List of Items

  

Administrative items

 

• Meeting Date:

• Entity:

• Key Process:

• Process:

• Sub-Process

• Elementary Process:

• EP#:

• Process Owner’s (name & position):

• Main Stakeholder’s Name (names & positions):

• Reviewer/Modeler’s name.

 

 

Reminder

 

As an introduction of a SIPOC interview Reviewer/Modeler should explain:

• in which context this interview is taking place,

• What are the stakes for the entity,

• What is the mandate, which has been given by the “Management” and what are the objectives which have to be achieve and within which delay,

• What is the SIPOC, project approach and methodology,

• What should be the involvement of the Process Owner and the Stakeholders in order to achieve the proper result within the planning,

• What could be the benefits of the SIPOC, project approach and methodology, (Supporting document could be a Communication plan from the management)

 

At the end of the SIPOC phase Reviewer/Modeler should ask to Process Owner and stakeholders if their expectations from the review have been achieve. If not Reviewer/Modeler should require what expectations haven’t be fulfilled.

 

 

 SIPOC Activity/Process Description

•  About the process itself – SIPOC

• Organization of the entity (single country or few countries)

• Number of people within the Process/department

• Who owns the Activity/process (RACI Accountable)?

• Who are the stakeholders (RACI – Responsible(s))

• Describe process purposes/its objectives,

• What is the added value?

• Activity/process flowchart

• Occurrence (Daily, weekly, Monthly, ongoing etc.)

• Is the Activity/process driven and/or linked by specific regulation(s)

• Describe the outputs/outcomes if the process is successfully performed

• What are the main customers and main downstream linked activities/processes?

• Among those customers is there any third party? (Interfaces & SLAs)

• What are their level of involvement with the process (An exhaustive analysis of customers is crucial for the traceability of transaction)?

• What kind of controls are made to ensure that the process is performed properly?

• Do outcomes fulfill Customers’ requirements and/or expectations? (Complaints, rework etc.)

• Describe what happens if something goes wrong?

• Describe the risks associated to the process failure?

• What are the controls in place to avoid that risk to occur?

• Check who the suppliers of the Activity/process are, and what are the main upstream linked activities/processes?

• Among those suppliers is there any third party? (Interfaces & SLAs)

• Describe what are the inputs/data used to perform the process?

• Describe if there is/are specific check(s) to verify the reliability of the inputs (especially when there are third parties involved)?

• Describe roadblocks and/or issues (if any) which could lead to process inconsistency?

 

 

 What is supporting the Activity/Process?

This part is mainly an inventory of what is used to perform the process and what exist at the process level in terms of:

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• Applications:

  • ERP: modules, transactions etc.

  • Specific applications

  • EUCs (End user computing – meaning access database, critical Excel spreadsheets with pivot tables and macros especially when they are established and manipulated by a single user – Appropriate modus operandi should exist etc.)

• Policies (when issued, last review etc.)

• SLAs (when issued, last review etc.)

• Matrices (when issued, last review etc.)

  • RACI

  • SOD

  • DOA

• KPIs used to measure the efficiency of the Activity/process

• Procedures and/or work instructions (when issued, last review etc.)

• Reports/Documents

• Audit reports and recommendations on the process etc.

 

In general any kind of documents which could allow to have a better understanding of the process.

  

Comments:

A complete inventory should be done. This is particularly useful for Job description and Knowledge transfer.

 

  

 Activity/Process improvement

• What are measures to improve the Activity/process?

• If yes, what those improvements will bring to the organization?

• What should be the key success factors?

• Are they quick wins which could be put in place easily?

• If yes, what are they?

• What will be the impact (savings, delays of implementation etc.)?

 

Other involvements.

• On a timeline how much time in % are you spending on this activity?

• What is/are the other activity/activities you are involved in?

• If few, what is the average Repartition in % of those other activities

 

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