[XLS]lists.oasis-open.org · Web viewCopyright 2014 APQC and Microsoft Copyright 2014 APQC and Microsoft 10002 10003 10004 10005 10006 10007 10008 17058 10010 16437 10012 10013 of

Copyright 2014 APQC and Microsoft

CITY GOVERNMENT PROCESS CLASSIFICATION FRAMEWORKVERSION NUMBER 6.1.0GENERATED ON 7/1/2014For more information about the PCF, visit www.apqc.org/pcf


CITY GOVERNMENT PROCESS CLASSIFICATION FRAMEWORKVERSION NUMBER 6.1.0GENERATED ON 7/1/2014For more information about the PCF, visit www.apqc.org/pcf


UNDERSTANDING THIS FILEThis file represents a "flat" Excel-based version of the PCF. It includes a number of worksheets intended to communicate the various aspects of the framework necessary to interpret it and make full use of its intended capabilities.

These pages illustrate the configuration of this file. If you have further questions, please contact APQC directly on [email protected] or +1-713-681-4020.

PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used throughout APQC's open standards benchmarking as a way to relate measures, questions, and other materials back to specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by the process element. It will be consistent across releases as long as the conceptual meaning does not change.

Hierarchy ID is the human-readable index number corresponding to this specific process element on each row. This number will not be consistent across releases - meaning that a process element may have a different hierarchy ID among a set of releases.

PCF IDHierarchy

ID Name10002 1.0 Develop Vision and Strategy10003 2.0 Develop and Manage City Services10004 3.0 Promote the City10005 4.0 Deliver City Services10006 5.0 Engage Constituents10007 6.0 Develop and Manage Human Capital10008 7.0 Manage Information Technology17058 8.0 Manage Financial Resources10010 9.0 Acquire, Construct, and Manage Assets16437 10.0 Manage Enterprise Risk, Compliance, Remediation and Resiliency10012 11.0 Manage External Relationships10013 12.0 Develop and Manage City Capabilities



UNDERSTANDING THIS FILEThis file represents a "flat" Excel-based version of the PCF. It includes a number of worksheets intended to communicate the various aspects of the framework necessary to interpret it and make full use of its intended capabilities.

These pages illustrate the configuration of this file. If you have further questions, please contact APQC directly on [email protected] or +1-713-681-4020.

PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used throughout APQC's open standards benchmarking as a way to relate measures, questions, and other materials back to specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by the process element. It will be consistent across releases as long as the conceptual meaning does not change.

Hierarchy ID is the human-readable index number corresponding to this specific process element on each row. This number will not be consistent across releases - meaning that a process element may have a different hierarchy ID among a set of releases.


Copyright 2014 APQC and Microsoft 7 of 158

PCF ID Name10002 1.0 Develop Vision and Strategy17040 1.1 Define the city's comprehensive plan10017 1.1.1 Identify external influencers and constraints10022 1.1.1.1 Identify external economic trends10023 1.1.1.2

10024 1.1.1.3 Identify new technology innovations10025 1.1.1.4 Identify constituent demographics10026 1.1.1.5 Identify social and cultural changes10027 1.1.1.6 Identify ecological concerns10018 1.1.2 Evaluate constituent needs10028 1.1.2.1 Conduct qualitative constituent assessments18367 1.1.2.2 Conduct quantitative constituent assessments10029 1.1.2.3 Capture and assess constituent needs10019 1.1.3 Perform analysis of the city structure10030 1.1.3.1 Analyze organizational culture10031 1.1.3.2 Create baselines for current processes10032 1.1.3.3 Analyze systems and technology10033 1.1.3.4 Analyze financial positions10034 1.1.3.5 Identify the city's core competencies10020 1.1.4 Establish strategic vision10035 1.1.4.1 Align constituents around a strategic vision10036 1.1.4.2 Communicate strategic vision to constituents16792 1.1.5 Evaluate city restructuring opportunities16793 1.1.5.1 Identify city restructuring opportunities16794 1.1.5.2 Perform due-diligence16795 1.1.5.3 Evaluate structural options18368 1.1.5.3.1 Evaluate service profile16797 1.1.5.3.2 Evaluate annexation options16799 1.1.5.3.3 Evaluate divesture options10015 1.2 Develop city strategy10037 1.2.1 Develop overall mission statement10044 1.2.1.1 Define current city functions10045 1.2.1.2 Define city mission statement10046 1.2.1.3 Communicate city mission statement10038 1.2.2 Evaluate strategic options to achieve the objectives10047 1.2.2.1 Define strategic options10048 1.2.2.2 Assess and analyze impact of each option14189 1.2.2.3 Develop sustainability strategy14190 1.2.2.4 Develop support and shared services strategy14197 1.2.2.5 Develop lean/continuous improvement strategy18369 1.2.2.6 Develop resiliency strategy18370 1.2.2.7 Develop safety strategy18371 1.2.2.8 Develop economic development strategy10039 1.2.3 Prioritize and select city strategies

Hierarchy ID

Identify political and regulatory issues, mandates and limitations


PCF ID NameHierarchy

ID18372 1.2.4 Establish the legal context for the city18373 1.2.4.1 Understand statutory limitations and obligations18374 1.2.4.2 Review and apply national or regional strategic best practices

18375 1.2.4.3 Apply inter-city agreements18376 1.2.4.4 Define city specific policies10040 1.2.5 Coordinate and align functional and process strategies10041 1.2.6

10049 1.2.6.1 Evaluate breadth and depth of organizational structure10050 1.2.6.2 Perform job-specific roles mapping and value-added analyses

10051 1.2.6.3 Develop role activity diagrams to assess hand-off activity10052 1.2.6.4 Perform organization redesign workshops10053 1.2.6.5 Design the relationships between organizational units10054 1.2.6.6 Develop role analysis and activity diagrams for key processes

10055 1.2.6.7 Assess organizational implication of feasible alternatives10056 1.2.6.8 Migrate to new organization10042 1.2.7 Develop and set city goals10043 1.2.8 Formulate agency/department strategies10016 1.3 Set city agenda10057 1.3.1 Develop strategic priorities/initiatives10058 1.3.2 Evaluate strategic priorities/initiatives10059 1.3.3 Select strategic priorities/initiatives10060 1.3.4 Establish high-level measures

Create organizational design (structure, governance, reporting, etc.)


PCF ID Name10003 2.0 Develop and Manage City Services10061 2.1 Manage city service portfolio10063 2.1.1 Evaluate performance of existing city services18377 2.1.1.1

18378 2.1.1.2 Measure the social impact of city services18379 2.1.1.3

10064 2.1.2 Define city service requirements18380 2.1.2.1 Perform city service gap analysis10068 2.1.2.2 Identify potential improvements to existing city services10069 2.1.2.3 Identify potential new city services18381 2.1.2.4

10065 2.1.3 Identify city service innovations18382 2.1.3.1 Identify services implemented by other cities10070 2.1.3.2 Identify new technologies10071 2.1.3.3 Develop new technologies10072 2.1.3.4 Assess feasibility of integrating new city service concepts10066 2.1.4

18383 2.1.4.1 Identify service sponsorship10073 2.1.4.2 Plan and develop cost and quality targets10079 2.1.4.3 Identify and refine city performance indicators10074 2.1.4.4 Prioritize and select new city service concepts18384 2.1.4.5

10075 2.1.4.6 Specify development timing targets10093 2.1.4.7 Prepare detailed feasibility study10094 2.1.4.7.1

10095 2.1.4.8 Finalize service concept and goals10096 2.1.4.9 Finalize technical requirements10097 2.1.4.10 Identify requirements for changes to service delivery processes

18385 2.1.4.11 Plan for city service modifications18386 2.1.4.12 Prepare high-level business case10067 2.1.5 Manage city service life cycle10077 2.1.5.1 Introduce new city services10078 2.1.5.2 Retire outdated and poor performing city services14192 2.1.5.3 Manage city service catalog10062 2.2 Develop city services10080 2.2.1 Design, build, and pilot city services10083 2.2.1.1 Assign resources to city service development project10085 2.2.1.2 Develop city service design specifications

Hierarchy ID

Measure performance of city services against the comprehensive plan

Evaluate performance of city services against benchmark communities or standards

Identify existing city services that are obsolete or provide a poor return on investment

Confirm alignment of city service concepts with the comprehensive plan

Identify relationships, dependencies and redundancies between city services

Validate service viability through constituent surveys and interviews

C3

This process group encompasses all processes associated with product and service portfolio management, including the analysis of the current portfolio compared to market opportunities and the definition of requirements for new/evolved products and services using that analysis. This group also includes activities related to the alignment of new additions to the portfolio with corporate business strategy as well as the management of the product or service lifecycle. Preliminary research and development falls in this group, under 2.1.3 Perform discovery research.

C4

The Evaluate performance of existing products/services against market opportunities process is used to identify gaps between existing product/service capabilities or performance levels and the current market demand, available technologies, and customer requirements. This process culminates in the decision of whether or not to proceed with investments in the development of new deliverables. Input gathered from customers through exercises such as focus groups assess marketplace need. In addition, input can be gathered from internal or thirdparty service organizations to support the product/service evaluation. Although the marketplace may look for new technologies or techniques to enhance existing products and services, customers may not be willing to pay more for them. Accordingly, remember that perfection can be the enemy of good enough. Find out exactly what customers are willing to pay for, and ensure that efforts do not exceed the parameters of the development business case. This is especially important for global products where cost and availability issues may be more apparent.

C8

The Define product/service development requirements process encompasses the identification and capture of new product/ service requirements or potential improvements to current products/services. This process entails collaboration with members of the supply chain to ensure the feasibility of what is being defined in the requirements. For example, a product with manufacturing requirements that supply chain cannot currently fulfill requires a corporate decision to either upgrade manufacturing capabilities or abandon the new product. Enterpriselevel effects and needs must be considered. Depending on the nature of the final product or service, these requirements are often defined as a set of abilities, such as availability or reliability, that influence product development decisions.

C17

The Perform discovery research process encompasses those tasks and decisions associated with earlystage research and development—when product/service assumptions are greater than knowledge. Based on the gap between current product/service characteristics and new/changing requirements (from the marketplace, customers, or other business forces), organizations use this process to identify and develop new technologies in support of a new product. This process also includes an assessment of how feasible it is to incorporate those new or potential technologies into products and services. This process guides the funding and documentation of preliminary research and development projects and ensures that any findings (related to feasibility of technology or other recommendations) carry over to stagegate processes that drive overall product/service development. Consider the ramifications of being too “bleedingedge” (as opposed to being on the leading or cutting edge) with new products. Key stakeholders in the supply chain or marketplace may not be ready to adopt the latest and greatest technologies, increasing the risk that the product or service will not succeed or be adopted.

C18

Having evaluated the market needs and specified the requirements for new product or services, the Confirm alignment of product/service concepts with business strategy process is a reality check prior to significant investment by the organization. It ensures that the new product/service concepts are in line with overall business strategy. This process plans and develops the cost, quality, and risk targets for the new products/services. This process can also be used in the prioritization and timing of development activities if there are a number of concepts vying for funding or other scarce resources. This process is most useful when the business strategy is current. If the strategy is outdated, this process may trigger a review of the corporate business direction and drivers.

C32

The Manage product and service life cycle process describes how new products and services are conceived, introduced to the market, supported, and retired. This process also encompasses how new product performance in the marketplace is monitored and continuously improved. Introduction of the new product/service may be timed to coincide with key marketing opportunities. Products and services should be retired when their marketplace or cost effectiveness begins to decline below a predetermined threshold. Once a product or service has reached marketplace maturity, its performance indicators should be continuously refined.

C36

This process group relates to the design, development, and inservice configuration control of products and services. It encompasses traditional design, build, and evaluation processes; configuration and change management; manufacturing and production process planning; final product validation and verification; as well as data management, control, and exchange inter and intraenterprise. This process is where most of the product or service risk is identified, controlled, and mitigated. Typically, this process group consumes approximately 60 percent of all costs associated with bringing a new product or service to market.

C37

The Design, build, and evaluate product and services process describes the core engineering design and development of any new product/service introduction or existing product/service upgrade. The process includes planning the development of the product/service and assigning resources to deliver the plan. Building on the research and development efforts carried out earlier in the development lifecycle, these process activities further define the engineering intent based on customer specifications and input from marketplace gap analysis. Further detailed specifications may be developed as part of this process to ensure compliance to original requirements. This process can also include collaboration with customers to review progress and ensure compliance; with suppliers to stay current on any changes in requirements; and, where applicable, with regulatory bodies for product or service certification. Crossfunctional collaboration, in parallel with the pure design definition, will enable the capture and honing of manufacturing, tooling, production, quality, inspection, and inservice requirements. With the design underway, organizations may chose to create physical or virtual prototypes of the products to aid with compliance certification. They may also conduct customer acceptance testing to eliminate, as early as possible, any quality or reliability problems.



ID10087 2.2.1.3

10088 2.2.1.4 Build service proof of concept/pilot10089 2.2.1.5 Eliminate quality and reliability problems10090 2.2.1.6 Conduct service testing and evaluate feasibility10091 2.2.1.7 Identify design/development performance indicators10092 2.2.1.8 Collaborate on design with partners10082 2.2.2 Prepare for service delivery at scale10098 2.2.2.1 Develop and test service delivery process10099 2.2.2.2 Design necessary materials and equipment10100 2.2.2.3 Install and validate production process or methodology11417 2.2.2.4 Monitor production runs11418 2.2.2.5 Request service design change11419 2.2.2.6 Manage service design change orders

Conduct mandatory and elective external reviews (legal, regulatory, standards, internal)

C46

In the Prepare for production process, the organization develops and tests delivery processes through a prototyping cycle to ensure optimal production time and alignment with cost targets. This process also ensures that the production/ assembly/manufacturing lines are suitably equipped to meet the demands of the new product. If they are not, new material and equipment can be designed, ordered, delivered, and deployed. With the prototype process successfully tested and production or assembly rates realized, the fullscale production process or methodology may be installed and validated. Often the Prepare for production process is a key target for lean initiatives to ensure operational and cost efficiency.


PCF ID Name10004 3.0 Promote the City10101 3.1 Understand constituent needs and align to city capabilities10106 3.1.1 Perform constituent needs analysis10108 3.1.1.1 Conduct constituent research10109 3.1.1.2 Identify constituent segments10110 3.1.1.3 Analyze demographic trends10111 3.1.1.4

10112 3.1.1.5 Evaluate existing services against perception10107 3.1.2

10116 3.1.2.1 Quantify promotional opportunities10117 3.1.2.2 Determine target segments10118 3.1.2.3

10119 3.1.2.4 Validate opportunities10102 3.2 Develop promotional strategy11168 3.2.1 Define constituent value proposition11170 3.2.1.1

11171 3.2.1.2 Validate value proposition with target segments11172 3.2.1.3 Develop new branding10122 3.2.2 Define and manage channel strategy10126 3.2.2.1 Evaluate channel attributes and partners10127 3.2.2.2 Determine channel fit with target segments10128 3.2.2.3 Select channels for target segments10103 3.3 Develop service enrollment strategy10129 3.3.1 Develop enrollment forecast10134 3.3.1.1 Gather current and historic order information10135 3.3.1.2 Analyze enrollment trends and patterns10136 3.3.1.3 Generate enrollment forecast10137 3.3.1.4 Analyze historical and planned promotions and events10130 3.3.2 Develop partner/alliance relationships10138 3.3.2.1 Identify alliance opportunities10139 3.3.2.2

10140 3.3.2.3 Select alliances10141 3.3.2.4 Develop partner and alliance management strategies10142 3.3.2.5 Establish partner and alliance management goals10131 3.3.3 Establish overall service revenue projections10143 3.3.3.1 Calculate service revenue10144 3.3.3.2 Determine variable costs10145 3.3.3.3 Determine overhead and fixed costs10146 3.3.3.4 Calculate net gain/loss10147 3.3.3.5 Create budget

Hierarchy ID

Analyze competing organizations, competitive/substitute services

Evaluate and prioritize promotion opportunities for city initiatives and/or services

Prioritize opportunities consistent with capabilities the comprehensive plan

Develop value proposition including brand positioning for target segments

Design alliance programs and methods for selecting and managing relationships

C3

This process group includes all processes required to research and understand customers, the market, and the organization’s related opportunities. It also addresses developing and managing brands, defining and managing a channel strategy and aggregating and managing customer marketing. Pre-planning clinics are conducted, demand information is collected, customer profiles are created, and unconstrained and constrained forecasts are developed.

C4

In the Perform customer and market intelligence analysis process, an organization researches the market and collects/ reviews data about its customers. This may be accomplished through surveys, secondary research, customer feedback repositories, customer conversations, polls, etc. Contacting and/or profiling existing customers is a key way to determine which marketing strategies work and which do not. During this process, the organization also looks internally at its existing offerings and at the current business environment, gathering data and charting trends. The information collected here will be used in process 3.1.2 Evaluate and prioritize market opportunities. Before starting this process, identify your target buyer, any obstacles in reaching that buyer, and risks associated with entering that market. Redefine this target buyer if research reveals new markets and potential customers. Importantly, map out the customer buying cycle during this process. Determining the customer buying cycle allows marketing and sales to reach customers before budgets are locked and at optimal times of the year.

C10

During the Evaluate and prioritize market opportunities process, an organization takes the information and analysis gathered in process 3.1.1 Perform customer and market intelligence analysis and determines which opportunities exist to connect with customers in the marketplace. Organizations typically begin by identifying where new touch points can be gained or where new customer bases may exist. Then, those opportunities are prioritized according to the resources, strategic direction, and availability of the organization. Organizations also segment customers into meaningful categories during this process and verify that the opportunities identified can be pursued from every angle of the business.

C15

In this process group, an organization defines its market strategy in concrete terms. It takes the research accomplished in process element “develop marketing, distribution, and channel strategy” and develops specific offerings, pricing plans, and channel strategies according to the value these efforts would provide to the organization.

C16

The Define offering and customer value proposition process includes all processes necessary to develop and flesh out the details of a customer or market offering. These offerings should address and align with customer needs as determined in process group 3.1. This process also includes the development and positioning of any new, related branding for the target customer segments outlined in activity 3.1.2.2 Determine target segments. Use customer case studies and qualifications to support your proposition.

C20

The Define and manage channel strategy process encompasses all the activities needed to identify the appropriate channels to market to different customer segments (as defined in activity 3.1.2.2 Determine target segments). This involves finding channel partners, ensuring that the channels align with organizational strategy for each segment, and the final channel selection process.

C24

Process group “develop sales strategy” includes the processes for creating concrete sales plans including forecasts, budgets, partnerships, goals, and measures.

C25

In the Develop sales forecast process, an organization analyzes its historic sales order trends to generate a new forecast for the products and services currently in the portfolio. It also looks at patterns and results related to past promotions and events in order to predict outcomes of those planned for the future.

C30

The Develop sales partner/alliance relationships process deals with the activities needed to identify, research, negotiate, and finalize partnerships and alliances with other entities. These relationships should further the organization’s goals and align with market strategy developed in process group 3.2 Develop marketing strategy.

C36

The Establish overall sales budgets process includes all activities related to setting up a financial plan for sales. During this process, the organization calculates revenue, costs, and profit; compares these to forecasted and historical data; and creates a budget based on actual and reasonable assumptions and goals



ID10132 3.3.4 Establish service revenue goals and measures10104 3.4 Develop and manage service promotional plans10148 3.4.1

10149 3.4.2 Establish promotional budgets10155 3.4.2.1 Confirm promotion alignment to comprehensive plan10156 3.4.2.2 Determine costs of promotion10157 3.4.2.3 Create promotions budget10150 3.4.3 Develop and manage media10158 3.4.3.1 Define media objectives10159 3.4.3.2 Develop marketing messages10160 3.4.3.3 Define target audience10161 3.4.3.4 Engage media provider10162 3.4.3.5 Develop and execute advertising11253 3.4.3.6 Develop and execute other campaigns/programs11254 3.4.3.7 Assess brand/service promotions performance10151 3.4.4 Develop and manage pricing10163 3.4.4.1 Establish pricing policy parameters18387 3.4.4.2 Determine service pricing structure10164 3.4.4.3 Execute pricing plan10165 3.4.4.4 Evaluate pricing performance10166 3.4.4.5 Refine pricing as needed10152 3.4.5 Develop and manage promotional activities10167 3.4.5.1 Define promotional concepts10168 3.4.5.2 Plan and test promotional activities10169 3.4.5.3 Execute promotional activities10170 3.4.5.4 Evaluate promotional performance metrics10171 3.4.5.5 Refine promotional performance metrics10172 3.4.5.6 Incorporate learning into future/planned consumer promotions

10153 3.4.6 Track customer management measures10174 3.4.6.1 Analyze constituent revenue trends10175 3.4.6.2 Analyze constituent attrition and retention rates10176 3.4.6.3 Analyze constituent metrics10177 3.4.6.4

10105 3.5 Develop and manage service enrollment plans10188 3.5.1 Identify potential service subscribers10183 3.5.2 Manage service consumer/subscriber accounts11174 3.5.2.1 Manage consumer/subscriber relationships14208 3.5.2.2 Manage customer master data10185 3.5.3 Manage service requests10194 3.5.3.1 Accept and validate service requests10195 3.5.3.2

Establish goals, objectives, and metrics for services by channels/segments

Revise constituent strategies, objectives, and plans based on metrics

Collect and maintain service consumer/subscriber account information

C42

During the Establish sales goals and measures process, the organization analyzes historical sales data and the performance of sales personnel. It compares forecasts to actuals and looks at the assessment of the market as created within process group 3.1 Understand markets, customers, and capabilities. Based on this information, the organization establishes its sales goals along with measures that align with overall business strategy.

C43

Based on strategy established within “develop marketing strategy” and through coordination with sales strategies established in “develop sales strategy,” the organization creates specific plans to market its offerings to customers within this process group. This process group includes processes for making budgets, identifying and developing media, pricing products and services, managing packaging, managing marketing content and promotional activities, tracking and responding to customer insight and monitoring measures established within “develop marketing strategy”. Additionally, in this process group, organizations take action on plans made in earlier processes. Here, marketing and customers are managed and measured along with any supporting materials.

C44

The Establish goals, objectives, and metrics for products by channels/segments process relies on customer segments and channels set in process groups 3.1 and 3.2. In this process, the organization determines its priorities and the metrics that will reflect how well those priorities are being achieved. To do this, the organization looks at measures identified in processes 3.3.4 Establish sales goals and measures and 3.3.5 Establish customer management measures and applies these to specific customer segments, basing its choices on current top goals and strategic initiatives.

C45

In the Establish marketing budgets process, an organization ensures that marketing plans align with business strategy and, based on those links, determines how those plans should be budgeted. This includes making cost assumptions, forecasting return on investment, and attributing the costs to the appropriate areas of the business. This process is often accomplished prior to process 3.1.1 Perform customer and market intelligence analysis; the timing will differ from organization to organization, depending on the budgeting schedule and which departments handle that process.

C49

The Develop and manage media process involves any kind of media the organization chooses to use to market its offerings to customers. The choice of media should be determined based on customer characteristics and market strategy. This process includes the sourcing and engagement of media providers as well as the actual creation of media materials and the messages they contain. Defining the ultimate objectives for each piece of media and assessing the performance of media against marketing plans and projections also take place here Begin this process early, engaging with public relations firms and external contacts well in advance of campaigns. Give the media time to gain interest.

C57

During the Develop and manage pricing process, the organization determines pricing plans for its offerings based on forecasted sales and the characteristics of its customers. This process is ongoing throughout the lifecycle of a product or service and depends on market, customer, sales, and production costs. Activity 3.4.4.3 Evaluate pricing performance can be executed at any time to reexamine pricing thresholds and schedules, and changes can be made in activity 3.4.4.4 Refine pricing as needed.

C63

The Develop and manage promotional activities process encompasses all activities related to conceptualizing, testing, executing product/service/brand promotions. Once a promotion has launched, this process continues as the organization tweaks parts of the promotion or chooses to use ideas or lessons learned during the promotion in future activities. The promotion’s performance according to organizational measures is also evaluated in this process. Determine early on whether you need third party help with promotion. You may need to purchase lists, consult with social media experts, hire seasonal staff, or pay for additional research

C70

The Track customer management measures process focuses on the analysis of customer data in order to refine strategy and marketing plans. These measures are primarily quantitative, but qualitative information can be used as well. Focus on the value of customers and their responsiveness to marketing campaigns and promotions to determine priorities and tactics for reaching customers more effectively.

C75

Develop and manage sales plans includes the processes required to manage sales on an ongoing basis. From the generation of leads and the development and management of fleet and corporate bids and proposals to continuous customer/account management, this process group covers the activities an organization uses to sell products and services. These processes are often highly linked to processes within categories “deliver products and services” and "manage customer service,” and sales must align with these categories in order to set customer expectations appropriately. Sales staff must deal with customers based on products and services the organization actually provides, using the same schedule that product/service development, production, and customer service follow. This process group also includes some processes related to managing sales personnel and partnerships/alliances sales may form with other entities.

C77

During the Manage customers and accounts process, the organization develops and executes customer relationship management plans. This includes the accumulation of customer data in the appropriate tools (IT applications and systems) and the administrative management of proactive and responsive customer contact and facilitation methods (processes you have mapped for responding to customer inquiries and making scheduled contact).

C80

Once a sale has been achieved, the Manage sales orders process begins. It involves the acceptance/validation of sales orders, coordination with other departments required to fulfill the orders, data entry, and followup activities such as inquiries and reports of transactions.



