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Process Governance

B3

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.

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 increase across the workforce.
    Metric
    Percent of employees completing process training programmes.
  • 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 criterion.
  • 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 processes, 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, and they contribute to improved public relations and employee satisfaction.
    Metric
    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, suppliers, 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 build 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
    Percent of the 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.