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FRAMEWORK
VERSION NUMBER 7.0.5
GENERATED ON 9/12/2016
For more information about the PCF, visit www.apqc.org/pcf
ICATION
This file represents a "flat" Excel-based version of the PCF. It includes a number of worksheets intended t
communicate the various aspects of the framework necessary to interpret it and make full use of its inten
capabilities.
These pages illustrate the configuration of this file. If you have further questions, please contact APQC di
on pcf_feedback@apqc.org or +1-713-681-4020.
PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used througho
APQC's open standards benchmarking as a way to relate measures, questions, and other materials back
specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by
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 ea
This number will not be consistent across releases - meaning that a process element may have a differen
hierarchy ID among a set of releases.
Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarki
library for this specific process element. For more information, please visit http://www.apqc.org/osb
ts intended to
se of its intended
used throughout
aterials back to
identified by the
es not change.
s Benchmarking
org/osb
PCF ID
10002
20192
Hierarchy
Metrics
ID
Name
available?
1.0
Develop District Vision and Strategy
Y
2.0
Develop, Deliver, and Assess Curriculum, Assessment, and Instruction
N
20315
20399
10006
10007
10008
17058
19207
16437
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
10012
10013
11.0
12.0
N
N
Y
Y
Y
Y
N
N
N
Y
7 of 687
PCF ID
10002
17040
10017
10021
10022
10023
10024
10025
10026
10027
16790
16791
10018
10028
19946
19947
10019
10030
19948
10031
10032
10033
10034
10020
19949
10035
10036
10015
10037
10044
10045
10046
10038
10047
10048
13289
13290
14189
19951
Hierarchy
Metrics
ID
Name
available?
1.0
Develop District Vision and Strategy
Y
1.1
Define the district context and long-term vision
N
1.1.1
Assess the external environment
Y
1.1.1.1
Analyze and evaluate competition (surrounding districts,
N
private and charter schools, virtual schools, etc..)
1.1.1.2
Identify economic trends (tax base, revenue, state/federal
N
funding and grants)
1.1.1.3
Identify political and regulatory issues
N
1.1.1.4
Assess new technology innovations (instructional,
N
administrative, and operational)
1.1.1.5
Analyze demographics
N
1.1.1.6
Identify social and cultural changes
N
1.1.1.7
Identify ecological concerns
N
1.1.1.8
Identify intellectual property concerns
N
1.1.1.9
Evaluate IP acquisition options
N
1.1.2
Survey stakeholders and determine customer needs and
N
requirements
1.1.2.1
Conduct qualitative/quantitative assessments
N
1.1.2.2
Capture student and stakeholder needs
N
1.1.2.3
Assess student and stakeholder needs
N
1.1.3
Conduct internal analysis of educational programs, support,
N
and operation services
1.1.3.1
Analyze organizational characteristics
N
1.1.3.2
Analyze internal operations
N
1.1.3.3
Create baselines for current processes
N
1.1.3.4
Analyze systems and technology
N
1.1.3.5
Analyze financial health
N
1.1.3.6
Identify (district) core competencies
N
1.1.4
Establish strategic vision
N
1.1.4.1
Define the strategic vision
N
1.1.4.2
Align stakeholders around strategic vision
N
1.1.4.3
Communicate strategic vision to stakeholders
N
1.2
Develop district strategy
N
1.2.1
Develop overall mission statement
N
1.2.1.1
Define current business
N
1.2.1.2
Formulate mission
N
1.2.1.3
Communicate mission
N
1.2.2
Define and evaluate strategic options to achieve the objectives
N
1.2.2.1
Define strategic options
N
1.2.2.2
Assess and analyze impact of each option
N
1.2.2.2.1
Identify implications for key operating model business
N
elements that require change
1.2.2.2.2
Identify implications for key technology aspects
N
1.2.2.3
Develop sustainability strategy
N
1.2.2.4
Develop shared services strategy
N
8 of 687
PCF ID
14197
10039
10040
10041
10049
Hierarchy
ID
1.2.2.5
1.2.3
1.2.4
1.2.5
1.2.5.1
20187
10055
10042
19953
19954
20188
1.2.5.2
1.2.5.3
1.2.6
1.2.6.1
1.2.6.2
1.2.6.3
20189
20190
1.2.6.4
1.2.6.5
20191
10043
19956
10016
10057
10058
10059
10060
19983
1.2.6.6
1.2.7
1.2.7.1
1.3
1.3.1
1.3.2
1.3.3
1.3.4
1.3.4.1
19984
1.3.4.2
Name
Develop lean/continuous improvement strategy
Select long-term district strategy
Coordinate and align functional and process strategies
Create organizational design
Evaluate breadth and depth of district organizational
structure
Evaluate operations and instructional staffing needs
Assess organizational implication of staffing
Develop and set district goals
Identify organizational goals
Establish baseline metrics
Seek Board of Trustee approval of strategy and strategic
plan
Communicate and share strategic plan with all staff
Train employees on strategic plan and alignment with
department and campus plans
Post Strategic Plan to website
Formulate department and campus strategies
Analyze department and campus strategies to district
Execute and measure strategic initiatives
Develop strategic initiatives
Evaluate strategic initiatives
Select strategic initiatives
Establish high-level performance measures
Develop district scorecards to monitor and report
performance
Align department and campus performance measures to
district level measures
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
9 of 687
PCF ID
20192
Hierarchy
ID
Name
2.0
Develop, Deliver, and Assess Curriculum, Assessment, and
Instruction
20193
20194
20195
20196
2.1
2.1.1
2.1.2
2.1.2.1
20197
20198
20199
20200
20201
20202
2.1.2.2
2.1.2.3
2.1.2.4
2.1.3
2.1.4
2.1.5
20203
20204
20205
2.1.6
2.1.6.1
2.1.6.2
20206
20207
20208
20209
20210
20211
20212
2.1.6.3
2.1.6.4
2.1.6.5
2.1.6.6
2.1.7
2.1.7.1
2.1.7.2
20213
20214
20215
20216
20217
20218
20219
20220
20221
20222
20223
20224
20225
20226
20227
20228
2.1.8
2.1.9
2.2
2.2.1
2.2.1.1
2.2.1.2
2.2.2
2.2.2.1
2.2.3
2.2.3.1
2.2.4
2.2.5
2.2.5.1
2.2.5.2
2.2.5.3
2.2.6
20229
20230
2.2.6.1
2.2.6.2
Develop curriculum
Define/Design curriculum development procedures
Align with federal/state/local standards
Align with content standards developed by national
organizations
Align to assessment performance standards
Ensure horizontal and vertical curriculum alignment
Identify and review best practice research
Provide for key customer and stakeholder input
Develop scope/sequence/timeline
Develop instructional calendars/pacing guides/local
assessments
Select instructional resources
Develop instructional materials plan
Form cross-functional team including curriculum and
instruction, technology, procurement office
Create overall plan
Collaborate with suppliers and contractors
Identify critical materials and supplier capacity
Coordinate implementation plan
Pilot the curriculum
Evaluate effectiveness of curriculum
Revise curriculum based on feedback and local
assessments
Implement curriculum
Monitor integrity of curriculum implementation
Design effective instructional programs
Use diagnostics to determine readiness to learn
Use formative assessment to inform ongoing instruction
Determine students readiness to learn
Identify best practices based on data
Document and share best practices
Establish best-practice instructional strategies
Engage students in the instructional process
Develop an implementation plan
Determine expectation for lesson design
Determine district expectations
Determine campus expectations
Determine level and rigor of instruction expectations
Provide differentiated instruction based on individual student
needs
Identify enrichment needs
Identify acceleration needs
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
10 of 687
PCF ID
20231
20232
20233
Hierarchy
ID
2.2.6.3
2.2.7
2.2.8
20234
20235
2.2.8.1
2.2.8.2
20236
2.2.8.3
20237
20238
20239
20240
2.3
2.3.1
2.3.1.1
2.3.1.1.1
20241
2.3.1.1.2
20242
2.3.1.1.3
20243
20244
20245
2.3.1.1.4
2.3.1.1.5
2.3.1.1.6
20246
20247
20248
20249
20250
2.3.1.2
2.3.1.2.1
2.3.1.2.2
2.3.1.2.3
2.3.1.2.4
20251
20252
20253
2.3.2
2.3.2.1
2.3.2.2
20254
2.3.2.3
20255
2.3.2.4
20256
2.3.2.5
20257
2.3.2.6
20258
20259
2.3.2.7
2.3.2.8
N
N
Metrics
Name
available?
Identify technology for program needs
N
Align after school and summer program curriculum
N
Design instructional programs to accelerate learning for
N
students below grade level standards
Plan for remedial instruction
N
Manage the classroom for differentiated instructional
N
strategies
Provide academic coaches to support classroom instruction
N
for students
Assess student achievement
N
Plan district assessment program
N
Assess current assessment program
N
Determine goal of the assessment program in school or
N
system improvement
Identify mandatory testing by local, district, state, and
N
federal agencies
Identify diagnostic, formative, and any voluntary
N
assessment for program
Determine target populations of current assessments
N
Analyze current frequency and scheduling of
N
assessments
Identify
gaps in the assessment program; check for
N
alignment
Design assessment program
N
Determine learning (skills) to be assessed
N
Determine performance standards for target populations
N
Select most appropriate format
N
Select vendor-developed assessment or develop the
N
assessment
Develop formative assessment tools
N
Determine the scope of content and skills to be addressed
N
Determine assessment method for each objective (multiple
N
choice, open-ended, essay, performance, portfolio, etc..)
Determine appropriate delivery format (paper/pencil,
N
online, oral administration, etc..)
Develop blueprint for test development, including number
N
and format of items or tasks for each objective or strand
Develop test item specifications (number of distracters,
N
level of vocabulary, level of thinking or mental processing,
performance required)
11 of 687
PCF ID
20260
20261
20262
20263
20264
20265
20266
20267
20268
20269
20270
Hierarchy
ID
2.3.2.9
2.3.2.9.1
2.3.2.9.2
2.3.2.9.3
2.3.2.9.4
2.3.3
2.3.3.1
2.3.3.2
2.3.3.3
2.3.3.4
2.3.3.5
20271
2.3.3.6
20272
2.3.3.7
20273
2.3.3.8
20274
20275
20276
20277
20278
2.3.4
2.3.4.1
2.3.4.2
2.3.4.3
2.3.4.4
20279
20280
20281
20282
20283
20284
20285
20286
20287
2.3.4.5
2.3.4.6
2.3.5
2.3.5.1
2.3.5.2
2.3.5.3
2.3.6
2.3.6.1
2.3.6.2
20288
20289
20290
20291
2.3.6.3
2.3.6.4
2.3.6.5
2.3.6.6
20292
2.3.6.7
20293
20294
2.3.6.8
2.3.6.9
Metrics
Name
available?
Develop key or refine rubrics as necessary
N
Review items for sensitivity and bias
N
Pilot items or tasks
N
Review and pilot completed assessment
N
Revise as needed
N
Administer formative assessments
N
Provide necessary training
N
Distribute the tests or assessment materials
N
Assess students using appropriate assessment procedures
N
Monitor compliance with assessment procedures
N
Monitor provision of appropriate accommodations for
N
students
Collect data on participation and possible irregularities and
N
report
Receive test materials from schools if stored and/or scored
N
centrally
Package and transmit materials to contractor, as
N
appropriate
Administer summative assessments
N
Provide necessary training to school-based staff
N
Distribute materials
N
Assess students using appropriate assessment procedures
N
Collect data on participation and possible irregularities and
N
report
Receive and inventory test materials from schools
N
Package and transmit materials per contractor instructions
N
Score and compile assessment data
N
Plan for scoring of assessment
N
Train key staff in scoring the assessment
N
Score summative assessments
N
Analyze and evaluate results
N
Identify and explore anomalies
N
Disaggregate the data at the district, school, or classroom
N
level as appropriate (e.g., grade levels, departments,
subject areas, and subgroups [socio-economic status,
ethnicity])
Analyze for gaps and strengths in student achievement
N
Check alignment of instruction with test content
N
Identify trends (e.g., longitudinal, cohort)
N
Identify over/under-achieving schools, programs, grade
N
levels, teachers, etc..
Determine gaps between actual student achievement and
N
achievement targets or expectations
Feed data/results to appropriate decision makers
N
Provide feedback to state and federal testing agencies or
N
test publishers on quality issues and needed improvements
12 of 687
PCF ID
20295
20296
Hierarchy
ID
2.3.7
2.3.7.1
20297
2.3.7.2
20298
2.3.8
20299
2.3.8.1
20300
20301
20302
20303
2.3.8.2
2.3.8.3
2.3.8.4
2.3.8.5
20304
2.3.8.6
20305
20306
20307
20308
20309
20310
20311
2.3.8.7
2.3.8.8
2.3.8.9
2.3.8.9.1
2.4
2.4.1
2.4.1.1
20312
20313
20314
2.4.1.2
2.4.1.3
2.4.1.4
Metrics
Name
available?
Provide training on analyzing and using data
N
Provide training on data analysis at the district, school, and
N
classroom levels
Provide data utilization training to district, school, and
N
classroom levels
Report assessment results to students, stakeholders, and
N
district leadership
Identify a data management system to archive and retrieve
N
data
Identify audiences
N
Determine information needs of each audience
N
Determine products to meet audiences needs
N
Determine format and content and specifications for each
N
product
Develop timelines aligned with deadlines and audience
N
requirements
Produce each reporting product
N
Publish each reporting product
N
Present findings
N
Gather feedback on the usefulness of the reports
N
Evaluate programs
N
Determine programs to be evaluated
N
Determine (and develop instruments where necessary) the
N
data to be collected, including perception and background
surveys, student performance data, observation checklists,
comparable schools data, etc..
Gather the data
Analyze the collected data
Evaluate the program/determine program
recommendations
N
N
N
13 of 687
PCF ID
20315
20316
20317
20318
20319
20320
20321
20322
20323
20324
20325
20326
20327
20328
20329
20330
20331
20332
20333
20334
20335
20336
20337
Hierarchy
Metrics
ID
Name
available?
3.0
Design and Deliver Student Support Services
N
3.1
Identify requirements for support services
N
3.1.1
Interpret rules and regulations
N
3.1.2
Conduct a district needs assessment for support services
N
3.1.3
Provide clear process for identifying student needs for support
N
service
3.1.3.1
Develop referral committee guidelines
N
3.1.4
Identify gaps in services
N
3.1.5
Collaborate between services
N
3.2
Establish entrance and exit criteria for student support services
N
3.2.1
Establish referral criteria
N
3.2.2
Establish acceptance criteria
N
3.2.3
Establish exit criteria
N
3.2.4
Develop intervention programs
N
3.2.5
Identify the Least Restrictive Environment (LRE) for special
N
education students
3.3
Evaluate support programs and services
N
3.3.1
Train educators to observe student response to intervention,
N
support programs, and services
3.3.2
Monitor student progress resulting from intervention
N
3.3.3
Evaluate effectiveness of services to meet students needs
N
3.4
Identify and coordinate community services related to student
N
needs
3.4.1
Identify/Maintain community partnership opportunities to
N
support mentoring, tutoring, academic enrichment, etc..
3.4.2
Coordinate direct services of classroom volunteers
N
3.4.2.1
Determine the capacity and expertise of community
N
partners to deliver services
3.4.2.2
Provide a connecting/marketing mechanism between
N
community provider (before, after, and during school) and
individual student/ family needs
20338
20339
20340
20341
3.4.2.3
3.4.2.4
3.5
3.5.1
20342
20343
3.5.1.1
3.5.1.2
20344
3.5.1.3
20345
20346
20347
20348
3.5.1.4
3.5.1.5
3.5.2
3.5.2.1
N
N
N
N
N
N
N
N
N
N
N
14 of 687
PCF ID
20349
20350
Hierarchy
ID
3.5.2.2
3.5.2.3
20351
3.5.2.4
20352
20353
20354
20355
3.5.3
3.6
3.6.1
3.6.1.1
20356
20357
20358
3.6.1.1.1
3.6.1.1.2
3.6.1.1.3
20359
3.6.1.2
20360
20361
20362
3.6.1.3
3.6.1.3.1
3.6.1.3.2
20363
20364
20365
20366
20367
20368
20369
20370
3.6.2
3.6.3
3.6.4
3.7
3.7.1
3.7.2
3.7.3
3.7.4
20371
20372
20373
3.7.5
3.7.6
3.8
20374
20375
3.9
3.9.1
20376
20377
20378
20379
20380
3.9.2
3.9.3
3.9.3.1
3.9.3.2
3.9.3.3
20381
3.9.3.4
Metrics
Name
available?
Implement parent education programs/services
N
Evaluate effectiveness of parent education
N
programs/services
Revise and improve parent education programs and
N
services
Coordinate and collaborate with parent/ teacher organizations
N
Design and implement counseling services
N
Develop academic planning and counseling services
N
Identify student needs and requirements to complete
N
graduation requirements
Develop graduation plans
N
Monitor completion of graduation plans
N
Provide intervention to students who are not on track to
N
complete graduation plans
Develop career counseling and pathways for postN
graduation
Communicate college and career opportunities
N
Provide on-site and web-based information
N
Develop K12 strategies to communicate college and
N
career opportunities
Develop counseling programs
N
Align guidance services to support instruction
N
Identify barriers to student academic achievement
N
Design and implement social services
N
Provide social service support for families/ students
N
Provide homeless services
N
Provide migrant services
N
Utilize case management process to streamline and avoid
N
duplication of services to individual student
Manage outsourced services (e.g., child psychologist)
N
Identify and communicate web-based support programs
N
Design and align extra-curricular services such as interscholastic
N
athletics, clubs, other enrichment opportunities
Design and implement alternative education and interventions
N
Create alternative academic and discipline schools or
N
programs
Provide early intervention for at-risk students
N
Develop student attendance policies and procedures
N
Develop student attendance tracking methods
N
Monitor student attendance
N
Develop interventions and diversion programs for student
N
truancy
Identify performance measures for student attendance and
N
truancy
15 of 687
PCF ID
20382
Hierarchy
ID
3.9.3.5
20383
3.9.4
20384
20385
20386
20387
20388
20389
20390
20391
20392
20393
20394
20395
20396
20397
20398
3.9.4.1
3.9.4.2
3.9.4.3
3.9.4.4
3.9.4.5
3.9.4.6
3.9.4.7
3.10
3.10.1
3.10.2
3.10.2.1
3.10.2.2
3.10.3
3.10.3.1
3.10.3.2
Metrics
Name
available?
Report performance measures for student attendance and
N
truancy
Develop student behavior management policies and
N
procedures
Develop district discipline management plan
N
Identify levels of student discipline management
N
Identify appropriate consequences to discipline infractions
N
Track student discipline infractions
N
Develop discipline performance measures
N
Analyze discipline data
N
Revise discipline management plan, policies, or procedures
N
Design and implement student health services
N
Establish nursing services
N
Develop pregnancy services
N
Identify student needs
N
Provide teen parenting programs
N
Develop health and wellness strategies
N
Develop diabetes identification and counseling services
N
Develop vision and hearing screening
N
16 of 687
PCF ID
20399
20400
20401
20402
20403
20404
20405
20406
20407
20408
20409
20410
20411
20412
20413
20414
20415
20416
10216
10277
10281
10282
10283
10284
10285
10286
10287
10278
20417
10289
20418
10291
10279
10292
10293
10294
10295
10296
10297
10298
10280
Hierarchy
Metrics
ID
Name
available?
4.0
Design and Manage Operations
N
4.1
Plan for and manage student enrollment
N
4.1.1
Manage student enrollment
N
4.1.1.1
Conduct demographic analysis
N
4.1.1.2
Develop long-range demographic forecast
N
4.1.1.3
Develop short- and long-term enrollment projections
N
4.1.1.4
Monitor accuracy of enrollment projections
N
4.1.2
Manage student admissions and placement
N
4.1.2.1
Develop policies and procedures for admissions and
N
placements
4.1.2.2
Identify support technologies for admission and placement
N
4.1.2.3
Monitor effectiveness of admissions
N
4.1.2.3.1
Develop performance measures for admissions and
N
placements
4.1.2.3.2
Solicit feedback from students and stakeholders
N
4.1.2.3.3
Improve admission and placement procedures
N
4.1.3
Develop district school year calendar
N
4.1.3.1
Engage stakeholders (community, parents, staff, teachers,
N
etc.)
4.1.3.2
Develop calendar options
N
4.1.3.3
Present calendar to board for approval
N
4.2
Procure materials and services
Y
4.2.1
Develop sourcing strategies
Y
4.2.1.1
Develop procurement plan
Y
4.2.1.2
Clarify purchasing requirements
N
4.2.1.3
Develop inventory strategy
N
4.2.1.4
Match needs to supply capabilities
N
4.2.1.5
Analyze districts purchasing history
N
4.2.1.6
Seek opportunities to improve efficiency and value
N
4.2.1.7
Collaborate with suppliers to identify sourcing opportunities
N
4.2.2
Select suppliers and develop/maintain contracts
Y
4.2.2.1
Identify suppliers (create request for bids list)
N
4.2.2.2
Certify and validate suppliers (receive and accept bids;
N
create a bids list)
4.2.2.3
Approve bids
N
4.2.2.4
Manage contracts
N
4.2.3
Order materials and services
Y
4.2.3.1
Process/Review requisitions
N
4.2.3.2
Approve requisitions
N
4.2.3.3
Monitor vendor quotes
N
4.2.3.4
Create/Distribute purchase orders
N
4.2.3.5
Expedite orders and satisfy inquiries
N
4.2.3.6
Record receipt of goods
Y
4.2.3.7
Research/Resolve exceptions
N
4.2.4
Manage suppliers
Y
17 of 687
PCF ID
10299
10300
10301
10302
10219
20419
10343
10344
10345
10346
10347
10348
10339
10349
10350
10351
10352
10340
10353
10354
10355
10356
10357
10358
10341
10360
10361
10362
10363
10342
10364
10365
10366
10367
14195
Hierarchy
ID
4.2.4.1
4.2.4.2
4.2.4.3
4.2.4.4
4.3
4.3.1
4.3.1.1
4.3.1.2
4.3.1.3
4.3.1.4
4.3.1.5
4.3.1.6
4.3.2
4.3.2.1
4.3.2.2
4.3.2.3
4.3.2.4
4.3.3
4.3.3.1
4.3.3.2
4.3.3.3
4.3.3.4
4.3.3.5
4.3.3.6
4.3.4
4.3.4.1
4.3.4.2
4.3.4.3
4.3.4.4
4.3.5
4.3.5.1
4.3.5.2
4.3.5.3
4.3.5.4
4.3.5.5
20420
20421
20422
4.4
4.4.1
4.4.1.1
20423
20424
20425
20426
20427
4.4.1.2
4.4.1.3
4.4.1.4
4.4.1.4.1
4.4.1.4.2
Metrics
Name
available?
Monitor/Manage supplier information
N
Prepare/Analyze spending and vendor performance
N
Support inventory processes
N
Monitor quality of product delivered
N
Manage logistics and warehousing
Y
Define logistics strategy
N
Translate district requirements into logistics requirements
N
Design logistics network
N
Communicate outsourcing needs
N
Develop and maintain delivery service policy
N
Optimize distribution to schools schedules and costs
N
Define key performance measures
N
Plan and manage inbound material flow
Y
Plan receipt of deliveries
N
Manage receivables flow
N
Monitor receivables delivery performance
N
Manage flow of returned products
N
Operate warehousing
Y
Track inventory deployment
N
Receive, inspect, and store receivables
N
Track inventory availability
N
Pick, pack, and ship materials delivery
N
Track inventory accuracy
N
Track third-party logistics storage and shipping
N
performance
Operate
delivery of materials
Y
Plan, transport, and deliver materials to schools
N
Track delivery performance
N
Manage delivery fleet
N
Process and audit work orders, requisitions, and documents
N
Manage returns; manage reverse logistics
Y
Authorize and process returns
N
Perform reverse logistics
N
Perform salvage activities
N
Manage and process warranty claims
N
Manage repair/refurbishment and return to
N
customer/inventory
Manage transportation of students
N
Design routes and schedules
N
Build and maintain address and GIS (Geographic
N
Information System) data
Build and maintain student residence files
N
Optimize routes and loads
N
Evaluate cost effectiveness of transportation services
N
Identify effectiveness/ efficiency measures
N
Develop transportation performance reports
N
18 of 687
PCF ID
20428
Hierarchy
ID
4.4.2
20429
20430
20431
20432
20433
20434
20435
20436
20437
20438
20439
20440
20441
4.4.2.1
4.4.2.2
4.4.2.3
4.4.3
4.4.3.1
4.4.3.2
4.5
4.5.1
4.5.2
4.5.3
4.5.4
4.5.5
4.5.6
20442
20443
20444
20445
20446
4.6
4.6.1
4.6.2
4.6.3
4.6.4
Name
Plan and deliver special routes and services to support
instructional needs
Schedule events
Assign resources
Coordination with curriculum and instructional plans
Manage vehicle acquisition, maintenance, and replacement
Inventory vehicles, maintenance logs
Build requirements for vehicles, solicit bids, order
Manage food services
Certify individual student eligibility for meals
Comply with federal and state regulations
Develop meal plans following nutritional guidelines
Procure foods
Deliver meals
Coordinate and collaborate with other departments (e.g.,
maintenance, safety, custodial, etc.)
Provide library and media services
Develop collection plan and acquisition budget
Identify automated library service technology
Identify digital media services
Collaborate with educational staff to develop instructional
support procedures and materials
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
19 of 687
Group
Number
28
29
20 of 687
Group
Number
30
31
21 of 687
Group
Number
31
22 of 687
PCF ID
10006
Hierarchy
ID
Name
5.0
Manage Student and Stakeholder Relationship and
Engagement
10378
20447
5.1
5.1.1
20448
5.1.1.1
20086
20449
5.1.1.2
5.1.1.3
20450
5.1.1.4
20451
10381
20452
5.1.2
5.1.2.1
5.1.2.2
20453
5.1.2.2.1
20454
10385
10382
10383
20455
20456
20457
20458
5.1.2.2.2
5.1.2.3
5.1.3
5.1.3.1
5.1.3.1.1
5.1.3.1.2
5.1.3.1.3
5.2
20459
5.2.1
20460
20461
5.2.1.1
5.2.1.1.1
20462
5.2.1.1.2
20463
5.2.1.2
10388
10394
5.2.2
5.2.2.1
13482
10396
5.2.2.2
5.2.2.3
10389
10397
5.2.3
5.2.3.1
Metrics
available?
Y
Y
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
23 of 687
PCF ID
10398
10399
10400
20464
10380
Hierarchy
ID
5.2.3.2
5.2.3.3
5.2.3.4
5.2.3.5
5.3
10401
11687
5.3.1
5.3.1.1
11688
5.3.1.2
18126
5.3.1.3
10402
5.3.2
11236
5.3.2.1
11237
5.3.2.2
20465
16848
18627
20466
20467
20468
20469
20470
20471
20472
20473
5.4
5.4.1
5.4.1.1
5.4.1.1.1
5.4.1.1.2
5.4.1.1.3
5.4.1.1.4
5.4.2
5.4.2.1
5.4.2.2
5.4.2.3
20474
20475
20476
16627
20477
20478
20010
10167
10160
10171
10159
10170
20479
20480
5.4.3
5.4.3.1
5.4.3.2
5.4.3.3
5.4.3.4
5.4.3.5
5.4.4
5.4.4.1
5.4.4.2
5.4.4.3
5.4.4.4
5.4.4.5
5.4.5
5.4.5.1
Name
Route student and stakeholder complaints
Resolve student and stakeholder complaints
Respond to student and stakeholder complaints
Collect, track, and analyze complaint data
Measure and evaluate student and stakeholder service strategies
Measure customer satisfaction
Gather and solicit students and stakeholder feedback on
educational and support services
Analyze educational and support services satisfaction data
and identify improvement and innovation opportunities
Report student and stakeholder feedback on educational
and support services
Measure stakeholder satisfaction with complaint handling and
resolution
Solicit stakeholder feedback on complaint handling and
resolution
Analyze stakeholder complaint data and identify
improvement opportunities
Manage district communications
Develop communication strategies
Formulate communication plan
Identify key messages
Identify target audiences
Identify measurable objectives
Develop strategies and tactics to support objectives
Develop district brand
Define unique district brand message
Embed brand in communications
Measure and reassess branding activities against district
strategy and vision
Manage social media
Develop social media strategy
Define social media performance measures
Monitor and respond to social media activity
Execute social media campaigns
Evaluate social media performance measures
Design and develop publications
Define publications objectives and strategy
Define target audiences
Identify publication performance measures
Develop publications
Evaluate publication performance measures
Develop and manage media campaigns
Define media objectives
Metrics
available?
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
24 of 687
PCF ID
20481
20482
20483
20484
20485
20486
20487
20488
20489
20490
20491
20492
16614
Hierarchy
ID
5.4.5.2
5.4.5.3
5.4.5.4
5.4.5.5
5.4.5.6
5.5
5.5.1
5.5.2
5.5.3
5.5.4
5.5.5
5.5.6
5.5.7
Name
Develop marketing messages
Define target audience
Engage media provider
Develop and execute media campaign(s)
Assess media campaign performance
Develop and manage district websites
Gather information on website design
Create plan for website development
Design websites
Develop websites
Test and launch websites
Maintain websites
Evaluate websites
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
25 of 687
PCF ID
10007
17043
17044
10418
10419
10420
10421
10422
10432
17045
10423
10424
10425
10426
10427
10428
10429
10430
10431
10433
10417
10434
10435
10436
20493
10438
10410
10439
10445
10446
10447
10448
10449
10450
10451
10452
10440
10453
10454
20494
Hierarchy
Metrics
ID
Name
available?
6.0
Develop and Manage Human Capital
Y
6.1
Develop and manage human resources (HR) planning, policies,
N
and strategies
6.1.1
Develop human resources strategy
N
6.1.1.1
Identify strategic HR needs
N
6.1.1.2
Define HR and business function roles and accountability
N
6.1.1.3
Determine HR costs
N
6.1.1.4
Establish HR measures
N
6.1.1.5
Communicate HR strategies
N
6.1.1.6
Develop strategy for HR systems/ technologies/tools
N
6.1.2
Develop and implement human resources plans
N
6.1.2.1
Gather skill requirements according to district strategy and
N
educational and operational needs
6.1.2.2
Plan employee resourcing requirements per department
N
and campus
6.1.2.3
Develop compensation plan
N
6.1.2.4
Develop succession plan
N
6.1.2.5
Develop employee diversity plan
N
6.1.2.6
Develop other HR programs
N
6.1.2.7
Develop HR policies
N
6.1.2.8
Administer HR policies
N
6.1.2.9
Plan employee benefits
N
6.1.2.10
Develop work force strategy models
N
6.1.3
Monitor and update plans
N
6.1.3.1
Monitor HR performance measures
N
6.1.3.2
Analyze contribution to district goals and objectives
N
6.1.3.3
Communicate plans and provide updates to board of
N
education/ trustees
6.1.3.4
Determine value added from HR function
N
6.1.3.5
Review and revise HR plans
N
6.2
Recruit/Source and Screen/Select employees
Y
6.2.1
Create and develop employee requisitions/ vacancy posting
N
6.2.1.1
Align staffing plan to work force plan and district strategies/
N
resource needs
6.2.1.2
Develop and open job requisition
N
6.2.1.3
Develop job description
N
6.2.1.4
Post requisition
N
6.2.1.5
Manage internal/external job posting Web sites
N
6.2.1.6
Change/Update requisition
N
6.2.1.7
Notify hiring manager
N
6.2.1.8
Manage requisition date
N
6.2.2
Recruit/Source candidates
N
6.2.2.1
Determine recruitment methods
N
6.2.2.2
Perform recruiting activities/ events
N
6.2.2.3
Evaluate recruitment effectiveness
N
26 of 687
PCF ID
20123
10456
10457
10458
10459
10444
10460
20495
20496
10443
10463
10464
10465
20497
10466
10467
10468
20498
20499
20500
20501
20502
10411
10469
10474
20503
20504
11243
Hierarchy
ID
6.2.3
6.2.3.1
6.2.3.2
6.2.3.3
6.2.3.4
6.2.4
6.2.4.1
6.2.4.2
6.2.4.3
6.2.5
6.2.5.1
6.2.5.2
6.2.5.3
6.2.6
6.2.6.1
6.2.6.2
6.2.6.3
6.2.7
6.2.7.1
6.2.7.2
6.2.7.3
6.2.7.4
6.3
6.3.1
6.3.1.1
6.3.1.2
6.3.1.3
6.3.1.4
10470
10479
10480
10481
17052
20505
10483
10484
10485
10472
10487
10488
17051
10473
10490
10491
6.3.2
6.3.2.1
6.3.2.2
6.3.2.3
6.3.3
6.3.3.1
6.3.3.2
6.3.3.3
6.3.3.4
6.3.4
6.3.4.1
6.3.4.2
6.3.4.3
6.3.5
6.3.5.1
6.3.5.2
Metrics
available?
Screen/Select candidates
N
Identify and deploy candidate selection tools
N
Interview candidates
N
Test candidates
N
Select and reject candidates
N
Manage pre-placement verification
N
Complete candidate background information
N
Conduct pre-employment screening
N
Recommend/Not recommend candidate
N
Manage new hire/rehire
Y
Draw up and make offer
N
Negotiate offer
N
Hire candidate
N
Track candidates
N
Create applicant record
N
Manage/Track applicant data
N
Archive and retain records of non-hires
N
Manage substitute teaching staff
N
Identify substitute qualifications and requirements
N
Develop substitute hiring methods
N
Identify and deploy substitute scheduling and tracking tools
N
Monitor substitute use and effectiveness
N
Develop and counsel employees
Y
Manage employee orientation and assignment
Y
Create/Maintain employee on-boarding program
N
Introduce new employees to managers
N
Introduce workplace
N
Evaluate the effectiveness of employee on-boarding
N
program
Manage employee performance
Y
Define performance objectives
N
Review, appraise, and manage employee performance
N
Evaluate and review performance program
N
Manage employee relations
N
Manage health and safety
N
Manage labor relations
N
Manage collective bargaining process
N
Manage labor management partnerships
N
Manage employee development
Y
Define employee development guidelines
N
Develop employee career plans
N
Manage employee skill and competency development
N
Develop and train employees
Y
Align employee, school, and district development needs
N
Align learning programs with competencies
N
Name
27 of 687
PCF ID
10492
Hierarchy
ID
6.3.5.3
10493
6.3.5.4
20506
20507
12135
10412
10494
6.3.5.4.1
6.3.5.4.2
6.3.5.5
6.4
6.4.1
10498
10499
10500
6.4.1.1
6.4.1.2
6.4.1.3
10501
6.4.1.4
10502
6.4.1.5
20508
20509
20510
6.4.2
6.4.2.1
6.4.2.2
20511
6.4.2.3
20512
20513
6.4.2.4
6.4.2.5
20514
10495
10504
10505
10506
10507
20131
10508
6.4.2.6
6.4.3
6.4.3.1
6.4.3.2
6.4.3.3
6.4.3.4
6.4.4
6.4.4.1
10509
10510
10511
10497
10413
10512
10513
10514
10515
6.4.4.2
6.4.4.3
6.4.4.4
6.4.5
6.5
6.5.1
6.5.2
6.5.3
6.5.4
Metrics
Name
available?
Establish training needs by analysis of required and
N
available skills
Develop, conduct, and manage employee and/or
Y
management training programs
Reinforce training and development
N
Provide coaching, mentoring, peer sharing
N
Evaluate training effectiveness and efficiency
N
Reward, retain, and engage employees
Y
Develop and manage reward, recognition, and incentive
Y
programs
Develop salary/compensation structure and plan
N
Develop benefits, reward, and incentive plan
N
Perform competitive analysis of benefit, rewards, and
N
incentives
Identify compensation requirements based on financial
N
benefits and HR policies
Administer compensation, rewards, and incentives to
N
employees
Develop and manage employee engagement and satisfaction
N
Determine key elements that affect workforce engagement
N
Differentiate engagement elements for different workforce
N
groups and segments
Determine workforce engagement and satisfaction
N
assessment methods
Administer assessments
N
Establish engagement and satisfaction performance
N
measures
Analyze and report engagement and satisfaction results
N
Manage and administer benefits
N
Deliver employee benefits program
N
Administer benefit enrollment
N
Process claims
N
Perform benefit reconciliation
N
Manage employee assistance and retention
N
Deliver programs to support work/ life balance for
N
employees
Develop family support systems
N
Review retention and engagement indicators
N
Review compensation plan
N
Administer payroll
Y
Redeploy and retire employees
Y
Manage promotion and demotion process
N
Manage separation
Y
Manage retirement
N
Manage leave of absence, sabbatical
N
28 of 687
PCF ID
10516
Hierarchy
ID
6.5.5
10517
17055
20515
20516
20134
10522
10523
10524
10525
10526
10527
17057
10529
10530
6.5.6
6.5.7
6.5.8
6.5.8.1
6.6
6.6.1
6.6.2
6.6.3
6.6.4
6.6.5
6.6.6
6.6.7
6.6.7.1
6.6.7.2
10531
10532
6.6.7.3
6.6.7.4
Name
Develop and implement employee reduction in force policies
and regulations
Manage deployment of personnel
Relocate employees and manage assignments
Manage former employees
Manage employee relocation process
Manage employee information
Manage reporting processes
Manage employee inquiry process
Manage and maintain employee data
Manage human resource information systems (HRIS)
Develop and manage employee metrics
Develop and manage time and attendance systems
Manage employee communication
Develop employee communication plan
Manage/Collect employee suggestions and perform
employee research
Manage employee grievances
Publish employee communications
Metrics
available?
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
Y
N
29 of 687
PCF ID
10008
10563
20517
20518
20519
Hierarchy
ID
Name
7.0
Manage Information Technology
7.1
Manage the business of information technology (IT)
7.1.1
Develop an information plan to collect data and provide
information for data driven decision making
7.1.1.1
Define a data dictionary and the periodicity for collecting
and reporting data for each department, program, and
school
7.1.1.2
Describe the costs and benefits for collecting, reporting,
and making data-driven decisions for each department,
program, and school
20520
7.1.1.3
10570
10603
10604
7.1.2
7.1.2.1
7.1.2.2
10605
10606
7.1.2.3
7.1.2.4
10607
10608
10609
10571
10611
10612
10613
10614
10615
10573
10620
10621
7.1.2.5
7.1.2.6
7.1.2.7
7.1.3
7.1.3.1
7.1.3.2
7.1.3.3
7.1.3.4
7.1.3.5
7.1.4
7.1.4.1
7.1.4.2
10575
7.1.5
10625
10626
10627
10564
10578
11244
7.1.5.1
7.1.5.2
7.1.5.3
7.2
7.2.1
7.2.1.1
11245
7.2.1.2
11246
11247
7.2.1.3
7.2.1.4
Metrics
available?
Y
Y
N
N
N
N
N
N
Y
Y
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
30 of 687
PCF ID
11248
Hierarchy
ID
7.2.1.5
20521
10579
10640
10641
7.2.1.6
7.2.2
7.2.2.1
7.2.2.2
10642
10643
7.2.2.3
7.2.2.4
10581
10647
10648
10582
10650
10651
10652
7.2.3
7.2.3.1
7.2.3.2
7.2.4
7.2.4.1
7.2.4.2
7.2.4.3
10653
7.2.4.4
Name
Evaluate and select IT services and solutions strategic
initiatives
Maximize the value of the IT Portfolio
Develop and manage IT service levels
Create and maintain the IT services and solutions catalog
Establish and maintain business and IT service level
agreements
Evaluate and report service level attainment results
Communicate business and IT service level improvement
opportunities
Manage IT customer satisfaction
Capture and analyze customer satisfaction
Assess and communicate customer satisfaction patterns
Market IT services and solutions
Develop IT services and solutions marketing strategy
Develop and manage IT customer strategy
Manage IT services and solutions advertising and
promotional campaigns
Process and track IT services and solutions orders
Metrics
available?
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
31 of 687
PCF ID
17058
10728
10738
10771
10772
10773
10739
10774
10740
10778
10779
10780
10781
10741
10782
10783
10784
10785
10786
10787
10788
10729
20522
20523
20524
20525
20526
10743
10794
10795
10796
10797
10798
10744
10799
10800
10801
10802
10803
10745
10804
10805
10806
10807
10808
Hierarchy
Metrics
ID
Name
available?
