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Results for: Measurement Frameworks 
- Illustrated Tree Version of APQC's Process Classification Framework
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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- Relevance: 77%
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- Best Practices in Process Models: The Seven Tenets of Process Management
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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- Relevance: 71%
- Member Price: FREE
- Process Framework in Action: How to Start a Common Language (Slides)
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Implementing a process framework and aligning the business to it can seem like a huge and complicated task... because it is.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Frameworks, Measurement, Process Design, Process Management, Organization Structures, Organization and Management 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, 1.2.4 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.), 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 1.2.5.6 Develop role analysis and activity diagrams for key processes, 1.2.5.8 Migrate to new organization, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.2.6 Establish need for change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change Industry: Healthcare, Medical Equipment, Pharmaceutical- Relevance: 70%
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- Process Framework in Action: How to Start a Common Language
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Implementing a process framework and aligning the business to it can seem like a huge and complicated task... because it is.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Frameworks, Measurement, Process Design, Process Management, Organization Structures, Organization and Management 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, 1.2.4 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.), 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 1.2.5.6 Develop role analysis and activity diagrams for key processes, 1.2.5.8 Migrate to new organization, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.2.6 Establish need for change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change Industry: Healthcare, Medical Equipment, Pharmaceutical- Relevance: 70%
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- Management Systems in an International Development Context (Slides)
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How does systematically improving quality impact an organization? How can an organization apply ISO 9001 as a tool for real, tangible improvement and not just as window dressing?
Type: Presentations Topics: Assessment and Auditing, Business Excellence, Measurement, ISO, Quality, Measurement Frameworks, Quality Assessment, Process Management, Process 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, 1.1.3.3 Analyze systems and technology, 1.1.3.5 Identify enterprise core competencies, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.1 Create commitment for improvement/change, 12.4 Manage change, 12.4.3 Implement change, 12.4.3.2 Reengineer business processes and systems, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.1.13 Determine change enablers, 12.4.1 Plan for change Industry: Consulting/Consultants, Professional Services/Business Services- Relevance: 70%
- Member Price: FREE
- Nonmember Price: Download FREE
- Management Systems in an International Development Context
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How does systematically improving quality impact an organization? How can an organization apply ISO 9001 as a tool for real, tangible improvement and not just as window dressing?
Type: Presentations Topics: Assessment and Auditing, Business Excellence, Measurement, ISO, Quality, Measurement Frameworks, Quality Assessment, Process Management, Process 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, 1.1.3.3 Analyze systems and technology, 1.1.3.5 Identify enterprise core competencies, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.1 Create commitment for improvement/change, 12.4 Manage change, 12.4.3 Implement change, 12.4.3.2 Reengineer business processes and systems, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.1.13 Determine change enablers, 12.4.1 Plan for change Industry: Consulting/Consultants, Professional Services/Business Services- Relevance: 70%
- Member Price: FREE
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- Getting Started with BPM: Using Process Frameworks to Accelerate Alignment (Slides)
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Most organizations know of a handful of frameworks and models that could potentially benefit their businesses... if they know how to use them.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Frameworks, Measurement, Process Design Processes: 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5.5 Design the relationships between organizational units, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy- Relevance: 67%
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- Model Your Way to Better Business Performance
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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- Relevance: 67%
- Member Price: FREE
- Example of an Operational Model
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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- Relevance: 67%
- Member Price: FREE
- Best Practices in Operational Modeling
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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- Relevance: 67%
- Member Price: FREE