ID10196 3.5.3.3 Determine service availability10197 3.5.3.4 Determine fulfillment process10198 3.5.3.5

10199 3.5.3.6 Process back orders and updates10200 3.5.3.7

10187 3.5.4 Manage partners and alliances10211 3.5.4.1 Provide enrollment training to partners/alliances10212 3.5.4.2 Develop enrollment forecast by partner/alliance10213 3.5.4.3 Agree on partner and alliance commissions10214 3.5.4.4 Evaluate partner/alliance results

Enter orders into system and identify/perform cross-sell/up-sell activity

Handle order inquiries including post-order fulfillment transactions

C88

The Manage sales partners and alliances process incorporates activities required to manage working relationships with external sales or channel entities. The process involves training new partners in the organization’s offerings and sales strategy, developing a cooperative forecast based on the expected output of the partner and their requirements of the organization, determining appropriate compensation, measuring and evaluating the results, tracking data, and analyzing progress. The organization should regularly review, prioritize, and update these partnerships in process 3.3.2 Develop sales partner/alliance relationships.


PCF ID Name10005 4.0 Deliver City Services10215 4.1 Plan and align resources10221 4.1.1 Determine service delivery capacity and resource requirements

10229 4.1.1.1 Define service delivery goals10230 4.1.1.2 Apply labor and materials policies10231 4.1.1.3 Apply outsourcing policies10232 4.1.1.4 Apply capital expense policies10233 4.1.1.5 Define service capacities10234 4.1.1.6 Define resource constraints and alternatives14193 4.1.1.7 Define service delivery process14194 4.1.1.8 Define workplace layout and infrastructure10222 4.1.2 Manage demand for products and services18388 4.1.2.1 Determine sustainable demand range10235 4.1.2.2 Develop baseline forecasts (min/max)10236 4.1.2.3 Collaborate with constituents10237 4.1.2.4 Develop consensus forecast10239 4.1.2.5 Monitor activity against budget10240 4.1.2.6 Evaluate and revise budgeting approach10241 4.1.2.7 Measure budget accuracy18389 4.1.3 Manage demand for facilities18390 4.1.3.1 Determine facility availability18391 4.1.3.2 Forecast facility demand18392 4.1.4 Cross-service planning and coordination18393 4.1.4.1 Plan for city-wide events18394 4.1.4.2 Plan for emergencies17042 4.1.5 Service distribution requirements10253 4.1.5.1 Determine service availability requirements at destination10254 4.1.5.2 Calculate requirements at destination10255 4.1.5.3 Calculate consolidation at source10256 4.1.5.4 Manage collaborative resource replenishment planning10257 4.1.5.5 Manage requirements for suppliers10258 4.1.5.6 Calculate destination dispatch plan10259 4.1.5.7 Manage dispatch plan attainment10260 4.1.5.8 Calculate destination load plans10261 4.1.5.9 Manage partner load plan10262 4.1.5.10 Manage cost of supply10263 4.1.5.11 Manage capacity utilization10226 4.1.6 Establish physical service constraints10267 4.1.6.1 Establish the physical constraints of the city10268 4.1.6.2 Establish inventory constraints10269 4.1.6.3 Establish delivery constraints10216 4.2 Procure materials and services10277 4.2.1 Develop sourcing strategies10281 4.2.1.1 Develop procurement plan

Hierarchy ID

C3

This category includes all processes that are involved in planning, including managing the demand for products and services, creating a materials plan, and scheduling production to meet actual demand. Sales and operations planning activities are included in this process group. Key sales and operations planning activities result in the development of the sales and production plan. The processes in this group may be performed regularly (i.e. at the beginning of each period).

C13

“Manage demand for products and services” is the process that defines the activities used to predict demand for products and services, including forecast measurements (such as baseline and consensus), collaboration with customers, and allocating availabletopromise inventory or capabletopromise capacity. Various types of demand are considered in this process, including firm demand, opportunity demand, and forecasted demand; these comprise the overall demand plan. Note that demand management can take on a different aspect through the use of promotions and pricing in cases where demand must be constrained due to limited availability, or where there is a goal to motivate purchases of certain products or services. An important measure for this process is forecast accuracy percentage.

C43

The “procure materials and services” process group addresses the collaborative sourcing that takes place based upon the Production Order (refreshed monthly, weekly and even daily) to supply the factory lines as needed. It includes the business activities of procurement planning, purchasing, and sourcing beginning with developing sourcing strategies for materials and services, the selection of suppliers to provide the materials and services, the development and maintenance of the corresponding contracts, and the ordering of materials and services. This process also includes planning for inbound parts that will be used in the manufacture of the vehicle, the management of suppliers and inventory as well as the evaluation of vendors. Finally, the performance of the procurement function is assessed. Procurement includes both direct and general items, for example, production parts and products (OEM); repair parts; maintenance, repair, and operating (MRO) supplies; and services (administrative and technical). Procurement may also include subcontracted labor resources.

C44

Developing sourcing strategies, also known as “supplier portfolio strategies,” comprises multiple activities including clarifying purchasing requirements, matching needs to supplier capabilities, analyzing a company’s spend profile to identify highopportunity categories, matching the most effective sourcing strategy by category, seeking opportunities to improve efficiency and value, and collaborating with suppliers to identify sourcing strategies. The process may include the development of a timeline that incorporates sourcing milestones for each category of sourced product or service. Sourcing strategies are occasionally identified by category or supplier, for example, reverse auction, request for information (RFI), request for proposal (RFP), request for quote (RFQ), or consortium. For services business that are human resourcecentric, the sourcing strategy will include sources of supply other than those that are procured. For example, inhouse, lowcost labor from other geographies, lowcost labor from alternate employee categories (e.g., retirees that reenter the company with a modified employment type), use of affiliates, or a joint venture. All of these elements are used to create a procurement strategy and plan that guides purchasing activities with a focus on reducing total cost of supply and creating a balanced supplier portfolio.



ID10282 4.2.1.2 Clarify purchasing requirements10283 4.2.1.3 Develop inventory strategy10286 4.2.1.4 Seek opportunities to improve efficiency and value10287 4.2.1.5 Collaborate with suppliers to identify sourcing opportunities18395 4.2.1.6

10278 4.2.2 Select suppliers and develop/maintain contracts18396 4.2.2.1 Align scope specifications with service delivery goals10288 4.2.2.2 Select suppliers10289 4.2.2.3 Certify and validate suppliers10290 4.2.2.4 Negotiate and establish contracts10291 4.2.2.5 Manage contracts10279 4.2.3 Order materials and services10292 4.2.3.1 Process/Review requisitions10293 4.2.3.2 Approve requisitions10294 4.2.3.3 Solicit/Track vendor quotes10295 4.2.3.4 Create/Distribute purchase orders10296 4.2.3.5 Expedite orders and satisfy inquiries10297 4.2.3.6 Record receipt of goods10298 4.2.3.7 Research/Resolve exceptions10280 4.2.4 Manage vendors10299 4.2.4.1 Monitor/Manage vendor information10300 4.2.4.2 Prepare/Analyze procurement and vendor performance10301 4.2.4.3 Support inventory processes10302 4.2.4.4 Monitor quality of product/service delivered18397 4.3 Issue licenses and permits18398 4.3.1 Issue/Renew licenses18399 4.3.1.1 Process license application18400 4.3.1.2 Administer test18401 4.3.1.3 Verify compliance with codes and requirements18402 4.3.1.4 Issue license18403 4.3.2 Issue permits18404 4.3.2.1 Process permit application18405 4.3.2.2 Review plans18406 4.3.2.3 Verify code requirements18407 4.3.2.4 Perform inspections18408 4.3.2.5 Issue permit18409 4.4 Issue certificates and verify identity and entitlements18410 4.4.1 Issue certificates18411 4.4.2 Verify entitlements or eligibility18412 4.4.3 Verify constituent identity18413 4.5 Conduct inspections, investigations and surveillance18414 4.5.1 Conduct inspections18415 4.5.1.1 Define scope of inspection18416 4.5.1.2 Notify affected parties of inspection scope

Collaborate with regional or neighboring governments for sourcing opportunities

C51

The process to select suppliers and develop/maintain contracts is responsible for selecting suppliers (typically through a request for information [RFI], request for proposal [RFP], or request for quote [RFQ] process) to create business value, reduce cost, and ensure quality. The process comprises multiple activities including identifying categories of purchase, matching suppliers by category, certifying and validating suppliers, and negotiating and managing contracts

C57

“Order materials and services” is the process of planning, ordering, and executing the physical delivery of materials and services from suppliers to the points of need and use. This process comprises multiple activities including processing/ reviewing requisitions, approving requisitions, soliciting/tracking vendor quotes, creating/distributing purchase orders, expediting orders to satisfy special requests, and researching/resolving exceptions.

C65

Appraising and developing suppliers is the process of developing and managing programs and policies for interacting with suppliers and measuring/improving their performance. This includes monitoring and managing supplier information, preparing/analyzing spend and vendor performance (including meeting quality standards) supporting inventory and production processes, and the creation/implementation of suppler training and certification programs



ID18417 4.5.1.3 Validation of compliance18418 4.5.1.4 Issue notice to comply18419 4.5.1.5 Issue violation18420 4.5.1.6 Summarize inspection results18421 4.5.2 Conduct investigations18422 4.5.2.1 Preliminary analysis and case initiation18423 4.5.2.2 Authenticate the claim18424 4.5.2.3 Obtain facts and evidence18425 4.5.2.4 Determine cause?18426 4.5.2.5 Recommend prosecution or issuance of violation18427 4.5.2.6 Close investigation18428 4.5.3 Conduct surveillance18429 4.6 Handle and process waste18430 4.6.1 Handle material waste18431 4.6.1.1 Collect waste material18432 4.6.1.1.1 Manage schedule18433 4.6.1.1.2 Manage vendors18434 4.6.1.1.3 Manage bins18435 4.6.1.2 Sort waste material18436 4.6.1.3 Recycle18437 4.6.1.4 Maintain landfill18438 4.6.1.5 Evaluate future capacity needs18439 4.6.2 Handle wastewater18440 4.6.2.1 Maintain wastewater collection infrastructure18441 4.6.2.2 Maintain wastewater treatment infrastructure18442 4.6.2.3 Monitor capacity of system18443 4.6.2.4 Evaluate future capacity needs18444 4.6.2.5 Treat wastewater18445 4.6.2.6 Monitor quality of treated water18446 4.6.3 Build awareness for responsible usage of the environment18447 4.6.3.1 Manage training and waste education programs18448 4.6.3.2 Organise recycling events and roadshows18449 4.6.3.3 Develop invenctives and rewards18450 4.7 Maintain parks, greenspaces and provide recreation18451 4.7.1 Maintain parks18452 4.7.1.1 Maintain infrastructure (play equipment, shelters, restrooms)18453 4.7.1.2 Establish usage rules18454 4.7.1.3 Monitor constituent usage for safety/environment impact18455 4.7.1.4 Removal of snow/debris18456 4.7.1.5 Irrigate, mow turf18457 4.7.1.6 Evaluate future capacity needs18458 4.7.1.7 Maintain hardscapes18459 4.7.2 Maintain green spaces18460 4.7.2.1 Evaluate future capacity needs18461 4.7.2.2 Develop policies for usage



ID18462 4.7.3 Manage reservations18463 4.7.3.1 Develop policies18464 4.7.3.2 Set fees18465 4.7.3.3 Maintain schedules18466 4.7.4 Provide recreational services18467 4.7.4.1 Manage recreational facilities18468 4.7.4.2 Develop recreatonal activies for all ages and abilities18469 4.7.4.3 Establish recreation fee schedule18470 4.7.4.4 Monitor usage and feedback18471 4.8 Provide public safety services18472 4.8.1 Manage emergency dispatch services18473 4.8.1.1 Manage public safety answering points18474 4.8.1.2 Identify caller and location18475 4.8.1.3 Route calls to the public safety answering point18476 4.8.1.4 Handle emergency calls18477 4.8.1.5 Coordinate emergency response18478 4.8.1.6

18479 4.8.2 Manage emergency medical services18480 4.8.2.1 Respond to medical calls18481 4.8.2.2 Monitor callout times18482 4.8.2.3 Complete post-call reports18483 4.8.2.4 Maintain proper inventory of medical supplies18484 4.8.2.5 Evaluate coverage area for location of new stations18485 4.8.2.6 Evaluate future capacity needs18486 4.8.3 Manage fire services18487 4.8.3.1 Respond to fire calls18488 4.8.3.2 Monitor callout times18489 4.8.3.3 Complete post-call reports18490 4.8.3.4 Educate the public on fire safety and prevention18491 4.8.3.5 Support public events18492 4.8.3.6 Monitor/maintain fire hydrants and water infratstructure18493 4.8.4 Enforce regulations18494 4.8.4.1 Monitor compliance18495 4.8.4.2 Issue violation notification18496 4.8.4.3 Establish mediation standards18497 4.8.5 Seizures18498 4.8.5.1 Document assets seize18499 4.8.5.2 Provide adequate protection until adjudication18500 4.8.5.3 Establish guidelines for disposition of assets18501 4.9 Manage corrections and detentions18502 4.9.1 Operate correction and/or detention facilities18503 4.9.1.1 Segment offender population18504 4.9.1.2 Manage offender work programs18505 4.9.1.3 Manage offender incentive programs

Route calls to appropriate public safety departments or agencies



ID18506 4.9.2 Manage offender population18507 4.9.2.1 Process new inmates18508 4.9.2.2 Provide basic care for inmates18509 4.9.2.3 Transfer inmates18510 4.9.2.4 Provide job training and education services18511 4.9.3 Manage parole and work release programs18512 4.9.3.1 Determine eligibility18513 4.9.3.2 Determine offender status18514 4.9.3.3 Parole offenders18515 4.9.3.4 Monitor parolees18516 4.9.3.5 Release inmates18517 4.10 Manage transportation systems18518 4.10.1 Develop transportation system plans18519 4.10.1.1 Evaluate state of transportation infratructure18520 4.10.1.2 Monitor and evaluate transportation needs18521 4.10.1.3

18522 4.10.1.4 Establish long range plan for transportation system18523 4.10.2 Monitor transportation systems18524 4.10.2.1 Design transportation monitoring systems18525 4.10.2.2 Monitor transport systems18526 4.10.2.2.1 Identify transportation incidents18527 4.10.2.2.2 Reroute transportation providers18528 4.10.2.2.3 Notify affected transport maintenance18529 4.10.3 Marine and waterway services18530 4.10.3.1 Manage moorings18531 4.10.3.2 Manage safety18532 4.10.3.3 Manage access18533 4.10.4 Provide public transport services18534 4.10.4.1 Manage public transport fares and schedules18535 4.10.4.2 Operate transportation vechicles18536 4.10.4.3 Maintain stops and shelters18537 4.10.4.4 Maintain accessibility of public transport (disabled access)18538 4.10.5 Manage and maintain roadways18539 4.10.5.1 Perform roadway maintenance18540 4.10.5.1.1 Roads marking and signage18541 4.10.5.1.2 Grass cutting, Gritting and Snow Clearance18542 4.10.5.1.3 Roads and pavements repairs18543 4.10.5.1.4 Maintenance of streetlights, illuminated signs and bollards18544 4.10.5.2 Maintain road safety18545 4.10.5.2.1 Manage speed limits18546 4.10.5.2.2 Remove road nuisances and obstructions18547 4.10.5.2.3 Manage Vehicle Activated Signs (VAS)18548 4.10.5.2.4 Manage Children and school safety zones18549 4.10.5.2.5 Clean streets and parking facilicities

Coordinate transport services with intergovernment organizations



ID18550 4.10.5.2.6 Removal of abandoned vehicles18551 4.10.6 Manage walking and cycling infrastructure18552 4.10.6.1 Establish adequate pedestrian/bike thruways18553 4.10.6.2 Manage cycling routes and walking paths18554 4.10.6.3 Manage cycling and walking maps18555 4.10.6.4 Manage public right of the way18556 4.10.7 Manage taxi services18557 4.10.7.1 Managing taxi ranks18558 4.10.7.2 Manage and maintain taxi stands10218 4.11 Deliver service to constituent10320 4.11.1 Confirm specific service requirements for individual constituent

10324 4.11.1.1 Process constituent request10325 4.11.1.2 Create constituent customer profile10326 4.11.1.3 Generate service order10321 4.11.2 Identify and schedule resources to meet service requirements10327 4.11.2.1 Create resourcing plan and schedule10328 4.11.2.2 Create service order fulfillment schedule10329 4.11.2.3 Develop service order10322 4.11.3 Provide service to specific constituent10330 4.11.3.1 Organize daily service order fulfillment schedule10331 4.11.3.2 Dispatch resources10332 4.11.3.3 Manage service order fulfillment progress10333 4.11.3.4 Validate service order fulfillment block completion10323 4.11.4 Ensure compliance with quality of service level10334 4.11.4.1 Identify completed service orders for feedback10335 4.11.4.2 Identify service failures10336 4.11.4.3 Solicit customer feedback on services delivered10337 4.11.4.4 Process customer feedback on services delivered18559 4.11.4.5 Report compliance to service level mandates

C232

This category includes all of the processes that are included in servicing products produced elsewhere in the supply chain. These processes include confirming the specific service requirements, identifying and scheduling resources to meet the service delivery requirements, providing the specific service to the customer, and ensuring that the quality standards are met and the quality of the service is acceptable to the customer.

C233

This process includes creating or updating a customer profile record, processing individual customer requests and generating service orders. This may involve systems like customer segmentation, customer relationship management (CRM), order management, etc. As part of the process, external and internal customer service audits may be conducted by the company

C237

This process requires creating a resource plan/schedule and an order fulfillment schedule. The resources could include any of the following: personnel, raw materials, equipment, time frames, and finances. Customer service needs might require product development, shipping options, inventory management, order tracking, returns management, etc.

C241

This process involves organizing the daily product service order fulfillment schedule, dispatching resources, managing the order fulfillment request, and validating the order fulfillment block completion. This process does not address planning and management of ongoing service and service agreements; it only addresses the specific onetime product fix or replacement activities.

C246

To ensure the quality of service, a company can identify completed product service orders and solicit customer feedback on delivery expectations as a part of the improvement process.


PCF ID Name10006 5.0 Engage Constituents10378 5.1 Develop constituent service strategy10401 5.3.1

10404 5.3.1.1

10405 5.3.1.2

10406 5.3.1.3

10407 5.3.1.4 Provide constituent feedback to service center leaders10402 5.3.2

11236 5.3.2.1

11237 5.3.2.2

10403 5.3.3 Measure constituent satisfaction with city services11238 5.3.3.1

11239 5.3.3.2

11240 5.3.3.3

11241 5.3.3.4

10381 5.1.1

10384 5.1.1.1 Analyze existing constituent10385 5.1.1.2 Analyze feedback of constituent needs10382 5.1.2 Define constituent service policies and procedures10383 5.1.3 Establish service levels for constituent18560 5.1.4 Establish constituent management measures10379 5.2 Plan and manage constituent service center operations10387 5.2.1 Plan and manage constituent service work force10390 5.2.1.1 Forecast volume of constituent service contacts10391 5.2.1.2 Schedule constituent service work force10392 5.2.1.3 Track work force utilization10393 5.2.1.4

10388 5.2.2 Manage constituent service requests/inquiries10394 5.2.2.1 Receive constituent requests/inquiries10395 5.2.2.2 Route constituent requests/inquiries10396 5.2.2.3 Respond to constituent requests/inquiries18561 5.2.3 Manage information requests

Hierarchy ID

Measure constituent satisfaction with service center requests/inquiries handling

Gather and solicit post-delivery constituent feedback on service center effectivenessSolicit post-delivery constituent feedback on promotion effectivenessAnalyze service satisfaction data and identify improvement opportunities

Measure constituent satisfaction with complaint handling and resolution

Solicit constituent feedback on complaint handling and resolutionAnalyze constituent complaint data and identify improvement opportunities

Gather and solicit post-service delivery feedback on city servicesSolicit post-service delivery feedback on promotion effectivenessAnalyze city service satisfaction data and identify improvement opportunitiesProvide constituent feedback to department/agency leaders for city services

Develop constituent service segmentation/prioritization (e.g., tiers)

Monitor and evaluate quality of constituent interactions with service representatives

C2

The use of category 5.0 processes will depend on the nature of an organization’s business. At some organizations—such as those in telecommunications, food service, customer contact services, or retail—the core business (or a significant portion of the business) is customer service. In these cases, category 4.0 Deliver Products and Services may be more appropriate—in particular, process group 4.4 Deliver service to customer. When thinking about the distinction between the delivery of a service and the “customer service” function, remember that the employee or group that delivers an initial service to a customer (such as a restaurant server or retail store cashier) is often not the same person or group that deals with customer inquiries, requests, and complaints after the fact. Those who deal with customers before and after the delivery of a service are typically working within the category 5.0 Manage Customer Service. Those delivering the service are working within 4.0 Deliver Products and Services. The distinction between the two depends on the needs of the organization. As long as the organization is consistent in its use of particular processes for certain business activities, the framework structure will work. But typically, categories 4.0 and 5.0 deal with activities related to actual provision of the product or service (4.0) and activities related to customer contact before or after that provision (5.0). Note that not all key performance indicators (KPIs) listed in this document will apply to every organization. The KPIs selected by an organization depend on its structure, strategy, and critical objectives.

C3

Process group 5.1 Develop customer care/customer service strategy involves understanding and segmenting customers, creating policies to govern customer service, and setting service targets and priorities. Some of these determinations may be informed by segmentation and relationship building that occurred within process category 3.0 Market and Sell Products and Services. This strategy governs the way the organization provides service to customers proactively or in response to customer requests/issues

C4

In the Measure customer satisfaction with customer requests/inquiries handling process, the organization gathers information from customers about their experience dealing with customer service, whether through an inquiry, a sales transaction, or other interaction with customer service representatives. (Note that the measurement of complaint handling occurs in process 5.3.2, and customer satisfaction with the products and services themselves is measured in process 5.3.3.) This information may be collected in person, through surveys, by interviewing customers, in online forms, by retrieving it from other areas of the business, or through other methods. This process includes both the solicitation and analysis of feedback along with reporting any feedback and conclusions to management. Feedback may be analyzed quantitatively or qualitatively, depending on the nature of the customer responses and the needs of the organization. Likewise, the reporting methods should match the standards of the organization, whether through spreadsheets, meetings, or online tools. The extent, duration, and frequency of the evaluation will also depend on the organization and its business.

C9

In the Measure customer satisfaction with customer complaint handling and resolution process, the organization gathers information from customers about how their complaints were handed by customer service representatives. (Note that the measurement of noncomplaint inquiries occurs in process 5.3.1, and customer satisfaction with the products and services themselves is measured in process 5.3.3.) This information may be collected in person, through surveys, by interviewing customers, in online forms, by retrieving it from other areas of the business, during the complaint resolution process (5.2.3), or through other methods. This process includes both the solicitation and analysis of feedback along with the reporting of feedback and conclusions to management. Activity 5.3.2.2 Analyze customer complaint data and identify improvement opportunities includes the analysis of the data and any work completed internally to make improvements. The analysis of the complaint often results in actions within other process categories—for example, improving the customer experience with billing (category 8.0) or by altering the nature of the products/services themselves (2.0 or 4.0). Feedback may be analyzed quantitatively or qualitatively, depending on the nature of the customer responses and the needs of the organization. The customer satisfaction data for complaints is typically gathered at the time of the complaint on all complaints but still may be aggregated with data gathered in process 5.3.1 Measure customer satisfaction with customer requests/inquiries handling.

C12

In the Measure customer satisfaction with products and services process, the organization gathers information from customers about their experience with the products and services themselves. (Note that the measurement of customer inquiry handling occurs in process 5.3.1, and the measurement of complaint handling occurs in process 5.3.2.) Organizations may chose to track these activities here (in process 5.3.3) or through activities 4.4.4.3 Solicit customer feedback on services delivered and 4.4.4.4 Process customer feedback on services. This decision usually depends on the strategic use of an organization’s customer service Wherever this information is tracked, it may be collected in person, through surveys, by interviewing customers, in online forms, by retrieving it from other areas of the business, or through other methods. This process includes both the solicitation and analysis of feedback along with the reporting of feedback and conclusions to management and other areas of the business as necessary. Feedback received here can inform activities 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2.2 Identify potential new products and services, and 3.1.1.1 Conduct customer and market research. Customer satisfaction data may be analyzed quantitatively or qualitatively, depending on the nature of the customer responses and the needs of the organization. Likewise, the reporting methods should match the standards of the organization, whether through spreadsheets, meetings, or online tools. The extent, duration, and frequency of the evaluation will also depend on the organization and its business. The communication of this information throughout the business may be essential to the growth of the business and its overall understanding of customer needs.

C17

During the Develop customer service segmentation/prioritization process, an organization analyzes its existing customers and any feedback it has received. Based on research and customer characteristics and needs, the organization develops an appropriate customer segmentation plan and links customers with the appropriate segment. The organization also prioritizes customers and the types of issues that should be escalated in priority.

C20

The Define customer service policies and procedures process encompasses all the steps required to develop a set of policies and procedures for dealing with customer inquiries, requests, issues, and outreach. These policies govern the actions of employees who provide customer service, and the particulars depend on the kinds of customer service offered by the organization and the importance of customer service to the profitability of the business.

C21

In the Establish service levels for customers process, the organization determines the degree of service it will provide, sometimes differing according to customer segment or type of issue. These targets may be referenced on organizational or individual employee scorecards and are typically communicated to employees during the onboarding process. These levels may be linked to the policies constructed in process 5.1.2 Define customer service policies and procedures.

C23

This process group involves the development of plans and management standards for the customer service work force and the actual processing and management of customer service requests, inquiries, and complaints. The way these processes are performed depends heavily on the strategy, policies, and service levels established in process group “develop post vehicle sale, customer care/customer service strategy”.

C24

The Plan and manage customer service work force process concentrates on managing customer service personnel specifically, over and above the activities that reside within process category 6.0 Develop and Manage Human Capital. Customer service employee planning requires the organization to forecast the volume of contact the customer service function is likely to receive within the quarter (and/or other time periods as necessitated by the business). Based on that forecast and knowledge of typical customer contact cycle times and desired service levels, the organization can determine how many employees are required and how they should be scheduled. The scheduling of the work force is based on many factors, including historical service trends and anticipated highvolume time periods. During this process, the work force’s time and utilization is also tracked to enable accurate forecasting in future years. In addition to tracking utilization, the quality of customer interactions is also monitored and measured in this process. The criteria for evaluating customer interactions depends on the nature of the business and the service levels established in process 5.1.3 Establish service levels for customers.