8.0
Manage Financial Resources
Y
8.1
Perform planning and management accounting
Y
8.1.1
Perform planning/budgeting/forecasting
Y
8.1.1.1
Develop and maintain budget policies and procedures
N
8.1.1.2
Prepare periodic budgets and plans
N
8.1.1.3
Prepare periodic forecasts
N
8.1.2
Perform cost accounting and control
Y
8.1.2.1
Perform inventory accounting
N
8.1.3
Perform cost management
N
8.1.3.1
Determine key cost drivers
N
8.1.3.2
Measure cost drivers
N
8.1.3.3
Determine critical activities
N
8.1.3.4
Manage asset resource deployment and utilization
N
8.1.4
Evaluate and manage financial performance
Y
8.1.4.1
Evaluate program and services effectiveness
N
8.1.4.2
Evaluate new programs and services
N
8.1.4.3
Perform life cycle costing
N
8.1.4.4
Optimize match of programs and services to student needs
N
8.1.4.5
Track performance of new program and services strategies
N
8.1.4.6
Prepare activity-based performance measures
N
8.1.4.7
Manage continuous cost improvement
N
8.2
Perform revenue accounting
Y
8.2.1
Process taxpayer accounts
N
8.2.1.1
Establish collection policies
N
8.2.1.2
Assess and bill new properties
N
8.2.1.3
Review existing properties
N
8.2.1.4
Produce assessment/collection reports
N
8.2.2
Generate tax statements
Y
8.2.2.1
Maintain property/taxpayer master files
Y
8.2.2.2
Generate taxpayer billing data
Y
8.2.2.3
Transmit billing data to taxpayers
Y
8.2.2.4
Post receivable entries
Y
8.2.2.5
Resolve customer assessment inquiries 18
Y
8.2.3
Process accounts receivable (AR)
Y
8.2.3.1
Establish AR policies
N
8.2.3.2
Receive/Deposit payments
N
8.2.3.3
Apply cash remittances
N
8.2.3.4
Prepare AR reports
N
8.2.3.5
Post AR activity to the general ledger
N
8.2.4
Manage and process collections
Y
8.2.4.1
Establish policies for delinquent accounts
N
8.2.4.2
Analyze delinquent account balances
N
8.2.4.3
Correspond/Negotiate with delinquent accounts
N
8.2.4.4
Discuss account resolution with internal parties
N
8.2.4.5
Process adjustments/write-off balances
N
32 of 687
PCF ID
10746
10809
10810
10811
10812
10813
10814
10730
10747
10815
10816
10817
10818
10748
10819
10820
10821
10822
Hierarchy
ID
8.2.5
8.2.5.1
8.2.5.2
8.2.5.3
8.2.5.4
8.2.5.5
8.2.5.6
8.3
8.3.1
8.3.1.1
8.3.1.2
8.3.1.3
8.3.1.4
8.3.2
8.3.2.1
8.3.2.2
8.3.2.3
8.3.2.4
10823
10824
10825
10826
10827
10749
10828
10829
10830
10831
8.3.2.5
8.3.2.6
8.3.2.7
8.3.2.8
8.3.2.9
8.3.3
8.3.3.1
8.3.3.2
8.3.3.3
8.3.3.4
10832
8.3.3.5
10833
10834
10835
10836
8.3.3.6
8.3.3.7
8.3.3.8
8.3.3.9
10750
10837
10838
10839
8.3.4
8.3.4.1
8.3.4.2
8.3.4.3
10840
8.3.4.4
10841
8.3.4.5
Metrics
Name
available?
Manage and process adjustments/ deductions
Y
Establish policies/procedures for adjustments
N
Analyze adjustments
N
Correspond/Negotiate with taxpayer
N
Discuss resolution with internal parties
N
Prepare assessment adjustments
N
Process related entries
N
Perform general accounting and reporting
Y
Manage policies and procedures
Y
Negotiate service level agreements
N
Establish accounting policies
N
Set up and enforce approval limits
N
Establish common financial systems
N
Perform general accounting
Y
Maintain chart of accounts
N
Process journal entries
N
Process allocations
N
Process period-end adjustments (e.g., accruals and
N
currency conversions, etc.)
Post and reconcile interagency transactions
N
Reconcile general ledger accounts
N
Perform consolidations and process eliminations
N
Prepare trial balance
N
Prepare and post management adjustments
N
Perform fixed asset accounting (facilities)
Y
Establish fixed asset policies and procedures
N
Maintain fixed asset master data files
N
Process and record fixed asset additions and retires
N
Process and record fixed asset adjustments, enhancements,
N
revaluations, and transfers
Process and record fixed asset maintenance and repair
N
expenses
Calculate and record depreciation expense
N
Reconcile fixed asset ledger
N
Track fixed assets including physical inventory
N
Provide fixed asset data to support tax, statutory, and
N
regulatory reporting
Perform financial reporting
Y
Prepare departmental financial statements
N
Prepare consolidated financial statements
N
Perform departmental reporting/ review management
N
reports
Perform consolidated reporting/ review of cost management
N
reports
Prepare statements for board
N
33 of 687
PCF ID
10842
10843
10731
10751
10844
10845
10846
Hierarchy
ID
8.3.4.6
8.3.4.7
8.4
8.4.1
8.4.1.1
8.4.1.2
8.4.1.3
10847
10752
10848
10849
10850
10851
10852
8.4.1.4
8.4.2
8.4.2.1
8.4.2.2
8.4.2.3
8.4.2.4
8.4.2.5
10732
10753
10853
10854
10855
10856
10857
10754
10858
10859
10860
10861
10862
10863
10864
10865
10755
10866
10867
10868
10733
10756
10869
10870
10871
10872
10873
10874
10875
8.5
8.5.1
8.5.1.1
8.5.1.2
8.5.1.3
8.5.1.4
8.5.1.5
8.5.2
8.5.2.1
8.5.2.2
8.5.2.3
8.5.2.4
8.5.2.5
8.5.2.6
8.5.2.7
8.5.2.8
8.5.3
8.5.3.1
8.5.3.2
8.5.3.3
8.6
8.6.1
8.6.1.1
8.6.1.2
8.6.1.3
8.6.1.4
8.6.1.5
8.6.1.6
8.6.1.7
Name
Produce quarterly/annual filings and public reports
Produce regulatory reports
Manage fixed assets budgets
Perform capital planning and project approval
Develop capital investment policies and procedures
Develop and approve capital expenditure plans and
budgets
Review and approve capital projects and fixed asset
acquisitions
Perform justification for bond/ project approval
Perform capital project accounting
Create project account codes
Record project-related transactions
Monitor and track capital projects and budget spending
Close/Capitalize projects
Measure variance in budgeted and actual expenditure on
completed capital projects
Process payroll
Report time
Establish policies and procedures
Collect and record employee time information
Analyze and report paid and unpaid leave
Monitor regular overtime and other hours
Analyze and report employee utilization
Manage pay
Enter employee time into payroll system
Maintain and administer employee earnings information
Maintain and administer applicable deductions
Monitor changes in tax status of employees
Process and distribute payments
Process and distribute manual checks
Process end-of-period adjustments
Respond to employee payroll inquiries
Process payroll taxes
Calculate and pay applicable payroll taxes
Produce and distribute employee annual tax statements
File regulatory payroll tax forms
Process accounts payable and expense reimbursements
Process accounts payable (AP)
Verify AP pay file with purchase order vendor master file
Maintain/Manage electronic commerce
Audit invoices and key data into AP system
Approve payments
Process financial accruals and reversals
Process taxes
Research/Resolve exceptions
Metrics
available?
N
N
Y
Y
N
N
N
N
Y
N
N
N
N
N
Y
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
Y
N
N
N
Y
Y
N
N
N
N
N
N
N
34 of 687
PCF ID
10876
10877
10878
10879
10757
10880
Hierarchy
ID
8.6.1.8
8.6.1.9
8.6.1.9.1
8.6.1.9.2
8.6.2
8.6.2.1
10881
10882
10883
10884
10734
10758
10885
10886
10887
10888
10889
10890
10891
10892
10759
10893
10894
10895
10896
10897
10898
8.6.2.2
8.6.2.3
8.6.2.4
8.6.2.5
8.7
8.7.1
8.7.1.1
8.7.1.2
8.7.1.3
8.7.1.4
8.7.1.5
8.7.1.6
8.7.1.7
8.7.1.8
8.7.2
8.7.2.1
8.7.2.2
8.7.2.3
8.7.2.4
8.7.2.5
8.7.2.6
10899
10900
10761
10908
10909
10910
10911
10913
14210
11208
11209
11211
11215
10735
10762
10914
8.7.2.7
8.7.2.8
8.7.3
8.7.3.1
8.7.3.2
8.7.3.3
8.7.3.4
8.7.3.5
8.7.3.6
8.7.4
8.7.4.1
8.7.4.2
8.7.4.3
8.8
8.8.1
8.8.1.1
Name
Process payments
Respond to AP inquiries
Retain records
Adjust accounting records
Process expense reimbursements
Establish and communicate expense reimbursement
policies and approval limits
Capture and report relevant tax data
Approve reimbursements and advances
Process reimbursements and advances
Manage personal accounts
Manage treasury operations
Manage treasury policies and procedures
Establish scope and governance of treasury operations
Establish and publish treasury policies
Develop treasury procedures
Monitor treasury procedures
Audit treasury procedures
Revise treasury procedures
Develop and confirm internal controls for treasury
Define system security requirements
Manage cash
Manage and reconcile cash positions
Manage cash equivalents
Process and oversee electronic fund transfers (EFTs)
Develop cash flow forecasts
Manage cash flows
Produce cash management accounting transactions and
reports
Manage and oversee banking relationships
Analyze, negotiate, resolve, and confirm bank fees
Manage debt and investment
Manage financial intermediary relationships
Manage liquidity
Manage issuer exposure
Process and oversee debt and investment transactions
Produce debt and investment accounting transaction
reports
Process and oversee interest rate transactions
Monitor and execute risk
Manage interest-rate risk
Manage exposure risk
Monitor credit
Manage internal controls
Establish internal controls, policies, and procedures
Establish board audit committee
Metrics
available?
Y
N
N
N
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
Y
Y
N
35 of 687
PCF ID
10915
10916
11250
11251
10763
Hierarchy
ID
8.8.1.2
8.8.1.3
8.8.1.4
8.8.1.5
8.8.2
10917
10918
10919
10920
10921
10922
8.8.2.1
8.8.2.2
8.8.2.3
8.8.2.4
8.8.2.5
8.8.2.6
10764
10923
10924
8.8.3
8.8.3.1
8.8.3.2
10925
10926
20527
20528
20529
8.8.3.3
8.8.3.4
8.9
8.9.1
8.9.2
20530
20531
20532
20533
20534
8.9.3
8.9.4
8.9.5
8.9.6
8.9.7
Metrics
Name
available?
Define and communicate code of ethics
N
Assign roles and responsibility for internal controls
N
Define business process objectives and risks
N
Define entity/unit risk tolerances
N
Operate controls and monitor compliance with internal controls
Y
policies and procedures
Design and implement control activities
N
Monitor control effectiveness
N
Remediate control deficiencies
N
Create compliance function
N
Operate compliance function
N
Implement and maintain controls-related enabling
N
technologies and tools
Report on internal controls compliance
Y
Report to external auditors
N
Report to regulators, share-/debt-holders, securities
N
exchanges, etc.
Report to third parties (e.g., board)
N
Report to internal management
N
Manage grants
N
Develop grant application and management procedures
N
Collaborate across educational and operation functions to
N
determine funding needs
Identify qualified grants
N
Submit grant proposal
N
Establish grant budget
N
Monitor grant requirements
N
Evaluate grant effectiveness
N
36 of 687
PCF ID
19207
10937
10941
10955
10956
10957
10960
10942
10943
10958
10959
20535
10962
10944
10963
10964
10938
20536
20537
20538
16472
16473
16474
10949
10965
10966
10939
10950
10967
10968
10951
10952
19258
10953
10954
20539
20540
20541
20542
19245
19246
20543
19252
Hierarchy
Metrics
ID
Name
available?
9.0
Acquire, Construct, and Manage Facilities
N
9.1
Design and construct/acquire capital assets
N
9.1.1
Develop capital improvement plan and long-term vision
N
9.1.1.1
Confirm alignment of property requirements with district
N
strategy
9.1.1.2
Assess the external environment
N
9.1.1.3
Make build-or-buy decision
N
9.1.1.4
Select property
N
9.1.2
Develop, construct, and modify sites
N
9.1.3
Plan facility
N
9.1.3.1
Design facility
N
9.1.3.2
Analyze budget
N
9.1.3.3
Conduct bid and contract selection for facility construction
N
9.1.3.4
Manage construction or modification to building
N
9.1.4
Provide facilities
N
9.1.4.1
Acquire facilities and furnishings
N
9.1.4.2
Change fit/form/function of facilities and furnishings
N
9.2
Plan maintenance work
Y
9.2.1
Develop a work order process
N
9.2.1.1
Collect data on work order cycle time and flow
N
9.2.1.2
Monitor performance against industry standards
N
9.2.2
Perform routine maintenance
N
9.2.3
Perform corrective maintenance
N
9.2.4
Overhaul or replace equipment
N
9.2.5
Manage facilities operations
N
9.2.5.1
Relocate people
N
9.2.5.2
Relocate materials, supplies, and furnishings
N
9.3
Obtain and install assets and equipment
N
9.3.1
Develop ongoing maintenance policies
N
9.3.1.1
Analyze assets, and predict maintenance requirements
N
9.3.1.2
Develop approach to integrate preventive maintenance into
N
production schedule
9.3.2
Obtain and install equipment
N
9.4
Dispose of facilities and assets
N
9.4.1
Develop disposition strategy
N
9.4.2
Perform sale or trade
N
9.4.3
Perform abandonment
N
9.5
Manage facility housekeeping
N
9.5.1
Identify cleaning needs, standards, and requirements
N
9.5.2
Develop process cleaning guidelines
N
9.5.3
Evaluate cleaning effectiveness
N
9.6
Maintain grounds
N
9.6.1
Plan and develop maintenance schedules
N
9.6.2
Coordinate maintenance activities
N
9.6.3
Monitor quality of service
N
37 of 687
Group
Number
22
23
24
25
26
27
38 of 687
PCF ID
16437
Hierarchy
ID
Name
10.0
Manage Enterprise Risk, Compliance, and Continuity of
Operations (Resiliency)
17060
16439
16440
16441
10.1
10.1.1
10.1.1.1
10.1.1.2
16442
16443
10.1.1.3
10.1.1.4
16444
10.1.1.5
16445
16446
16447
16448
10.1.2
10.1.2.1
10.1.2.2
10.1.2.3
16449
16450
16451
16452
10.1.2.4
10.1.2.5
10.1.2.6
10.1.3
16453
10.1.3.1
16454
10.1.3.2
17462
16456
16457
10.1.4
10.1.4.1
10.1.4.2
16458
16459
16460
16461
16462
16463
16464
16465
16466
10.1.4.3
10.1.4.4
10.1.4.5
10.1.4.6
10.1.4.7
10.1.5
10.1.5.1
10.1.5.2
10.1.5.3
16467
10.1.5.4
16468
10.1.5.5
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
39 of 687
PCF ID
16469
Hierarchy
ID
10.1.5.6
16470
20544
20545
20546
20547
20548
20549
20550
10.1.5.7
10.2
10.2.1
10.2.1.1
10.2.1.2
10.2.1.3
10.2.1.4
10.2.1.5
11179
11180
11186
11187
11181
11188
11189
11190
11191
11182
11192
10.3
10.3.1
10.3.1.1
10.3.1.2
10.3.2
10.3.2.1
10.3.2.2
10.3.2.3
10.3.2.4
10.3.3
10.3.3.1
11183
11193
11194
11196
11195
20551
20552
20553
20554
11185
11201
11202
11203
11204
11205
11206
20555
20556
20557
20558
10.3.4
10.3.4.1
10.3.4.2
10.3.4.3
10.3.4.4
10.3.5
10.3.5.1
10.3.5.2
10.3.5.3
10.3.6
10.3.6.1
10.3.6.2
10.3.6.3
10.3.6.4
10.3.6.5
10.3.6.6
10.3.7
10.3.7.1
10.3.7.2
10.3.7.3
Name
Monitor 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
Maintain relationships with regulators as appropriate
Manage continuity of operations
Develop and manage continuity of operations
Develop the continuity of operations strategy
Perform continuous district operations planning
Test continuous district operations
Maintain continuous district operations
Share knowledge of specific risks across other parts of the
organization
Manage environmental health and safety (EHS)
Determine environmental health and safety impacts
Evaluate environmental impact of services and operations
Conduct health and safety and environmental audits
Develop and execute functional EHS program
Identify regulatory and stakeholder requirements
Assess future risks and opportunities
Create EHS policy
Record and manage EHS events
Train and educate functional employees
Communicate EHS issues to stakeholders and provide
support
Monitor and manage functional EHS management program
Manage EHS costs and benefits
Measure and report EHS performance
Implement emergency response program
Provide employees with EHS support
Ensure compliance with regulations
Monitor compliance
Perform compliance audit
Comply with regulatory stakeholders requirements
Manage remediation efforts
Create remediation plans
Contact and confer with experts
Identify/Dedicate resources
Investigate legal aspects
Investigate damage cause
Amend or create policy
Plan and develop security program
Evaluate facility security vulnerabilities
Develop security program
Identify security equipment and funding source
Metrics
available?
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
40 of 687
PCF ID
20559
20560
20561
20562
20563
20564
Hierarchy
ID
10.3.7.4
10.3.7.5
10.3.7.6
10.3.7.7
10.3.7.8
10.3.7.9
Name
Install and maintain security equipment
Monitor security equipment
Implement security policies and procedures
Test efficacy of security protocols
Monitor security compliance
Evaluate security protocols
Metrics
available?
N
N
N
N
N
N
41 of 687
PCF ID
10012
11010
11035
11036
11037
11011
11038
11039
11040
11041
11012
11042
11043
11013
11044
20565
20566
20567
20568
11045
11046
11047
11053
11054
11048
11056
11057
11058
11059
11060
11061
11049
11062
11063
11064
11065
11050
11051
11052
11014
Hierarchy
Metrics
ID
Name
available?
11.0
Manage External Relationships
N
11.1
Build investor relationships
N
11.1.1
Plan, build, and manage relations with federal, state, and local
N
funding entities
11.1.2
Plan, build, and manage financial analyst/ratings relations
N
11.1.3
Communicate with stakeholders
N
11.2
Manage government and other district relationships
N
11.2.1
Manage government relations
N
11.2.2
Manage relations with quasi-government bodies
N
11.2.3
Manage relations with associations, stakeholder, and education
N
groups
11.2.4
Manage lobby activities
N
11.3
Manage relations with Board of Trustees/ Education
N
11.3.1
Report results
N
11.3.2
Address audit findings
N
11.4
Manage legal and ethical issues
N
11.4.1
Create ethics policies
N
11.4.1.1
Identify key measures or indicators of ethical behavior
N
11.4.1.2
Monitor ethical behavior across the organization
N
11.4.1.3
Identify a confidential method to report breaches in ethical
N
behavior
11.4.1.4
Implement a confidential method to report breaches in
N
ethical behavior
11.4.2
Manage district governance policies
N
11.4.3
Develop and perform preventative law programs
N
11.4.4
Ensure compliance
N
11.4.4.1
Plan and initiate compliance program
N
11.4.4.2
Execute compliance program
N
11.4.5
Manage outside counsel
N
11.4.5.1
Assess problem and determine work requirements
N
11.4.5.2
Engage/Retain outside counsel if necessary
N
11.4.5.3
Receive strategy/budget
N
11.4.5.4
Receive work product and manage/monitor case and work
N
performed
11.4.5.5
Process pay for legal services
N
11.4.5.6
Track legal activity/performance
N
11.4.6
Protect intellectual property
N
11.4.6.1
Manage copyrights and patents
N
11.4.6.2
Maintain intellectual property rights and restrictions
N
11.4.6.3
Administer licensing terms
N
11.4.6.4
Administer options
N
11.4.7
Resolve grievances and litigations
N
11.4.8
Provide legal advice/counseling
N
11.4.9
Negotiate and document agreements/ contracts
N
11.5
Manage public relations program
N
42 of 687
PCF ID
11066
11067
20569
20570
11068
11069
11070
Hierarchy
ID
11.5.1
11.5.2
11.5.3
11.5.4
11.5.5
11.5.6
11.5.7
Name
Manage community relations
Manage media relations
Manage relations with association and education groups
Manage relations with vendors and suppliers
Promote political stability
Create news releases
Issue news releases
Metrics
available?
N
N
N
N
N
N
N
43 of 687
Group No.
12
13
14
15
Copyright
2016 APQC
16
44 of 687
Group No.
16
45 of 687
PCF ID
10013
16378
16379
16380
16381
16383
16384
16385
16386
16387
16388
16389
16390
16391
16392
16393
16394
16395
16396
16397
16398
16399
16400
16401
16402
16403
16404
16405
16406
16407
16408
16409
16410
16411
11117
16412
11118
11119
Hierarchy
Metrics
ID
Name
available?
12.0
Develop and Manage District Capabilities
Y
12.1
Manage educational programs, support services, and operational
N
processes
12.1.1
Establish and maintain process management governance
N
12.1.1.1
Define and manage governance approach
N
12.1.1.2
Establish and maintain process tools and templates
N
12.1.1.3
Conduct process governance activities
N
12.1.2
Define and manage process frameworks
N
12.1.2.1
Establish and maintain process framework
N
12.1.2.2
Identify cross-functional processes
N
12.1.3
Define processes
N
12.1.3.1
Scope processes
N
12.1.3.2
Analyze processes
N
12.1.3.3
Map processes
N
12.1.3.4
Publish processes
N
12.1.4
Manage process performance
N
12.1.4.1
Provide process training
N
12.1.4.2
Support process implementation
N
12.1.4.3
Measure and report process performance
N
12.1.5
Improve processes
N
12.1.5.1
Identify and select improvement opportunities
N
12.1.5.2
Manage improvement projects
N
12.1.5.3
Perform continuous improvement activities
N
12.2
Manage district projects and programs
N
12.2.1
Manage educational, support services, and operational
N
program strategy
12.2.1.1
Establish educational, support services, and operational
N
program strategy
12.2.1.2
Define educational, support services, and operational
N
program governance
12.2.1.3
Monitor and control educational, support services, and
N
operational programs
12.2.2
Manage educational, support services, and operational
N
programs
12.2.2.1
Establish program structure and approach
N
12.2.2.2
Manage program stakeholders and partners
N
12.2.2.3
Manage program implementation
N
12.2.2.4
Review and report program performance
N
12.2.3
Manage projects
N
12.2.3.1
Establish project scope
N
12.2.3.1.1
Identify project requirements and objectives
N
12.2.3.1.2
Identify project resource requirements
N
12.2.3.1.3
Assess culture and readiness for project management
N
approach
12.2.3.1.4
Identify appropriate project management methodologies
N
46 of 687
PCF ID
11120
11121
16413
11123
11124
11125
11127
11128
11129
16414
11131
Hierarchy
ID
12.2.3.1.5
12.2.3.1.6
12.2.3.2
12.2.3.2.1
12.2.3.2.2
12.2.3.2.3
12.2.3.2.4
12.2.3.2.5
12.2.3.2.6
12.2.3.3
12.2.3.3.1
16415
16416
11132
11133
12.2.3.3.2
12.2.3.3.3
12.2.3.3.4
12.2.3.3.5
16417
16418
20571
20572
20573
20574
20575
20576
20577
20578
20579
20580
20581
20582
20583
20584
20585
11074
11134
11138
11139
11140
11141
11142
11143
11144
11145
11146
12.2.3.4
12.2.3.5
12.3
12.3.1
12.3.1.1
12.3.1.2
12.3.1.3
12.3.2
12.3.2.1
12.3.2.2
12.3.2.3
12.3.3
12.3.3.1
12.3.3.2
12.3.3.3
12.3.3.4
12.3.3.5
12.4
12.4.1
12.4.1.1
12.4.1.2
12.4.1.3
12.4.1.4
12.4.1.5
12.4.1.6
12.4.1.7
12.4.1.8
12.4.1.9
Name
Create project rationale and obtain funding
Develop project measures and indicators
Develop project plans
Define roles and resources
Identify specific IT requirements
Create training and communication plans
Design recognition and reward approaches
Design and plan launch of project
Deploy the project
Implement projects
Evaluate impact of project management (strategy and
projects) on measures and outcomes
Report the status of project
Manage project scope
Promote and sustain activity and involvement
Realign and refresh project management strategy and
approaches
Review and report project performance
Close projects
Manage district quality and organizational performance
Develop quality strategy and plans
Define and maintain quality processes and standards
Establish quality measurements and targets
Establish and maintain quality tools and templates
Plan and manage quality work force
Develop and maintain quality assessment training
Develop and maintain quality-process tools training
Develop and maintain quality recognition programs
Perform quality assessments
Assess process compliance
Assess standards compliance
Perform risk assessment
Perform organizational effectiveness assessment
Measure and report quality performance
Manage change
Plan for change
Select process improvement methodology
Assess readiness for change
Determine stakeholders
Engage/Identify champion
Form design team
Define scope
Understand current state
Define future state
Conduct organizational risk analysis
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
47 of 687
PCF ID
11147
11148
11149
11150
11151
11135
11152
11153
11154
11155
11156
11157
11158
11159
11136
11160
11161
Hierarchy
ID
12.4.1.9.1
12.4.1.9.2
12.4.1.9.3
12.4.1.9.4
12.4.1.9.5
12.4.2
12.4.2.1
12.4.2.2
12.4.2.3
12.4.2.4
12.4.2.5
12.4.2.6
12.4.2.7
12.4.2.8
12.4.3
12.4.3.1
12.4.3.2
11162
12.4.3.3
11163
11137
11164
11165
11166
11073
12.4.3.4
12.4.4
12.4.4.1
12.4.4.2
12.4.4.3
12.5
11095
11100
11101
11102
12.5.1
12.5.1.1
12.5.1.2
12.5.1.3
11103
11104
11105
11106
11107
11108
11109
11096
11110
11111
11112
11113
11114
12.5.1.4
12.5.1.5
12.5.1.6
12.5.1.7
12.5.1.8
12.5.1.9
12.5.1.9.1
12.5.2
12.5.2.1
12.5.2.2
12.5.2.3
12.5.2.4
12.5.2.5
Name
Assess cultural issues
Establish accountability for change management
Identify barriers to change
Determine change enablers
Identify resources and develop measures
Design the change
Assess connection to other initiatives
Develop change management plans
Develop training plan
Develop communication plan
Develop rewards/incentives plan
Establish change adoption metrics
Establish/Clarify new roles
Identify budget/roles
Implement the change
Create commitment for improvement/change
Reengineer educational support and operational processes
and systems
Support transition to new roles or exit strategies for
incumbents
Monitor change
Sustain improvement
Monitor improved process performance
Capture and reuse lessons learned from change process
Take corrective action as necessary
Develop and manage enterprise-wide knowledge management
(KM) capability
Develop KM strategy
Develop governance model
Establish a central KM core group
Define roles and accountability of the core group versus
departments/campuses
Develop funding models
Identify links to key initiatives
Develop core KM methodologies
Assess IT needs and engage IT function
Develop training and communication plans
Develop change management approaches
Develop strategic measures and indicator
Assess KM capabilities
Assess maturity of existing KM initiatives
Evaluate existing KM approaches
Identify gaps and needs
Enhance/Modify existing KM approaches
Develop new KM approaches
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
48 of 687
PCF ID
11115
20586
20587
20588
20589
16436
11071
11075
11076
11077
11078
11079
11072
11083
11084
11085
Hierarchy
ID
12.5.2.6
12.5.3
12.5.3.1
12.5.3.2
12.5.3.3
12.6
12.6.1
12.6.1.1
12.6.1.2
12.6.1.3
12.6.1.4
12.6.1.5
12.6.2
12.6.2.1
12.6.2.2
12.6.2.3
11087
12.6.2.4
Name
Implement new KM approaches
Identify and plan KM projects
Identify strategic opportunities to apply KM approach(es)
Design process for knowledge sharing, capture, and use
Assess alignment with district goals
Measure and benchmark
Create and manage organizational performance
Create enterprise measurement systems model
Measure process productivity
Measure cost effectiveness
Measure staff efficiency
Measure cycle time
Benchmark performance
Conduct performance assessments
Develop benchmarking capabilities
Conduct internal process and external competitive
benchmarking
Conduct gap analysis to understand need for change and
degree needed
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
49 of 687
Group No.
17
18
50 of 687
18
19
51 of 687
20
21
52 of 687
53 of 687
PCF ID
10002
17040
10017
10021
10022
10023
10024
10025
10026
10027
16790
16791
10018
10028
19946
19947
10019
10030
19948
10031
10032
10033
10034
10020
19949
10035
10036
10015
10037
10044
10045
10046
10038
10047
10048
13289
13290
14189
19951
Hierarchy
Metrics
ID
Name
available?
1.0
Develop District Vision and Strategy
Y
1.1
Define the district context and long-term vision
N
1.1.1
Assess the external environment
Y
1.1.1.1
Analyze and evaluate competition (surrounding districts,
N
private and charter schools, virtual schools, etc..)
1.1.1.2
Identify economic trends (tax base, revenue, state/federal
N
funding and grants)
1.1.1.3
Identify political and regulatory issues
N
1.1.1.4
Assess new technology innovations (instructional,
N
administrative, and operational)
1.1.1.5
Analyze demographics
N
1.1.1.6
Identify social and cultural changes
N
1.1.1.7
Identify ecological concerns
N
1.1.1.8
Identify intellectual property concerns
N
1.1.1.9
Evaluate IP acquisition options
N
1.1.2
Survey stakeholders and determine customer needs and
N
requirements
1.1.2.1
Conduct qualitative/quantitative assessments
N
1.1.2.2
Capture student and stakeholder needs
N
1.1.2.3
Assess student and stakeholder needs
N
1.1.3
Conduct internal analysis of educational programs, support,
N
and operation services
1.1.3.1
Analyze organizational characteristics
N
1.1.3.2
Analyze internal operations
N
1.1.3.3
Create baselines for current processes
N
1.1.3.4
Analyze systems and technology
N
1.1.3.5
Analyze financial health
N
1.1.3.6
Identify (district) core competencies
N
1.1.4
Establish strategic vision
N
1.1.4.1
Define the strategic vision
N
1.1.4.2
Align stakeholders around strategic vision
N
1.1.4.3
Communicate strategic vision to stakeholders
N
1.2
Develop district strategy
N
1.2.1
Develop overall mission statement
N
1.2.1.1
Define current business
N
1.2.1.2
Formulate mission
N
1.2.1.3
Communicate mission
N
1.2.2
Define and evaluate strategic options to achieve the objectives
N
1.2.2.1
Define strategic options
N
1.2.2.2
Assess and analyze impact of each option
N
1.2.2.2.1
Identify implications for key operating model business
N
elements that require change
1.2.2.2.2
Identify implications for key technology aspects
N
1.2.2.3
Develop sustainability strategy
N
1.2.2.4
Develop shared services strategy
N
54 of 687
PCF ID
14197
10039
10040
10041
10049
Hierarchy
ID
1.2.2.5
1.2.3
1.2.4
1.2.5
1.2.5.1
20187
10055
10042
19953
19954
20188
1.2.5.2
1.2.5.3
1.2.6
1.2.6.1
1.2.6.2
1.2.6.3
20189
20190
1.2.6.4
1.2.6.5
20191
10043
19956
10016
10057
10058
10059
10060
19983
1.2.6.6
1.2.7
1.2.7.1
1.3
1.3.1
1.3.2
1.3.3
1.3.4
1.3.4.1
19984
1.3.4.2
Name
Develop lean/continuous improvement strategy
Select long-term district strategy
Coordinate and align functional and process strategies
Create organizational design
Evaluate breadth and depth of district organizational
structure
Evaluate operations and instructional staffing needs
Assess organizational implication of staffing
Develop and set district goals
Identify organizational goals
Establish baseline metrics
Seek Board of Trustee approval of strategy and strategic
plan
Communicate and share strategic plan with all staff
Train employees on strategic plan and alignment with
department and campus plans
Post Strategic Plan to website
Formulate department and campus strategies
Analyze department and campus strategies to district
Execute and measure strategic initiatives
Develop strategic initiatives
Evaluate strategic initiatives
Select strategic initiatives
Establish high-level performance measures
Develop district scorecards to monitor and report
performance
Align department and campus performance measures to
district level measures
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
55 of 687
PCF ID
20192
Hierarchy
ID
Name
2.0
Develop, Deliver, and Assess Curriculum, Assessment, and
Instruction
20193
20194
20195
20196
2.1
2.1.1
2.1.2
2.1.2.1
20197
20198
20199
20200
20201
20202
2.1.2.2
2.1.2.3
2.1.2.4
2.1.3
2.1.4
2.1.5
20203
20204
20205
2.1.6
2.1.6.1
2.1.6.2
20206
20207
20208
20209
20210
20211
20212
2.1.6.3
2.1.6.4
2.1.6.5
2.1.6.6
2.1.7
2.1.7.1
2.1.7.2
20213
20214
20215
20216
20217
20218
20219
20220
20221
20222
20223
20224
20225
20226
20227
20228
2.1.8
2.1.9
2.2
2.2.1
2.2.1.1
2.2.1.2
2.2.2
2.2.2.1
2.2.3
2.2.3.1
2.2.4
2.2.5
2.2.5.1
2.2.5.2
2.2.5.3
2.2.6
20229
20230
2.2.6.1
2.2.6.2
Develop curriculum
Define/Design curriculum development procedures
Align with federal/state/local standards
Align with content standards developed by national
organizations
Align to assessment performance standards
Ensure horizontal and vertical curriculum alignment
Identify and review best practice research
Provide for key customer and stakeholder input
Develop scope/sequence/timeline
Develop instructional calendars/pacing guides/local
assessments
Select instructional resources
Develop instructional materials plan
Form cross-functional team including curriculum and
instruction, technology, procurement office
Create overall plan
Collaborate with suppliers and contractors
Identify critical materials and supplier capacity
Coordinate implementation plan
Pilot the curriculum
Evaluate effectiveness of curriculum
Revise curriculum based on feedback and local
assessments
Implement curriculum
Monitor integrity of curriculum implementation
Design effective instructional programs
Use diagnostics to determine readiness to learn
Use formative assessment to inform ongoing instruction
Determine students readiness to learn
Identify best practices based on data
Document and share best practices
Establish best-practice instructional strategies
Engage students in the instructional process
Develop an implementation plan
Determine expectation for lesson design
Determine district expectations
Determine campus expectations
Determine level and rigor of instruction expectations
Provide differentiated instruction based on individual student
needs
Identify enrichment needs
Identify acceleration needs
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
56 of 687
PCF ID
20231
20232
20233
Hierarchy
ID
2.2.6.3
2.2.7
2.2.8
20234
20235
2.2.8.1
2.2.8.2
20236
2.2.8.3
20237
20238
20239
20240
2.3
2.3.1
2.3.1.1
2.3.1.1.1
20241
2.3.1.1.2
20242
2.3.1.1.3
20243
20244
20245
2.3.1.1.4
2.3.1.1.5
2.3.1.1.6
20246
20247
20248
20249
20250
2.3.1.2
2.3.1.2.1
2.3.1.2.2
2.3.1.2.3
2.3.1.2.4
20251
20252
20253
2.3.2
2.3.2.1
2.3.2.2
20254
2.3.2.3
20255
2.3.2.4
20256
2.3.2.5
20257
2.3.2.6
20258
20259
2.3.2.7
2.3.2.8
N
N
Metrics
Name
available?
Identify technology for program needs
N
Align after school and summer program curriculum
N
Design instructional programs to accelerate learning for
N
students below grade level standards
Plan for remedial instruction
N
Manage the classroom for differentiated instructional
N
strategies
Provide academic coaches to support classroom instruction
N
for students
Assess student achievement
N
Plan district assessment program
N
Assess current assessment program
N
Determine goal of the assessment program in school or
N
system improvement
Identify mandatory testing by local, district, state, and
N
federal agencies
Identify diagnostic, formative, and any voluntary
N
assessment for program
Determine target populations of current assessments
N
Analyze current frequency and scheduling of
N
assessments
Identify
gaps in the assessment program; check for
N
alignment
Design assessment program
N
Determine learning (skills) to be assessed
N
Determine performance standards for target populations
N
Select most appropriate format
N
Select vendor-developed assessment or develop the
N
assessment
Develop formative assessment tools
N
Determine the scope of content and skills to be addressed
N
Determine assessment method for each objective (multiple
N
choice, open-ended, essay, performance, portfolio, etc..)
Determine appropriate delivery format (paper/pencil,
N
online, oral administration, etc..)
Develop blueprint for test development, including number
N
and format of items or tasks for each objective or strand
Develop test item specifications (number of distracters,
N
level of vocabulary, level of thinking or mental processing,
performance required)
57 of 687
PCF ID
20260
20261
20262
20263
20264
20265
20266
20267
20268
20269
20270
Hierarchy
ID
2.3.2.9
2.3.2.9.1
2.3.2.9.2
2.3.2.9.3
2.3.2.9.4
2.3.3
2.3.3.1
2.3.3.2
2.3.3.3
2.3.3.4
2.3.3.5
20271
2.3.3.6
20272
2.3.3.7
20273
2.3.3.8
20274
20275
20276
20277
20278
2.3.4
2.3.4.1
2.3.4.2
2.3.4.3
2.3.4.4
20279
20280
20281
20282
20283
20284
20285
20286
20287
2.3.4.5
2.3.4.6
2.3.5
2.3.5.1
2.3.5.2
2.3.5.3
2.3.6
2.3.6.1
2.3.6.2
20288
20289
20290
20291
2.3.6.3
2.3.6.4
2.3.6.5
2.3.6.6
20292
2.3.6.7
20293
20294
2.3.6.8
2.3.6.9
Metrics
Name
available?
Develop key or refine rubrics as necessary
N
Review items for sensitivity and bias
N
Pilot items or tasks
N
Review and pilot completed assessment
N
Revise as needed
N
Administer formative assessments
N
Provide necessary training
N
Distribute the tests or assessment materials
N
Assess students using appropriate assessment procedures
N
Monitor compliance with assessment procedures
N
Monitor provision of appropriate accommodations for
N
students
Collect data on participation and possible irregularities and
N
report
Receive test materials from schools if stored and/or scored
N
centrally
Package and transmit materials to contractor, as
N
appropriate
Administer summative assessments
N
Provide necessary training to school-based staff
N
Distribute materials
N
Assess students using appropriate assessment procedures
N
Collect data on participation and possible irregularities and
N
report
Receive and inventory test materials from schools
N
Package and transmit materials per contractor instructions
N
Score and compile assessment data
N
Plan for scoring of assessment
N
Train key staff in scoring the assessment
N
Score summative assessments
N
Analyze and evaluate results
N
Identify and explore anomalies
N
Disaggregate the data at the district, school, or classroom
N
level as appropriate (e.g., grade levels, departments,
subject areas, and subgroups [socio-economic status,
ethnicity])
Analyze for gaps and strengths in student achievement
N
Check alignment of instruction with test content
N
Identify trends (e.g., longitudinal, cohort)
N
Identify over/under-achieving schools, programs, grade
N
levels, teachers, etc..
Determine gaps between actual student achievement and
N
achievement targets or expectations
Feed data/results to appropriate decision makers
N
Provide feedback to state and federal testing agencies or
N
test publishers on quality issues and needed improvements
58 of 687
PCF ID
20295
20296
Hierarchy
ID
2.3.7
2.3.7.1
20297
2.3.7.2
20298
2.3.8
20299
2.3.8.1
20300
20301
20302
20303
2.3.8.2
2.3.8.3
2.3.8.4
2.3.8.5
20304
2.3.8.6
20305
20306
20307
20308
20309
20310
20311
2.3.8.7
2.3.8.8
2.3.8.9
2.3.8.9.1
2.4
2.4.1
2.4.1.1
20312
20313
20314
2.4.1.2
2.4.1.3
2.4.1.4
Metrics
Name
available?
Provide training on analyzing and using data
N
Provide training on data analysis at the district, school, and
N
classroom levels
Provide data utilization training to district, school, and
N
classroom levels
Report assessment results to students, stakeholders, and
N
district leadership
Identify a data management system to archive and retrieve
N
data
Identify audiences
N
Determine information needs of each audience
N
Determine products to meet audiences needs
N
Determine format and content and specifications for each
N
product
Develop timelines aligned with deadlines and audience
N
requirements
Produce each reporting product
N
Publish each reporting product
N
Present findings
N
Gather feedback on the usefulness of the reports
N
Evaluate programs
N
Determine programs to be evaluated
N
Determine (and develop instruments where necessary) the
N
data to be collected, including perception and background
surveys, student performance data, observation checklists,
comparable schools data, etc..
Gather the data
Analyze the collected data
Evaluate the program/determine program
recommendations
N
N
N
59 of 687
PCF ID
20315
20316
20317
20318
20319
20320
20321
20322
20323
20324
20325
20326
20327
20328
20329
20330
20331
20332
20333
20334
20335
20336
20337
Hierarchy
Metrics
ID
Name
available?
