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Process Architecture

B2

Document the organization's process architecture, using consistent terminology, precise definition of objectives, roles, flows, and relationships, and agreed protocols for process naming.

Improvement Planning

Practices-Outcomes-Metrics (POM)

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.