Standard scales adopted in the SeMM
| Dimension | Key references | Level 1 | Level 2 | Level 3 | Level 4 | Level 5 |
|---|---|---|---|---|---|---|
| Organization | Adapted from Rapaccini et al. (2013) | No formal or informal roles | Project-based team, extemporaneous, ad hoc identification of participant (e.g. for specific problem) | Project-based recognized team | Project-based recognized team Formal role responsible of specific service category | Project-based recognized team Formal role responsible of specific service category Roles dedicated also to strategic planning based on service portfolio analysis |
| Process management | Adapted from UNI EN ISO 9004:2009; | There are absolutely no evidence of any activities supporting the process | No formal procedures, chaotic and non-systematic approach: only some policy statements have been made and no documented objectives or plans Processes are planned and managed in an informal, ad hoc way: there are ad hoc activities present, but not aware of how they relate to each other within a single process | There is systematic approach: the company is aware of the process, but some activities are still incomplete or inconsistent | There is a systematic approach with formal procedures shared inside the company: procedures encompass and set also targets for quality Tasks, responsibilities and authorizations are well defined and communicated Comprehensive management reports are produced and discussed | In addition to Level 4, the procedures are integrated with other company's key processes and lead to a continuous improvement: quality management and continuous improvement activities are formalized in the procedure Process planning is integrated with strategy deployment |
| Performance management | Adapted from Rapaccini et al. (2013) | No measures in place | Few and ad hoc measures, mainly related to costs, to point out cost- savings opportunities | Standard key performance indicators (KPIs) dashboard. Productivity, quality and time measures are mainly considered | In addition to L3, specific KPIs for service performance considering financial aspect (cost, savings, interests, profit, revenue) | Balanced measures for services performance, considering internal, external, customer and financial. KPIs are integrated and aligned to the whole company business |
| Capabilities | Likert scale | No awareness of the skill required | Low | Medium | High | The specific skill is consolidated within the company. There are formal training activities on this specific skill that is also assessed periodically. Moreover recruitment can focus on this skill |
| Tools | Adapted from Rapaccini et al. (2013); Neff et al. (2014) | No methods and tools | No standard methodology: only ad hoc/project-defined initiative (with a general-purpose tool) | Some tools implemented, derived from other purpose | Self-made/ad hoc tools are implemented and their use is formalized | Specific tools are implemented and used in a structured way Development process formalized specific supporting tools and “best-of-breed” tools Continuous improvement of methods (customization/declination of existing methodologies to specific company needs) |
| Dimension | Key references | Level 1 | Level 2 | Level 3 | Level 4 | Level 5 |
|---|---|---|---|---|---|---|
| Organization | Adapted from | No formal or informal roles | Project-based team, extemporaneous, | Project-based recognized team | Project-based recognized team | Project-based recognized team |
| Process management | Adapted from UNI EN ISO 9004:2009; | There are absolutely no evidence of any activities supporting the process | No formal procedures, chaotic and non-systematic approach: only some policy statements have been made and no documented objectives or plans | There is systematic approach: the company is aware of the process, but some activities are still incomplete or inconsistent | There is a systematic approach with formal procedures shared inside the company: procedures encompass and set also targets for quality | In addition to Level 4, the procedures are integrated with other company's key processes and lead to a continuous improvement: quality management and continuous improvement activities are formalized in the procedure |
| Performance management | Adapted from | No measures in place | Few and | Standard key performance indicators (KPIs) dashboard. Productivity, quality and time measures are mainly considered | In addition to L3, specific KPIs for service performance considering financial aspect (cost, savings, interests, profit, revenue) | Balanced measures for services performance, considering internal, external, customer and financial. KPIs are integrated and aligned to the whole company business |
| Capabilities | Likert scale | No awareness of the skill required | Low | Medium | High | The specific skill is consolidated within the company. There are formal training activities on this specific skill that is also assessed periodically. Moreover recruitment can focus on this skill |
| Tools | Adapted from | No methods and tools | No standard methodology: only | Some tools implemented, derived from other purpose | Self-made/ | Specific tools are implemented and used in a structured way |