3.0
Design and Deliver Student Support Services
N
3.1
Identify requirements for support services
N
3.1.1
Interpret rules and regulations
N
3.1.2
Conduct a district needs assessment for support services
N
3.1.3
Provide clear process for identifying student needs for support
N
service
3.1.3.1
Develop referral committee guidelines
N
3.1.4
Identify gaps in services
N
3.1.5
Collaborate between services
N
3.2
Establish entrance and exit criteria for student support services
N
3.2.1
Establish referral criteria
N
3.2.2
Establish acceptance criteria
N
3.2.3
Establish exit criteria
N
3.2.4
Develop intervention programs
N
3.2.5
Identify the Least Restrictive Environment (LRE) for special
N
education students
3.3
Evaluate support programs and services
N
3.3.1
Train educators to observe student response to intervention,
N
support programs, and services
3.3.2
Monitor student progress resulting from intervention
N
3.3.3
Evaluate effectiveness of services to meet students needs
N
3.4
Identify and coordinate community services related to student
N
needs
3.4.1
Identify/Maintain community partnership opportunities to
N
support mentoring, tutoring, academic enrichment, etc..
3.4.2
Coordinate direct services of classroom volunteers
N
3.4.2.1
Determine the capacity and expertise of community
N
partners to deliver services
3.4.2.2
Provide a connecting/marketing mechanism between
N
community provider (before, after, and during school) and
individual student/ family needs
20338
20339
20340
20341
3.4.2.3
3.4.2.4
3.5
3.5.1
20342
20343
3.5.1.1
3.5.1.2
20344
3.5.1.3
20345
20346
20347
20348
3.5.1.4
3.5.1.5
3.5.2
3.5.2.1
N
N
N
N
N
N
N
N
N
N
N
60 of 687
PCF ID
20349
20350
Hierarchy
ID
3.5.2.2
3.5.2.3
20351
3.5.2.4
20352
20353
20354
20355
3.5.3
3.6
3.6.1
3.6.1.1
20356
20357
20358
3.6.1.1.1
3.6.1.1.2
3.6.1.1.3
20359
3.6.1.2
20360
20361
20362
3.6.1.3
3.6.1.3.1
3.6.1.3.2
20363
20364
20365
20366
20367
20368
20369
20370
3.6.2
3.6.3
3.6.4
3.7
3.7.1
3.7.2
3.7.3
3.7.4
20371
20372
20373
3.7.5
3.7.6
3.8
20374
20375
3.9
3.9.1
20376
20377
20378
20379
20380
3.9.2
3.9.3
3.9.3.1
3.9.3.2
3.9.3.3
20381
3.9.3.4
Metrics
Name
available?
Implement parent education programs/services
N
Evaluate effectiveness of parent education
N
programs/services
Revise and improve parent education programs and
N
services
Coordinate and collaborate with parent/ teacher organizations
N
Design and implement counseling services
N
Develop academic planning and counseling services
N
Identify student needs and requirements to complete
N
graduation requirements
Develop graduation plans
N
Monitor completion of graduation plans
N
Provide intervention to students who are not on track to
N
complete graduation plans
Develop career counseling and pathways for postN
graduation
Communicate college and career opportunities
N
Provide on-site and web-based information
N
Develop K12 strategies to communicate college and
N
career opportunities
Develop counseling programs
N
Align guidance services to support instruction
N
Identify barriers to student academic achievement
N
Design and implement social services
N
Provide social service support for families/ students
N
Provide homeless services
N
Provide migrant services
N
Utilize case management process to streamline and avoid
N
duplication of services to individual student
Manage outsourced services (e.g., child psychologist)
N
Identify and communicate web-based support programs
N
Design and align extra-curricular services such as interscholastic
N
athletics, clubs, other enrichment opportunities
Design and implement alternative education and interventions
N
Create alternative academic and discipline schools or
N
programs
Provide early intervention for at-risk students
N
Develop student attendance policies and procedures
N
Develop student attendance tracking methods
N
Monitor student attendance
N
Develop interventions and diversion programs for student
N
truancy
Identify performance measures for student attendance and
N
truancy
61 of 687
PCF ID
20382
Hierarchy
ID
3.9.3.5
20383
3.9.4
20384
20385
20386
20387
20388
20389
20390
20391
20392
20393
20394
20395
20396
20397
20398
3.9.4.1
3.9.4.2
3.9.4.3
3.9.4.4
3.9.4.5
3.9.4.6
3.9.4.7
3.10
3.10.1
3.10.2
3.10.2.1
3.10.2.2
3.10.3
3.10.3.1
3.10.3.2
Metrics
Name
available?
Report performance measures for student attendance and
N
truancy
Develop student behavior management policies and
N
procedures
Develop district discipline management plan
N
Identify levels of student discipline management
N
Identify appropriate consequences to discipline infractions
N
Track student discipline infractions
N
Develop discipline performance measures
N
Analyze discipline data
N
Revise discipline management plan, policies, or procedures
N
Design and implement student health services
N
Establish nursing services
N
Develop pregnancy services
N
Identify student needs
N
Provide teen parenting programs
N
Develop health and wellness strategies
N
Develop diabetes identification and counseling services
N
Develop vision and hearing screening
N
62 of 687
PCF ID
20399
20400
20401
20402
20403
20404
20405
20406
20407
20408
20409
20410
20411
20412
20413
20414
20415
20416
10216
10277
10281
10282
10283
10284
10285
10286
10287
10278
20417
10289
20418
10291
10279
10292
10293
10294
10295
10296
10297
10298
10280
Hierarchy
Metrics
ID
Name
available?
4.0
Design and Manage Operations
N
4.1
Plan for and manage student enrollment
N
4.1.1
Manage student enrollment
N
4.1.1.1
Conduct demographic analysis
N
4.1.1.2
Develop long-range demographic forecast
N
4.1.1.3
Develop short- and long-term enrollment projections
N
4.1.1.4
Monitor accuracy of enrollment projections
N
4.1.2
Manage student admissions and placement
N
4.1.2.1
Develop policies and procedures for admissions and
N
placements
4.1.2.2
Identify support technologies for admission and placement
N
4.1.2.3
Monitor effectiveness of admissions
N
4.1.2.3.1
Develop performance measures for admissions and
N
placements
4.1.2.3.2
Solicit feedback from students and stakeholders
N
4.1.2.3.3
Improve admission and placement procedures
N
4.1.3
Develop district school year calendar
N
4.1.3.1
Engage stakeholders (community, parents, staff, teachers,
N
etc.)
4.1.3.2
Develop calendar options
N
4.1.3.3
Present calendar to board for approval
N
4.2
Procure materials and services
Y
4.2.1
Develop sourcing strategies
Y
4.2.1.1
Develop procurement plan
Y
4.2.1.2
Clarify purchasing requirements
N
4.2.1.3
Develop inventory strategy
N
4.2.1.4
Match needs to supply capabilities
N
4.2.1.5
Analyze districts purchasing history
N
4.2.1.6
Seek opportunities to improve efficiency and value
N
4.2.1.7
Collaborate with suppliers to identify sourcing opportunities
N
4.2.2
Select suppliers and develop/maintain contracts
Y
4.2.2.1
Identify suppliers (create request for bids list)
N
4.2.2.2
Certify and validate suppliers (receive and accept bids;
N
create a bids list)
4.2.2.3
Approve bids
N
4.2.2.4
Manage contracts
N
4.2.3
Order materials and services
Y
4.2.3.1
Process/Review requisitions
N
4.2.3.2
Approve requisitions
N
4.2.3.3
Monitor vendor quotes
N
4.2.3.4
Create/Distribute purchase orders
N
4.2.3.5
Expedite orders and satisfy inquiries
N
4.2.3.6
Record receipt of goods
Y
4.2.3.7
Research/Resolve exceptions
N
4.2.4
Manage suppliers
Y
63 of 687
PCF ID
10299
10300
10301
10302
10219
20419
10343
10344
10345
10346
10347
10348
10339
10349
10350
10351
10352
10340
10353
10354
10355
10356
10357
10358
10341
10360
10361
10362
10363
10342
10364
10365
10366
10367
14195
Hierarchy
ID
4.2.4.1
4.2.4.2
4.2.4.3
4.2.4.4
4.3
4.3.1
4.3.1.1
4.3.1.2
4.3.1.3
4.3.1.4
4.3.1.5
4.3.1.6
4.3.2
4.3.2.1
4.3.2.2
4.3.2.3
4.3.2.4
4.3.3
4.3.3.1
4.3.3.2
4.3.3.3
4.3.3.4
4.3.3.5
4.3.3.6
4.3.4
4.3.4.1
4.3.4.2
4.3.4.3
4.3.4.4
4.3.5
4.3.5.1
4.3.5.2
4.3.5.3
4.3.5.4
4.3.5.5
20420
20421
20422
4.4
4.4.1
4.4.1.1
20423
20424
20425
20426
20427
4.4.1.2
4.4.1.3
4.4.1.4
4.4.1.4.1
4.4.1.4.2
Metrics
Name
available?
Monitor/Manage supplier information
N
Prepare/Analyze spending and vendor performance
N
Support inventory processes
N
Monitor quality of product delivered
N
Manage logistics and warehousing
Y
Define logistics strategy
N
Translate district requirements into logistics requirements
N
Design logistics network
N
Communicate outsourcing needs
N
Develop and maintain delivery service policy
N
Optimize distribution to schools schedules and costs
N
Define key performance measures
N
Plan and manage inbound material flow
Y
Plan receipt of deliveries
N
Manage receivables flow
N
Monitor receivables delivery performance
N
Manage flow of returned products
N
Operate warehousing
Y
Track inventory deployment
N
Receive, inspect, and store receivables
N
Track inventory availability
N
Pick, pack, and ship materials delivery
N
Track inventory accuracy
N
Track third-party logistics storage and shipping
N
performance
Operate
delivery of materials
Y
Plan, transport, and deliver materials to schools
N
Track delivery performance
N
Manage delivery fleet
N
Process and audit work orders, requisitions, and documents
N
Manage returns; manage reverse logistics
Y
Authorize and process returns
N
Perform reverse logistics
N
Perform salvage activities
N
Manage and process warranty claims
N
Manage repair/refurbishment and return to
N
customer/inventory
Manage transportation of students
N
Design routes and schedules
N
Build and maintain address and GIS (Geographic
N
Information System) data
Build and maintain student residence files
N
Optimize routes and loads
N
Evaluate cost effectiveness of transportation services
N
Identify effectiveness/ efficiency measures
N
Develop transportation performance reports
N
64 of 687
PCF ID
20428
Hierarchy
ID
4.4.2
20429
20430
20431
20432
20433
20434
20435
20436
20437
20438
20439
20440
20441
4.4.2.1
4.4.2.2
4.4.2.3
4.4.3
4.4.3.1
4.4.3.2
4.5
4.5.1
4.5.2
4.5.3
4.5.4
4.5.5
4.5.6
20442
20443
20444
20445
20446
4.6
4.6.1
4.6.2
4.6.3
4.6.4
Name
Plan and deliver special routes and services to support
instructional needs
Schedule events
Assign resources
Coordination with curriculum and instructional plans
Manage vehicle acquisition, maintenance, and replacement
Inventory vehicles, maintenance logs
Build requirements for vehicles, solicit bids, order
Manage food services
Certify individual student eligibility for meals
Comply with federal and state regulations
Develop meal plans following nutritional guidelines
Procure foods
Deliver meals
Coordinate and collaborate with other departments (e.g.,
maintenance, safety, custodial, etc.)
Provide library and media services
Develop collection plan and acquisition budget
Identify automated library service technology
Identify digital media services
Collaborate with educational staff to develop instructional
support procedures and materials
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
65 of 687
PCF ID
10006
Hierarchy
ID
Name
5.0
Manage Student and Stakeholder Relationship and
Engagement
10378
20447
5.1
5.1.1
20448
5.1.1.1
20086
20449
5.1.1.2
5.1.1.3
20450
5.1.1.4
20451
10381
20452
5.1.2
5.1.2.1
5.1.2.2
20453
5.1.2.2.1
20454
10385
10382
10383
20455
20456
20457
20458
5.1.2.2.2
5.1.2.3
5.1.3
5.1.3.1
5.1.3.1.1
5.1.3.1.2
5.1.3.1.3
5.2
20459
5.2.1
20460
20461
5.2.1.1
5.2.1.1.1
20462
5.2.1.1.2
20463
5.2.1.2
10388
10394
5.2.2
5.2.2.1
13482
10396
5.2.2.2
5.2.2.3
10389
10397
5.2.3
5.2.3.1
Metrics
available?
Y
Y
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
66 of 687
PCF ID
10398
10399
10400
20464
10380
Hierarchy
ID
5.2.3.2
5.2.3.3
5.2.3.4
5.2.3.5
5.3
10401
11687
5.3.1
5.3.1.1
11688
5.3.1.2
18126
5.3.1.3
10402
5.3.2
11236
5.3.2.1
11237
5.3.2.2
20465
16848
18627
20466
20467
20468
20469
20470
20471
20472
20473
5.4
5.4.1
5.4.1.1
5.4.1.1.1
5.4.1.1.2
5.4.1.1.3
5.4.1.1.4
5.4.2
5.4.2.1
5.4.2.2
5.4.2.3
20474
20475
20476
16627
20477
20478
20010
10167
10160
10171
10159
10170
20479
20480
5.4.3
5.4.3.1
5.4.3.2
5.4.3.3
5.4.3.4
5.4.3.5
5.4.4
5.4.4.1
5.4.4.2
5.4.4.3
5.4.4.4
5.4.4.5
5.4.5
5.4.5.1
Name
Route student and stakeholder complaints
Resolve student and stakeholder complaints
Respond to student and stakeholder complaints
Collect, track, and analyze complaint data
Measure and evaluate student and stakeholder service strategies
Measure customer satisfaction
Gather and solicit students and stakeholder feedback on
educational and support services
Analyze educational and support services satisfaction data
and identify improvement and innovation opportunities
Report student and stakeholder feedback on educational
and support services
Measure stakeholder satisfaction with complaint handling and
resolution
Solicit stakeholder feedback on complaint handling and
resolution
Analyze stakeholder complaint data and identify
improvement opportunities
Manage district communications
Develop communication strategies
Formulate communication plan
Identify key messages
Identify target audiences
Identify measurable objectives
Develop strategies and tactics to support objectives
Develop district brand
Define unique district brand message
Embed brand in communications
Measure and reassess branding activities against district
strategy and vision
Manage social media
Develop social media strategy
Define social media performance measures
Monitor and respond to social media activity
Execute social media campaigns
Evaluate social media performance measures
Design and develop publications
Define publications objectives and strategy
Define target audiences
Identify publication performance measures
Develop publications
Evaluate publication performance measures
Develop and manage media campaigns
Define media objectives
Metrics
available?
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
67 of 687
PCF ID
20481
20482
20483
20484
20485
20486
20487
20488
20489
20490
20491
20492
16614
Hierarchy
ID
5.4.5.2
5.4.5.3
5.4.5.4
5.4.5.5
5.4.5.6
5.5
5.5.1
5.5.2
5.5.3
5.5.4
5.5.5
5.5.6
5.5.7
Name
Develop marketing messages
Define target audience
Engage media provider
Develop and execute media campaign(s)
Assess media campaign performance
Develop and manage district websites
Gather information on website design
Create plan for website development
Design websites
Develop websites
Test and launch websites
Maintain websites
Evaluate websites
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
68 of 687
PCF ID
10007
17043
17044
10418
10419
10420
10421
10422
10432
17045
10423
10424
10425
10426
10427
10428
10429
10430
10431
10433
10417
10434
10435
10436
20493
10438
10410
10439
10445
10446
10447
10448
10449
10450
10451
10452
10440
10453
10454
20494
Hierarchy
Metrics
ID
Name
available?
6.0
Develop and Manage Human Capital
Y
6.1
Develop and manage human resources (HR) planning, policies,
N
and strategies
6.1.1
Develop human resources strategy
N
6.1.1.1
Identify strategic HR needs
N
6.1.1.2
Define HR and business function roles and accountability
N
6.1.1.3
Determine HR costs
N
6.1.1.4
Establish HR measures
N
6.1.1.5
Communicate HR strategies
N
6.1.1.6
Develop strategy for HR systems/ technologies/tools
N
6.1.2
Develop and implement human resources plans
N
6.1.2.1
Gather skill requirements according to district strategy and
N
educational and operational needs
6.1.2.2
Plan employee resourcing requirements per department
N
and campus
6.1.2.3
Develop compensation plan
N
6.1.2.4
Develop succession plan
N
6.1.2.5
Develop employee diversity plan
N
6.1.2.6
Develop other HR programs
N
6.1.2.7
Develop HR policies
N
6.1.2.8
Administer HR policies
N
6.1.2.9
Plan employee benefits
N
6.1.2.10
Develop work force strategy models
N
6.1.3
Monitor and update plans
N
6.1.3.1
Monitor HR performance measures
N
6.1.3.2
Analyze contribution to district goals and objectives
N
6.1.3.3
Communicate plans and provide updates to board of
N
education/ trustees
6.1.3.4
Determine value added from HR function
N
6.1.3.5
Review and revise HR plans
N
6.2
Recruit/Source and Screen/Select employees
Y
6.2.1
Create and develop employee requisitions/ vacancy posting
N
6.2.1.1
Align staffing plan to work force plan and district strategies/
N
resource needs
6.2.1.2
Develop and open job requisition
N
6.2.1.3
Develop job description
N
6.2.1.4
Post requisition
N
6.2.1.5
Manage internal/external job posting Web sites
N
6.2.1.6
Change/Update requisition
N
6.2.1.7
Notify hiring manager
N
6.2.1.8
Manage requisition date
N
6.2.2
Recruit/Source candidates
N
6.2.2.1
Determine recruitment methods
N
6.2.2.2
Perform recruiting activities/ events
N
6.2.2.3
Evaluate recruitment effectiveness
N
69 of 687
PCF ID
20123
10456
10457
10458
10459
10444
10460
20495
20496
10443
10463
10464
10465
20497
10466
10467
10468
20498
20499
20500
20501
20502
10411
10469
10474
20503
20504
11243
Hierarchy
ID
6.2.3
6.2.3.1
6.2.3.2
6.2.3.3
6.2.3.4
6.2.4
6.2.4.1
6.2.4.2
6.2.4.3
6.2.5
6.2.5.1
6.2.5.2
6.2.5.3
6.2.6
6.2.6.1
6.2.6.2
6.2.6.3
6.2.7
6.2.7.1
6.2.7.2
6.2.7.3
6.2.7.4
6.3
6.3.1
6.3.1.1
6.3.1.2
6.3.1.3
6.3.1.4
10470
10479
10480
10481
17052
20505
10483
10484
10485
10472
10487
10488
17051
10473
10490
10491
6.3.2
6.3.2.1
6.3.2.2
6.3.2.3
6.3.3
6.3.3.1
6.3.3.2
6.3.3.3
6.3.3.4
6.3.4
6.3.4.1
6.3.4.2
6.3.4.3
6.3.5
6.3.5.1
6.3.5.2
Metrics
available?
Screen/Select candidates
N
Identify and deploy candidate selection tools
N
Interview candidates
N
Test candidates
N
Select and reject candidates
N
Manage pre-placement verification
N
Complete candidate background information
N
Conduct pre-employment screening
N
Recommend/Not recommend candidate
N
Manage new hire/rehire
Y
Draw up and make offer
N
Negotiate offer
N
Hire candidate
N
Track candidates
N
Create applicant record
N
Manage/Track applicant data
N
Archive and retain records of non-hires
N
Manage substitute teaching staff
N
Identify substitute qualifications and requirements
N
Develop substitute hiring methods
N
Identify and deploy substitute scheduling and tracking tools
N
Monitor substitute use and effectiveness
N
Develop and counsel employees
Y
Manage employee orientation and assignment
Y
Create/Maintain employee on-boarding program
N
Introduce new employees to managers
N
Introduce workplace
N
Evaluate the effectiveness of employee on-boarding
N
program
Manage employee performance
Y
Define performance objectives
N
Review, appraise, and manage employee performance
N
Evaluate and review performance program
N
Manage employee relations
N
Manage health and safety
N
Manage labor relations
N
Manage collective bargaining process
N
Manage labor management partnerships
N
Manage employee development
Y
Define employee development guidelines
N
Develop employee career plans
N
Manage employee skill and competency development
N
Develop and train employees
Y
Align employee, school, and district development needs
N
Align learning programs with competencies
N
Name
70 of 687
PCF ID
10492
Hierarchy
ID
6.3.5.3
10493
6.3.5.4
20506
20507
12135
10412
10494
6.3.5.4.1
6.3.5.4.2
6.3.5.5
6.4
6.4.1
10498
10499
10500
6.4.1.1
6.4.1.2
6.4.1.3
10501
6.4.1.4
10502
6.4.1.5
20508
20509
20510
6.4.2
6.4.2.1
6.4.2.2
20511
6.4.2.3
20512
20513
6.4.2.4
6.4.2.5
20514
10495
10504
10505
10506
10507
20131
10508
6.4.2.6
6.4.3
6.4.3.1
6.4.3.2
6.4.3.3
6.4.3.4
6.4.4
6.4.4.1
10509
10510
10511
10497
10413
10512
10513
10514
10515
6.4.4.2
6.4.4.3
6.4.4.4
6.4.5
6.5
6.5.1
6.5.2
6.5.3
6.5.4
Metrics
Name
available?
Establish training needs by analysis of required and
N
available skills
Develop, conduct, and manage employee and/or
Y
management training programs
Reinforce training and development
N
Provide coaching, mentoring, peer sharing
N
Evaluate training effectiveness and efficiency
N
Reward, retain, and engage employees
Y
Develop and manage reward, recognition, and incentive
Y
programs
Develop salary/compensation structure and plan
N
Develop benefits, reward, and incentive plan
N
Perform competitive analysis of benefit, rewards, and
N
incentives
Identify compensation requirements based on financial
N
benefits and HR policies
Administer compensation, rewards, and incentives to
N
employees
Develop and manage employee engagement and satisfaction
N
Determine key elements that affect workforce engagement
N
Differentiate engagement elements for different workforce
N
groups and segments
Determine workforce engagement and satisfaction
N
assessment methods
Administer assessments
N
Establish engagement and satisfaction performance
N
measures
Analyze and report engagement and satisfaction results
N
Manage and administer benefits
N
Deliver employee benefits program
N
Administer benefit enrollment
N
Process claims
N
Perform benefit reconciliation
N
Manage employee assistance and retention
N
Deliver programs to support work/ life balance for
N
employees
Develop family support systems
N
Review retention and engagement indicators
N
Review compensation plan
N
Administer payroll
Y
Redeploy and retire employees
Y
Manage promotion and demotion process
N
Manage separation
Y
Manage retirement
N
Manage leave of absence, sabbatical
N
71 of 687
PCF ID
10516
Hierarchy
ID
6.5.5
10517
17055
20515
20516
20134
10522
10523
10524
10525
10526
10527
17057
10529
10530
6.5.6
6.5.7
6.5.8
6.5.8.1
6.6
6.6.1
6.6.2
6.6.3
6.6.4
6.6.5
6.6.6
6.6.7
6.6.7.1
6.6.7.2
10531
10532
6.6.7.3
6.6.7.4
Name
Develop and implement employee reduction in force policies
and regulations
Manage deployment of personnel
Relocate employees and manage assignments
Manage former employees
Manage employee relocation process
Manage employee information
Manage reporting processes
Manage employee inquiry process
Manage and maintain employee data
Manage human resource information systems (HRIS)
Develop and manage employee metrics
Develop and manage time and attendance systems
Manage employee communication
Develop employee communication plan
Manage/Collect employee suggestions and perform
employee research
Manage employee grievances
Publish employee communications
Metrics
available?
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
Y
N
72 of 687
PCF ID
10008
10563
20517
20518
20519
Hierarchy
ID
Name
7.0
Manage Information Technology
7.1
Manage the business of information technology (IT)
7.1.1
Develop an information plan to collect data and provide
information for data driven decision making
7.1.1.1
Define a data dictionary and the periodicity for collecting
and reporting data for each department, program, and
school
7.1.1.2
Describe the costs and benefits for collecting, reporting,
and making data-driven decisions for each department,
program, and school
20520
7.1.1.3
10570
10603
10604
7.1.2
7.1.2.1
7.1.2.2
10605
10606
7.1.2.3
7.1.2.4
10607
10608
10609
10571
10611
10612
10613
10614
10615
10573
10620
10621
7.1.2.5
7.1.2.6
7.1.2.7
7.1.3
7.1.3.1
7.1.3.2
7.1.3.3
7.1.3.4
7.1.3.5
7.1.4
7.1.4.1
7.1.4.2
10575
7.1.5
10625
10626
10627
10564
10578
11244
7.1.5.1
7.1.5.2
7.1.5.3
7.2
7.2.1
7.2.1.1
11245
7.2.1.2
11246
11247
7.2.1.3
7.2.1.4
Metrics
available?
Y
Y
N
N
N
N
N
N
Y
Y
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
73 of 687
PCF ID
11248
Hierarchy
ID
7.2.1.5
20521
10579
10640
10641
7.2.1.6
7.2.2
7.2.2.1
7.2.2.2
10642
10643
7.2.2.3
7.2.2.4
10581
10647
10648
10582
10650
10651
10652
7.2.3
7.2.3.1
7.2.3.2
7.2.4
7.2.4.1
7.2.4.2
7.2.4.3
10653
7.2.4.4
Name
Evaluate and select IT services and solutions strategic
initiatives
Maximize the value of the IT Portfolio
Develop and manage IT service levels
Create and maintain the IT services and solutions catalog
Establish and maintain business and IT service level
agreements
Evaluate and report service level attainment results
Communicate business and IT service level improvement
opportunities
Manage IT customer satisfaction
Capture and analyze customer satisfaction
Assess and communicate customer satisfaction patterns
Market IT services and solutions
Develop IT services and solutions marketing strategy
Develop and manage IT customer strategy
Manage IT services and solutions advertising and
promotional campaigns
Process and track IT services and solutions orders
Metrics
available?
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
74 of 687
PCF ID
17058
10728
10738
10771
10772
10773
10739
10774
10740
10778
10779
10780
10781
10741
10782
10783
10784
10785
10786
10787
10788
10729
20522
20523
20524
20525
20526
10743
10794
10795
10796
10797
10798
10744
10799
10800
10801
10802
10803
10745
10804
10805
10806
10807
10808
Hierarchy
Metrics
ID
Name
available?
8.0
Manage Financial Resources
Y
8.1
Perform planning and management accounting
Y
8.1.1
Perform planning/budgeting/forecasting
Y
8.1.1.1
Develop and maintain budget policies and procedures
N
8.1.1.2
Prepare periodic budgets and plans
N
8.1.1.3
Prepare periodic forecasts
N
8.1.2
Perform cost accounting and control
Y
8.1.2.1
Perform inventory accounting
N
8.1.3
Perform cost management
N
8.1.3.1
Determine key cost drivers
N
8.1.3.2
Measure cost drivers
N
8.1.3.3
Determine critical activities
N
8.1.3.4
Manage asset resource deployment and utilization
N
8.1.4
Evaluate and manage financial performance
Y
8.1.4.1
Evaluate program and services effectiveness
N
8.1.4.2
Evaluate new programs and services
N
8.1.4.3
Perform life cycle costing
N
8.1.4.4
Optimize match of programs and services to student needs
N
8.1.4.5
Track performance of new program and services strategies
N
8.1.4.6
Prepare activity-based performance measures
N
8.1.4.7
Manage continuous cost improvement
N
8.2
Perform revenue accounting
Y
8.2.1
Process taxpayer accounts
N
8.2.1.1
Establish collection policies
N
8.2.1.2
Assess and bill new properties
N
8.2.1.3
Review existing properties
N
8.2.1.4
Produce assessment/collection reports
N
8.2.2
Generate tax statements
Y
8.2.2.1
Maintain property/taxpayer master files
Y
8.2.2.2
Generate taxpayer billing data
Y
8.2.2.3
Transmit billing data to taxpayers
Y
8.2.2.4
Post receivable entries
Y
8.2.2.5
Resolve customer assessment inquiries 18
Y
8.2.3
Process accounts receivable (AR)
Y
8.2.3.1
Establish AR policies
N
8.2.3.2
Receive/Deposit payments
N
8.2.3.3
Apply cash remittances
N
8.2.3.4
Prepare AR reports
N
8.2.3.5
Post AR activity to the general ledger
N
8.2.4
Manage and process collections
Y
8.2.4.1
Establish policies for delinquent accounts
N
8.2.4.2
Analyze delinquent account balances
N
8.2.4.3
Correspond/Negotiate with delinquent accounts
N
8.2.4.4
Discuss account resolution with internal parties
N
8.2.4.5
Process adjustments/write-off balances
N
75 of 687
PCF ID
10746
10809
10810
10811
10812
10813
10814
10730
10747
10815
10816
10817
10818
10748
10819
10820
10821
10822
Hierarchy
ID
8.2.5
8.2.5.1
8.2.5.2
8.2.5.3
8.2.5.4
8.2.5.5
8.2.5.6
8.3
8.3.1
8.3.1.1
8.3.1.2
8.3.1.3
8.3.1.4
8.3.2
8.3.2.1
8.3.2.2
8.3.2.3
8.3.2.4
10823
10824
10825
10826
10827
10749
10828
10829
10830
10831
8.3.2.5
8.3.2.6
8.3.2.7
8.3.2.8
8.3.2.9
8.3.3
8.3.3.1
8.3.3.2
8.3.3.3
8.3.3.4
10832
8.3.3.5
10833
10834
10835
10836
8.3.3.6
8.3.3.7
8.3.3.8
8.3.3.9
10750
10837
10838
10839
8.3.4
8.3.4.1
8.3.4.2
8.3.4.3
10840
8.3.4.4
10841
8.3.4.5
Metrics
Name
available?
Manage and process adjustments/ deductions
Y
Establish policies/procedures for adjustments
N
Analyze adjustments
N
Correspond/Negotiate with taxpayer
N
Discuss resolution with internal parties
N
Prepare assessment adjustments
N
Process related entries
N
Perform general accounting and reporting
Y
Manage policies and procedures
Y
Negotiate service level agreements
N
Establish accounting policies
N
Set up and enforce approval limits
N
Establish common financial systems
N
Perform general accounting
Y
Maintain chart of accounts
N
Process journal entries
N
Process allocations
N
Process period-end adjustments (e.g., accruals and
N
currency conversions, etc.)
Post and reconcile interagency transactions
N
Reconcile general ledger accounts
N
Perform consolidations and process eliminations
N
Prepare trial balance
N
Prepare and post management adjustments
N
Perform fixed asset accounting (facilities)
Y
Establish fixed asset policies and procedures
N
Maintain fixed asset master data files
N
Process and record fixed asset additions and retires
N
Process and record fixed asset adjustments, enhancements,
N
revaluations, and transfers
Process and record fixed asset maintenance and repair
N
expenses
Calculate and record depreciation expense
N
Reconcile fixed asset ledger
N
Track fixed assets including physical inventory
N
Provide fixed asset data to support tax, statutory, and
N
regulatory reporting
Perform financial reporting
Y
Prepare departmental financial statements
N
Prepare consolidated financial statements
N
Perform departmental reporting/ review management
N
reports
Perform consolidated reporting/ review of cost management
N
reports
Prepare statements for board
N
76 of 687
PCF ID
10842
10843
10731
10751
10844
10845
10846
Hierarchy
ID
8.3.4.6
8.3.4.7
8.4
8.4.1
8.4.1.1
8.4.1.2
8.4.1.3
10847
10752
10848
10849
10850
10851
10852
8.4.1.4
8.4.2
8.4.2.1
8.4.2.2
8.4.2.3
8.4.2.4
8.4.2.5
10732
10753
10853
10854
10855
10856
10857
10754
10858
10859
10860
10861
10862
10863
10864
10865
10755
10866
10867
10868
10733
10756
10869
10870
10871
10872
10873
10874
10875
8.5
8.5.1
8.5.1.1
8.5.1.2
8.5.1.3
8.5.1.4
8.5.1.5
8.5.2
8.5.2.1
8.5.2.2
8.5.2.3
8.5.2.4
8.5.2.5
8.5.2.6
8.5.2.7
8.5.2.8
8.5.3
8.5.3.1
8.5.3.2
8.5.3.3
8.6
8.6.1
8.6.1.1
8.6.1.2
8.6.1.3
8.6.1.4
8.6.1.5
8.6.1.6
8.6.1.7
Name
Produce quarterly/annual filings and public reports
Produce regulatory reports
Manage fixed assets budgets
Perform capital planning and project approval
Develop capital investment policies and procedures
Develop and approve capital expenditure plans and
budgets
Review and approve capital projects and fixed asset
acquisitions
Perform justification for bond/ project approval
Perform capital project accounting
Create project account codes
Record project-related transactions
Monitor and track capital projects and budget spending
Close/Capitalize projects
Measure variance in budgeted and actual expenditure on
completed capital projects
Process payroll
Report time
Establish policies and procedures
Collect and record employee time information
Analyze and report paid and unpaid leave
Monitor regular overtime and other hours
Analyze and report employee utilization
Manage pay
Enter employee time into payroll system
Maintain and administer employee earnings information
Maintain and administer applicable deductions
Monitor changes in tax status of employees
Process and distribute payments
Process and distribute manual checks
Process end-of-period adjustments
Respond to employee payroll inquiries
Process payroll taxes
Calculate and pay applicable payroll taxes
Produce and distribute employee annual tax statements
File regulatory payroll tax forms
Process accounts payable and expense reimbursements
Process accounts payable (AP)
Verify AP pay file with purchase order vendor master file
Maintain/Manage electronic commerce
Audit invoices and key data into AP system
Approve payments
Process financial accruals and reversals
Process taxes
Research/Resolve exceptions
Metrics
available?
N
N
Y
Y
N
N
N
N
Y
N
N
N
N
N
Y
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
Y
N
N
N
Y
Y
N
N
N
N
N
N
N
77 of 687
PCF ID
10876
10877
10878
10879
10757
10880
Hierarchy
ID
8.6.1.8
8.6.1.9
8.6.1.9.1
8.6.1.9.2
8.6.2
8.6.2.1
10881
10882
10883
10884
10734
10758
10885
10886
10887
10888
10889
10890
10891
10892
10759
10893
10894
10895
10896
10897
10898
8.6.2.2
8.6.2.3
8.6.2.4
8.6.2.5
8.7
8.7.1
8.7.1.1
8.7.1.2
8.7.1.3
8.7.1.4
8.7.1.5
8.7.1.6
8.7.1.7
8.7.1.8
8.7.2
8.7.2.1
8.7.2.2
8.7.2.3
8.7.2.4
8.7.2.5
8.7.2.6
10899
10900
10761
10908
10909
10910
10911
10913
14210
11208
11209
11211
11215
10735
10762
10914
8.7.2.7
8.7.2.8
8.7.3
8.7.3.1
8.7.3.2
8.7.3.3
8.7.3.4
8.7.3.5
8.7.3.6
8.7.4
8.7.4.1
8.7.4.2
8.7.4.3
8.8
8.8.1
8.8.1.1
Name
Process payments
Respond to AP inquiries
Retain records
Adjust accounting records
Process expense reimbursements
Establish and communicate expense reimbursement
policies and approval limits
Capture and report relevant tax data
Approve reimbursements and advances
Process reimbursements and advances
Manage personal accounts
Manage treasury operations
Manage treasury policies and procedures
Establish scope and governance of treasury operations
Establish and publish treasury policies
Develop treasury procedures
Monitor treasury procedures
Audit treasury procedures
Revise treasury procedures
Develop and confirm internal controls for treasury
Define system security requirements
Manage cash
Manage and reconcile cash positions
Manage cash equivalents
Process and oversee electronic fund transfers (EFTs)
Develop cash flow forecasts
Manage cash flows
Produce cash management accounting transactions and
reports
Manage and oversee banking relationships
Analyze, negotiate, resolve, and confirm bank fees
Manage debt and investment
Manage financial intermediary relationships
Manage liquidity
Manage issuer exposure
Process and oversee debt and investment transactions
Produce debt and investment accounting transaction
reports
Process and oversee interest rate transactions
Monitor and execute risk
Manage interest-rate risk
Manage exposure risk
Monitor credit
Manage internal controls
Establish internal controls, policies, and procedures
Establish board audit committee
Metrics
available?
Y
N
N
N
Y
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
Y
Y
N
78 of 687
PCF ID
10915
10916
11250
11251
10763
Hierarchy
ID
8.8.1.2
8.8.1.3
8.8.1.4
8.8.1.5
8.8.2
10917
10918
10919
10920
10921
10922
8.8.2.1
8.8.2.2
8.8.2.3
8.8.2.4
8.8.2.5
8.8.2.6
10764
10923
10924
8.8.3
8.8.3.1
8.8.3.2
10925
10926
20527
20528
20529
8.8.3.3
8.8.3.4
8.9
8.9.1
8.9.2
20530
20531
20532
20533
20534
8.9.3
8.9.4
8.9.5
8.9.6
8.9.7
Metrics
Name
available?
Define and communicate code of ethics
N
Assign roles and responsibility for internal controls
N
Define business process objectives and risks
N
Define entity/unit risk tolerances
N
Operate controls and monitor compliance with internal controls
Y
policies and procedures
Design and implement control activities
N
Monitor control effectiveness
N
Remediate control deficiencies
N
Create compliance function
N
Operate compliance function
N
Implement and maintain controls-related enabling
N
technologies and tools
Report on internal controls compliance
Y
Report to external auditors
N
Report to regulators, share-/debt-holders, securities
N
exchanges, etc.
Report to third parties (e.g., board)
N
Report to internal management
N
Manage grants
N
Develop grant application and management procedures
N
Collaborate across educational and operation functions to
N
determine funding needs
Identify qualified grants
N
Submit grant proposal
N
Establish grant budget
N
Monitor grant requirements
N
Evaluate grant effectiveness
N
79 of 687
PCF ID
19207
10937
10941
10955
10956
10957
10960
10942
10943
10958
10959
20535
10962
10944
10963
10964
10938
20536
20537
20538
16472
16473
16474
10949
10965
10966
10939
10950
10967
10968
10951
10952
19258
10953
10954
20539
20540
20541
20542
19245
19246
20543
19252
Hierarchy
Metrics
ID
Name
available?
