企业成熟度及流程成熟度模型

/12记录流程记录主要在部门内进行，但同时关注到公司内参加流程执行的各部门之间的关系流程设计有重新到尾的全程记录--流程记录描述了该流程与其他流程的连结状况，以及对其他流程的期望，并将该流程与公司的系统和数据架构连结流程设计电子化支持了流程绩效和管理的改进，并为环境变化和流程再造的解析供应依照流程执仃者知识执行者能讲出所执行流程的名称并可指出流程绩效的关键衡量指标—执行者可以描述流程的整个运行过程，认识他们的工作会如何影响到客户和流程中的其他员工以及流程的绩效，也知道目标绩效和本质绩—执行者熟悉基本的业务看法和公司绩效的动因，也可以描述他们的工作是如何影响其他流程和公司绩效执行者熟悉公司所处的行业及及其发展趋势，也能够描述他们的工作如何影响跨公司流程的绩效技术曲各誉辛工存RFI鈕、/+lt'rTl日石壬口44r各誉杀工RFIIU人七44-t‘厂亠T.x|[>Xz、/4i尺丫44t"二七举T.矜rffl工口"一-rAr甘执行者善于运用解决冋题和改进流程的方法执行者善于团队合作和目我管理执行者善于拟定业务决策执行者善于官理和推行改革行为执行者在必然程度上对流程负责，但主要还是忠于其所在部门执行者会努力依照流程设计，正确执行流程，并尽心配合流程的其他执行者有效展动工作执行者努力保证流程产生预期结果，帮助公司实现目标44|乙二-4Z-jhI^k：44^J占工口H-r山rrniVirVTl日石Y44-+曰山执行者善于查找流程中出现的冋题田头，并提出流程改进方案流程负责人身份流程负责人是以非正式的方式负责流程绩效改进的某个人或某群人公司领导层成立了一个正式的流程负责人职位，并指派有影响力和声威的高级经理担当在时间分配、精力投入和个人目标上流程负责人优先考虑流程负责人是公司最高决策层的成员活动流程负责人可以界定和记录流程并与执行者进行沟通，同时倡导一些小型的改革项目流程负责人能清楚地说明流程的绩效目标和未来远景，推动流程再造和流程改进活动，拟定推行计划，确保流程按设计执行流程负责人和其他流程负责人合作、整合所有流程，以实现公司目标流程负责人为流程拟定转动式战略计划，参加公司层面的战略规划，并客户和供应商的流程负责人合作，倡导跨公司间的流程再造活动。权益流程负责人游说大家米用新的流程，但只能煽惑部门经理进行流程改革—流程负责人可以组建一个流程再造小组并推行新的流程设计，对流程的技术开发估量也有必然的控制权—流程负责人控制支持流程的IT系统以及任何会改变流程的项目，并对人事任命和人员评估，以及流程估量有必然的影响力。流程负责人控制流程估量并对人事任命和人员评估有很大的影响力支持流程的基础设施信息系统由本来分其他传IT系统支持流程运行成立一个基于各部门IT系统的整合系统，以支持流程运行有个集成式IT系统来支持流程。该系统依照流程需要设计，吻合公司标准，支持流程运营支持流程的IT系统采用模块化架构，吻合跨公司沟通的行业标准

人力资源对于流程工作中有助于优化部门业绩和解决部门问题的行为，部门经理予以奖励流程设计决定了职责范围、、工作描述和能力要求、工作培训经常依照流程记录来设计招聘、培养、奖励和认可制度都基于流程的需求和结果，并与公司的需求相平衡招聘、培养、奖励和认可制度都侧重增强公司内部和跨公司的合作、个人学习和组织改革的重要性流程测评指标定义流程有一些基本的成本和质量衡量指标依照客户要求，为整个流程拟定衡量指标依照公司战略目标拟定流程衡量指标以及跨流程衡量指标依照跨公司流程目标来拟定流程的衡量指标使用管理者利用流程衡量指标跟踪流程绩效，查找绩效不好的根源并推动部门的业绩改进管理者利用流程衡量指标将自己的绩效与行业基准、业内最正确绩效和客户需求进行比较，并设定绩效目标管理者以衡量指标来引导和激励流程执行者，并依照衡量指标拟定管理规则，用于流程的平常管理管理者如期评估和更新流程衡量指标和目标，并用于战略规划PlP2P3P4DesignPurposeTheprocesshasnotbeendesignedonanend-to-endbasis.FunctionalmanagersusethelegacydesignprimarilyasacontextforfunctionalperformanceimprovementTheprocesshasredesignedfromendtoinordertooptimizeenterprise'sperformancebeenendtheTheprocesshasbeendesignedtofitwithotherenterpriseprocessesandwiththeenterprise'sITsystemsinordertooptimizeitsperformanceTheprocesshasbeendesignedtofitwithcustomerandsupplierprocessesinordertooptimizeinter-enterpriseperformanceContextTheprocess'sinputs,outputs,suppliers,andcustomershavebeenidentifiedTheneedsoftheprocess'scustomersareknownandagreeduponTheprocessownerandtheownersoftheotherprocesseswithwhichtheprocessinterfaceshaveestablishedmutualperformanceexpectations.TheprocessownerandtheownersofcustomerandsupplierprocesseswithwhichtheprocessinterfaceshaveestablishedmutualperformanceDocumentationThedocumentationoftheprocessisprimarilyfunctional,butitidentifiestheinterconnectionsamongtheorganizationsinvolvedinexecutingtheprocess.Thereisend-to-enddocumentationoftheprocessdesignTheprocessdocumentationdescribestheprocess'sinterfaceswith,andexpectationsof,otherprocessesandlinkstheprocesstotheenterprise'ssystemanddataarchitectureexpectationsAnelectronicrepresentationoftheprocessdesignsupportsitsperformanceandmanagementandallowsanalysisofenvironmentalchangesandprocessreconfigurations

