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Representative POMs are described for Process Architecture at each level of maturity.

1Initial

• Practice

  Encourage individuals to experiment with process documentation to maximize understanding by decision-makers, especially during periods of organizational change.

  Outcome

  Decision-makers improve alignment between organizational structure and expected outcomes.

  Metric

  Number of organizational changes that consider process flows.

• Practice

  Use general purpose productivity tools (e.g., Visio, Word, PowerPoint) to describe or document processes.

  Outcome

  Knowledge is gained by process documenters about effective documentation methods.

  Metric

  List of tools used to document processes.

2Basic

• Practice

  Document parts of the process architecture using a standard format.

  Outcomes

  • Techniques of representation and decomposition are developed.
  • Understanding of the reasons and drivers behind performance improvement deepens.
  • “Quick win” improvements are identified and implemented.

  Metrics

  • Number of process diagrams in the process architecture artefact.
  • Number of “quick wins” implemented as a result of process documentation efforts.

• Practice

  Use and refine the process documentation when conducting root cause analysis.

  Outcome

  Root causes are more easily identified and addressed.

  Metric

  Number of recurring incidents associated with process issues.

3Intermediate

• Practice

  Use process representations to facilitate greater collaboration in a number of areas including root cause analysis, organizational changes, first-time and refresher training, and process improvement or redesign.

  Outcome

  Employees begin to instinctively turn to process documentation as a first step in addressing business problems and opportunities.

  Metric

  Rates of accessing process documentation by the organization's personnel.

• Practice

  Maintain detailed process information in an online repository that is accessible to all personnel.

  Outcome

  Personnel can easily access processes relevant to their roles.

  Metric

  Percent of high-level processes decomposed and defined to “detailed definition” level.

4Advanced

• Practice

  Decompose and represent, where appropriate, the entire process architecture down to a level of detail which describes human actions at the task level.

  Outcome

  Innovation and problem solving is facilitated by process models.

  Metrics

  • Number of changes to the process architecture artefact in response to organizational change.
  • Average cycle time for organizational changes to be deployed in the process architecture artefact.

• Practice

  Make pre-populated process models a requirement for newly launched operating units, and use them for training and operational guidance prior to and during start-up.

  Outcome

  The time to reach design performance targets in new operating units is significantly reduced.

  Metric

  Time to reach design performance targets after start-up.

• Practice

  Make a central process repository the “single source of the truth” to decide how work gets done, and to be the key reference for all discussions related to processes.

  Outcome

  The process architecture artefact is a key enabler of performance and improvement across all functions.

  Metric

  Time for personnel in new roles to reach performance expectations.

5Optimized

• Practice

  Have employees continually modify and extended the process content, so that the process architecture representation, becomes layered with all the relevant information.

  Outcome

  The process architecture is viewed as a virtual world representation of the real world, and gaps between the two are not tolerated.

  Metric

  Number of inconsistencies identified between actual operations and the process architecture artefact.

• Practice

  Provide access to appropriate parts of the process architecture, to external stakeholders who also contribute ideas for improvement.

  Outcome

  The organization utilizes insights from valuable perspectives outside the organization to improve performance.

  Metric

  Number and value of process improvements instigated by external parties.

• Practice

  Have the process architecture artefact reference all of the relevant Enterprise Architecture artefacts that relate to each process.

  Outcome

  Robust analysis of the organization can be performed to facilitate major organizational changes, including outsourcing, mergers, and acquisitions.

  Metric

  Time to achieve target performance after major organizational change.