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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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APQC's 2011 Process Conference Presentations and Slides (Collection)

APQC's 2011 Process Conference featured a variety of process management experts, who shared practical insights about how they do everything from process design and framework implementation to hosting Kaizen events ...

Type: Product Collection  Topics: Business Process Management (BPM), Business Excellence, Process, Process Improvement, 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, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5.1 Evaluate breadth and depth of organizational structure, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change  Industry: Aerospace, Computers, Consulting/Consultants, Durable Goods, Electronics, Energy and Utility, Engineering, Government/Military, Healthcare, Instrumentation, Machinery, Machinery Equipment, Medical Equipment, Pharmaceutical, Professional Services/Business Services, Semiconductors, Telecommunication, Textile 
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Focus Quality Measures on Value-Added Activities and Core Strategic Objectives

Organizations can measure everything under the sun, but if those measures aren't focused on value-added activities and strategic objectives, the organization may not get the return on investment it desires.

Type: Best Practices and Business Drivers  Topics: Quality Control, Business Excellence, Quality, Strategic Planning, Organization and Management, Measurement, Measurement, Quality Assessment, Quality Measurement  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, 1.1.3.3 Analyze systems and technology, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.3.4 Establish high-level measures, 1.3 Manage strategic initiatives, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 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  Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors 
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Create Supporting Policies, Procedures, and Tools-Not Mandates-to Support Quality

It can be tempting to create elaborate templates, guidelines, and directives when building an enterprise-wide quality measurement program.

Type: Best Practices and Business Drivers  Topics: Quality Control, Business Excellence, Quality, Measurement, Measurement, Quality Assessment, Quality Measurement, 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, 1.1.3.3 Analyze systems and technology, 1.2.6 Develop and set organizational goals, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.7 Formulate business unit strategies, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance  Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors 
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Align Enterprise Quality with Strategic Goals and Initiatives

An organization can take time, effort, and countless resources to create an intricate quality measurement system, but it will never help the business reach its goals unless that measurement system aligns with the ...

Type: Best Practices and Business Drivers  Topics: Quality Control, Business Excellence, Quality, Strategic Planning, Organization and Management, Measurement, Measurement, Quality Assessment, Quality Measurement  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, 1.1.3.3 Analyze systems and technology, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance  Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors 
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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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TreePad Versions of APQC's Cross-Industry and Industry-Specific Process Classification Framework (PCF)

This collection contains TreePad (.hjt) versions of APQC's Process Classification Framework (PCF) , including the cross-industry and industry-specific versions.  TreePad files and allow you to store notes and ...

Type: Product Collection  Topics: Business Process Management (BPM), Business Excellence, Process, Process Management, 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 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy  Industry: Aerospace, Automotive, Broadcasting/Radio/TV/Cable/Media, Consumer Products/Packaged Goods, Energy and Utility, Financial Services/Banking, Petroleum/Oil/Gas, Pharmaceutical, Telecommunication 
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APQC's Process Classification Framework (PCF) - Cross-Industry and Industry-Specific Versions

This collection contains links to all the most recent PDF versions of APQC's Process Classification Framework (PCF), including the cross-industry framework and all industry-specific versions.  For more information ...

Type: Product Collection  Topics: Business Process Management (BPM), Business Excellence, Process, Process Management, 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 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy  Industry: Aerospace, Automotive, Broadcasting/Radio/TV/Cable/Media, Consumer Products/Packaged Goods, Energy and Utility, Financial Services/Banking, Petroleum/Oil/Gas, Pharmaceutical, Telecommunication 
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Rolling Forecasts: Managing the Present and Planning for the Future (Collection)

Rolling forecasts are tools for continuous planning. Organizations don't plan based on an annual set of events, they expect to deliver continuing profitable performance.

Type: Product Collection  Topics: Continuous Improvement, Business Excellence, Process, Forecasting, Finance and Accounting, Planning, budgeting, and forecasting, Budgeting  Processes: 8.1 Perform planning and management accounting, 8.0 Manage Financial Resources, 1.1.4 Establish strategic vision, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 8.1.1 Perform planning/budgeting/forecasting, 8.1.1.2 Prepare periodic budgets and plans, 8.1.1.3 Prepare periodic financial forecasts 
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Introduction to Process Frameworks

In this recording, Process Excellence Network's Diana Davis interviews APQC's John Tesmer about process frameworks, why they are used, how organizations benefit from them, and what organizations can learn from ...

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Process Management  Processes: 12.4.1.1 Select process improvement methodology, 12.4 Manage change, 12.4.1 Plan for change, 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 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy 
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