QuickStart Academy

Process Maturity Self-Assessment

First Name

Last Name

Role

Organisation

Process being assessed

Date of Assessment

Notes

1. Process Design

Process Purpose

There is no formal process. Work-life is chaotic and has no purpose.

The process has not been designed from end-to-end. Managers make operational improvements based on gut feel.

The process has been designed from end-to-end in order to optimise its performance.

The process has been designed to integrate with other ITSM processes and with IT systems.

The process has been designed to integrate with customer and supplier processes in order to streamline inter-company performance.

Process Context

There is no formal process. Work just happens, haphazardly.

The process inputs, outputs, suppliers, and customers have been identified.

The needs of the process’s customers are known and agreed upon.

The process owner and the owners of the other processes with which the process interfaces have established mutual performance expectations.

The process owner and the owners of customer and supplier processes with which the process interfaces have estab- lished mutual performance expectations.

Process Documentation

There is no formal, controlled process documentation.

The process documentation is primarily focused on the flow of work, and authorisations.

The process documentation includes an end-to-end process design which includes Roles & Responsibilities, Metrics and Reporting, Process Flows and Communication protocols.

The process documentation describes the process interfaces with other related (ITSM) processes and the process is supports the organisations system and data architecture.

A digital representation of the process design supports its performance and management and allows analysis of environmental changes and process reconfigurations.

Process Design Score

2. Practitioners

This section addresses the Knowledge, Skill and Behaviour of process practitioners (ie. Service Desk Analysts, Engineers and Developers).

Practitioner Knowledge

Practitioners are focused on addressing day-to-day demands, and have no real awareness of process.

Practitioners can name the process they execute and identify the key metrics of its performance.

Practitioners can describe the overall process flow; how their work affects customers and other employees in the process. Practitioners also understand the process performance; and the required and actual performance levels.

Practitioners 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 organisation’s performance.

Practitioners are familiar with the organisation’s industry and industry trends, and can describe how their work affects inter-company performance.

Practitioner Skills

Practitioners are not skilled or involved in process improvement initiatives.

Practitioners are skilled in problem solving and process improvement techniques.

Practitioners are skilled in teamwork and self-management.

Practitioners are skilled at business decision making.

Practitioners are skilled at change management and change implementation.

Practitioner Behaviour

Practitioners are only focused on their technical domain.

Practitioners have some respect for process, but focus more on their technical domain.

Practitioners follow the process correctly, and work in ways that will enable other people who execute the process to do their work effectively.

Practitioners strive to ensure that the process delivers the results needed to achieve the organisation’s goals.

Practitioners look for signs that the process should change, and they propose improvements to the process.

Practitioner Score

Process Owner

This section addresses issues relating to Process Ownership and Authority.

Process Ownership

There is no Process Owner

The process owner is an individual or a group informally charged with improving the process’s performance.

Enterprise leadership has created an official process owner role and has filled the position with a senior manager who has clout and credibility.

The process comes first for the owner in terms of time allo- cation, mind share, and personal goals.

The process owner is a member of the enterprise’s most senior decision-making body.

Process Management Activities

There are no process management activities

The process owner identifies and documents the process, communicates it to all the performers, and sponsors small- scale change projects

The process owner articulates the process’s performance goals and a vision of its future; sponsors redesign and im- provement efforts; plans their implementation; and ensures compliance with the process design.

The process owner works with other process owners to integrate processes to achieve the enterprise goals.

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 interenterprise process- redesign initiatives.

Authority

The process owner has no authority

The process owner lobbies for the process but can only encourage functional managers to make changes.

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.

The process owner controls the IT systems that support the process and any projects that change the process and has some influence over personnel assignments and evaluations as well as the process’s budget.

The process owner controls the process’s budget and exerts strong influence over personnel assignments and evaluations.

Process Owner Score

Systems

Information Systems

There are no IT systems that support the process

Fragmented legacy IT systems support the process.

An IT system constructed from functional components supports the process.

An integrated IT system, designed with the process in mind and adhering to enterprise standards, supports the process.

An IT system with a modular architecture that adheres to industry standards for inter-enterprise communication supports the process.

Talent Management Systems

Job descriptions, performance contracts are not in alignment with the work that people do.

Functional managers reward technical excellence and the resolution of technical problems in a process context.

The process design drives role definitions, job descriptions, and competency profiles. Job training is based on process documentation.

Recruitment, development, reward, and recognition systems emphasise the process’s needs and results and balance them against the enterprise needs.

Recruitment, development, reward, and recognition systems reinforce the importance of intra- and interenterprise collaboration, personal learning, and organisational change.

Systems Score

Metrics

This section focuses on the use of metrics within the organisation.

Definition

The process has some basic cost and quality metrics.

The process has end-to-end process metrics derived from customer requirements.

The process’s metrics as well as cross-process metrics have been derived from the enterprise’s strategic goals.

The process’s metrics have been derived from interenter- prise goals.

Usage

Managers do not use process metrics to measure individual performance

Managers use the process metrics to track its performance, identify root causes of faulty performance, and drive functional improvements.

Managers use the process’s metrics to compare its perfor- mance to benchmarks, best-in-class performance, and cus- tomer needs and to set performance targets.

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.

Managers regularly review and refresh the process’s met- rics and targets and use them in strategic planning.

Metrics Score

Overall Score

Final Percentage