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Representative POMs are described for Process Governance at each level of maturity.

1Initial

• Practice

  Assign responsibilities for the performance of compliance processes.

  Outcome

  The nature of process performance and its relationship to successful business outcomes starts to be understood by management.

  Metric

  Number of unresolved findings from compliance verifications.

2Basic

• Practice

  Define owners for some key processes and metrics.

  Outcome

  Accountability increases for performance of key processes.

  Metric

  Number of key processes with owners and metrics.

• Practice

  Provide training to process performers, prior to process changes being made.

  Outcome

  Organizational change is less disruptive to operations.

  Metric

  Number of issues or incidents following an organizational change.

• Practice

  Track compliance requirements through to process completion.

  Outcome

  Compliance exceptions and incidents decrease.

  Metric

  Number of compliance-related exceptions and incidents.

• Practice

  Measure the benefits from process improvement projects and publish them as case studies.

  Outcome

  Awareness of the benefits of process improvement increases.

  Metrics

  • List of the benefits from process improvement projects.
  • Number of case studies published and disseminated to key stakeholder groups.

3Intermediate

• Practice

  Assign owners for all key processes.

  Outcome

  Process accountabilities are a key aspect of most management assignments.

  Metric

  Percent of managers with process ownership responsibilities in their job descriptions.

• Practice

  Have the metrics for key processes, defined and regularly reviewed by the assigned management teams.

  Outcome

  Understanding of the impact of processes on business performance increases.

  Metric

  Process metrics that measure parameters such as cycle time, cost, throughput, defect rates, product returns, etc.

• Practice

  Put in place a broad-based programme that trains employees on the role of processes in the performance of their jobs.

  Outcome

  Skills in process thinking increases across the workforce.

  Metric

  Percent of employees completing process training programs.

• Practice

  Build process-related projects into the organization's business plans.

  Outcome

  Process-related projects receive greater attention as a result of being included in the business planning, monitoring, and review processes of the organization.

  Metric

  Projected value of process-related projects in business plans.

• Practice

  Establish a Process Governance Body to oversee the performance of the organization's process management efforts.

  Outcome

  The pace of increasing value generation through the organization's process management efforts is evaluated and resource actions are taken accordingly.

  Metric

  Number of positive citations delivered by the Process Governance Body for successful process improvement outcomes and capability development efforts.

• Practice

  Apply financial rigor to estimating the value from process improvement efforts.

  Outcome

  Claims of value generated by process improvement are credible.

  Metric

  Actual value generated versus forecasted value from pre-project planning.

• Practice

  Aggregate and report on the value delivered by process management efforts.

  Outcome

  Total value generated by process management is used to further increase commitment to BPM capability development.

  Metric

  Total value of process efforts per time period.

4Advanced

• Practice

  Assign ownership responsibilities for processes in accordance with their criticality.

  Outcome

  Attention is allocated to processes in alignment with their value contribution.

  Metric

  Percent of personal performance evaluations across all levels using performance of process responsibilities as a major criteria.

• Practice

  Provide a comprehensive measurement dashboard to display the performance of all key processes and the business results that they impact.

  Outcome

  Performance awareness and accountability are greatly increased.

  Metric

  Metric for all key process, that are updated in real-time and displayed via a dashboard, showing linkages/impacts to business results.

• Practice

  Have the entire workforce properly trained to ensure the required level of competence in the organization's approach to BPM.

  Outcome

  Personnel across the organization are trained in all of the principles and practices of BPM.

  Metric

  Status of personnel within a BPM curriculum that includes evolving content and revalidation.

• Practice

  Build a portfolio of prioritized process improvement projects into the organization's business plans.

  Outcome

  Subjecting process improvement projects to the rigor of prioritization further enhances the ROI on BPM.

  Metric

  Return on Investment (ROI) due to better processes and improving BPM capability.

• Practice

  Capture, validate and communicate both the financial and non-financial value delivered by BPM.

  Outcome

  Benefits from BPM are communicated and celebrated, they contribute to improved public relations and employee satisfaction.

  Metrics

  • Regular reporting of BPM contribution to value creation.
  • Number of case studies with validated benefits published.

• Practice

  Conduct process benchmarking to identify “best of breed” opportunities.

  Outcome

  The organization is regularly infused with new ideas for improvement.

  Metric

  Number and value of improvement opportunities identified through benchmarking.

5Optimized

• Practice

  Extend process governance and ownership policies and practices across the business ecosystem, to include process interfaces with customers, supplier, partners, and regulators.

  Outcome

  Accountability for managers is extended to include performance and satisfaction of customers, suppliers, partners, and regulators with interface processes.

  Metric

  Performance metrics for process interfaces with customers, suppliers, partners, and regulators.

• Practice

  Have a BPM curriculum, customized based on role, be a part of every employee's development, including specialized training for standard process roles.

  Outcome

  Personnel are valued in the job market due to the organization's reputation for workforce competency in BPM.

  Metric

  Employer reputational metrics such as rank in “Best Places to Work” rankings.

• Practice

  Prioritize process-related projects and BPM capability development projects and built them into the organization's business plans to yield a portfolio of projects that maximizes long-term value.

  Outcome

  Including long-term investments in BPM capability conveys a commitment to BPM as a strategic, sustained capability.

  Metric

  Percentage of BPM project portfolio devoted to BPM capability development (versus process improvement projects).

• Practices

  • Capture, validate and communicate the financial and non-financial benefits from BPM across the business ecosystem.
  • Make them widely accessible for review.

  Outcome

  BPM is conveyed as a highly mature and codified capability of the organization (that is highly valued but nearly taken for granted as it efficiently evolves).

  Metric

  Analysis and reporting on correlations between process metrics and key business results.

• Practice

  Regularly evaluate benchmarking sources to maintain a world-class perspective on BPM capabilities.

  Outcome

  A leading edge in BPM capability is maintained.

  Metric

  Return on Investment (ROI) for benchmarking activities.