Once you've found the processes, the next step is to document and evaluate them. The following questions and ratings can form the basis for a process inventory:
List the name of the process and describe it so you can recognize it later.
What business functions depend on this process? What business goals are supported? Why is this process done?
List any tasks that make up the process.
Evaluate the documentation of workflows, roles, and systems and rank them on a scale from 1 to 10 (no documentation to stellar documentation).
Rank the repeatability of this process on a scale from 1 to 10 (not repeatable to fully repeatable).
Rank the stability of the process on a scale from 1 to 10 (unusable to rock solid).
List the staff (by role), unique skills, and required proficiency in those skills to perform this process. Assess and rank on a scale of 1 to 10 the proficiency level of current staff.
List systems and technology that support this task.
Evaluate the level of integration of these systems and technology on a scale from 1 to 10 (not integrated to fully integrated).
Rank the automation level of this process on a scale from 1 to 10 (manual to fully automated).
Rank the level of understanding that users of this process have on a scale from 1 to 10 (no understanding to perfect understanding). Note that we're not evaluating the people carrying out the process, but the people affected by it.
List any metrics used to measure the effectiveness and performance of the process.
Rank how the metrics listed above are used to evaluate and change the process over time on a scale from 1 to 10 (not at all to consistently).
The factors listed above are illustrative. You may find other factors that are important to you and your goals. You should customize this to suit your needs. Using the rankings that you arrived at in the evaluation should allow you to assign an overall maturity level to the process.
A team of people who are not involved in performing the process day to day should carry out the evaluation. The team can gather data through questionnaires, individual and group interviews, and reviewing documents. You will also need to create criteria that allow the team to make consistent judgments. The evaluation must be done in a way that is helpful rather than judgmental. One way to accomplish this is for the evaluation team to be transparent in its dealing with the process team, sharing data and insights freely, and thoughtfully considering feedback from the process team on the inventory.
Like everything else in the IMA, the process inventory is not a static document, but a tool that is used and updated as necessary. The inventory data is best stored in some kind of structured way (XML or a database), rather than as plaintext documents, so that it can be searched and evaluated. As you move through other activities in building your IMA, you'll find more identity processes. Have a methodology for adding them to the process inventory and incorporating them into the plan.