IVI Framework Viewer

Representative POMs are described for Support Organization and Personnel at each level of maturity.

1Initial

• Practice

  Encourage individuals with an interest in process management to learn and apply tools and techniques in selected projects or areas.

  Outcome

  BPM benefits are seen within a few groups. Some individuals are trained in aspects of BPM, but there is no consistency of approach.

  Metric

  Number of projects that address process changes in their project plans.

2Basic

• Practice

  Have a group of BPM practitioners to begin to share standards, methods, and/or technologies across some business units.

  Outcome

  Practices are developed, tested, evaluated, agreed upon, and promoted for use.

  Metric

  Number of practices documented and in use.

• Practice

  Educate personnel, who have process responsibility, on various aspects of BPM through training, conferences, and personal study.

  Outcome

  BPM practitioners become skilled, especially in process documentation and improvement.

  Metric

  Number of practitioners developing skills in various aspects of BPM.

3Intermediate

• Practice

  Form a BPM Support Group to develop and support foundational capabilities and to provide process consulting services.

  Outcome

  BPM foundational capabilities mature and skills of BPM Support Group personnel increase.

  Metrics

  • Number of personnel in the BPM Support Group.
  • Skill level assessments of BPM Support Group personnel.

• Practice

  Put in place the training and education required so that personnel have an understanding of BPM best practices, and are in a position to select the appropriate BPM technologies.

  Outcome

  Competencies in the use of accepted BPM practices gradually proliferate.

  Metric

  Number of personnel completing established BPM courses.

• Practice

  Have BPM consultants and Lean Six Sigma facilitators gain experience through their participation in a steady stream of projects.

  Outcome

  Process improvement skills increase among practitioners.

  Metric

  Number of projects completed by each practitioner.

• Practice

  Establish a BPM competency model.

  Outcome

  The skill base and competency levels for BPM are defined.

  Metric

  Number of personnel participating in a BPM competency development program.

• Practice

  Share knowledge and provide training on BPM practices (via a BPM community or experts), in IT and some of the other participating business units.

  Outcome

  Personnel across the organization know where to go to learn and to get guidance and assistance on business processes.

  Metric

  Number of BPM Community of Practice sessions conducted per quarter.

4Advanced

• Practice

  Guide and support BPM implementations across the organization by formally using the BPM Support organization.

  Outcome

  BPM roles are recognized for enhancing careers.

  Metric

  Profile statistics of those having BPM support roles (e.g. Lean Six Sigma and similar certifications, to including contract personnel).

• Practice

  Develop BPM practitioners using criteria from a competency model, which can include internal and external certifications or other appropriate standards.

  Outcome

  Skillsets and development paths are clarified and accomplishment is recognized/rewarded.

  Metric

  Satisfaction levels of BPM practitioners with career opportunities.

• Practice

  Put in place a comprehensive BPM training and education programme that serves the needs of all BPM practitioners.

  Outcome

  BPM practitioners are well-trained and well-educated.

  Metric

  Satisfaction of BPM practitioners with educational support.

5Optimized

• Practices

  • Share knowledge on BPM excellence with external bodies.
  • Encourage external recognition of the BPM expertise held within the organization.

  Outcome

  The skills of expert BPM practitioners are positively recognized internally and externally.

  Metric

  Number of citations of an organization's BPM practitioners creating value in a public forum (e.g., as speaker, author, facilitator, leader).

• Practice

  Create and manage BPM training, education, certification and reinforcement programs, to ensure the sustainability and vibrancy of BPM capabilities across the business ecosystem.

  Outcome

  BPM is deeply embedded in the culture of the organization.

  Metric

  Record employees' BPM competencies, experiences, and accomplishments.

• Practice

  Ensure that BPM skills are continually and successfully applied and recognized throughout the business ecosystem.

  Outcome

  All employees understand BPM basic concepts.

  Metric

  Employee participation rates in process management activities.

• Practice

  Evolve the size and mission of a BPM Centre of Excellence to address BPM needs across the business ecosystem.

  Outcome

  The BPM Centre of Excellence is viewed as an efficient and effective partner in pursuit of process excellence.

  Metric

  Satisfaction of the organization's management with various aspects of the BPM initiative.