Diagnostic Entry PointThe assessment provides a structured entry to a professional discussion about development priorities.
A.D.M.I.Re Methodology
A.D.M.I.Re Corporate Development Diagnostic
A practical corporate assessment based on what actually happened in a development project and how the company currently operates.
Corporate Diagnostic
Complete the assessment here, inside the A.D.M.I.Re website.
The questionnaire uses normal business language and does not require any prior knowledge of A.D.M.I.Re. Use one reference development project throughout the project-related sections, then describe how the company operates today.
← Back to A.D.M.I.Re68 · assessment items
9 · guided steps
NA · Don’t know / Not applicable
Plain language · No prior knowledge of A.D.M.I.Re is required.
Privacy & processing — answers are saved in this browser until you generate the diagnostic report. They are then processed securely on the YUSRe server for the report and are not stored.
1. About You & the Project
Choose one important development project from the last three years that you know well. Use the same project when answering all project-related questions.
This diagnostic works best when you have direct knowledge of one development project. If you answered No, please confirm with the assessment coordinator whether you should continue.
Fields marked * are required.
2. How the Problem Was Understood
Think about how the company understood the problem before choosing what to do about it.
Response scale: 1 = did not happen · 2 = limited · 3 = moderate · 4 = large · 5 = very large · NA = don’t know / not applicable
* Required · NA counts as a valid response when you do not know or the statement is not applicable.
| Statement | 1 | 2 | 3 | 4 | 5 | NA |
|---|---|---|---|---|---|---|
| 9Actual information and data were collected about the problem before selecting the solution. | ||||||
| 10More than one management level or affected stakeholder was consulted to understand the problem. | ||||||
| 11The symptoms of the problem were distinguished from the underlying causes. | ||||||
| 12The proposed solution was adapted to fit the company’s context and capabilities. | ||||||
| 13The solution design considered the company’s culture and normal decision-making practices. | ||||||
| 14A practice that succeeded elsewhere was used without sufficient adaptation to our company. | ||||||
3. Were the Required Capabilities and Organizational Environment Available?
Assess whether the company had the financial, human and technological capabilities needed for implementation, and whether its organizational environment supported the project.
Response scale: 1 = did not happen · 2 = limited · 3 = moderate · 4 = large · 5 = very large · NA = don’t know / not applicable
* Required · NA counts as a valid response when you do not know or the statement is not applicable.
| Statement | 1 | 2 | 3 | 4 | 5 | NA |
|---|---|---|---|---|---|---|
| 15The financial capacity needed to carry out the project was available, including the required budget or funding at the right time. | ||||||
| 16The human capabilities needed to carry out the project were available, in terms of sufficient people, experience and skills. | ||||||
| 17The technological capabilities needed to carry out the project were available, including the required systems, tools and technical infrastructure. | ||||||
| 18The company’s culture supported the changes required by the project rather than resisting them. | ||||||
| 19People showed sufficient commitment and sense of belonging to support the project, even when implementation required extra effort or changes in familiar ways of working. | ||||||
| 20Informal influence, internal interests or organizational politics did not significantly obstruct the decisions or actions needed for the project. | ||||||
| 21There was sufficient trust and cooperation among the departments and people whose contribution was needed for the project. | ||||||
| 22Responsibilities for carrying out the work, and who could make the necessary decisions, were clear. | ||||||
| 23The main processes and information needed by the project were organized and reliable enough to support implementation. | ||||||
4. How Was It Decided What to Do First?
When several problems or improvements needed attention, think about how the company decided what to address first and what had to happen before something else could begin.
Response scale: 1 = did not happen · 2 = limited · 3 = moderate · 4 = large · 5 = very large · NA = don’t know / not applicable
* Required · NA counts as a valid response when you do not know or the statement is not applicable.
| Statement | 1 | 2 | 3 | 4 | 5 | NA |
|---|---|---|---|---|---|---|
| 24When several issues needed attention, the company clearly decided which ones should be addressed first based on their effect on business results. | ||||||
| 25When deciding what should be started first, the company considered whether the required financial, human and technological capabilities and a supportive organizational environment were sufficiently available. | ||||||
| 26When several actions were needed, their practical order was clearly defined. | ||||||
| 27Activities that could only start after other work was completed were identified in advance. | ||||||
| 28Some advanced solutions were started before the required capabilities or a sufficiently supportive organizational environment were in place. | ||||||
5. How Was the Project Carried Out?
Think about how the agreed development work was turned into actions, responsibilities, coordination and follow-up.
Response scale: 1 = did not happen · 2 = limited · 3 = moderate · 4 = large · 5 = very large · NA = don’t know / not applicable
* Required · NA counts as a valid response when you do not know or the statement is not applicable.
| Statement | 1 | 2 | 3 | 4 | 5 | NA |
|---|---|---|---|---|---|---|
| 29The project was translated into clear actions, responsibilities and implementation steps. | ||||||
| 30Each major part of the work had a clearly identified person responsible for getting it done. | ||||||
| 31Progress was reviewed regularly against what had been agreed. | ||||||
| 32The plan was adjusted when important new information, risks or problems appeared. | ||||||
| 33Departments and people affected by the project were involved when their contribution was needed. | ||||||
| 34Conflicts between the project and existing procedures, systems or business priorities were actively resolved. | ||||||
| 35People affected by the change received the communication, training or support they needed at the right time. | ||||||
6. How Were Results Checked and Maintained?
Think about how the company checked whether the project worked, learned from the results and kept the improvements in place.