9.0
Acquire, Construct, and Manage Facilities
N
9.1
Design and construct/acquire capital assets
N
9.1.1
Develop capital improvement plan and long-term vision
N
9.1.1.1
Confirm alignment of property requirements with district
N
strategy
9.1.1.2
Assess the external environment
N
9.1.1.3
Make build-or-buy decision
N
9.1.1.4
Select property
N
9.1.2
Develop, construct, and modify sites
N
9.1.3
Plan facility
N
9.1.3.1
Design facility
N
9.1.3.2
Analyze budget
N
9.1.3.3
Conduct bid and contract selection for facility construction
N
9.1.3.4
Manage construction or modification to building
N
9.1.4
Provide facilities
N
9.1.4.1
Acquire facilities and furnishings
N
9.1.4.2
Change fit/form/function of facilities and furnishings
N
9.2
Plan maintenance work
Y
9.2.1
Develop a work order process
N
9.2.1.1
Collect data on work order cycle time and flow
N
9.2.1.2
Monitor performance against industry standards
N
9.2.2
Perform routine maintenance
N
9.2.3
Perform corrective maintenance
N
9.2.4
Overhaul or replace equipment
N
9.2.5
Manage facilities operations
N
9.2.5.1
Relocate people
N
9.2.5.2
Relocate materials, supplies, and furnishings
N
9.3
Obtain and install assets and equipment
N
9.3.1
Develop ongoing maintenance policies
N
9.3.1.1
Analyze assets, and predict maintenance requirements
N
9.3.1.2
Develop approach to integrate preventive maintenance into
N
production schedule
9.3.2
Obtain and install equipment
N
9.4
Dispose of facilities and assets
N
9.4.1
Develop disposition strategy
N
9.4.2
Perform sale or trade
N
9.4.3
Perform abandonment
N
9.5
Manage facility housekeeping
N
9.5.1
Identify cleaning needs, standards, and requirements
N
9.5.2
Develop process cleaning guidelines
N
9.5.3
Evaluate cleaning effectiveness
N
9.6
Maintain grounds
N
9.6.1
Plan and develop maintenance schedules
N
9.6.2
Coordinate maintenance activities
N
9.6.3
Monitor quality of service
N
80 of 687
PCF ID
16437
Hierarchy
ID
Name
10.0
Manage Enterprise Risk, Compliance, and Continuity of
Operations (Resiliency)
17060
16439
16440
16441
10.1
10.1.1
10.1.1.1
10.1.1.2
16442
16443
10.1.1.3
10.1.1.4
16444
10.1.1.5
16445
16446
16447
16448
10.1.2
10.1.2.1
10.1.2.2
10.1.2.3
16449
16450
16451
16452
10.1.2.4
10.1.2.5
10.1.2.6
10.1.3
16453
10.1.3.1
16454
10.1.3.2
17462
16456
16457
10.1.4
10.1.4.1
10.1.4.2
16458
16459
16460
16461
16462
16463
16464
16465
16466
10.1.4.3
10.1.4.4
10.1.4.5
10.1.4.6
10.1.4.7
10.1.5
10.1.5.1
10.1.5.2
10.1.5.3
16467
10.1.5.4
16468
10.1.5.5
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
81 of 687
PCF ID
16469
Hierarchy
ID
10.1.5.6
16470
20544
20545
20546
20547
20548
20549
20550
10.1.5.7
10.2
10.2.1
10.2.1.1
10.2.1.2
10.2.1.3
10.2.1.4
10.2.1.5
11179
11180
11186
11187
11181
11188
11189
11190
11191
11182
11192
10.3
10.3.1
10.3.1.1
10.3.1.2
10.3.2
10.3.2.1
10.3.2.2
10.3.2.3
10.3.2.4
10.3.3
10.3.3.1
11183
11193
11194
11196
11195
20551
20552
20553
20554
11185
11201
11202
11203
11204
11205
11206
20555
20556
20557
20558
10.3.4
10.3.4.1
10.3.4.2
10.3.4.3
10.3.4.4
10.3.5
10.3.5.1
10.3.5.2
10.3.5.3
10.3.6
10.3.6.1
10.3.6.2
10.3.6.3
10.3.6.4
10.3.6.5
10.3.6.6
10.3.7
10.3.7.1
10.3.7.2
10.3.7.3
Name
Monitor 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
Maintain relationships with regulators as appropriate
Manage continuity of operations
Develop and manage continuity of operations
Develop the continuity of operations strategy
Perform continuous district operations planning
Test continuous district operations
Maintain continuous district operations
Share knowledge of specific risks across other parts of the
organization
Manage environmental health and safety (EHS)
Determine environmental health and safety impacts
Evaluate environmental impact of services and operations
Conduct health and safety and environmental audits
Develop and execute functional EHS program
Identify regulatory and stakeholder requirements
Assess future risks and opportunities
Create EHS policy
Record and manage EHS events
Train and educate functional employees
Communicate EHS issues to stakeholders and provide
support
Monitor and manage functional EHS management program
Manage EHS costs and benefits
Measure and report EHS performance
Implement emergency response program
Provide employees with EHS support
Ensure compliance with regulations
Monitor compliance
Perform compliance audit
Comply with regulatory stakeholders requirements
Manage remediation efforts
Create remediation plans
Contact and confer with experts
Identify/Dedicate resources
Investigate legal aspects
Investigate damage cause
Amend or create policy
Plan and develop security program
Evaluate facility security vulnerabilities
Develop security program
Identify security equipment and funding source
Metrics
available?
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
82 of 687
PCF ID
20559
20560
20561
20562
20563
20564
Hierarchy
ID
10.3.7.4
10.3.7.5
10.3.7.6
10.3.7.7
10.3.7.8
10.3.7.9
Name
Install and maintain security equipment
Monitor security equipment
Implement security policies and procedures
Test efficacy of security protocols
Monitor security compliance
Evaluate security protocols
Metrics
available?
N
N
N
N
N
N
83 of 687
PCF ID
10012
11010
11035
11036
11037
11011
11038
11039
11040
11041
11012
11042
11043
11013
11044
20565
20566
20567
20568
11045
11046
11047
11053
11054
11048
11056
11057
11058
11059
11060
11061
11049
11062
11063
11064
11065
11050
11051
11052
11014
Hierarchy
Metrics
ID
Name
available?
11.0
Manage External Relationships
N
11.1
Build investor relationships
N
11.1.1
Plan, build, and manage relations with federal, state, and local
N
funding entities
11.1.2
Plan, build, and manage financial analyst/ratings relations
N
11.1.3
Communicate with stakeholders
N
11.2
Manage government and other district relationships
N
11.2.1
Manage government relations
N
11.2.2
Manage relations with quasi-government bodies
N
11.2.3
Manage relations with associations, stakeholder, and education
N
groups
11.2.4
Manage lobby activities
N
11.3
Manage relations with Board of Trustees/ Education
N
11.3.1
Report results
N
11.3.2
Address audit findings
N
11.4
Manage legal and ethical issues
N
11.4.1
Create ethics policies
N
11.4.1.1
Identify key measures or indicators of ethical behavior
N
11.4.1.2
Monitor ethical behavior across the organization
N
11.4.1.3
Identify a confidential method to report breaches in ethical
N
behavior
11.4.1.4
Implement a confidential method to report breaches in
N
ethical behavior
11.4.2
Manage district governance policies
N
11.4.3
Develop and perform preventative law programs
N
11.4.4
Ensure compliance
N
11.4.4.1
Plan and initiate compliance program
N
11.4.4.2
Execute compliance program
N
11.4.5
Manage outside counsel
N
11.4.5.1
Assess problem and determine work requirements
N
11.4.5.2
Engage/Retain outside counsel if necessary
N
11.4.5.3
Receive strategy/budget
N
11.4.5.4
Receive work product and manage/monitor case and work
N
performed
11.4.5.5
Process pay for legal services
N
11.4.5.6
Track legal activity/performance
N
11.4.6
Protect intellectual property
N
11.4.6.1
Manage copyrights and patents
N
11.4.6.2
Maintain intellectual property rights and restrictions
N
11.4.6.3
Administer licensing terms
N
11.4.6.4
Administer options
N
11.4.7
Resolve grievances and litigations
N
11.4.8
Provide legal advice/counseling
N
11.4.9
Negotiate and document agreements/ contracts
N
11.5
Manage public relations program
N
84 of 687
PCF ID
11066
11067
20569
20570
11068
11069
11070
Hierarchy
ID
11.5.1
11.5.2
11.5.3
11.5.4
11.5.5
11.5.6
11.5.7
Name
Manage community relations
Manage media relations
Manage relations with association and education groups
Manage relations with vendors and suppliers
Promote political stability
Create news releases
Issue news releases
Metrics
available?
N
N
N
N
N
N
N
85 of 687
PCF ID
10013
16378
16379
16380
16381
16383
16384
16385
16386
16387
16388
16389
16390
16391
16392
16393
16394
16395
16396
16397
16398
16399
16400
16401
16402
16403
16404
16405
16406
16407
16408
16409
16410
16411
11117
16412
11118
11119
Hierarchy
Metrics
ID
Name
available?
12.0
Develop and Manage District Capabilities
Y
12.1
Manage educational programs, support services, and operational
N
processes
12.1.1
Establish and maintain process management governance
N
12.1.1.1
Define and manage governance approach
N
12.1.1.2
Establish and maintain process tools and templates
N
12.1.1.3
Conduct process governance activities
N
12.1.2
Define and manage process frameworks
N
12.1.2.1
Establish and maintain process framework
N
12.1.2.2
Identify cross-functional processes
N
12.1.3
Define processes
N
12.1.3.1
Scope processes
N
12.1.3.2
Analyze processes
N
12.1.3.3
Map processes
N
12.1.3.4
Publish processes
N
12.1.4
Manage process performance
N
12.1.4.1
Provide process training
N
12.1.4.2
Support process implementation
N
12.1.4.3
Measure and report process performance
N
12.1.5
Improve processes
N
12.1.5.1
Identify and select improvement opportunities
N
12.1.5.2
Manage improvement projects
N
12.1.5.3
Perform continuous improvement activities
N
12.2
Manage district projects and programs
N
12.2.1
Manage educational, support services, and operational
N
program strategy
12.2.1.1
Establish educational, support services, and operational
N
program strategy
12.2.1.2
Define educational, support services, and operational
N
program governance
12.2.1.3
Monitor and control educational, support services, and
N
operational programs
12.2.2
Manage educational, support services, and operational
N
programs
12.2.2.1
Establish program structure and approach
N
12.2.2.2
Manage program stakeholders and partners
N
12.2.2.3
Manage program implementation
N
12.2.2.4
Review and report program performance
N
12.2.3
Manage projects
N
12.2.3.1
Establish project scope
N
12.2.3.1.1
Identify project requirements and objectives
N
12.2.3.1.2
Identify project resource requirements
N
12.2.3.1.3
Assess culture and readiness for project management
N
approach
12.2.3.1.4
Identify appropriate project management methodologies
N
86 of 687
PCF ID
11120
11121
16413
11123
11124
11125
11127
11128
11129
16414
11131
Hierarchy
ID
12.2.3.1.5
12.2.3.1.6
12.2.3.2
12.2.3.2.1
12.2.3.2.2
12.2.3.2.3
12.2.3.2.4
12.2.3.2.5
12.2.3.2.6
12.2.3.3
12.2.3.3.1
16415
16416
11132
11133
12.2.3.3.2
12.2.3.3.3
12.2.3.3.4
12.2.3.3.5
16417
16418
20571
20572
20573
20574
20575
20576
20577
20578
20579
20580
20581
20582
20583
20584
20585
11074
11134
11138
11139
11140
11141
11142
11143
11144
11145
11146
12.2.3.4
12.2.3.5
12.3
12.3.1
12.3.1.1
12.3.1.2
12.3.1.3
12.3.2
12.3.2.1
12.3.2.2
12.3.2.3
12.3.3
12.3.3.1
12.3.3.2
12.3.3.3
12.3.3.4
12.3.3.5
12.4
12.4.1
12.4.1.1
12.4.1.2
12.4.1.3
12.4.1.4
12.4.1.5
12.4.1.6
12.4.1.7
12.4.1.8
12.4.1.9
Name
Create project rationale and obtain funding
Develop project measures and indicators
Develop project plans
Define roles and resources
Identify specific IT requirements
Create training and communication plans
Design recognition and reward approaches
Design and plan launch of project
Deploy the project
Implement projects
Evaluate impact of project management (strategy and
projects) on measures and outcomes
Report the status of project
Manage project scope
Promote and sustain activity and involvement
Realign and refresh project management strategy and
approaches
Review and report project performance
Close projects
Manage district quality and organizational performance
Develop quality strategy and plans
Define and maintain quality processes and standards
Establish quality measurements and targets
Establish and maintain quality tools and templates
Plan and manage quality work force
Develop and maintain quality assessment training
Develop and maintain quality-process tools training
Develop and maintain quality recognition programs
Perform quality assessments
Assess process compliance
Assess standards compliance
Perform risk assessment
Perform organizational effectiveness assessment
Measure and report quality performance
Manage change
Plan for change
Select process improvement methodology
Assess readiness for change
Determine stakeholders
Engage/Identify champion
Form design team
Define scope
Understand current state
Define future state
Conduct organizational risk analysis
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
87 of 687
PCF ID
11147
11148
11149
11150
11151
11135
11152
11153
11154
11155
11156
11157
11158
11159
11136
11160
11161
Hierarchy
ID
12.4.1.9.1
12.4.1.9.2
12.4.1.9.3
12.4.1.9.4
12.4.1.9.5
12.4.2
12.4.2.1
12.4.2.2
12.4.2.3
12.4.2.4
12.4.2.5
12.4.2.6
12.4.2.7
12.4.2.8
12.4.3
12.4.3.1
12.4.3.2
11162
12.4.3.3
11163
11137
11164
11165
11166
11073
12.4.3.4
12.4.4
12.4.4.1
12.4.4.2
12.4.4.3
12.5
11095
11100
11101
11102
12.5.1
12.5.1.1
12.5.1.2
12.5.1.3
11103
11104
11105
11106
11107
11108
11109
11096
11110
11111
11112
11113
11114
12.5.1.4
12.5.1.5
12.5.1.6
12.5.1.7
12.5.1.8
12.5.1.9
12.5.1.9.1
12.5.2
12.5.2.1
12.5.2.2
12.5.2.3
12.5.2.4
12.5.2.5
Name
Assess cultural issues
Establish accountability for change management
Identify barriers to change
Determine change enablers
Identify resources and develop measures
Design the change
Assess connection to other initiatives
Develop change management plans
Develop training plan
Develop communication plan
Develop rewards/incentives plan
Establish change adoption metrics
Establish/Clarify new roles
Identify budget/roles
Implement the change
Create commitment for improvement/change
Reengineer educational support and operational processes
and systems
Support transition to new roles or exit strategies for
incumbents
Monitor change
Sustain improvement
Monitor improved process performance
Capture and reuse lessons learned from change process
Take corrective action as necessary
Develop and manage enterprise-wide knowledge management
(KM) capability
Develop KM strategy
Develop governance model
Establish a central KM core group
Define roles and accountability of the core group versus
departments/campuses
Develop funding models
Identify links to key initiatives
Develop core KM methodologies
Assess IT needs and engage IT function
Develop training and communication plans
Develop change management approaches
Develop strategic measures and indicator
Assess KM capabilities
Assess maturity of existing KM initiatives
Evaluate existing KM approaches
Identify gaps and needs
Enhance/Modify existing KM approaches
Develop new KM approaches
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
88 of 687
PCF ID
11115
20586
20587
20588
20589
16436
11071
11075
11076
11077
11078
11079
11072
11083
11084
11085
Hierarchy
ID
12.5.2.6
12.5.3
12.5.3.1
12.5.3.2
12.5.3.3
12.6
12.6.1
12.6.1.1
12.6.1.2
12.6.1.3
12.6.1.4
12.6.1.5
12.6.2
12.6.2.1
12.6.2.2
12.6.2.3
11087
12.6.2.4
Name
Implement new KM approaches
Identify and plan KM projects
Identify strategic opportunities to apply KM approach(es)
Design process for knowledge sharing, capture, and use
Assess alignment with district goals
Measure and benchmark
Create and manage organizational performance
Create enterprise measurement systems model
Measure process productivity
Measure cost effectiveness
Measure staff efficiency
Measure cycle time
Benchmark performance
Conduct performance assessments
Develop benchmarking capabilities
Conduct internal process and external competitive
benchmarking
Conduct gap analysis to understand need for change and
degree needed
Metrics
available?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
89 of 687
Process
Element Hierarchy
ID
ID
Process element
10001
Root
10002 1.0
Develop District Vision and Strategy
17040
1.1
10017
1.1.1
10021
1.1.1.1
90 of 687
Process
Element Hierarchy
ID
ID
Process element
10022 1.1.1.2
Identify economic trends (tax base, revenue, state/federal
funding and grants)
10023
1.1.1.3
10024
1.1.1.4
91 of 687
Process
Element Hierarchy
ID
ID
Process element
10025 1.1.1.5
Analyze demographics
10026
1.1.1.6
10027
1.1.1.7
16790
1.1.1.8
16791
1.1.1.9
10018
1.1.2
92 of 687
Process
Element Hierarchy
ID
ID
Process element
10028 1.1.2.1
Conduct qualitative/quantitative assessments
19946
1.1.2.2
19947
1.1.2.3
10019
1.1.3
10030
1.1.3.1
19948
1.1.3.2
93 of 687
Process
Element Hierarchy
ID
ID
Process element
10031 1.1.3.3
Create baselines for current processes
10032
1.1.3.4
10033
1.1.3.5
10034
1.1.3.6
10020
1.1.4
94 of 687
Process
Element Hierarchy
ID
ID
Process element
19949 1.1.4.1
Define the strategic vision
10035
1.1.4.2
10036
1.1.4.3
10015
1.2
10037
1.2.1
95 of 687
Process
Element Hierarchy
ID
ID
Process element
10044 1.2.1.1
Define current business
10045
1.2.1.2
Formulate mission
10046
1.2.1.3
Communicate mission
10038
1.2.2
10047
1.2.2.1
96 of 687
Process
Element Hierarchy
ID
ID
Process element
10048 1.2.2.2
Assess and analyze impact of each option
13289
1.2.2.2.1
13290
1.2.2.2.2
14189
1.2.2.3
19951
1.2.2.4
14197
1.2.2.5
10039
1.2.3
97 of 687
Process
Element Hierarchy
ID
ID
Process element
10040 1.2.4
Coordinate and align functional and process strategies
10041
1.2.5
10049
1.2.5.1
10055
1.2.5.3
10042
1.2.6
98 of 687
Process
Element Hierarchy
ID
ID
Process element
19953 1.2.6.1
Identify organizational goals
19954
1.2.6.2
10043
1.2.7
19956
1.2.7.1
10016
1.3
10057
1.3.1
10058
1.3.2
99 of 687
Process
Element Hierarchy
ID
ID
Process element
10059 1.3.3
Select strategic initiatives
10060
1.3.4
19983
1.3.4.1
19984
1.3.4.2
10216
4.2
10277
4.2.1
10281
4.2.1.1
100 of 687
Process
Element Hierarchy
ID
ID
Process element
10282 4.2.1.2
Clarify purchasing requirements
10283
4.2.1.3
10284
4.2.1.4
10285
4.2.1.5
10286
4.2.1.6
10287
4.2.1.7
10278
4.2.2
10289
4.2.2.2
10291
4.2.2.4
Manage contracts
10279
4.2.3
101 of 687
Process
Element Hierarchy
ID
ID
Process element
10292 4.2.3.1
Process/Review requisitions
10293
4.2.3.2
Approve requisitions
10294
4.2.3.3
10295
4.2.3.4
10296
4.2.3.5
10297
4.2.3.6
10298
4.2.3.7
Research/Resolve exceptions
10280
4.2.4
Manage suppliers
10299
4.2.4.1
10300
4.2.4.2
10301
4.2.4.3
102 of 687
Process
Element Hierarchy
ID
ID
Process element
10302 4.2.4.4
Monitor quality of product delivered
10219
4.3
10343
4.3.1.1
10344
4.3.1.2
10345
4.3.1.3
10346
4.3.1.4
103 of 687
Process
Element Hierarchy
ID
ID
Process element
10347 4.3.1.5
Optimize distribution to schools schedules and costs
10348
4.3.1.6
10339
4.3.2
10349
4.3.2.1
10350
4.3.2.2
10351
4.3.2.3
10352
4.3.2.4
10340
4.3.3
Operate warehousing
10353
4.3.3.1
104 of 687
Process
Element Hierarchy
ID
ID
Process element
10354 4.3.3.2
Receive, inspect, and store receivables
10355
4.3.3.3
10356
4.3.3.4
10357
4.3.3.5
10358
4.3.3.6
10341
4.3.4
10360
4.3.4.1
10361
4.3.4.2
105 of 687
Process
Element Hierarchy
ID
ID
10362 4.3.4.3
Manage delivery fleet
Process element
10363
4.3.4.4
10342
4.3.5
10364
4.3.5.1
10365
4.3.5.2
10366
4.3.5.3
10367
4.3.5.4
106 of 687
Process
Element Hierarchy
ID
ID
Process element
14195 4.3.5.5
Manage repair/refurbishment and return to
customer/inventory
10006
5.0
10378
5.1
20086
5.1.1.2
10381
5.1.2.1
10385
5.1.2.3
10382
5.1.3
107 of 687
Process
Element Hierarchy
ID
ID
Process element
10383 5.1.3.1
Identify district customer service standards
10388
5.2.2
10394
5.2.2.1
13482
5.2.2.2
10396
5.2.2.3
10389
5.2.3
10397
5.2.3.1
108 of 687
Process
Element Hierarchy
ID
ID
Process element
10398 5.2.3.2
Route student and stakeholder complaints
10399
5.2.3.3
10400
5.2.3.4
10380
5.3
10401
5.3.1
109 of 687
Process
Element Hierarchy
ID
ID
Process element
11687 5.3.1.1
Gather and solicit students and stakeholder feedback on
educational and support services
11688
5.3.1.2
18126
5.3.1.3
10402
5.3.2
11236
5.3.2.1
11237
5.3.2.2
110 of 687
Process
Element Hierarchy
ID
ID
Process element
20010 5.4.4
Design and develop publications
10167
5.4.4.1
10160
5.4.4.2
10171
5.4.4.3
111 of 687
Process
Element Hierarchy
ID
ID
10159 5.4.4.4
Develop publications
Process element
10170
5.4.4.5
10007
6.0
17043
6.1
17044
6.1.1
10418
6.1.1.1
112 of 687
Process
Element Hierarchy
ID
ID
Process element
10419 6.1.1.2
Define HR and business function roles and accountability
10420
6.1.1.3
Determine HR costs
10421
6.1.1.4
Establish HR measures
10422
6.1.1.5
Communicate HR strategies
10432
6.1.1.6
17045
6.1.2
113 of 687
Process
Element Hierarchy
ID
ID
Process element
10423 6.1.2.1
Gather skill requirements according to district strategy and
educational and operational needs
10424
6.1.2.2
10425
6.1.2.3
10426
6.1.2.4
10427
6.1.2.5
10428
6.1.2.6
10429
6.1.2.7
Develop HR policies
114 of 687
Process
Element Hierarchy
ID
ID
Process element
10430 6.1.2.8
Administer HR policies
10431
6.1.2.9
10433
6.1.2.10
10417
6.1.3
10434
6.1.3.1
10435
6.1.3.2
115 of 687
Process
Element Hierarchy
ID
ID
Process element
10436 6.1.3.3
Communicate plans and provide updates to board of
education/ trustees
10438
6.1.3.5
10410
6.2
10439
6.2.1
10445
6.2.1.1
10446
6.2.1.2
116 of 687
Process
Element Hierarchy
ID
ID
Process element
10447 6.2.1.3
Develop job description
10448
6.2.1.4
Post requisition
10449
6.2.1.5
10450
6.2.1.6
Change/Update requisition
10451
6.2.1.7
10452
6.2.1.8
10440
6.2.2
Recruit/Source candidates
117 of 687
Process
Element Hierarchy
ID
ID
Process element
10453 6.2.2.1
Determine recruitment methods
10454
6.2.2.2
20123
6.2.3
Screen/Select candidates
10456
6.2.3.1
10457
6.2.3.2
Interview candidates
10458
6.2.3.3
Test candidates
10459
6.2.3.4
10444
6.2.4
118 of 687
Process
Element Hierarchy
ID
ID
Process element
10460 6.2.4.1
Complete candidate background information
10443
6.2.5
10463
6.2.5.1
10464
6.2.5.2
Negotiate offer
10465
6.2.5.3
Hire candidate
10466
6.2.6.1
10467
6.2.6.2
10468
6.2.6.3
10411
6.3
119 of 687
Process
Element Hierarchy
ID
ID
Process element
10469 6.3.1
Manage employee orientation and assignment
10474
6.3.1.1
11243
6.3.1.4
10470
6.3.2
10479
6.3.2.1
10480
6.3.2.2
120 of 687
Process
Element Hierarchy
ID
ID
Process element
10481 6.3.2.3
Evaluate and review performance program
17052
6.3.3
10483
6.3.3.2
10484
6.3.3.3
10485
6.3.3.4
10472
6.3.4
10487
6.3.4.1
10488
6.3.4.2
17051
6.3.4.3
121 of 687
Process
Element Hierarchy
ID
ID
Process element
10473 6.3.5
Develop and train employees
10490
10491
6.3.5.1
6.3.5.2
10492
6.3.5.3
10493
6.3.5.4
12135
6.3.5.5
10412
6.4
122 of 687
Process
Element Hierarchy
ID
ID
Process element
10494 6.4.1
Develop and manage reward, recognition, and incentive
programs
10498
6.4.1.1
10499
6.4.1.2
10500
6.4.1.3
10501
6.4.1.4
10502
6.4.1.5
10495
6.4.3
123 of 687
Process
Element Hierarchy
ID
ID
Process element
10504 6.4.3.1
Deliver employee benefits program
10505
6.4.3.2
10506
6.4.3.3
Process claims
10507
6.4.3.4
20131
6.4.4
10508
6.4.4.1
10509
6.4.4.2
10510
6.4.4.3
10511
6.4.4.4
124 of 687
Process
Element Hierarchy
ID
ID
10497 6.4.5
Administer payroll
Process element
10413
6.5
10512
6.5.1
10513
6.5.2
Manage separation
10514
6.5.3
Manage retirement
10515
6.5.4
10516
6.5.5
10517
6.5.6
125 of 687
Process
Element Hierarchy
ID
ID
Process element
17055 6.5.7
Relocate employees and manage assignments
20134
6.6
10522
6.6.1
10523
6.6.2
10524
6.6.3
10525
6.6.4
10526
6.6.5
10527
6.6.6
126 of 687
Process
Element Hierarchy
ID
ID
Process element
17057 6.6.7
Manage employee communication
10529
6.6.7.1
10530
6.6.7.2
10531
6.6.7.3
10532
6.6.7.4
10008
7.0
127 of 687
Process
Element Hierarchy
ID
ID
Process element
10563 7.1
Manage the business of information technology (IT)
10570
7.1.2
10603
7.1.2.1
10604
7.1.2.2
10605
7.1.2.3
10606
7.1.2.4
10607
7.1.2.5
128 of 687
Process
Element Hierarchy
ID
ID
Process element
10608 7.1.2.6
Establish IT governance organization and processes
10609
7.1.2.7
10571
7.1.3
10611
7.1.3.1
10612
10613
7.1.3.2
7.1.3.3
129 of 687
Process
Element Hierarchy
ID
ID
Process element
10614 7.1.3.4
Act as clearinghouse for IT research and innovation
10615
7.1.3.5
10573
7.1.4
10620
7.1.4.1
10621
7.1.4.2
10575
7.1.5
10625
7.1.5.1
10626
7.1.5.2
130 of 687
Process
Element Hierarchy
ID
ID
Process element
10627 7.1.5.3
Communicate IT value
10564
7.2
10578
7.2.1
11244
7.2.1.1
11245
7.2.1.2
11246
7.2.1.3
131 of 687
Process
Element Hierarchy
ID
ID
Process element
11247 7.2.1.4
Coordinate strategies with internal stakeholders to ensure
alignment
11248
7.2.1.5
10579
7.2.2
10640
7.2.2.1
10641
7.2.2.2
10642
7.2.2.3
132 of 687
Process
Element Hierarchy
ID
ID
Process element
10643 7.2.2.4
Communicate business and IT service level improvement
opportunities
10581
7.2.3
10647
7.2.3.1
10648
7.2.3.2
10582
7.2.4
10650
7.2.4.1
10651
7.2.4.2
133 of 687
Process
Element Hierarchy
ID
ID
Process element
10652 7.2.4.3
Manage IT services and solutions advertising and promotional
campaigns
10653
7.2.4.4
17058
8.0
10728
8.1
10738
8.1.1
Perform planning/budgeting/forecasting
10771
8.1.1.1
10772
8.1.1.2
134 of 687
Process
Element Hierarchy
ID
ID
Process element
10773 8.1.1.3
Prepare periodic forecasts
10739
8.1.2
10774
8.1.2.1
10740
8.1.3
10778
10779
10780
8.1.3.1
8.1.3.2
8.1.3.3
10781
8.1.3.4
10741
8.1.4
135 of 687
Process
Element Hierarchy
ID
ID
Process element
10782 8.1.4.1
Evaluate program and services effectiveness
10783
8.1.4.2
10784
8.1.4.3
10785
8.1.4.4
10786
8.1.4.5
10787
8.1.4.6
10788
8.1.4.7
10729
8.2
10743
8.2.2
136 of 687
Process
Element Hierarchy
ID
ID
Process element
10794 8.2.2.1
Maintain property/taxpayer master files
10795
8.2.2.2
10796
8.2.2.3
10797
10798
10744
8.2.2.4
8.2.2.5
8.2.3
10799
8.2.3.1
Establish AR policies
10800
8.2.3.2
Receive/Deposit payments
10801
8.2.3.3
10802
8.2.3.4
Prepare AR reports
137 of 687
Process
Element Hierarchy
ID
ID
Process element
10803 8.2.3.5
Post AR activity to the general ledger
10745
8.2.4
10804
8.2.4.1
10805
8.2.4.2
10806
8.2.4.3
10807
8.2.4.4
10808
8.2.4.5
10746
8.2.5
10809
8.2.5.1
10810
8.2.5.2
Analyze adjustments
10811
8.2.5.3
10812
8.2.5.4
138 of 687
Process
Element Hierarchy
ID
ID
Process element
10813 8.2.5.5
Prepare assessment adjustments
10814
8.2.5.6
10730
8.3
10747
8.3.1
10815
8.3.1.1
10816
8.3.1.2
10817
8.3.1.3
10818
8.3.1.4
10748
8.3.2
10819
8.3.2.1
139 of 687
Process
Element Hierarchy
ID
ID
Process element
10820 8.3.2.2
Process journal entries
10821
8.3.2.3
Process allocations
10822
8.3.2.4
10823
8.3.2.5
10824
8.3.2.6
10825
8.3.2.7
10826
8.3.2.8
10827
8.3.2.9
10749
8.3.3
10828
8.3.3.1
140 of 687
Process
Element Hierarchy
ID
ID
Process element
10829 8.3.3.2
Maintain fixed asset master data files
10830
8.3.3.3
10831
8.3.3.4
10832
8.3.3.5
10833
8.3.3.6
10834
8.3.3.7
10835
8.3.3.8
10836
8.3.3.9
10750
8.3.4
141 of 687
Process
Element Hierarchy
ID
ID
Process element
10837 8.3.4.1
Prepare departmental financial statements
10838
8.3.4.2
10839
8.3.4.3
10840
8.3.4.4
10841
8.3.4.5
10842
8.3.4.6
10843
8.3.4.7
10731
8.4
142 of 687
Process
Element Hierarchy
ID
ID
Process element
10751 8.4.1
Perform capital planning and project approval
10844
8.4.1.1
10845
8.4.1.2
10846
8.4.1.3
10847
8.4.1.4
10752
8.4.2
10848
10849
8.4.2.1
8.4.2.2
10850
8.4.2.3
143 of 687
Process
Element Hierarchy
ID
ID
Process element
10851 8.4.2.4
Close/Capitalize projects
10852
8.4.2.5
10732
8.5
Process payroll
10753
8.5.1
Report time
10853
8.5.1.1
10854
10855
10856
8.5.1.2
8.5.1.3
8.5.1.4
10857
10754
8.5.1.5
8.5.2
10858
8.5.2.1
10859
8.5.2.2
144 of 687
Process
Element Hierarchy
ID
ID
Process element
10860 8.5.2.3
Maintain and administer applicable deductions
10861
8.5.2.4
10862
8.5.2.5
10863
10864
8.5.2.6
8.5.2.7
10865
10755
10866
8.5.2.8
8.5.3
8.5.3.1
10867
8.5.3.2
10868
8.5.3.3
10733
8.6
10756
8.6.1
145 of 687
Process
Element Hierarchy
ID
ID
Process element
10869 8.6.1.1
Verify AP pay file with purchase order vendor master file
10870
10871
8.6.1.2
8.6.1.3
10872
10873
8.6.1.4
8.6.1.5
Approve payments
Process financial accruals and reversals
10874
8.6.1.6
Process taxes
10875
8.6.1.7
Research/Resolve exceptions
10876
8.6.1.8
Process payments
10877
8.6.1.9
Respond to AP inquiries
10878
10879
10757
8.6.1.9.1
8.6.1.9.2
8.6.2
Retain records
Adjust accounting records
Process expense reimbursements
146 of 687
Process
Element Hierarchy
ID
ID
Process element
10880 8.6.2.1
Establish and communicate expense reimbursement policies
and approval limits
10881
8.6.2.2
10882
10883
8.6.2.3
8.6.2.4
10884
8.6.2.5
10734
8.7
10758
8.7.1
10885
8.7.1.1
10886
8.7.1.2
10887
8.7.1.3
10888
8.7.1.4
10889
10890
8.7.1.5
8.7.1.6
147 of 687
Process
Element Hierarchy
ID
ID
Process element
10891 8.7.1.7
Develop and confirm internal controls for treasury
10892
8.7.1.8
10759
8.7.2
Manage cash
10893
8.7.2.1
10894
8.7.2.2
10895
10896
8.7.2.3
8.7.2.4
10897
8.7.2.5
10898
8.7.2.6
10899
8.7.2.7
148 of 687
Process
Element Hierarchy
ID
ID
Process element
10900 8.7.2.8
Analyze, negotiate, resolve, and confirm bank fees
10761
8.7.3
10908
8.7.3.1
10909
8.7.3.2
Manage liquidity
10910
8.7.3.3
10911
8.7.3.4
10913
8.7.3.5
14210
8.7.3.6
11208
8.7.4
11209
8.7.4.1
149 of 687
Process
Element Hierarchy
ID
ID
11211 8.7.4.2
Manage exposure risk
Process element
11215
8.7.4.3
Monitor credit
10735
8.8
10762
8.8.1
10914
8.8.1.1
10915
10916
8.8.1.2
8.8.1.3
11250
8.8.1.4
11251
8.8.1.5
150 of 687
Process
Element Hierarchy
ID
ID
Process element
10763 8.8.2
Operate controls and monitor compliance with internal
controls policies and procedures
10917
8.8.2.1
10918
8.8.2.2
10919
8.8.2.3
10920
8.8.2.4
10921
10922
8.8.2.5
8.8.2.6
10764
8.8.3
10923
8.8.3.1
10924
8.8.3.2
151 of 687
Process
Element Hierarchy
ID
ID
Process element
10925 8.8.3.3
Report to third parties (e.g., board)
10926
8.8.3.4
19207
9.0
10937
9.1
10941
9.1.1
10955
9.1.1.1
10956
9.1.1.2
10957
9.1.1.3
10960
9.1.1.4
Select property
10942
9.1.2
10943
9.1.3
Plan facility
152 of 687
Process
Element Hierarchy
ID
ID
10958 9.1.3.1
Design facility
Process element
10959
9.1.3.2
Analyze budget
10962
9.1.3.4
10944
9.1.4
Provide facilities
10963
9.1.4.1
10964
9.1.4.2
10938
9.2
16472
9.2.2
16473
9.2.3
16474
9.2.4
10949
9.2.5
10965
9.2.5.1
Relocate people
10966
9.2.5.2
153 of 687
Process
Element Hierarchy
ID
ID
Process element
10939 9.3
Obtain and install assets and equipment
10950
9.3.1
10967
9.3.1.1
10968
9.3.1.2
10951
9.3.2
10952
19258
9.4
9.4.1
10953
9.4.2
10954
9.4.3
Perform abandonment
19245
9.6
Maintain grounds
19246
9.6.1
19252
9.6.3
154 of 687
Process
Element Hierarchy
ID
ID
Process element
16437 10.0
Manage Enterprise Risk, Compliance, and Continuity of
Operations (Resiliency)
17060
10.1
16439
10.1.1
16440
10.1.1.1
16441
10.1.1.2
16442
10.1.1.3
16443
10.1.1.4
16444
10.1.1.5
155 of 687
Process
Element Hierarchy
ID
ID
Process element
16445 10.1.2
Oversee and coordinate enterprise risk management
activities
16446
10.1.2.1
16447
10.1.2.2
16448
10.1.2.3
16449
10.1.2.4
16450
10.1.2.5
16451
10.1.2.6
16452
10.1.3
16453
10.1.3.1
16454
10.1.3.2
17462
10.1.4
16456
10.1.4.1
Identify risks
156 of 687
Process
Element Hierarchy
ID
ID
Process element
16457 10.1.4.2 Assess risks using enterprise risk framework policies and
procedures
16458
10.1.4.3
16459
10.1.4.4
16460
10.1.4.5
Monitor risks
16461
10.1.4.6
16462
10.1.4.7
16463
10.1.5
16464
10.1.5.1
16465
10.1.5.2
157 of 687
Process
Element Hierarchy
ID
ID
Process element
16466 10.1.5.3 Monitor the regulatory environment for changing or emerging
regulations
16467
10.1.5.4
16468
10.1.5.5
16469
10.1.5.6
16470
10.1.5.7
11179
10.3
11180
10.3.1
158 of 687
Process
Element Hierarchy
ID
ID
Process element
11186 10.3.1.1 Evaluate environmental impact of services and operations
11187
10.3.1.2
11181
10.3.2
11188
10.3.2.1
11189
10.3.2.2
11190
10.3.2.3
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Process
Element Hierarchy
ID
ID
Process element
11191 10.3.2.4 Record and manage EHS events
11182
10.3.3
11192
10.3.3.1
11183
10.3.4
11193
10.3.4.1
11194
10.3.4.2
11196
10.3.4.3
11195
10.3.4.4
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Process
Element Hierarchy
ID
ID
Process element
11185 10.3.6
Manage remediation efforts
11201
10.3.6.1
11202
10.3.6.2
11203
10.3.6.3
Identify/Dedicate resources
11204
10.3.6.4
11205
10.3.6.5
11206
10.3.6.6
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Process
Element Hierarchy
ID
ID
Process element
10012 11.0
Manage External Relationships
11010
11.1
11035
11.1.1
11036
11.1.2
11037
11.1.3
11011
11.2
11038
11.2.1
11039
11.2.2
11040
11.2.3
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Process
Element Hierarchy
ID
ID
Process element
11041 11.2.4
Manage lobby activities
11012 11.3
Manage relations with Board of Trustees/ Education
11042
11.3.1
Report results
11043
11.3.2
11013
11.4
11044
11.4.1
11045
11.4.2
11046
11.4.3
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Process
Element Hierarchy
ID
ID
11047 11.4.4
Ensure compliance
Process element
11053
11.4.4.1
11054
11.4.4.2
11048
11.4.5
11056
11.4.5.1
11057
11.4.5.2
11058
11.4.5.3
Receive strategy/budget
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Process
Element Hierarchy
ID
ID
Process element
11059 11.4.5.4 Receive work product and manage/monitor case and work
performed
11060
11.4.5.5
11061
11.4.5.6
11049
11.4.6
11062
11.4.6.1
11063
11.4.6.2
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Process
Element Hierarchy
ID
ID
Process element
11064 11.4.6.3 Administer licensing terms
11065
11.4.6.4
Administer options
11050
11051
11.4.7
11.4.8
11052
11.4.9
11014
11.5
11066
11.5.1
11067
11.5.2
11068
11.5.5
11069
11.5.6
11070
11.5.7
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Process
Element Hierarchy
ID
ID
Process element
10013 12.0
Develop and Manage District Capabilities
16378
12.1
16379
12.1.1
16380
12.1.1.1
16381
12.1.1.2
16383
12.1.1.3
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Process
Element Hierarchy
ID
ID
Process element
16384 12.1.2
Define and manage process frameworks
16385
12.1.2.1
16386
12.1.2.2
16387
12.1.3
Define processes
16388
12.1.3.1
Scope processes
16389
12.1.3.2
Analyze processes
16390
12.1.3.3
Map processes
16391
12.1.3.4
Publish processes
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Process
Element Hierarchy
ID
ID
Process element
16392 12.1.4
Manage process performance
16393
12.1.4.1
16394
12.1.4.2
16395
12.1.4.3
16396
12.1.5
Improve processes
16397
12.1.5.1
16398
12.1.5.2
16399
12.1.5.3
16400
12.2
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Process
Element Hierarchy
ID
ID
Process element
16401 12.2.1
Manage educational, support services, and operational
program strategy
16402
12.2.1.1
16403
12.2.1.2
16404
12.2.1.3
16405
12.2.2
16406
12.2.2.1
16407
12.2.2.2
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Process
Element Hierarchy
ID
ID
Process element
16408 12.2.2.3 Manage program implementation
16409
12.2.2.4
16410
12.2.3
Manage projects
16411
12.2.3.1
11117
16412
11118
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Process
Element Hierarchy
ID
ID
Process element
11119 12.2.3.1.4 Identify appropriate project management methodologies
11120
11121
16413
12.2.3.2
11123
11124
11125
11127
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Process
Element Hierarchy
ID
ID
Process element
11128 12.2.3.2.5 Design and plan launch of project
11129
16414
12.2.3.3
11131
16415
16416
11132
11133
Implement projects
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Process
Element Hierarchy
ID
ID
Process element
16417 12.2.3.4 Review and report project performance
16418
12.2.3.5
Close projects
11074
12.4
Manage change
11134
12.4.1
11138
12.4.1.1
11139
12.4.1.2
11140
12.4.1.3
Determine stakeholders
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Process
Element Hierarchy
ID
ID
Process element
11141 12.4.1.4 Engage/Identify champion
11142
12.4.1.5
11143
12.4.1.6
Define scope
11144
12.4.1.7
11145
12.4.1.8
11146
12.4.1.9
11147
11148
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Process
Element Hierarchy
ID
ID
Process element
11149 12.4.1.9.3 Identify barriers to change
11150
11151
11135
12.4.2
11152
12.4.2.1
11153
12.4.2.2
11154
12.4.2.3
11155
12.4.2.4
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Process
Element Hierarchy
ID
ID
Process element
11156 12.4.2.5 Develop rewards/incentives plan
11157
12.4.2.6
11158
12.4.2.7
11159
12.4.2.8
Identify budget/roles
11136
12.4.3
11160
12.4.3.1
11161
12.4.3.2
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Process
Element Hierarchy
ID
ID
Process element
11162 12.4.3.3 Support transition to new roles or exit strategies for
incumbents
11163
12.4.3.4
Monitor change
11137
12.4.4
Sustain improvement
11164
12.4.4.1
11165
12.4.4.2
11166
12.4.4.3
11073
12.5
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Process
Element Hierarchy
ID
ID
11095 12.5.1
Develop KM strategy
Process element
11100
12.5.1.1
11101
12.5.1.2
11102
12.5.1.3
11103
12.5.1.4
11104
12.5.1.5
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Process
Element Hierarchy
ID
ID
Process element
11105 12.5.1.6 Develop core KM methodologies
11106
12.5.1.7
11107
12.5.1.8
11108
12.5.1.9
11109
11096
12.5.2
Assess KM capabilities
11110
12.5.2.1
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Process
Element Hierarchy
ID
ID
Process element
11111 12.5.2.2 Evaluate existing KM approaches
11112
12.5.2.3
11113
12.5.2.4
11114
12.5.2.5
11115
12.5.2.6
16436
12.6
11071
12.6.1
11075
12.6.1.1
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Process
Element Hierarchy
ID
ID
Process element
11076 12.6.1.2 Measure process productivity
11077
12.6.1.3
11078
12.6.1.4
11079
12.6.1.5
11072
12.6.2
Benchmark performance
11083
12.6.2.1
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Process
Element Hierarchy
ID
ID
Process element
11084 12.6.2.2 Develop benchmarking capabilities
11085
12.6.2.3
11087
12.6.2.4
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Definition
This is the root of the PCF hierarchy
Establishing a direction and vision for an organization. This involves
defining the business concept and long-term vision, as well as
developing the business strategy and managing strategic initiatives.
