Process work can be time consuming, fraught with conflicting perspectives, or teams don’t know where to start. One common way organizations can overcome these challenges is by using a process framework, like APQC’s Process Classification Framework® (PCF) as a reference guide. Process frameworks are best described as a list of processes. A framework lays out, in a hierarchical order, all of the processes, tasks, and activities that an organization typically performs.
Consequently, a process framework can be used for:
- Process definition and standardization—Organizations commonly use a framework as a reference model because it provides a common language and set of definitions that enable organizations to quickly understand the processes they perform, and the steps needed to perform those processes. It provides a strong foundation that allows organizations to begin process work more quickly because the work of naming and defining processes has already been done by the PCF.
- Benchmarking—understand the performance of its processes relative to its peers. APQC has identified measures associated with most process elements in the PCF, making it easy for organizations to quickly find the right performance measures and KPIs to use for a process.
- Content management—serve as a tool to help organizations organize their process documentation and knowledge. Organizations can use the PCF for this purpose by creating a file folder structure based on the PCF’s categories and placing process documentation into the relevant categories to keep process documentation organized for easy reference
In addition to these applications, organizations also use frameworks to classify processes into groups of related processes, establish a common language between groups, align departments for IT rollouts and updates, and pinpoint and prioritize performance or process improvement opportunities.
Common Questions About Process Frameworks
However, adopting a process framework is not without its challenges. A few of the most common questions we get around process frameworks include:
How do organizations adapt the framework to their own processes?
Most PCF users adapt the framework to better match their own organizations, especially when it comes to level 4 or level 5 processes where there is much greater variability between organizations. In many of these contexts, adapting the PCF simply means adding in additional steps or tasks that are unique to the organization.
However, organizations need to ensure traceability to the adaptations they create in their framework. The best way to do this is through the two numeric identifiers found for each process in the PCF. The first is a hierarchy ID, which shows the location of the process within the process framework. For example, the hierarchy ID for the process “Procure materials and services” is 4.2. The hierarchy ID for each process is dynamic and can change based on where the process is found and how an organization chooses to arrange its process framework.
The second numeric identifier is a five-digit process classification ID. For example, the process classification ID for “Procure materials and services” is 10216. Process classification IDs remain static across every version of the PCF. Keeping this ID number static helps to link the process directly to APQC’s Open Standards Benchmarking database for internal or external benchmarking. For that reason, APQC does not recommend changing this numbering for existing processes, as doing so would make benchmarking more time-consuming. To create a process classification ID for a process that does not exist in the PCF, APQC recommends choosing a number in the 90000-99999 range because APQC does not utilize numbers in that range.
How can we create awareness of process frameworks at our organization?
In some organizations, awareness of process frameworks is built from the bottom up like Pitney Bowes. While other organizations like the University of North Texas have taken a more centralized approach to building awareness around the PCF through messaging campaigns, intranet resources, and strong change management methods to promote the use of the PCF. Once they adopt the PCF, organizations often make the PCF a central part of their process training, explaining what the PCF is and how the organization is going to use it. APQC’s
How can we demonstrate the value of using a framework?
The core value-add of frameworks are their ability to create structure and a common set of definitions and taxonomy for business processes. In many cases, this value is demonstrated by time saved, in terms of the ease of adoption and the speed of process documentation. Furthermore, mapping processes to a framework makes it easy to identify and eliminate redundant processes, make process work faster, more efficient, and streamlined. These benefits are sometimes hard to quantify but can expressed in terms of the return on investment in process improvements. Organizations like Elevations Credit Union, for example, illustrates the connection between process improvements and core revenue to demonstrate the benefits of using a process framework.
For more information, check out this podcast, 'What's the Process Classification Framework?', where Mellissa Creppel, the product manager for APQC’s PCF, and I talk about all things frameworks.
Please take a few minutes to share your thoughts and experiences around using process frameworks. This information will help us continue to explore trends and uncover best practices in the applications, implementation, and challenges around framework use. As a token of appreciation, you will receive a copy of the survey report. Individual responses will be kept confidential according to APQC's Benchmarking Code of Conduct.
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