Policies and Procedures (P and P) refers to the types of communication about an organization’s internal operating practices. A P and P program refers to the context in which an organization develops and manages its P and P communications. Because a P and P program is an on-going investment, its role and value to an organization should be assessed. A P and P program must provide performance-based communication, using performancebased means, for an organization that is performance oriented. Urgo and Associates devised a model to assess the maturity of P and P programs. The model consists of a questionnaire and matrix that work together in measuring and describing four grades (levels) of maturity according to five functions commonly found in P and P programs.
The ISO 9000 series of standards require that organizations have documented and followed quality systems and processes. Organizations get certified to an ISO 9000 standard by a registrar. Organizations follow the standards in order to meet customer demand and to improve their own quality performance. The ISO 9001 standard for organizations that design, produce, and service products contains twenty sections pertaining to all aspects of a quality system. Documentation organizations can pursue certification as an organization and they can help write process documentation for their entire company.
Placing your company's policies and procedures online is an enormous task! Where to start is as difficult as how to do it. Migrating your policies and procedures from a paper medium to an online medium consists of obtaining (and maintaining) management and user support, working as a team player, completing extensive research for your present environment and the proposed environment), planned system development, thorough usability testing and phased implementation. Once your policies andprocedures are online, you must also track and monitor system use.
From mega-mergers to dwindling defense contracts, companies are dealing with a very different business environment than of decades past. To remain competitive, companies are implementing process improvement programs that encompass the ‘big picture’, and are not focusing on just one segment of company operations. This trend toward mega-process improvements has resulted in companies developing policies and procedures that reflect a flexible, process oriented approach, instead of the traditional, organizationally oriented procedures.
There are several reasons for the Information Process Maturity Model: moving beyond chaos; moving beyond the heroism of talented and dedicated individuals; moving toward a repeatable, reliable process.