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APQC's Seven Tenets of Process Management in Depth (Collection)

Process management can revolutionize the way an organization does business and generates value.

Type: Product Collection  Topics: Assessment and Auditing, Business Excellence, Measurement, Business Process Management (BPM), Process, Maturity Assessment, Performance Measurement, Change Management, Organization and Management, Organizational Improvement, Process Improvement, Culture, Process Management, Process Mapping, Organization Structures  Processes: 12.4.1.1 Select process improvement methodology, 12.4 Manage change, 12.4.1 Plan for change, 12.4.1.7 Understand current state, 12.4.1.8 Define future state, 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.5 Identify enterprise core competencies, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.8 Migrate to new organization, 1.2.6 Develop and set organizational goals, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 12.4.2.2 Develop change management plans, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change 
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Illustrated Tree Version of APQC's Process Classification Framework

For those who prefer a more interactive, illustrated view of APQC's Process Classification Framework (PCF), Enfocus  has created a colorful expanding tree view of all PCF processes and categories that users can ...

Type: Tools and Templates  Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Frameworks, Measurement, Process Management, Process Mapping  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.2.5.1 Evaluate breadth and depth of organizational structure, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.2.3.1 Compile and update list of processes and organizations to benchmark, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking 
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Best Practices in Process Models: The Seven Tenets of Process Management

Process models aren't tiny add-ons that make process management work better. They are essential to an organization's understanding of its processes and how they interact.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Frameworks, Measurement, Process Management, Process Mapping, Organization Structures, Organization and Management  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.2.5.6 Develop role analysis and activity diagrams for key processes, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy 
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Using Value Stream Assessments to Identify and Map Business Processes (Slides)

Process management must be tailored to the organization. Jeff Varney presents two case studies of successful process management implementations in two very different situations.

Type: Presentations  Topics: Assessment and Auditing, Business Excellence, Measurement, Business Process Management (BPM), Process, Process Management, Process Mapping  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.5 Identify enterprise core competencies, 12.1.1.3 Set performance targets, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change  Industry: Financial Services/Banking, Government/Military, Research Organization 
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Using Value Stream Assessments to Identify and Map Business Processes

Process management must be tailored to the organization. Jeff Varney presents two case studies of successful process management implementations in two very different situations.

Type: Presentations  Topics: Assessment and Auditing, Business Excellence, Measurement, Business Process Management (BPM), Process, Process Management, Process Mapping  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.5 Identify enterprise core competencies, 12.1.1.3 Set performance targets, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change  Industry: Financial Services/Banking, Government/Military, Research Organization 
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Using Kaizen to Align Business Processes and Information Systems (Slides)

Kaizen events are powerful tools to improve processes, especially when held as part of an ongoing cycle of assessment.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Quality Assessment, Quality, Process Improvement, Process Management, Process Mapping  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.4.3 Take corrective action as necessary, 12.4 Manage change, 12.4.4 Sustain improvement  Industry: Textile 
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Using Kaizen to Align Business Processes and Information Systems

Kaizen events are powerful tools to improve processes, especially when held as part of an ongoing cycle of assessment.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Quality Assessment, Quality, Process Improvement, Process Management, Process Mapping  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.4.3 Take corrective action as necessary, 12.4 Manage change, 12.4.4 Sustain improvement  Industry: Textile 
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Model Your Way to Better Business Performance

Operational models can help organizations visualize how the different processes within a business interact.

Type: Articles and White Papers  Topics: Measurement Frameworks, Business Excellence, Measurement, Process Mapping, Process, Organization Structures, Organization and Management  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.5 Identify enterprise core competencies, 1.2.5.1 Evaluate breadth and depth of organizational structure, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.5 Design the relationships between organizational units, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change 
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Example of an Operational Model

Operational models structure and link all the elements of an organization together. They enable the consistent collection of data, information, measures, and employee feedback. The example in this article by John A.

Type: Tools and Templates  Topics: Measurement Frameworks, Business Excellence, Measurement, Process Mapping, Process, Organization Structures, Organization and Management  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.5 Identify enterprise core competencies, 1.2.5.1 Evaluate breadth and depth of organizational structure, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.5 Design the relationships between organizational units, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change 
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Best Practices in Operational Modeling

Operational models are tools for structuring and linking all the elements of an organization together. They enable the consistent collection of data, information, measures, and employee feedback.

Type: Best Practices and Business Drivers  Topics: Measurement Frameworks, Business Excellence, Measurement, Process Mapping, Process, Organization Structures, Organization and Management  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.5 Identify enterprise core competencies, 1.2.5.1 Evaluate breadth and depth of organizational structure, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.5 Design the relationships between organizational units, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change 
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