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Results for: 12.2.5 Conduct gap analysis to understand need for change and degree needed (x)
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State of Process Management 2011 (Slides)

APQC conducted a survey to learn more about the process management challenges organizations are facing and what their current capabilities are.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Process Management  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, 12.2.2 Develop benchmarking capabilities, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.4.1 Compile and update list of processes and organizations to benchmark, 12.2.4 Conduct competitive benchmarking, 12.2.5 Conduct gap analysis to understand need for change and degree needed 
  • Relevance: 74%
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State of Process Management 2011

APQC conducted a survey to learn more about the process management challenges organizations are facing and what their current capabilities are.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Process Management  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, 12.2.2 Develop benchmarking capabilities, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.4.1 Compile and update list of processes and organizations to benchmark, 12.2.4 Conduct competitive benchmarking, 12.2.5 Conduct gap analysis to understand need for change and degree needed 
  • Relevance: 74%
  • Member Price: FREE
  • Nonmember Price: Download FREE
Doing a Lot More... With Less (Slides)

In 1997, the State of Michigan's Office of Retirement Services was mired in delays and clunky processes.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Process Reengineering, 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, 1.1.4 Establish strategic vision, 1.0 Develop Vision and Strategy, 1.1.4.1 Align stakeholders around strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 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, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.2 Benchmark performance, 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, 12.4.4.2 Capture and reuse lessons learned from change process, 12.4.4.3 Take corrective action as necessary  Industry: Government/Military 
  • Relevance: 73%
  • Member Price: FREE
  • Nonmember Price: Download FREE
Doing a Lot More... With Less

In 1997, the State of Michigan's Office of Retirement Services was mired in delays and clunky processes.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Process Reengineering, 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, 1.1.4 Establish strategic vision, 1.0 Develop Vision and Strategy, 1.1.4.1 Align stakeholders around strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 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, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.2 Benchmark performance, 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, 12.4.4.2 Capture and reuse lessons learned from change process, 12.4.4.3 Take corrective action as necessary  Industry: Government/Military 
  • Relevance: 73%
  • Member Price: FREE
  • Nonmember Price: Download FREE
The Role of Benchmarking in Client Engagements (Slides)

Benchmarking is a powerful tool for consulting and professional services firms.

Type: Presentations  Topics: Benchmarking, Business Excellence, Project Management, Organization and Management  Processes: 1.1.2.2 Capture and assess customer needs, 1.1 Define the business concept and long-term vision, 1.1.2 Survey market and determine customer needs and wants, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.4.2 Establish benchmarks, 12.2.4 Conduct competitive benchmarking, 12.2.4.3 Measure performance against benchmarks, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.0 Manage Knowledge, Improvement, and Change, 4.1.2.2 Collaborate with customers, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.4.3 Provide service to specific customers, 4.0 Deliver Products and Services, 4.4 Deliver service to customer  Industry: Consulting/Consultants, Professional Services/Business Services 
  • Relevance: 72%
  • Member Price: FREE
The Role of Benchmarking in Client Engagements

Benchmarking is a powerful tool for consulting and professional services firms.

Type: Presentations  Topics: Benchmarking, Business Excellence, Project Management, Organization and Management  Processes: 1.1.2.2 Capture and assess customer needs, 1.1 Define the business concept and long-term vision, 1.1.2 Survey market and determine customer needs and wants, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.4.2 Establish benchmarks, 12.2.4 Conduct competitive benchmarking, 12.2.4.3 Measure performance against benchmarks, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.0 Manage Knowledge, Improvement, and Change, 4.1.2.2 Collaborate with customers, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.4.3 Provide service to specific customers, 4.0 Deliver Products and Services, 4.4 Deliver service to customer  Industry: Consulting/Consultants, Professional Services/Business Services 
  • Relevance: 72%
  • Member Price: FREE
Using Quality Tools and Principles in K12 Education: Montgomery County Public Schools' Success for Every Student Initiative

Any large organization considering a process-based approach to improvement has a lot at stake. Imagine if your organization was one of the largest school districts in the United States.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Local/State/National Quality Awards, Quality, Performance Measurement, Measurement, Process Measures, Measurement, Quality Measurement, Process Management  Processes: 12.4.1.1 Select process improvement methodology, 12.4 Manage change, 12.4.1 Plan for change, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.3 Set performance targets, 12.1.2 Measure process productivity, 12.0 Manage Knowledge, Improvement, and Change, 12.1.3 Measure cost effectiveness, 12.1.4 Measure staff efficiency, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement  Industry: Education (K-12) 
  • Relevance: 71%
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How to Normalize Data

Benchmarking teams can have trouble comparing data from organizations of different sizes and with different processes.

Type: Presentations  Topics: Benchmarking, Business Excellence, Measurement Analytics, Measurement  Processes: 12.2.3 Conduct process benchmarking, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.3.2 Establish benchmarks, 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, 12.2.5 Conduct gap analysis to understand need for change and degree needed 
  • Relevance: 59%
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Why Normalize Data?

Data from organizations of different sizes and with different processes can be difficult to compare.

Type: Presentations  Topics: Benchmarking, Business Excellence, Measurement Analytics, Measurement  Processes: 12.2.3 Conduct process benchmarking, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.3.2 Establish benchmarks, 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, 12.2.5 Conduct gap analysis to understand need for change and degree needed 
  • Relevance: 59%
  • Member Price: FREE
Analyze This... Data

You've defined the scope of your benchmarking research and collected data from numerous sources. Now, what do you do with your data?

Type: Presentations  Topics: Benchmarking, Business Excellence, Measurement Analytics, Measurement  Processes: 12.2.3 Conduct process benchmarking, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.3.2 Establish benchmarks, 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, 12.2.5 Conduct gap analysis to understand need for change and degree needed 
  • Relevance: 59%
  • Member Price: FREE
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