Calculating the cost of quality is a tricky task. This article offers example calculations and perspectives from other organizations attempting to quantify the value of quality within their businesses.

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.

The decision to centralize is often a dilemma for senior management, and some wonder if centralization is worth the effort.

Implementing a process framework entails much more than the initial design and roll-out. Organizations need to assess their current capabilities related to the framework and set reasonable goals for future success.

Organizations typically adopt process frameworks or other external models to ensure that the entire enterprise (or a specific business unit) operates according to a single standard.

Many organizations adopt frameworks as part of an enterprise-wide restructuring effort. But adopting a framework at any level of an organization, in any particular department, can yield substantial gains.

In this article, best-practice organizations featured in APQC research offer a list of the main performance areas that business process management (BPM) impacts.

To truly benefit an organization, improvement projects must align with organizational strategy and be connected with actual work.

For measurement to impact an organization's performance, measures must align with organizational strategy and be connected with actual work.

Among all of the organizations APQC has studied for best practices in business process management (BPM), certain characteristics emerge again and again.