• Assessment report

 

‘Report’ stands for all material produced and all activities performed to share and secure the outcome of the assessment. The following items are must haves: an analysis of the current situation, a description of particular strong points and last but not least: the improvement opportunities. All against the background of the improvement architecture.

Report

Current situation
A clear explanation of the current situation. This includes information about where the organisation is good at (strong points).

Improvement opportunities
A gap analysis between the current situation and the improvement objectives provides the basis for the improvement opportunities.

Heuristics, the building blocks for improvement suggestions
Improvement suggestions describe possible ways to put improvement opportunities into reality. Heuristics are building blocks for improvement suggestions. When a model is used as oracle during the assessment, the same model can be used to provide heuristics for the improvement suggestions.

Report documents

  • A presentable document to be used during workshops to share and discuss assessment results
  • A text document with details to backup presentation material and for later reference
  • A model with checkpoints set to OK/NOK (when used) may be part of this
  • A record of all assessment material and all assessment activities performed, people interviewed, etc.

Presentation, walkthrough
The assessment findings and improvement suggestions are shared during one or more walkthroughs by the assessment architect and the organisation.

  • with the client of the assessment or improvement project, often senior management
  • with the people involved in the assessment, all of them if possible
  • with the people most likely to be involved with implementing the improvement suggestions

Report heuristics

SWOT analysis. Strengths show what the organisation is good at (within the scope) and weaknesses are mostly the points where improvement suggestions are aimed at (relate to the improvement objectives). Besides that: opportunities are always worth mentioning too as well as threads for the organisation (it is responsible behaviour of the assessment architect to mentions these, even when it concerns something outside the scope).

Include positive points! Mentioning strengths is a good motivator for the people involved.

Lean documentation. Holding a good presentation has more value then comprehensive documentation. Let a presentation go with a compact text document for the organisation to remember the main messages told during the presentation.

First walkthrough presentation then text. The interaction between the improvement architect and the organisation often give improvement suggestions of the improvement suggestions, so it is often more efficient to write text documents after the presentations.

No long term improvement objectives. Long term improvements never happen, basically. The ‘shelf life’ of the improvement architecture (BISCC) is not long enough to enable long term improvements to get realised.

Identify quick wins. Quick wins are this improvements that cost little effort and can be started tomorrow, if supported by the people involved…

Identify middle term improvements. Which seems feasible, take some time to get done, but provide value within the ‘shelf life’ of the improvement architecture (BISCC).

Enablers. Some improvement suggestions may require something from outside the scope of the improvement architecture: these improvements needs to be enabled form ‘outside’.

Use pictures. They say more than thousand words. An oldie, but so true.

Check draft report with major stakeholders. Before going ‘live’ with a report or report presentation: check how the information is received by major stakeholders, such as the client of the assessment or improvement project. This to be able to check the report for its ability to build on buy in within the organisation for suggested improvements.