The Process Audit

Consists of two parts: a framework for assessing the maturity of any particular business process, and another for assessing the maturity of an enterprise as a whole.

The process framework identifies five enablers of process performance: the design of the process, its metrics, the capabilities of the people who are its performers, the infrastructure that supports the performers, and the executive who is the owner of the process. A fundamental insight is that the stronger and more robust these enablers, the higher the performance of which the process will be capable. That is, better trained performers, more sophisticated metrics, a more powerful owner, etc., all enable a stronger process that in turn is able to deliver better results.

Another insight of Audit is that enterprise maturity is a prerequisite for process maturity. That is to say, an organization cannot advance its process enablers in a vacuum. Rather, it needs four enterprise capabilities in order to do so: leadership, culture, expertise, and a governance system. Progressively stronger versions of these capabilities are needed to advance the enablers of a process (and hence the performance of the process) to higher levels.