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The guide focuses on these substantial (nontechnical) institutional elements that
describe whether, how, and with whom an agency pursues SO&M. Therefore, it is
important to distinguish between business and technical processes (such as planning,
programming, systems and technology, performance measurement) and the program
(consisting of strategies to address NRC, as listed above).
RELATIONSHIP BETWEEN TECHNICAL AND BUSINESS
PROCESSES AND INSTITUTIONAL ARCHITECTURE
The guide is based on the premise that the effectiveness of SO&M strategy applica-
tions is dependent on business and technical processes that are, in turn, substantially
dependent on the degree of support provided by the institutional elements listed above.
The configurations, relationships, and arrangements that relate the four elements are
called the "institutional architecture." As determined in the research, there are some
architectures that appear to be supportive of a higher level of institutional capability
maturity. Figure 1.1 diagrams this basic concept of the model, showing the relation-
ships between process and institutional characteristics. The figure also illustrates in-
creasing levels of institutional capability maturity in support of SO&M programs of
increasing comprehensiveness and effectiveness.
Performance-
driven,
integrated
program and
processes
Planned,
standardized
program
Informal Formal
opportunistic Target
processes
program architecture
(Mainstreamed)
Transitioning
processes
Improved
architecture
(Rationalized)
Current
architecture
(Ad hoc)
Figure 1.1. Relationship between more effective processes and supportive
institutional architecture.
3
GUIDE TO IMPROVING CAPABILITY FOR SYSTEMS OPERATIONS AND MANAGEMENT
