Strategy and Leadership
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.