Know how the operating model performs — and keep making it better.

With the Process Fitness Check, we examine and assess your current process landscape. In an initial step, we pose important questions and analyse your process landscape accordingly. The result is a detailed report that also covers any weak points or options for improvement in the process landscape.

• An independent assessment helps you to determine any defects in the current process landscape.
• In the ideal case, you gain the assurance that your company is up to date with the latest process technology and nothing needs to be done.
• A fast and brief assessment helps you to survey your current situation.

The PEDCO team organises and hosts a two-day workshop and carries out a SWOT analysis of your process landscape together with your stakeholders. Together we analyse the current situation for the process organisation.

• You receive a SWOT analysis of your process landscape.
• You are given suggestions and opinions from independent and external specialists.
• You get an insight into the way we think and operate.

We regularly inspect one or more of your endeavors (e.g. quarterly, related to milestones) for specified critical key points. In doing this we not only examine the formal criteria. The review in fact also deals with the content of the documents to comply with defined standards and sector-specific requirements.

This service is of particular interest for smaller and medium-sized companies that feel unsure about the way their endeavors are executed or are dissatisfied with their process.

• You gain a neutral view of your endeavors, their results and its compliance with standards and regulatory requirements.
• You do not need to create any part-time position for this type of task.
• You can assure that internal politics or personal standpoints do not influence the reviews, as such, receive objective feedback.

We survey your projects individually or your project portfolio as a whole. We not only do the numbers for the work products but also examine to see whether they are really serving a purpose and are feasible. In cases of doubt, we discuss the work products with the people responsible for them.

• The simple quantity of all work products according to the work product model.
• Derived metrics (ratios between the work products).
• Process metrics: Changes in the metrics over time.
• Product metrics: Measurement of all work products in an application, independent of the project.

The benchmarking service is a comparative, anonymous metric service, which compares its own metrics with the peers or with all the clients of PEDCO, and shows you where your organisation stands regarding process efficiency.

• Easy comparison with peers or competitors.
• A realistic assessment of your own SWOT profile.
• A relevant basis for decision-making in the field of project or process improvements.

Actual experience gained from your endeavors is recorded by us as best practice and made available for your whole user community. We not only record the new practice but propose process changes and collect examples and fully embed these in the framework. These are customer-specific extensions made on request.

• Experience gained in your endeavors is transferred to the process framework very cost-effectively and your organization benefits from the collective knowledge.
• Higher employee motivation as know-how is exchanged very easily. We come and visit, gather the know-how and let all the others share the knowledge.
• The employees can simply offer themselves and their experience as a contribution to the processes and thus “make a name for themselves” as a regular contributor.

Auditors can review only part of the process landscape, sample a limited number of artifacts, and interview a small number of people. AI can increase the breadth and depth of the analysis — without replacing auditor judgment.

• Review more of the process landscape, more artifacts and more practitioners than a time-boxed manual assessment can reach.
• Bring process, document and practitioner findings together so a signal that means little alone becomes evidence.
• Keep materiality, risk interpretation and formal conclusions with an accountable auditor.

A checklist can confirm that a required artifact exists. It cannot determine whether the artifact is complete, consistent, useful, and aligned with the process expectations behind it.

• Find substantive content problems earlier than a completeness checklist can.
• Review a larger volume of artifacts than a manual sample allows.
• Keep every finding connected to the process element, requirement or template behind it.

Evidence of execution lives in the tools and artifacts used to perform the work: tickets, requirements, code repositories, reviews, test results, approvals, traceability, release information, and other operational records.

The objective is not to enforce one generic process everywhere. It is to verify adherence against the process that should actually apply to that context.

• See where execution actually matches the process that applies to that context.
• Tell missing evidence, genuine deviation and acceptable contextual variation apart.
• Turn recurring deviations into improvement candidates for the operating model.

Execution evidence, metrics, audits and assessments, retrospectives, practitioner experience, process-owner proposals, recurring workarounds, customer or regulatory changes, new engineering practices — the challenge is connecting those signals to the operating model, understanding the underlying cause, deciding what should change, and measuring whether the change actually helped.

• Connect findings, metrics, evidence and practitioner experience to one improvement backlog.
• Understand the cause before proposing a change, and the impact before approving one.
• Measure whether an approved improvement actually achieved what it was meant to.