The objective of this activity is to analyze the maturity of existing processes and procedures followed in the Client organization.

Initial indications of the maturity, complexity and use of processes can be found from previous audits and any accreditation that the Client may have. It may be observed that there are variations or inconsistency of adherence across the organization. There must be divisions or departments that comply fully and others who operate outside the processes. Some of this behaviour may be driven by technical (old, isolated systems) or organizational (new acquisition) reasons. Level of adherence to the processes is a consideration for the gap analysis.

Factors that should be considered in this analysis include:

• Complexity of operation
• Maturity (specifically against standards like ISO, CMMI etc. and accredited process models such as ITIL)
• Business criticality and potential risks such as audit findings such as Federal Drug Agency compliance needs or SOX issues
• Limit review to a specific set of processes ‘needed’ to effectively transition work versus including the ‘nice to have’ or ‘future’ functionality
• Level of adherence to the stated processes
• Degree of variation and exceptions (typically at detailed working instruction level)
• Degree of interaction required in operating the processes (both within the Client organization and with third parties)
• Client interfacing activity and communication routes involved in the Client organization (roles, authorizations and approvals, workflow within processes – e.g. work requests and changes, tracking and feedback requirements)
• Communication and reporting inherent or applied, internally and externally
• Tools, mechanisms and logistics in support of the procedures that influence the operation of the procedures.

Tools in place for the engagement must be assessed as a key feature of the cost and benefit case for the processes. Consider viability, support, ongoing maintenance costs, licensing, infrastructure requirements and usability in context of future Capgemini provision of the services. This can include strategic consideration of the toolset against Capgemini standards and infrastructure constraints around how and where the service is to be delivered based on the proposed Service Engagement Model.