Processes in this category focus on creating a vision, a mission, and
strategic objectives, and culminate in creating measures to ensure
that the organization is moving in the desired direction.
Creating a conceptual framework of the organization's business
activity and strategic vision with long-term applicability. Scout the
organization's internal capabilities, as well as the customer's needs
and desires, to identify a fit that can be used to advance a conceptual
structure of the organization's business activity. Conduct analysis in
light of relevant externalities and large-scale shifts in the market
landscape.
Assessing all forces, entities, and systems that are external to an
organization but can affect its operation. Analyze far-reaching
currents in the macroeconomic situation, assess the competition,
evaluate technological changes, and identify societal as well as
ecological issues of concern. Create a big-picture understanding of
externalities, with sufficient depth across individual aspects.
Assessing the competitive forces in the marketplace that could
potentially affect the organization. Analyze various aspects of
business competition including competing firms. Aggregate
competitive intelligence, create benchmarks to juxtapose processes
and performance metrics, and inject crucial information about the
competition into management models to synthesize insights.
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Definition
Determining large-scale macroeconomic shifts and trends, with
medium to long-term relevance for the organization. Vet the
immediate and the larger economic ecosystem to identify broadbased movements that affect the organization. In the immediate
vicinity, for example, examine the stock price of key
vendors/suppliers in the organizational value-chain. In the larger
economic ecosystem, analyze according to geographical distribution
where factors such as interest rates, taxation structures, oil prices,
and unemployment rates are explored.
Identifying areas of concern pertaining to public policy and
regulation, established by sovereign or multinational authorities.
Examine various regions and geopolitical formations to identify those
political and regulatory issues-present or developing-that can
potentially affect the organization. Plan for an iterative process,
partitioned across regional and geopolitical entities that have a direct
bearing on the organization's activities. Assess changes in
environmental compliance, product standards, trade barriers, etc.
Assessing developments in technologies presently being used by the
business, new technologies that have a potential for the business,
and any disruptive innovations. Conduct a survey of advancement in
technologies that are already deployed with inputs from the
personnel closely working with them, tracking utility and feasibility
for deployment. Arrange for mid- to senior-level management
personnel who explore contingent uses to assess new and disruptive
technologies. Follow up with desk research, involving physical
scoping and viability assessment.
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Definition
Analyzing statistical data relating to the size, distribution, and
composition of relevant populations, as well as their characteristics.
Perform quantitative analysis over raw data-sets gathered from wellfounded sources such as government census or large, private
databases. Consider employing primary research in collecting
required statistics. Use comprehensive studies (reports, briefs, and
articles) to assist with the analysis, in place of raw data.
Distinguishing changes in societal makeup, as well as the cultural
composite. Isolate shifts in the societal composition and distribution,
as well as the value systems and attributes that bind the organization
together. Analyze well-regarded publications--and gather the
perspective of public intellectuals and opinion leaders--on relevant
issues.
Identifying changes in ecological ecosystems that can be directly or
indirectly detrimental to the organization. Analyze ecological factors
within the immediate ecosystem for near to middle-term impact.
Analyze the ecology, at large, to get a sense of long-term shifts and
concerns. Gather analyses from research publications. Speak to
subject matter experts. Engage with advocacy groups, lawyers,
journalists, and the active populations.
Establishing measures and procedures for identifying various
intellectual property threats and concerns.
Establishing and defining measures and methods for valuation and
acquisitions of IP. Defining the value of intellectual property for
buying and licensing of IP rights.
Examining the market to identify customer required solutions. Assess
the relevant market(s) to determine the products/services that are
needed or wanted by customers. Carry out quantitative and
qualitative analyses to capture and investigate products/services.
Employ creative techniques that allow for a closer appreciation of the
customer, and design relevant solutions.
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Definition
Investigating key market features and customer characteristics, using
qualitative and quantitative measures to capture relevant aspects.
Distill key ingredients that allow the organization to Capture
customer needs and wants [19946], and Assess customer needs and
wants [19947]. Conduct standardized appraisals by defining selection
parameters and setting quotas.
Identifying and collecting customers' wants and needs of a product
and/or services from a marketing perspective. Identify which
consumer needs are important and whether needs are being met by
current products/services.
Creating customer profiles to get a picture of customers and their
needs. Identify particular groups of people/organizations that benefit
from your product/services and then selling to them.
Undertaking a review of the organization's in-house skills and
resources in order to create a big-picture understanding of internal
capacities. Assess the organization's capabilities in order to advance
the advantageous and weed out the detrimental aspects. Identify
synergic associations within the backdrop of the forces and players
active in the market, and take into account all externalities.
Identifying and examining key attributes that differentiate the
organization in the market and those that underscore the core of its
operations. Consider how the organization functions. Reflect over
tangible and intangible aspects in order to spot critical correlations
and the interplay between these attributes. Have senior executives
conduct the analysis, with input from management and operational
personnel.
Identify key elements of operations and measure effectiveness of
these elements within internal operations.
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Definition
Establishing baselines that provide standards for assessing
performance levels and allow for a relational benchmarking of current
processes. Undertake a survey of archival performance records,
conducted in conjunction by the management and the operations
personnel. Take into account the organization's internal objectives,
particularly for process improvement and enhancement. Understand
industry best practices.
Analyzing the capabilities of technology and process automation
systems deployed within the organization in order to direct future
associated processes. Conduct a broad-based survey to examine
various aspects associated with such systems and technologies, with
the objective of identifying key facets that are of interest. Investigate
the intended purpose, purpose served, utility, longevity, remaining
service-life, repair or service requirements, etc.
Appraising the financial state of the organization so that
management can create resource allocation strategies. Scrutinize the
organization's financials--including balance sheets, statements of
income, cash-flows, equity holdings, and liquidity--with the objective
of understanding the organization's financial health and capacities.
(This analysis directly feeds into Conduct organizational restructuring
opportunities [16792] and Define a business concept and long-term
vision [17040].)
Determining a strategically significant aggregate of competence and
capacities that differentiates the organization in the market. Identify
distinguishing attributes including unique skills and resources and its
brand and services in the marketplace. Have senior executives and
management personnel assess competencies in order to further
develop these capabilities into distinct commercial value
propositions.
Establishing the organization's long-term vision as a strategic
positioning and engagement of stakeholders. Institute the vision by
creating strategic orientations of all stakeholders. Understand the
strategy development frameworks in this context.
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Definition
Developing goals to define organizations vision. Define and document
ideas, direction, and activities which enable the organization to reach
these goals.
Orienting those entities, associated with the organization that have a
direct bearing on its operations and output, in a way that advances
its strategic vision. Map all stakeholders in strategic configurations,
within the architectural layout of the marketplace, and position the
organization relative to them. (This exercise is undertaken by senior
strategy personnel, drawing upon the process Define a business
concept and long-term vision [17040].)
Developing and executing communication strategies to convey an
alignment plan of all organizational stakeholders, which helps the
organization realize its vision. Create custom communication
strategies and delivery channels with the objective of orienting
stakeholders according to the configuration maps created in the
process Align stakeholders around a strategic vision [10035]. Have
senior strategy personnel closely collaborate with the
communications/marketing team.
Developing an organization's mission statement, strategy, and
business design. Create a concise statement that clearly articulates
the mission of the organization, outlining practicable targets to
Establish a strategic vision [10020]. Delineate strategic options by
matching these alternatives with the organization's internal
capabilities. Create an organizational design, and identify goals by
developing strategies at the functional and process levels.
Establishing an overarching, compact statement that concisely
underscores the mission of the organization. Define and
communicate a clear and succinct mission statement, which
encapsulates how the organization aims to proceed in order to
Establish a strategic vision [10020]. Solicit critical inputs from senior
management and strategy executives, and collaborate with
marketing or personnel from allied functions.
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Definition
Defining the status quo relating to the de facto core of what the
business is. Reflect over the fundamental essence of what the
business accomplishes and the manner in which it operates. Look
beyond the obvious solution capabilities to delineate capacities that
form the basis of the business engine. Involve senior executives and
management personnel and possibly professional services providers.
Outlining actionable objectives that effectively set a course to fulfill
the organization's vision. In this fundamental activity, articulate
certain goals or targets in broad but practicable terms to reach longterm objectives.
Developing and executing a communication strategy to convey the
mission statement. Create a universal communication strategy and
appropriate delivery channels, with the objective of leveraging the
latter to execute the former. Convey the inherent message of the
mission to all stakeholders, including employees, customers, and the
public. Ensure collaboration between senior strategy personnel and
the communications/marketing team.
Assessing sets of strategic decisions designed to drive the
organization's long-term objectives. Identify various strategies
concerning core functional areas. Appraise strategic options in light of
auxiliary decision frameworks that ensure smooth functioning, the
advancement of functional efficiencies, and vitality. Involve senior
management executives, especially strategy and/or business unit
personnel, with need-based consultative assistance from professional
services providers.
Defining the various options available to achieve the goals
highlighted in the mission statement. Delineate (in accordance with a
predefined criteria) the various permutations of strategic decisions
that would help the organization achieve the objectives outlined in
Develop overall mission statement [10037]. Involve senior
management and key strategy personnel, with timely help from
professional services providers.
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Definition
Scoping and probing to study the impact of strategic options for
fulfilling the organization's objectives. Estimate a measure of the
impact effectuated by each set of strategic decisions, which comprise
Define strategic options [10047]. Closely examine the consequences
of each option.
Determine impacts of elements such as staffing, skills, training, new
markets, technology, or policies within operating model which needs
change.
Determining key factors for technology ROI, benefits, architecture,
etc.
Formulating strategic options that create opportunities for the
sustenance and prosperity of the business in the long run. Go beyond
business longevity to consider alternate strategies that allow the
organization's preservation of vitality over time. Earmark resources
and target processes, the former of which are dedicated to the
absorption of sustainable practices in the latter.
Charting a plan to leverage internal services and support functions
throughout the organization. Delineate a framework of parameters
and criteria to selectively filter service areas for inclusion among the
organization's common resources. Arrange the organization's
functional areas to create efficiencies of scale in the delivery of
internal services.
Developing strategies for the optimization of processes and the
improvement of functional areas in order to improve the bottom line.
Create a road map of decision choices that would allow the
organization to continuously enhance process efficiencies and
advance performance standards.
Embracing a strategy for the achievement of business goals over the
distant future. Espouse one of the strategic options for realizing its
mission over the long term. Enlist senior management executives,
comprising strategy and/or business unit personnel.
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Definition
Aligning the approach and method of individual units, departments,
systems, and operations within the organization, in accordance with
the larger strategic course adopted. Employ the organization's
strategic path to guide the functions, divisions, and operations.
Calibrate the plan and method of each functional area, as well as the
processes therein, to Select the long-term business strategy [10039].
Formulating a design for the organization's resources that allow it to
meet its objectives. Develop a new framework for molding the
organization's various processes into a coherent and seamless whole.
Evaluating the structural makeup of the organization, including
pertinent features of and associated synergies among constituent
elements. Examine the organization's architectural framework,
paying close attention to the individual elements, the relations
among them, and the conjoint and co-acting forces therein. Analyze
functions and processes, as well as work-related positions. Scrutinize
various relevant characteristics associated with each of them,
depending upon the scale, scope, and type of organization.
Probing the repercussions of all practicable organizational design
options. Analyze the significance and impact of workable
organizational structure options. Closely examine the long-term
impact of these frameworks over the functioning of the organization.
Developing overall goals for the organization that help in
accomplishing its mission. Formulate organization-wide targets in the
near to middle term, which will accumulate and propel the
organization to realize its long-term objectives, as outlined in Develop
an overall mission statement [10037]. Enlist business unit heads or
equivalent personnel, in close collaboration with senior management
executives.
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Definition
Creating and developing strategic objectives that establishes a
process to outline expected outcomes and guide employees' efforts.
Establishing baselines that provide standards for assessing
performance. Create metrics and KPI's for various
functions/processes/activities based on organizational goals.
Charting a strategic course for business units in order to leverage
opportunities, sidestep hurdles, and create synergies among each
other. Create strategic road maps for the organization's units--in light
of their individual resources and requirements, as well as their
relationships with other business units--to achieve organizational
goals.
Assessing the performance of a business unit against set
organizational goals which are based on pre-defined metrics collected
through various business unit operations.
Managing strategic initiatives, from development through selection,
execution, and evaluation. Conduct and oversee strategic projects
supporting long-term objectives. Administer programs of strategic
significance by developing such initiatives, select the most
appropriate projects, and formulate measures to assess their impact.
Developing strategic projects that help fulfill long-term goals.
Develop time-bound projects that are discretionary in nature and lie
beyond the scope of the organization's routine operations.
Examining projects of strategic significance that lie outside the
purview of the organization's routine operations. Closely analyze
strategic initiatives for their applicability and feasibility, given the
organization's vision.
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Definition
Selecting relevant projects of strategic significance that create
opportunities for the organization to realize its long-term objectives,
on the basis of their suitability to the organization's constraints and
reality. Select from the process Evaluate strategic initiatives [10058],
based on their applicability and feasibility for the organization. Enlist
senior management, especially strategy personnel.
Devising measures to examine strategic projects. Formulate
evaluation criteria to assess the strategic initiatives for the level of
impact.
Establishing baseline measures that provide standards for assessing
performance of Identify business value drivers [19982].
Overseeing the progress of activities to ensure they are on-course
and on-schedule in meeting the objectives and performance targets
against Establish baselines for business value drivers [19983].
Creating a plan for procuring materials and services. Develop
strategies for sourcing materials and services. Choose the most
appropriate suppliers, and develop contracts with them. Order the
materials and services as per the requirements. Manage relationships
with suppliers.
Creating strategies for procuring materials and services from various
sources. Establish a procurement process that describes the approach
for obtaining products and purchasing activities. Evaluate the
sources. Create sourcing relationships in order to continuously
improve. Re-evaluate purchasing activities.
Creating a plan for procuring materials and services. Plan what to
buy, when, and from what sources. Include project requirements, the
procurement team, the justification for the procurement, a timeline of
events, and an explanation of the supplier selection process. Outline
specific actions to start and complete purchases in order to adhere to
best practices.
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Definition
Defining the purchasing requirements for materials and services.
Specify the exact inventory required for the production process.
Create a specific quotation for all the sources in order to avoid any
duplication or overlap.
Developing an inventory strategy (conventional manufacturing, justin-time, material requirements planning, economic order quantity,
etc.) to avoid shortages or surplus inventory.
Synchronizing the requirements of materials and services and the
capacity of suppliers for providing these materials and services.
Revamp the procurement needs of the company in consideration of
the capabilities of the suppliers.
Evaluating the spend profile of the organization. Collect, cleanse,
classify, and analyze the procurement data with the purpose of
reducing procurement costs, improving efficiency, and monitoring
compliance.
Seeking the most efficient sourcing and procurement opportunities.
Collaborating with the suppliers of materials and services in order to
determine new opportunities for sourcing.
Evaluating supplier options to select the most effective and efficient
suppliers. Validate selected suppliers. Establish and manage supplier
contracts.
Validating the supply sources, and provide certification as an official
supplier.
Keeping contracts up-to-date with routine evaluation. Maintain order
and discipline with the contracts in order to avoid any loss of
information and mishaps.
Creating and approving requisitions and distributing purchase orders
accordingly. Hasten the procurement process to satisfy internal
needs.
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Definition
Handling operations related to processing/reviewing the requisitions.
Establish and maintain procedures for the initiation, authorization,
and processing of purchase requirements to procure
products/services.
Approving requisitions for materials and services. Examine
distributor-specific requests, and validate them individually.
Requesting quotes from suppliers. Use a request for quotation (RFQ)
to invite suppliers into a bidding process for specific
products/services.
Creating and placing the orders for purchasing materials and services
from suppliers. Analyze vendor quotes. Choose the most costeffective vendors. Create vendor-specific orders. Distribute them in
order to initiate the purchasing process.
Accelerating the purchase orders in order to fulfill the internal needs
(for raw materials) depicted through inquiries.
Recording the acceptance of materials and services procured. Create
a help of goods receipt, which acknowledges the receipt of the items
listed in it.
Identifying and resolving any exceptions. Address the internal
needs/inquiries for materials that cannot be procured immediately.
Research inquiries that require the need of exceptional materials.
Collecting and analyzing new information in order to track and rate
suppliers through a supplier information management system.
Examining procurement and vendor performance. Report delivery
timing and the quality of the materials procured through different
vendors.
Assisting the production and inventory processes through the
information and reports created. Use the information and metrics of
the procurement and vendor performance to enhance or improve the
production process.
Examining the quality of the products delivered. Analyze materials
that resulted in the production of better quality products. Analyze
supplier performance through the materials provided by them.
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196 of 687
Definition
Overseeing and managing the quality of the materials and services
procured. Manage supplier information. Analyze the performance of
the suppliers through the quality and time effectiveness of the
materials provided by them. Use this information to further improve
the efficiency of the production process.
Administering and overseeing all activities related to logistics and
warehousing. Outline and establish a strategy for the logistics
function. Plan and administer the flow of inbound materials.
Administer the operational activities of warehousing and outbound
transportation. Manage reverse logistics including returns and
exchanges.
Determining the requirements for managing the flow of things
between the point of origin and the point of consumption by
assessing the service requirements of the customers.
Developing a network for logistical activities. Create a network of
entities through which materials and information flow, encompassing
all related activities associated with the flow of transformation of
products.
Conveying outsourcing needs within the organization, with the
objective of sourcing the assistance required. Define the portion of
logistical activities that can be transferred to outside suppliers.
Assess third-party agencies to carefully select the most appropriate
agencies for outsourcing. Convey these needs to management or the
appropriate authority.
Establishing rules and regulations, as well as the terms and
conditions regarding the delivery of service by the company. Develop
a delivery plan that specifies what, how, when, and in which way to
deliver services to the customer.
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Definition
Optimizing the schedule and costs of transportation services. Design
a logistics strategy by strategically creating delivery routes and
systems, which optimizes the overall transportation schedules and
costs. Evaluate different transportation sources in order to select the
most appropriate and cost-effective sources.
Establishing measures for evaluating the performance of the logistics
strategy of the organization. Establish key performance indicators,
including the logistics performance index, delivery in full, and
delivery on time.
Working out the receipts of the inbound materials. Supervise the
inbound delivery processes. Judge its efficiency. Take care of the
deviations such as defective and incorrectly delivered
products/materials.
Managing the receipts of inbound materials. Create a plan accounting
for the materials procured from the source of supply and the
materials delivered to the distribution center or the warehouse.
Managing all the internal activities related to the flow/transfer of
materials. Manage materials being delivered to distribution center or
warehouse. Gauge the time taken for delivery and if the delivery
process is on time.
Overseeing the performance of an inbound delivery system. Check
the present delivery system's efficiency, cost effectiveness, and
adherence to a delivery schedule.
Tracking and taking care of the products that have been internally
returned either because of their deficiency or in cases of incorrect
delivery.
Tracking the inventory deployment. Accept and store products. Ship
the products. Measure the accuracy of the inventory. Assess the
performance of the outsourced logistics activities.
Tracking the logistical act of delivering or releasing an inventory item
or entity to targeted end users. Track how much inventory has been
deployed at all the distribution centers, individually.
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Definition
Coordinating the incoming inbound materials/products. Accept the
delivery of these materials and the subsequent storage. Track them
at the warehouse/distribution center.
Keeping track of the availability of different materials/products at the
warehouse and distribution centers.
Packing and shipping the product to deliver to the customer. Take
care of the internal and external packaging of the products in order to
ensure safe transportation of the products from the warehouse to
delivery locations.
Monitoring any discrepancies between electronic records that
represent the inventory and the physical state of the inventory. Look
for discrepancies such as phantom inventory, which includes products
that an inventory accounting system considers to be available at the
storage location but are not actually available.
Keeping a track on the storage and shipping performance of thirdparty agencies. Monitor logistics storage and shipping performance
for third-party agencies. Use measures such as a logistics scoreboard,
activity-based costing, economic value analysis, and balanced
scorecards.
Creating a plan that specifies the schedule and system for
transportation and delivery of the outbound products, as well as
tracking the performance of the carrier delivery system. Conduct
vehicle management and processing of all carrier-related documents.
Organizing the transportation and delivery of outbound products.
Plan and organize the transportation, shipping, and delivery of the
end products. Create a plan that specifies dispatch and delivery of
the product to its destination, as well the transportation.
Monitoring delivery performance when carrying products from the
warehouse/distribution centers to the retailers or end consumers.
Create a performance metrics based on the key performance
indicators.
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Definition
Taking care of a range of functions related to the means of transport
used for delivering the end products. Manage vehicle financing,
vehicle maintenance, vehicle telematics (tracking and diagnostics),
driver management, speed management, fuel management, and
health and safety management.
Organizing and inspecting all account statements and any other
documentation for the carriers used in delivery. Create, manage, and
inspect all documents related to the financial, regulatory, and
administrative accounts of all the carriers/freights. Generate receipts
for all freight transactions.
Managing the process of a customer taking previously purchased
merchandise back to the retailer. Remit a refund in the original form
of payment, exchange for another item (identical or different), or a
store credit. Perform reverse logistics and the repair/refurbishment.
Approving and carrying forward the requests by the customers to
return the product. This is part of the process of returning a product
in order to receive a refund, replacement, or repair during the
product's warranty period.
Moving products from their typical final destination to the origin or
manufacturing destination for the purposes remanufacturing or
refurbishment. Implement a transportation system to ensure that the
products are returned back to their originating position safely and in
tact.
Executing activities for reinstating the returned products. Present the
customer with additional incentives of compensation in case of any
defective products delivery or any discrepancy in the product
specifications in order to save the order from being permanently
returned.
Managing and administering any claims on the warranty of products.
Handle and approve the customer claims for repair or replacement of,
or compensation for non-performance or under-performance of an
item, as provided for in the warranty document.
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Definition
Administering the reinstatement of the returned product in order to
return them back to customers. Repair or remanufacture the
defective or ineffective products returned by the customer. Process
the delivery of the repaired or remanufactured products back to the
customer.
Managing customers before and after the delivery of services. This
includes developing and planning customer service practices with an
eye on steering processes relating to inquiries after sales, feedback,
warranties, and recalls.
Defining a plan that removes customer obstacles by gathering
operational insight and competitive insight, as well as improving soft
skills and forward resolution for employees. Develop customer
segmentation. Define rules and regulations for customer service.
Establish service levels for customers.
Defining a set of behaviors, skills, and policies needed to provide
customer service effectively across the enterprise.
Identifying and categorizing customer needs, and creating priority
lists around them. Order and prioritize existing customers into
segments. Adjust the customer service strategy accordingly. Analyze
customer feedback.
Adopting a feedback strategy by designing and implementing
feedback forms--or through direct communication by phone or online.
Comprehend the customer needs and behavior to help develop
customer segmentation.
Outlining the framework of policies and methods for developing
customer service strategy. Establish the rules and regulations that
serve as a guideline for the customer service strategy. Take into
account customer needs and behavior.
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Definition
Determining and implementing levels for customer services.
Benchmark certain customer service practices, and base customer
level services on those benchmarks. Create a service level
agreement, which is a negotiated agreement designed to create a
common understanding about services, priorities, and
responsibilities.
Handling the requests and inquiries from customers that seek
information regarding the organization's products/services. Obtain
the customer requests online and by phone. Direct these requests to
higher-level representatives. Approve requests, and respond to
customers.
Receiving requests for information from customers over multiple
channels. Receive various requests and inquiries from customers
regarding products/services. Accept these inquiries through channels
such as email, telephone, online forms, text messages, social media,
and in person. Supply dedicated equipment, systems, and personnel.
Analyzing various requests and inquiries from customers regarding
products/services. Provide answers and offerings to satisfy the
customer's needs.
Responding to customer requests by email, conversation, interactive
voice response, mail, etc. with the most appropriate reply. Instill a
robust process to locate the right information for a solution to a
customer's problem.
Obtaining customer complaints online or by phone. Direct these
complaints to higher-level representatives as appropriate. Resolve
them. Respond to customers.
Receiving any complaints or grievances from customers for the
organization's products/services. Receive objections, complaints, and
criticism from customers regarding products/services through email,
telephone, online forms, text messages, social media, in person, etc.
Dedicate equipment, systems, and personnel.
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Definition
Routing any complaints or grievances received from customers in
order to address them in the most appropriate manner. Direct
complaints to the best suited personnel or system. Implement a
system or procedure capable of efficiently channeling the various
objections, complaints, and criticism from customers over the
offerings provided by the organization.
Resolving any customer complaints that are deemed to be sound and
reasonable. Redress any objections, grievances, and complaints
received from customers regarding the offerings provided by the
organization. Identify the legitimate complaints, where the situation
needs to be appropriately corrected. Deploy personnel who can
rectify the issue within a stipulated time frame.
Responding to customer complaints including all activities
necessitated to service any objections, complaints, or grievances with
the most appropriate reply. Source the right information to formulate
a response that eases the discomfort being experienced by the
customer. (Closely coordinate with Resolve customer complaints
[10399].)
Calculating and assessing the operational activities of the customer
service function. Evaluation is achieved through the customer
requests/inquiries handling process, the customer complaint handling
process, and product and services quality. Examine activities to
ensure high levels of customer service.
Calculating satisfaction levels of customers by effectively evaluating
the process of handling requests/inquiries of customers. Effectively
calculate the performance of customer-requests/inquiries handling
and resolution. Obtain information regarding requests/inquiries
handling and resolution through customer feedback. Use it to explore
new ideas and opportunities for enhanced customer
requests/inquiries handling and resolution process.
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Definition
Creating an avenue for which the customer can provide feedback on
their experience with how their inquiry, problem, or request was
handled.
Reviewing customer service feedback to identify areas in which
improvements can be made. Engage with management to discuss
issues.
Handing over data to management to analyze common issues in
regards to customer service.
Measuring the satisfaction level of customers as pertains to how their
complaints are handled and resolved. This process element requires
the organization to estimate the customers level of fulfillment with
the process reconciling their complaints and towards the objective of
ensuring customer retention. The feedback received can be used to
develop concepts for new opportunities to boost the level of
customer satisfaction.
Requesting customer feedback on the process of handling and
resolving customer complaints. Obtain information about the
effectiveness and performance of the customer complaint handling
process from the customers through various means (e.g., online and
by phone).
Examining the information obtained through handling and resolving
complaints for development/improvement opportunities. Categorize
the customer complaints data on the basis of speed, accuracy,
courtesy, price, product choice, availability, hours, location, etc.
Determine complaint patterns in order to diagnose areas needing
enhancement.
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Definition
Conceptualizing, testing, and 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. Purchase lists, consult with social
media experts, hire seasonal staff, or pay for additional research.
Outlining a conceptual framework for all promotional activity in order
to create an overarching aspiration and ensure consistency. Create a
plan for running promotional programs and designing the associated
activities in order to increase visibility or sales. Determine how the
organization quantifies what it wishes to achieve from these
activities, what sort of messages the organization comfortable
publicizing, what channels the organization wishes to employ, etc.
Determining the appropriate audience to direct marketing efforts at.
Identify the particular group of customers to target. Discover the
appropriate customer groups at a micro-level. Use techniques such as
segmentation analysis, whereby the entire population is sliced
according to certain demographic or behavioral attributes.
Fine-tuning promotional activities by employing the insights gleaned
from the quantitative, as well as any qualitative, performance
evaluations. Change certain attributes of the schemes, campaigns,
and programs deployed in order to increase the impact generated, in
terms of measures already agreed upon such as customer uptake,
market penetration, sustenance of impact created, and revenue
growth through offerings marketed.
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Definition
Developing the central messages for a segment of its customers.
Craft concise statements that position the value proposition of
individual products/services around the pressing concerns in the
market, thereby showing how the organization's offerings are the
right fit for the customers.
Evaluating the success of promotional programs through metrics that
track the impact of these activities. Examine the performance of
promotional activities. Measure the success of these programs
through metrics representative of customer uptake, market
penetration, sustenance of impact created, revenue growth through
offerings marketed, etc. Measure through primary data collection.
Analyze through various statistical techniques to generate insights.
Delivering processes traditionally defined as human resources.
Process groups include those related to developing and maintaining
workforce strategy, recruiting employees, developing and counseling
employees, managing employee relations, rewarding and retaining
employees, redeploying and retiring employees, managing employee
information, and managing employee communications.
Creating strategies for the HR function. Create and implement
strategies for managing the work force. Supervise and enhance the
strategies, plans, and policies supporting the HR function. Developing
models for managing competency levels of the HR of the
organization.
Identifying HR needs to effectively establish the roles and
responsibilities of the HR function. Track the HR function. Establish HR
measures. Ensure that the strategy for HR tools and technologies is
consistent with the overall HR strategy.
Strategically defining the current and future needs for developing an
efficient HR strategy.
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Definition
Outlining the charge and duty of the HR function by defining its
responsibility areas, as well as ensuring its accountability. Establish
the HR function by laying out the roles and responsibilities for this
function and the rules and regulations guiding HR. Define the goals
and objectives of the HR, as well as a mission and vision for this
function. Create a mechanism involving a set of policies, code of
conduct, and institutional procedure to ensure HR accountability.
Ascertaining the costs and expenses of the HR function. Identify and
report HR investments using, for example, a cost approach or a
present value of future earnings approach.
Evaluating the performance of HR function. Lay out the course of HR
procedures that would formulate a plan of action needed to fulfill
strategic HR needs. Deploy measures such as hiring policies, leave
management, internal code of conducts, and compensation structure.
Conveying the strategies of HR function to employees and
management. Effectively explain the vision, plans, and anticipated
benefits of the HR strategy employees, as well as the public. Develop
statements and messages that are easy to read, informative, and
relevant to the audience.
Creating a strategy for the use of systems/technologies/tools in
operating the HR function. Create a strategy concerning the use and
utility of HR support tools and technologies. Decide what specific
tools to use and in what quantity. Determine the levels of technology
required for the HR management.
Creating and executing strategies and policies for smooth
administration of work force. Determine and gather skill
requirements. Plan the requirements for employee resourcing per
unit. Create compensation, succession, HR program, and employee
diversity plans. Develop and administer policies for HR. Develop
benefits for employees. Create models for work force strategies.
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Definition
Evaluating the current and future skill requirements of the
organization with regard to the overall corporate strategy of the
organization and market conditions. Identify and establish the
minimum skills needed for the requisite HR needs.
Determining the requirements for employees and the need for
employee resourcing for each every unit/function. Lay out a plan
detailing employee resourcing requirements of individual functions
and the organization as a whole.
Designing a plan that specifies the combination of wages, salaries,
and benefits the employees receive in exchange for work. Define the
total amount of compensation, in addition to the manner in which the
compensation is paid and the purposes for which employees can
receive bonuses, salary increases, and incentives.
Creating and implementing the plan for continuation of key positions
within the organization. Identify internal people with the potential to
fill key business leadership positions. Provide critical development
experiences to employees who can move into important roles.
Engage leaders to support the development of high-potential leaders.
Creating and implementing the plan for ensuring a diverse work
force. Develop and hire employees with varying characteristics
including, but not limited to, religious and political beliefs, gender,
ethnicity, education, socioeconomic background, sexual orientation,
and geographic location.
Creating HR programs and services such as employee engagements
programs to promote positive employee behavior. Create a variety of
programs and services to support employees' professional and
personal needs at work and at home.
Creating rules and regulations that govern the HR function. Develop a
policy plan that serves as a guideline for setting rules and regulations
that help in achieving the HR goals and objectives.
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Definition
Ensuring rules and regulations are followed and are flexible enough
to accommodate indispensable deviations.
Planning benefits in kind (also called fringe benefits, perquisites, or
perks). Include various types of non-wage compensations provided to
employees in addition to normal wages or salaries.
Creating and implementing models for effectively strategizing the
work force of the organization. Develop a model that specifies the
organization's overall approach for maximizing the performance of its
work force by defining the goals, objectives, and expectations of the
work force. Manage all aspects of performance required for the work
force to function, including recruitment, selection, retention, and
professional development.
Supervising the HR strategy, plans, and policies in order to refurbish
them whenever needed. Determine the performance of HR plans and
policies by measuring the objective achievement rate and its
contribution to the overall business strategy. Ensure that information
about these plans and strategies is effectively communicated to
various stakeholders. Incorporate any suggestions by these
stakeholders when revising HR plans and policies.
Determining the accomplishment of HR goals and objectives.
Evaluate the effectiveness of the HR function by estimating the
present rate of achievement of the established objectives. Use
metrics to determine if the objectives are being realized. Leverage
measures such as turnover, training, return on human capital, costs
of labor, and expenses per employee.
Determining the role of HR function in implementing the
organizational strategy. Measure the correlation between the HR
performance and the overall business strategy. Calculate the amount
of contribution of the HR function to the overall business growth.
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Definition
Conveying the plans for HR function to stakeholders. Ensure that the
HR plans and strategy are effectively communicated to the people
who can affect or be affected by the organization's actions,
objectives, and policies such as the creditors, shareholders,
employees, and suppliers. Provide regular updates to these
stakeholders to ensure effective communication.
Reassessing the strategies, plans, and policies of the HR function,
with the objective of revising them. Revisit the schematic plans for
the HR function. Taking stock of any suggestions or feedback from the
stakeholders, revamp the blueprint of HR strategies and plans.
Determining and handling employee requirements. Recruit or source
the candidates as per the requirements. Screen and select the most
appropriate candidates. Take care of the newly hired and re-hired
employees. Maintain records of information for all applicants.
Handling the requirements for new employees. Create and open job
requisitions by clearly defining the job descriptions. Post these
requirements internally and externally, and modify them as
appropriate. Manage the dates of the whole requisition process.
Creating a correspondence between the plan for hiring new
employees and the desired employee requirements. Staff an
adequate amount of people with the appropriate skills to effectively
accomplish its legislative, regulatory, service, and production
requirements.
Developing specific job requisitions, and ensuring their accessibility.
Create and open a job requisition to fill the vacant positions within
the organization. Clearly describe the job title, department, fill date,
and the requisite skills and qualifications for the job.
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Definition
Creating descriptions for job requisitions. Define the normal
components of a job description, such as the overall position
description with general areas of responsibility listed, essential
functions of the job described with a couple of examples of each,
required knowledge, skills, abilities, required education and
experience, a description of the physical demands, and a description
of the work environment.
Posting and advertising job descriptions. Display open job
descriptions internally and externally. Use public portals, online
portals, and websites to upload these requisitions in order for
applications to be received.
Creating, maintaining, and managing the internal/external websites
used for posting job requisitions. Clearly compose all the information
that goes online in order to avoid misinformation and
miscommunication. Track the applications that are received online to
further initiate the recruitment/selection process.
Making the necessary alterations to job requisitions. Revamp or
revise the job requisitions in case a position is filled or is not vacant
anymore, as well as in case of any new openings. (It involves Manage
the internal/external job posting websites [10449] to make the
necessary changes.)
Informing and communicating with the hiring manager. Notify the
manager responsible for the hiring process in cases of any new
position openings or changes.
Determining and managing the dates for the employee requisition
process.
Recruiting new candidates for deployment across various functional
areas inside the organization. Select methods for sourcing new
employees. Manage relationships with third-party agencies. Stage
recruitment fairs and drives. Manage employee referral programs.
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Definition
Defining the methods and channels for recruitments in order to
maximize the amount of candidate availability. Use channels such as
headhunting, job postings, job portals, networking websites, and
media advertising. Choose from the various methods of recruitment
such as internal/external third-party sourcing.
Organizing and executing recruiting activities and events. Activities
and events include on-campus hiring, refresher courses, information
sessions, career fairs, etc. to increase the coverage of the sourcing in
order to ensure that the most deserving and appropriate candidates
are hired.
Evaluating and selecting potential employees through interviews,
tests, etc.
Identifying and implementing tools for the selection of candidates.
Recognize candidate selection tools such as screening, telephone
interviews, hiring manager interviews, drug testing, and skills
assessment. Effectively deploy these tools to check if the candidates
fit in the workplace or not, as well as to ensure workplace safety.
Assessing the candidates by their performance in the interviews.
Conduct HR interview, technical interview, hiring manager interview,
etc. Understand the mindset of the candidate, and comprehend
his/her personal and professional lives.
Examining the candidates through tests. Prepare tools such as
aptitude, technical, and grammar tests. Test the skills of the
candidate through a written, oral, or computerized test.
Approving the deserving candidates, and rejecting the others.
Examining the performance of candidates. Ensure candidates would
fit well with the organization. (Assess performance from Interview
candidates [10457] and Test candidates [10458].)
Creating and maintaining a system for managing the information of
applicants. Create records for all candidates who apply. Maintain and
track information through the use applicant-tracking systems.
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Definition
Conducting a background investigation on the candidates with the
objective of looking up and compiling criminal, commercial, and
financial records.
Creating and making job offers to the selected candidates. Fairly
negotiate the job offers. Agree on terms with the candidate to
complete the hiring process.
Compiling job-related information for the selected candidates in order
to make up a job. Include information about the job description,
reporting relationship, salary, bonus potential, benefits, and vacation
allotment.
Negotiating an offer with selected candidates. Discuss the job offer
with the candidate to ensure a mutual understanding.
Wrapping up the process for hiring candidates. Agree to all hiring
terms and conditions. Have the candidate accept and sign the job
offer.
Creating and documenting the records of all applicants. Manage all
individual applicants, including hires and non-hires. Maintain records
to avoid any duplication and promote efficiency.
Keeping track of all the information about the candidates who apply
for jobs. Use applicant-tracking systems that can be accessed online
as a central location and database for recruitment efforts.
Retaining and storing the records of the candidates who were
rejected and not hired to ensure future availability in case the need
arises. Create a centralized repository of profiles. Label these records
in order to readily identify them. Add remarks for any future
consideration.
Assisting employees in developing their capabilities, and providing
them counseling services. Handle the orientation and deployment of
the employees. Administer the performance of employees.
Administer the development and enhancement of the employees.
Provide training and development programs for employees.
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Definition
Creating and maintaining various employee on-boarding programs
typically known as induction programs in order to ensure that the
new employees are effectively introduced to the organization and its
existing employees. Examine and evaluate the performance of these
induction programs. Execute these programs on the ground level.
Creating and maintaining a mechanism through which new
employees acquire the necessary knowledge, skills, and behaviors to
become effective organizational members and insiders. Conduct
formal meetings, lectures, videos, printed materials, and/or
computer-based orientations to introduce newcomers to their new
jobs and the organization.
Assessing the performance and effectiveness of employee onboarding program. Examine the performance of on-boarding program
through feedback and reviews from the new employees. Create web
and written forms. Obtain information through face-to-face
discussions.
Defining individual performance objectives. Review performance in
order to provide appraisals. Evaluate the efficiency and effectiveness
of the current performance program. Update it regularly.
Outlining the objectives for employee performance. Establish key
performance objectives and measures such as customer-focus
objectives, financially focused objectives, and employee growth
objectives.
Refurbishing, appraising, and managing the performance of
employees. Create performance reviews for all the employees by
qualitatively and quantitatively measuring them. Use the reviews to
provide performance appraisals. Monitor under-performing
employees.
