The closest the PCF gets to addressing the connectivity of processes is the relationship between a process parent and its children. Looking at any area of the PCF, one might see a numbered process group with one or more indented processes, as in the figure below. Beyond this level, APQC does not address the connectivity of processes within the PCF, whether by drawing lines between processes in the framework or by establishing a suggested order of operations. The intent of the PCF is strictly to define what a process is and how it is carried out. In the image below, for example, the PCF specifies the processes that are involved with delivering service to the customer but does not specify any order for those processes. Based on its own needs and priorities, an organization could define its labor services (220.127.116.11) before defining its service delivery goals (18.104.22.168).
When organizations model their processes, they often use flow charts that take APQC’s process definitions along with their own expertise to determine process outputs, inputs, and the connections between them. A common tool that APQC has seen its members use for this purpose is a suppliers, inputs, process, outputs, and customers (SIPOC) diagram. Organizations also typically have their own business rules that connect these processes, telling them, for example, exactly when to develop service delivery strategies. While APQC provides process definitions and scope, it is up to each organization to determine how their processes connect within the organization itself.