Microsoft Motion
Heat Mapping Tool
The capabilities for a business in a given industry
are largely the same. It is the people processes
and IT applied to those capabilities that create
differentiation and drive the key performance
indicators for any business. It is up to the business
to decide where there differentiation comes
from.
company in an industry is very similar for all
companies in that industry. How it gets done, and
where the value is in the business, is unique in
every business, and having a stable view of the
capabilities provides a lens on the business that
allows us to isolate where the value is and where
the real performance drivers are.
So given that we now have many industryspecific capability templates, we can credibly sit
down with customers and tell them that we have
a map of their business architecture that is
already more than 90% complete. The person
delivering that message can, but does not have
to be an expert in the customer business or the
industry.
What’s the Value of a Heat Map?
Any business decision-maker that we talk with at
a customer will likely own some or many of the
capabilities on this map. Since a lot of the
people we interact with are in IT, we now have
detailed representations of capabilities
consistent with the ITIL.
Whoever we are talking with, we can start the
conversation by explaining to them that we
have 20 questions relating to:
Business value
Performance
 Maturity
 Interconnectedness
 Compliance and Governance
 Etc.
These are very specific, straightforward questions
that the owner of the capability should be able
to at least provide a subjective answer to – and
initially the answer choices are Yes/No and
High/Medium/Low, so the customer should be
able to answer the questions quickly.
Why would the customer be interested to do this?
What if they ask why they care? Because we can
tell them that based on the answers to their
questions, we can immediately generate a heat
map for them comparing any two of the
categories that relate to the 20 questions, that
answer questions such as:






What’s a Capability?
A capability is an abstract statement of “what”
work is being done in a certain area, such as
“pay employees” – and “how” that is done in
terms of people, process, and Technology, are
implementations of that capability. How it gets
done changes often in most companies, but
what is getting done is comparatively far more
stable. So because “what” is getting done at a

What are the high value capabilities that are
underperforming?
What are the underperforming capabilities
that would be the easiest to improve?
What are the capabilities that are not very
mature that have a high compliance
requirement?
What are the highly mature capabilities that
are not very interconnected to other
capabilities (to look to new opportunities to
outsource, for instance)
Why do I know and not know about my
business architecture? When questions are not
answered, the capabilities on the map still
print out, but they print out grey, so in addition
to getting very colorful and informative maps
for where the questions are answered, where
we don’t answer questions for the template,
they print out grey – which is a very illustrative
way to show what is known and not known,
and that can be very helpful in informing the
decisions related to what the next steps work
should be.
Why is it Credible for us to Do This?
We already have industry templates, and then
we ask some or all of the standard twenty
questions for the capability(ies) the business
decision maker owns – it is their answers to the
questions that drive the heat maps. So while
these will be easy questions for them to answer,
they just don’t have a way or a set of tools like this
Microsoft Motion Heat Mapping Tool  2
that enable them to generate this view of their
business today. So this is highly credible and
highly valuable.
How do we Build the Maps
The steps to fill out the map are very simple, and
the tools we have today make the heat map
generation very straightforward.
1) Get the heat mapping tool from
http://msmotion
2) Ensure that you have the right industry
template in the tool
3) Explain the exercise to the customer and
identify what part(s) of the architecture
they own so that you can focus the
exercise on the small number of
capabilities they own. Complete maps
often have over 1200 capabilities, but most
business decision makers own less than 20
capabilities in the overall map, which
makes the heat mapping exercise
something you can achieve in a
reasonable period of time.
HINT—Showing the customer some example
heat maps, either pre-printed ones, or creating
some sample ones on the fly with the tool will
really help the customer grasp the idea of the
heat map and why it can be valuable
FIGURE 1A &1B – Figure 1 is the main sheet of the
heat mapping tool. There are buttons at the top
left of the sheet that will allow to change the
level of detail you are showing in the map, from
Level 1 to Level 6. Clicking on the buttons will
illustrate the point well. There are also buttons on
the top left of the tool that link to areas of the
spreadsheet. Clicking on these buttons will take
you directly to these areas within the tool.
4) Once you have focused on the part of the
business the customer owns, explain the 20
questions and talk through which of the 20
questions the customer would like to
answer as detailed on the Question Details
worksheet tab. The questions are
represented in the Capabilities with
Properties tab columns AF to AX.