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Definition
Assessing and revamping performance programs, including the
instruments used to measure employee performance standards.
Review and upgrade these performance programs to avoid any
deprivations and ensure effectiveness.
Assisting general management in developing, maintaining, and
improving employee relationships. This is accomplished through
communication, performance management, processing grievances,
and/or dispute. Interpret and convey organizational policies.
Managing labor relations, the collective bargaining process, and the
relationships between the labor and management. Take care of
employee grievances.
Managing any negotiations between an employer and a group of
employees that determine the conditions of employment. Engage
employees to reach agreements in regulating working conditions.
Handling partnerships between labor and management. Develop a
lasting two-way relationship that is beneficial for the labor,
management, and the organization.
Establishing employee development guidelines. Lay out career paths
and plans for them. Manage the development of their skills to
enhance their skills, ability, and knowledge.
Outlining the guidelines for development of employees. Design
development policies and procedures to identify areas of growth for
employees, either in their current position or in preparation for future
roles. Include topics related to knowledge and skill development.
Designing a future career path for the employees that encourages
them to explore and gather information.
Administering the development of employee skills. Conduct training,
coaching and mentoring, job-rotation and cross training, lateral
moves, etc.
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Definition
Creating a link between employee and organizational development
needs. Conduct and manage employee training programs by
considering the need and availability of these programs.
Aligning the needs of the employees to development needs.
Aligning the learning programs with the core capabilities and
competencies of the organization. Contextualize the training
programs so that employees can expand their knowledge base and
add new skills in line with the core competencies of the organization.
Determining the training necessitated by business processes, using
an examination of skill sets that are needed by the organization and
those already possessed. Examine the various skills required by
individual employees. Design training in light of the availability of
resources to provide specific segments of training.
Creating, implementing, and managing the programs for training
employees. Create and design sessions on the basis of the needs and
the availability of the skills. Conduct the sessions on the ground.
Manage all aspects related to the training programs. Consider
including literacy training, interpersonal skills training, technical
training, problem-solving training, diversity or sensitivity training, etc.
Eliciting feedback from various sources to evaluate the training
provided. This can be achieved through testing and the practical
application of skills. Additionally, manager or student feedback can
be garnered to evaluate training effectiveness.
Creating frameworks for rewarding and recognizing employees with
the objective of retaining them. Create and manage programs for
provision of rewards, recognition, and motivation. Manage and
administer the benefits for employees. Help assist and retain
employees. Administer payroll to employees.
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Definition
The Develop and manage reward, recognition, and motivation
programs process consists of developing a salary/ compensation
structure and plan; developing a benefits and reward plan;
performing competitive analyses of benefits and rewards; identifying
compensation requirements based on compensation, benefits, and
HR policies; administering compensation and rewards to employees;
and rewarding and motivating employees.
Creating the framework for the provision of salary/compensation to
employees. Break down the salary structure into different
components such as fixed pay, variable pay, bonus, and allowances
such medical allowance, and rent allowance, etc. Develop, adjust,
and maintain a pay structure.
Developing a plan for provision of rewards and benefits to employees.
Plan health benefits, retirement benefits, non-monetary benefits, etc.
Analyzing and evaluating the organization's benefits and rewards
plan. Compare/Benchmark the benefits and employees plan with
other organizations to adhere to industry standard practices.
Recognizing the employee requirements for compensation on the
basis of the financial, benefits, and HR policies of the organization.
Recognize individual compensation requirements regarding the
financial policies of the organization. Consider the benefits plan and
overall HR policies while selecting compensation requirements.
Managing the provision of compensations and rewards to the
employees while maintaining consistency with the compensation and
benefits plan. Follow the compensation and benefits plan rigorously in
order to avoid any discrepancies.
Managing and ensuring benefits enrollment by the employees.
Process any benefit claims made by the employees. Balance the
estimated amount and entitled amount of benefits.
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Definition
Implementing the programs that specify employee benefits, other
than salary provided, such as those concerning medical care, death,
and disability.
Handling the employee enrollment for obtaining benefits. Manage
employee enrollment and eligibility. Encourage employees to enroll
for benefits.
Processing any formal requests or demands made by the employees
claiming that they have earned some benefits. Send the request
further up the managerial hierarchy to ensure approval.
Carrying out reconciliation of benefits delivered to employees.
Compare the estimated benefit requirement made by the employee
and the actual amount of benefits the employee is entitled to receive.
Overseeing activates to assist and retain employees. These activates
center around supporting work/life balance, family support systems,
motivation, and compensation.
Designing programs that prompt proper balance between work (i.e.,
career and ambition) and lifestyle (i.e., health, pleasure, leisure,
family, and spiritual development/meditation). Account for dependent
care, flexible working arrangements, leaves of absence, on-the-job
training, etc.
Creating a support structure that aligns with local and federal laws
that allow for support for families. This could include things like
maternity leave, care for a family member, or in some cases,
extended sick leave.
Reassessing the indicators for retention and motivation of employees.
Monitor the indicators that signal the levels of motivation and
retention. Regularly update and upgrade indicators to avoid
depreciation and ensure high efficiency.
Analyzing existing compensation plans and making changes
necessary to continue to retain employees.
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Definition
Managing the sum of all financial records of salaries for an employee,
including wages, bonuses, and deductions. Use a payroll
management system to deal with the financial aspects of employees'
salaries, allowances, deductions, gross pay, net pay, etc. Generate
pay slips for a specific period.
Managing the reassignment and retirement of employees. Manage
the process of employee promotion and demotion. Administer
separation, retirement, and leaves of absence. Outplace employees.
Deploy personnel. Relocate employees in order to manage
assignments.
Administering the process of promoting and demoting employees.
Design a system for advancing or demoting an employee's rank or
position. Leverage techniques such as horizontal promotion, vertical
promotion, dry promotion, and involuntary/voluntary demotion.
Managing the process of employee separation, including resignations,
discharges, and layoffs. Inform the employee of the termination.
Complete paperwork for continuation of benefits.
Managing and administering instances where a person stops
employment completely.
Managing the period of time that an employee must be away from
their primary job, while maintaining the status of employee (i.e., paid
and unpaid leave of absence but not vacations, holidays, hiatuses,
sabbaticals, and work-from-home programs).
Helping former employees transition to new jobs or to re-orient
themselves in the job market. Deliver help through one-on-one
sessions or in a group format. Provide guidance in career evaluation,
resume writing, interview preparation, developing networks, and job
searching.
Allocating employees. Deploy personnel to ensure that the labor of
the organization is continuously in an optimal relation to the jobs and
organizational structure.
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Managing the relocation of employees in order to carry out
assignments. Manage internal business processes to transfer
employees, their families, and/or entire departments of a business to
a new location.
Maintaining employee files. This consists of managing HR reporting
capabilities; managing employee inquiry processes; managing and
maintaining employee data; managing human resource information
systems; developing and managing employee metrics; developing
and managing time and attendance; and managing employee
communications.
Providing information and reports regarding employees to
management.
Handling instances where an employee believes that he/she has been
inappropriately treated or he/she desires clarification. Encourage
employees to inquire when needed. Record and clarify the issues for
which the enquiry has been made.
Capturing and updating employee information and data and
information on the employees.
Administering and maintaining HR information systems that take care
of activities related to HR, accounting, management, and payroll.
Creating and maintaining performance metrics for employees. Create
and manage a strategic system of data and statistics to accurately
gauge each employee's information. Consider productivity metrics,
efficiency metrics, training metrics, etc.
Developing and maintaining systems for managing the time and
attendance of employees. Routinely upgrade the process and
systems that track when employees start and stop work, the
department where the work is performed, attendance in addition to
tracking meals and breaks, the type of work performed, and the
number of items produced.
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Creating an effective plan that initiates and promotes communication
and engagement among the employees and between employees and
management.
Creating a plan for managing communication among employees.
Inform employees of direction. Counter resistance with change
management approaches. Seek specific areas of input to the
decision-making process. Seek varying degrees of involvement and
co-creation.
Procuring and handling suggestions from employees, and performing
research on employees. Manage and analyze the programs that help
the organization to tap into employee ideas for improving the
organization's processes and/or products. Use surveys, focus groups,
and other data-gathering methods to find out the attitudes, opinions,
and feelings of members of an organization.
Taking care or resolving any complaint raised by an employee by
procedures provided for in a collective agreement, an employment
contract, or by other mechanisms established by an employer.
Implementing the communication plan for employees. Initiate
dialogues and engagement by monitoring the exchange of ideas and
opinions, the development of personal relationships, etc.
Managing process groups relevant to the business of information
technology within an organization. The process groups include
manage the business of information technology, develop and
manage IT customer relationships, develop and implement security,
privacy, and data protection controls, manage enterprise
information, develop and maintain information technology
solutions,, deploy information technology solutions, and deliver and
support information technology solutions.
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Handling the business of IT. Create a organization-wide strategy for
the IT function. Define the organization's IT architecture. Manage the
IT portfolio. Research and innovate in the field of IT. Assess and
convey the performance and the value of the IT function.
Creating a strategy for the IT function. Build strategic IT intelligence.
Recognize the current and future IT needs of the organization.
Establish the guidelines and principles that support the IT function.
Develop the architectural structure of IT function. Establish
relationships with IT components suppliers. Define IT governance.
Align IT objectives with the overall business objectives.
Developing strategic intelligence for IT. Develop a strategy that
pertains to collecting, processing, analyzing, and disseminating
intelligence in order to form an IT policy. Create a plan for a mission
and vision for IT business within the organization.
Making the planning process for IT investments and decision making
a quicker, more flexible, and more thoroughly aligned process.
Recognize the organization's current and future information
technology including computers, computer peripherals, trace route,
DNS lookup, ping, routing tables, ARP tables, and interface statistics.
Establishing the rules and regulations that will guide the IT function.
Establish strategic standards regarding the organization's IT tools in
order to share information about practices based on replicable,
proven procedures.
Establishing a process to develop methodical IT specifications,
models, and guidelines.
Establishing the suppliers of IT components. Create and maintain
relationships with suppliers of IT components. Identify and assess the
most cost-effective and efficient vendors.
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Creating and establishing an internal department that ensures the
effective and efficient use of IT. Define IT demand governance to
ensure the effective evaluation, selection, prioritization, and funding
of competing IT investments. Oversee their implementation. Extract
measurable business benefits.
Designing a strategic plan that specifies the goals and objectives of
IT function and how it contributes to the overall business objectives.
Align with the business objectives of the organization.
Outlining the organization's IT architecture. Establish the IT
architecture definition and framework. Create and confirm the
approach for the maintenance of it. Ensure the relevance of it. Create
the rules and regulations to guide the IT architecture. Act as the
clearinghouse for all the IT research and innovation that takes place
within the organization.
Establishing the process to develop methodical IT specifications,
models, and guidelines for the organization. Define a process specific
to the needs and requirements of the organization. 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.
Developing an approach for the maintenance of IT architecture.
Preserving the relevance of IT architecture. Ensure that the IT
architecture is consistent with shifts and changes within the
organizational framework and pertinent to the organization's
overarching strategy.
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Creating a centralized support structure that gathers, administers,
and dispenses information relevant to new developments within IT
research and innovation. Establish the IT function as the center
through which all the information about the IT research and
innovation can be collected, stored, and distributed. Enable the IT
function to be the sole authority that takes care of all the technology
information communication and settlement processes.
Administering the governance of IT architecture. Create and establish
the rules, regulations, policies, and standards that will govern the
individual components of the IT architecture, as well as the
architecture in its entirety.
Performing research and innovating effectively in order to improve
the IT function. Perform a systematic investigation to find new IT
services and solutions or to develop the existing ones. Upgrade and
transform technologies that serve as the basis for the IT services and
solutions.
Systematically investigating and study materials and sources
relevant to the IT function. Reach meaningful insights and
conclusions in the form new ideas and innovation for the IT function.
Enhancing and improving the performance of IT services and
solutions for the careful and routine transformation of the most
feasible and practical technologies.
Determining the business value of IT, and effectively conveying it to
stakeholders. Establish key performance indicators of the overall
performance of the IT plan. Communicate the determined value and
performance of the IT function to stakeholders.
Evaluating IT factors that are crucial to the organization's success.
Measure indicators such as IT costs as percentage of revenue, IT
maintenance ratio, and system downtime.
Assessing the performance of the IT plan. Using the established
performance indicators to measure the effectiveness and efficiency of
the IT plan.
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Conveying the value of IT to stakeholders. Use the evaluation of IT
plan performance in order to determine the value of the IT function
for the overall business objectives. Communicate the determined
value of the plan to stakeholders including the shareholders,
employees, and vendors.
Creating and administering relationships with IT customers. Create a
strategy for the IT services and solutions. Create and administer the
services levels in IT. Perform demand-side management for the IT
services. Manage the satisfaction levels of the IT customers.
Strategize the marketing approach for IT services and solutions.
Developing a strategy that creates a base for delivering IT solutions
aligned with overall business needs while maintaining a tight control
on delivery and costs. Conduct research within the IT services and
solutions field. Translate the requirements into IT services and
solutions initiatives. Coordinate with internal stakeholders to ensure
alignment. Evaluate the formulated strategic initiatives to select the
most feasible.
Conducting a detailed and systematic investigation within the field on
IT services and solutions. Confirm through users and the IT function
the availability of the required services and solutions.
Evaluating the requirements and needs of business and its users.
Transform these requirements into IT services and solutions
requirements. Ensure that these requirements are fulfilled through IT
services and solutions.
Selecting and strategizing the initiatives that need to be taken in the
IT services and solutions field. Create new programs and initiatives to
ensure innovation and development in providing the IT services and
solutions.
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Synchronizing IT services and solutions strategies with internal
stakeholders. Coordinate and communicate the IT services and
solutions strategies and initiatives with internal stakeholders,
including board members, staff, volunteers, and donors. Correlate
between the IT services and solutions strategy and the overall IT
strategy to ensure alignment with the internal stakeholders.
Assessing the strategic initiatives for IT services and solutions in
order to choose the most appropriate strategic initiative. Assess the
IT services and solution strategic initiatives by carefully selecting the
most feasible and practical individual initiatives.
Establishing and maintaining service levels for the provision of IT
services and solutions. Design and maintain the IT services and
solution catalog, as well as service level agreements. Evaluate the
performance of IT service level agreements. Communicate the results
to the management.
Create and design an organized and curated collection of all ITrelated services that can be performed by, for, or within the
organization. Maintain information about deliverables, prices, contact
points, and processes for requesting a service.
Developing and maintaining service agreements for IT services and
solutions provided by the organization. Create and maintain a
contract or agreement between the service provider (the
organization) and the end user that defines the level of service
expected. Describe the services being provided, responsiveness,
procedure for reporting problems, etc.
Determining, documenting, and reporting the results of service levels
achieved by the IT function. Evaluate and assess the results and
performance achieved by the IT service-level structure of the
organization. Create metrics and indicators to measure the volume
and quality of work (including precision and accuracy), speed,
responsiveness, and efficiency of the structure. Report the results to
management.
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Conveying the improvement opportunities for the business and level
of IT services. Leverage the results obtained from the performance
metrics of the business and IT service levels to identify and recognize
any opportunities that would improve or enhance the efficiency of the
business and IT service-level structure. Communicate these
opportunities to management in order for the improvements to take
effect.
Recording and analyzing customer satisfaction levels. Identify
customer satisfaction patterns through the data. Initiate new
strategies to improve customer satisfaction levels base on the
customer satisfaction patterns.
Recording and analyzing how IT services and solutions meet or
surpass customer expectations. Leverage techniques such as Csat
score, net promoter score, and customer efforts score.
Determining patterns of customer satisfaction, and conveying them
to management. Analyze individual components such as purchasing
patterns, requirements, and expectations. Communicate the results
to management. (Carefully examine Capture and analyze customer
satisfaction [10647] in order to reach meaningful conclusions.)
Developing a strategy that effectively markets IT solutions and
services through advertising and promotions campaigns. Track and
process orders for IT services and solutions.
Creating a strategy for effectively marketing IT services and
solutions. Create a promotional strategy, pricing strategy,
competitive strategy, etc. to enhance the market and market reach of
the organization.
Developing and administering the strategy for IT customers. Create a
plan to create services and solutions, conduct daily operations, and
train new employees.
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Effectively communicating and raising customer awareness of a
product or brand, generating sales, and creating brand loyalty within
the end users of the organization's IT services and solutions. Create
advertising and promotional campaigns. Implement the campaigns
through various means of communication such as television, posters,
and the internet.
Monitoring orders for IT solutions and services, and processing them
on time. Accept and approve orders so they may be completed.
Overseeing key back-office processes for organizations. This category
includes process groups related to planning and management
accounting, revenue accounting, general accounting and reporting,
fixed-asset project accounting, payroll, accounts payable and
expense reimbursements, treasury operations, internal controls, tax
management, international funds/consolidation, and global trade
services.
Determining different stages of the planning process and accounting.
Classify, determine, analyze, interpret, and communicate information
to make up-to-date business decisions for better management and
control functions.
Allocating funds to meet future and current financial goals. Led by the
chief financial officer, have the finance function plan, budget, and
forecast in order to determine and describe long and short-term
financial goals.
Formulating financial budgetary guidelines and strategies. Develop a
framework for rules and regulations regarding budgets. Create a
step-by-step process to achieve financial goals.
Creating reports on a quarterly or annual basis for fund allocation.
Create a financial statement that estimates revenues and expenses
over a specific period of time. (Leverage budget methods such as
cost-based and zero-based budgeting techniques, in light of the
periodic targets outlined during Develop and maintain budget policies
and procedures [10771].)
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Creating estimates of the projected income and expenses required
over a predetermined time frame. Develop the projections of profit
and loss statements, balance sheets, and the cash flow forecast.
Defining costs to be incurred and methods for optimum utilization.
Determine the costs of products, processes, projects, etc. to compile
in the financial statements, as well as to assist management in
making decisions regarding planning and control. Control costs by
managing and reducing business expenses.
Conducting accounting for assets, and finding reasons for changes
(depreciation, obsolescence, deterioration, change in customer taste,
increased demand, decreased market supply, etc.).
Deciding which expenses can be avoided to reduce some costs and
increase revenues. Plan and control the organization's budget to
forecast future expenditures.
Defining cost drivers for a particular activity.
Calculating cost drivers.
Determine the activities that hinder the progress of finance activities.
This requires the organization to determine those business activities
carried out by the financial function of the organization and which are
indispensable. This undertaking helps the organization triangulate
those activities which are essential and where costs cannot be
slashed.
Distributing or allocating asset resources in different processes for
optimal utilization.
Checking and achieving predetermined financial targets and
timelines. Assess and manage the profitability, feasibility, and
consistency of a business or project. Study the revenues generated.
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Studying product demand and targeted customer preferences. Study
customers' demands or preferences after deducting the cost of
delivering the final product.
Checking demand about a specific product by a customer segment.
Conduct a detailed study--or research a customer behavior or
preference for a product--in order to determine its production and
profitability in a specific market.
Determining the cost of delivering an end product at different stages
of production. Study the total life cycle of a product/process to
determine how much revenue and production cost will be incurred at
every stage in order to make strategic decisions.
Creating the best fit between a product and the end user. Maximize
the customer base by providing different products in the market.
Observing the behavior of a new set of customers for different
products. Prepare strategies to improve sales and profits.
Evaluating performance based on different sets of activities created
by management to measure performance.
Conducting activities to improve cost distribution regularly. Follow or
adopt different ways of reducing costs.
Comparing revenue targets to reality. Review all transactions and
entries passed in final accounts in a year in order to examine profits.
Preparing detailed reports of customer purchases. Prepare a
commercial document between the seller and customer with details
about transaction. Detail the quantity purchased, price of
products/services, date, parties involved, unique invoice number, and
tax information.
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Creating and updating a record of customers and the products being
purchased by them in a database. This process element requires the
organization to maintain a database of customers and their
purchases. Such a master-file can be used to ensure customer touch
point, enhance customer satisfaction, explore cross selling
opportunities, and identify future trends. This database will include
several particulars about the personal details of the organization's
customers and a tracking of the products being sold.
Preparing detailed reports about products purchased by customers.
Record and generate a detail account of transactions made by
customers fat a particular time and location. Include all details about
products such as price, quantity, and name.
Providing information to customers about purchases made by them.
Communicate the details of purchases. Provide customers with a
copy of details for their reference.
Registering transactions and their scheduled payments.
Checking and solving billing queries raised by customers.
Processing payments due from customers. This includes all
processing of funds received, whether by check or electronically. This
does not include the generation of invoices.
Creating rules and regulations to be followed in case of credit sales to
customers. Create rules and procedures to follow at the time of sale
(e.g., the allowable number of installments).
Collecting cash from customers. Deposit it into bank account. Make
entries into the books of accounts.
Checking and moving funds between countries for business activities,
typically through authorized remittance agents.
Preparing reports that detail balances due or what to collect from
customers at a certain point in time.
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Preparing the general ledger for account receivables from journals.
Place all journal entries related to accounts receivables in the general
ledger accounts of a business.
Posting entries to respective accounts, and preparing accounts for
receivables. Manage the cash collected by the business from its
debtors. Record it in the books of accounts to provide clear
information about the availability of the cash.
Creating a process to follow in case of a failed payment by account
holders. Create rules and regulations for the account holder who has
failed to make at least the minimum monthly payment by the due
date.
Examining balance statements of accountholders who failed to make
required payments. Study or review the account details of customers'
past payments when preparing negotiations policies.
Determine ways for customers in default to repay debts (e.g.,
allowing more time or discounts).
Determining rules for handling accounts. Discuss and plan with
internal parties (department heads, managers, and senior
management) about rules to follow in coming months.
Maintaining reserves for write-offs and adjustments. Adjust or write
off certain expenses and losses.
Creating and providing funds for necessary adjustments and
deductions, including all expenses that were required for the business
at certain point in time.
Creating guidelines to follow in case of adjustments to business
processes.
Checking changes made in accounts during the year. Examine the
alterations made in final accounts to rectify errors/omissions.
Providing suitable offers to customers. Present different offers (e.g.,
discounts) available for customers or buyers.
Discussing and planning with internal parties (department heads,
managers, and senior management) about rules to follow in coming
months.
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Definition
Creating a mechanism for consumer protection in case of a higher
price charged. When a supplier sells a product at a higher price to the
distributor than the price they have set with the end user, submit a
chargeback to the supplier to recover the money lost in the
transaction.
Recording business transactions as they occur in order to provide a
balanced accounts for financial reporting.
Making statements about business activities and functions. Prepare
financial statements (balance sheet, income statement, statement of
cash flows, and statement of stockholders' equity) according to
accounting concepts and principles.
Creating procedures to perform general accounting and reporting.
Follow the rules and regulations made for a particular process in the
business.
Agreeing upon terms and conditions. Negotiate an agreement
between two or more parties, the customer and service providers.
Specify scope, quality, and responsibilities.
Establishing policies and procedures to prepare financial statements,
including methods, measurement systems, and procedures for
providing disclosures.
Implementing parameters for accounting. Apply set conditions for
any approval process.
Establishing processes and procedures to exercise financial control
and accountability. Record, verify, and report transactions that affect
revenues, expenditures, assets, and liabilities.
Applying basic principles, concepts, and accounting practices in
recording and preparing final accounts, and using accounting
information in management.
Preparing trial balance account from general ledgers. List all accounts
used in the general ledger. Alter accounts according to business
requirements.
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Making ledger and trial balance accounts from journal entries. This
process requires the organization to record every transaction into
accounts done by business. It is a base documents for preparing final
accounts of company.
Allocating funds across functions. Apportion funds in line with the
budgets created. Formalize allocations in centralized internal records.
Updating journal entries to adjust the balance of income and
expenses at the end of an accounting period.
Checking accounts separately for a parent and subsidiary company.
Manage relationship between a parent company and subsidiaries.
Document intercompany transactions in separate financial
statements.
Reviewing general ledger accounts for a parent and subsidiaries
companies. Validate the integrity of account balances on the
company's general ledger of accounts. Review and compare general
ledger accounts balances with source documents to ensure that
balances match.
Aggregating different processes in the business. Eliminate
discontinued processes.
Balancing debit and credit balances of trial balance to preparing final
accounts. Calculate the total debits and credits in company's
accounts. Correspond the sum of all debits with the sum of all credits.
Adjust entries as appropriate.
Accounting for changes due to country-level policy changes. Record
adjustments made by management in the accounts.
Accounting for long-term and fixed assets. Record purchased, fixed
assets that are not easily convertible into cash. Account for costs,
useful life, resale value, depreciation, and amortization.
Creating rules for fixed assets market valuation. Make rules and
regulations for fixed assets regarding depreciation, provisions, resale,
usage, etc.
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Keeping reports up-to-date regarding fixed assets. Create a fixed
assets database detailing price, life cycle, depreciation rate, resale
value, installation information, usage information, etc.
Keeping a summary of sales and purchases of assets. Record any
expenses made for new assets purchased and sales of any old assets
during the fiscal year.
Keeping a summary of expenses for installing and modifying assets.
Record any expenses made for new assets purchased, any expenses
incurred on improvements, the valuation of assets to reach current
market price, and any transfer assets from one location to another
during the fiscal year.
Maintaining a record of expenses necessitated for repairs and the
preservation of assets. Administer and oversee the maintenance and
repair of any fixed assets. Record all related transactions.
Carrying out accounting for depreciation over fixed assets. Compute
the sums necessitated. Maintain a record of the cost value of fixed
assets over their useful life in the book of accounts.
Balancing the ledger account balance for fixed assets. Correct errors
in the books of fixed assets. Provide correct information in relevant
accounts.
Checking and updating the record of all raw materials and fixed
assets. Track all fixes asset. Maintain a record of all inventory items.
Showing market value and related expenses on fixed assets data for
taxation. Provide complete information recorded in the books of fixed
assets about purchase price, depreciation, installation charges, resale
market value etc. for tax and regulatory purposes.
Reporting on the organization's financial status to stakeholders.
Include balance sheets, income statements, cash flow statements,
and statements of shareholders' equity.
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Making reports of subsidiaries units to show profits generated from
them. Prepare financial statements (balance sheets, income
statements, cash flow statements and statements of shareholders'
equity) for a single unit of a business.
Making final accounts for all units of company together. Prepare
combined financial statements of a parent company and its
subsidiaries (i.e., separate legal entities controlled by a parent
company) showing assets, liabilities, equity, income, expenses, and
cash flows.
Making reports for units/subsidiaries to help management in decision
making. Prepare financial statements (balance sheets, income
statements, cash flow statements, and statements of shareholders'
equity) for a single unit of a business. Break down profits and losses
by function/unit, clients, products, and region.
Making reports for all units to help higher management in decision
making. Prepare combined financial statements of a parent company
and its all subsidiaries (separate legal entities controlled by a parent
company) showing assets, liabilities, equity, income, expenses and
cash flows, and also going through periodic reports which shows the
actual and estimated costs and their variances.
Preparing a draft of financial statements for the board to review
before they are sent to the auditor.
Making and presenting financial reports to stakeholders. Create
annual and quarterly financial statements for reporting purposes.
Prepare shareholder reports with details of the profit-and-loss
account, balance sheet, and past year's business activities.
Reporting raw or summary data for final accounts following rules and
regulations.
Managing accounts for large funds-invested projects. Manage and
account for fixed assets projects (capital projects), which required
significant capital investments over many years.
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Preparing a project finance report to solicit approvals in capital
projects. Prepare budgets for projects that require heavy
investments. Report on project finances to solicit approvals from
management.
Creating procedures and policies to follow for investing in capital
projects. Create rules and regulations regarding large investment
plans, which require in-depth forecasting for expenditure and
revenue.
Creating budgets, and soliciting approvals for capital projects.
Prepare budgets for projects that require heavy investments. Secure
approvals from management.
Evaluating and supporting capital investments in projects and fixed
assets. Confirm details of capital projects. Secure approvals from
managements for large investments.
Reviewing all project business cases in order to substantiate
projected financial gains. Validate any project's business case.
Juxtapose the benefits derived from moving a project forward against
the associated costs.
Accounting for large-scale and large-cost investments. Manage and
account 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 the financial returns on completed projects.
Giving reference codes for every project.
Noting every transaction during a project in a common financial
database. Document all transactions associated with any project.
Maintain a centralized repository of all such financial data.
Evaluating project progress and funds invested. Observe and track
significant funds invested on any long-term project. Compare to
budget.
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Checking for returns generated from projects for decision making.
Evaluate capital projects that require heavy investments. Decide
whether to proceed based on the revenues generated.
Comparing a finished project's profitability with forecasted returns.
Scrutinize revenues generated by completed projects that required
heavy investments. Determine profitability.
Handling reporting time, managing pay, and processing taxes from
salaries. Pay employees. Withhold taxes. Confirm the correct funds
are paid to the correct government agency.
Recording the reporting time of employees on-site. Track working
days, salary calculations, holidays taken, number of hours spend in
the office, billing hours, etc.
Developing policies and procedures for the HR function to calculate
compensation.
Tracking billing hours of each employee on daily basis.
Tracking leaves allowed and taken by employees.
Observing the number of hours worked by an employees on daily
basis. Track the number of hours worked by an employee, as well as
the number of hours worked beyond normal working hour's according
to company standards.
Monitoring the number of productive hours for employees.
Managing the total payments made in employees payroll, including
bonuses and compensation.
Tracking the number of hours worked for the payroll system. Register
the number of hours worked by an employee into the payroll system
for the purpose of calculating salaries or wages.
Tracking and oversee salary breakups of employees. This process
requires the organization to manage and update information
pertaining to the structure of every employee's salary. This would
involve the updating any changes to the salary structures of the
employees, in a central repository which can be accessed by
pertinent departments.
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Processing salary deductions for tax purposes. Keep and manage the
details of every employee's salary deductions based on their
expenses and investments during the year.
Tracking changes in the salary structure of employees for tax
deductions.
Processing and distributing salaries to all employees. Execute the
payroll management function through the dispensation of employee
salaries. Leverage a centralized database of all payroll expenses.
Handling incorrect/omitted salary payments.
Adjusting salary deductions for tax purposes at the end of the year.
Addressing salary-related queries raised by employees.
Deducting and paying taxes from employees' salaries.
Paying tax according to appropriate deductions made from salaries.
Calculate and pay the tax liabilities according to the salaries and tax
regulations of employees with the help of certified chartered
accountants.
Providing tax deductions statements created by certified chartered
accountants to every employee for their reference or refunds.
Filling taxes, and highlighting different sources of income and
expenditures made.
Handling bills and reimbursements to be made. Make payments for
goods or services taken or used on behalf of the organization.
Processing payments of operating expenses and other supplier
charges. This includes the development of policies and procedures
around processing of accounts payable and all operations. This
process is often supported by key technology enablers.
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Matching records of bills to be paid with accounts. Check accounts
payable entries with vendor's account for every payment made.
Tracking all online transactions.
Monitoring and evaluating bills registered in accounts books. Check
all invoices. Maintain records.
Processing payments for products/services.
Handling transactions for accruals and reversals. Record transactions
in the books of accounts on an accrual basis (irrespective of the
actual cash flow) and reversals basis (cancel out the adjusting
entries) for balancing accounts.
Filing tax return after deductions made by company from salary.
Prepare tax returns, including the income tax filing for an individual
or business entity from earnings.
Resolving any atypical or inconsistent situation concerning payments
to be made by the organization. Address any exceptional case of
accounts payable on an ad hoc basis, by seeking counsel or carrying
out any necessary research.
Making payments for products/services on due dates (payment cycle)
decided by parties involved.
Clarifying or address queries relating to the particulars of AP such as
date, discounts, amount, and installments. Coordinate with
concerned parties about the fulfillment of bills payable.
Keeping bills of every transaction for future reference.
Rectifying for alterations occurred in accounts while recording.
Processing reimbursements to employees for the expenses incurred
during the course of business. Approve and process advancements
and reimbursements for employee expenses on the organization's
behalf. Capture and report relevant tax data and manage personal
accounts.
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Definition
Explaining policies and procedures related to reimbursements
requests by employees. Set policies regarding reimbursement
process and amount limits etc. Inform employees.
Collecting and reporting all pertinent information regarding the taxes
paid by the organization's employees.
Permitting expense reimbursement requests from employees.
Paying for expense reimbursement requests from employees. (Follow
Approve reimbursements and advances [10882] according to policies
and conditions.)
Maintaining accounts of individuals who are connected with business.
Managing business's investments in trading in bonds, currencies,
financial derivatives, etc. Manage the financial assets and holdings of
the organization. Optimize the organization's liquidity. Invest excess
cash. Reduce financial risks.
Managing rules and regulations for investments in trading in bonds,
currencies, financial derivatives, etc. Establish policies and
procedures for investments made. Optimize liquidity in treasury
operations.
Selecting opportunities and the authoritative body for investments in
trading in bonds, currencies, financial derivatives, etc.
Creating and providing investment regulations for the organization.
Establish policies and procedures for investments to optimize liquidity
in treasury operations. Create a written copy of it.
Making processes for investing. Create steps for investments in
bonds, currencies, and financial derivatives in order to optimize
company's liquidity, invest excess cash, and reduce its financial risks.
Checking treasury processes in order to optimize company's liquidity,
invest excess cash, and reduce its financial risks.
Auditing the treasury function.
Reassessing all treasury procedures based on audit findings.
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Creating and managing the internal control systems for investments
in bonds, currencies, and financial derivatives to verify procedures.
Describing the need of system security requirements for controlling
access, reliability of information, accountability, and availability of
information in the organization.
Taking care of all cash-related activities in the business. Manage and
reconcile cash positions. Manage cash equivalents. Process and
oversee electronic fund transfers. Develop cash flow forecasts.
Manage cash flows. Produce cash management accounting
transactions and reports. Manage and oversee banking relationships.
Analyze, negotiate, resolve, and confirm bank fees.
Correcting cash differences in the books of accounts. Make optimum
utilization of funds available in the business. Check for differences to
rectify.
Taking care of all cash-related activities in the business. Utilize shortterm assets that can be easily convertible into cash, such as
marketable securities, commercial paper and short-term government
bonds, and treasury bills.
Supervising all online transactions.
Preparing forecasts for the cash generated or used by the
organization.
Delaying the outflow of funds as long as possible, but encourage the
inflow of as fast as possible.
Presenting reports on all cash-related activities. Collect and manage
short-term investing activities. Prepare reports of all transactions
done.
Maintaining and directing the course of relationships with banking
partners.
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Studying and finalizing bank fees for services provided by banks.
Negotiate and finalize nominal fees that bank charges for various
services, such as requesting a deposit slip or counter check or
certifying papers.
Taking care of the organization's financial position. Manage its loans
or debts from different sources and investments. Leverage the most
profitable options to balance the financial position in the market.
Maintaining smooth relations with financial investment banks that
help availing loans and services.
Managing and maintaining enough liquidity in form of cash and cash
equivalents in the business to meet urgent and timely requirements
Managing the exposure incurred by the issuer for providing credit to
the borrower.
Tracking loans taken and money invested in different options.
Arrange and supervise loans from banks and individuals and
investments in different available and profitable options.
Creating transactions report of loans and investments. Prepare and
maintain records of loans and investment transactions.
Supervising the interest paid or received by the organization. Arrange
and supervise interest rate swap transactions to manage exposure to
fluctuations in interest rates. Or attain a marginally lower rate of
interest than could be gained through a swap.
Performing transactions that limit investment risk with the help of
derivatives, such as options and futures contracts. Manage interest
rates, foreign exchange, and exposure risks. Develop and execute
hedging transactions. Evaluate and refine hedging positions. Produce
hedge accounting transactions and reports. Monitor credit.
Handling risks arising from changes in the interest rate.
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Taking care of exposure risks. Maintain financial investments in
particular investments or a portfolios that could be risky for the
organization.
Revising credit reports periodically for accurateness and changes that
could be suggestive of duplicitous activity.
Administering internal controls. This process requires the organization
to manage entity's board of trustees, management, and other
personnel in order to offer judicious assurance about the
achievement of effectiveness, proficiency of operations, and
reliability of financial reporting.
Forming rules and regulations to ensure the achievement of
effectiveness, proficiency of operations, and reliability of financial
reporting.
Establishing board of directors and auditing committee in order to
assign roles and responsibilities for internal controls.
Outlining and communicating a code of ethics act responsibly.
Defining roles, responsibilities, and accountabilities for effectiveness
and proficiency of operations and reliability of financial reporting.
Outlining the objectives and risks associated with a process.
Delineate process goals. Determine the risks attached to it.
Determine what the process is meant to accomplish, potential issues,
a timeline of potential risks, the scope and potential impact of risks,
etc.
Outlining the risk tolerance levels of individual units, as well as the
organization as a whole. Determine the specific maximum risk to take
in quantitative terms for each relevant risk subcategory, including
strategic, operational, financial, and compliance risks.
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Incorporating planning, management, operations, and monitoring of
internal control mechanism policies and procedures in order to
manage internal controls. Design and implement control activities.
Monitor control effectiveness. Remediate control deficiencies. Create
compliance functions. Operate compliance functions. Implement and
maintain technologies and tools to enable the internal controlsrelated activities.
Defining and executing policies, procedures, techniques, and
mechanisms and actions taken to minimize risk.
Overseeing the activities for internal controls. Observe the
effectiveness of policies, procedures, techniques, and mechanisms
actions taken to minimize risk.
Taking corrective measures for policies, procedures, techniques, and
mechanisms actions taken to minimize risk. (Conduct in accordance
with Monitor control effectiveness [10918] in order to determine and
rectify the control deficiencies.)
Developing a compliance function for internal controls. Monitor
trading activity. Avoid conflicts of interest. Safeguard compliance with
guidelines at brokerage houses. Avoid money laundering and
potential tax evasion.
Administering operational activities of a compliance function.
Implementing and maintaining the compliance technological systems
or equipment that are control-enabled.
Reporting on internal controls compliance to the appropriate
authority, including IT regulations and pertinent data.
Reporting to external auditors. This process requires the organization
to report to external auditors about the regulations for information
technology and any critical data that the organization is holding.
Reporting to regulators, shareholders, debt holders, securities
exchanges, etc. about IT regulations and pertinent data.
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Reporting to suppliers, customers, and partners that are doing
business with the company about IT regulations and pertinent data.
Reporting to internal management (all employees, directors, and
management) about IT regulations and pertinent data.
Relating to the design, construction, acquisition, and management of
both productive and non-productive assets.
Building and purchasing non-productive assets for the organization.
Acquire and construct non-productive assets that are not yielding any
income/profits to the business.
Strategizing a long-term vision for managing properties. Prepare
strategies and a long-term vision for managing purchased/retained
properties.
Creating alignment between the requirement of properties and the
overall business strategy. This process requires the organization to
align the requirement of properties in accordance with its business
strategies of the organization.
Evaluating the impact of the external environment. Evaluate the
circumstances, objects, events, and aspects surrounding an
organization that affects its actions and selections and that
recognizes its opportunities and risks.
Deciding whether to buy or build properties. Study the market forces
about property prices and cost of construction in order to take
decisions based on the market research.
Assessing and choosing the appropriate property. Analyze the
property requirements. Review the available property options.
Finalize the most suitable option.
Creating, building, and renovating property sites. Construct the
property. Make the necessary changes to the current property
according to the requirements.
Recognizing the needs of facility users in order to construct a project
proposal that meets those needs.
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Preparing and analyzing different designs for a facility in order to
finalize which design will be the most suitable option.
Evaluating the feasibility of budgets prepared for the construction of
facilities.
Constructing the buildings. Manage renovations according to
requirements and demands.
Managing the provision of the workspace and its assets. Arrange an
office space with all assets (tables, chairs, computers, admin staff,
etc.) according to requirements.
Attaining the office space with all assets (tables, chairs, computers,
admin staff, etc.) according to requirements.
Modifying the formation of the workspace and its assets. Make
necessary changes in an office space with all assets (tables, chairs,
computers, admin staff, interior designing, etc.) according to
requirements.
Arranging the time and availability of workers for property
maintenance work.
Arranging workers to perform periodic building maintenance
activities.
Arranging workers to perform corrective activities to maintain a
property.
Renovating equipment. Disassemble the item. Identify damaged or
defective parts. Repair or replace them. Reassemble, test, and
perform trial-run.
Managing all operational activities of the facility. Manage how each
function/business unit works. Support the manufacturing facility to
attain organizational goals.
Shifting staff or employees from one place to another place according
to changes in business requirements.
Relocating the tools and raw materials. Shift raw or finished material
and machines of company from one place to another place according
to changes in business requirements.
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Sourcing new physical assets such as machinery, equipment,
production lines, and systems of tools. Integrate new assets into the
processing operation.
Establishing policies for maintaining productive assets. Create rules
and regulations for the timely maintenance of productive assets.
Evaluating assets in order to project future requirements for
maintenance. Evaluate the present working condition of assets.
Determine the future maintenance requirements of assets.
