IVI Framework Viewer

Representative POMs are described for Stakeholder Management at each level of maturity.

1Initial

• Practice

  Encourage project managers to highlight any benefits of using improved processes.

  Outcome

  Awareness of the existence and potential value of BPM begins to emerge.

  Metric

  No metrics.

2Basic

• Practice

  Have a person or group with assigned authority, begin to propagate common messages about some aspects of BPM among members of an informal community of interest and among potential sponsors of BPM.

  Outcome

  Enthusiasm about the benefits of BPM builds among employees and decision-makers. A sense of community among practitioners takes hold.

  Metrics

  • Number of standard BPM communications or demonstrations given.
  • List of business units and departments receiving BPM communications or demonstrations.

3Intermediate

• Practice

  Ensure that the BPM Community of Practice meets on regular basis to learn and propagate best practices among BPM practitioners.

  Outcome

  BPM Practitioners feel as if they are part of a unified community.

  Metric

  Satisfaction levels of participants in the BPM Community of Practice.

• Practice

  Develop a BPM Stakeholder Plan that includes targeted messages for key stakeholders, such as senior managers and project managers.

  Outcome

  Managers understand the rationale for improved process management.

  Metric

  List of key stakeholders receiving targeted messages and frequency of messaging.

• Practice

  Capture and propagate BPM case studies and testimonials.

  Outcome

  Employees are receptive to participation in process improvement efforts.

  Metric

  Sampling of the degree of effectiveness of case studies and testimonials.

• Practice

  Launch and maintain a website providing information about BPM.

  Outcome

  BPM practitioners and other personnel can find the information they need about BPM in a self-service environment.

  Metric

  Satisfaction levels with the effectiveness of and ease of access to information in the BPM website.

4Advanced

• Practices

  • Dedicate full-time resources to gather, develop and communicate case studies, best practices and benefits.
  • Support a management culture that values process management.

  Outcome

  A growing reputation for process excellence is considered a valuable attribute of the organization.

  Metric

  BPM reputational measures from shareholders, employees, and prospective employees.

• Practice

  Report and communicate, throughout the organization, on BPM progress, BMP insights, and lessons learned.

  Outcome

  Personnel have a good understanding of the ongoing journey associated with BPM

  Metric

  Percentage of sampled personnel receiving targeted messages.

5Optimized

• Practice

  Have the organization's BPM practitioners and senior managers give presentations to various internal and external forums using materials designed by communications personnel to convey key messages about the organization's BPM initiative.

  Outcome

  The organization is broadly recognized as a paragon of BPM excellence.

  Metric

  List of awards for process management and process excellence.

• Practice

  Incorporate into stakeholder plans, the requirement to leverage the value of BPM, broadly across the business ecosystem.

  Outcome

  Stakeholder groups serve as key advocates for the organization's process management approach.

  Metric

  Table of recommended advocacy positions agreed or endorsed.

• Practice

  Use public relation programmes to externally promote the organization as a leading example of BPM best practice.

  Outcome

  The value of the organization's reputation and goodwill increases

  Metric

  Price-Earnings Ratio (For-profit organizations only).