Additional information can be assessed
against the capabilities as outlined in
columns AY to BP.
HINT – Starting with just business value and
performance is often a very good place to start
so that the customer can get a sense of the
questions that are being asked, and the kinds of
answers that will be expected, so that they can
then decide how many of the rest of the 20
questions they want to answer.
FIGURE 2 – Figure 2 is a picture of some of the 20
questions. There is an Excel comment in each of
the 20 questions that in most cases has a much
longer description for each question in case
people are not clear about the specific question.
The questions are formatted like a survey and all
answers can be accessed through a drop down
box.
FIGURE 3 – Because there are often multiple
questions per segment, the tool aggregates the
answers to the questions into a single score of 1-5.
How those weightings are assigned are further off
to the right of the file, and if you have questions
about how to adjust those weightings, please
contact motion@microsft.com
HINT – If people want to make this simpler and
just assign the values of 1-5 themselves, they can
do this, and using the values in the part of the file
reflected in FIGURE 3 is the place where they
should do that.
5) Start to fill in the questions for the questions
you have selected
6) Once through the questions, click on the
options tab, and select the coloring you
wish to see in the map, and also select the
values you want to map
7) Then you need to select the colors you want
to see the heat map represent, red-green,
or more of a spectrum range.
FIGURE 4 – This is pretty clear in terms of picking
the colors, and then picking what values you
want to include in the map. In terms of picking
the two values, the heat map creates a box for
each capability, and one of the values you select
designates the color of the box itself, and the
other option selected designates the color of the
border around the box. See the examples in
FIGURES 6-8 for a clearer sense of the boxes and
the border colors.
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  3
HINT – While the red/green maps are often the
most informative, some people are color-blind
and red/green maps are not very helpful since
those are the colors where color-blindness is
most common
HINT – It’s critical to be clear that the colors
represented by the map are not always “good”
or “bad” the point of the heat map is to
compare two things, to inform where people
should be focusing their attention.
8) Then you need to click on the sheet where
the 20 questions information is stored. That
sheet has to be “active” for the heat map
to be activated
9) Selection the Outline Mapper button at the
top of the sheet as reflected in FIGURE 5
and then select the “Build Map” button. Be
sure to “Enable Macros” upon startup of
the Excel Spreadsheet in order for the
“Outline Mapper” button to be displayed
in the Excel file menu.
10) This is the way to build heat maps. The
remaining figures show heat maps from
different parts of the business, and illustrate
the kinds of heat maps.
HINT – Noting again that grey boxes are boxes
where questions were not answered. We cannot
emphasize enough how valuable it is to
customers to have a map of “what they know
and don’t know” where the grey reflects what
they don’t know.
11) Using the auto-filter capabilities on the 6
question categories will expose only
those capabilities that meet the filter
requirements. Using the auto-filter on 2+
question categories allows heat maps to
be drawn on those specific areas. Note
that you will have to uncheck the “Draw
Rectangles For Hidden Rows” in the
Options tab within the tool.
For any other questions about Motion and
the heat mapping tool, please contact
motion@microsoft.com or go to http://msmotion
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  4
FIGURE 1A
Buttons at the top left of the spreadsheet show specific levels of detail from 1-6. To expand or collapse
groupings, click on the “+” or “-“ signs on the left side of the spreadsheet.
FIGURE 1B
Figure 1b below shows the buttons to click on to go to specific sections of the capability mapping
spreadsheet. Analysis Summary is the section where the heat map values are complied. The Question
Values section is the area in which you can adjust the numerical value associated with the answers to the
questions. The Capabilities Assessment section is where the questions are answered. The Capabilities with
Properties section is where the properties associated with the capabilities can be collected.
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  5
FIGURE 2
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  6
FIGURE 3
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  7
FIGURE 4
FIGURE 5
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  8
Be sure to enable the Macros upon startup of the Excel Spreadsheet in order for the “Outline Mapper” button to be
displayed in the menu.
FIGURE 6
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  9
FIGURE 7
FIGURE 8
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  10
FIGURE 9
Below the capability listing is a list of typical interactions that a business will have with external
influences such as customers, suppliers, logistic providers, regulatory agencies, etc. The listing also
includes the major documents and interfaces that typically exist between the company and their
external influencers.
