Macro-process prioritization
Not every process deserves a project. Here each macro-process is positioned by current performance × strategic importance, and only what falls in the urgency zone becomes an improvement project.
What you find on this screen
A portrait of the screen, read from the screen itself — it changes when the screen changes.
Available actions
Position by actual dataSaveCloseOpen improvement project
Form fields
Indicador da metaQual número este processo tem de mover. Sem indicador a priorização vira opinião.
DesempenhoNota de como o processo vai hoje. Nota baixa com importância alta é o que sobe na fila.
ImportânciaQuanto este processo pesa no resultado da empresa.
Sugerido pelo dadoMarcado quando a nota veio da medição, e não do palpite de quem preencheu.
Ritmo de reuniãoDe quanto em quanto tempo este processo é olhado em reunião.
Situação atualOnde o indicador está agora, para servir de linha de partida.
ObjetivoOnde o indicador precisa chegar. É a promessa que a priorização assume.
Prazo da metaAté quando o objetivo tem de ser alcançado.
Start here
What it's for
Avoiding the trap of improving the process of whoever complained the loudest. The two axes separate what HURTS from what MATTERS — a process that's going badly but carries little weight in the outcome goes into the queue, not to the front.
Rules
The four zones
Urgency and rupture (matters and is going badly): this is where the project comes from. Improvement (going badly, matters less): queue. Continuous refinement (matters and going well): protect the standard, don't reinvent it. Adequacy (going well, matters little): not spending energy here is a conscious decision.
Position by real data
The button fills in both scores on its own: performance comes from what operations recorded for the process (deadline, rework, cost per execution — this only works if the AS-IS form is linked to a demand type) and importance comes from the process's link to your strategic plan's goals. Each position carries its calculation memo, and a score you adjusted by hand is never overwritten.
One project at a time, and only if it fits
A process project takes 3 to 6 months with 3 to 9 people dedicating 15 to 20 hours per month. The screen checks whether this commitment fits within the capacity the team actually has free, and warns when it doesn't fit. Opening two improvement projects at the same time on a small team usually results in zero processes improved.
Frequently asked questions
What the project already brings ready-made
The 5 cycle stages become phases with a description: prioritize and mobilize, understand the AS-IS, find pain points and causes, design the TO-BE, and standardize, control and sustain. It's born in the same project engine you already use — with progress panel, allocation and hours — not in a parallel structure.
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