Hammer Assessing Worksheet
1
Copyright © 2007. Harvard Business School Publishing Corporation. All rights reserved. Harvard Business Review You can evaluate the maturity of a business process and determine how to im- prove its performance by using this table. Decide how the statements defining the strength levels, from P-1 to P-4, for each enabler apply to the process that you are assessing. If a statement is largely true (at least 80% correct), color the cell green; if it is somewhat true (between 20% and 80% correct), shade the cell yel- low; and if it is largely untrue (less than 20% correct), mark the cell red. How Mature Are Your PROCESSES? Design Performers Infrastruc- ture Owner Metrics Purpose Context Documentation The process has not been designed on an end-to-end basis. Functional managers use the legacy design prima- rily as a context for functional performance improvement. The process has been redesigned from end to end in order to optimize its performance. The process has been designed to fit with other enter- prise processes and with the enterprise’s IT systems in order to optimize the enterprise’s performance. The process has been designed to fit with customer and supplier processes in order to optimize interenterprise performance. The process owner and the owners of the other processes with which the process interfaces have es- tablished mutual performance expectations. The process owner and the owners of customer and supplier processes with which the process interfaces have established mutual performance expectations. The process documentation describes the process’s in- terfaces with, and expectations of, other processes and links the process to the enterprise’s system and data ar- chitecture. An electronic representation of the process design sup- ports its performance and management and allows analysis of environmental changes and process recon- figurations. 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. Performers are familiar with the enterprise’s industry and its trends and can describe how their work affects interenterprise performance. Performers are skilled at business decision making. Performers are skilled at change management and change implementation. The documentation of the process is primarily func- tional, but it identifies the interconnections among the organizations involved in executing the process. There is end-to-end documentation of the process de- sign. Performers can name the process they execute and identify the key metrics of its performance. Performers can describe the process’s overall flow; how their work affects customers, other employees in the process, and the process’s performance; and the re- quired and actual performance levels. Performers are skilled in problem solving and process improvement techniques. Performers are skilled in teamwork and self-manage- ment. Performers have some allegiance to the process, but owe primary allegiance to their function. 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. Performers strive to ensure that the process delivers the results needed to achieve the enterprise’s goals. Performers look for signs that the process should change, and they propose improvements to the process. The process comes first for the owner in terms of time allocation, mind share, and personal goals. The process owner is a member of the enterprise’s se- niormost decision-making body. The process owner works with other process owners to integrate processes to achieve the enterprise’s 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 inter- enterprise process-redesign initiatives. 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. 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 interenterprise communication supports the process. 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 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 perform- ance goals and a vision of its future; sponsors redesign and improvement efforts; plans their implementation; and ensures compliance with the process design. 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 con- trol over the technology budget for the process. Fragmented legacy IT systems support the process. An IT system constructed from functional components supports the process. Functional managers reward the attainment of func- tional excellence and the resolution of functional prob- lems in a process context. The process’s design drives role definitions, job descrip- tions, and competency profiles. Job training is based on process documentation. The process’s inputs, outputs, suppliers, and customers have been identified. The needs of the process’s customers are known and agreed upon. Knowledge Skills Behavior Information Systems Human Resource Systems Identity Activities Authority Hiring, development, reward, and recognition systems emphasize the process’s needs and results and balance them against the enterprise’s needs. Hiring, development, reward, and recognition systems reinforce the importance of intra- and interenterprise col- laboration, personal learning, and organizational change. 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 inter- enterprise goals. 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 metrics and targets and use them in strategic planning. The process has some basic cost and quality metrics. The process has end-to-end process metrics derived from customer requirements. Managers use the process’s metrics to track its perform- ance, identify root causes of faulty performance, and drive functional improvements. Managers use the process’s metrics to compare its per- formance to benchmarks, best-in-class performance, and customer needs and to set performance targets. Definition Uses P-1 P-2 P-3 P-4 P-1 P-2 P-3 P-4 GREEN: largely true YELLOW: somewhat true RED: largely untrue To be used in conjunction with “The Process Audit” by Michael Hammer (HBR April 2007, Reprint R0704H).
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Transcript of Hammer Assessing Worksheet
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Copyright 2007. Harvard Business School Publishing Corporation. All rights reserved. Harvard Business Review
You can evaluate the maturity of a business process and determine how to im-prove its performance by using this table. Decide how the statements definingthe strength levels, from P-1 to P-4, for each enabler apply to the process that you
are assessing. If a statement is largely true (at least 80% correct), color the cellgreen; if it is somewhat true (between 20% and 80% correct), shade the cell yel-low; and if it is largely untrue (less than 20% correct), mark the cell red.
How Mature Are Your
PROCESSES?
Design
Performers
Infrastruc-ture
Owner
Metrics
Purpose
Context
Documentation
The process has not been designed on an end-to-endbasis. Functional managers use the legacy design prima-rily as a context for functional performance improvement.
