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An effective Business Process Management (BPM) capability aims to:​

• Enable the organization to be more capable of change.​
• Drive a holistic approach to process improvement using a cross-functional and organization-wide perspective.
• Correct and improve complex, people-intensive processes before (potentially) automating them.​
• Support a better understanding of processes and their objectives, which in turn leads to a more reliable and efficient execution of these processes.​
• Provide graphical representations of processes to facilitate more effective discussion and collaboration between process performers, and between performers and managers.​
• Make the strategic objectives of the organization more explicit and visible (for example, reliability and efficiency, product or service quality, business agility, and so on).

The Business Process Management (BPM) capability is the ability to identify, design, document, monitor, optimize, and assist in the execution of both existing and new organizational processes.

Representative POMs are described for BPM at each level of maturity.

2Basic

• Practice

  Evaluate appropriate BPM technologies for the organization.​

  Outcome

  Coordinated approaches towards the use of BPM technologies enable greater levels of reuse.​

  Metric

  Number of initiatives complying with a preferred suite of BPM technologies.​

• Practice

  Define owners for some of the highest priority processes.​

  Outcome

  There is increased accountability for managing the most critical business processes.​

  Metric

  Percentage of business-critical processes with defined owners.​

• Practice

  Establish a process improvement practice – such as Lean, Six Sigma, or Total Quality Management.​

  Outcome

  Frequent tactical improvements in organizational performance are delivered.​

  Metric

  The aggregated value of process improvement projects.​

3Intermediate

• Practice

  Form a BPM governing body with employees from multiple business units to track metrics and milestones.​

  Outcome

  A BPM capability is established with appropriate accountability and oversight.​

  Metric

  Percentage of business units represented on the BPM governing body.​

• Practice

  Create a BPM community of practice.

  Outcome

  There is improved sharing of proven practices, and deepening of skills.​

  Metric

  Number of relevant personnel belonging to a BPM community of practice.​

• Practice

  Ensure process improvement projects spanning multiple business units have the backing of senior management and are adequately resourced.​

  Outcome

  Process improvement projects generate significant value for the organization.​

  Metric

  The value created from process improvement projects as a percentage of organizational costs (or revenues).​

4Advanced

• Practice

  Promote the process improvement strategy organization-wide.​

  Outcome

  An organization-wide focus can be prioritized over local priorities, yielding higher value returns.​

  Metric

  Percentage of process improvement initiatives spanning multiple business units.​

• Practice

  Establish a central BPM support group to take organization-wide responsibility for standards, methods, models, and so on.​

  Outcome

  A common set of practices for driving process improvement becomes deeply embedded in the culture of the organization.​

  Metric

  Percentage of business process initiatives that use a common set of practices.​

• Practice

  Ensure that all relevant processes are owned and managed.​

  Outcome

  Process ownership and accountability across the organization help eliminate and/or reduce bottlenecks, poor hand-offs, and so on.​

  Metric

  Percentage of relevant processes with assigned ownership.​

• Practice

  Take a portfolio approach to process improvement so that individual process improvement projects are prioritized and sequenced by reference to the entire portfolio.​

  Outcome

  The organization's process improvement portfolio is designed to deliver optimal financial and strategic value.​

  Metric

  Year-on-year improvements in return on investment (ROI) from the process improvement portfolio.​

5Optimized

• Practice

  Make knowledge of business processes a core competency for all managers.

  Outcome

  Managers understand BPM and know how to derive value from it.​

  Metric

  BPM training and experience levels of managers.

• Practice

  Manage and continually improve processes that involve relevant business ecosystem partners.​

  Outcome

  Process management and optimization beyond the boundaries of the organization deliver recognizable competitive advantage.

  Metric

  Number of agreements with third parties for integrated management of processes.​

• Practice

  Regularly review how the portfolio of process improvement opportunities can influence the development of the business model.

  Outcome

  The organization can articulate the strategic value of its process improvements.

  Metric

  Number of independently verified process improvements or innovations that raise the organization's performance for a given function.​

This capability was introduced in Revision 19.01 as an update to Business Process Management (16).

The following CCs cover topics that are related to BPM in some way:

EAMEnterprise Architecture Management

Providing recommendations on specific architecture specification methods.​

SAIService Analytics and Intelligence

Determining the relationship between business processes and underlying IT infrastructure and IT services.​