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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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Best Practices in Change Management: The Seven Tenets of Process Management

Change management is at the core of any improvement or initiative.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Change Management, Organization and Management, Culture, Process Management  Processes: 1.2.5.8 Migrate to new organization, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.4.1.10 Assess cultural issues, 12.4 Manage change, 12.4.1 Plan for change, 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, 12.4.1.13 Determine change enablers 
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Using Process Frameworks to Get Real Work Done (Slides)

APQC's Using Process Frameworks to Get Real Work Done  report contains substantive findings about the best techniques organizations use to implement and leverage frameworks and models effectively in their ...

Type: Presentations  Topics: Benchmarking, Business Excellence, Business Process Management (BPM), Process, Process Improvement, Process Management, Organization Structures, Organization and Management  Processes: 12.4.1.2 Assess readiness for change, 12.4 Manage change, 12.4.1 Plan for change, 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.), 1.2.5.5 Design the relationships between organizational units, 1.2.5.8 Migrate to new organization, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3 Implement change 
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Using Process Frameworks to Get Real Work Done

APQC's Using Process Frameworks to Get Real Work Done  report contains substantive findings about the best techniques organizations use to implement and leverage frameworks and models effectively in their ...

Type: Presentations  Topics: Benchmarking, Business Excellence, Business Process Management (BPM), Process, Process Improvement, Process Management, Organization Structures, Organization and Management  Processes: 12.4.1.2 Assess readiness for change, 12.4 Manage change, 12.4.1 Plan for change, 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.), 1.2.5.5 Design the relationships between organizational units, 1.2.5.8 Migrate to new organization, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3 Implement change 
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Process Framework in Action: How to Start a Common Language (Slides)

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 
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Process Framework in Action: How to Start a Common Language

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 
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Choose Appropriate Tools to Support Process Frameworks

Selecting the best technology and other tools to support the implementation and maintenance of a process framework is critical.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Content management, Knowledge and Information Management, Information Management, Document Management, Change Management, Organization and Management, Information Systems, Information Technology, Process Management, Project Management, Product Development, Organization Structures  Processes: 1.2.5.8 Migrate to new organization, 1.2 Develop business strategy, 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, 12.4.2 Design the change, 12.4 Manage change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 7.5.4 Create IT services and solutions, 7.0 Manage Information Technology, 7.5 Develop and maintain information technology solutions, 7.6.2.1 Plan change deployment, 7.6 Deploy information technology solutions, 7.6.2 Plan and implement changes  Industry: Energy and Utility, Engineering, Financial Services/Banking, Insurance, Metals, Mining, Petroleum/Oil/Gas, Printing & Publishing, Professional Services/Business Services, Steel, Transportation/Freight Carriers 
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Three Areas Where Process Frameworks Make a Big Impact

Most process frameworks are implemented for use in content management, benchmarking, and/or process design.

Type: Articles and White Papers  Topics: Benchmarking, Business Excellence, Business Process Management (BPM), Process, Business Transformation, Content management, Knowledge and Information Management, Information Management, Process Design, Organization Structures, Organization and Management  Processes: 1.2.5.8 Migrate to new organization, 1.2 Develop business strategy, 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 Implement change, 12.4 Manage change, 12.4.3.2 Reengineer business processes and systems  Industry: Computers, Energy and Utility, Financial Services/Banking, Insurance, Metals, Petroleum/Oil/Gas, Software 
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How to First Adopt, Then Adapt Process Frameworks and Models

To get the maximum benefit from a process framework, organizations should adopt the framework as-is before adapting it.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Business Transformation, Process Reengineering, Change Management, Organization and Management, Process Improvement, Organization Structures  Processes: 1.2.5.8 Migrate to new organization, 1.2 Develop business strategy, 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: Energy and Utility, Financial Services/Banking, Insurance, Petroleum/Oil/Gas, Transportation/Freight Carriers 
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