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Representative POMs are described for Standards and Methods at each level of maturity.

1Initial

• Practice

  Encourage individuals or small groups of practitioners to begin documenting the standards and methods their organizations use to codify, document or improve processes.

  Outcome

  Awareness increases of the value of common standards and methods.

  Metric

  Number of projects that re-use a standard approach or method.

2Basic

• Practice

  Assign process improvement responsibilities to the appropriate personnel so they can establish the standards and methods to be used for process improvements.

  Outcome

  Common standards and methods for process improvement gradually emerge, making all process improvement efforts more efficient and effective.

  Metric

  Percent of process improvement efforts that use common standards and methods.

• Practice

  Start to document and disseminate BPM standards and methods beyond process improvement into areas such as: process modelling standards and methods, process ownership and governance models.

  Outcome

  Common standards and methods for process ownership and documentation gradually emerge

  Metric

  List of common standards and methods used for process management.

3Intermediate

• Practice

  Have the BPM Support organization organize, develop, manage, communicate and encourage the use of standards and methods that are required by the organization.

  Outcome

  A common “language of process” emerges across the organization, making process-related efforts more efficient and effective.

  Metric

  Number of exceptions to the use of approved BPM standards and methods.

• Practices

  • Ensure the following standards and methods are used widely:
  • Process improvement approaches such as Lean Six Sigma.
  • Process modelling methods and notational standards.
  • Process governance models.
  • Measurement guidelines and expectations.
  • BPM competency models and training programs.

  Outcome

  The use of key enabling standards, methods, models, and training becomes common practice.

  Metrics

  • Number of uses of each of the defined BPM practices.
  • User satisfaction feedback on the defined BPM practices.

4Advanced

• Practice

  Give responsibility to a BPM Support group to manage the large portfolio of standards, methods, models, training, guidance, and reference materials that are required across the organization.

  Outcome

  A common set of practices becomes deeply embedded in the culture.

  Metric

  Satisfaction of users with BPM standards, methods, models, training, guidance, and reference materials.

• Practice

  Manage any exceptions and non-compliance, to the organization's standards and methods.

  Outcome

  The organization is in a position to fine-tune the degree of compliance to achieve an optimal balance between the reliability of standardization and the potential value-add of innovation.

  Metric

  Number of exception requests associated with common BPM standards and methods.

• Practice

  Make training, on the use of relevant BPM standards and methods, a requirement for BPM practitioners.

  Outcome

  BPM practitioners are educated about the holistic value of common standards and methods.

  Metric

  Number and type of non-compliance events.

5Optimized

• Practice

  Integrate the proper use of BPM standards, methods, models and reporting systems, into the training of BPM practitioners across the business ecosystem.

  Outcome

  The organization influences the direction of BPM practices in the business world.

  Metric

  List of case studies about the organization printed in business periodicals.

• Practice

  Use collaborative techniques, such as “crowdsourcing”, to identify and design improvements for the management of BPM standards and methods.

  Outcome

  BPM standards, methods, models, etc., stay interesting and relevant for users.

  Metric

  Regular user survey and observation data.

• Practice

  Package the organization's standards, methods, models, and training for external use.

  Outcome

  The organization's BPM reputation is augmented and the organization's preferred standards and methods become industry standards.

  Metric

  Number of other organizations adopting the organization's approach to BPM.