Appendix: Excerpt of the PMMA Questionaire

Category / Sub-Category / Levels / Questions / Y/N / Remarks
Portfolio & Target Setting / Process Portfolio
The process portfolio has the function of assessing and prioritizing the processes, which have to be standardized and improved.
Tool: Process Portfolio Mapping (PPM) or similar approaches, which can ensure a systematic and comprehensible derivation. / Level 1
No transparency of processes.
Level 2
Need for action identified.
No standard processes.
No standard approach to derive process portfolio.
Situation- and event-driven approach. / Has the need for concrete action to prioritize the business, management and support process been recognized?
Level 3
The process landscape is derived from systematically ascertained major components of the value chain, business strategy and binding internal/external guidelines.
In order to build up a process portfolio, a comprehensible assessment and prioritization of these processes is conducted, e.g. through process portfolio mapping.
The process for deriving a process portfolio is described / Is the process portfolio systematically being derived from business strategy? (e.g. through Balanced Score Card, process portfolio mapping)
Are projects for process optimization being initiated based on the positioning of the process in the portfolio?
Level 4
Process portfolio is subject to a systematically conducted assessment (continuous Process Portfolio Mapping). / Is the process Portfolio being regularly evaluated as part of the strategy setting process and if necessary adjusted / realigned?
Level 5
Continuous controlling of the process portfolio on basis of changing requirements in the market place, results of benchmarking initiatives and best practice sharing.
The consistency with the GROC-and group-strategy is monitored continuously and adjusted if needed. / Has the process portfolio of the entity been aligned with the strategy / process portfolio of the group or business unit in the region and Siemens Management System?
Category / Sub-Category / Levels / Questions / Y/N / Remarks
Portfolio & Target Setting / Target setting
For the processes represented in the process portfolio, concrete goals for improvement are defined (as a rule of thumb dimensions are quality, costs, and time).
The goals have to be consistent with the corporate goals (Balanced Score Card). / Level 1
No process or process management goals defined.
Level 2
Project-/event-driven definition of process or process management goals. / Is the need for action to derive process-/ process management objectives from business strategies recognized?
Are process objectives defined, that are at minimum event-driven?
Level 3
The target setting process is described.
Measurable operational process goals (SMART) are derived and defined systematically from the business strategy (e.g. through analysis of EVA drivers)
Concrete goals for the implementation of process management are defined and well known in all levels. / Have measurable process objectives been systematically derived from business strategy (e.g. EVA driver-tree analysis, Balanced Scorecard)?
Are the goals SMART-ly defined?
Level 4
The realization of process/process management goals are assessed systematically and adjusted if needed. / Has the realization of process/process management goals been assessed systematically and adjusted if needed?
Level 5
The process/process management goals are adjusted systematically to the changing conditions in the market place (best practice sharing, benchmarking). / Has the process/process management goals been adjusted systematically to the changing conditions in the market place (best practice sharing, benchmarking).
Category / Sub-Category / Levels / Questions / Y/N / Remarks
Process Performance Controlling / Process Metrics & Key Performance Indicators
The systematic definition of relevant metrics and parameters (quality, costs, time), derived from business strategy and business goals, is the basis for process management.
Process metrics are explicit metrics in order to describe performance, costs and quality of processes. The data for metrics has to be derived from the processes.
KPIs are metrics, which are especially important for business controlling / business success. / Level 1
Process metrics are not defined.
KPIs and metrics are not derivates from business strategy.
Level 2
Need for action is identified in order to define KPIs and metrics, which are derived from business strategy. Metrics, measure points and measure guidelines for operational controlling of process performance have been defined event-driven. / Has the need for action for measuring process performance been recognized?
Have selected metrics, milestones and regulations for measurement been defined to steer the process performance on an operational level?
Level 3
Process performance drivers (time, quality, costs) are identified. A systematic procedure to identify KPIs out of the numerous metrics is defined. KPIs and metrics for process performance measurement, which are derivates from business strategy, are implemented in a consistent manner. If applicable, KPIs and metrics are used company-wide. / Are metrics for the measurement of process performance being systematically derived from business objectives?
Are process performance baselines available (comparative data as basis for the evaluation of process performance and process improvement)?
Level 4
The KPIs and metrics are be frequently monitored within the strategy process and adjusted if needed on a continuous basis. / Is there a Balanced Scorecard available for the evaluation and further development of the processes (Finance, market/customer, processes, growth/learning)?
Are the defined metrics being regularly re-assessed regarding their usability and if necessary adjusted?
Level 5
The KPIs and metrics are used within the internal/external benchmarking and best practice sharing initiatives. / Are the defined metrics being re-assessed regarding their usability based upon internal/external Best Practices and Benchmarking projects?
Category / Sub-Category / Levels / Questions / Y/N / Remarks
Process Performance Controlling / Measurement of process performance
The continuous process performance measurement is required in order to assess the performance of processes.
This is the basis for the derivation of action items for process optimization. / Level 1
No systematic process performance measurement is conducted.
Level 2
Need for action is identified in order to measure process performance systematically. Measurements of process performance are triggered event-driven. / Are the defined KPIs in use and is the process performance measured casewise?
Level 3
The systematically ascertained, strategically relevant processes are measured frequently and systematically, and reported.
The KPIs are part of the management system and are systematically reported. / Is the process performance regularly being measured and the achievement of process objective being analyzed?
Whom are results reported to?
Level 4
From the measurement outcome (as-is analysis) improvement initiatives are derived and the implementation is traced according to top+ methodology. / Are actions for process improvement being derived and initiated based on the result of process performance measurement?
Are the process improvements being controlled based on the Top+ degree of implementation?
Level 5
Based on the measurement results, systematic benchmarking and best practice sharing are conducted.
The approaches to measure process performance will be optimized systematically. / Have the approaches to measure process performance been optimized systematically?

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PMMA Self-assessment – based on PMMA