Process Governance
Establish a governance structure for the processes being addressed. This might cover process ownership, decision rights, and measures to evaluate progress against process objectives.
Improvement Planning
Practices-Outcomes-Metrics (POM)
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.