The process has been redesigned from end to end inorder to optimize its performance.
The process has been designed to fit with other enter-prise processes and with the enterprises IT systems inorder to optimize the enterprises performance.
The process has been designed to fit with customer andsupplier processes in order to optimize interenterpriseperformance.
The process owner and the owners of the otherprocesses with which the process interfaces have es-tablished mutual performance expectations.
The process owner and the owners of customer andsupplier processes with which the process interfaceshave established mutual performance expectations.
The process documentation describes the processs in-terfaces with, and expectations of, other processes andlinks the process to the enterprises system and data ar-chitecture.
An electronic representation of the process design sup-ports its performance and management and allowsanalysis of environmental changes and process recon-figurations.
Performers are familiar both with fundamental businessconcepts and with the drivers of enterprise performanceand can describe how their work affects otherprocesses and the enterprises performance.
Performers are familiar with the enterprises industryand its trends and can describe how their work affectsinterenterprise performance.
Performers are skilled at business decision making. Performers are skilled at change management andchange implementation.
The documentation of the process is primarily func-tional, but it identifies the interconnections among theorganizations involved in executing the process.
There is end-to-end documentation of the process de-sign.
Performers can name the process they execute andidentify the key metrics of its performance.
Performers can describe the processs overall flow; howtheir work affects customers, other employees in theprocess, and the processs performance; and the re-quired and actual performance levels.
Performers are skilled in problem solving and processimprovement techniques.
Performers are skilled in teamwork and self-manage-ment.
Performers have some allegiance to the process, butowe primary allegiance to their function.
Performers try to follow the process design, perform itcorrectly, and work in ways that will enable other peoplewho execute the process to do their work effectively.
Performers strive to ensure that the process delivers theresults needed to achieve the enterprises goals.
Performers look for signs that the process shouldchange, and they propose improvements to the process.
The process comes first for the owner in terms of timeallocation, mind share, and personal goals.
The process owner is a member of the enterprises se-niormost decision-making body.
The process owner works with other process owners tointegrate processes to achieve the enterprises goals.
The process owner develops a rolling strategic plan forthe process, participates in enterprise-level strategicplanning, and collaborates with his or her counterpartsworking for customers and suppliers to sponsor inter-enterprise process-redesign initiatives.
The process owner controls the IT systems that supportthe process and any projects that change the processand has some influence over personnel assignmentsand evaluations as well as the processs budget.
The process owner controls the processs budget and exerts strong influence over personnel assignments andevaluations.
An integrated IT system, designed with the process inmind and adhering to enterprise standards, supports theprocess.
An IT system with a modular architecture that adheresto industry standards for interenterprise communicationsupports the process.
The process owner is an individual or a group informallycharged with improving the processs performance.
Enterprise leadership has created an official processowner role and has filled the position with a seniormanager who has clout and credibility.
The process owner identifies and documents theprocess, communicates it to all the performers, andsponsors small-scale change projects.
The process owner articulates the processs perform-ance goals and a vision of its future; sponsors redesignand improvement efforts; plans their implementation;and ensures compliance with the process design.
The process owner lobbies for the process but can onlyencourage functional managers to make changes.
The process owner can convene a process redesignteam and implement the new design and has some con-trol over the technology budget for the process.
Fragmented legacy IT systems support the process. An IT system constructed from functional componentssupports the process.
Functional managers reward the attainment of func-tional excellence and the resolution of functional prob-lems in a process context.
The processs design drives role definitions, job descrip-tions, and competency profiles. Job training is based onprocess documentation.
The processs inputs, outputs, suppliers, and customershave been identified.
The needs of the processs customers are known andagreed upon.
Knowledge
Skills
Behavior
InformationSystems
Human ResourceSystems
Identity
Activities
Authority
Hiring, development, reward, and recognition systemsemphasize the processs needs and results and balancethem against the enterprises needs.
Hiring, development, reward, and recognition systemsreinforce the importance of intra- and interenterprise col-laboration, personal learning, and organizational change.
The processs metrics as well as cross-process metricshave been derived from the enterprises strategic goals.
The processs metrics have been derived from inter-enterprise goals.
Managers present the metrics to process performers forawareness and motivation. They use dashboards based onthe metrics for day-to-day management of the process.
Managers regularly review and refresh the processsmetrics and targets and use them in strategic planning.
The process has some basic cost and quality metrics. The process has end-to-end process metrics derivedfrom customer requirements.
Managers use the processs metrics to track its perform-ance, identify root causes of faulty performance, anddrive functional improvements.
Managers use the processs metrics to compare its per-formance to benchmarks, best-in-class performance,and customer needs and to set performance targets.
Definition
Uses
P-1 P-2 P-3 P-4 P-1 P-2 P-3 P-4
GREEN:largely
true
YELLOW:somewhat
true
RED:largelyuntrue
To be used in conjunction with The Process Audit by Michael Hammer (HBR April 2007, Reprint R0704H).
