IVI Framework Viewer

Strategy and Leadership

A1

Establish strategies and plans to lead the development of process management activities.

Improvement Planning

Practices-Outcomes-Metrics (POM)

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.