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  11
READING THE HEAT MAPS
**NOTE – It is Possible That the Heat Map Colors and Scoring Values in Your File Differ From Those
Reflected in This File. To Find Out – Search on “Question Values” in the Capability File to Compare
Scoring Models, and see the Options Sheet to View Map Color Selections**
SCORING
The Heat Maps can be generated by referring to a specific category or combining the score for 2
categories. The six major question categories are as follows:






Business Value
Maturity
Regulatory Compliance
Interconnectedness
Performance
Processes
Scoring for all categories of the heat maps is driven by a set of very specific rules. Each answer to a
question has a numerical value attached to it to determine its attention value. To find the rules,
click on the “Question Values” Button on the top left of the tool or search on “Question Values” (it
will not work if some of the capability groupings are still hidden – so make sure all groupings are
expanded). For each set of questions, the values assigned to the answers are given a specific score.
In the template maps, each question in each section carries as much weight as the next.
All scoring in each category is based on a highest possible score of 100. In terms of what these
scores translate to – the following table illustrates that breakdown:
Score
From
Questions
Score
Heat Map Color
Meaning
Highly likely in need of attention, or to be worthy of
your attention.
1
100-81
Red
High business value is going to have a score of “1”
because you want to give those things your attention.
Capabilities that are immature processes and
immature IT will also get a “1”
Capabilities that have specific governance and
compliance needs will also get a “1”
If all of the interconnectedness questions have a “yes”
or “high” answer, that score will be a “1”
On the Performance segment – the more questions
with a response of “low” will trend the score toward
needing attention. Low performance would have a
score of “1” to drive attention.
Capabilities where there isn’t a documented process
and there isn’t a standardized process for the same
capability is also going to get a score of “1” as that is
something that would be very likely to benefit from
attention.
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  12
Score
From
Questions
Score
Heat Map Color
Meaning
Likely to need attention
80-61
2
Pink
Medium attention
60-41
3
Yellow
Unlikely to need attention
40-21
4
Light Green
Highly unlikely in need of attention
20-1
No score
(no
answers)
5
Green
Low business value will have a score of 4 or 5, and
Pay Employees is a good example of a capability that
would have this score in many businesses.
High performance would have a score of 4 to 5 and
represented by a green box.
Unknown attention level - questions not answered
0
Unknown
Looking specifically at the Business Value set of questions, there are three questions. Each question
is weighted equally and each has a maximum value of 33 and a minimum value of 5. Two of the
questions are “Yes/No” so by definition, any “Yes” response will at least drive the overall score to 43,
which assures at least a value of “3” or yellow, or “medium level of attention.” The initial question
that asks for a score from 1-5 where “1” represents high business value, and each of those
responses offers a gradually declining score as the value rating goes down. The below examples
illustrate how several different answers will drive different specific scores.
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  13
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  14
After business value, the rest of the scoring is very straightforward:
 Maturity – two questions, “Low” response=50 points and a “High” response=1 point
 Compliance – 1 question, a “Yes” response=100 points
 Interconnectedness = four questions, “Yes” and “High” answers=25 points, 1 for Low/No
 Performance, 16 points for “high” answers, 1 point for each “low” answer
 Process, “No” answers are worth 50 points, and “Yes answers are 1 point
BASIC GUIDELINES ON HOW TO INTERPRET SCORES
Score
Business Value
1
Highly likely in
need of attention
Red and pink results from the Business Value questions mean that the
capability itself is either high value (which should mean that it has some
direct or indirect impact on overall departmental or organizational
performance) or differentiates the business from a
brand/identify/competitive perspective, or simply that there is value in
improving its performance. A capability such as Pay Employees is a good
example of a capability that generally would not benefit from performance
improvement as long as it is already compliant and meeting performance
goals.
“Ship Product” is a capability that might earn a red color for one business
because:
1) The business can do it more reliably than their competition, so it
differentiates from competition
2) Greater customer reliability also means more predictable costs,
and that allows the business to make more money in this part of
the business – and that is highly valuable.
3) While it is performing well, there is still room for performance
improvement in either the people, the process, or the IT
SO WHAT?
So if the capability results in a red/pink score, that means it is probably
worth more attention, but it also means that it is probably very important
to understand what is causing the current performance level (is it people,
or process, or IT, or some blend of those – before moving forward with a
change – because if you don’t have a good understanding of how it is
performing today – and you change it – and it is a high value capability –
there is risk there.
