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Representative POMs are described for Strategy and Leadership at each level of maturity.

1Initial

• Practice

  Have managers promote attention to processes as a means to diagnose problems and improve performance.

  Outcome

  Personnel begin thinking in terms of processes.

  Metric

  No metrics.

2Basic

• Practice

  Start a formal programme or an initiative that includes process documentation and/or process standardization as a factor for success.

  Outcome

  The importance of processes is communicated and resources are allocated to address process opportunities.

  Metric

  The number or percent of resources devoted to process efforts.

• Practice

  Initiate collaboration to organize and promote process-related efforts.

  Outcome

  The number of process-related efforts increases.

  Metric

  Number of business units and departments with process-related efforts underway.

• Practice

  Commission a BPM maturity assessment and address the findings.

  Outcome

  There is an improved understanding of the organization's BPM status among managers and an action plan for BPM capability development is implemented.

  Metric

  Maturity levels for BPM.

3Intermediate

• Practice

  Allocate funding for the development of a process management foundation.

  Outcome

  A strategic BPM capability begins to develop.

  Metrics

  • BPM funding as a percentage of total expenses.
  • BPM funding as a percentage of the aggregate cost of incidents.

• Practices

  • Form a BPM governing body that tracks metrics and milestones.
  • It is comprised of management representatives from various business units and departments.

  Outcome

  Accountability and oversight for development of BPM capability is established.

  Metric

  Percent of business units and departments represented on the BPM governing body.

4Advanced

• Practice

  Establish process excellence as a strategy for the organization's success.

  Outcome

  The organization maximizes its pace of BPM capability development.

  Metric

  The organisations BPM funding versus BPM funding in other top quartile organizations.

• Practice

  Oversee BPM capability development and value contribution by using a formal governance body, that has organization-wide management representation.

  Outcome

  The organization emphasizes development of the BPM capabilities that are most important for its success.

  Metric

  Correlations between maturity of BPM Capability Building Blocks and the corresponding value contributions in each implementing business unit.

5Optimized

• Practice

  Establish knowledge of process management, as a required core competency for all managers.

  Outcome

  All managers are knowledgeable about process management and how it can be used to add value to the organisation.

  Metric

  Number of managers achieving various levels of training and experience in applying BPM in their organizations.

• Practice

  Ensure that a formal governance body includes representation from customers, suppliers, partners, and/or external BPM experts.

  Outcome

  Valuable external perspectives deliver creative ideas for further enhancing BPM capabilities.

  Metric

  Number of ideas contributed by external governance board members that yield BPM value.

• Practice

  Report using a comprehensive set of BPM initiative metrics to cover operational impact, maturity, satisfaction and the financial contribution.

  Outcome

  The total value of the organization's BPM effort is widely understood.

  Metric

  A comprehensive list of the various types of benefits delivered by the BPM initiative.