PerformersKnowledgePerformerscannamethePerformerscandescribethePerformersarefamiliarbothwithPerformersarefamiliarwiththeenterprise'sindustryprocesstheyexecuteandprocess'soverallflow;howfundamentalbusinessconceptsandanditstrendsandcandescribehowtheirworkidentifythekeymetricsofitstheirworkaffectswiththedriversofenterpriseaffectsinterenterpriseperformanceperformancecustomers,otheremployeesperformanceandcandescribehowintheprocess,andthetheirworkaffectsotherprocessesandprocess'sperformance;andtheenterprise'sperformancetherequiredandactualperformancelevels.SkillsPerformersareskilPerformersareskiPerformersareskilledatbusinessPerformersareskilledatchangemanagementandledinproblemsolvingalledinteamworkanddecisionmakingchangeimplementationndprocessself-manage-mentmprovementtechniquesBehaviorPerformershavesoPerformerstrytofollPerformersstrivetoenPerformerslookforsignsthattmeallegiancetothowtheprocesssurethattheprocessdeliveheprocessshouldchange,andtheprocess,butowepdesign,performitcorstheresultsneededtoacheyproposeimprovementstotherimaryallegiancetorrectly,andworkinievetheenterprise'sgoalsprocess.theirfunction.waysthatwillenableotherpeoplewhoexecutetheprocesstodotheirworkeffectivelyOwnerIdentityTheprocessownerisEnterpriseleadersTheprocesscomesfirstTheprocessownerisamemberoanindividualoragrhiphascreatedanofffortheownerintermsoftheenterprise'sseniormostdecoupinformallychargeicialprocessoftimeision-makingbody.dwithimprovingthwnerroleandhaeprocess'sperforsfilledthepositiomancenwithaseniormanagerwhohascloutandcredibility

ActivitiesTheprocessownerTheprocessowneraTheprocessownerworkTheprocessownerdeve1opsaridentifiesanddocumenrticu1atestheprocesswithotherprocessowno11ingstrategicp1anfortheprotstheprocess,s'sperform-ancegoaerstointegrateprocessecess,participatesinenterprise-1communicatesitto1sandavisionofitsfustoachievetheenterpeve1strategicp1anning,andco11aa11theperformers,ture;sponrise'sgoa1s.borateswithhisorhercounterpandsponsorssma11-scasorsredesignandimpartsworkingforcustomersandlechangeprojectsrovementefforts;supp1ierstosponsorinter-enterpp1anstheirimp1ementation;andensurescomp1iancewiththeprocessdesign.riseprocess-redesigninitiativesAuthorityTheprocessownerTheprocessownerTheprocessownercontTheprocessownercontro1sthelobbiesfortheprocanconveneaprocero1stheITsystemsthatsuppprocess'cess'sbudget.InfratructureInformationFragmented1egacyAnITsystemconsAnintegratedITsysteAnITsystemwithamodu1ararsystemsITsystemssupporttructedfromfunctm,designedwiththeprchitecturethatadherestoindusttheprocessiona1componentssuocessinmindandadherrystandardsforinterenterprisepportstheprocessingtoenterprisestandards,communicationsupportstheprocesupportstheprocess.ss

HumanResourceFunctionalmanagersrTheprocess'sdesigHiring,development,reHiring,development,reward,andSystemsewardtheattainmentondrivesroledefinward,andrecognitionsrecognitionsystemsreinforcetheffunc-tionalexitions,jobdescripystemsemphasizetheproimportanceofintra-andinterentcellenceandthere-tions,andcompetecess'sneedsandresultserprisecollaboration,personalleasolutionoffunctionncyprofiles.Jobtraiandbalancethemagainstrning,andorganizationalchangealprob-lemsinaprocesningisbasedonproctheenterprise'sneedsscontextessdocumentationMetricsDefinitionTheprocesshassomebasicTheprocesshaseTheprocess'smetricsasThepr