Response scale: 1 = did not happen · 2 = limited · 3 = moderate · 4 = large · 5 = very large · NA = don’t know / not applicable
* Required · NA counts as a valid response when you do not know or the statement is not applicable.
| Statement | 1 | 2 | 3 | 4 | 5 | NA |
|---|---|---|---|---|---|---|
| 36Clear measures were defined to show whether the project was producing the intended results. | ||||||
| 37Results were checked after the new way of working had actually started. | ||||||
| 38Actual results were compared with the targets or benefits expected from the project. | ||||||
| 39Results and lessons learned were used to improve later decisions and actions. | ||||||
| 40The new way of working became part of normal day-to-day work. | ||||||
| 41The achieved results continued even after direct follow-up by management or consultants decreased. | ||||||
| 42Knowledge and the ability to carry out the work were shared with more than one person, reducing dependence on one individual. | ||||||
| 43After the main project phase ended, someone remained clearly responsible for maintaining the improvement. | ||||||
7. How Does the Company Operate Today?
Now think about the company as it operates today, not only about the reference project.
Response scale: 1 = does not describe the company · 2 = limited · 3 = moderate · 4 = large · 5 = very large · NA = don’t know / not applicable
* Required · NA counts as a valid response when you do not know or the statement is not applicable.
Leadership & People
| Statement | 1 | 2 | 3 | 4 | 5 | NA |
|---|---|---|---|---|---|---|
| 44Employees reasonably understand what the company is trying to achieve and why. | ||||||
| 45Responsibilities and authorities across management levels are clear in most cases. | ||||||
| 46Difficult or uncomfortable information can reach senior management without being blocked. | ||||||
| 47Managers can make appropriate decisions without continually referring back to one person. | ||||||
| 48Critical knowledge is converted into procedures, training or systems so that work does not depend excessively on particular individuals. | ||||||
Processes & Ways of Working
| Statement | 1 | 2 | 3 | 4 | 5 | NA |
|---|---|---|---|---|---|---|
| 49Core processes are documented and understood by the people who perform them. | ||||||
| 50Important processes produce reasonably consistent quality rather than depending on individual improvisation. | ||||||
| 51Recurring problems are addressed at their root causes rather than only through temporary fixes. | ||||||
| 52Customer needs are clearly connected to how key processes are designed and operated. | ||||||
Data & Performance
| Statement | 1 | 2 | 3 | 4 | 5 | NA |
|---|---|---|---|---|---|---|
| 53Management has sufficiently reliable data for major decisions. | ||||||
| 54Key performance indicators are clearly defined and understood. | ||||||
| 55The causes behind performance results are analyzed rather than only reporting the numbers. | ||||||
| 56Data and lessons from past performance are actually used to adjust decisions and actions. | ||||||
Use of Technology
| Statement | 1 | 2 | 3 | 4 | 5 | NA |
|---|---|---|---|---|---|---|
| 57Technology is applied to processes that are sufficiently understood and stable to benefit from it. | ||||||
| 58Digital systems are appropriately integrated with work procedures and with each other where needed. | ||||||
| 59The company has sufficient human capabilities to benefit from the technology it uses. | ||||||
| 60When advanced analytics or AI are relevant to the business, they are introduced only when the required data, processes and capabilities are sufficiently ready. | ||||||
8. Project Results & Main Obstacles
Finally, consider what the project actually achieved and what most limited the final result.
Response scale: 1 = did not happen · 2 = limited · 3 = moderate · 4 = large · 5 = very large · NA = don’t know / not applicable
* Required · NA counts as a valid response when you do not know or the statement is not applicable.
| Statement | 1 | 2 | 3 | 4 | 5 | NA |
|---|---|---|---|---|---|---|
| 61The project’s main objectives were achieved. | ||||||
| 62Actual performance improved in the target area. | ||||||
| 63The new way of working was actually used by the intended people. | ||||||
| 64Project results continued after the main implementation phase ended. | ||||||
65Did one area of the project perform well or appear advanced, while weakness in another area clearly limited the overall result?
66If Yes or Partly: which area was the biggest constraint?
67To what extent did this area affect the project’s overall result?
68Optional: based on this project, what is the single most important thing that, if handled differently, would have improved the result?
9. Review Before Finish
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A.D.M.I.Re methodologies, frameworks, development models, assessment concepts, related tools and associated materials are registered intellectual property owned by YUSRe Consultations & Coaching. This website presents a public overview only. Proprietary analytical logic, assessment mechanisms, sequencing criteria, models, tools, Golden Codes derivation and implementation know-how are not disclosed publicly.