C29

The Manage customer service requests/inquiries process deals with the actual receipt, routing, and response to customer requests/inquiries. This process depends on the planning that occurred in process group 5.1 and process 5.2.1. The customer service representatives themselves accomplish these activities, and their performance is measured in process group 5.3 Measure and evaluate customer service operations.



ID18562 5.2.3.1 Receive information request18563 5.2.3.2

18564 5.2.3.3 Route information requests to responsible agency/department

18565 5.2.3.4 Assemble information18566 5.2.3.5 Respond to information requests10389 5.2.4 Manage constituent complaints10397 5.2.4.1 Receive constituent complaints10398 5.2.4.2 Route constituent complaints10399 5.2.4.3 Resolve constituent complaints10400 5.2.4.4 Respond to constituent complaints18567 5.2.5 Manage cases18568 5.2.5.1 Assess case context/situation18569 5.2.5.2 Select/define the best case management approach18570 5.2.5.3 Facilitate communication amongst case stakeholders18571 5.2.5.4 Explore alternative solutions to resolve the case18572 5.2.5.5 Coordinate the delivery of services18573 5.2.5.6 Close the case and document the outcomes10380 5.3 Measure and evaluate constituent service operations

Validate information request complies with regulations and policies

C39

The Manage customer complaints process deals with every aspect of customer complaints, from initial receipt and routing to resolution and response. This process depends on the planning that occurred in process group 5.1 and process 5.2.1. Customer service representatives themselves accomplish these activities, and their performance is measured in process group 5.3 Measure and evaluate customer service operations. Complaints are handled slightly differently from requests and inquiries, and thus, an activity (5.2.3.3) is present in process 5.2.3 that does not exist in process 5.2.2 Manage customer service requests/inquiries. Activity 5.2.3.3 Resolve customer complaints typically occurs internally, when organization convenes to find an appropriate resolution to the complaint or when an employee executes an action to satisfy the complaint (e.g., fixing a broken link on a Web site or correcting a line item on a receipt or invoice). Once the issue has been resolved or a plan for resolution has been formulated, the organization can move forward to activity 5.2.3.4 Respond to customer complaints. During activity 5.2.3.4, customer service may tell the customer that the issue has been resolved or may discuss the potential solutions to identify next steps.

C51

Process group “measure and evaluate customer service operations” focuses on measuring customers’ satisfaction with various aspects of the service they receive. The factors that the organization combines to rate customer satisfaction may be determined within process “create enterprise measurement systems model” or in process “establish service levels for customers”. What constitutes customer satisfaction will vary from organization to organization, and the methods used to collect customer feedback will also differ. Many organizations ask their customers if they will continue to come to the organization in the future; if they would recommend it to a friend; or if they will rank how well the organization responds to requests, how quickly the organization responds, or how well the organization seems to understand customer needs.


PCF ID Name10007 6.0 Develop and Manage Human Capital17043 6.1

17044 6.1.1 Develop human resources strategy10418 6.1.1.1 Identify strategic HR needs10419 6.1.1.2 Define HR and business function roles and accountability10420 6.1.1.3 Determine HR costs10421 6.1.1.4 Establish HR measures10422 6.1.1.5 Communicate HR strategies10432 6.1.1.6 Develop strategy for HR systems/technologies/tools17045 6.1.2 Develop and implement workforce strategy and policies10423 6.1.2.1

10424 6.1.2.2 Plan employee resourcing requirements per unit/organization

10425 6.1.2.3 Develop compensation plan10426 6.1.2.4 Develop succession plan10427 6.1.2.5 Develop employee diversity plan10428 6.1.2.6 Develop other HR programs10429 6.1.2.7 Develop HR policies10430 6.1.2.8 Administer HR policies10431 6.1.2.9 Plan employee benefits10433 6.1.2.10 Develop work force strategy models10417 6.1.3 Monitor and update strategy, plans, and policies10434 6.1.3.1 Measure realization of objectives10435 6.1.3.2 Measure contribution to business strategy10436 6.1.3.3 Communicate plans and provide updates to stakeholders10438 6.1.3.4 Review and revise HR plans17046 6.1.4 Develop competency management models10410 6.2 Recruit, source, and select employees10439 6.2.1 Manage employee requisitions10445 6.2.1.1

10446 6.2.1.2 Develop and open job requisitions10447 6.2.1.3 Develop job descriptions10448 6.2.1.4 Post requisitions10449 6.2.1.5 Manage internal/external job posting Web sites10450 6.2.1.6 Modify requisitions10451 6.2.1.7 Notify hiring manager10452 6.2.1.8 Manage requisition dates10440 6.2.2 Recruit/Source candidates10453 6.2.2.1 Determine recruitment methods and channels10454 6.2.2.2 Perform recruiting activities/events10455 6.2.2.3 Manage recruitment vendors17047 6.2.2.4 Manage employee referral programs

Hierarchy ID

Develop and manage human resources (HR) planning, policies, and strategies

Gather skill requirements according to corporate strategy and market environment

Align staffing plan to work force plan and business unit strategies/resource needs

C21

Specific tasks will vary based on business need (ex. penetrating new market, increasing use of flexible staffing[part-time, contingent, contractor]) or business risk being addressed (aging workforce, attrition/turn over of key employees ) towards a single objective of getting the right number of people, with the right skills, in the right place and at the right time. Has a continuum of Basic (reactive; decision tree) to Innovative (predictive; simulations). Can support demand planning at the aggregate level. Develop models with defined thresholds and interventions/actions (e.g. hiring, transitioning, training, contracting) consistent with the workforce management [do we say planning rather than management?] strategy to address resource excesses or shortages (Key inputs from 6.1.2.1 Gather skill requirements according to corporate strategy and market environment) Can support resource optimization: matches demand to supply at the individual level and triggers actions, such as posting hiring requirements and opening purchase orders for contracting services. (Key inputs from 6.1.2.2 Plan employee resourcing requirements per unit/organization)

C22

Monitor and update HR plans is the process of measuring the outcomes of HR activities and the contributions of HR to business strategy. It involves communicating/updating HR plans to stakeholders, determining the value added from the HR function, and reviewing and revising HR plans.

C28

The process group Recruit, source, and select employees includes creating and developing employee requisitions, recruiting and sourcing candidates, screening and selecting candidates, managing preplacement verification, managing new hires/rehires, and tracking candidates.

C29

The Create and develop employee requisitions process includes aligning the work force plan to business unit strategies/ resource needs, developing and opening job requisitions, preparing job descriptions, posting job requisitions, managing internal/external job posting Web sites, changing/updating requisitions, notifying hiring managers, and managing requisition dates.

C38

The Recruit/source candidates process involves selecting recruiting methods, performing recruiting activities, holding/ participating in recruiting events, and managing recruitment vendors.



ID17048 6.2.2.5 Manage recruitment channels17049 6.2.3 Screen and select candidates10456 6.2.3.1 Identify and deploy candidate selection tools10457 6.2.3.2 Interview candidates10458 6.2.3.3 Test candidates10459 6.2.3.4 Select and reject candidates10460 6.2.3.5 Obtain candidate background information10443 6.2.4 Manage new hire/re-hire10463 6.2.4.1 Draw up and make offer10464 6.2.4.2 Negotiate offer10465 6.2.4.3 Hire candidate10444 6.2.5 Manage Applicant Information10466 6.2.5.1 Create applicant record10467 6.2.5.2 Manage/Track applicant data10468 6.2.5.3 Archive and retain records of non-hires10411 6.3 Develop and counsel employees10469 6.3.1 Manage employee orientation and deployment10474 6.3.1.1 Create/Maintain employee on-boarding program11243 6.3.1.2 Evaluate the effectiveness of employee on-boarding program

17050 6.3.1.3 Execute onboarding program10470 6.3.2 Manage employee performance10479 6.3.2.1 Define performance objectives10480 6.3.2.2 Review, appraise, and manage employee performance10481 6.3.2.3 Evaluate and review performance program10472 6.3.3 Manage employee development10487 6.3.3.1 Define employee development guidelines10488 6.3.3.2 Develop employee career plans17051 6.3.3.3 Manage employee skills development10473 6.3.4 Develop and train employees10490 6.3.4.1 Align employee and organization development needs10491 6.3.4.2 Align learning programs with competencies10492 6.3.4.3

10493 6.3.4.4

17052 6.4 Manage employee relations10483 6.4.1 Manage labor relations10484 6.4.2 Manage collective bargaining process10485 6.4.3 Manage labor management partnerships10531 6.4.4 Manage employee grievances10412 6.5 Reward and retain employees17053 6.5.1

10498 6.5.1.1 Develop salary/compensation structure and plan

Establish training needs by analysis of required and available skillsDevelop, conduct, and manage employee and/or management training programs

Develop and manage reward, recognition, and motivation programs

C50

The Manage new hire/rehire process includes drawing up and making a job offer, negotiating an offer, and hiring a candidate.

C54

The Track candidates process involves creating an applicant record; managing/tracking applicant data; and archiving and retaining records of nonhires.

C58

The Develop and counsel employees process group consists of managing employee orientation and deployment, managing employee performance, managing employee relations, and managing and implementing employee development plans

C59

The Manage employee orientation and deployment process involves creating/maintaining employee onboarding programs, introducing new hires to their managers and to the work place, and evaluating the effectiveness of employee onboarding programs.

C63

The Manage employee performance process consists of defining performance objectives; reviewing, appraising, and managing employee performance; and evaluating and reviewing the performance management program.

C67

The Manage employee development process includes creating short and longterm career goals, reviewing organizational career ladders, and identifying training and development opportunities.

C71

The Develop and train employees process includes aligning employee and organization development needs; developing competencies; conducting training needs analyses; and developing, conducting, and managing employee and/or management training programs.

C77

Covers all dealings between employer and employees about conditions covered by unionized employment situations. Includes maintenance/administration of formal agreements [specifically collective bargaining agreements if applicable to organization.] and ensuring compliance with these agreements.

C78

Manage the negotiations between representatives of the employer and the collective bargaining unit[union] for reaching collective agreements that regulate working conditions. Agreements typically include determining compensation scales, benefits, working hours, overtime, health & safety, training, and grievance mechanisms.

C79

Manage partnerships between labor and management that are outside of formal agreements. Typically intended to address specific goal or issue where management decisions will have broad implications on workforce/workplace climate. Intended 1)to facilitate understanding of goal/issue 2) solicit input/collaborative problem solving 3) provide opportunity for multiple levels of the organization to influence decisions.

C81

The Reward and retain employees process group consists of developing and managing reward, recognition, and motivation programs; managing employee assistance and retention; managing and administering benefits; and administering payroll



ID10499 6.5.1.2 Develop benefits and reward plan10500 6.5.1.3 Perform competitive analysis of benefit and rewards10501 6.5.1.4

10502 6.5.1.5 Administer compensation and rewards to employees10503 6.5.1.6 Reward and motivate employees10508 6.5.1.7 Deliver programs to support work/life balance for employees10495 6.5.2 Manage and administer benefits10504 6.5.2.1 Deliver employee benefits program10505 6.5.2.2 Administer benefit enrollment10506 6.5.2.3 Process claims10507 6.5.2.4 Perform benefit reconciliation17054 6.5.3 Manage employee assistance and retention10497 6.5.4 Administer payroll10413 6.6 Redeploy and retire employees10512 6.6.1 Manage promotion and demotion process10513 6.6.2 Manage separation10514 6.6.3 Manage retirement10515 6.6.4 Manage leave of absence10516 6.6.5 Develop and implement employee outplacement10517 6.6.6 Manage deployment of personnel17055 6.6.7 Relocate employees, and manage assignments10520 6.6.7.1 Manage expatriates17056 6.7 Manage employee information and analytics10522 6.7.1 Manage reporting processes10523 6.7.2 Manage employee inquiry process10524 6.7.3 Manage and maintain employee data10525 6.7.4 Manage human resource information systems (HRIS)10526 6.7.5 Develop and manage employee metrics10527 6.7.6 Develop and manage time and attendance systems10510 6.7.7 Review retention and motivation indicators10530 6.7.8

17057 6.8 Manage employee communication10529 6.8.1 Develop employee communication plan10532 6.8.2 Deliver employee communications13269 6.9 Manage union relations13270 6.9.1 Negotiate contracts13272 6.9.1.1 Analyze terms13273 6.9.1.2 Negotiate and agree on new terms13274 6.9.1.3 Communicate new terms to appropriate parties13271 6.9.2 Manage and administer labor contracts13275 6.9.2.1 Manage wage administration including monthly rate changes13276 6.9.2.2 Manage labor grievances13277 6.9.2.3 Conduct strike management

Identify compensation requirements based on financial, benefits, and HR policies

Manage/Collect employee suggestions and perform employee research

C90

The manage and administer benefits process includes delivering the employee benefits program, administering benefits enrollment, processing claims, and performing benefits reconciliation.

C96

The payroll administration process includes maintaining and administering the employee earnings and deduction information that is used to prepare payroll. These activities may or may not be part of the HR or payroll function. The activities of processing and distributing payments are not included in 6.4.4 Administer payroll and instead are covered under process group 8.5 Process payroll, specifically in process 8.5.2 Manage pay.

C97

The redeploy and retire employees process group includes managing promotions and demotions; managing separations, retirements, and leaves of absence; developing and implementing employee outplacement services; managing deployment of personnel; relocating employees and managing assignments; managing employment reduction and retirement; managing expatriates; and managing employee relocations.

C98

The manage promotion and demotion process includes the administration and execution of employee promotion and demotion. It also includes the processing of employee records and payroll and benefits transactions.

C99

The manage separation process includes the administration and execution of employee separations. It includes the creation and generation of final payments, turnover reports, and vendor notification. This process also includes communications with former employees regarding benefits options

C100

The Manage retirement process includes management of the organization’s retirement systems, tools, and processes. It does not include execution of the Manage retirement process itself.

C101

The Manage leaves of absence process includes managing and administering the leave of absence policy for employees who are taking leaves in excess of their annual allowance.

C102

The Develop and implement employee outplacement process involves creating and providing career transition information and advice to employees whose roles have been eliminated.

C103

The Manage deployment of personnel process includes managing the movement of employees to different roles within an organization.

C105

The Manage expatriates process includes activities associated with both the expatriation and repatriation of employees within the organization.

C107

The manage reporting process consists of providing key HR data and reporting capabilities for varying levels of management.

C108

The manage employee inquiry process involves receiving, responding to, and recording information on employee inquiries.

C109

The manage and maintain employee data process includes making revisions to personal data such as changing beneficiary designations or employee status.

C110

The manage human resource information systems process involves managing the daytoday running of human resource information systems

C111

The develop and manage employee metrics process consists of collecting and managing work force data that is used to report on human capital program outcomes, workforce trends, demographics, and performance.

C112

The develop and manage time and attendance process includes collecting, editing, approving, and entering data related to hours worked and paid time off. This process does not include the actual processing of time and attendance data.



ID13278 6.9.2.4 Manage employee discipline13279 6.9.2.5 Manage performance appraisal13280 6.9.2.6 Manage field labor training


PCF ID Name10008 7.0 Manage Information Technology10563 7.1 Manage the business of information technology10570 7.1.1 Develop the enterprise IT strategy10603 7.1.1.1 Build strategic intelligence10604 7.1.1.2

10605 7.1.1.3 Define strategic standards, guidelines, and principles10606 7.1.1.4 Define and establish IT architecture and development standards

10607 7.1.1.5 Define strategic vendors for IT components10608 7.1.1.6 Establish IT governance organization and processes10609 7.1.1.7 Build strategic plan to support business objectives10571 7.1.2 Define the enterprise architecture10611 7.1.2.1 Establish the enterprise architecture definition10612 7.1.2.2 Confirm enterprise architecture maintenance approach10613 7.1.2.3 Maintain the relevance of the enterprise architecture10614 7.1.2.4 Act as clearinghouse for IT research and innovation10615 7.1.2.5 Govern the enterprise architecture10572 7.1.3 Manage the IT portfolio10616 7.1.3.1 Establish the IT portfolio10617 7.1.3.2

10618 7.1.3.3 Provision resources in accordance with strategic priorities10573 7.1.4 Perform IT research and innovation10620 7.1.4.1 Research technologies to innovate IT services and solutions10621 7.1.4.2

10575 7.1.5 Evaluate and communicate IT business value and performance

10625 7.1.5.1 Establish and monitor key performance indicators10626 7.1.5.2 Evaluate IT plan performance10627 7.1.5.3 Communicate IT value10564 7.2 Develop and manage IT customer relationships10578 7.2.1 Develop IT services and solutions strategy11244 7.2.1.1

11245 7.2.1.2

11246 7.2.1.3 Formulate IT services and solutions strategic initiatives11247 7.2.1.4

11248 7.2.1.5

10579 7.2.2 Develop and manage IT service levels10640 7.2.2.1 Create and maintain the IT services and solutions catalog

Hierarchy ID

Identify long-term IT needs of the enterprise in collaboration with stakeholders

Analyze and evaluate the value of the IT portfolio for the enterprise

Transition viable technologies for IT services and solutions development

Research IT services and solutions to address business and user requirementsTranslate business and user requirements into IT services and solutions requirements

Coordinate strategies with internal stakeholders to ensure alignmentEvaluate and select IT services and solutions strategic initiatives

C3

Managing the business of information technology involves defining and maintaining the relevance of IT to the enterprise and its mission, communicating the strategy and role of IT within the enterprise, establishing the enterprise architecture and guiding principles, defining the IT management system and governance model, and managing the strategic activities that help ensure attainment of IT value.

C4

Developing the enterprise IT strategy consists of the activities required to define and maintain a businessfocused enterprise IT strategy. This includes building strategic intelligence for the enterprise, collaborating with stakeholders to identify the longterm IT needs of the enterprise, and the development and maintenance of the businessfocused strategy.

C12

The purpose of defining the enterprise architecture is to assess the interrelationships of the business process architecture, the information architecture, the components and services architectures, and the infrastructure architectures to ensure their continued relevance. Execution of this process requires establishing the enterprise architecture definition, confirming the enterprise architecture maintenance, acting as a clearinghouse for IT research and innovation, and governing the enterprise architecture.

C18

Management of the IT portfolio results in the establishment of criteria for economic and strategic value and the provisioning of resources in accordance with strategic priorities and efforts to achieve a balanced portfolio. The activities included within the IT portfolio management process are maximizing the value of the IT portfolio for the enterprise, provisioning resources in accordance with strategic priorities, and achieving a balanced portfolio.

C22

This consists of exploring new technologies in pursuit of IT services and solutions innovations, formulating a development project to build and deploy selected technologies, and transitioning those technologies to the development pipeline.

C25

Evaluating and communicating IT business value and performance consists of establishing key performance measures, monitoring trends and key performance indicators, linking business technology investments to business outcomes, and communicating business technology value contributions.

C29

Developing and managing IT customer relationships involves managing communications and interactions between the customers of IT and the providers of IT services and solutions; gathering business requirements; helping customers develop justifications for requested IT services and solutions; providing the initial interface to IT architects responsible for designing the IT services and solutions; and monitoring the customers’ satisfaction with the development, deployment, and ongoing support of the IT services and solutions.

C30

Developing an IT services and solutions strategy involves assessing the needs of the business and user, translating those needs into services and solutions requirements, formulating and evaluating IT services and solutions strategic initiatives, and selecting IT services and solutions strategic initiatives to apply. The formulation of IT services and solutions strategic initiatives includes the tasks required to generate new ideas, identify enhancements or extensions to existing IT services and solutions, and identify outdated services and solutions for sunset or retirement. Developing and maintaining a longterm, businessfocused IT strategy encompasses tasks to develop, communicate, govern, and track strategy deployment. This includes defining and communicating the strategic intent regarding the organizational use of IT; establishing and maintaining an IT governance structure; articulating strategic assumptions for IT strategy development; and developing and tracking the resulting IT plan, which optimizes the use of technologies, resources, and alliances to improve business agility.

C36

Developing and managing IT service levels requires creating and maintaining the IT services and solutions catalog, establishing and maintaining business and IT service level agreements, evaluating and reporting service level attainment results, and communicating business and IT service level improvement opportunities.



ID10641 7.2.2.2

10642 7.2.2.3 Evaluate and report service-level attainment results10643 7.2.2.4

10580 7.2.3 Perform demand-side management (DSM) for IT services10644 7.2.3.1 Analyze IT services and solutions consumption and usage10645 7.2.3.2

10646 7.2.3.3 Develop volume/unit forecast for IT services and solutions10581 7.2.4 Manage IT customer satisfaction10647 7.2.4.1 Capture and analyze customer satisfaction10648 7.2.4.2 Assess and communicate customer satisfaction patterns10649 7.2.4.3 Initiate improvements based on customer satisfaction patterns

10582 7.2.5 Market IT services and solutions10650 7.2.5.1 Develop IT services and solutions marketing strategy10651 7.2.5.2 Develop and manage IT customer strategy10652 7.2.5.3

10653 7.2.5.4 Process and track IT services and solutions orders11220 7.3

11230 7.3.1

11231 7.3.2

10565 7.4 Manage enterprise information10583 7.4.1 Develop information and content management strategies10654 7.4.1.1

10655 7.4.1.2

10656 7.4.1.3

10584 7.4.2 Define the enterprise information architecture10657 7.4.2.1

10658 7.4.2.2 Define information access requirements10659 7.4.2.3 Establish data custodianship10660 7.4.2.4 Manage changes to content data architecture requirements10585 7.4.3 Manage information resources10661 7.4.3.1 Define the enterprise information/data policies and standards

Establish and maintain business and IT service-level agreements

Communicate business and IT service-level improvement opportunities

Develop and implement incentive programs that improve consumption efficiency

Manage IT services and solutions advertising and promotional campaigns

Develop and implement security, privacy, and data protection controls

Establish information security, privacy, and data protection strategies and levelsTest, evaluate, and implement information security and privacy and data protection controls

Understand information and content management needs and the role of IT services for executing the business strategy

Assess the information and content management implications of new technologiesIdentify and prioritize information and content management actions

Define information elements, composite structure, logical relationships and constraints, taxonomy, and derivation rules

C41

Performing DSM for IT services consists of understanding IT services and solutions consumption and usage, developing and implementing incentive programs that improve consumption efficiency, and developing the volume/unit forecast for IT services and solutions. Development of IT services and solutions requires modeling the effect of incentive programs on the baseline forecast and generating a DSMinfluenced volume/unit forecast

C45

Management of IT customer satisfaction includes capturing and analyzing customer satisfaction and assessing and communicating customer satisfaction patterns. Capturing and analyzing customer satisfaction consists of tasks required to manage and monitor IT customer complaints and feedback, conduct qualitative and quantitative assessments, and identify customer satisfaction issues and opportunities for improvement. Assessing and communicating customer satisfaction patterns consists of tasks required to evaluate satisfaction with IT services and solutions, evaluate satisfaction with complaint resolution, and determine IT customer loyalty/lifetime value.

C49

Marketing IT services and solutions includes developing the IT services and solutions marketing strategy, developing and managing the IT customer strategy, managing IT services and solutions advertising and promotional campaigns, and processing and tracking IT services and solutions orders. Developing the services and solutions marketing strategy requires the IT organization to understand IT services and solutions requirements, predict user consumption behavior, and identify common usage/consumption profiles and target IT customers. Developing and managing the IT customer strategy includes tasks to establish and maintain IT customer management goals and strategies, develop a sales forecast and budget, and evaluate IT customer management results. Managing IT services and solutions advertising and promotional campaigns is defined as developing and managing IT services and solutions advertising, promotions, marketing communications, and sales opportunities. Processing and tracking IT services and solutions orders consists of collecting and maintaining IT customer account information, processing orders, and establishing delivery of the IT services and solutions.

C54

Developing and implementing security, privacy, and data protection controls includes the establishment of information security, privacy, and data protection strategies and levels as well as the testing, evaluation, and implementation of information security, privacy, and data protection controls.

C57

Managing enterprise information is defined as understanding what information is important to the enterprise; determining how, when and from where that information is collected; defining how that information is structured and organized; and establishing the policies and controls needed to guide the collection and use of that information.

C58

Developing information and content management strategies within the IT organization includes understanding information needs and the role of IT services in executing the business strategy, assessing the information and IT knowledge management implications of new technologies, and planning information and IT knowledge management actions and priorities.

C62

Defining the enterprise information architecture includes defining information elements, composite structure, logical relationships, constraints, and derivation rules; defining information access requirements; and establishing data custodianship.

C67

Managing information resources includes defining the enterprise information/data policies and standards as well as developing and implementing data and content administration.