Devising a methodology and procedure for assimilating the works of
planned maintenance into the schedule scheme for the processing of
finished products that utilizes the same machinery.
Acquiring equipment. Install the equipment at a suitable place
according to business requirements.
Creating a strategy for managing asset exits.
Retiring assets that are no longer viable to the business.
Decommission assets that are no longer in working order, are out of
date, or whose maintenance exceeds the cost of replacement.
Performing the sale of assets. Achieve and complete the sale process.
Deliver the end product to the customers.
Abandoning assets. Manage the act of deliberately and permanently
giving up, granting, leaving, or surrendering property or buildings and
allowing others to use the intellectual property without protest.
Ensuring that asset maintenance is conducted in a timely manner
and successfully. Schedule work with the required resources with an
eye on quality control and safety. Verify that contracted maintenance
meets performance targets.
Defining a timetable for which to execute the maintenance of the
asset.
Following set performance targets, monitor and gage the success of
the organization in meeting those targets.
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Definition
Ensuring that an organization effectively manages its risk. Process
groups are aligned with traditional risk management activities.
Creating requisite frameworks and coordinating all risk management
activities for the entire organization and each function. Manage the
enterprise risk by outlining the risk policies and procedures. Monitor
and communicate all risk management activities. Encourage
correspondence among the business units. Manage the risk of all
business units and functions.
Creating an agenda for the rules and regulations of enterprise risk
that deal with hazardous, financial, operational, and strategic risks.
Recognizing the organization's tolerance for risk, given risk-return
trade-offs for one or more anticipated and predictable consequences.
Establishing and maintaining the policies and procedures for
managing risk. Create rules and regulations for enterprise risk
dealing with hazardous, financial, operational, and strategic risks.
Recognizing and implementing tools for managing risk. Identify and
apply enterprise risk management tools. Leverage methods and
processes to manage risks and opportunities associated with
business objectives.
Communicating the knowledge about risk within the organization.
Identify operational risks. Share risk information within the
organization.
Preparing and presenting reports about enterprise risk to the
management of the organization. Create reports for management on
hazard risks (e.g., property damage and liability torts), financial risks
(e.g., currency and liquidity risks), and operational risks (e.g., product
failure, customer satisfaction, social trends, and competition).
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Coordinating to plan, organize, lead, and control the activities of an
organization in order to minimize the special effects of risk on capital
and earnings.
Determining risks that could thwart objectives. Document and
communicate the concern.
Identifying options/actions to enhance opportunities and reduce
threats. Recognize the root reasons of the identified risks.
Developing activities to improve opportunities and lessen threats.
Specify the organization's objectives. Evolve strategies and policies
to attain these objectives. Assign resources to project objectives.
Checking that the blueprint created for managing risk in individual
business units and divisions is correctly effectuated. Validate the
implementation of all activities geared to mitigate risks.
Ensuring risk monitoring and mitigation activities. Monitor actions to
enhance opportunities and reduce threats to project objectives.
Creating a report of activities to address hazard risks, liability torts,
financial risks, operational risks, social trends, competition, etc.
Coordinating risk management activities to improve opportunities
and lessen threats. Specify the organization's objectives. Assign
resources to project objectives.
Checking each business unit's/function's options and activities to
improve opportunities and lessen threats.
Checking the reporting process of each business unit's/function's
options and activities to improve opportunities and lessen threats.
Analyzing the threats a business unit/function faces to prioritize the
controls it implements..
Developing a timely and continuous process to identify activities that
might hinder a project's goals.
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Definition
Determining the possibility that a specified undesirable event will
occur using established tools, implements, and frameworks. Use risk
assessments to determine, for example, whether to undertake a
particular venture, what rate of return a particular investment
requires, and how to mitigate an activity's potential losses.
Developing possibilities and arrangements to improve opportunities
and reduce deviations to project objectives.
Executing mitigation plans to improve opportunities and reduce
deviations to project objectives.
Identifying, examining, and recognizing/justifying any improbability in
investment decision making.
Examining the impact of risk activities in order to update the existing
scheme of risk management. Analyze and substantiate the potential
for adverse consequences to occur. Consider the risks associated with
the activity and the methods available to manage those risks.
Creating reports on risk activities, and communicating them to
management. Prepare reports on the potential for adverse safety
consequences.
Obeying laws, guidelines, strategies, and stipulations related to the
business.
Developing procedures and methodologies to comply with relevant
laws and regulations of an organization's obedience to laws,
guidelines, strategies and stipulations related to business.
Determining the regulatory requirements that are most appropriate
for the organization. Identify goals in order to follow the appropriate
rules and regulations, guidelines, and strategies.
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Definition
Analyzing and overseeing the regulatory environment in order to spot
any changing or emerging regulations. This process element calls
upon the organization to monitor the regulatory environment for any
new statutes, policies, and enactments issued by the respective
government authorities or those which have been updated.
Evaluating current regulatory policies and regulations. Assess their
performance. Make necessary changes.
Assessing the current policies and policies. Implement missing and
necessary changes environmental changes, political changes,
technological changes, etc.
Monitoring, appraising, and evaluating the compliance position of the
organization in order to fine-tune for effective remediation. Track
efforts for handling regulatory and compliance requirements
necessitated by law. Test the robustness of internal frameworks,
procedures, and approaches for dealing with these requirements, in
order to clearly identify any necessary changes.
Developing and preserving relationships with the regulators, without
compromising the legal basis of the relationship.
Determining the impacts of environmental health and safety. Create
and implement the EHS program. Train and educate employees of the
EHS function. Oversee and manage the EHS program.
Determining the impact of EHS offering--and the procedures it
employs to process them--on the environment at large, as well as the
health and safety of employees. Evaluate the environmental impact
of the organization's products, services, and operations. Conduct
health, safety, and environmental audits.
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Definition
Evaluating the impact of offerings and the auxiliary operations
required to process them on the immediate ecosystem and the
environment at large. Study the lifecycle of the products/services
offered by the organization. Estimate any affect on the environment
through metrics such as a calculation of carbon footprint.
Conducting an inspection to verify that the organization adequately
complies with the environmental, health, and safety standards. Audit
procedures and records regarding responsibility for the environment,
health, and safety.
Identify the requirements for regulation and shareholders. Assess
future risks and opportunities. Develop a policy for the EHS program.
Record and manage EHS program events.
Determining any protocols or standards to comply with, set by
regulatory agencies or the organization's stakeholders. Closely
examine all standards and matters of compliance relating to the
environment, health, and safety.
Evaluating any risks and opportunities that might affect the
environmental, health, and safety of products/services. Leverage
techniques such as cost-benefit analysis, trend extrapolation,
systems analysis, social surveys, historical surveys, historical
analogy, Delphi, conferences, workshops, briefings, hearings,
advisory committees, moot courts, artistic judgment, on-site field
investigation, scaling techniques, and scenario creation.
Creating a plan for managing the environmental, health, and safety
impact of products/services. Establish minimum requirements for the
organization regarding the environment at large and the health and
safety of employees. Develop policies, written procedures, and
supporting tools to dictate how the organization will meet policy
requirements.
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Definition
Recording and managing all events and activities associated with
complying with environmental, health and safety standards. Create
event calendars. Assign funds. Educate employees. Conduct events.
Conducting programs such as on-the-job training sessions, group
training workshops, and online training.
Reporting any issues or problems with EHS to the stakeholders. This
includes management, creditors, directors, employees, government
agencies, shareholders, suppliers, and unions. Provide support to
them.
Managing the costs and benefits of EHS. Measure and report the
performance of EHS. Implement plans for emergency response and
pollution prevention. Provide EHS support.
Administering the costs and benefits of EHS management program.
Evaluate program costs to ensure that the benefits of the program
always outweigh its costs.
Using performance techniques and indicators. Utilize number of
audits or inspections performed, safety committee meetings, the
number and types of findings and observations, timely preventive
maintenance tasks performed, etc.
Implementing a program for organizing, coordinating, and directing
available resources to respond to the event. Conduct a risk
assessment to identify potential emergency scenarios in order to
create a program that ensures that resources are on hand--or quickly
available--in case of emergencies.
Supporting employees in light of the organization's environmental,
health, and safety policies and standards. Provide medical insurance,
maternity leave, environmental education, training over safety, etc.
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Definition
Administering the efforts and activities for remediation. This process
element requires the organization to create plans for corrective action
in collaboration with government agencies and pertinent professional
services agencies which specialize in remediation efforts relevant to
the organization's operations. Additionally, the organization needs to
consult experts to validate the plan, determine resources allocation,
resolve any legal concerns, and formulate a company-wide policy for
remediation.
Creating plans for remediation efforts. Make a plan to address a case
of environmental adulteration. Identify and treat the adulteration so
that the area will become operational again.
Discussing and soliciting advice from experts for in order to
incorporate their suggestion (regarding Create remediation plans
[11201]).
Identifying and dedicating the resources for managing remediation
efforts. Discern the resources needed for remediation efforts.
Dispense with resources in a sound and well-reasoned manner.
Examining regulatory and legislative frameworks. Obligate the
organization to remediate any damages through compensations,
fines, and any other remedial efforts necessitated to correct the
situations. Analyze local environmental laws, binding international
covenants, etc. in order to examine legal accuracy about the rules
and procedures.
Studying the causes of damage, which could be environmental,
physical, social, etc. at country level in order to institute better
policies and regulations.
Crafting a new framework of policies and procedures for deploying
remediation efforts, or change existing policies and procedures.
Adapt the policy structure to the context of the apposite national and
international regulatory frameworks.
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Definition
Fostering external relationships with stakeholders of the entity,
including investors, government and industry, the board of directors,
and the general public. This is not related to customer management.
Creating a strategic management responsibility for integrating
finance, communication, marketing, and securities law compliance.
Allow the most effective two-way communication among the
organization, the financial community, and other constituencies.
Enlist the investor relations function to provide market intelligence to
corporate management.
Building and managing relations with bankers or lenders through
strong products/services strategies that bankers would want to invest
in. Foster a receptive environment for low rates of interest, easy
access to loans, etc.
Creating and maintaining long-term relations with analysts. Involve
analysts in strategy and product decisions in order to elicit valuable
information.
Practicing regular, transparent communication with shareholders
through annual shareholders' meetings, quarterly earnings calls,
shareholders letters, one-on-one emails or calls, etc.
Creating and maintaining relationships with government and industry
representatives.
Persuading public and government policy at the local, regional,
national, and global level (subject to government regulations).
Managing relations with quasi-governmental organizations,
corporations, businesses, or any other agency that is treated by
national laws and principles to be under the supervision of the
government but also distinct and self-directed from the government.
Managing relations with organizations established and financed by
businesses that operate in a specific industry. Participate in public
relations actions such as lobbying and publishing, advertising,
education, and political donations.
Copyright 2016 APQC
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Definition
Managing lobbying activities to affect government policies.
Maintaining relations with representatives of the stockholders.
Establish corporate management-related policies and to make
decisions on major company issues. Implement practices designed to
engender communication, trust, and cooperation.
Reporting financial results to management, and releasing results to
the public. Report financial statements, including the income
statement, balance sheet, and statement of cash flows.
Reporting audit findings to management. Practice an internal audit
with criteria for confirming a problem, a description of the situation,
and the root cause of the problem. Make recommendations that
resolve the issue.
Managing legal practices to abide by the law, as well as ethical
practices.
Creating a code of ethics that communicate the organization's
philosophy to employees, vendors, customers, clients, and the public.
Administering the system of rules, practices, and processes through
which a company is directed and controlled. Balance stakeholder
interests including shareholders, management, customers, suppliers,
financiers, government, and the community. Outline a strategy for
achieving organizational goals, from action plans and internal
controls to performance measurement and corporate disclosure.
Creating and applying programs and activities. Encourage the
adherence preventive laws, such as environmental law, sex
discrimination, computer law, estate planning, corporate compliance,
business planning, and property transactions.
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Definition
Ensuring the organization's compliance position. Validate compliance
with different statutes, regulatory directions, and legal principles
(using Establish compliance framework and policies [17468]).
Coordinate with compliance and risk management personnel.
Employing an internal system or process to identify and reduce the
risk of breaching the Competition and Consumer Act 2010. Remedy
any breach. Create a culture of compliance. Design compliance
programs.
Implementing the established compliance program in order to meet
the government laws and regulations. Create a compliance team that
scrutinizes the rules set out by government bodies such as the
Securities and Exchange Commission.
Managing professionals, sought externally for assistance over legal
and ethical concerns. Administer and oversee assistance from subject
matter experts and professionals for sourcing expert opinion and
counseling over legal and ethical matters.
Examining the problems and deciding the action requirements for
engaging outside counsel. This process element calls upon the
organization to internally analyze the issues for which assistance
from external counsel is needed. Additionally, the organization needs
to break-down the issue, identifying the tasks and exercises where
outside counsel can help.
Recruiting the assistance of outside counsel for any legal and/or
ethical concerns. Engage and/or retain any external counsel sought
from subject matter experts and professionals.
Making a financial plan. This strategy sets out, using figures, an
organization's expected future results. Enlist the finance function to
support work generated by other business functions in order to build
and secure their support for the budget.
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Definition
Receiving deliverables from outside counsel, and monitoring the
efforts committed by them. Track the progress of, collect, and
validate the required work product from the subject matter experts
and professionals engaged as external counsel. Verify the amount of
effort dedicated by these counsels to the issue at hand, in order to
confirm their fees.
Making payments to legal advisers for their services. Payments
include addressing issues or suits by customers, suppliers,
competitors, bankers, government agencies, etc.
Keeping track of the legal activities and performance of the
organization.
Safeguarding the intellectual property of the organization. This
process requires the organization to protect a wide variety of
intellectual property created by it. It involves creating and managing
non-disclosure agreements (NDAs), following up on current
developments in the areas where the organization holds patents,
tracking the use of the organization's copyrighted material, creating
and upholding licensing terms, and administering policies for
safeguarding intellectual property.
Managing the patents and copyrights already held or sought by the
organization. Administer and oversee applying for, securing, and
maintaining intellectual property rights in the form of patents and
copyrights. Submit applications for such rights. Handle associated
legal issues. Draft and communicate proper attributions. Collect
royalties. Monitor any misuse of the intellectual property rights.
Managing the upkeep of intellectual property rights by creating and
managing a framework of rules, policies, procedures, and restrictions.
Outline a clear policy for any possible scenario of their use by any
external agent.
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Definition
Administering and overseeing the terms and policies associated with
licensing the organization's intellectual property. Create and manage
the policies and terms governing the possible granting of a license to
any external agent. Demarcate a clear framework that governs the
licensing of any patents or copyrights held by the organization.
Managing options regarding licensing agreements. Follow favorable
terms and conditions.
Resolving disputes or civil lawsuits internally or externally.
Providing legal advice concerning the substance or procedure of a law
in relation to a particular situation.
Negotiating terms to reach a final draft of a contract that is
acceptable to all parties.
Managing a public relations programs through business and
communications skills.
Developing and administering community relations. Establish
business connections with the people constituting the environment
the organization operates in and draws resources from in order to
foster mutual understanding, trust, and support. Create programs
that promote the organization's image in a positive and communityoriented way.
Developing and managing relations with media. Develop connections
with journalists to solicit critical, third-party endorsements for a
product, issue, service, or organization.
Promoting political security and stability in the regions where the
organization conducts business. Encourage political stability in the
regions where the organization operates. Support civic programs,
citizen engagement, connection platforms, etc.
Developing press releases to communicate developments and
generate interest in the organization.
Issuing press releases to carefully selected media in distribution
channels such as the web, newspapers, and social media.
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Definition
Performing activities by an organization that are fundamental to the
successful operation of the organization, even across functions in a
business. Capabilities defined in the PCF include business process
management; portfolio, program, and project management; quality
management; change management; benchmarking; environmental
health and safety management; and knowledge management.
Establishing and administering governance for management of the
processes. Outline and manage the frameworks for management of
the processes. Define the business processes. Administer the
performance of the processes. Enhance the business processes.
Defining and managing the organization's approach to governing
business process management. Establish and manage tools to
support the governance process. Assign ownership for all business
processes. Perform activities to administer the governing process.
Outlining and managing the methodology for administering business
process management (BPM). Define the method for setting standards
and priorities for BPM efforts. Identify BPM governance leaders.
Define BPM project participants' roles.
Instituting, organizing, and maintaining the upkeep of the techniques
used for business process management (BPM). Create and maintain
templates of BPM tools that can be readily implemented, including
process engine, business analytics, content management, and
collaboration tools.
Implementing and executing activities for governing business
processes. Execute activities that encourage participation,
accountability, transparency, responsiveness, equity and
inclusiveness, etc. within the business processes.
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Definition
Determining and organizing the structural composition of business
processes. Design, establish, and administer the framework. Identify
any cross-functional processes that are mandatory for achieving
business excellence.
Defining and managing the framework that outlines the required
business processes of the organization, key elements, and how they
should interact. Institute strategy infrastructure and product,
operations, and enterprise management.
Recognizing the different functional areas working on the same
project or goal.
Outlining and establishing the business processes of the organization.
Scope, analyze, map, and publish processes for the employees who
may require it.
Defining the extent and limits of business processes. Define the
range and diversity of all the set of activities and tasks that, once
completed, will accomplish an organizational goal.
Assessing and examining the set of activities and tasks that, once
completed, will accomplish an organizational goal. Create a business
process model that captures how a business process works and how
individuals from different groups work together to achieve a business
goal.
Defining what a business entity does, who is responsible, to what
standard a business process should be completed, and how the
success of a business process can be determined. Identify processes,
gather information gathering, interview participants, map processes,
and perform analysis.
Disclosing the information available on business processes. Ensure
the availability of the information regarding the business processes to
all process team members, business stakeholders, and process
owners. Use BPM software, as well as business process diagrams and
documents that help depict the required information.
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Definition
Evaluating and handling the performance of business processes.
Provide training to process owners. Support the execution of business
processes. Measure and report the performance of the business
processes.
Providing training for the employees and process owners that
administer the business processes. Design internal training programs
or source third party agencies to provide the skills and training
necessary.
Assisting and executing the business processes. Use business process
execution language (BEPL), which is a standard, executable language
for specifying actions within the business processes with the use of
web services.
Defining and using performance indicators to consider the financial
perspective, customer perspective, internal process perspective, and
learning perspective of the organization.
Identifying and choosing improvement opportunities. Create and
manage improvement projects. Perform the improvement activities
continuously and routinely.
Helping a process owner to identify, analyze, and improve existing
business processes within an organization to meet new goals and
objectives.
Developing and implementing a systematic approach to help the
organization optimize its underlying processes in order to achieve
more efficient results. Systematically gather information to clarify
issues or problems. Intervene for improvements. Restructure training
programs as appropriate to increase effectiveness.
Persistently implementing activities for improving business
processes.
Managing investments, holdings, products, businesses, and brands,
along with the related projects that together constitute a program.
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Definition
Managing the business portfolio of the organization, including
investments, holdings, products, businesses, and brands. Establish a
portfolio strategy. Define portfolio governance. Monitor and control
the portfolio.
Instituting the strategy for managing business portfolio. Create a
systematic plan that defines the strategy for managing investments,
holdings, products, businesses, and brands.
Outlining the administration of business portfolio of the organization.
Create and manage the rules and regulations regarding the business
processes in order to identify, select, prioritize, and monitor portfolio
components. Include a set of metrics to indicate the health and
progress of the portfolio in the most vital area.
Overseeing and administering the business portfolio of the
organization. Monitor all activities related to investments, holdings,
products, businesses, and brands by effectively monitoring and
supervising these activities.
Establishing, implementing, and managing business programs.
Successfully handle related projects that together constitute a
program. Establish the program structure and approach. Coordinate
with stakeholders and partners. Execute the program. Assess and
report the performance of the program. Coordinate and prioritize
resources across projects. Manage links between the projects and the
overall costs and risks of the program.
Constructing and instituting the framework and approach to manage
business programs. Monitor key factors such as governance,
alignment with the overall business vision, assurance, and
management.
Managing relationships with stakeholders and partners of the
business programs.
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Definition
Administering and implementing business programs. Implement and
execute programs with the intention of improving an organization's
performance. Execute all the individual projects of the program to
ensure the desired success.
Evaluating and documenting the performance of business programs.
Evaluate the performance of the programs. Create reports on the
basis of the analysis. Use performance indicators and metrics such as
desired/achieved goals, completion dates, issues and defects, and
cost effectiveness.
Establishing the scope of the projects. Create plans for implementing
the projects. Initiate projects. Review and report project performance
to management. Close projects.
Establishing the horizons of business projects. Identify the objectives
of the program, along with the resource requirements. Assess the
readiness for the project management approach. Identify
methodologies for project management. Obtain funding. Develop
performance measures and indicators.
Recognizing and defining what the project is ultimately supposed to
do. Specify the capabilities, features, or attributes of the project's
deliverables, as well as any kind of formal documentation.
Identifying the prerequisites of business projects. Identify the people
with appropriate and applicable skills and competencies. Locate
resources such as capital, facilities, equipment, material, and
information required to accomplish the objectives of a specific
project.
Evaluating the culture and readiness of the organizational
environment is order to implement the project management
approach.
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Definition
Identifying and implementing the techniques and procedures for
managing business projects. Identify the most appropriate models,
which are to be employed by the project managers for the purpose of
designing, planning, implementing, and achieving project objectives.
Examine and assess various project management methodologies
such as adaptive project framework, agile development, crystal
methods, and feature-driven development.
Creating a document that includes the current situation, proposed
solution, financial analysis, conclusion, etc. Convince a decision
maker and investors to approve the project. Obtain funding.
Developing procedures and indictors to assess performance of
business projects. Design and develop metrics and indicators--such
as cost, schedule, resources, risk, and quality--that exhibit the
performance of the business projects.
Defining the resources and their roles. Identify IT requirements.
Create plans for effective training and communication. Design reward
approaches. Plan the launch of project. Deploy the project.
Outlining the resources and their roles in the business projects.
Determining the IT requirements for specific business projects.
Identify the requirements of computers and telecommunications
equipment to store, retrieve, transmit, and manipulate data related
to the project. Consider factors such as functional requirements,
design requirements, project phases, and project schedule.
Designing a plan for equipping the project team with the necessary
skills and abilities to fulfill their roles and responsibilities in the
project effectively and efficiently. Offer formal training, mentoring, or
coaching. Initiate informal conversations. Communicate messages
during the project.
Creating a plan for recognizing and rewarding extraordinary
performances within the business projects. Use incentives, bonuses,
and certificates for recognition and rewarding purposes.
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266 of 687
Definition
Creating a plan specifying when to initiate the project, and
introducing it to the target audience. Clearly define the project team,
objectives, timelines, and milestone.
Putting the project into position by effectively bringing it into action.
Implementing the business projects of the organization. Evaluate the
impact of project management. Record and report the status of the
project. Manage the project scope. Promote and sustain activities and
involvement. Realign and revamp the project management strategy
and approach.
Assessing the impact of business project management on the
measures and outcomes of the projects. Gauge non-financial
measures, frequency of measurement, action plan, etc.
Recording and documenting the current status and position of the
project. Record and report items such as completed tasks, incomplete
tasks, planned tasks, and problems faced.
Determining and documenting a list of specific project goals,
deliverables, tasks, costs, and deadlines. Use the scope statement to
explain the boundaries of the project. Assign responsibilities for team
members. Set up procedures for verifying and approving the
completed tasks.
Encouraging and sustaining the activities and involvement while
executing projects. Promote the execution activities of the projects.
Encourage employee involvement in project implementation.
Reorganizing and stimulating the approach and strategy for
managing business projects. Make improvements based on the
project scope and on findings from Evaluate the impact of project
management (strategy and projects) on measures and outcomes
[11131].
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Definition
Measuring the performance of a business project against key
performance indicators including the project scope, schedule, quality,
cost, and risk criteria. Identify any deviations from the plan. Assess
the impact of these deviations on the project, as well as on the
overall program. Report results to key stakeholders.
Settling each contract. Close each contract applicable to the project
or project phase. Finalize all activities across all of the process groups
in order to formally close the project or a project phase.
Planning, designing, and implementing the change. Ensure
improvement in the change process.
Crafting a plan for implementing change to the organization's
multiple frameworks, systems, and functional areas. Chart a
schematic plan that gives the organization a foundation to shape its
change efforts.
Assessing and choosing methodologies to identify, analyze, and
improve existing processes within an organization to meet new goals
and objective. Assess the various methodologies available such as
process mapping, statistical process control, and simulation. Choose
the most appropriate and effective methodology.
Determining the level of preparedness of the conditions, attitudes,
and resources at all levels in the organization needed for change to
happen successfully. Define scope of the proposed change. Select the
tools for a change readiness assessment.
Identifying and communicating with shareholders affected by the
change. Consider internal and external stakeholders that will be
affected by the change. Determine the amount of influence the
change will have on them. Ensure the involvement of these
stakeholders in the change process by effectively communicating
with them.
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Definition
Identifying people exhibit an extraordinary interest in the adoption,
implementation, and success of the change. Engage champions in
each division or team. Define the roles and responsibilities for the
change champions. Determine criteria for selecting change
champions. Provide training sessions to champions. Reward and
recognize champions.
Preparing a design team for implementing change throughout the
organization.
Defining the extent of the area or subject matter that the change
process deals with or to which it is relevant. Establish a set of tools,
processes, skills, and principles for managing the people side of
change to achieve the required outcomes of the change process.
Using graphical and statistical tools such as pareto diagrams, process
flow diagrams, cause-and-effect diagrams, check sheets, histograms,
run charts, and scatter diagrams.
Determining the state or position that the organization wants to be in
after the implementation of the change. Gather necessary
information about the processes, structures, and cultures. Define
resource requirements.
Looking beyond the immediate consequences of the threat to a
critical asset and placing it in the context of what is important to the
organization. Identify the impact of threats to critical assets. Create
risk evaluation criteria. Evaluate the impact of threats to critical
assets. Incorporate probability into the risk analysis.
Evaluating the culture within the organization. Adopt a quantitative,
multidimensional measurement approach of an organization's culture
and the aspirations for it. Diagnose cultural activities, enhance
leadership sections. Integrate cultures.
Identifying and assigning the people accountable for effective change
management. Hold managers accountable for ensuring change
happens systematically and rigorously. Ensure that certain behaviors
are rewarded or reprimanded accordingly.
Copyright 2016 APQC
269 of 687
Definition
Recognizing the circumstances or obstacles that keep the
organization from progressing. Identify who and what are the
resources resisting change. Identify integration failures, threats by
competitive forces, and complexity failures.
Identifying the person(s) or thing(s)responsible for making the
change possible. Consider factors such as interdependence of efforts,
reward to the integrators, sharing of power and responsibility, and
employee understanding of why change is essential.
Recognizing the resource requirements, and developing measures for
change. Identify the financial, material, human, and informational
resources needed to successfully implement the change. Develop
programs, campaigns, etc. for establishing the change within the
organization.
Developing plans for change management, training, communication,
and rewards/incentives. Establish metrics for measuring the change
adoption. Clarify new roles for employees. Identify budgets.
Correlating the change initiative with the other initiatives. Create an
alignment between the goals and objectives of the change process
and that of the other initiatives.
Creating a detailed structure summary for the purposes of managing
the change. Demonstrate the reasons for the change. Define the type
and scope of change. Form a change management team. Create a
communication plan.
Creating a detailed summary of all the actions relevant to teaching a
person a particular skill or type of behavior. Determine who will
deliver the training. Determine when and where the apprentice or
trainee needs to go to receive the structured component of the
training.
Developing a plan for imparting or exchanging information relevant
the to change. Define goals, objectives, and audience. Gather tools
for all communications.
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270 of 687
Definition
Creating and designing the plan for rewarding the employees
exhibiting the desired behavior. Specify rewards in recognition of
service, effort, or achievement regarding the change, including
bonuses, compensation, stock options, profit sharing, vacations, and
flexible time.
Establishing a system or standard of measurement for measuring the
adoption of the change. Consider activities such as the number of
people who have adopted the change, how quickly have they
adopted, number of unique adopters, and adopters by
teams/divisions.
Establishing and explaining the new roles to employees. Assign roles
and responsibilities to resources.
Creating a plan of financial outlay for the newly defined roles.
Determine the amount of capital the organization is willing to invest
in effectuating these new roles, how would the roles be financed, and
what would comprise the ROI from these flows. Coordinate personnel
responsible for change management and the finance division.
Effectuating the change within the desired impact areas of the
organization. Ensure adequate commitment from all corners of the
organization for the desired change. Create support structures.
Refashion all processes deemed necessary. Observe the progress.
Kindling an organization wide commitment for effectuating the
change. Effectively communicate the advantages of the desired
change. Personalize the pitch for change.
Restructuring, redesigning, repurposing, and/or retrofitting existing
business processes, activities, and frameworks in order to effectuate
the desired change. Review pertinent processes from the ground up
by starting with the desired result. (Build on Select a process
improvement methodology [11138] to create business processes that
perfectly fit with the road map for change.)
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Definition
Supporting the transition of personnel to new roles and the dismissal
of any existing employees, necessitated for the desired change.
Create an on-boarding process for seamlessly transitioning personnel
to new roles. Offer orientation and training. Address any concerns.
Create a structured procedure for the discharge of incumbents from
their positions.
Monitoring activities in the change process in order to assess the
performance of individual agents and the process as a whole.
Oversee the implementation of activities needed for effectuating the
change. Track the pace, impact, enthusiasm, reaction, and feedback
over the change process.
Sustaining the impact of the change process in order to enact
continual process improvement. Monitor the performance of reengineered business processes. Identify best practices and potential
issues. Effectuate remedial steps.
Monitoring the performance of improved business processes. Track
the key performance indicators of the upgraded processes in order to
gauge its contribution to the desired change. Expedite through the
use of business process management software.
Documenting and standardizing insights gleaned and the knowledge
acquired from studying the change process already implemented.
Create case studies/best practices guides from the process of
implementing change. Include experienced personnel.
Implement corrective action to adjust the re-engineered processes for
maximizing the desired impact. Adjust business processes and
systems to implement the desired change.
Creating and administering the capability of the organization's
knowledge management function. Develop a strategy for knowledge
management. Assess capabilities of the knowledge management
function.
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Definition
Creating a plan for managing the organization's knowledge base.
Determine what kind of specialized knowledge the organization
possesses, which elements of this collective knowledge can prove
beneficial, how to capture and maintain this knowledge, how to grant
access to this library of information, and how the organization should
proceed.
Developing a structure for the governance of the organization's
collective knowledge. Gather, maintain, and make accessible the
collective knowledge base. Develop a standard procedure for the
conservation and perpetuation of the organization's knowledge.
Create policies for the usage and maintenance of this knowledge.
Establish specialized roles.
Constituting a centralized group of employees who collectively take
ownership of the organization's knowledge management efforts.
Create full-time positions to support knowledge management efforts.
Empower the core group to operationalize the KM strategy. Involve
personnel from a wide array of functions.
Clearly determining the roles and responsibilities of all personnel
involved in the management of the organization's corpus of
knowledge. Flesh out the roles and responsibilities of the KM core
group, as well as the operational staff involved in the upkeep of the
knowledge management program.
Analyze the organization's current approach to funding. Learn from
the funding approaches of peer organizations. Evaluate the revenue
potential and costs of those short-list funding models. Select funding
models to implement.
Identifying any links that exist between the strategy for knowledge
management and any other functional areas. Determine any
correlations that exist between the strategic road map for the
knowledge management and any other functional areas. Study each
function's/unit's attributes.
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Definition
Creating core knowledge management procedures and
methodologies. Initiate developing a strategy, planning, execution,
and improvement.
Determining the IT needs for developing the knowledge management
strategy, and collaborating with the IT function to implement the
strategy. Assess requirements for technologies such as computer
hardware, software, electronics, semiconductors, internet, and
telecommunications equipment in order to effectively build and
implement the strategy for knowledge management.
Creating plans for KM training plans and conveying the knowledge
management strategy within the organization. Create training
programs, sessions, and activities in order to familiarize employees
and management with the concept of knowledge management.
Creating approaches for effectively administering the changes in
knowledge management. Design an approach that transforms
individuals, teams, and the organization to a desired future state
represented by the change.
Establishing measures and indicators for evaluating the performance
of the knowledge management function. Define key performance
indicators such as the amount of knowledge assets created and
number of knowledge projects undertaken.
Assessing the maturity of the existing initiatives in knowledge
management, and evaluating existing KM approaches. Identify the
gaps and needs in order to enhance the existing KM approaches.
Develop and implement new KM approaches.
Evaluating if initiatives are effective or should be discarded. Design a
framework for assessing maturity, typically from Level 1 (undefined),
Level 2 (repeatable), Level 3 (defined), and Level 4 (managed)
through Level 5 (optimized).
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Definition
Evaluating existing procedures, policies, and guidelines for
knowledge management. Study and examine the organization's
approach against industry best practices by benchmarking,
competitive analysis, etc.
Assessing the KM approach evaluations in order to identify any gaps
or needs. Compare the performance of the KM approach against the
desired or expected performance, as well as against the standard
knowledge management industry approach.
Leveraging KM evaluations and identified gap to enhance existing
approaches.
Designing new policies, procedures, and guidelines to support
knowledge management.
Implementing new policies, procedures, and guidelines to support
knowledge management.
Creating and administering a strategy to manage organizational
performance. Benchmark the performance of the internal processes,
as well as the organization as a whole.
Creating and implementing a strategy for administering
organizational performance. This process element calls upon the
organization to create and administer a strategy for measuring,
tracking, streamlining, and improving internal performance. It
encompasses creating a blueprint for the tactical measurement of
internal processes and work force improvement, in alignment with
Employee Metrics Developed and Managed [10526].
Developing a model for organization's management systems.
Develop a high-level measurement system to track performance
across the enterprise or in specific functions or business units.
Determine which processes to measure, which measures to use, how
often to measure, and measurement targets. Review strategic
decisions about how to best measure an organization.
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Definition
Evaluating the productivity of the organization's processes. Adapt
evaluation to the activities and business components being
measured. (Unlike process Measure staff efficiency [11078], process
Measures outcomes [11076] [e.g., how much of X is produced within
X time period].) Measure a manufacturing process, for example,
according to number of units produced per FTE or number of high
quality units produced.
Measuring the cost effectiveness of the organization's processes.
Track the return on investing in marketing campaigns, new
equipment, and process redefinition. Measure the cost per employee
or cost per cycle for a given process, function, or business unit.
Evaluating the efficiency of employees. Measure activities performed
to determine where automation could increase efficiency. Identify
differences between the efficiency of employee groups. Evaluate the
quality of work.
Measuring how long it takes to perform certain processes or cycles of
action. Select measures of customer response time, invoicing, order
to cash, etc. (Actions taken based on the measurement typically exist
as activities within process group Manage change [11074] 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 Invoice the
customer [10742].)
Comparing organizational performance internally or externally with
other organizations.
Measuring, researching, and recording the performance of people,
processes, mechanisms, or other areas of the business that the
organization wants to benchmark or track.
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Definition
Improving an organization's ability to compare its performance
internally or externally, and maintaining benchmarking relationships
with other organizations. Train staff in benchmarking. Develop
technological solutions or other materials to aid benchmarking
efforts. Consult with external entities to gain knowledge or tools to
help benchmark.
Benchmarking internal processes and against external competitors.
Examining performance against benchmarked organizations or
entities. Determine how much performance needs to change to meet
expectations. Reach strategic goals.
