Draft findings are a provisional description of all the strengths and weaknesses of the organization’s assessed processes, and they constitute the end product of the assessment team’s data-gathering and consolidation activities.
The team should especially highlight those weaknesses that represent a real risk to the organization. A vital goal of any assessment is to help an organization identify its most important weaknesses.
In its consolidation of draft findings, the assessment team refines its accumulated observations by:
Rewording "weakness" observation statements to maximize their validity by clarifying them, eliminating judgmental terms, using the organization’s language as much as possible, and eliminating attributions. Most of this has usually been done during day-to-day consolidation.
Consolidating multiple findings classified as strengths and weaknesses into a categorical statement relevant to each KPA/PA and its goals.
Stepping back, thinking about the main intent of a given KPA/PA and its goals, and then deciding which weakness statements have genuine relevance to these goals.
Communicating to the organization the activities that must be improved if the organization is to succeed.
Listing strengths and weaknesses for each KPA/PA and for non-model findings. Especially where there is a possibility that a KPA/PA might not be satisfied, there must be a separate item to say so and to identify what weaknesses are involved.
Extracting and summarizing valid observations classified as strengths and weaknesses from the individual KPA/PA worksheets. It is necessary at this point to reword and/or combine observations to achieve an appropriate degree of general relevance.
Note: If the statements are too stuffed with nonessential details, senior management will never get the message.
Conducting a review to see if there is still any information needed. (This is possible but unlikely at this point in an assessment.)
Compiling a list of information still needed for KPA/PA and for non-model findings.
Extracting and summarizing valid observations associated with non-model findings and incorporating them into a separate list.
Non-model observations and suggestions sometimes turn out to be the most important things that come out of an assessment. They include comments on the underlying culture of the organization and should in no case be downplayed.
Usually, only the strengths and weaknesses that the team has agreed on as valid in the last consolidation session are retained.