ID10662 7.4.3.2 Develop and implement data and content administration10586 7.4.4 Perform enterprise data and content management10663 7.4.4.1 Define sources and destinations of content data10664 7.4.4.2 Manage technical interfaces to users of content10665 7.4.4.3

10566 7.5 Develop and maintain information technology solutions10587 7.5.1 Develop the IT development strategy10666 7.5.1.1 Establish sourcing strategy for IT development10667 7.5.1.2

10668 7.5.1.3 Select development methodologies and tools10588 7.5.2 Perform IT services and solutions life cycle planning10669 7.5.2.1 Plan development of new requirements10670 7.5.2.2 Plan development of feature and functionality enhancement10671 7.5.2.3 Develop life cycle plan for IT services and solutions10589 7.5.3 Develop and maintain IT services and solutions architecture10672 7.5.3.1 Create IT services and solutions architecture10673 7.5.3.2 Revise IT services and solutions architecture10674 7.5.3.3 Retire IT services and solutions architecture10590 7.5.4 Create IT services and solutions10675 7.5.4.1 Understand confirmed requirements10676 7.5.4.2 Design IT services and solutions10677 7.5.4.3 Acquire/Develop IT service/solution components10678 7.5.4.4 Train services and solutions resources10679 7.5.4.5 Test IT services/solutions10680 7.5.4.6 Confirm customer acceptance10591 7.5.5 Maintain IT services and solutions10681 7.5.5.1 Understand upkeep/enhance requirements and defect analysis

10682 7.5.5.2 Design change to existing IT service/solution10683 7.5.5.3 Acquire/Develop changed IT service/solution component10684 7.5.5.4 Test IT service/solution change10685 7.5.5.5 Retire solutions and services10567 7.6 Deploy information technology solutions10592 7.6.1 Develop the IT deployment strategy10686 7.6.1.1 Establish IT services and solutions change policies10687 7.6.1.2 Define deployment process, procedures, and tools standards

10688 7.6.1.3 Select deployment methodologies and tools10593 7.6.2 Plan and implement changes10689 7.6.2.1 Plan change deployment10690 7.6.2.2 Communicate changes to stakeholders10691 7.6.2.3 Administer change schedule10692 7.6.2.4 Train impacted users

Manage retention, revision, and retirement of enterprise information

Define development processes, methodologies, and tools standards

C70

Performing enterprise data and content management requires the IT organization to ensure that the collection, storage, and use of information and data are in accordance with the established information/data policies. Tasks include monitoring, controlling, and managing exceptions per policies and standards.

C74

Developing and managing information technology solutions involves producing, developing, and testing new, enhanced, and improved solutions; enabling services that meet all confirmed requirements; maintaining and managing solutions; supporting services to continue meeting all confirmed requirements; and sunsetting solutions/discontinuing services no longer needed.

C75

Developing the IT development strategy includes defining a consistent approach to IT development; ensuring the repeatability of development and maintenance activities; and allowing these activities and their outcomes to be measured, thereby enabling continuous improvement.

C79

Performing IT services and solutions life cycle planning includes tasks to maintain the longterm viability of a family of services and solutions from “cradle to grave.” This includes ensuring that new solutions are created and new services enabled when needed and that existing services and solutions are properly repaired/enhanced or sunset/discontinued in an orderly fashion when no longer needed.

C83

Developing and maintaining IT services and solutions architecture includes creating the technical definition of the reference architecture for a family of IT services and solutions while ensuring compliance with the overall enterprise architecture. Tasks include assessing the need for new solutions and services, enabling new solutions and services, and maintaining existing solutions and services in a prescribed fashion consistent across the whole enterprise.

C87

Creating IT services and solutions is defined as the installation of service and/or solution design while ensuring that all functional and nonfunctional requirements are met and that solutions comply with organizational standards. Tasks include understanding service or solution requirements, designing the service or solution, building or integrating components, testing the solution or service, and gaining customer acceptance and certification.

C94

Maintaining IT services and solutions includes the tasks required to upkeep, repair, and develop minor (as defined by enterprise policy) enhancements to existing solutions or services and ensure that existing services or solutions continue to meet requirements. Tasks include understanding requirements or defect analysis, modifying the design of the service or solution, integrating newly required components, testing the change to a solution or service, and gaining customer acceptance and certification.

C100

Deploying information technology solutions involves introducing new, enhanced, or improved functionality into the environment with minimal or no disruption to the services schedules; ensuring consideration of appropriate security and contractual constraints; and properly balancing business benefit with technical and business risk.

C101

Developing the IT deployment strategy includes creating a consistent approach to the introduction of changes and releases into the IT environment, examining feedback from completed changes to ensure a successful deployment, and developing policies specific to “change” and “release.” Tasks include defining what constitutes a change and release, determining who can request changes and releases, establishing procedures to assign priority and approval levels, developing an exception process, defining deployment procedures, establishing and documenting a workflow for change approvals, analyzing completed changes and releases, and evaluating change trends and success rates.

C105

Planning and implementing changes includes all tasks necessary to administer and plan individual change requests (including accepting or rejecting the request), assessing the business and technical risks of changes, determining which individual changes can be performed simultaneously without increasing overall risk factors, and creating a master change schedule. Other tasks include requesting services, such as procurement and security, from other components to ensure component availability and obtainment of necessary security authorities.



ID10693 7.6.2.5 Distribute and install change10694 7.6.2.6 Verify change10594 7.6.3 Plan and manage releases10695 7.6.3.1 Understand and coordinate release design and acceptance10696 7.6.3.2 Plan release rollout10697 7.6.3.3 Distribute and install release10698 7.6.3.4 Verify release10568 7.7 Deliver and support information technology services10595 7.7.1 Develop IT services and solution delivery strategy10699 7.7.1.1 Establish sourcing strategy for IT delivery10700 7.7.1.2 Define delivery processes, procedures, and tools standards10701 7.7.1.3 Select delivery methodologies and tools10596 7.7.2 Develop IT support strategy10702 7.7.2.1 Establish sourcing strategy for IT support10703 7.7.2.2 Define IT support services10597 7.7.3 Manage IT infrastructure resources10704 7.7.3.1 Manage IT inventory and assets10705 7.7.3.2 Manage IT resource capacity10598 7.7.4 Manage IT infrastructure operations10706 7.7.4.1 Deliver IT services and solutions10707 7.7.4.2 Perform IT operations support services10599 7.7.5 Support IT services and solutions10708 7.7.5.1 Manage availability10709 7.7.5.2 Manage facilities10710 7.7.5.3 Manage backup/recovery10711 7.7.5.4 Manage performance and capacity10712 7.7.5.5 Manage incidents10713 7.7.5.6 Manage problems10714 7.7.5.7 Manage inquiries

C112

Planning and managing releases involves establishing priority for changes and executing all necessary planning activities to prepare for the actual release implementation. Tasks include understanding release design, coordinating release acceptance, planning rollout, and coordinating training.

C117

Delivering and supporting information technology services involves delivering IT services and solutions within the budget provided; meeting service commitments as measured by customerdefined service criteria; and achieving customer satisfaction targets.

C118

Developing the IT services and solutions strategy consists of defining the organizational approach for IT service and delivery. Tasks include developing a strategy for delivering IT infrastructure services and determining sourcing strategies.

C122

Developing the IT support strategy requires defining the organizational approach to delivering key enabling services and assisting in the use of information technology. This strategy would address help desk activities, deskside support, and third level technical support. Tasks include coordination of vendor support and evaluation of sourcing alternatives.

C125

Managing IT infrastructure resources involves managing and maintaining the physical computing assets, including hardware and software, of the organization. Tasks include identifying configuration items to be maintained, establishing the information management system, collecting the configuration item information, populating the database, and ensuring that information is available to other components. Other tasks include preventive maintenance, facilities management, configuration management, and inventory (asset) management.

C128

Managing IT infrastructure operations consists of activities required to manage the organizational workload and operation of physical assets, irrespective of their physical location. This includes providing and executing the requested services, preparing and handling customer input and data, managing security requests, and releasing resources employed in the delivery of the requested service and subsequently returning them to the resource pool.


PCF ID Name17058 8.0 Manage Financial Resources10728 8.1 Perform planning, forecasting and management accounting10738 8.1.1 Perform planning/budgeting/forecasting10771 8.1.1.1 Develop and maintain budget policies and procedures10772 8.1.1.2 Prepare periodic budgets and plans10773 8.1.1.3 Prepare periodic financial forecasts18574 8.1.1.4 Manage budgetary limits18575 8.1.1.5 Controlling budget overruns18576 8.1.1.6 Prepare budget amendments10739 8.1.2 Perform cost accounting and control10774 8.1.2.1 Perform inventory accounting11175 8.1.2.2 Report on profitability10740 8.1.3 Perform cost management10778 8.1.3.1 Determine key cost drivers10779 8.1.3.2 Measure cost drivers10780 8.1.3.3 Determine critical activities10781 8.1.3.4 Manage asset resource deployment and utilization10729 8.2 Perform revenue accounting10743 8.2.1 Invoice constituent10795 8.2.1.1 Generate constituent billing data10796 8.2.1.2 Transmit billing data to constituent10797 8.2.1.3 Post receivable entries10798 8.2.1.4 Resolve constituent billing inquiries10744 8.2.2 Process accounts receivable (AR)10799 8.2.2.1 Establish AR policies10800 8.2.2.2 Receive/Deposit constituent payments10801 8.2.2.3 Apply cash remittances10802 8.2.2.4 Prepare AR reports10803 8.2.2.5 Post AR activity to the general ledger10745 8.2.3 Manage and process collections10804 8.2.3.1 Establish policies for delinquent accounts10805 8.2.3.2 Analyze delinquent account balances10806 8.2.3.3 Correspond/Negotiate with delinquent accounts10807 8.2.3.4 Discuss account resolution with internal parties10808 8.2.3.5 Process adjustments/write off balances10746 8.2.4 Manage and process adjustments/deductions10809 8.2.4.1 Establish policies/procedures for adjustments10810 8.2.4.2 Analyze adjustments10811 8.2.4.3 Correspond/Negotiate with constituent customer10812 8.2.4.4 Discuss resolution with internal parties10813 8.2.4.5 Prepare chargeback invoices10814 8.2.4.6 Process related entries18577 8.2.5 Manage Tax Revenue18578 8.2.5.1 Define tax rates or structures18579 8.2.5.2 Secure approval for tax rates or structures

Hierarchy ID

C3

This process group encompasses financial planning processes, including preparing quarterly and annual projections of revenue, expenses, operating profit, net income, and capital investments. The processes in this group support decision making through an analysis of the organization’s historical effectiveness and by recommending the most effective ways to allocate scarce resources to ensure that economic value is created for shareholders.This process group encompasses financial planning processes, including preparing quarterly and annual projections of revenue, expenses, operating profit, net income, and capital investments. The processes in this group support decision making through an analysis of the organization’s historical effectiveness and by recommending the most effective ways to allocate scarce resources to ensure that economic value is created for shareholders.

C4

This is the process of developing periodic plans, budgets, and forecasts to enable the achievement of organizational performance goals. This includes setting assumptions for revenue and cost levels—as well as cash flows—expected in the pursuit of organizational growth. It also includes proactive cost control and reporting on actualversustargeted financial results. It may also include predicting financial results for the next four to six quarters on a rollingforward basis. Budgets and forecasts should reflect financial targets derived from strategic plans. They also serve as a discussion platform at regular business review meetings, in which managers can decide if, how, and when to alter tactics to ensure that performance targets are achieved.

C11

This is the process of developing and implementing methods and models for the allocation of operating and overhead costs across products and/or services. This is typically used to evaluate and control product/service pricing, profitability, and trends. This includes inventory accounting, cost of sales analysis, product costing, variance analysis, and profitability reporting.

C14

This is the process of developing and implementing methods and approaches to analyze cost drivers, improve business processes, benchmark, deploy/utilize assets and resources, and evaluate value drivers. Within this process, the critical success factors and performance indicators should be determined and linked with activitybased measures.

C19

This process group includes the recording/reporting of data related to the sale of goods and/or services provided to customers. Revenue accounting, which is a major component of preparing formal financial statements, reflects the decisions an organization makes to recognize revenues in a given reporting period. Costs (both direct and allocated) are then applied to revenue to determine profit. The Perform revenue accounting process includes revenue recognition decisions and often decisions about reserves held back for bad debts and outstanding liabilities such as warrantees. This process group is greatly affected by process 3.5.4 Manage sales orders, which is explained in the Related Processes section of this document.

C20

This is the process of developing and delivering customer invoices. It includes creating methods and procedures for communicating and delivering invoices and statements for services and products. The process encompasses the maintenance of customer/product master files, the generation and transmittal of customer billing data to the customer, the posting of receivable entries, and the resolution of customer billing inquiries. It does not include receiving payments; payment receipt is located in process 8.2.3 Process accounts receivable.

C25

This encompasses the processing of payments due from customers, including the processing of any funds received, whether by check or electronically. This process involves the establishment of accounts receivable policies, the receipt and deposit of customer payments, the application of cash remittances, the preparation of accounts receivable reports, and the posting of accounts receivable activities to the general ledger. It does not include the generation of invoices; invoice generation is located in process 8.2.2 Invoice customer.

C31

This is the process of coordinating and following through on collecting payments due. This process includes generating letters and phone calls on delinquent accounts, deciding when to collect, and selecting the collection vehicle (e.g., an external agency or an inhouse department). It also encompasses the establishment of policies for delinquent accounts, the analysis of delinquent accounts, correspondence/negotiation with delinquent accounts, internal discussions around account resolution, the processing of adjustments, and the writing off of uncollectable balances.

C37

This is the process of receiving, rectifying, and monitoring customer adjustments and deductions resulting from warranties, claims, returns, and recalls of products and/or services. This process includes the establishment of policies/procedures for adjustments, the analysis of adjustments, correspondence and negotiation with customers, internal discussions around account resolution, the preparation of chargeback invoices, and the processing of related entries



ID18580 8.2.5.3 Levee Tax18581 8.2.5.4 Record Tax10730 8.3 Perform general accounting and reporting10747 8.3.1 Manage policies and procedures10816 8.3.1.1 Establish accounting policies18582 8.3.1.2 Review for regulatory compliance10817 8.3.1.3 Set and enforce approval limits10818 8.3.1.4 Establish common financial systems10748 8.3.2 Perform general accounting10819 8.3.2.1 Maintain chart of accounts10820 8.3.2.2 Process journal entries10821 8.3.2.3 Process allocations10822 8.3.2.4

10823 8.3.2.5 Post and reconcile intercompany transactions10824 8.3.2.6 Reconcile general ledger accounts10825 8.3.2.7 Perform consolidations and process eliminations10826 8.3.2.8 Prepare trial balance10827 8.3.2.9 Prepare and post management adjustments10749 8.3.3 Perform fixed-asset accounting10828 8.3.3.1 Establish fixed-asset policies and procedures10829 8.3.3.2 Maintain fixed-asset master data files10830 8.3.3.3 Process and record fixed-asset additions and retires10831 8.3.3.4

10832 8.3.3.5

10833 8.3.3.6 Calculate and record depreciation expense for city enterprises

10834 8.3.3.7 Reconcile fixed-asset ledger10835 8.3.3.8 Track fixed-assets including physical inventory10836 8.3.3.9 Provide fixed-asset data to support reporting10750 8.3.4 Perform financial reporting10837 8.3.4.1 Prepare fund financial statements based on regulations10838 8.3.4.2 Prepare governmental/enterprise financial statements10842 8.3.4.3 Produce quarterly/annual filings and constituent reports10843 8.3.4.4 Produce regulatory reports10731 8.4 Manage fixed-asset project accounting10751 8.4.1 Perform capital planning and project approval10844 8.4.1.1 Develop capital investment policies and procedures10845 8.4.1.2 Develop and approve capital expenditure plans and budgets10846 8.4.1.3

10847 8.4.1.4 Conduct financial justification for project approval10752 8.4.2 Perform capital project accounting

Process period end adjustments (e.g., accruals and currency conversions)

Process and record fixed-asset adjustments, enhancements, revaluations, and transfersProcess and record fixed-asset maintenance and repair expenses

Review and approve capital projects and fixed-asset acquisitions

C49

This process group contains processes related to managing an organization’s ongoing financial records, including the maintenance of the chart of accounts, the processing of journal entries, and the adjustment of the organization’s general ledger accounts. This group also encompasses all operational activities performed to close the books on a monthly, quarterly, and yearly basis as well as the recording, tracking, and depreciation of fixed assets.

C50

This is the process of controlling and updating the policies and procedures related to financial management and control, including maintenance of the financial procedures manual and the establishment of service level agreements with internal customers/suppliers and external financial service providers.

C55

This is the process of managing the general ledger—including the maintenance of the chart of accounts and the processing of journal entries, allocations, periodend adjustments (e.g., accruals, currency conversions), and intercompany transactions. It also encompasses the reconciliation of general ledger accounts and intercompany transactions, the preparation of the trial balance, and the preparation and posting of management adjustments.

C65

This is the process of accounting for fixed asset transactions, including additions, retires, transfers, adjustments, and depreciation expenses. This process includes establishing fixed asset policies and procedures, recording entries to the fixed asset register, tracking fixed assets through physical inventories, and calculating and recording depreciation and expenses related to fixed asset maintenance and repair. This process often supports tax, statutory, and regulatory reporting by providing data on fixed assets to the appropriate departments. Fixed asset projects that were proposed, pursued, and capitalized under process group 8.4 Manage fixed asset project accounting are thereafter maintained within process 8.3.3, under the auspices of general accounting and reporting—unless a project is initiated to dispose of the asset, in which case the project is again covered in process group 8.4.

C75

This is the process of gathering and consolidating periodic financial performance data and presenting snapshots of financial results for corporatelevel, business unitlevel, or departmentlevel decision makers. These snapshots take the form of highly structured financial statements and may show comparisons with previous periods, various profitability or growth ratios, cost consumption rates, or even FTE deployment data.

C80

This process group encompasses the financial planning and supervising of projects involving fixed assets (capital projects), including additions, retires, transfers, adjustments and depreciation expenses. This group typically relates to the acquisition or disposal of fixed assets.

C81

This is the process of developing capital investment policies and procedures and implementing them to create and approve the capital expenditure plan and budget. This includes performing justification for project approvals as well as reviewing and approving capital projects and fixed asset acquisitions. This process covers the construction of a business case for a capital project

C86

This is the process of managing and accounting for ongoing activities related to capital projects—including setting up new projects, recording project transactions, monitoring and tracking spending, closing and capitalizing projects, and measuring financial returns on completed projects. Once a project is closed and the asset is capitalized, the accounting for that asset is no longer part of this 8.4.2 Perform capital project accounting process and instead will be performed under the process 8.3.3 Perform fixed asset accounting. Once the project is capitalized, it is a fixed asset.



ID10848 8.4.2.1 Create project account codes10849 8.4.2.2 Record project-related transactions10850 8.4.2.3 Monitor and track capital projects and budget spending10851 8.4.2.4 Close/capitalize projects10852 8.4.2.5

10732 8.5 Process payroll10753 8.5.1 Report time10853 8.5.1.1 Establish policies and procedures10854 8.5.1.2 Collect and record employee time worked10855 8.5.1.3 Analyze and report paid and unpaid leave10856 8.5.1.4 Monitor regular, overtime, and other hours10857 8.5.1.5 Analyze and report employee utilization10754 8.5.2 Manage pay10858 8.5.2.1 Enter employee time worked into payroll system10859 8.5.2.2 Maintain and administer employee earnings information10860 8.5.2.3 Maintain and administer applicable deductions10861 8.5.2.4 Monitor changes in tax status of employees10862 8.5.2.5 Process and distribute payments10863 8.5.2.6 Process and distribute manual checks10864 8.5.2.7 Process period-end adjustments10865 8.5.2.8 Respond to employee payroll inquiries10755 8.5.3 Process payroll taxes10866 8.5.3.1 Calculate and pay applicable payroll taxes10867 8.5.3.2 Produce and distribute employee annual tax statements10868 8.5.3.3 File regulatory payroll tax forms10733 8.6 Process accounts payable and expense reimbursements10756 8.6.1 Process accounts payable (AP)10869 8.6.1.1 Verify AP pay file with purchase order supplier master file10870 8.6.1.2 Maintain/Manage electronic commerce10871 8.6.1.3 Audit invoices and key data in AP system10872 8.6.1.4 Approve payments10873 8.6.1.5 Process financial accruals and reversals10874 8.6.1.6 Process taxes10875 8.6.1.7 Research/Resolve exceptions10876 8.6.1.8 Process payments10877 8.6.1.9 Respond to AP inquiries10878 8.6.1.10 Retain records10879 8.6.1.11 Adjust accounting records10757 8.6.2 Process expense reimbursements10880 8.6.2.1

10881 8.6.2.2 Capture and report relevant tax data10882 8.6.2.3 Approve reimbursements and advances10883 8.6.2.4 Process reimbursements and advances

Measure outcomes financial returns on completed capital projects

Establish and communicate expense reimbursement policies and approval limits

C92

This process group consists of reporting time, managing pay, and processing taxes. Payroll administration tasks as defined under 6.4.4 Administer payroll 1 are not considered in scope for 8.5 Process payroll.

C93

Capturing employee time information and recording data in the time reporting system for use by payroll, benefits, billing (depending on business model), etc. Preparing the data for payroll and benefits usage by analyzing and reporting paid and unpaid leave, monitoring regular, overtime and other hours, and analyzing and reporting employee utilization. This includes establishing policies and procedures for reporting time, management activities and system maintenance to effectively capture and report on employee time.

C99

This is the process of calculating employee payroll for each pay period, including bonus runs throughout the year, and transmitting payments to employee accounts or directly to employees. It includes maintaining and administering employee earnings and deductions, monitoring changes in tax status in order to prepare the payroll each period, responding to all payrollrelated inquiries, and processing adjustments and/or manual corrections as appropriate. This process also encompasses management activities and payroll system/interface maintenance to ensure accurate payments.

C108

This process ensures regulatory and statutory compliance for payroll tax obligations on behalf of the organization. This includes filing regulatory payroll tax forms in a timely manner and calculating and paying applicable payroll taxes. The production and distribution of employee tax statements on an annual basis (e.g., W2s in the U.S. or local equivalent) is also covered in this process.

C113

This process consists of processing payments for operating expenses and other supplier charges, which includes verifying of accounts payable with vendor records, maintaining and managing electronic commerce, auditing invoices and approving payments, processing financial accruals and reversals, processing payments and taxes, researching and resolving exceptions, and adjusting accounting records. It also encompasses the development of policies and procedures around the processing of accounts payable and all related operations. Technology is typically key to achieving top performance in this process.

C125

This process includes the approval and processing of advancements and reimbursements for employee expenses on the organization’s behalf as well as capturing and reporting relevant tax data and managing personal accounts. This process often dovetails with the processing of accounts payable and includes the development and use of policies and procedures.



ID10884 8.6.2.5 Manage personal accounts10734 8.7 Manage treasury operations10758 8.7.1 Manage treasury policies and procedures10885 8.7.1.1 Establish scope and governance of treasury operations10886 8.7.1.2 Establish and publish treasury policies10887 8.7.1.3 Develop treasury procedures10888 8.7.1.4 Monitor treasury procedures10889 8.7.1.5 Audit treasury procedures10890 8.7.1.6 Revise treasury procedures10891 8.7.1.7 Develop and confirm internal controls for treasury10892 8.7.1.8 Define system security requirements10759 8.7.2 Manage cash10893 8.7.2.1 Manage and reconcile cash positions10894 8.7.2.2 Manage cash equivalents10895 8.7.2.3 Process and oversee electronic fund transfers (EFTs)10896 8.7.2.4 Develop cash flow forecasts10897 8.7.2.5 Manage cash flows10898 8.7.2.6 Produce cash management accounting transactions and reports

10899 8.7.2.7 Manage and oversee banking relationships10900 8.7.2.8 Analyze, negotiate, resolve, and confirm bank fees10760 8.7.3 Manage fund cash accounts10902 8.7.3.1 Manage and facilitate inter-fund borrowing transactions10906 8.7.3.2 Calculate interest and fees for inter-fund borrowing accounts10761 8.7.4 Manage debt and investment10908 8.7.4.1 Manage financial intermediary relationships10909 8.7.4.2 Manage liquidity10911 8.7.4.3 Process and oversee debt and investment transactions10913 8.7.4.4 Produce debt and investment accounting transaction reports14210 8.7.4.5 Process and oversee interest rate transactions11208 8.7.5 Monitor and execute risk and hedging transactions11209 8.7.5.1 Manage interest-rate risk11210 8.7.5.2 Manage foreign-exchange risk11211 8.7.5.3 Manage exposure risk11215 8.7.5.4 Monitor credit10735 8.8 Manage internal controls10762 8.8.1 Establish internal controls, policies, and procedures10914 8.8.1.1

10915 8.8.1.2 Define and communicate code of ethics10916 8.8.1.3 Assign roles and responsibility for internal controls11250 8.8.1.4 Define objectives and risks11251 8.8.1.5 Define entity/unit risk tolerances10763 8.8.2

Establish board of directors/council/commissions and audit committee

Operate controls and monitor compliance with internal controls policies and procedures

C131

This process group includes the management of treasury policies and procedures, cash, inhouse bank accounts, debts, investments, and financial risks.

C132

This process involves establishing the scope and governance of treasury operations; creating and publishing treasury policies; developing, monitoring, auditing, and revising treasury procedures; developing and confirming internal treasury controls; and defining system security requirements.

C141

This process includes managing and reconciling cash positions; managing cash equivalents; processing and overseeing electronic fund transfers; developing cash flow forecasts; managing cash flows; producing cash management accounting transactions and reports; managing and overseeing banking relationships; and analyzing, negotiating, resolving, and confirming bank fees.

C150

The activities used to manage inhouse bank accounts include managing inhouse bank accounts for subsidiaries; managing and facilitating intercompany borrowing transactions; managing centralized outgoing payments on behalf of subsidiaries; managing central incoming payments on behalf of subsidiaries; managing internal payments and netting transactions; calculating interest and fees for inhouse bank accounts; and providing account statements for inhouse bank accounts.

C153

This process involves managing financial intermediary relationships; managing liquidity and issuer exposure; processing and overseeing debts and investments; making foreign currency transactions; and producing debt and investment accounting transaction reports.

C159

This process includes managing interest rate, foreign exchange, and exposure risks; developing and executing hedging transactions; evaluating and refining hedging positions; producing hedge accounting transactions and reports; and monitoring credit.

C164

This process group consists of operating controls, monitoring compliance with internal controls policies and procedures, and reporting on internal controls compliance.

C165

This process covers the establishment of boards of directors and audit committees; the development and communication of a code of ethics; the assignment of roles and responsibilities for internal controls; the definition of business process objectives; the identification of risks; and the evaluation of defining entity/unit risk tolerance

C171

This process incorporates the planning, management, operation, and monitoring of internal control mechanisms, policies, and procedures. It includes designing and implementing control activities; monitoring control effectiveness; remediating control deficiencies; creating compliance functions; operating compliance functions; and implementing and maintaining technologies and tools to enable the controlsrelated activities.