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  15
Score
5
Highly unlikely in
need of attention
Business Value
“Pay Employees” is a good example of a capability that would NOT be
high value, that would not differentiate, and would not benefit from
performance improvement.
SO WHAT?
In this case, the capability would not be worth attention to improve the
performance of the business. That doesn’t mean you wouldn’t do any
work in this area. What it means is that because it is a low value
capability in the organization, you don’t “care” about it from a
performance perspective even though it has to be there and has to
perform at a certain level. So if you were to look at a project here, the
only thing to look at would be reduction in cost or risk. You don’t care
about who does it, or how it gets done, or what IT is supporting it. So if
someone suggests a process change in Pay Employees, with only this
information, a valid response would be “I don’t care about that unless it
will reduce costs or risk.”
Score
1
Highly likely in
need of attention
Maturity
Red and pink results from the Maturity questions mean that the capability
is using immature IT (e-mail, spreadsheets, and faxes vs. business
application software, e.g.) to support the capability and that the capability
itself is immature. When either IT or the capability is “High” and the
other is “Low” that will result in a score of 3, or Yellow.
SO WHAT?
By itself, maturity information is informative, but is not very actionable.
If you add business value, a high value capability that is immature, is one
worthy of attention because you are probably going to want to add more
predictability to the capability. Looking at interconnectedness, if the
capability is highly interconnected to other capabilities, and is immature,
that would be a risky capability to outsource until that capability becomes
more stable unless it is expected that the outsourcer can make it more
mature.
Looking to process, if the capability is immature, and the process score is
1 (meaning that the processes are not documented and repeated
capabilities do not share a common process), it will be a lot harder to get
to process standardization here than if the capability were more mature.
If you don’t have a mature predictable capability, it’s a lot harder and
riskier to try to standardize process.
And obviously if performance is an issue, where the capability is red for
maturity, this is an opportunity and the focus on that would be guided by
business value.
Immature capabilities that have compliance requirements are likely to
have a high degree of risk, and there would likely need to be analysis of
that risk, and business value and performance could inform that focus.
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  16
Score
5
Highly unlikely in
need of attention
Maturity
Green maturity means that the IT for the capability and the capability
itself is very mature and predictable.
SO WHAT?
Again looking to interconnectedness here – a mature capability that has
low interconnectedness, is likely to be a candidate for outsourcing,
especially if the capability has a low business value score.
Mature capabilities will be good candidates for process standardization.
Score
1
Highly likely in
need of attention
Regulations/Compliance
Red results from the Regulations/Compliance question mean that the
capability is impacted by external regulations. This is as much an
awareness value as anything. Looking across any of the other sets of
questions, simply knowing that there are governance/compliance issues
attached to the capability is a good flag to an organization, because it can
influence decisions related to all of the other categories – business value,
process, interconnectedness, maturity, and performance.
SO WHAT?
Red Process and red Compliance may mean that while there isn’t process
standardization, getting to process standardization could reduce
compliance cost and risk, though if the regulations are regional in nature,
it is possible the process standardization is not possible – more attention
would be needed to understand that.
Red Business Value and Red Compliance are worthy of attention – to
understand if there is any relationship between the two.
Red Maturity and Red Compliance are a potential risk that should be
addressed.
4
May require
attention
5
Highly unlikely in
need of attention
Red Performance and Red Compliance could reveal that performance
cannot be changed because of a specific regulation, though this is
probably not common.
Yellow Regulations/Compliance means that there may be regulatory
compliance issues depending on the customer situation.
Green Regulations/Compliance mean that the capability is not associated
with any specific governance or compliance regulations.
SO WHAT?
In this case very little will be done differently if compliance is Green, but
it is important to know that it is Green and to have that information on
hand.
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  17
Score
Unknown attention
level - questions
not answered
Score
1
Highly likely in
need of attention
Regulations/Compliance
For any of the areas, it can be extremely valuable to know that the
questions have not been answered – whereby the heat map becomes a
map of what is known and not known. In the case of compliance, it is
especially important to be able to see what is not known, as this can be
extremely useful in defining risk and for creating plans to get into
compliance.
Interconnectedness
Red and pink results from the Interconnectedness questions mean that
the capability is not a stand alone capability – that it interacts with other
capabilities and some or all of it may already be outsourced.
The more interconnected a capability is, the harder and riskier change can
be if any of those connection points are impacted.
SO WHAT?
