRINSICALLY VALUABLE

18 October 2021

Every two years APQC conducts a survey that explores process frameworks.
Overall, the applications and implementation of frameworks is static. There is
an array of ways that organizations use...

SPLITTING HAIRS? DIFFERENCE BETWEEN PROCESS FRAMEWORKS AND MAPS

23 August 2021

When it comes to documenting and understanding processes, there are three core
tools organizations use: frameworks, maps, and models. However, there is often
little clarity around the differences...

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