ID10917 8.8.2.1 Design and implement control activities10918 8.8.2.2 Monitor control effectiveness10919 8.8.2.3 Remediate control deficiencies10920 8.8.2.4 Create compliance function10921 8.8.2.5 Operate compliance function18583 8.8.2.6 Perform accountability audit10922 8.8.2.7

10764 8.8.3 Report on internal controls compliance10924 8.8.3.1 Report to regulators, debt-holders, rule-making boards10925 8.8.3.2 Report to third parties10926 8.8.3.3 Report to city management10736 8.9 Manage taxes paid10765 8.9.1 Develop tax payment strategy and plan10927 8.9.1.1 Develop foreign, national, state, and local tax strategy10928 8.9.1.2 Consolidate and optimize total tax plan10929 8.9.1.3 Maintain tax master data10766 8.9.2 Process taxes payments10930 8.9.2.1 Perform tax planning/strategy10931 8.9.2.2 Prepare returns10933 8.9.2.3 Calculate deferred taxes10934 8.9.2.4 Account for taxes10935 8.9.2.5 Monitor tax compliance10936 8.9.2.6 Address tax inquiries18584 8.10 Manage grants18585 8.10.1 Develop grant application and management procedures18586 8.10.2

18587 8.10.3 Identify qualified grants18588 8.10.4 Submit grant proposal18589 8.10.5 Establish grant budget18590 8.10.6 Monitor grant requirements18591 8.10.7 Evaluate grant effectiveness

Implement and maintain controls-related enabling technologies and tools

Coordinate across agencies/departments to determine funding needs

C179

This process includes reporting to external auditors, regulators, shareholders, debt holders, securities exchanges, business partners, internal management, and any other bona fide third parties.

C183

This group includes the processes associated with estimating an organization’s periodic tax liabilities and ensuring that appropriate taxing authorities receive tax return filings and payments when due.

C184

This process includes setting targets for periodic tax liabilities and assessing the tax impact of various activities, such as the acquisition or disposal of fixed assets or a deliberate change in employee population.

C188

This is the process of accounting for taxes collected or paid.


PCF ID Name10010 9.0 Acquire, Construct, and Manage Assets10937 9.1 Design and construct/acquire nonproductive assets10941 9.1.1 Develop property strategy and alignment to comprehensive plan

10955 9.1.1.1

10956 9.1.1.2 Assess the external environment10957 9.1.1.3 Make build-or-buy decision10942 9.1.2 Develop, construct, and modify sites10943 9.1.3 Plan facility10958 9.1.3.1 Design facility10959 9.1.3.2 Analyze budget10960 9.1.3.3 Select property10961 9.1.3.4 Negotiate terms for facility10962 9.1.3.5 Manage construction or modification to building10944 9.1.4 Provide workspace and assets10963 9.1.4.1 Acquire workspace and assets10964 9.1.4.2 Change fit/form/function of workspace and assets10938 9.2 Perform maintenance work16472 9.2.1 Perform routine maintenance16473 9.2.2 Perform corrective maintenance16474 9.2.3 Overhaul equipment10949 9.2.4 Manage facilities operations10965 9.2.4.1 Relocate people10966 9.2.4.2 Relocate material and tools10939 9.3 Obtain and install assets, equipment, and tools10950 9.3.1 Develop ongoing maintenance policies for productive assets10967 9.3.1.1 Analyze assets, and predict maintenance requirements10968 9.3.1.2

10951 9.3.2 Obtain and install equipment10969 9.3.2.1 Design engineering solution for the manufacturing process10971 9.3.2.2 Install and commission equipment10940 9.4 Dispose of productive and nonproductive assets10952 9.4.1 Develop exit strategy18592 9.4.1.1 Monitor useful life of assets18593 9.4.1.2

10953 9.4.2 Perform sale or trade10954 9.4.3 Perform abandonment

Hierarchy ID

Confirm alignment of property requirements with comprehensive plan

Develop approach to integrate preventive maintenance into production schedule

Perform cost vs. benefit analysis for replace with new technology


PCF ID Name16437 10.0

17060 10.1 Manage enterprise risk16439 10.1.1 Establish the enterprise risk framework and policies16440 10.1.1.1 Determine risk tolerance for organization16441 10.1.1.2 Develop and maintain enterprise risk policies and procedures

16442 10.1.1.3 Identify and implement enterprise risk management tools16443 10.1.1.4

16444 10.1.1.5

16445 10.1.2 Oversee and coordinate enterprise risk management activities16446 10.1.2.1 Identify enterprise level risks16447 10.1.2.2 Assess risks to determine which to mitigate16448 10.1.2.3

16449 10.1.2.4

16450 10.1.2.5 Ensure risks and risk mitigation actions are monitored16451 10.1.2.6 Report on risk activities16452 10.1.3 Coordinate agency/departmental risk management activities16453 10.1.3.1

16454 10.1.3.2

17462 10.1.4 Manage agency/department risk16456 10.1.4.1 Identify risks16457 10.1.4.2

16458 10.1.4.3 Develop mitigation plans for risks16459 10.1.4.4 Implement mitigation plans for risks16460 10.1.4.5 Monitor risks16461 10.1.4.6 Analyze risk activities and update plans16462 10.1.4.7 Report on risk activities17467 10.2 Manage compliance17468 10.2.1 Establish compliance framework and policies17469 10.2.1.1 Develop enterprise compliance policies and procedures17470 10.2.1.2 Implement enterprise compliance activities14133 10.2.1.3 Manage internal audits14137 10.2.1.4 Maintain controls-related technologies and tools16463 10.2.2 Manage regulatory compliance16464 10.2.2.1 Develop regulatory compliance procedures16465 10.2.2.2 Identify applicable regulatory requirements

Hierarchy ID

Manage Enterprise Risk, Compliance, Remediation and Resiliency

Coordinate the sharing of risk knowledge across the organizationPrepare and report enterprise risk to city executive management and board/council

Develop risk mitigation and management strategy, and integrate with existing performance management processesVerify agency/departmental risk mitigation plans are implemented

Ensure that each agency/department follows the enterprise risk management processEnsure that each agency/department follows the enterprise risk reporting process

Assess risks using enterprise risk framework policies and procedures



ID16466 10.2.2.3

16467 10.2.2.4

16468 10.2.2.5

16469 10.2.2.6

16470 10.2.2.7 Maintain relationships with regulators as appropriate11185 10.3 Manage remediation efforts11201 10.3.1 Create remediation plans11202 10.3.2 Contact and confer with experts11203 10.3.3 Identify/dedicate resources11204 10.3.4 Investigate legal aspects11205 10.3.5 Investigate damage cause11206 10.3.6 Amend or create policy11216 10.4 Manage business resiliency11221 10.4.1 Develop the business resilience strategy11222 10.4.2 Perform continuous business operations planning11223 10.4.3 Test continuous business operations11224 10.4.4 Maintain continuous business operations16471 10.4.5

Monitor the regulatory environment for changing or emerging regulationsAssess current compliance position, and identify weaknesses or shortfalls thereinImplement missing or stronger regulatory compliance controls and policiesMonitor and test, on an ongoing and scheduled basis, regulatory compliance position and existing controls, defining controls that should be added, removed, or modified as required

Share knowledge of specific risks across other parts of the organization

C49

Managing business resiliency and risk includes the processes required to enable firms to rapidly adapt and respond to any internal or external opportunity, demand, disruption, or threat; continue operations without significant impact to the business; and develop a more dynamic, strategic, and integrated approach to managing compliance obligations.


PCF ID Name10012 11.0 Manage External Relationships11010 11.1 Manage strategic financial partnerships11035 11.1.1 Manage strategic industry relationships11036 11.1.2 Manage bank and lender relations11037 11.1.3 Manage analyst relations11011 11.1.4 Manage bond holder relationships11038 11.1.4.1 Manage government relations11039 11.1.4.2 Manage relations with quasi-government bodies11040 11.1.4.3 Manage Non-governmental organization relationships18594 11.1.4.3.1 Manage trade group relations (includes unions)18595 11.1.4.3.2 Manage relations with chambers of commerce18596 11.1.4.3.3

18597 11.1.4.4 Manage relationships with utilities18598 11.1.4.4.1 Coordinate utility service18599 11.1.4.4.2 Define rates and fees18600 11.1.4.4.3 Develop efficiency incentive programs18601 11.1.4.5 Manage alliances11041 11.1.4.6 Manage lobby activities11038 11.1.5 Manage crowd funding11011 11.2 Manage inter-governmental relationships11012 11.3 Manage relations with board/council11042 11.3.1 Report results11043 11.3.2 Report audit findings11013 11.4 Manage legal and ethical issues11044 11.4.1 Create ethics policies11045 11.4.2 Manage governance policies11046 11.4.3 Develop and perform preventive law programs11047 11.4.4 Ensure compliance11053 11.4.4.1 Plan and initiate compliance program11054 11.4.4.2 Execute compliance program11048 11.4.5 Manage outside counsel11056 11.4.5.1 Assess problem and determine work requirements11057 11.4.5.2 Engage/Retain outside counsel if necessary11058 11.4.5.3 Receive strategy/budget11059 11.4.5.4

11060 11.4.5.5 Process payment for legal services11061 11.4.5.6 Track legal activity/performance11049 11.4.6 Protect intellectual property11062 11.4.6.1 Manage copyrights and patents11063 11.4.6.2 Maintain intellectual property rights and restrictions11064 11.4.6.3 Administer licensing terms11065 11.4.6.4 Administer options11050 11.4.7 Resolve disputes and litigations

Hierarchy ID

Manage charitable, service, participatory and empowering organizations

Receive work product and manage/monitor case and work performed



ID11051 11.4.8 Provide legal advice/counseling11052 11.4.9 Negotiate and document agreements/contracts11014 11.5 Manage public relations program11066 11.5.1 Manage community relations11067 11.5.2 Manage media relations11069 11.5.3 Create press releases11070 11.5.4 Issue press releases


PCF ID Name10013 12.0 Develop and Manage City Capabilities16378 12.1 Manage business processes16379 12.1.1 Establish and maintain process management governance16380 12.1.1.1 Define and manage governance approach16381 12.1.1.2 Establish and maintain process tools and templates16382 12.1.1.3 Assign and support process ownership16383 12.1.1.4 Perform process governance activities16384 12.1.2 Define and manage process frameworks16385 12.1.2.1 Establish and maintain process framework16386 12.1.2.2 Identify cross-functional processes16387 12.1.3 Define processes16388 12.1.3.1 Scope processes16389 12.1.3.2 Analyze processes16390 12.1.3.3 Map processes16391 12.1.3.4 Publish processes16392 12.1.4 Manage process performance16393 12.1.4.1 Provide process training16394 12.1.4.2 Support process execution16395 12.1.4.3 Measure and report process performance16396 12.1.5 Improve processes16397 12.1.5.1 Identify and select improvement opportunities16398 12.1.5.2 Manage improvement projects16399 12.1.5.3 Perform continuous improvement activities16400 12.2 Manage portfolio, program, and project16401 12.2.1 Manage portfolio16402 12.2.1.1 Establish portfolio strategy16403 12.2.1.2 Define portfolio governance16404 12.2.1.3 Monitor and control portfolio16405 12.2.2 Manage programs16406 12.2.2.1 Establish program structure and approach16407 12.2.2.2 Manage program stakeholders and partners16408 12.2.2.3 Manage program execution16409 12.2.2.4 Review and report program performance16410 12.2.3 Manage projects16411 12.2.3.1 Establish project scope11117 12.2.3.1.1 Identify project requirements and objectives16412 12.2.3.1.2 Identify project resource requirements11118 12.2.3.1.3

11119 12.2.3.1.4 Identify appropriate project management methodologies11120 12.2.3.1.5 Create business case and obtain funding11121 12.2.3.1.6 Develop project measures and indicators16413 12.2.3.2 Develop project plans11123 12.2.3.2.1 Define roles and resources11124 12.2.3.2.2 Identify specific IT requirements

Hierarchy ID

Assess culture and readiness for project management approach



ID11125 12.2.3.2.3 Create training and communication plans11127 12.2.3.2.4 Design recognition and reward approaches11128 12.2.3.2.5 Design and plan launch of project11129 12.2.3.2.6 Deploy the project16414 12.2.3.3 Execute projects11131 12.2.3.3.1

16415 12.2.3.3.2 Report the status of project16416 12.2.3.3.3 Manage project scope11132 12.2.3.3.4 Promote and sustain activity and involvement11133 12.2.3.3.5

16417 12.2.3.4 Review and report project performance16418 12.2.3.5 Close projects17471 12.3 Manage enterprise quality17472 12.3.1 Establish quality requirements17473 12.3.1.1 Define critical-to-quality characteristics17474 12.3.1.2 Define preventive quality activities17475 12.3.1.3 Develop quality controls17476 12.3.1.3.1 Define process steps for controls (or integration points)17477 12.3.1.3.2 Define sampling plan17478 12.3.1.3.3 Identify measurement methods17479 12.3.1.3.4 Define required competencies17480 12.3.1.4 Prove capability to assess compliance with requirements17481 12.3.1.5 Finalize quality plan17482 12.3.2 Evaluate performance to requirements17483 12.3.2.1 Test against quality plan17484 12.3.2.1.1 Conduct test and collect data17485 12.3.2.1.2 Record result(s)17486 12.3.2.1.3 Determine disposition of result(s)17487 12.3.2.2 Assess results of tests17488 12.3.2.2.1 Assess sample significance17489 12.3.2.2.2 Summarize result(s)17490 12.3.2.2.3 Recommend actions17491 12.3.2.2.4 Decide next steps17492 12.3.3 Manage non-conformance17493 12.3.3.1 Assess potential impact17494 12.3.3.2 Determine immediate action(s)17495 12.3.3.3 Identify root cause(s)17496 12.3.3.4 Take corrective or preventative action17497 12.3.3.5 Close non-conformance17498 12.3.4

17499 12.3.4.1 Define the quality strategy17500 12.3.4.2 Plan and deploy the EQMS scope, targets, and goals

Evaluate impact of project management (strategy and projects) on measures and outcomes

Realign and refresh project management strategy and approaches

Implement and maintain the enterprise quality management system (EQMS)

C78

John G Tesmer: (input into non-conformance or drive improvement)



ID17501 12.3.4.3 Identify core EQMS processes, controls, and metrics17502 12.3.4.4

17503 12.3.4.5 Assess the EQMS performance17504 12.3.4.6 Create environment and capability for EQMS improvement(s)

17505 12.3.4.6.1 Reward quality excellence17506 12.3.4.6.2 Create and maintain quality partnerships17507 12.3.4.6.3 Maintain talent capabilities and competencies17508 12.3.4.6.4 Incorporate EQMS messaging into communication channels

17509 12.3.4.6.5

17510 12.3.4.6.6 Transfer proven EQMS methods11074 12.4 Manage change11134 12.4.1 Plan for change11138 12.4.1.1 Select process improvement methodology11139 12.4.1.2 Assess readiness for change11140 12.4.1.3 Determine stakeholders11141 12.4.1.4 Engage/Identify champion11142 12.4.1.5 Form design team11143 12.4.1.6 Define scope11144 12.4.1.7 Understand current state11145 12.4.1.8 Define future state11146 12.4.1.9 Conduct organizational risk analysis11147 12.4.1.10 Assess cultural issues11148 12.4.1.11 Establish accountability for change management11149 12.4.1.12 Identify barriers to change11150 12.4.1.13 Determine change enablers11151 12.4.1.14 Identify resources and develop measures11135 12.4.2 Design the change11152 12.4.2.1 Assess connection to other initiatives11153 12.4.2.2 Develop change management plans11154 12.4.2.3 Develop training plan11155 12.4.2.4 Develop communication plan11156 12.4.2.5 Develop rewards/incentives plan11157 12.4.2.6 Establish change adoption metrics11158 12.4.2.7 Establish/Clarify new roles11159 12.4.2.8 Identify budget/roles11136 12.4.3 Implement change11160 12.4.3.1 Create commitment for improvement/change11161 12.4.3.2 Re-engineer business processes and systems11162 12.4.3.3 Support transition to new roles or exit strategies for incumbents

11163 12.4.3.4 Monitor change

Develop and document EQMS policies, procedures, standards, and measures

Assure independent EQMS management access to appropriate authority in the organization

C98

This process group includes all processes involved in implementing and facilitating major changes throughout an organization or in a selected unit, department, division, etc. The needed changes are typically identified in process groups 12.1 Create and manage organizational performance strategy, 12.2 Benchmark performance, or 1.3 Manage strategic initiatives. Process group 12.4 Manage change deals with the activities necessary to plan, develop, implement, and monitor those changes. These are often projectrelated processes for activities that may have a set start and end date. However, activities in process 12.4.4 Sustain improvement may continue periodically well into the future. In some organizations, monitoring and sustaining improvement takes place within the other process categories specific to the area of the business where the change occurred, and those organizations track changerelated processes in those appropriate categories.

C99

The Plan for change process involves all processes, from selecting the methodology for implementation to identifying stakeholders, resources, and preliminary measures. It also includes the identification of any barriers to the change and the formation of the team who will implement the change. Although the change methodology is selected in this process, the change itself is not extensively designed until process 12.4.2 Design the change. 12.4.1 is a planning and foundation laying process.

C114

During the Design the change process, the change team aligns the change with other activities already in place or planned for the organization. It develops specific training and implementation plans, including communication schedules, new role assignments, and budgets.

C123

In the Implement change process, organizations embed the new processes, systems, or other changes into the business. During this process, training is administered; stakeholders are consulted; and new documents, policies, processes, and technologies go into effect. Processes to continuously measure the change also begin, but measurement activities are typically tracked within the processes under process group 12.1 Create and manage organizational performance strategy.



ID11137 12.4.4 Sustain improvement11164 12.4.4.1 Monitor improved process performance11165 12.4.4.2 Capture and reuse lessons learned from change process11166 12.4.4.3 Take corrective action as necessary11073 12.5

11095 12.5.1 Develop KM strategy11100 12.5.1.1 Develop governance model11101 12.5.1.2 Establish central KM core group11102 12.5.1.3

11103 12.5.1.4 Develop funding models11104 12.5.1.5 Identify links to key initiatives11105 12.5.1.6 Develop core KM methodologies11106 12.5.1.7 Assess IT needs and engage IT function11107 12.5.1.8 Develop training and communication plans11108 12.5.1.9 Develop change management approaches11109 12.5.1.10 Develop strategic measures and indicators11096 12.5.2 Assess KM capabilities11110 12.5.2.1 Assess maturity of existing KM initiatives11111 12.5.2.2 Evaluate existing KM approaches11112 12.5.2.3 Identify gaps and needs11113 12.5.2.4 Enhance/Modify existing KM approaches11114 12.5.2.5 Develop new KM approaches11115 12.5.2.6 Implement new KM approaches16436 12.6 Measure and benchmark11071 12.6.1 Create and manage organizational performance strategy11075 12.6.1.1 Create city-wide outcomes measurement model11076 12.6.1.2 Measure process productivity11077 12.6.1.3 Measure cost effectiveness11078 12.6.1.4 Measure staff efficiency11079 12.6.1.5 Measure cycle time11072 12.6.2 Benchmark performance11083 12.6.2.1 Conduct performance assessments11084 12.6.2.2 Develop benchmarking capabilities11085 12.6.2.3

11087 12.6.2.4

11088 12.6.2.5 Establish need for change11179 12.7 Manage environmental health and safety (EHS)11180 12.7.1 Determine environmental health and safety impacts11186 12.7.1.1

11187 12.7.1.2 Conduct health and safety and environmental audits

Develop and manage enterprise-wide knowledge management (KM) capability

Define roles and accountability of core group versus operating units

Conduct internal process and external competitive benchmarkingConduct gap analysis to understand need for change and degree needed

Evaluate environmental impact of products, services, and operations

C128

The Sustain improvement process encompasses the tracking of changes made to the business and the general monitoring and maintenance of performance related to the change. This process includes postimprovement project activities, like debriefings where lessons learned during the change are shared and recorded. These processes may be revisited regularly to monitor performance, but these regular processes may eventually be tracked as part of continuous organizational processes under process group 12.1 Create and manage organizational performance strategy.

C132

This process group comprises processes associated with knowledge flow within an organization (e.g., create, identify, collect, review, share, access, and use knowledge). At its heart, knowledge is information in action. Knowledge management (KM) is a systematic process that enables information and knowledge to grow, flow, and create value. The KM discipline is about connecting people to the information and expertise they need to achieve business results. Various approaches can be used to support this goal, including content management, communities of practice, transfer of best practices, lessons learned, expertise location, virtual collaboration, and social computing. The specific KM approaches that an organization pursues are determined by the business problems it wants to address. For example, if an organization is seeing similar mistakes repeated across business units, it may implement a lessons learned process so that employees can learn what has and hasn’t worked in other parts of the business. Similarly, an organization that is concerned about knowledge loss due to retirement may consider interviewing seniorlevel employees who are nearing retirement and making their expertise accessible through documents or videos. Although technology plays a role in KM, it is critical to implement technology as part of a larger, systematic change initiative. The introduction of new tools will not change behavior unless people understand when, how, and why to share knowledge and are incentivized to do so.

C133

The Develop KM strategy process includes activities related to establishing an enterprise KM program. A KM program is an organizationwide effort to standardize and excel in KM. The first set of activities relates to logistics such as governance, roles, and funding. An organization with a clear business case for KM is in a better position to select an appropriate governance model. For example, a program focused on expertise location might need ties to the HR function, whereas a program focused on content management might be better housed in the IT function. Funding is also impacted by the business case, but most organizations use a combination of corporate and businessunit funding for KM. The second set of activities relates to linking KM to business objectives and managing KMrelated change. Again, the specific tactics involved will depend on the business problems that KM is intended to solve, as well as the current culture and its receptiveness to KM. Note that processes 12.3.1 and 12.3.4 both contain activities related to technology needs, training, communication, and change management. The difference is that the activities in the Develop KM strategy process relate to the KM program as a whole, as opposed to specific KM approaches.

C144

Before improving how it manages knowledge, an organization must evaluate its current KM processes and practices. The Assess knowledge management capabilities process includes activities for determining exactly where an organization stands on the KM learning curve, pinpointing gaps, and identifying KM approaches and tactics that will have meaningful impact on strategic objectives. For organizations that struggle with this process, frameworks like APQC’s KM Capability Assessment Tool provide standard structures for measuring KM maturity and identifying performance gaps.

C152

This process group encompasses those processes required to develop a strategy for monitoring and improving the performance of an organization. Although this process group is related to process group 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy focuses more on internal performance rather than external or competitive positions in the marketplace. Process group 12.1 centers around measurement, including the creation of measures and the act of measuring itself. This is the measurement of internal performance within a strategy for tracking, streamlining, and improving it. Activity 1.2.2.6 Develop lean/continuous improvement strategy also relates to these activities but is more typically used when executives are developing a business strategy to enhance external market position. 1.2.2.6 focuses on highlevel strategy development, whereas 12.1 encompasses the tactical measurement of internal processes and work force improvement. The measurement processes in process group 12.1 should align with human capital management processes such as 6.6.5 Develop and Manage Employee Metrics. Process 6.6.5 and other human capital management processes refer to the overall management of employee information and the use of metrics to guide employee development and rewards. Process group 12.1 refers to the collection of the data and the strategies employed to gather it. It does not refer to the daytoday activities of human capital managers, but instead to the development of strategies and systems that allow human resources to more effectively manage personnel. Process group 12.1 also includes the measurement of machines, entire processes, facility and environmental efficiency, overall cost effectiveness, and other activities not directly related to human performance.

C153

The Create enterprise measurement systems model process refers to the development of a highlevel measurement system to track performance across the enterprise or in specific functions or business units. In this process, organizations determine which processes to measure, which measures to use, how often to measure, and what the target measurement results should be. Decision makers usually also define which actions will be taken given certain measurement results. This process does not refer to actual measurement activities or consequential actions; it focuses on strategic decisions about how to best measure an organization. Because measures should be revisited and realigned with organizational goals as time passes, this process should repeat on a regular basis as a review.

C154

The Measure process productivity process includes all activities associated with measuring how productive processes are. This process will vary depending on which activities and business components are being measured. Unlike process 12.1.4 Measure staff efficiency, process 12.1.2 measures outcomes (e.g., how much of X is produced within X time period). A manufacturing process may be measured according to number of units produced per FTE or number of “highquality” units produced. A marketing department might be measured on the completion of a target number of campaigns per marketing FTE. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other functionspecific categories. (For example, if measures indicate that inventory levels need to be better optimized, the resulting actions would take place under the process 4.5.3 Operate warehousing.)

C155

The Measure cost effectiveness process covers all activities associated with measuring the cost effectiveness of a process. This process will vary depending on which activities and business components are being measured. An organization may want to track its return on investing in activities like marketing campaigns, new equipment, and process redefinition. It may also measure cost per employee or cost per cycle for a given process, function, or business unit. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other functionspecific categories. (For example, if measures indicate that inventory levels need to be better optimized to reduce costs, the resulting actions would take place under the process 4.5.3 Operate warehousing.)

C156

The Measure staff efficiency process covers all activities associated with measuring how efficiently employees perform. This process will vary depending on which activities and business components are being measured. This process often focuses on measuring activities performed manually or compares manual completion with completion aided by automation. These measures can help determine where automation could increase efficiency or identify differences between the efficiency of one employee or group and another. This process could also include an evaluation of the quality of work, which could potentially reduce or increase the amount of automation or review included in the process. This process, unlike process 12.1.2 Measure process productivity, does not measure outputs of a process. Instead, it measures the agility and speed of the activities that lead to a final product. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other functionspecific categories. (For example, if measures indicate that the invoicing cycle is too long or has redundant steps, the resulting actions would take place within process 8.2.2 Invoice customer.)

