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Support Organization and Personnel

A2

Establish the structure, competences, roles, responsibilities, and resource levels to support process improvement activities.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Support Organization and Personnel at each level of maturity.

1Initial
  • Practice
    Encourage individuals with an interest in process management to learn and apply tools and techniques in selected projects or areas.
    Outcome
    BPM benefits are seen within a few groups. Some individuals are trained in aspects of BPM, but there is no consistency of approach.
    Metric
    Number of projects that address process changes in their project plans.
2Basic
  • Practice
    Have a group of BPM practitioners to begin to share standards, methods, and/or technologies across some business units.
    Outcome
    Practices are developed, tested, evaluated, agreed upon, and promoted for use.
    Metric
    Number of practices documented and in use.
  • Practice
    Educate personnel, who have process responsibility, on various aspects of BPM through training, conferences, and personal study.
    Outcome
    BPM practitioners become skilled, especially in process documentation and improvement.
    Metric
    Number of practitioners developing skills in various aspects of BPM.
3Intermediate
  • Practice
    Form a BPM Support Group to develop and support foundational capabilities and to provide process consulting services.
    Outcome
    BPM foundational capabilities mature and skills of BPM Support Group personnel increase.
    Metrics
    • Number of personnel in the BPM Support Group.
    • Skill level assessments of BPM Support Group personnel.
  • Practice
    Put in place the training and education required so that personnel have an understanding of BPM best practices, and are in a position to select the appropriate BPM technologies.
    Outcome
    Competencies in the use of accepted BPM practices gradually proliferate.
    Metric
    Number of personnel completing established BPM courses.
  • Practice
    Have BPM consultants and Lean Six Sigma facilitators gain experience through their participation in a steady stream of projects.
    Outcome
    Process improvement skills increase among practitioners.
    Metric
    Number of projects completed by each practitioner.
  • Practice
    Establish a BPM competency model.
    Outcome
    The skill base and competency levels for BPM are defined.
    Metric
    Number of personnel participating in a BPM competency development program.
  • Practice
    Share knowledge and provide training on BPM practices (via a BPM community or experts), in IT and some of the other participating business units.
    Outcome
    Personnel across the organization know where to go to learn and to get guidance and assistance on business processes.
    Metric
    Number of BPM Community of Practice sessions conducted per quarter.
4Advanced
  • Practice
    Guide and support BPM implementations across the organization by formally using the BPM Support organization.
    Outcome
    BPM roles are recognized for enhancing careers.
    Metric
    Profile statistics of those having BPM support roles (e.g. Lean Six Sigma and similar certifications, to including contract personnel).
  • Practice
    Develop BPM practitioners using criteria from a competency model, which can include internal and external certifications or other appropriate standards.
    Outcome
    Skillsets and development paths are clarified and accomplishment is recognized/rewarded.
    Metric
    Satisfaction levels of BPM practitioners with career opportunities.
  • Practice
    Put in place a comprehensive BPM training and education programme that serves the needs of all BPM practitioners.
    Outcome
    BPM practitioners are well-trained and well-educated.
    Metric
    Satisfaction of BPM practitioners with educational support.
5Optimized
  • Practices
    • Share knowledge on BPM excellence with external bodies.
    • Encourage external recognition of the BPM expertise held within the organization.
    Outcome
    The skills of expert BPM practitioners are positively recognized internally and externally.
    Metric
    Number of citations of an organization's BPM practitioners creating value in a public forum (e.g., as speaker, author, facilitator, leader).
  • Practice
    Create and manage BPM training, education, certification and reinforcement programs, to ensure the sustainability and vibrancy of BPM capabilities across the business ecosystem.
    Outcome
    BPM is deeply embedded in the culture of the organization.
    Metric
    Record employees' BPM competencies, experiences, and accomplishments.
  • Practice
    Ensure that BPM skills are continually and successfully applied and recognized throughout the business ecosystem.
    Outcome
    All employees understand BPM basic concepts.
    Metric
    Employee participation rates in process management activities.
  • Practice
    Evolve the size and mission of a BPM Centre of Excellence to address BPM needs across the business ecosystem.
    Outcome
    The BPM Centre of Excellence is viewed as an efficient and effective partner in pursuit of process excellence.
    Metric
    Satisfaction of the organization's management with various aspects of the BPM initiative.