企業(yè)成熟度及流程成熟度模型

公司成熟度及流程成熟度模型公司成熟度及流程成熟度模型#/12PerformersKnowledgePerformerscannametheprocesstheyexecuteandidentifythekeymetricsofitsperformancePerformerscandescribetheprocess'soverall flow;howtheirwork affectscustomers,otheremployeesintheprocess,andtheprocess'sperformance;andtherequiredandactualperformancelevels.Performersarefamiliarbothwithfundamentalbusinessconceptsandwiththedriversofenterpriseperformanceandcandescribehowtheirworkaffectsotherprocessesandtheenterprise'sperformancePerformersarefamiliarwiththeenterprise'sindustryanditstrendsandcandescribehowtheirworkaffectsinterenterpriseperformanceSkillsPerformersareskilledinproblemsolvingandprocessmprovementtechniquesPerformersareskilledinteamworkandself-manage-mentPerformersareskilledatbusinessdecisionmakingPerformersareskilledatchangemanagementandchangeimplementationBehaviorPerformers havesomeallegianceto theprocess,butowe primaryallegiance totheirfunction.Performerstrytofollowtheprocessdesign,performitcorrectly,andworkinwaysthatwillenableotherpeoplewhoexecutetheprocesstodotheirworkeffectivelyPerformers strivetoensurethattheprocessdeliverstheresultsneededtoachievetheenterprise'sgoalsPerformers lookforsignsthattheprocessshouldchange,and theyproposeimprovements totheprocess.OwnerIdentityTheprocessowner isanindividualoragroupinformallychargedwithimprovingtheprocess'sperformanceEnterpriseleadershiphascreatedanofficialprocessownerroleandhasfilledthepositionwithaseniormanagerwhohascloutandcredibilityTheprocesscomesfirstfortheownerintermsoftimeTheprocess ownerisamemberoftheenterprise'sseniormost decision-making body.

ActivitiesTheprocess owneridentifiesanddocumentstheprocess,communicates ittoalltheperformers,andsponsorssmall-scalechangeprojectsTheprocessownerarticulatestheprocess'sperform-ancegoalsandavisionofitsfuture;sponsorsredesignandimprovementefforts;planstheirimplementation;and ensurescompliancewiththeprocessdesign.Theprocessownerworkswithother processownerstointegrate processestoachieve theenterprise'sgoals.Theprocessownerdevelopsarollingstrategicplanforthe process,participa tes in enterprise-levelstrategicp lanning, andcol laborateswith hisor h ercounte rpartsworking for cus tomersandsuppliersto sponsor inter-enterpriseprocess-redesign initiatives.AuthorityTheprocessownerlobbiesfortheprocessbutcanonlyencourage functionalmanagerstomakechanges.Theprocessownercanconveneaprocessredesignteamandimplementthenewdesignandhassomecontroloverthetechnologybudgetfor theprocess.TheprocessownercontrolstheITsystemsthatsupporttheprocessandanyprojectsthatchangetheprocessandhassomeinfluenceoverpersonnelassignmentsandevaluationsaswellastheprocess'sbudget.Theprocessownercontrols t heprocess'sbudgetandexertsstronginfluenceoverpersonnelassignmentsandevaluationsInformationsystemsFragmented legacyITsystemssupporttheprocessAnITsystemconstructedfromfunctionalcomponentssupportstheprocessAnintegrated ITsystem,designed with the processinmind and adhe ringtoenterprisestandards,supportsthepro cess.AnITsystemwith amodulararchitecturethatadheresto industrystandards forinterenterprisecommunicationsupports theprocessInfratructure

HumanResourceSystemsFunctionalmanagersrewardtheattainmentoffunc-tionalexcellenceandtheresolutionoffunctionalprob-lemsinaprocesscontextTheprocess'sdesigndrivesroledefinitions,jobdescrip-tions,andcompetencyprofiles.JobtrainingisbasedonprocessdocumentationHiring , development, reward, andrecognition systemsemphasizethe process's needsandre sultsandb alancethemagai nsttheenterprise'sneedsHiring,development, reward,andrecognition s ys temsreinforce th eimportance ofintra- andinterenterprisecollaboration, personallearning,andorganizationalchangeMetricsDefinitionTheprocesshassomebasiccostandqualitymetricsTheprocesshasend-to-endprocessmetricsderivedfromcustomerrequirementsTheprocess'smetricsaswellascross-processmetricshavebeenderived fromtheenterprise'sstrategicgoalsTheprocess's metricshavebeenderived from inter-enterprise goalsUsesManagersuse theprocess'smetricstotrackitsperform-ance,identify rootcausesoffaultype