A highly interconnected capability is a lot harder to outsource because by
definition it is hard to “carve” it out of the business. Pay Employees and
Ship Products tend to be god examples of capabilities that have low
interconnectedness, and that is part of why a lot of businesses outsource
them. They also tend to be very mature and have low business value.
Interconnectedness and compliance can intersect in that having a heavily
interconnected capability could make it difficult to track compliance status
and accountability.
Interconnectedness and process comparisons are a bit like process and
maturity. If a capability is heavily interconnected and an organization is
looking to standardize processes, the more heavily interconnected
processes could be harder to standardize.
Interconnectedness and maturity comparisons could be a good way to
identify ways in which to get the capability more mature – by reducing
some of the interconnectedness complexity.
Performance and interconnectedness are interesting to look at because if
an organization wants to drive a performance change – knowing that the
capability is heavily interconnected will inform the cost, complexity and
risk associated with making a change. Knowing that there may be some
domino effect complexities with changing a highly interconnected
capability – this can and should be an input into change analysis.
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  18
Score
5
Highly unlikely in
need of attention
Interconnectedness
Green Interconnectedness is simply an indication that the capability is
very stand alone in what it does. In the language of services oriented
architecture – this is a very loosely coupled capability by its very nature.
And to the opposite of a red Interconnectedness, changing this capability
is typically lower risk because there aren’t as many dependencies on it, so
outsourcing it is easy, and looking to drive performance improvements
are comparatively straightforward and low risk.
SO WHAT?
Green Interconnectedness, and green Maturity are very good candidates
for outsourcing, especially if the Business Value is green or yellow.
Green interconnectedness and compliance is not very actionable
information.
Green interconnectedness and red/pink Performance and/or Process are
both helpful in that because these capabilities will be among the least
messy to change – these may be a good place to start work.
Score
1
Highly likely in
need of attention
Performance
Red and pink results from the Performance questions mean that the
capability has performance issues and that performance is not well
understood and measured.
SO WHAT?
Red Performance and Red Business Value are two very good indicators for
where focus and attention is needed.
Red Performance and Red Maturity could suggest that if the capability
could be made more mature – that could impact performance. The other
side of that is that because it is so immature, it could be one of the harder
capabilities to fix.
Red Performance and Red Process may suggest that there is a need or an
opportunity to look to a best practice process to apply to this poor
performing capability.
Red Performance and Red Interconnectedness may be an indication that
the cost, risk, and complexity of changing the capability may be very
high, such that unless the business value is also Red/Pink, this project
may need to be postponed.
Red Performance and Red Compliance is probably going to require more
analysis to see if there is a relationship between the regulation and the
performance.
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.
Microsoft Motion Heat Mapping Tool  19
Score
5
Highly unlikely in
need of attention
Performance
Green Performance is a bit like Green Compliance in that it is a very
helpful indicator that could be used to support a given decision to do
something else.
SO WHAT?
Green Business Value, Green Performance, Green Interconnectedness,
Green (or Red) Compliance, and Green Maturity are all good indicators
that the capability should be considered a candidate for outsourcing.
Green Performance and Red Process may be an indication that process
standardization is a good idea, especially if Interconnectedness and
Maturity are also Green.
Score
1
Highly likely in
need of attention
Process
Red and pink results from the Process questions mean that the capability
does not have a documented process and that the capability is
implemented multiple times across the organization in a non-standardized
way. So in this case the Red/Pink values are indicators that more
information is needed before change is planned.
SO WHAT?
Red Process and Green Business Value. If the capability has low business
value, the organization shouldn’t really care about “how” it gets done
from a process perspective – so mandating a standardized process for
something like “Approve Time Sheets” should be an easy decision that
results in lower cost of maintenance and greater predictability of the
work.
Red Process and Red Business Value is a different discussion. Here there
should be an analysis of whether the processes that are different need to
be different from a value and performance standpoint. Even once there
has been analysis to suggest that process standardization is OK, the need
to understand what causes it to be high value before the a specific change
is planned.
Red Process and Red Maturity and Interconnectedness have been
discussed above in earlier segments.
5
Highly unlikely in
need of attention
Green Process is like many of the other values that are Green. It is helpful
to know, and can inform the cost and risk of a decision.
© 2006 Microsoft Corporation. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and
other countries. This datasheet is for information purposes only. Microsoft makes no warranties, express or implied, in this summary.