C157

The Measure cycle time process includes all activities associated with measuring how long it takes to perform certain processes or cycles of action. This process will vary depending on which activities and business components are being measured. Organizations typically include the measurement of cycles like customer response time, invoicing, or orderto cash under this process. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other function specific categories. (For example, if measures indicate that the invoicing cycle is taking too long or is inconsistent, the resulting actions would take place within process 8.2.2 Invoice customer.)

C158

Process group 12.2 Benchmark performance encompasses all the processes required to compare organizational performance internally or externally with other organizations. Some organizations run benchmarking through a central group or department. In other cases, benchmarking takes place as part of a specific project or within a particular department that sees the need to compare its performance with other departments or organizations

C159

In order to benchmark, an organization must first examine its own performance. The Conduct performance assessments process includes activities related to measuring, researching, and recording the performance of people, processes, mechanisms, or other areas of the business that the organization wants to benchmark or track. Usually, these assessments are performed on a regular cycle to monitor longterm performance. But this can also refer to an indepth pre benchmarking exercise to look at specific process that might not be regularly assessed.

C160

The Develop benchmarking capabilities process refers to tasks associated with increasing an organization’s ability to compare its performance internally or externally or maintain benchmarking relationships with other organizations. This can include training staff in benchmarking, developing technological solutions or other materials to aid benchmarking efforts, or consulting with external entities to gain knowledge or tools to help benchmark.

C162

In the Conduct gap analysis to understand need for change and degree needed process, the organization examines its performance against that of the benchmarked organizations or entities. It notes the differences between organizational performance and that of the benchmarked standard and studies those differences to identify what specific changes need to be made. The organization determines how much its performance needs to change to meet expectations and help the organization reach its strategic goals.



ID11181 12.7.2 Develop and execute functional EHS program11188 12.7.2.1 Identify regulatory and stakeholder requirements11189 12.7.2.2 Assess future risks and opportunities11190 12.7.2.3 Create EHS policy11191 12.7.2.4 Record and manage he's events11182 12.7.3 Train and educate functional employees11192 12.7.3.1 Communicate EHS issues to stakeholders and provide support

11183 12.7.4 Monitor and manage functional EHS management program11193 12.7.4.1 Manage EHS costs and benefits11194 12.7.4.2 Measure and report EHS performance11196 12.7.4.3 Implement emergency response program11197 12.7.4.4 Implement pollution prevention program11195 12.7.4.5 Provide employees with EHS support18602 12.8 Manage sustainability18603 12.8.1 Develop enviromental strategy and plan18604 12.8.1.1 Assess energy usage, green house gas emissions, water usage.

18605 12.8.1.2 Set targets for resource conservation18606 12.8.1.3 Develop plans to achieve goals and monitor


Process element10061 2.1 Manage city service portfolio

10063 2.1.1 Evaluate performance of existing city services

Process Element

IDHierarchy

ID


Process element

Process Element

IDHierarchy

ID10064 2.1.2 Define city service requirements

10072 2.1.3.4 Assess feasibility of integrating new city service concepts


Process element

Process Element

IDHierarchy

ID10066 2.1.4

10067 2.1.5 Manage city service life cycle

Confirm alignment of city service concepts with the comprehensive plan


Process element

Process Element

IDHierarchy

ID10062 2.2 Develop city services

10080 2.2.1 Design, build, and pilot city services


Process element

Process Element

IDHierarchy

ID10082 2.2.2 Prepare for service delivery at scale

10101 3.1 Understand constituent needs and align to city capabilities


Process element

Process Element

IDHierarchy

ID10106 3.1.1 Perform constituent needs analysis

10107 3.1.2 Evaluate and prioritize promotion opportunities for city initiatives and/or services


Process element

Process Element

IDHierarchy

ID10102 3.2 Develop promotional strategy

11168 3.2.1 Define constituent value proposition

10122 3.2.2 Define and manage channel strategy

10103 3.3 Develop service enrollment strategy

10129 3.3.1 Develop enrollment forecast


Process element

Process Element

IDHierarchy

ID10130 3.3.2 Develop partner/alliance relationships

10131 3.3.3 Establish overall service revenue projections

10132 3.3.4 Establish service revenue goals and measures

10104 3.4 Develop and manage service promotional plans


Process element

Process Element

IDHierarchy

ID10148 3.4.1

10149 3.4.2 Establish promotional budgets

10150 3.4.3 Develop and manage media

Establish goals, objectives, and metrics for services by channels/segments


Process element

Process Element

IDHierarchy

ID10151 3.4.4 Develop and manage pricing

10152 3.4.5 Develop and manage promotional activities

10153 3.4.6 Track customer management measures


Process element

Process Element

IDHierarchy

ID10105 3.5 Develop and manage service enrollment plans

10183 3.5.2 Manage service consumer/subscriber accounts

10185 3.5.3 Manage service requests


Process element

Process Element

IDHierarchy

ID10187 3.5.4 Manage partners and alliances

10215 4.1 Plan and align resources

10222 4.1.2 Manage demand for products and services


Process element

Process Element

IDHierarchy

ID10216 4.2 Procure materials and services


Process element

Process Element

IDHierarchy

ID10277 4.2.1 Develop sourcing strategies

10278 4.2.2 Select suppliers and develop/maintain contracts


Process element

Process Element

IDHierarchy

ID10279 4.2.3 Order materials and services

10280 4.2.4 Manage vendors

10218 4.11 Deliver service to constituent

10320 4.11.1 Confirm specific service requirements for individual constituent


Process element

Process Element

IDHierarchy

ID10321 4.11.2 Identify and schedule resources to meet service requirements

10322 4.11.3 Provide service to specific constituent

10323 4.11.4 Ensure compliance with quality of service level


Process element

Process Element

IDHierarchy

ID10006 5.0 Engage Constituents


Process element

Process Element

IDHierarchy

ID10378 5.1 Develop constituent service strategy

10401 5.3.1 Measure constituent satisfaction with service center requests/inquiries handling


Process element

Process Element

IDHierarchy

ID10402 5.3.2 Measure constituent satisfaction with complaint handling

and resolution


Process element

Process Element

IDHierarchy

ID10403 5.3.3 Measure constituent satisfaction with city services


Process element

Process Element

IDHierarchy

ID10381 5.1.1

10382 5.1.2 Define constituent service policies and procedures

10383 5.1.3 Establish service levels for constituent

10379 5.2 Plan and manage constituent service center operations

Develop constituent service segmentation/prioritization (e.g., tiers)


Process element

Process Element

IDHierarchy

ID10387 5.2.1 Plan and manage constituent service work force

10388 5.2.2 Manage constituent service requests/inquiries


Process element

Process Element

IDHierarchy

ID10389 5.2.4 Manage constituent complaints


Process element

Process Element

IDHierarchy

ID10380 5.3 Measure and evaluate constituent service operations


Process element

Process Element

IDHierarchy

ID10433 6.1.2.10 Develop work force strategy models

10417 6.1.3 Monitor and update strategy, plans, and policies

10410 6.2 Recruit, source, and select employees


Process element

Process Element

IDHierarchy

ID10439 6.2.1 Manage employee requisitions

10440 6.2.2 Recruit/Source candidates

10443 6.2.4 Manage new hire/re-hire

10444 6.2.5 Manage Applicant Information

10411 6.3 Develop and counsel employees

10469 6.3.1 Manage employee orientation and deployment

10470 6.3.2 Manage employee performance

10472 6.3.3 Manage employee development


Process element

Process Element

IDHierarchy

ID10473 6.3.4 Develop and train employees

10483 6.4.1 Manage labor relations

10484 6.4.2 Manage collective bargaining process

10485 6.4.3 Manage labor management partnerships

10412 6.5 Reward and retain employees

10495 6.5.2 Manage and administer benefits


Process element

Process Element

IDHierarchy

ID10497 6.5.4 Administer payroll

10413 6.6 Redeploy and retire employees

10512 6.6.1 Manage promotion and demotion process

10513 6.6.2 Manage separation

10514 6.6.3 Manage retirement

10515 6.6.4 Manage leave of absence

10516 6.6.5 Develop and implement employee outplacement


Process element

Process Element

IDHierarchy

ID10517 6.6.6 Manage deployment of personnel

10520 6.6.7.1 Manage expatriates

10522 6.7.1 Manage reporting processes

10523 6.7.2 Manage employee inquiry process

10524 6.7.3 Manage and maintain employee data

10525 6.7.4 Manage human resource information systems (HRIS)

10526 6.7.5 Develop and manage employee metrics

10527 6.7.6 Develop and manage time and attendance systems

10563 7.1 Manage the business of information technology


Process element

Process Element

IDHierarchy

ID10570 7.1.1 Develop the enterprise IT strategy

10571 7.1.2 Define the enterprise architecture

10572 7.1.3 Manage the IT portfolio

10573 7.1.4 Perform IT research and innovation

10575 7.1.5 Evaluate and communicate IT business value and performance


Process element

Process Element

IDHierarchy

ID10564 7.2 Develop and manage IT customer relationships

10578 7.2.1 Develop IT services and solutions strategy

10579 7.2.2 Develop and manage IT service levels


Process element

Process Element

IDHierarchy

ID10580 7.2.3 Perform demand-side management (DSM) for IT services

10581 7.2.4 Manage IT customer satisfaction


Process element

Process Element

IDHierarchy

ID10582 7.2.5 Market IT services and solutions

11220 7.3

10565 7.4 Manage enterprise information

Develop and implement security, privacy, and data protection controls


Process element

Process Element

IDHierarchy

ID10583 7.4.1 Develop information and content management strategies

10584 7.4.2 Define the enterprise information architecture

10585 7.4.3 Manage information resources

10586 7.4.4 Perform enterprise data and content management

10566 7.5 Develop and maintain information technology solutions

10587 7.5.1 Develop the IT development strategy


Process element

Process Element

IDHierarchy

ID10588 7.5.2 Perform IT services and solutions life cycle planning

10589 7.5.3 Develop and maintain IT services and solutions architecture

10590 7.5.4 Create IT services and solutions

10591 7.5.5 Maintain IT services and solutions


Process element

Process Element

IDHierarchy

ID10567 7.6 Deploy information technology solutions

10592 7.6.1 Develop the IT deployment strategy

10593 7.6.2 Plan and implement changes

10594 7.6.3 Plan and manage releases


Process element

Process Element

IDHierarchy

ID10568 7.7 Deliver and support information technology services

10595 7.7.1 Develop IT services and solution delivery strategy

10596 7.7.2 Develop IT support strategy

10597 7.7.3 Manage IT infrastructure resources

10598 7.7.4 Manage IT infrastructure operations


Process element

Process Element

IDHierarchy

ID10728 8.1 Perform planning, forecasting and management accounting

10738 8.1.1 Perform planning/budgeting/forecasting

10739 8.1.2 Perform cost accounting and control


Process element

Process Element

IDHierarchy

ID10740 8.1.3 Perform cost management

10729 8.2 Perform revenue accounting

10743 8.2.1 Invoice constituent


Process element

Process Element

IDHierarchy

ID10744 8.2.2 Process accounts receivable (AR)

10745 8.2.3 Manage and process collections

10746 8.2.4 Manage and process adjustments/deductions


Process element

Process Element

IDHierarchy

ID10730 8.3 Perform general accounting and reporting

10747 8.3.1 Manage policies and procedures

10748 8.3.2 Perform general accounting


Process element

Process Element

IDHierarchy

ID10749 8.3.3 Perform fixed-asset accounting

10750 8.3.4 Perform financial reporting

10731 8.4 Manage fixed-asset project accounting

10751 8.4.1 Perform capital planning and project approval


Process element

Process Element

IDHierarchy

ID10752 8.4.2 Perform capital project accounting

10732 8.5 Process payroll

10753 8.5.1 Report time

10754 8.5.2 Manage pay


Process element

Process Element

IDHierarchy

ID10755 8.5.3 Process payroll taxes

10756 8.6.1 Process accounts payable (AP)

10757 8.6.2 Process expense reimbursements

10734 8.7 Manage treasury operations

10758 8.7.1 Manage treasury policies and procedures


Process element

Process Element

IDHierarchy

ID10759 8.7.2 Manage cash

10760 8.7.3 Manage fund cash accounts

10761 8.7.4 Manage debt and investment

11208 8.7.5 Monitor and execute risk and hedging transactions

10735 8.8 Manage internal controls

10762 8.8.1 Establish internal controls, policies, and procedures


Process element

Process Element

IDHierarchy

ID10763 8.8.2

10764 8.8.3 Report on internal controls compliance

10736 8.9 Manage taxes paid

10765 8.9.1 Develop tax payment strategy and plan

10766 8.9.2 Process taxes payments11216 10.4 Manage business resiliency

17491 12.3.2.2.4 Decide next steps

Operate controls and monitor compliance with internal controls policies and procedures


Process element

Process Element

IDHierarchy

ID11074 12.4 Manage change

11134 12.4.1 Plan for change

11135 12.4.2 Design the change


Process element

Process Element

IDHierarchy

ID11136 12.4.3 Implement change

11137 12.4.4 Sustain improvement


Process element

Process Element

IDHierarchy

ID11073 12.5 Develop and manage enterprise-wide knowledge

management (KM) capability


Process element

Process Element

IDHierarchy

ID11095 12.5.1 Develop KM strategy

11096 12.5.2 Assess KM capabilities


Process element

Process Element

IDHierarchy

ID11071 12.6.1 Create and manage organizational performance strategy


Process element

Process Element

IDHierarchy

ID11075 12.6.1.1 Create city-wide outcomes measurement model

11076 12.6.1.2 Measure process productivity


Process element

Process Element

IDHierarchy

ID11077 12.6.1.3 Measure cost effectiveness


Process element

Process Element

IDHierarchy

ID11078 12.6.1.4 Measure staff efficiency


Process element

Process Element

IDHierarchy

ID11079 12.6.1.5 Measure cycle time

11072 12.6.2 Benchmark performance

11083 12.6.2.1 Conduct performance assessments


Process element

Process Element

IDHierarchy

ID11084 12.6.2.2 Develop benchmarking capabilities

11087 12.6.2.4 Conduct gap analysis to understand need for change and degree needed


DefinitionThis process group encompasses all processes associated with product and service portfolio management, including the analysis of the current portfolio compared to market opportunities and the definition of requirements for new/evolved products and services using that analysis. This group also includes activities related to the alignment of new additions to the portfolio with corporate business strategy as well as the management of the product or service lifecycle. Preliminary research and development falls in this group, under 2.1.3 Perform discovery research.

The Evaluate performance of existing products/services against market opportunities process is used to identify gaps between existing product/service capabilities or performance levels and the current market demand, available technologies, and customer requirements. This process culminates in the decision of whether or not to proceed with investments in the development of new deliverables. Input gathered from customers through exercises such as focus groups assess marketplace need. In addition, input can be gathered from internal or thirdparty service organizations to support the product/service evaluation. Although the marketplace may look for new technologies or techniques to enhance existing products and services, customers may not be willing to pay more for them. Accordingly, remember that perfection can be the enemy of good enough. Find out exactly what customers are willing to pay for, and ensure that efforts do not exceed the parameters of the development business case. This is especially important for global products where cost and availability issues may be more apparent.


DefinitionThe Define product/service development requirements process encompasses the identification and capture of new product/ service requirements or potential improvements to current products/services. This process entails collaboration with members of the supply chain to ensure the feasibility of what is being defined in the requirements. For example, a product with manufacturing requirements that supply chain cannot currently fulfill requires a corporate decision to either upgrade manufacturing capabilities or abandon the new product. Enterpriselevel effects and needs must be considered. Depending on the nature of the final product or service, these requirements are often defined as a set of abilities, such as availability or reliability, that influence product development decisions.

The Perform discovery research process encompasses those tasks and decisions associated with earlystage research and development—when product/service assumptions are greater than knowledge. Based on the gap between current product/service characteristics and new/changing requirements (from the marketplace, customers, or other business forces), organizations use this process to identify and develop new technologies in support of a new product. This process also includes an assessment of how feasible it is to incorporate those new or potential technologies into products and services. This process guides the funding and documentation of preliminary research and development projects and ensures that any findings (related to feasibility of technology or other recommendations) carry over to stagegate processes that drive overall product/service development. Consider the ramifications of being too “bleedingedge” (as opposed to being on the leading or cutting edge) with new products. Key stakeholders in the supply chain or marketplace may not be ready to adopt the latest and greatest technologies, increasing the risk that the product or service will not succeed or be adopted.


DefinitionHaving evaluated the market needs and specified the requirements for new product or services, the Confirm alignment of product/service concepts with business strategy process is a reality check prior to significant investment by the organization. It ensures that the new product/service concepts are in line with overall business strategy. This process plans and develops the cost, quality, and risk targets for the new products/services. This process can also be used in the prioritization and timing of development activities if there are a number of concepts vying for funding or other scarce resources. This process is most useful when the business strategy is current. If the strategy is outdated, this process may trigger a review of the corporate business direction and drivers.

The Manage product and service life cycle process describes how new products and services are conceived, introduced to the market, supported, and retired. This process also encompasses how new product performance in the marketplace is monitored and continuously improved. Introduction of the new product/service may be timed to coincide with key marketing opportunities. Products and services should be retired when their marketplace or cost effectiveness begins to decline below a predetermined threshold. Once a product or service has reached marketplace maturity, its performance indicators should be continuously refined.


DefinitionThis process group relates to the design, development, and inservice configuration control of products and services. It encompasses traditional design, build, and evaluation processes; configuration and change management; manufacturing and production process planning; final product validation and verification; as well as data management, control, and exchange inter and intraenterprise. This process is where most of the product or service risk is identified, controlled, and mitigated. Typically, this process group consumes approximately 60 percent of all costs associated with bringing a new product or service to market.

The Design, build, and evaluate product and services process describes the core engineering design and development of any new product/service introduction or existing product/service upgrade. The process includes planning the development of the product/service and assigning resources to deliver the plan. Building on the research and development efforts carried out earlier in the development lifecycle, these process activities further define the engineering intent based on customer specifications and input from marketplace gap analysis. Further detailed specifications may be developed as part of this process to ensure compliance to original requirements. This process can also include collaboration with customers to review progress and ensure compliance; with suppliers to stay current on any changes in requirements; and, where applicable, with regulatory bodies for product or service certification. Crossfunctional collaboration, in parallel with the pure design definition, will enable the capture and honing of manufacturing, tooling, production, quality, inspection, and inservice requirements. With the design underway, organizations may chose to create physical or virtual prototypes of the products to aid with compliance certification. They may also conduct customer acceptance testing to eliminate, as early as possible, any quality or reliability problems.


DefinitionIn the Prepare for production process, the organization develops and tests delivery processes through a prototyping cycle to ensure optimal production time and alignment with cost targets. This process also ensures that the production/ assembly/manufacturing lines are suitably equipped to meet the demands of the new product. If they are not, new material and equipment can be designed, ordered, delivered, and deployed. With the prototype process successfully tested and production or assembly rates realized, the fullscale production process or methodology may be installed and validated. Often the Prepare for production process is a key target for lean initiatives to ensure operational and cost efficiency.

This process group includes all processes required to research and understand customers, the market, and the organization’s related opportunities. It also addresses developing and managing brands, defining and managing a channel strategy and aggregating and managing customer marketing. Pre-planning clinics are conducted, demand information is collected, customer profiles are created, and unconstrained and constrained forecasts are developed.


DefinitionIn the Perform customer and market intelligence analysis process, an organization researches the market and collects/ reviews data about its customers. This may be accomplished through surveys, secondary research, customer feedback repositories, customer conversations, polls, etc. Contacting and/or profiling existing customers is a key way to determine which marketing strategies work and which do not. During this process, the organization also looks internally at its existing offerings and at the current business environment, gathering data and charting trends. The information collected here will be used in process 3.1.2 Evaluate and prioritize market opportunities. Before starting this process, identify your target buyer, any obstacles in reaching that buyer, and risks associated with entering that market. Redefine this target buyer if research reveals new markets and potential customers. Importantly, map out the customer buying cycle during this process. Determining the customer buying cycle allows marketing and sales to reach customers before budgets are locked and at optimal times of the year.

During the Evaluate and prioritize market opportunities process, an organization takes the information and analysis gathered in process 3.1.1 Perform customer and market intelligence analysis and determines which opportunities exist to connect with customers in the marketplace. Organizations typically begin by identifying where new touch points can be gained or where new customer bases may exist. Then, those opportunities are prioritized according to the resources, strategic direction, and availability of the organization. Organizations also segment customers into meaningful categories during this process and verify that the opportunities identified can be pursued from every angle of the business.


DefinitionIn this process group, an organization defines its market strategy in concrete terms. It takes the research accomplished in process element “develop marketing, distribution, and channel strategy” and develops specific offerings, pricing plans, and channel strategies according to the value these efforts would provide to the organization. The Define offering and customer value proposition process includes all processes necessary to develop and flesh out the details of a customer or market offering. These offerings should address and align with customer needs as determined in process group 3.1. This process also includes the development and positioning of any new, related branding for the target customer segments outlined in activity 3.1.2.2 Determine target segments. Use customer case studies and qualifications to support your proposition.

The Define and manage channel strategy process encompasses all the activities needed to identify the appropriate channels to market to different customer segments (as defined in activity 3.1.2.2 Determine target segments). This involves finding channel partners, ensuring that the channels align with organizational strategy for each segment, and the final channel selection process.

Process group “develop sales strategy” includes the processes for creating concrete sales plans including forecasts, budgets, partnerships, goals, and measures.In the Develop sales forecast process, an organization analyzes its historic sales order trends to generate a new forecast for the products and services currently in the portfolio. It also looks at patterns and results related to past promotions and events in order to predict outcomes of those planned for the future.


Definition The Develop sales partner/alliance relationships process deals with the activities needed to identify, research, negotiate, and finalize partnerships and alliances with other entities. These relationships should further the organization’s goals and align with market strategy developed in process group 3.2 Develop marketing strategy.

The Establish overall sales budgets process includes all activities related to setting up a financial plan for sales. During this process, the organization calculates revenue, costs, and profit; compares these to forecasted and historical data; and creates a budget based on actual and reasonable assumptions and goalsDuring the Establish sales goals and measures process, the organization analyzes historical sales data and the performance of sales personnel. It compares forecasts to actuals and looks at the assessment of the market as created within process group 3.1 Understand markets, customers, and capabilities. Based on this information, the organization establishes its sales goals along with measures that align with overall business strategy.Based on strategy established within “develop marketing strategy” and through coordination with sales strategies established in “develop sales strategy,” the organization creates specific plans to market its offerings to customers within this process group. This process group includes processes for making budgets, identifying and developing media, pricing products and services, managing packaging, managing marketing content and promotional activities, tracking and responding to customer insight and monitoring measures established within “develop marketing strategy”. Additionally, in this process group, organizations take action on plans made in earlier processes. Here, marketing and customers are managed and measured along with any supporting materials.


DefinitionThe Establish goals, objectives, and metrics for products by channels/segments process relies on customer segments and channels set in process groups 3.1 and 3.2. In this process, the organization determines its priorities and the metrics that will reflect how well those priorities are being achieved. To do this, the organization looks at measures identified in processes 3.3.4 Establish sales goals and measures and 3.3.5 Establish customer management measures and applies these to specific customer segments, basing its choices on current top goals and strategic initiatives.

In the Establish marketing budgets process, an organization ensures that marketing plans align with business strategy and, based on those links, determines how those plans should be budgeted. This includes making cost assumptions, forecasting return on investment, and attributing the costs to the appropriate areas of the business. This process is often accomplished prior to process 3.1.1 Perform customer and market intelligence analysis; the timing will differ from organization to organization, depending on the budgeting schedule and which departments handle that process.

The Develop and manage media process involves any kind of media the organization chooses to use to market its offerings to customers. The choice of media should be determined based on customer characteristics and market strategy. This process includes the sourcing and engagement of media providers as well as the actual creation of media materials and the messages they contain. Defining the ultimate objectives for each piece of media and assessing the performance of media against marketing plans and projections also take place here Begin this process early, engaging with public relations firms and external contacts well in advance of campaigns. Give the media time to gain interest.


DefinitionDuring the Develop and manage pricing process, the organization determines pricing plans for its offerings based on forecasted sales and the characteristics of its customers. This process is ongoing throughout the lifecycle of a product or service and depends on market, customer, sales, and production costs. Activity 3.4.4.3 Evaluate pricing performance can be executed at any time to reexamine pricing thresholds and schedules, and changes can be made in activity 3.4.4.4 Refine pricing as needed.

The Develop and manage promotional activities process encompasses all activities related to conceptualizing, testing, executing product/service/brand promotions. Once a promotion has launched, this process continues as the organization tweaks parts of the promotion or chooses to use ideas or lessons learned during the promotion in future activities. The promotion’s performance according to organizational measures is also evaluated in this process. Determine early on whether you need third party help with promotion. You may need to purchase lists, consult with social media experts, hire seasonal staff, or pay for additional research

The Track customer management measures process focuses on the analysis of customer data in order to refine strategy and marketing plans. These measures are primarily quantitative, but qualitative information can be used as well. Focus on the value of customers and their responsiveness to marketing campaigns and promotions to determine priorities and tactics for reaching customers more effectively.


DefinitionDevelop and manage sales plans includes the processes required to manage sales on an ongoing basis. From the generation of leads and the development and management of fleet and corporate bids and proposals to continuous customer/account management, this process group covers the activities an organization uses to sell products and services. These processes are often highly linked to processes within categories “deliver products and services” and "manage customer service,” and sales must align with these categories in order to set customer expectations appropriately. Sales staff must deal with customers based on products and services the organization actually provides, using the same schedule that product/service development, production, and customer service follow. This process group also includes some processes related to managing sales personnel and partnerships/alliances sales may form with other entities.

During the Manage customers and accounts process, the organization develops and executes customer relationship management plans. This includes the accumulation of customer data in the appropriate tools (IT applications and systems) and the administrative management of proactive and responsive customer contact and facilitation methods (processes you have mapped for responding to customer inquiries and making scheduled contact).

