Читать книгу Enterprise Process Management A Complete Guide - 2020 Edition - Gerardus Blokdyk - Страница 7
ОглавлениеCRITERION #1: RECOGNIZE
INTENT: Be aware of the need for change. Recognize that there is an unfavorable variation, problem or symptom.
In my belief, the answer to this question is clearly defined:
5 Strongly Agree
4 Agree
3 Neutral
2 Disagree
1 Strongly Disagree
1. Which information does the Enterprise process management business case need to include?
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2. What are your needs in relation to Enterprise process management skills, labor, equipment, and markets?
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3. What are the expected benefits of Enterprise process management to the stakeholder?
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4. How are training requirements identified?
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5. What creative shifts do you need to take?
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6. Where do you need to exercise leadership?
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7. Did you miss any major Enterprise process management issues?
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8. How many trainings, in total, are needed?
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9. What tools and technologies are needed for a custom Enterprise process management project?
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10. Are employees recognized or rewarded for performance that demonstrates the highest levels of integrity?
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11. Who needs to know about Enterprise process management?
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12. Which needs are not included or involved?
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13. What extra resources will you need?
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14. Will Enterprise process management deliverables need to be tested and, if so, by whom?
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15. What else needs to be measured?
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16. Have you identified your Enterprise process management key performance indicators?
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17. Do you have/need 24-hour access to key personnel?
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18. What prevents you from making the changes you know will make you a more effective Enterprise process management leader?
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19. What is the smallest subset of the problem you can usefully solve?
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20. What needs to stay?
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21. Are losses recognized in a timely manner?
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22. What needs to be done?
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23. What Enterprise process management capabilities do you need?
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24. What Enterprise process management coordination do you need?
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25. Is the need for organizational change recognized?
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26. Are there any revenue recognition issues?
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27. How do you recognize an Enterprise process management objection?
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28. Who else hopes to benefit from it?
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29. Are there Enterprise process management problems defined?
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30. How do you assess your Enterprise process management workforce capability and capacity needs, including skills, competencies, and staffing levels?
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31. Is it needed?
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32. What resources or support might you need?
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33. What are the minority interests and what amount of minority interests can be recognized?
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34. What problems are you facing and how do you consider Enterprise process management will circumvent those obstacles?
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35. Think about the people you identified for your Enterprise process management project and the project responsibilities you would assign to them, what kind of training do you think they would need to perform these responsibilities effectively?
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36. What training and capacity building actions are needed to implement proposed reforms?
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37. Will a response program recognize when a crisis occurs and provide some level of response?
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38. How do you take a forward-looking perspective in identifying Enterprise process management research related to market response and models?
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39. Who needs to know?
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40. Is it clear when you think of the day ahead of you what activities and tasks you need to complete?
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41. As a sponsor, customer or management, how important is it to meet goals, objectives?
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42. To what extent does each concerned units management team recognize Enterprise process management as an effective investment?
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43. What are the timeframes required to resolve each of the issues/problems?
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44. What is the problem and/or vulnerability?
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45. What situation(s) led to this Enterprise process management Self Assessment?
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46. What is the recognized need?
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47. What is the extent or complexity of the Enterprise process management problem?
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48. What do you need to start doing?
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49. Will it solve real problems?
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50. Whom do you really need or want to serve?
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51. How are you going to measure success?
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52. What are the Enterprise process management resources needed?
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53. Looking at each person individually – does every one have the qualities which are needed to work in this group?
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54. Why is this needed?
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55. What are the clients issues and concerns?
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56. What is the problem or issue?
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57. Are you dealing with any of the same issues today as yesterday? What can you do about this?
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58. Will new equipment/products be required to facilitate Enterprise process management delivery, for example is new software needed?
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59. Would you recognize a threat from the inside?
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60. Does the problem have ethical dimensions?
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61. Who are your key stakeholders who need to sign off?
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62. Who needs budgets?
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63. To what extent would your organization benefit from being recognized as a award recipient?
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64. Why the need?
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65. What Enterprise process management problem should be solved?
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66. How are the Enterprise process management’s objectives aligned to the group’s overall stakeholder strategy?
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67. Are problem definition and motivation clearly presented?
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68. Do you need to avoid or amend any Enterprise process management activities?
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69. Who should resolve the Enterprise process management issues?
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70. What do employees need in the short term?
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71. Is the quality assurance team identified?
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72. Do you need different information or graphics?
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73. Are there regulatory / compliance issues?
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74. Are your goals realistic? Do you need to redefine your problem? Perhaps the problem has changed or maybe you have reached your goal and need to set a new one?
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75. Does Enterprise process management create potential expectations in other areas that need to be recognized and considered?
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76. Are there recognized Enterprise process management problems?
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77. What does Enterprise process management success mean to the stakeholders?
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78. How do you identify subcontractor relationships?
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79. What information do users need?
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80. How can auditing be a preventative security measure?
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81. What activities does the governance board need to consider?
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82. Consider your own Enterprise process management project, what types of organizational problems do you think might be causing or affecting your problem, based on the work done so far?
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83. When a Enterprise process management manager recognizes a problem, what options are available?
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84. What is the Enterprise process management problem definition? What do you need to resolve?
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85. Which issues are too important to ignore?
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86. What would happen if Enterprise process management weren’t done?
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87. How does it fit into your organizational needs and tasks?
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88. Where is training needed?
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89. Do you know what you need to know about Enterprise process management?
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90. For your Enterprise process management project, identify and describe the business environment, is there more than one layer to the business environment?
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91. Are controls defined to recognize and contain problems?
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92. Who needs what information?
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93. Who defines the rules in relation to any given issue?
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94. How do you identify the kinds of information that you will need?
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95. Are there any specific expectations or concerns about the Enterprise process management team, Enterprise process management itself?
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96. How much are sponsors, customers, partners, stakeholders involved in Enterprise process management? In other words, what are the risks, if Enterprise process management does not deliver successfully?
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97. Are employees recognized for desired behaviors?
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98. Do you recognize Enterprise process management achievements?
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99. How do you recognize an objection?
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100. What are the stakeholder objectives to be achieved with Enterprise process management?
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Add up total points for this section: _____ = Total points for this section
Divided by: ______ (number of statements answered) = ______ Average score for this section
Transfer your score to the Enterprise process management Index at the beginning of the Self-Assessment.
