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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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Introducing Clients to Benchmarks

Organizations often want hard data to back up their improvement choices, but when consultants offer benchmarking data, some clients balk at the comparisons.

Type: Articles and White Papers  Topics: Assessment and Auditing, Business Excellence, Measurement, Benchmarking, Measurement Analytics, Measurement  Processes: 1.1.1.1 Analyze and evaluate competition, 1.1 Define the business concept and long-term vision, 1.1.1 Assess the external environment, 1.1.3.1 Analyze organizational characteristics, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.2 Develop benchmarking capabilities, 12.2.3.2 Establish benchmarks, 12.2.3 Conduct process benchmarking, 12.2.3.3 Measure performance against benchmarks, 12.2.4 Conduct competitive benchmarking, 12.2.4.2 Establish benchmarks, 12.2.4.3 Measure performance against benchmarks  Industry: Consulting/Consultants, Professional Services/Business Services 
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Best Practices in Performance and Maturity: The Seven Tenets of Process Management

Understanding an organization's current level of process management maturity helps leaders make informed decisions about where and how to improve.

Type: Best Practices and Business Drivers  Topics: Assessment and Auditing, Business Excellence, Measurement, Business Process Management (BPM), Process, Maturity Assessment, Measurement Analytics, Performance Measurement, Process 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, 1.1.3.2 Create baselines for current processes, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.4 Monitor change, 12.4.3 Implement change, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement 
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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 
  • Relevance: 73%
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Management Systems in an International Development Context (Slides)

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 
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Management Systems in an International Development Context

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 
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Evaluating Your Organization's Process Management Capabilities

Even if you have no time to read anything else before attempting to implement process management or take your current competencies to the next level, read this article .

Type: Articles and White Papers  Topics: Assessment and Auditing, Business Excellence, Measurement, Business Process Management (BPM), Process, Business Transformation, Maturity Assessment, Process Improvement, Process Management, Project Management, Organization and Management  Processes: 12.4.1.1 Select process improvement methodology, 12.4 Manage change, 12.4.1 Plan for change, 12.4.1.2 Assess readiness for change, 12.4.1.6 Define scope, 12.4.1.7 Understand current state, 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 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, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change 
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Root Cause Analysis

This article explains how to use root cause analysis to break down complex problems into their component parts and then determine the absolute causes of the issues.

Type: Tools and Templates  Topics: Assessment and Auditing, Business Excellence, Measurement  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.1.3.1 Analyze organizational characteristics 
  • Relevance: 49%
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Pareto Analysis

This article explains how to use Pareto analysis (with a Pareto chart example) to identify which business issues need to be addressed with highest priority.

Type: Tools and Templates  Topics: Assessment and Auditing, Business Excellence, Measurement  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change 
  • Relevance: 49%
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