Once a sale has been achieved, the Manage sales orders process begins. It involves the acceptance/validation of sales orders, coordination with other departments required to fulfill the orders, data entry, and followup activities such as inquiries and reports of transactions.


DefinitionThe Manage sales partners and alliances process incorporates activities required to manage working relationships with external sales or channel entities. The process involves training new partners in the organization’s offerings and sales strategy, developing a cooperative forecast based on the expected output of the partner and their requirements of the organization, determining appropriate compensation, measuring and evaluating the results, tracking data, and analyzing progress. The organization should regularly review, prioritize, and update these partnerships in process 3.3.2 Develop sales partner/alliance relationships.

This category includes all processes that are involved in planning, including managing the demand for products and services, creating a materials plan, and scheduling production to meet actual demand. Sales and operations planning activities are included in this process group. Key sales and operations planning activities result in the development of the sales and production plan. The processes in this group may be performed regularly (i.e. at the beginning of each period).

“Manage demand for products and services” is the process that defines the activities used to predict demand for products and services, including forecast measurements (such as baseline and consensus), collaboration with customers, and allocating availabletopromise inventory or capabletopromise capacity. Various types of demand are considered in this process, including firm demand, opportunity demand, and forecasted demand; these comprise the overall demand plan. Note that demand management can take on a different aspect through the use of promotions and pricing in cases where demand must be constrained due to limited availability, or where there is a goal to motivate purchases of certain products or services. An important measure for this process is forecast accuracy percentage.


DefinitionThe “procure materials and services” process group addresses the collaborative sourcing that takes place based upon the Production Order (refreshed monthly, weekly and even daily) to supply the factory lines as needed. It includes the business activities of procurement planning, purchasing, and sourcing beginning with developing sourcing strategies for materials and services, the selection of suppliers to provide the materials and services, the development and maintenance of the corresponding contracts, and the ordering of materials and services. This process also includes planning for inbound parts that will be used in the manufacture of the vehicle, the management of suppliers and inventory as well as the evaluation of vendors. Finally, the performance of the procurement function is assessed. Procurement includes both direct and general items, for example, production parts and products (OEM); repair parts; maintenance, repair, and operating (MRO) supplies; and services (administrative and technical). Procurement may also include subcontracted labor resources.


DefinitionDeveloping sourcing strategies, also known as “supplier portfolio strategies,” comprises multiple activities including clarifying purchasing requirements, matching needs to supplier capabilities, analyzing a company’s spend profile to identify highopportunity categories, matching the most effective sourcing strategy by category, seeking opportunities to improve efficiency and value, and collaborating with suppliers to identify sourcing strategies. The process may include the development of a timeline that incorporates sourcing milestones for each category of sourced product or service. Sourcing strategies are occasionally identified by category or supplier, for example, reverse auction, request for information (RFI), request for proposal (RFP), request for quote (RFQ), or consortium. For services business that are human resourcecentric, the sourcing strategy will include sources of supply other than those that are procured. For example, inhouse, lowcost labor from other geographies, lowcost labor from alternate employee categories (e.g., retirees that reenter the company with a modified employment type), use of affiliates, or a joint venture. All of these elements are used to create a procurement strategy and plan that guides purchasing activities with a focus on reducing total cost of supply and creating a balanced supplier portfolio.

The process to select suppliers and develop/maintain contracts is responsible for selecting suppliers (typically through a request for information [RFI], request for proposal [RFP], or request for quote [RFQ] process) to create business value, reduce cost, and ensure quality. The process comprises multiple activities including identifying categories of purchase, matching suppliers by category, certifying and validating suppliers, and negotiating and managing contracts


Definition“Order materials and services” is the process of planning, ordering, and executing the physical delivery of materials and services from suppliers to the points of need and use. This process comprises multiple activities including processing/ reviewing requisitions, approving requisitions, soliciting/tracking vendor quotes, creating/distributing purchase orders, expediting orders to satisfy special requests, and researching/resolving exceptions.

Appraising and developing suppliers is the process of developing and managing programs and policies for interacting with suppliers and measuring/improving their performance. This includes monitoring and managing supplier information, preparing/analyzing spend and vendor performance (including meeting quality standards) supporting inventory and production processes, and the creation/implementation of suppler training and certification programs

This category includes all of the processes that are included in servicing products produced elsewhere in the supply chain. These processes include confirming the specific service requirements, identifying and scheduling resources to meet the service delivery requirements, providing the specific service to the customer, and ensuring that the quality standards are met and the quality of the service is acceptable to the customer.This process includes creating or updating a customer profile record, processing individual customer requests and generating service orders. This may involve systems like customer segmentation, customer relationship management (CRM), order management, etc. As part of the process, external and internal customer service audits may be conducted by the company


DefinitionThis process requires creating a resource plan/schedule and an order fulfillment schedule. The resources could include any of the following: personnel, raw materials, equipment, time frames, and finances. Customer service needs might require product development, shipping options, inventory management, order tracking, returns management, etc.This process involves organizing the daily product service order fulfillment schedule, dispatching resources, managing the order fulfillment request, and validating the order fulfillment block completion. This process does not address planning and management of ongoing service and service agreements; it only addresses the specific onetime product fix or replacement activities.

To ensure the quality of service, a company can identify completed product service orders and solicit customer feedback on delivery expectations as a part of the improvement process.


DefinitionThe use of category 5.0 processes will depend on the nature of an organization’s business. At some organizations—such as those in telecommunications, food service, customer contact services, or retail—the core business (or a significant portion of the business) is customer service. In these cases, category 4.0 Deliver Products and Services may be more appropriate—in particular, process group 4.4 Deliver service to customer. When thinking about the distinction between the delivery of a service and the “customer service” function, remember that the employee or group that delivers an initial service to a customer (such as a restaurant server or retail store cashier) is often not the same person or group that deals with customer inquiries, requests, and complaints after the fact. Those who deal with customers before and after the delivery of a service are typically working within the category 5.0 Manage Customer Service. Those delivering the service are working within 4.0 Deliver Products and Services. The distinction between the two depends on the needs of the organization. As long as the organization is consistent in its use of particular processes for certain business activities, the framework structure will work. But typically, categories 4.0 and 5.0 deal with activities related to actual provision of the product or service (4.0) and activities related to customer contact before or after that provision (5.0). Note that not all key performance indicators (KPIs) listed in this document will apply to every organization. The KPIs selected by an organization depend on its structure, strategy, and critical objectives.


DefinitionProcess group 5.1 Develop customer care/customer service strategy involves understanding and segmenting customers, creating policies to govern customer service, and setting service targets and priorities. Some of these determinations may be informed by segmentation and relationship building that occurred within process category 3.0 Market and Sell Products and Services. This strategy governs the way the organization provides service to customers proactively or in response to customer requests/issues

In the Measure customer satisfaction with customer requests/inquiries handling process, the organization gathers information from customers about their experience dealing with customer service, whether through an inquiry, a sales transaction, or other interaction with customer service representatives. (Note that the measurement of complaint handling occurs in process 5.3.2, and customer satisfaction with the products and services themselves is measured in process 5.3.3.) This information may be collected in person, through surveys, by interviewing customers, in online forms, by retrieving it from other areas of the business, or through other methods. This process includes both the solicitation and analysis of feedback along with reporting any feedback and conclusions to management. Feedback may be analyzed quantitatively or qualitatively, depending on the nature of the customer responses and the needs of the organization. Likewise, the reporting methods should match the standards of the organization, whether through spreadsheets, meetings, or online tools. The extent, duration, and frequency of the evaluation will also depend on the organization and its business.


DefinitionIn the Measure customer satisfaction with customer complaint handling and resolution process, the organization gathers information from customers about how their complaints were handed by customer service representatives. (Note that the measurement of noncomplaint inquiries occurs in process 5.3.1, and customer satisfaction with the products and services themselves is measured in process 5.3.3.) This information may be collected in person, through surveys, by interviewing customers, in online forms, by retrieving it from other areas of the business, during the complaint resolution process (5.2.3), or through other methods. This process includes both the solicitation and analysis of feedback along with the reporting of feedback and conclusions to management. Activity 5.3.2.2 Analyze customer complaint data and identify improvement opportunities includes the analysis of the data and any work completed internally to make improvements. The analysis of the complaint often results in actions within other process categories—for example, improving the customer experience with billing (category 8.0) or by altering the nature of the products/services themselves (2.0 or 4.0). Feedback may be analyzed quantitatively or qualitatively, depending on the nature of the customer responses and the needs of the organization. The customer satisfaction data for complaints is typically gathered at the time of the complaint on all complaints but still may be aggregated with data gathered in process 5.3.1 Measure customer satisfaction with customer requests/inquiries handling.


DefinitionIn the Measure customer satisfaction with products and services process, the organization gathers information from customers about their experience with the products and services themselves. (Note that the measurement of customer inquiry handling occurs in process 5.3.1, and the measurement of complaint handling occurs in process 5.3.2.) Organizations may chose to track these activities here (in process 5.3.3) or through activities 4.4.4.3 Solicit customer feedback on services delivered and 4.4.4.4 Process customer feedback on services. This decision usually depends on the strategic use of an organization’s customer service Wherever this information is tracked, it may be collected in person, through surveys, by interviewing customers, in online forms, by retrieving it from other areas of the business, or through other methods. This process includes both the solicitation and analysis of feedback along with the reporting of feedback and conclusions to management and other areas of the business as necessary. Feedback received here can inform activities 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2.2 Identify potential new products and services, and 3.1.1.1 Conduct customer and market research. Customer satisfaction data may be analyzed quantitatively or qualitatively, depending on the nature of the customer responses and the needs of the organization. Likewise, the reporting methods should match the standards of the organization, whether through spreadsheets, meetings, or online tools. The extent, duration, and frequency of the evaluation will also depend on the organization and its business. The communication of this information throughout the business may be essential to the growth of the business and its overall understanding of customer needs.


DefinitionDuring the Develop customer service segmentation/prioritization process, an organization analyzes its existing customers and any feedback it has received. Based on research and customer characteristics and needs, the organization develops an appropriate customer segmentation plan and links customers with the appropriate segment. The organization also prioritizes customers and the types of issues that should be escalated in priority.

The Define customer service policies and procedures process encompasses all the steps required to develop a set of policies and procedures for dealing with customer inquiries, requests, issues, and outreach. These policies govern the actions of employees who provide customer service, and the particulars depend on the kinds of customer service offered by the organization and the importance of customer service to the profitability of the business.

In the Establish service levels for customers process, the organization determines the degree of service it will provide, sometimes differing according to customer segment or type of issue. These targets may be referenced on organizational or individual employee scorecards and are typically communicated to employees during the onboarding process. These levels may be linked to the policies constructed in process 5.1.2 Define customer service policies and procedures.

This process group involves the development of plans and management standards for the customer service work force and the actual processing and management of customer service requests, inquiries, and complaints. The way these processes are performed depends heavily on the strategy, policies, and service levels established in process group “develop post vehicle sale, customer care/customer service strategy”.


DefinitionThe Plan and manage customer service work force process concentrates on managing customer service personnel specifically, over and above the activities that reside within process category 6.0 Develop and Manage Human Capital. Customer service employee planning requires the organization to forecast the volume of contact the customer service function is likely to receive within the quarter (and/or other time periods as necessitated by the business). Based on that forecast and knowledge of typical customer contact cycle times and desired service levels, the organization can determine how many employees are required and how they should be scheduled. The scheduling of the work force is based on many factors, including historical service trends and anticipated highvolume time periods. During this process, the work force’s time and utilization is also tracked to enable accurate forecasting in future years. In addition to tracking utilization, the quality of customer interactions is also monitored and measured in this process. The criteria for evaluating customer interactions depends on the nature of the business and the service levels established in process 5.1.3 Establish service levels for customers.

The Manage customer service requests/inquiries process deals with the actual receipt, routing, and response to customer requests/inquiries. This process depends on the planning that occurred in process group 5.1 and process 5.2.1. The customer service representatives themselves accomplish these activities, and their performance is measured in process group 5.3 Measure and evaluate customer service operations.


DefinitionThe Manage customer complaints process deals with every aspect of customer complaints, from initial receipt and routing to resolution and response. This process depends on the planning that occurred in process group 5.1 and process 5.2.1. Customer service representatives themselves accomplish these activities, and their performance is measured in process group 5.3 Measure and evaluate customer service operations. Complaints are handled slightly differently from requests and inquiries, and thus, an activity (5.2.3.3) is present in process 5.2.3 that does not exist in process 5.2.2 Manage customer service requests/inquiries. Activity 5.2.3.3 Resolve customer complaints typically occurs internally, when organization convenes to find an appropriate resolution to the complaint or when an employee executes an action to satisfy the complaint (e.g., fixing a broken link on a Web site or correcting a line item on a receipt or invoice). Once the issue has been resolved or a plan for resolution has been formulated, the organization can move forward to activity 5.2.3.4 Respond to customer complaints. During activity 5.2.3.4, customer service may tell the customer that the issue has been resolved or may discuss the potential solutions to identify next steps.


DefinitionProcess group “measure and evaluate customer service operations” focuses on measuring customers’ satisfaction with various aspects of the service they receive. The factors that the organization combines to rate customer satisfaction may be determined within process “create enterprise measurement systems model” or in process “establish service levels for customers”. What constitutes customer satisfaction will vary from organization to organization, and the methods used to collect customer feedback will also differ. Many organizations ask their customers if they will continue to come to the organization in the future; if they would recommend it to a friend; or if they will rank how well the organization responds to requests, how quickly the organization responds, or how well the organization seems to understand customer needs.


DefinitionSpecific tasks will vary based on business need (ex. penetrating new market, increasing use of flexible staffing[part-time, contingent, contractor]) or business risk being addressed (aging workforce, attrition/turn over of key employees ) towards a single objective of getting the right number of people, with the right skills, in the right place and at the right time. Has a continuum of Basic (reactive; decision tree) to Innovative (predictive; simulations).

Can support demand planning at the aggregate level. Develop models with defined thresholds and interventions/actions (e.g. hiring, transitioning, training, contracting) consistent with the workforce management [do we say planning rather than management?] strategy to address resource excesses or shortages (Key inputs from 6.1.2.1 Gather skill requirements according to corporate strategy and market environment)

Can support resource optimization: matches demand to supply at the individual level and triggers actions, such as posting hiring requirements and opening purchase orders for contracting services. (Key inputs from 6.1.2.2 Plan employee resourcing requirements per unit/organization)

Monitor and update HR plans is the process of measuring the outcomes of HR activities and the contributions of HR to business strategy. It involves communicating/updating HR plans to stakeholders, determining the value added from the HR function, and reviewing and revising HR plans.The process group Recruit, source, and select employees includes creating and developing employee requisitions, recruiting and sourcing candidates, screening and selecting candidates, managing preplacement verification, managing new hires/rehires, and tracking candidates.


DefinitionThe Create and develop employee requisitions process includes aligning the work force plan to business unit strategies/ resource needs, developing and opening job requisitions, preparing job descriptions, posting job requisitions, managing internal/external job posting Web sites, changing/updating requisitions, notifying hiring managers, and managing requisition dates.The Recruit/source candidates process involves selecting recruiting methods, performing recruiting activities, holding/ participating in recruiting events, and managing recruitment vendors.

The Manage new hire/rehire process includes drawing up and making a job offer, negotiating an offer, and hiring a candidate.The Track candidates process involves creating an applicant record; managing/tracking applicant data; and archiving and retaining records of nonhires.The Develop and counsel employees process group consists of managing employee orientation and deployment, managing employee performance, managing employee relations, and managing and implementing employee development plansThe Manage employee orientation and deployment process involves creating/maintaining employee onboarding programs, introducing new hires to their managers and to the work place, and evaluating the effectiveness of employee onboarding programs.

The Manage employee performance process consists of defining performance objectives; reviewing, appraising, and managing employee performance; and evaluating and reviewing the performance management program.The Manage employee development process includes creating short and longterm career goals, reviewing organizational career ladders, and identifying training and development opportunities.


DefinitionThe Develop and train employees process includes aligning employee and organization development needs; developing competencies; conducting training needs analyses; and developing, conducting, and managing employee and/or management training programs.

Covers all dealings between employer and employees about conditions covered by unionized employment situations. Includes maintenance/administration of formal agreements [specifically collective bargaining agreements if applicable to organization.] and ensuring compliance with these agreements.Manage the negotiations between representatives of the employer and the collective bargaining unit[union] for reaching collective agreements that regulate working conditions. Agreements typically include determining compensation scales, benefits, working hours, overtime, health & safety, training, and grievance mechanisms.

Manage partnerships between labor and management that are outside of formal agreements. Typically intended to address specific goal or issue where management decisions will have broad implications on workforce/workplace climate. Intended 1)to facilitate understanding of goal/issue 2) solicit input/collaborative problem solving 3) provide opportunity for multiple levels of the organization to influence decisions.The Reward and retain employees process group consists of developing and managing reward, recognition, and motivation programs; managing employee assistance and retention; managing and administering benefits; and administering payrollThe manage and administer benefits process includes delivering the employee benefits program, administering benefits enrollment, processing claims, and performing benefits reconciliation.


DefinitionThe payroll administration process includes maintaining and administering the employee earnings and deduction information that is used to prepare payroll. These activities may or may not be part of the HR or payroll function. The activities of processing and distributing payments are not included in 6.4.4 Administer payroll and instead are covered under process group 8.5 Process payroll, specifically in process 8.5.2 Manage pay.The redeploy and retire employees process group includes managing promotions and demotions; managing separations, retirements, and leaves of absence; developing and implementing employee outplacement services; managing deployment of personnel; relocating employees and managing assignments; managing employment reduction and retirement; managing expatriates; and managing employee relocations.The manage promotion and demotion process includes the administration and execution of employee promotion and demotion. It also includes the processing of employee records and payroll and benefits transactions.The manage separation process includes the administration and execution of employee separations. It includes the creation and generation of final payments, turnover reports, and vendor notification. This process also includes communications with former employees regarding benefits options The Manage retirement process includes management of the organization’s retirement systems, tools, and processes. It does not include execution of the Manage retirement process itself.The Manage leaves of absence process includes managing and administering the leave of absence policy for employees who are taking leaves in excess of their annual allowance.The Develop and implement employee outplacement process involves creating and providing career transition information and advice to employees whose roles have been eliminated.


DefinitionThe Manage deployment of personnel process includes managing the movement of employees to different roles within an organization.

The Manage expatriates process includes activities associated with both the expatriation and repatriation of employees within the organization.The manage reporting process consists of providing key HR data and reporting capabilities for varying levels of management.The manage employee inquiry process involves receiving, responding to, and recording information on employee inquiries.The manage and maintain employee data process includes making revisions to personal data such as changing beneficiary designations or employee status.The manage human resource information systems process involves managing the daytoday running of human resource information systemsThe develop and manage employee metrics process consists of collecting and managing work force data that is used to report on human capital program outcomes, workforce trends, demographics, and performance.The develop and manage time and attendance process includes collecting, editing, approving, and entering data related to hours worked and paid time off. This process does not include the actual processing of time and attendance data.Managing the business of information technology involves defining and maintaining the relevance of IT to the enterprise and its mission, communicating the strategy and role of IT within the enterprise, establishing the enterprise architecture and guiding principles, defining the IT management system and governance model, and managing the strategic activities that help ensure attainment of IT value.


Definition Developing the enterprise IT strategy consists of the activities required to define and maintain a businessfocused enterprise IT strategy. This includes building strategic intelligence for the enterprise, collaborating with stakeholders to identify the longterm IT needs of the enterprise, and the development and maintenance of the businessfocused strategy.The purpose of defining the enterprise architecture is to assess the interrelationships of the business process architecture, the information architecture, the components and services architectures, and the infrastructure architectures to ensure their continued relevance. Execution of this process requires establishing the enterprise architecture definition, confirming the enterprise architecture maintenance, acting as a clearinghouse for IT research and innovation, and governing the enterprise architecture.

Management of the IT portfolio results in the establishment of criteria for economic and strategic value and the provisioning of resources in accordance with strategic priorities and efforts to achieve a balanced portfolio. The activities included within the IT portfolio management process are maximizing the value of the IT portfolio for the enterprise, provisioning resources in accordance with strategic priorities, and achieving a balanced portfolio. This consists of exploring new technologies in pursuit of IT services and solutions innovations, formulating a development project to build and deploy selected technologies, and transitioning those technologies to the development pipeline.Evaluating and communicating IT business value and performance consists of establishing key performance measures, monitoring trends and key performance indicators, linking business technology investments to business outcomes, and communicating business technology value contributions.


DefinitionDeveloping and managing IT customer relationships involves managing communications and interactions between the customers of IT and the providers of IT services and solutions; gathering business requirements; helping customers develop justifications for requested IT services and solutions; providing the initial interface to IT architects responsible for designing the IT services and solutions; and monitoring the customers’ satisfaction with the development, deployment, and ongoing support of the IT services and solutions.

Developing an IT services and solutions strategy involves assessing the needs of the business and user, translating those needs into services and solutions requirements, formulating and evaluating IT services and solutions strategic initiatives, and selecting IT services and solutions strategic initiatives to apply. The formulation of IT services and solutions strategic initiatives includes the tasks required to generate new ideas, identify enhancements or extensions to existing IT services and solutions, and identify outdated services and solutions for sunset or retirement. Developing and maintaining a longterm, businessfocused IT strategy encompasses tasks to develop, communicate, govern, and track strategy deployment. This includes defining and communicating the strategic intent regarding the organizational use of IT; establishing and maintaining an IT governance structure; articulating strategic assumptions for IT strategy development; and developing and tracking the resulting IT plan, which optimizes the use of technologies, resources, and alliances to improve business agility.

Developing and managing IT service levels requires creating and maintaining the IT services and solutions catalog, establishing and maintaining business and IT service level agreements, evaluating and reporting service level attainment results, and communicating business and IT service level improvement opportunities.


DefinitionPerforming DSM for IT services consists of understanding IT services and solutions consumption and usage, developing and implementing incentive programs that improve consumption efficiency, and developing the volume/unit forecast for IT services and solutions. Development of IT services and solutions requires modeling the effect of incentive programs on the baseline forecast and generating a DSMinfluenced volume/unit forecastManagement of IT customer satisfaction includes capturing and analyzing customer satisfaction and assessing and communicating customer satisfaction patterns. Capturing and analyzing customer satisfaction consists of tasks required to manage and monitor IT customer complaints and feedback, conduct qualitative and quantitative assessments, and identify customer satisfaction issues and opportunities for improvement. Assessing and communicating customer satisfaction patterns consists of tasks required to evaluate satisfaction with IT services and solutions, evaluate satisfaction with complaint resolution, and determine IT customer loyalty/lifetime value.


DefinitionMarketing IT services and solutions includes developing the IT services and solutions marketing strategy, developing and managing the IT customer strategy, managing IT services and solutions advertising and promotional campaigns, and processing and tracking IT services and solutions orders. Developing the services and solutions marketing strategy requires the IT organization to understand IT services and solutions requirements, predict user consumption behavior, and identify common usage/consumption profiles and target IT customers. Developing and managing the IT customer strategy includes tasks to establish and maintain IT customer management goals and strategies, develop a sales forecast and budget, and evaluate IT customer management results. Managing IT services and solutions advertising and promotional campaigns is defined as developing and managing IT services and solutions advertising, promotions, marketing communications, and sales opportunities. Processing and tracking IT services and solutions orders consists of collecting and maintaining IT customer account information, processing orders, and establishing delivery of the IT services and solutions.

Developing and implementing security, privacy, and data protection controls includes the establishment of information security, privacy, and data protection strategies and levels as well as the testing, evaluation, and implementation of information security, privacy, and data protection controls.Managing enterprise information is defined as understanding what information is important to the enterprise; determining how, when and from where that information is collected; defining how that information is structured and organized; and establishing the policies and controls needed to guide the collection and use of that information.


DefinitionDeveloping information and content management strategies within the IT organization includes understanding information needs and the role of IT services in executing the business strategy, assessing the information and IT knowledge management implications of new technologies, and planning information and IT knowledge management actions and priorities.Defining the enterprise information architecture includes defining information elements, composite structure, logical relationships, constraints, and derivation rules; defining information access requirements; and establishing data custodianship.Managing information resources includes defining the enterprise information/data policies and standards as well as developing and implementing data and content administration. Performing enterprise data and content management requires the IT organization to ensure that the collection, storage, and use of information and data are in accordance with the established information/data policies. Tasks include monitoring, controlling, and managing exceptions per policies and standards.Developing and managing information technology solutions involves producing, developing, and testing new, enhanced, and improved solutions; enabling services that meet all confirmed requirements; maintaining and managing solutions; supporting services to continue meeting all confirmed requirements; and sunsetting solutions/discontinuing services no longer needed.Developing the IT development strategy includes defining a consistent approach to IT development; ensuring the repeatability of development and maintenance activities; and allowing these activities and their outcomes to be measured, thereby enabling continuous improvement.


DefinitionPerforming IT services and solutions life cycle planning includes tasks to maintain the longterm viability of a family of services and solutions from “cradle to grave.” This includes ensuring that new solutions are created and new services enabled when needed and that existing services and solutions are properly repaired/enhanced or sunset/discontinued in an orderly fashion when no longer needed.

Developing and maintaining IT services and solutions architecture includes creating the technical definition of the reference architecture for a family of IT services and solutions while ensuring compliance with the overall enterprise architecture. Tasks include assessing the need for new solutions and services, enabling new solutions and services, and maintaining existing solutions and services in a prescribed fashion consistent across the whole enterprise.

Creating IT services and solutions is defined as the installation of service and/or solution design while ensuring that all functional and nonfunctional requirements are met and that solutions comply with organizational standards. Tasks include understanding service or solution requirements, designing the service or solution, building or integrating components, testing the solution or service, and gaining customer acceptance and certification.Maintaining IT services and solutions includes the tasks required to upkeep, repair, and develop minor (as defined by enterprise policy) enhancements to existing solutions or services and ensure that existing services or solutions continue to meet requirements. Tasks include understanding requirements or defect analysis, modifying the design of the service or solution, integrating newly required components, testing the change to a solution or service, and gaining customer acceptance and certification.


Definition Deploying information technology solutions involves introducing new, enhanced, or improved functionality into the environment with minimal or no disruption to the services schedules; ensuring consideration of appropriate security and contractual constraints; and properly balancing business benefit with technical and business risk.

Developing the IT deployment strategy includes creating a consistent approach to the introduction of changes and releases into the IT environment, examining feedback from completed changes to ensure a successful deployment, and developing policies specific to “change” and “release.” Tasks include defining what constitutes a change and release, determining who can request changes and releases, establishing procedures to assign priority and approval levels, developing an exception process, defining deployment procedures, establishing and documenting a workflow for change approvals, analyzing completed changes and releases, and evaluating change trends and success rates.

Planning and implementing changes includes all tasks necessary to administer and plan individual change requests (including accepting or rejecting the request), assessing the business and technical risks of changes, determining which individual changes can be performed simultaneously without increasing overall risk factors, and creating a master change schedule. Other tasks include requesting services, such as procurement and security, from other components to ensure component availability and obtainment of necessary security authorities.

Planning and managing releases involves establishing priority for changes and executing all necessary planning activities to prepare for the actual release implementation. Tasks include understanding release design, coordinating release acceptance, planning rollout, and coordinating training.


DefinitionDelivering and supporting information technology services involves delivering IT services and solutions within the budget provided; meeting service commitments as measured by customerdefined service criteria; and achieving customer satisfaction targets.

Developing the IT services and solutions strategy consists of defining the organizational approach for IT service and delivery. Tasks include developing a strategy for delivering IT infrastructure services and determining sourcing strategies. Developing the IT support strategy requires defining the organizational approach to delivering key enabling services and assisting in the use of information technology. This strategy would address help desk activities, deskside support, and third level technical support. Tasks include coordination of vendor support and evaluation of sourcing alternatives. Managing IT infrastructure resources involves managing and maintaining the physical computing assets, including hardware and software, of the organization. Tasks include identifying configuration items to be maintained, establishing the information management system, collecting the configuration item information, populating the database, and ensuring that information is available to other components. Other tasks include preventive maintenance, facilities management, configuration management, and inventory (asset) management.

Managing IT infrastructure operations consists of activities required to manage the organizational workload and operation of physical assets, irrespective of their physical location. This includes providing and executing the requested services, preparing and handling customer input and data, managing security requests, and releasing resources employed in the delivery of the requested service and subsequently returning them to the resource pool.


DefinitionThis process group encompasses financial planning processes, including preparing quarterly and annual projections of revenue, expenses, operating profit, net income, and capital investments. The processes in this group support decision making through an analysis of the organization’s historical effectiveness and by recommending the most effective ways to allocate scarce resources to ensure that economic value is created for shareholders.This process group encompasses financial planning processes, including preparing quarterly and annual projections of revenue, expenses, operating profit, net income, and capital investments. The processes in this group support decision making through an analysis of the organization’s historical effectiveness and by recommending the most effective ways to allocate scarce resources to ensure that economic value is created for shareholders.

This is the process of developing periodic plans, budgets, and forecasts to enable the achievement of organizational performance goals. This includes setting assumptions for revenue and cost levels—as well as cash flows—expected in the pursuit of organizational growth. It also includes proactive cost control and reporting on actualversustargeted financial results. It may also include predicting financial results for the next four to six quarters on a rollingforward basis. Budgets and forecasts should reflect financial targets derived from strategic plans. They also serve as a discussion platform at regular business review meetings, in which managers can decide if, how, and when to alter tactics to ensure that performance targets are achieved.

This is the process of developing and implementing methods and models for the allocation of operating and overhead costs across products and/or services. This is typically used to evaluate and control product/service pricing, profitability, and trends. This includes inventory accounting, cost of sales analysis, product costing, variance analysis, and profitability reporting.


Definition This is the process of developing and implementing methods and approaches to analyze cost drivers, improve business processes, benchmark, deploy/utilize assets and resources, and evaluate value drivers. Within this process, the critical success factors and performance indicators should be determined and linked with activitybased measures.This process group includes the recording/reporting of data related to the sale of goods and/or services provided to customers. Revenue accounting, which is a major component of preparing formal financial statements, reflects the decisions an organization makes to recognize revenues in a given reporting period. Costs (both direct and allocated) are then applied to revenue to determine profit. The Perform revenue accounting process includes revenue recognition decisions and often decisions about reserves held back for bad debts and outstanding liabilities such as warrantees. This process group is greatly affected by process 3.5.4 Manage sales orders, which is explained in the Related Processes section of this document.

This is the process of developing and delivering customer invoices. It includes creating methods and procedures for communicating and delivering invoices and statements for services and products. The process encompasses the maintenance of customer/product master files, the generation and transmittal of customer billing data to the customer, the posting of receivable entries, and the resolution of customer billing inquiries. It does not include receiving payments; payment receipt is located in process 8.2.3 Process accounts receivable.


DefinitionThis encompasses the processing of payments due from customers, including the processing of any funds received, whether by check or electronically. This process involves the establishment of accounts receivable policies, the receipt and deposit of customer payments, the application of cash remittances, the preparation of accounts receivable reports, and the posting of accounts receivable activities to the general ledger. It does not include the generation of invoices; invoice generation is located in process 8.2.2 Invoice customer.

This is the process of coordinating and following through on collecting payments due. This process includes generating letters and phone calls on delinquent accounts, deciding when to collect, and selecting the collection vehicle (e.g., an external agency or an inhouse department). It also encompasses the establishment of policies for delinquent accounts, the analysis of delinquent accounts, correspondence/negotiation with delinquent accounts, internal discussions around account resolution, the processing of adjustments, and the writing off of uncollectable balances.

This is the process of receiving, rectifying, and monitoring customer adjustments and deductions resulting from warranties, claims, returns, and recalls of products and/or services. This process includes the establishment of policies/procedures for adjustments, the analysis of adjustments, correspondence and negotiation with customers, internal discussions around account resolution, the preparation of chargeback invoices, and the processing of related entries


DefinitionThis process group contains processes related to managing an organization’s ongoing financial records, including the maintenance of the chart of accounts, the processing of journal entries, and the adjustment of the organization’s general ledger accounts. This group also encompasses all operational activities performed to close the books on a monthly, quarterly, and yearly basis as well as the recording, tracking, and depreciation of fixed assets.

This is the process of controlling and updating the policies and procedures related to financial management and control, including maintenance of the financial procedures manual and the establishment of service level agreements with internal customers/suppliers and external financial service providers.This is the process of managing the general ledger—including the maintenance of the chart of accounts and the processing of journal entries, allocations, periodend adjustments (e.g., accruals, currency conversions), and intercompany transactions. It also encompasses the reconciliation of general ledger accounts and intercompany transactions, the preparation of the trial balance, and the preparation and posting of management adjustments.


DefinitionThis is the process of accounting for fixed asset transactions, including additions, retires, transfers, adjustments, and depreciation expenses. This process includes establishing fixed asset policies and procedures, recording entries to the fixed asset register, tracking fixed assets through physical inventories, and calculating and recording depreciation and expenses related to fixed asset maintenance and repair. This process often supports tax, statutory, and regulatory reporting by providing data on fixed assets to the appropriate departments. Fixed asset projects that were proposed, pursued, and capitalized under process group 8.4 Manage fixed asset project accounting are thereafter maintained within process 8.3.3, under the auspices of general accounting and reporting—unless a project is initiated to dispose of the asset, in which case the project is again covered in process group 8.4.

This is the process of gathering and consolidating periodic financial performance data and presenting snapshots of financial results for corporatelevel, business unitlevel, or departmentlevel decision makers. These snapshots take the form of highly structured financial statements and may show comparisons with previous periods, various profitability or growth ratios, cost consumption rates, or even FTE deployment data.This process group encompasses the financial planning and supervising of projects involving fixed assets (capital projects), including additions, retires, transfers, adjustments and depreciation expenses. This group typically relates to the acquisition or disposal of fixed assets.This is the process of developing capital investment policies and procedures and implementing them to create and approve the capital expenditure plan and budget. This includes performing justification for project approvals as well as reviewing and approving capital projects and fixed asset acquisitions. This process covers the construction of a business case for a capital project


DefinitionThis is the process of managing and accounting for ongoing activities related to capital projects—including setting up new projects, recording project transactions, monitoring and tracking spending, closing and capitalizing projects, and measuring financial returns on completed projects. Once a project is closed and the asset is capitalized, the accounting for that asset is no longer part of this 8.4.2 Perform capital project accounting process and instead will be performed under the process 8.3.3 Perform fixed asset accounting. Once the project is capitalized, it is a fixed asset.

This process group consists of reporting time, managing pay, and processing taxes. Payroll administration tasks as defined under 6.4.4 Administer payroll 1 are not considered in scope for 8.5 Process payroll.Capturing employee time information and recording data in the time reporting system for use by payroll, benefits, billing (depending on business model), etc. Preparing the data for payroll and benefits usage by analyzing and reporting paid and unpaid leave, monitoring regular, overtime and other hours, and analyzing and reporting employee utilization. This includes establishing policies and procedures for reporting time, management activities and system maintenance to effectively capture and report on employee time.

This is the process of calculating employee payroll for each pay period, including bonus runs throughout the year, and transmitting payments to employee accounts or directly to employees. It includes maintaining and administering employee earnings and deductions, monitoring changes in tax status in order to prepare the payroll each period, responding to all payrollrelated inquiries, and processing adjustments and/or manual corrections as appropriate. This process also encompasses management activities and payroll system/interface maintenance to ensure accurate payments.


DefinitionThis process ensures regulatory and statutory compliance for payroll tax obligations on behalf of the organization. This includes filing regulatory payroll tax forms in a timely manner and calculating and paying applicable payroll taxes. The production and distribution of employee tax statements on an annual basis (e.g., W2s in the U.S. or local equivalent) is also covered in this process.

This process consists of processing payments for operating expenses and other supplier charges, which includes verifying of accounts payable with vendor records, maintaining and managing electronic commerce, auditing invoices and approving payments, processing financial accruals and reversals, processing payments and taxes, researching and resolving exceptions, and adjusting accounting records. It also encompasses the development of policies and procedures around the processing of accounts payable and all related operations. Technology is typically key to achieving top performance in this process.

This process includes the approval and processing of advancements and reimbursements for employee expenses on the organization’s behalf as well as capturing and reporting relevant tax data and managing personal accounts. This process often dovetails with the processing of accounts payable and includes the development and use of policies and procedures.This process group includes the management of treasury policies and procedures, cash, inhouse bank accounts, debts, investments, and financial risks.This process involves establishing the scope and governance of treasury operations; creating and publishing treasury policies; developing, monitoring, auditing, and revising treasury procedures; developing and confirming internal treasury controls; and defining system security requirements.


DefinitionThis process includes managing and reconciling cash positions; managing cash equivalents; processing and overseeing electronic fund transfers; developing cash flow forecasts; managing cash flows; producing cash management accounting transactions and reports; managing and overseeing banking relationships; and analyzing, negotiating, resolving, and confirming bank fees.The activities used to manage inhouse bank accounts include managing inhouse bank accounts for subsidiaries; managing and facilitating intercompany borrowing transactions; managing centralized outgoing payments on behalf of subsidiaries; managing central incoming payments on behalf of subsidiaries; managing internal payments and netting transactions; calculating interest and fees for inhouse bank accounts; and providing account statements for inhouse bank accounts.

This process involves managing financial intermediary relationships; managing liquidity and issuer exposure; processing and overseeing debts and investments; making foreign currency transactions; and producing debt and investment accounting transaction reports.

This process includes managing interest rate, foreign exchange, and exposure risks; developing and executing hedging transactions; evaluating and refining hedging positions; producing hedge accounting transactions and reports; and monitoring credit.This process group consists of operating controls, monitoring compliance with internal controls policies and procedures, and reporting on internal controls compliance.This process covers the establishment of boards of directors and audit committees; the development and communication of a code of ethics; the assignment of roles and responsibilities for internal controls; the definition of business process objectives; the identification of risks; and the evaluation of defining entity/unit risk tolerance


Definition

This is the process of accounting for taxes collected or paid.

This process incorporates the planning, management, operation, and monitoring of internal control mechanisms, policies, and procedures. It includes designing and implementing control activities; monitoring control effectiveness; remediating control deficiencies; creating compliance functions; operating compliance functions; and implementing and maintaining technologies and tools to enable the controlsrelated activities. This process includes reporting to external auditors, regulators, shareholders, debt holders, securities exchanges, business partners, internal management, and any other bona fide third parties.

This group includes the processes associated with estimating an organization’s periodic tax liabilities and ensuring that appropriate taxing authorities receive tax return filings and payments when due.

This process includes setting targets for periodic tax liabilities and assessing the tax impact of various activities, such as the acquisition or disposal of fixed assets or a deliberate change in employee population.

Managing business resiliency and risk includes the processes required to enable firms to rapidly adapt and respond to any internal or external opportunity, demand, disruption, or threat; continue operations without significant impact to the business; and develop a more dynamic, strategic, and integrated approach to managing compliance obligations.John G Tesmer: (input into non-conformance or drive improvement)


DefinitionThis process group includes all processes involved in implementing and facilitating major changes throughout an organization or in a selected unit, department, division, etc. The needed changes are typically identified in process groups 12.1 Create and manage organizational performance strategy, 12.2 Benchmark performance, or 1.3 Manage strategic initiatives. Process group 12.4 Manage change deals with the activities necessary to plan, develop, implement, and monitor those changes. These are often projectrelated processes for activities that may have a set start and end date. However, activities in process 12.4.4 Sustain improvement may continue periodically well into the future. In some organizations, monitoring and sustaining improvement takes place within the other process categories specific to the area of the business where the change occurred, and those organizations track changerelated processes in those appropriate categories.

The Plan for change process involves all processes, from selecting the methodology for implementation to identifying stakeholders, resources, and preliminary measures. It also includes the identification of any barriers to the change and the formation of the team who will implement the change. Although the change methodology is selected in this process, the change itself is not extensively designed until process 12.4.2 Design the change. 12.4.1 is a planning and foundation laying process.

During the Design the change process, the change team aligns the change with other activities already in place or planned for the organization. It develops specific training and implementation plans, including communication schedules, new role assignments, and budgets.


DefinitionIn the Implement change process, organizations embed the new processes, systems, or other changes into the business. During this process, training is administered; stakeholders are consulted; and new documents, policies, processes, and technologies go into effect. Processes to continuously measure the change also begin, but measurement activities are typically tracked within the processes under process group 12.1 Create and manage organizational performance strategy.

The Sustain improvement process encompasses the tracking of changes made to the business and the general monitoring and maintenance of performance related to the change. This process includes postimprovement project activities, like debriefings where lessons learned during the change are shared and recorded. These processes may be revisited regularly to monitor performance, but these regular processes may eventually be tracked as part of continuous organizational processes under process group 12.1 Create and manage organizational performance strategy.


DefinitionThis process group comprises processes associated with knowledge flow within an organization (e.g., create, identify, collect, review, share, access, and use knowledge). At its heart, knowledge is information in action. Knowledge management (KM) is a systematic process that enables information and knowledge to grow, flow, and create value. The KM discipline is about connecting people to the information and expertise they need to achieve business results. Various approaches can be used to support this goal, including content management, communities of practice, transfer of best practices, lessons learned, expertise location, virtual collaboration, and social computing. The specific KM approaches that an organization pursues are determined by the business problems it wants to address. For example, if an organization is seeing similar mistakes repeated across business units, it may implement a lessons learned process so that employees can learn what has and hasn’t worked in other parts of the business. Similarly, an organization that is concerned about knowledge loss due to retirement may consider interviewing seniorlevel employees who are nearing retirement and making their expertise accessible through documents or videos. Although technology plays a role in KM, it is critical to implement technology as part of a larger, systematic change initiative. The introduction of new tools will not change behavior unless people understand when, how, and why to share knowledge and are incentivized to do so.


Definition The Develop KM strategy process includes activities related to establishing an enterprise KM program. A KM program is an organizationwide effort to standardize and excel in KM. The first set of activities relates to logistics such as governance, roles, and funding. An organization with a clear business case for KM is in a better position to select an appropriate governance model. For example, a program focused on expertise location might need ties to the HR function, whereas a program focused on content management might be better housed in the IT function. Funding is also impacted by the business case, but most organizations use a combination of corporate and businessunit funding for KM. The second set of activities relates to linking KM to business objectives and managing KMrelated change. Again, the specific tactics involved will depend on the business problems that KM is intended to solve, as well as the current culture and its receptiveness to KM. Note that processes 12.3.1 and 12.3.4 both contain activities related to technology needs, training, communication, and change management. The difference is that the activities in the Develop KM strategy process relate to the KM program as a whole, as opposed to specific KM approaches.

Before improving how it manages knowledge, an organization must evaluate its current KM processes and practices. The Assess knowledge management capabilities process includes activities for determining exactly where an organization stands on the KM learning curve, pinpointing gaps, and identifying KM approaches and tactics that will have meaningful impact on strategic objectives. For organizations that struggle with this process, frameworks like APQC’s KM Capability Assessment Tool provide standard structures for measuring KM maturity and identifying performance gaps.


DefinitionThis process group encompasses those processes required to develop a strategy for monitoring and improving the performance of an organization. Although this process group is related to process group 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy focuses more on internal performance rather than external or competitive positions in the marketplace. Process group 12.1 centers around measurement, including the creation of measures and the act of measuring itself. This is the measurement of internal performance within a strategy for tracking, streamlining, and improving it. Activity 1.2.2.6 Develop lean/continuous improvement strategy also relates to these activities but is more typically used when executives are developing a business strategy to enhance external market position. 1.2.2.6 focuses on highlevel strategy development, whereas 12.1 encompasses the tactical measurement of internal processes and work force improvement. The measurement processes in process group 12.1 should align with human capital management processes such as 6.6.5 Develop and Manage Employee Metrics. Process 6.6.5 and other human capital management processes refer to the overall management of employee information and the use of metrics to guide employee development and rewards. Process group 12.1 refers to the collection of the data and the strategies employed to gather it. It does not refer to the daytoday activities of human capital managers, but instead to the development of strategies and systems that allow human resources to more effectively manage personnel. Process group 12.1 also includes the measurement of machines, entire processes, facility and environmental efficiency, overall cost effectiveness, and other activities not directly related to human performance.


DefinitionThe Create enterprise measurement systems model process refers to the development of a highlevel measurement system to track performance across the enterprise or in specific functions or business units. In this process, organizations determine which processes to measure, which measures to use, how often to measure, and what the target measurement results should be. Decision makers usually also define which actions will be taken given certain measurement results. This process does not refer to actual measurement activities or consequential actions; it focuses on strategic decisions about how to best measure an organization. Because measures should be revisited and realigned with organizational goals as time passes, this process should repeat on a regular basis as a review.

The Measure process productivity process includes all activities associated with measuring how productive processes are. This process will vary depending on which activities and business components are being measured. Unlike process 12.1.4 Measure staff efficiency, process 12.1.2 measures outcomes (e.g., how much of X is produced within X time period). A manufacturing process may be measured according to number of units produced per FTE or number of “highquality” units produced. A marketing department might be measured on the completion of a target number of campaigns per marketing FTE. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other functionspecific categories. (For example, if measures indicate that inventory levels need to be better optimized, the resulting actions would take place under the process 4.5.3 Operate warehousing.)


DefinitionThe Measure cost effectiveness process covers all activities associated with measuring the cost effectiveness of a process. This process will vary depending on which activities and business components are being measured. An organization may want to track its return on investing in activities like marketing campaigns, new equipment, and process redefinition. It may also measure cost per employee or cost per cycle for a given process, function, or business unit. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other functionspecific categories. (For example, if measures indicate that inventory levels need to be better optimized to reduce costs, the resulting actions would take place under the process 4.5.3 Operate warehousing.)


DefinitionThe Measure staff efficiency process covers all activities associated with measuring how efficiently employees perform. This process will vary depending on which activities and business components are being measured. This process often focuses on measuring activities performed manually or compares manual completion with completion aided by automation. These measures can help determine where automation could increase efficiency or identify differences between the efficiency of one employee or group and another. This process could also include an evaluation of the quality of work, which could potentially reduce or increase the amount of automation or review included in the process. This process, unlike process 12.1.2 Measure process productivity, does not measure outputs of a process. Instead, it measures the agility and speed of the activities that lead to a final product. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other functionspecific categories. (For example, if measures indicate that the invoicing cycle is too long or has redundant steps, the resulting actions would take place within process 8.2.2 Invoice customer.)


DefinitionThe Measure cycle time process includes all activities associated with measuring how long it takes to perform certain processes or cycles of action. This process will vary depending on which activities and business components are being measured. Organizations typically include the measurement of cycles like customer response time, invoicing, or orderto cash under this process. Some organizations choose to include measurement analysis in this process. Actions taken based on the measurement typically exist as activities within process group 12.4 Manage change or within the other function specific categories. (For example, if measures indicate that the invoicing cycle is taking too long or is inconsistent, the resulting actions would take place within process 8.2.2 Invoice customer.)

Process group 12.2 Benchmark performance encompasses all the processes required to compare organizational performance internally or externally with other organizations. Some organizations run benchmarking through a central group or department. In other cases, benchmarking takes place as part of a specific project or within a particular department that sees the need to compare its performance with other departments or organizations

In order to benchmark, an organization must first examine its own performance. The Conduct performance assessments process includes activities related to measuring, researching, and recording the performance of people, processes, mechanisms, or other areas of the business that the organization wants to benchmark or track. Usually, these assessments are performed on a regular cycle to monitor longterm performance. But this can also refer to an indepth pre benchmarking exercise to look at specific process that might not be regularly assessed.


Definition The Develop benchmarking capabilities process refers to tasks associated with increasing an organization’s ability to compare its performance internally or externally or maintain benchmarking relationships with other organizations. This can include training staff in benchmarking, developing technological solutions or other materials to aid benchmarking efforts, or consulting with external entities to gain knowledge or tools to help benchmark.In the Conduct gap analysis to understand need for change and degree needed process, the organization examines its performance against that of the benchmarked organizations or entities. It notes the differences between organizational performance and that of the benchmarked standard and studies those differences to identify what specific changes need to be made. The organization determines how much its performance needs to change to meet expectations and help the organization reach its strategic goals.


ABOUT APQCAn internationally recognized resource for process and performance improvement, APQC helps organizations adapt to rapidly changing environments, build new and better ways to work, and succeed in a competitive marketplace. With a focus on productivity, knowledge management, benchmarking, and quality improvement initiatives, APQC works with its member organizations to identify best practices; discover effective methods of improvement; broadly disseminate findings; and connect individuals with one another and the knowledge, training, and tools they need to succeed. Founded in 1977, APQC is a member-based nonprofit serving organizations around the world in all sectors of business, education, and government. APQC is also a proud winner of the 2003, 2004, 2008, 2012, and 2013 North American Most Admired Knowledge Enterprises (MAKE) awards. This award is based on a study by Teleos, a European based research firm, and the KNOW network.

COPYRIGHT AND ATTRIBUTION©2014 APQC. ALL RIGHTS RESERVED. APQC encourages the wide distribution, discussion, and use of the PCF for classifying and defining processes. APQC grants permission for use and adaptation of the PCF for internal use. For external use, APQC grants permission for publication, distribution, and use, provided that proper copyright acknowledgment is made to APQC. No modifications to the look or content should be made in external venues. Please use the following text when reusing the PCF in external print or electronic content:THE APQC PROCESS CLASSIFICATION FRAMEWORKSM (PCF)The PCF was developed by non-profit AP QC, a global resource for benchmarking and best practices, and its member companies as an open standard to facilitate improvement through process management and benchmarking, regardless of industry, size, or geography. The PCF organizes operating and management processes into 12 enterprise level categories, including process groups and over 1,000 processes and associated activities. To download the full PCF or industry-specific versions of the PCF as well as associated measures and benchmarking, visit www.apqc.org/pcf.


ABOUT APQCAn internationally recognized resource for process and performance improvement, APQC helps organizations adapt to rapidly changing environments, build new and better ways to work, and succeed in a competitive marketplace. With a focus on productivity, knowledge management, benchmarking, and quality improvement initiatives, APQC works with its member organizations to identify best practices; discover effective methods of improvement; broadly disseminate findings; and connect individuals with one another and the knowledge, training, and tools they need to succeed. Founded in 1977, APQC is a member-based nonprofit serving organizations around the world in all sectors of business, education, and government. APQC is also a proud winner of the 2003, 2004, 2008, 2012, and 2013 North American Most Admired Knowledge Enterprises (MAKE) awards. This award is based on a study by Teleos, a European based research firm, and the KNOW network.

COPYRIGHT AND ATTRIBUTION©2014 APQC. ALL RIGHTS RESERVED. APQC encourages the wide distribution, discussion, and use of the PCF for classifying and defining processes. APQC grants permission for use and adaptation of the PCF for internal use. For external use, APQC grants permission for publication, distribution, and use, provided that proper copyright acknowledgment is made to APQC. No modifications to the look or content should be made in external venues. Please use the following text when reusing the PCF in external print or electronic content:THE APQC PROCESS CLASSIFICATION FRAMEWORKSM (PCF)The PCF was developed by non-profit AP QC, a global resource for benchmarking and best practices, and its member companies as an open standard to facilitate improvement through process management and benchmarking, regardless of industry, size, or geography. The PCF organizes operating and management processes into 12 enterprise level categories, including process groups and over 1,000 processes and associated activities. To download the full PCF or industry-specific versions of the PCF as well as associated measures and benchmarking, visit www.apqc.org/pcf.

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