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Process
Element Hierarchy
ID
ID
Process element
10002 1.0
Develop District Vision and Strategy
Metric Category
Process Efficiency
Metric ID
101337
Process Efficiency
101339
10002
1.0
10006
5.0
10006
5.0
10006
5.0
10006
5.0
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Process
Element Hierarchy
ID
ID
Process element
Metric Category Metric ID
10006 5.0
Manage Student and Stakeholder Relationship and Cost Effectiveness 103216
Engagement
10006
5.0
10006
5.0
10006
5.0
10006
5.0
10006
5.0
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Process
Element Hierarchy
ID
ID
Process element
Metric Category Metric ID
10006 5.0
Manage Student and Stakeholder Relationship and Cost Effectiveness 104547
Engagement
10006
5.0
10006
5.0
10006
5.0
10006
5.0
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Process
Element Hierarchy
ID
ID
Process element
Metric Category Metric ID
10006 5.0
Manage Student and Stakeholder Relationship and Cost Effectiveness 104766
Engagement
10006
5.0
10006
5.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
101144
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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
10007
6.0
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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
10007
6.0
10007
6.0
Process Efficiency
105354
10007
6.0
Process Efficiency
105355
10007
6.0
Process Efficiency
101031
10007
6.0
Process Efficiency
101272
10007
6.0
Staff Productivity
105390
10007
10007
10007
6.0
6.0
6.0
Staff Productivity
Staff Productivity
Staff Productivity
105391
105392
105393
10007
10007
10007
10007
10007
6.0
6.0
6.0
6.0
6.0
Develop
Develop
Develop
Develop
Develop
Staff
Staff
Staff
Staff
Staff
105394
105395
105396
105397
105359
and
and
and
and
and
Manage
Manage
Manage
Manage
Manage
Human
Human
Human
Human
Human
Capital
Capital
Capital
Capital
Capital
Productivity
Productivity
Productivity
Productivity
Productivity
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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
Metric Category
Staff Productivity
Metric ID
105360
10007
6.0
Staff Productivity
105361
10007
6.0
Staff Productivity
105362
10007
6.0
Staff Productivity
105363
10007
6.0
Staff Productivity
105364
10007
6.0
Staff Productivity
105365
10007
6.0
Staff Productivity
105366
10007
6.0
Staff Productivity
105367
10007
6.0
Staff Productivity
105368
10007
6.0
Staff Productivity
105369
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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
Metric Category
Staff Productivity
Metric ID
105370
10007
6.0
Staff Productivity
105371
10007
6.0
Staff Productivity
105372
10007
6.0
Staff Productivity
105373
10007
6.0
Staff Productivity
105374
10007
6.0
Staff Productivity
105375
10007
6.0
Staff Productivity
105376
10007
6.0
Staff Productivity
105377
10007
6.0
Staff Productivity
105378
10007
6.0
Staff Productivity
105379
10007
6.0
Staff Productivity
105380
10007
6.0
Staff Productivity
105381
10007
6.0
Staff Productivity
105382
10007
6.0
Staff Productivity
105383
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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
Metric Category
Staff Productivity
Metric ID
105384
10007
6.0
Staff Productivity
105385
10007
6.0
Staff Productivity
105386
10007
6.0
Staff Productivity
105387
10007
6.0
Staff Productivity
105273
10007
6.0
Staff Productivity
105274
10007
6.0
Staff Productivity
105275
10007
6.0
Staff Productivity
105276
10007
6.0
Staff Productivity
105277
10007
6.0
Staff Productivity
105278
10007
6.0
Staff Productivity
105279
10007
6.0
Staff Productivity
105280
10007
6.0
Staff Productivity
105281
10007
6.0
Staff Productivity
105282
10007
6.0
Staff Productivity
105283
10007
6.0
Staff Productivity
105284
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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
Metric Category
Staff Productivity
Metric ID
105285
10007
6.0
Staff Productivity
105286
10007
6.0
Staff Productivity
105287
10007
6.0
Staff Productivity
105288
10007
6.0
Staff Productivity
105289
10007
6.0
Staff Productivity
105290
10007
6.0
Staff Productivity
105291
10007
6.0
Staff Productivity
105292
10007
6.0
Staff Productivity
105293
10007
6.0
Staff Productivity
105294
10007
6.0
Staff Productivity
105295
10007
6.0
Staff Productivity
105296
10007
6.0
Staff Productivity
105297
10007
6.0
Staff Productivity
105298
10007
6.0
Staff Productivity
105299
10007
6.0
Staff Productivity
105300
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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
Metric Category
Staff Productivity
Metric ID
105301
10007
6.0
Staff Productivity
105302
10007
6.0
Staff Productivity
105303
10007
6.0
Staff Productivity
105304
10007
6.0
Staff Productivity
105305
10007
6.0
Staff Productivity
105306
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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
Metric Category
Staff Productivity
Metric ID
105307
10007
6.0
Staff Productivity
105308
10007
6.0
Staff Productivity
105309
10007
6.0
Staff Productivity
105310
10007
6.0
Staff Productivity
105311
10007
6.0
Staff Productivity
105312
10007
6.0
Staff Productivity
105313
10007
6.0
Staff Productivity
105314
10007
6.0
Staff Productivity
105315
10007
6.0
Staff Productivity
105316
10007
6.0
Staff Productivity
105317
10007
6.0
Staff Productivity
105318
10007
6.0
Staff Productivity
105319
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Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
Metric Category
Staff Productivity
Metric ID
105320
10007
6.0
Staff Productivity
105321
10007
6.0
Staff Productivity
105322
10007
6.0
Staff Productivity
105323
10007
6.0
Staff Productivity
105324
10007
6.0
Staff Productivity
105325
10007
6.0
Staff Productivity
105326
10007
6.0
Staff Productivity
105327
10007
6.0
Staff Productivity
105328
10007
6.0
Staff Productivity
105329
10007
6.0
Staff Productivity
105330
10007
6.0
Staff Productivity
105331
10007
6.0
Staff Productivity
105332
10007
6.0
Staff Productivity
105333
10007
6.0
Staff Productivity
105334
10007
6.0
Staff Productivity
105335
292 of 687
Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
Metric Category
Staff Productivity
Metric ID
105336
10007
6.0
Staff Productivity
105337
10007
6.0
Staff Productivity
105338
10007
6.0
Staff Productivity
105339
10007
6.0
Staff Productivity
105340
10007
6.0
Staff Productivity
105341
10007
6.0
Staff Productivity
105342
10007
6.0
Staff Productivity
105343
10007
6.0
Staff Productivity
105344
10007
6.0
Staff Productivity
105345
10007
6.0
Staff Productivity
105346
10007
6.0
Staff Productivity
105347
10007
6.0
Staff Productivity
105348
10007
6.0
Staff Productivity
105349
10007
6.0
Staff Productivity
105350
10007
6.0
Staff Productivity
105351
293 of 687
Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
Metric Category
Staff Productivity
Metric ID
105352
10007
6.0
Staff Productivity
100487
10007
6.0
Staff Productivity
100943
10007
6.0
Staff Productivity
101335
10007
6.0
Staff Productivity
101368
10007
6.0
Staff Productivity
101416
10007
6.0
Supplemental
Information
101435
10007
6.0
Supplemental
Information
101441
10007
6.0
Supplemental
Information
100861
294 of 687
Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
Metric Category
Supplemental
Information
Metric ID
100028
Supplemental
Information
Supplemental
Information
100043
10007
6.0
10007
6.0
10007
6.0
Supplemental
Information
100060
10007
6.0
Supplemental
Information
101963
10007
6.0
Supplemental
Information
101964
10007
6.0
Supplemental
Information
101965
10007
6.0
Supplemental
Information
101966
10007
6.0
Supplemental
Information
101967
100045
295 of 687
Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
Metric Category
Supplemental
Information
Metric ID
101968
10007
6.0
Supplemental
Information
101969
10007
6.0
Supplemental
Information
101970
10007
6.0
101971
10007
6.0
Supplemental
Information
Supplemental
Information
10007
6.0
Supplemental
Information
102081
10007
6.0
Supplemental
Information
101873
10007
6.0
Supplemental
Information
101874
10007
6.0
Supplemental
Information
101875
100082
296 of 687
Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
Metric Category
Supplemental
Information
Metric ID
101876
10007
6.0
Supplemental
Information
101877
10007
6.0
Supplemental
Information
102330
10007
6.0
Supplemental
Information
102301
10007
6.0
Supplemental
Information
103176
10007
6.0
Supplemental
Information
102618
10007
6.0
Supplemental
Information
104130
10007
6.0
Supplemental
Information
104114
10007
6.0
104562
10007
6.0
Supplemental
Information
Supplemental
Information
104154
297 of 687
Process
Element Hierarchy
ID
ID
Process element
10007 6.0
Develop and Manage Human Capital
Metric Category
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Metric ID
105353
10007
6.0
10007
6.0
10007
6.0
10008
7.0
10008
7.0
10008
7.0
10008
7.0
10008
7.0
10008
7.0
10008
7.0
10008
7.0
105388
105389
105356
298 of 687
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology
10008
7.0
10008
7.0
10008
7.0
10008
7.0
10008
7.0
299 of 687
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology
10008
7.0
10008
7.0
300 of 687
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology
10008
7.0
10008
7.0
301 of 687
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology
10008
7.0
10008
7.0
10008
7.0
10008
7.0
10008
7.0
302 of 687
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology
10008
7.0
10008
7.0
10008
7.0
Cycle Time
103395
10008
7.0
Cycle Time
103397
10008
7.0
Cycle Time
103400
10008
7.0
Cycle Time
103403
10008
7.0
Cycle Time
103405
303 of 687
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology
Metric Category
Cycle Time
Metric ID
103407
10008
7.0
Cycle Time
103419
10008
7.0
Cycle Time
103421
10008
7.0
Cycle Time
103424
10008
7.0
Cycle Time
103427
10008
7.0
Cycle Time
103429
10008
7.0
Cycle Time
103431
10008
7.0
Cycle Time
105060
10008
7.0
Process Efficiency
101241
10008
7.0
Process Efficiency
100940
304 of 687
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology
Metric Category
Process Efficiency
Metric ID
100970
10008
7.0
Process Efficiency
100972
10008
7.0
Process Efficiency
100974
10008
7.0
Process Efficiency
105064
10008
7.0
Process Efficiency
105073
10008
7.0
Staff Productivity
105061
305 of 687
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology
Metric Category
Staff Productivity
Metric ID
105062
10008
7.0
Staff Productivity
101295
10008
7.0
Supplemental
Information
101770
10008
7.0
Supplemental
Information
100957
10008
7.0
Supplemental
Information
105014
10008
7.0
105076
10008
7.0
10008
7.0
10008
7.0
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
105077
105079
104948
306 of 687
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology
Metric Category
Supplemental
Information
Metric ID
104949
10008
7.0
Supplemental
Information
104950
10008
7.0
Supplemental
Information
104951
10008
7.0
Supplemental
Information
104952
10008
7.0
Supplemental
Information
104953
307 of 687
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology
Metric Category
Supplemental
Information
Metric ID
104954
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
104963
Supplemental
Information
Supplemental
Information
104969
10008
7.0
10008
7.0
10008
7.0
10008
7.0
10008
7.0
10008
7.0
10008
7.0
10008
7.0
10008
7.0
Supplemental
Information
104971
10008
7.0
Supplemental
Information
104972
104964
104965
104966
104967
104968
104970
308 of 687
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology
Metric Category
Supplemental
Information
Supplemental
Information
Metric ID
104973
10008
7.0
10008
7.0
Supplemental
Information
104978
10008
7.0
Supplemental
Information
104979
10008
7.0
Supplemental
Information
104980
10008
7.0
Supplemental
Information
104981
10008
7.0
Supplemental
Information
104984
10008
7.0
Supplemental
Information
104985
104975
309 of 687
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology
Metric Category
Supplemental
Information
Metric ID
104986
10008
7.0
Supplemental
Information
104987
10008
7.0
Supplemental
Information
104988
10008
7.0
Supplemental
Information
104944
10008
7.0
Supplemental
Information
104945
10008
7.0
Supplemental
Information
104625
310 of 687
Process
Element Hierarchy
ID
ID
Process element
10008 7.0
Manage Information Technology
Metric Category
Supplemental
Information
Metric ID
104626
10008
7.0
Supplemental
Information
102723
10008
7.0
Supplemental
Information
102725
10008
7.0
Supplemental
Information
102727
10017
1.1.1
Supplemental
Information
101747
311 of 687
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services
10216
4.2
10216
4.2
10216
4.2
10216
4.2
10216
4.2
10216
4.2
312 of 687
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services
10216
4.2
10216
4.2
10216
10216
4.2
4.2
Cycle Time
Cycle Time
100642
103094
10216
4.2
Cycle Time
100322
10216
4.2
Process Efficiency
100385
313 of 687
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services
Metric Category
Process Efficiency
Metric ID
101214
10216
4.2
Process Efficiency
101768
10216
4.2
Process Efficiency
101861
10216
4.2
Process Efficiency
104251
10216
4.2
Process Efficiency
103199
10216
4.2
Process Efficiency
104118
10216
4.2
Process Efficiency
102822
10216
4.2
Process Efficiency
102703
314 of 687
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services
Metric Category
Process Efficiency
Metric ID
102705
10216
4.2
Process Efficiency
102648
10216
4.2
Process Efficiency
102426
10216
4.2
Process Efficiency
102428
10216
4.2
Process Efficiency
102430
10216
4.2
Process Efficiency
102415
10216
4.2
Process Efficiency
102419
10216
4.2
Process Efficiency
102422
10216
4.2
Process Efficiency
102450
10216
4.2
Process Efficiency
102452
10216
4.2
Process Efficiency
102454
315 of 687
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services
Metric Category
Staff Productivity
Metric ID
104117
10216
4.2
Staff Productivity
104129
10216
4.2
Staff Productivity
104139
10216
4.2
Supplemental
Information
101867
10216
4.2
Supplemental
Information
100673
316 of 687
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services
Metric Category
Supplemental
Information
Metric ID
100774
10216
4.2
Supplemental
Information
102746
10216
4.2
Supplemental
Information
102750
10216
4.2
Supplemental
Information
102754
10216
4.2
Supplemental
Information
102758
10216
4.2
Supplemental
Information
102762
10216
4.2
Supplemental
Information
102766
10216
4.2
Supplemental
Information
102770
10216
4.2
Supplemental
Information
102774
10216
4.2
Supplemental
Information
102778
10216
4.2
Supplemental
Information
102804
317 of 687
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services
Metric Category
Supplemental
Information
Metric ID
102659
10216
4.2
Supplemental
Information
102663
10216
4.2
Supplemental
Information
102665
10216
4.2
Supplemental
Information
102669
10216
4.2
Supplemental
Information
102671
10216
4.2
Supplemental
Information
102716
10216
4.2
104199
10216
4.2
Supplemental
Information
Supplemental
Information
10216
4.2
Supplemental
Information
102435
10216
4.2
Supplemental
Information
102438
102432
318 of 687
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services
Metric Category
Supplemental
Information
Metric ID
102441
10216
4.2
Supplemental
Information
102444
10216
4.2
Supplemental
Information
102447
10216
4.2
102404
10216
4.2
Supplemental
Information
Supplemental
Information
10216
4.2
Supplemental
Information
102406
10216
4.2
102424
10216
4.2
Supplemental
Information
Supplemental
Information
10216
4.2
Supplemental
Information
105161
102405
105166
319 of 687
Process
Element Hierarchy
ID
ID
Process element
10216 4.2
Procure materials and services
Metric Category
Supplemental
Information
Metric ID
104895
104896
10216
4.2
Supplemental
Information
10216
4.2
10219
4.3
Supplemental
104724
Information
Cost Effectiveness 105154
10219
4.3
10219
4.3
320 of 687
Process
Element Hierarchy
ID
ID
Process element
10219 4.3
Manage logistics and warehousing
10219
4.3
10219
4.3
10219
4.3
10219
4.3
10219
4.3
10219
4.3
10219
4.3
321 of 687
Process
Element Hierarchy
ID
ID
Process element
10219 4.3
Manage logistics and warehousing
10219
4.3
Cycle Time
100509
10219
4.3
Process Efficiency
100756
10219
4.3
Process Efficiency
100759
10219
4.3
Process Efficiency
100762
10219
4.3
Process Efficiency
100765
10219
4.3
Process Efficiency
100706
10219
4.3
Process Efficiency
100422
10219
4.3
Process Efficiency
100097
10219
4.3
Process Efficiency
102362
10219
4.3
Process Efficiency
101878
322 of 687
Process
Element Hierarchy
ID
ID
Process element
10219 4.3
Manage logistics and warehousing
Metric Category
Process Efficiency
Metric ID
101880
10219
4.3
Process Efficiency
101882
10219
4.3
Process Efficiency
101884
10219
4.3
Process Efficiency
101886
10219
4.3
Process Efficiency
101888
10219
4.3
Process Efficiency
101890
10219
4.3
Process Efficiency
101892
10219
4.3
Process Efficiency
101894
10219
4.3
Process Efficiency
101896
10219
4.3
Process Efficiency
101898
10219
4.3
Process Efficiency
101900
10219
4.3
Process Efficiency
101741
10219
4.3
Process Efficiency
101940
323 of 687
Process
Element Hierarchy
ID
ID
Process element
10219 4.3
Manage logistics and warehousing
Metric Category
Process Efficiency
Metric ID
101221
10219
4.3
Process Efficiency
105153
10219
4.3
Process Efficiency
105251
10219
4.3
Process Efficiency
102586
10219
4.3
Process Efficiency
102645
10219
4.3
Process Efficiency
102625
10219
4.3
Process Efficiency
103097
324 of 687
Process
Element Hierarchy
ID
ID
Process element
10219 4.3
Manage logistics and warehousing
Metric Category
Process Efficiency
Metric ID
103099
10219
4.3
Process Efficiency
103101
10219
4.3
Process Efficiency
103103
10219
4.3
Process Efficiency
103105
10219
4.3
Process Efficiency
103107
10219
4.3
Process Efficiency
103109
10219
4.3
Process Efficiency
103111
325 of 687
Process
Element Hierarchy
ID
ID
Process element
10219 4.3
Manage logistics and warehousing
Metric Category
Staff Productivity
Metric ID
105152
10219
4.3
Supplemental
Information
100744
10219
4.3
Supplemental
Information
100747
10219
4.3
Supplemental
Information
100750
10219
4.3
Supplemental
Information
100753
10277
4.2.1
326 of 687
Process
Element Hierarchy
ID
ID
Process element
10277 4.2.1
Develop sourcing strategies
10277
4.2.1
10277
4.2.1
10277
4.2.1
10277
4.2.1
10277
4.2.1
10277
4.2.1
10277
4.2.1
10277
4.2.1
10277
4.2.1
Process Efficiency
101008
327 of 687
Process
Element Hierarchy
ID
ID
Process element
10277 4.2.1
Develop sourcing strategies
Metric Category
Process Efficiency
Metric ID
101011
100666
10277
4.2.1
Process Efficiency
10278
4.2.2
10278
4.2.2
10278
4.2.2
10278
4.2.2
10278
4.2.2
328 of 687
Process
Element Hierarchy
ID
ID
Process element
10278 4.2.2
Select suppliers and develop/maintain contracts
10278
4.2.2
10278
4.2.2
10278
4.2.2
10278
4.2.2
10278
4.2.2
Process Efficiency
104250
329 of 687
Process
Element Hierarchy
ID
ID
Process element
10278 4.2.2
Select suppliers and develop/maintain contracts
Metric Category
Process Efficiency
Metric ID
103171
10278
4.2.2
Process Efficiency
101138
10278
4.2.2
Supplemental
Information
105194
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
330 of 687
Process
Element Hierarchy
ID
ID
Process element
10279 4.2.3
Order materials and services
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
10279
4.2.3
331 of 687
Process
Element Hierarchy
ID
ID
Process element
10279 4.2.3
Order materials and services
10279
4.2.3
10279
4.2.3
Cycle Time
104915
10279
4.2.3
Cycle Time
104916
10279
4.2.3
Cycle Time
100639
10279
4.2.3
Process Efficiency
101071
10279
4.2.3
Process Efficiency
101074
10279
4.2.3
Process Efficiency
101455
332 of 687
Process
Element Hierarchy
ID
ID
Process element
10279 4.2.3
Order materials and services
Metric Category
Staff Productivity
Metric ID
105162
10279
4.2.3
Staff Productivity
101391
10279
4.2.3
Staff Productivity
101393
10279
4.2.3
Supplemental
Information
105204
10279
4.2.3
104897
10279
4.2.3
10279
4.2.3
Supplemental
Information
Supplemental
Information
Supplemental
Information
10279
4.2.3
Supplemental
Information
104900
10279
4.2.3
Supplemental
Information
104901
10279
4.2.3
Supplemental
Information
104902
10279
4.2.3
104904
10279
4.2.3
Supplemental
Information
Supplemental
Information
104898
104899
104905
333 of 687
Process
Element Hierarchy
ID
ID
Process element
10279 4.2.3
Order materials and services
Metric Category
Supplemental
Information
Supplemental
Information
Metric ID
104906
10279
4.2.3
10279
4.2.3
Supplemental
Information
104908
10279
4.2.3
Supplemental
Information
104909
10279
4.2.3
Supplemental
Information
104910
10279
4.2.3
104912
10279
4.2.3
Supplemental
Information
Supplemental
Information
10279
4.2.3
Supplemental
Information
104914
10279
4.2.3
Supplemental
Information
104917
10279
4.2.3
104918
10279
4.2.3
10279
4.2.3
10279
4.2.3
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
104907
104913
104919
104920
104921
334 of 687
Process
Element Hierarchy
ID
ID
Process element
10280 4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
10280
4.2.4
Manage suppliers
335 of 687
Process
Element Hierarchy
ID
ID
Process element
10280 4.2.4
Manage suppliers
Metric Category
Process Efficiency
Metric ID
104840
10280
4.2.4
Manage suppliers
Process Efficiency
100985
10280
4.2.4
Manage suppliers
Process Efficiency
100988
10280
4.2.4
Manage suppliers
Process Efficiency
100102
10280
4.2.4
Manage suppliers
Supplemental
Information
105206
10280
4.2.4
Manage suppliers
Supplemental
Information
105208
10280
4.2.4
Manage suppliers
Supplemental
Information
105209
336 of 687
Process
Element Hierarchy
ID
ID
Process element
10280 4.2.4
Manage suppliers
Metric Category
Supplemental
Information
Metric ID
105210
10280
4.2.4
Manage suppliers
Supplemental
Information
105211
10280
4.2.4
Manage suppliers
Supplemental
Information
105212
10281
4.2.1.1
Supplemental
Information
105207
10297
4.2.3.6
10297
4.2.3.6
10297
4.2.3.6
10297
4.2.3.6
10297
4.2.3.6
Staff Productivity
105031
337 of 687
Process
Element Hierarchy
ID
ID
Process element
10297 4.2.3.6
Record receipt of goods
Metric Category
Staff Productivity
Metric ID
105032
10297
4.2.3.6
Staff Productivity
105033
10297
4.2.3.6
Staff Productivity
105034
10297
4.2.3.6
105015
10297
4.2.3.6
10297
4.2.3.6
10297
4.2.3.6
10339
4.3.2
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Cost Effectiveness
10339
4.3.2
10339
4.3.2
10339
4.3.2
105016
105017
105018
105193
338 of 687
Process
Element Hierarchy
ID
ID
Process element
10339 4.3.2
Plan and manage inbound material flow
10339
4.3.2
10339
4.3.2
10339
4.3.2
10339
4.3.2
Process Efficiency
101235
10339
4.3.2
Supplemental
Information
103075
10340
4.3.3
Operate warehousing
10340
4.3.3
Operate warehousing
339 of 687
Process
Element Hierarchy
ID
ID
Process element
10340 4.3.3
Operate warehousing
10340
4.3.3
Operate warehousing
10340
4.3.3
Operate warehousing
10340
4.3.3
Operate warehousing
10340
4.3.3
Operate warehousing
10340
4.3.3
Operate warehousing
10340
4.3.3
Operate warehousing
10340
4.3.3
Operate warehousing
10340
4.3.3
Operate warehousing
Cycle Time
100677
10340
4.3.3
Operate warehousing
Cycle Time
103072
10340
4.3.3
Operate warehousing
Process Efficiency
101231
10340
4.3.3
Operate warehousing
Process Efficiency
100781
340 of 687
Process
Element Hierarchy
ID
ID
Process element
10340 4.3.3
Operate warehousing
Metric Category
Process Efficiency
Metric ID
100792
10340
4.3.3
Operate warehousing
Process Efficiency
100712
10340
4.3.3
Operate warehousing
Process Efficiency
100011
10340
4.3.3
Operate warehousing
Process Efficiency
101445
10340
4.3.3
Operate warehousing
Process Efficiency
101450
10340
4.3.3
Operate warehousing
Process Efficiency
102628
10340
4.3.3
Operate warehousing
Process Efficiency
103181
10340
4.3.3
Operate warehousing
Process Efficiency
104172
10340
4.3.3
Operate warehousing
Staff Productivity
100882
10340
4.3.3
Operate warehousing
Staff Productivity
100888
10340
4.3.3
Operate warehousing
Supplemental
Information
101439
10340
4.3.3
Operate warehousing
Supplemental
Information
102067
341 of 687
Process
Element Hierarchy
ID
ID
Process element
10341 4.3.4
Operate delivery of materials
10341
4.3.4
10341
4.3.4
10341
4.3.4
10341
4.3.4
10341
4.3.4
10341
4.3.4
10341
4.3.4
10341
4.3.4
10341
4.3.4
342 of 687
Process
Element Hierarchy
ID
ID
Process element
10341 4.3.4
Operate delivery of materials
10341
4.3.4
10341
4.3.4
10341
4.3.4
10341
4.3.4
Cycle Time
100520
10341
4.3.4
Process Efficiency
100004
10341
4.3.4
Process Efficiency
102366
10341
4.3.4
Process Efficiency
102357
10341
4.3.4
Process Efficiency
102082
10341
4.3.4
Process Efficiency
101227
10341
4.3.4
Process Efficiency
102832
343 of 687
Process
Element Hierarchy
ID
ID
Process element
10341 4.3.4
Operate delivery of materials
Metric Category
Process Efficiency
Metric ID
102597
10341
4.3.4
Process Efficiency
102600
10341
4.3.4
Process Efficiency
102375
10341
4.3.4
Process Efficiency
102573
10341
4.3.4
Supplemental
Information
101437
10341
4.3.4
Supplemental
Information
103081
10341
4.3.4
10342
4.3.5
Supplemental
102592
Information
Cost Effectiveness 101564
10342
4.3.5
344 of 687
Process
Element Hierarchy
ID
ID
Process element
10342 4.3.5
Manage returns; manage reverse logistics
10342
4.3.5
10342
4.3.5
10342
4.3.5
10342
4.3.5
10342
4.3.5
10342
4.3.5
10342
10342
4.3.5
4.3.5
Cycle Time
Process Efficiency
103155
101063
10342
4.3.5
Process Efficiency
102266
10342
4.3.5
Process Efficiency
101913
10342
4.3.5
Process Efficiency
104208
345 of 687
Process
Element Hierarchy
ID
ID
Process element
10342 4.3.5
Manage returns; manage reverse logistics
Metric Category
Process Efficiency
Metric ID
102828
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
102467
10342
4.3.5
10342
4.3.5
10342
4.3.5
10342
4.3.5
10342
4.3.5
10342
4.3.5
Supplemental
Information
102482
10342
4.3.5
102485
10342
4.3.5
10342
4.3.5
10342
4.3.5
10342
4.3.5
10342
4.3.5
10342
4.3.5
10342
4.3.5
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
102470
102473
102476
102479
102488
102492
102496
102500
102503
102506
102509
346 of 687
Process
Element Hierarchy
ID
ID
Process element
10342 4.3.5
Manage returns; manage reverse logistics
Metric Category
Supplemental
Information
Supplemental
Information
Supplemental
Information
Cost Effectiveness
Metric ID
102513
10342
4.3.5
10342
4.3.5
10378
5.1
10378
5.1
10378
5.1
10378
5.1
10378
5.1
10378
5.1
10378
5.1
102517
102521
103581
347 of 687
Process
Element Hierarchy
ID
ID
Process element
10378 5.1
Develop student and stakeholder listening
strategies
10378
5.1
10378
5.1
Process Efficiency
100992
10378
5.1
5.3
Supplemental
Information
Process Efficiency
104538
10380
10383
5.1.3.1
Process Efficiency
103177
10388
5.2.2
Cycle Time
103145
10388
5.2.2
Cycle Time
103146
10388
5.2.2
Cycle Time
103147
10388
5.2.2
Cycle Time
104515
10388
5.2.2
Cycle Time
104516
10388
5.2.2
Cycle Time
104517
100495
348 of 687
Process
Element Hierarchy
ID
ID
Process element
10388 5.2.2
Manage stakeholder requests/inquiries
Metric Category
Cycle Time
Metric ID
104518
10388
5.2.2
Cycle Time
104519
10388
5.2.2
Process Efficiency
104503
10388
5.2.2
Process Efficiency
104504
10388
5.2.2
Process Efficiency
104505
10388
5.2.2
Process Efficiency
104506
10388
5.2.2
Process Efficiency
104507
10388
5.2.2
Process Efficiency
104508
10388
5.2.2
Process Efficiency
104509
10388
5.2.2
Process Efficiency
104510
10388
5.2.2
Process Efficiency
104511
349 of 687
Process
Element Hierarchy
ID
ID
Process element
10388 5.2.2
Manage stakeholder requests/inquiries
Metric Category
Supplemental
Information
Metric ID
104539
10388
5.2.2
Supplemental
Information
104540
10388
5.2.2
Supplemental
Information
104541
10388
5.2.2
Supplemental
Information
104528
10388
5.2.2
Supplemental
Information
104529
10388
5.2.2
Supplemental
Information
104530
10388
5.2.2
Supplemental
Information
104531
350 of 687
Process
Element Hierarchy
ID
ID
Process element
10388 5.2.2
Manage stakeholder requests/inquiries
10388
5.2.2
10388
5.2.2
10388
5.2.2
10388
5.2.2
10388
5.2.2
10388
5.2.2
10388
5.2.2
10388
5.2.2
10388
5.2.2
10388
5.2.2
10388
5.2.2
10388
5.2.2
Metric Category
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Metric ID
104618
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
104757
104619
104620
104621
104622
104623
104624
104758
104759
104760
104761
104762
351 of 687
Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Recruit/Source and Screen/Select employees
10410
6.2
10410
6.2
10410
6.2
352 of 687
Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Recruit/Source and Screen/Select employees
10410
6.2
10410
6.2
10410
6.2
Cycle Time
100304
10410
6.2
Cycle Time
100306
10410
6.2
Cycle Time
100565
10410
6.2
Cycle Time
100569
10410
6.2
Process Efficiency
101123
10410
6.2
Process Efficiency
100869
10410
6.2
Process Efficiency
100801
10410
6.2
Process Efficiency
100804
10410
6.2
Process Efficiency
100807
353 of 687
Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Recruit/Source and Screen/Select employees
Metric Category
Process Efficiency
Metric ID
102613
10410
6.2
Staff Productivity
105458
10410
6.2
Staff Productivity
105459
10410
6.2
Staff Productivity
105460
10410
6.2
Staff Productivity
100493
10410
6.2
Staff Productivity
101348
10410
6.2
Supplemental
Information
101365
10410
6.2
Supplemental
Information
101401
10410
6.2
101342
10410
6.2
10410
6.2
Supplemental
Information
Supplemental
Information
Supplemental
Information
101344
101346
354 of 687
Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Recruit/Source and Screen/Select employees
Metric Category
Supplemental
Information
Metric ID
100083
10410
6.2
Supplemental
Information
101801
10410
6.2
Supplemental
Information
101802
10410
6.2
Supplemental
Information
101803
10410
6.2
Supplemental
Information
101804
10410
6.2
Supplemental
Information
101805
355 of 687
Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Recruit/Source and Screen/Select employees
Metric Category
Supplemental
Information
Metric ID
101806
10410
6.2
Supplemental
Information
101808
10410
6.2
Supplemental
Information
101809
10410
6.2
Supplemental
Information
101821
10410
6.2
Supplemental
Information
101824
10410
6.2
101837
10410
6.2
Supplemental
Information
Supplemental
Information
10410
6.2
Supplemental
Information
100029
10410
6.2
Supplemental
Information
100062
101637
356 of 687
Process
Element Hierarchy
ID
ID
Process element
10410 6.2
Recruit/Source and Screen/Select employees
Metric Category
Supplemental
Information
Metric ID
100046
10410
6.2
Supplemental
Information
104565
10410
6.2
Supplemental
Information
104770
10410
6.2
104498
10410
6.2
10410
6.2
10410
6.2
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
104499
104500
102297
357 of 687
Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees
10411
6.3
10411
6.3
10411
6.3
358 of 687
Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees
10411
6.3
10411
6.3
10411
6.3
359 of 687
Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees
10411
6.3
10411
6.3
10411
6.3
10411
6.3
10411
6.3
10411
6.3
360 of 687
Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees
10411
6.3
10411
6.3
10411
6.3
10411
6.3
10411
6.3
Cycle Time
100293
10411
6.3
Cycle Time
100295
361 of 687
Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees
Metric Category
Process Efficiency
Metric ID
100999
10411
6.3
Process Efficiency
101000
10411
6.3
Process Efficiency
101004
10411
6.3
Staff Productivity
100484
10411
6.3
Staff Productivity
100485
10411
6.3
Staff Productivity
100486
10411
6.3
Supplemental
Information
101399
362 of 687
Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees
Metric Category
Supplemental
Information
Metric ID
101363
10411
6.3
Supplemental
Information
100048
10411
6.3
Supplemental
Information
100050
10411
6.3
Supplemental
Information
100064
363 of 687
Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees
Metric Category
Supplemental
Information
Metric ID
100068
10411
6.3
Supplemental
Information
101777
10411
6.3
Supplemental
Information
101779
10411
6.3
101780
10411
6.3
Supplemental
Information
Supplemental
Information
10411
6.3
Supplemental
Information
101782
10411
6.3
Supplemental
Information
101783
101781
364 of 687
Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees
Metric Category
Supplemental
Information
Metric ID
101784
10411
6.3
Supplemental
Information
100031
10411
6.3
Supplemental
Information
101778
10411
6.3
Supplemental
Information
101644
10411
6.3
Supplemental
Information
101646
365 of 687
Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees
Metric Category
Supplemental
Information
Metric ID
100037
10411
6.3
Supplemental
Information
100085
10411
6.3
Supplemental
Information
100087
10411
6.3
Supplemental
Information
104587
366 of 687
Process
Element Hierarchy
ID
ID
Process element
10411 6.3
Develop and counsel employees
Metric Category
Supplemental
Information
Metric ID
104588
10411
6.3
Supplemental
Information
104589
10411
6.3
Supplemental
Information
104590
10412
6.4
10412
6.4
10412
6.4
367 of 687
Process
Element Hierarchy
ID
ID
Process element
10412 6.4
Reward, retain, and engage employees
10412
6.4
10412
6.4
10412
6.4
10412
6.4
Cycle Time
100302
10412
6.4
Cycle Time
100299
10412
6.4
Process Efficiency
100324
10412
6.4
Process Efficiency
101137
10412
6.4
Staff Productivity
100492
368 of 687
Process
Element Hierarchy
ID
ID
Process element
10412 6.4
Reward, retain, and engage employees
Metric Category
Supplemental
Information
Metric ID
101367
10412
6.4
Supplemental
Information
100089
10412
6.4
Supplemental
Information
101815
10412
6.4
Supplemental
Information
101817
10412
6.4
Supplemental
Information
101818
10412
6.4
Supplemental
Information
101819
369 of 687
Process
Element Hierarchy
ID
ID
Process element
10412 6.4
Reward, retain, and engage employees
Metric Category
Supplemental
Information
Metric ID
101822
10412
6.4
Supplemental
Information
100074
10412
6.4
Supplemental
Information
101825
10412
6.4
Supplemental
Information
101648
10412
6.4
Supplemental
Information
100033
10412
6.4
Supplemental
Information
100115
10412
6.4
Supplemental
Information
100118
10412
6.4
Supplemental
Information
100121
370 of 687
Process
Element Hierarchy
ID
ID
Process element
10412 6.4
Reward, retain, and engage employees
Metric Category
Supplemental
Information
Supplemental
Information
Metric ID
100233
10412
6.4
10412
6.4
Supplemental
Information
100907
10412
6.4
100909
10412
6.4
Supplemental
Information
Supplemental
Information
10412
6.4
Supplemental
Information
104603
10412
6.4
Supplemental
Information
104628
10412
6.4
Supplemental
Information
104629
10412
6.4
Supplemental
Information
104630
101403
100052
371 of 687
Process
Element Hierarchy
ID
ID
Process element
10413 6.5
Redeploy and retire employees
10413
6.5
10413
6.5
10413
6.5
10413
6.5
Cycle Time
100298
10413
6.5
Cycle Time
100301
10413
6.5
Process Efficiency
101124
10413
6.5
Staff Productivity
101276
10413
6.5
Staff Productivity
100491
372 of 687
Process
Element Hierarchy
ID
ID
Process element
10413 6.5
Redeploy and retire employees
Metric Category
Supplemental
Information
Metric ID
101366
10413
6.5
Supplemental
Information
101402
10413
6.5
Supplemental
Information
100058
10413
6.5
Supplemental
Information
100072
10413
6.5
Supplemental
Information
101654
10413
6.5
Supplemental
Information
100041
373 of 687
Process
Element Hierarchy
ID
ID
Process element
10413 6.5
Redeploy and retire employees
Metric Category
Supplemental
Information
Metric ID
100095
10413
6.5
Supplemental
Information
101811
10413
6.5
Supplemental
Information
101812
10413
6.5
Supplemental
Information
101813
10413
6.5
Supplemental
Information
101814
10413
6.5
Supplemental
Information
102072
374 of 687
Process
Element Hierarchy
ID
ID
Process element
10413 6.5
Redeploy and retire employees
Metric Category
Supplemental
Information
Metric ID
102074
Supplemental
Information
Supplemental
Information
Supplemental
Information
102076
10413
6.5
10413
6.5
10413
6.5
10443
6.2.5
Cycle Time
104723
10443
6.2.5
Cycle Time
100571
10443
6.2.5
Process Efficiency
102290
10443
6.2.5
Process Efficiency
102319
10443
6.2.5
Process Efficiency
102606
102078
104714
375 of 687
Process
Element Hierarchy
ID
ID
Process element
10443 6.2.5
Manage new hire/rehire
Metric Category
Process Efficiency
Metric ID
104563
10443
6.2.5
Process Efficiency
104564
10443
6.2.5
101340
10443
6.2.5
Supplemental
Information
Supplemental
Information
10469
6.3.1
10469
6.3.1
10469
6.3.1
Supplemental
Information
102326
104576
376 of 687
Process
Element Hierarchy
ID
ID
Process element
10470 6.3.2
Manage employee performance
10470
6.3.2
10470
6.3.2
Cycle Time
104029
10470
6.3.2
Cycle Time
104031
10470
6.3.2
Cycle Time
104033
10470
6.3.2
Process Efficiency
102302
10470
6.3.2
Process Efficiency
102331
10470
6.3.2
Process Efficiency
102619
377 of 687
Process
Element Hierarchy
ID
ID
Process element
10470 6.3.2
Manage employee performance
Metric Category
Supplemental
Information
Metric ID
104577
10472
6.3.4
10472
6.3.4
10472
6.3.4
Supplemental
Information
10473
6.3.5
10473
6.3.5
104579
378 of 687
Process
Element Hierarchy
ID
ID
Process element
10473 6.3.5
Develop and train employees
10473
6.3.5
10473
6.3.5
10473
6.3.5
10473
6.3.5
10473
6.3.5
Cycle Time
100326
10473
6.3.5
Cycle Time
100328
10473
6.3.5
Cycle Time
100330
10473
6.3.5
Cycle Time
104595
379 of 687
Process
Element Hierarchy
ID
ID
Process element
10473 6.3.5
Develop and train employees
Metric Category
Process Efficiency
Metric ID
102304
10473
6.3.5
Process Efficiency
102315
10473
6.3.5
Process Efficiency
101904
10473
6.3.5
Process Efficiency
101040
10473
6.3.5
Process Efficiency
102621
10473
6.3.5
Process Efficiency
104586
10473
6.3.5
Process Efficiency
103478
10473
6.3.5
Process Efficiency
103480
10473
6.3.5
Staff Productivity
100488
10473
6.3.5
Staff Productivity
104585
10473
6.3.5
Supplemental
Information
100218
380 of 687
Process
Element Hierarchy
ID
ID
Process element
10473 6.3.5
Develop and train employees
Metric Category
Supplemental
Information
Supplemental
Information
Supplemental
Information
Metric ID
100224
10473
6.3.5
10473
6.3.5
10473
6.3.5
Supplemental
Information
104580
10473
6.3.5
Supplemental
Information
104591
10473
6.3.5
Supplemental
Information
104592
10473
6.3.5
Supplemental
Information
104593
10473
6.3.5
Supplemental
Information
104594
10493
6.3.5.4
Supplemental
Information
104597
100226
100228
381 of 687
Process
Element Hierarchy
ID
ID
Process element
10493 6.3.5.4
Develop, conduct, and manage employee and/or
management training programs
and/or
Metric ID
104598
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
102780
10493
6.3.5.4
10493
6.3.5.4
10493
6.3.5.4
10493
6.3.5.4
10493
6.3.5.4
10493
6.3.5.4
Supplemental
Information
102246
10493
6.3.5.4
Supplemental
Information
102247
10493
6.3.5.4
6.3.5.4
10493
6.3.5.4
10493
6.3.5.4
10493
6.3.5.4
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
102248
10493
Metric Category
Supplemental
Information
and/or
and/or
and/or
and/or
and/or
and/or
and/or
and/or
and/or
102783
102786
102789
102245
102249
102250
102251
102252
382 of 687
Process
Element Hierarchy
ID
ID
Process element
10493 6.3.5.4
Develop, conduct, and manage employee and/or
management training programs
10493 6.3.5.4
Develop, conduct, and manage employee and/or
management training programs
10494
6.4.1
10494
6.4.1
10494
Metric Category
Supplemental
Information
Supplemental
Information
Metric ID
102253
102254
102608
6.4.1
Process Efficiency
102321
10494
6.4.1
Process Efficiency
102292
10497
6.4.5
Administer payroll
10497
6.4.5
Administer payroll
10497
6.4.5
Administer payroll
Process Efficiency
101082
10497
6.4.5
Administer payroll
Staff Productivity
100490
10513
6.5.2
Manage separation
10513
6.5.2
Manage separation
383 of 687
Process
Element Hierarchy
ID
ID
Process element
10513 6.5.2
Manage separation
10513
6.5.2
Manage separation
Cycle Time
100523
10513
6.5.2
Manage separation
Cycle Time
100525
10513
6.5.2
Manage separation
Cycle Time
100527
10513
6.5.2
Manage separation
Cycle Time
100577
10513
6.5.2
Manage separation
Cycle Time
100579
10513
6.5.2
Manage separation
Process Efficiency
100019
10513
6.5.2
Manage separation
Process Efficiency
100021
10513
6.5.2
Manage separation
Process Efficiency
101961
10513
6.5.2
Manage separation
Process Efficiency
101293
10513
6.5.2
Manage separation
Process Efficiency
102166
10513
6.5.2
Manage separation
Process Efficiency
102168
384 of 687
Process
Element Hierarchy
ID
ID
Process element
10513 6.5.2
Manage separation
Metric Category
Process Efficiency
Metric ID
102170
10513
6.5.2
Manage separation
Process Efficiency
101431
10513
6.5.2
Manage separation
Process Efficiency
103116
10513
6.5.2
Manage separation
Supplemental
Information
102814
10513
6.5.2
Manage separation
102818
10513
6.5.2
Manage separation
Supplemental
Information
Supplemental
Information
10513
6.5.2
Manage separation
Supplemental
Information
102300
10513
6.5.2
Manage separation
Supplemental
Information
102798
10513
6.5.2
Manage separation
Supplemental
Information
102800
102616
385 of 687
Process
Element Hierarchy
ID
ID
Process element
10513 6.5.2
Manage separation
Metric Category
Supplemental
Information
Metric ID
102802
10513
6.5.2
Manage separation
Supplemental
Information
104125
10513
6.5.2
Manage separation
104718
10523
6.6.2
Supplemental
Information
Cycle Time
10523
6.6.2
Cycle Time
100303
10523
6.6.2
Cycle Time
100305
10523
6.6.2
Supplemental
Information
101400
10523
6.6.2
Supplemental
Information
101364
100325
386 of 687
Process
Element Hierarchy
ID
ID
Process element
10523 6.6.2
Manage employee inquiry process
Metric Category
Supplemental
Information
Metric ID
101787
10523
6.6.2
Supplemental
Information
101788
10523
6.6.2
Supplemental
Information
101789
10523
6.6.2
Supplemental
Information
101791
10523
6.6.2
Supplemental
Information
101792
10523
6.6.2
Supplemental
Information
101794
387 of 687
Process
Element Hierarchy
ID
ID
Process element
10523 6.6.2
Manage employee inquiry process
Metric Category
Supplemental
Information
Metric ID
101796
10523
6.6.2
Supplemental
Information
101797
10531
6.6.7.3
Cycle Time
100584
10563
7.1
10563
7.1
10563
7.1
10563
7.1
388 of 687
Process
Element Hierarchy
ID
ID
Process element
10563 7.1
Manage the business of information technology
(IT)
10563
7.1
10563
7.1
10563
7.1
10563
7.1
10563
7.1
10563
7.1
10563
7.1
10563
7.1
389 of 687
Process
Element Hierarchy
ID
ID
Process element
10563 7.1
Manage the business of information technology
(IT)
10563 7.1
Manage the business of information technology
(IT)
10563 7.1
Manage the business of information technology
(IT)
Metric Category
Cycle Time
Metric ID
103433
Cycle Time
103437
Process Efficiency
101324
10563
7.1
Process Efficiency
100831
10563
7.1
Process Efficiency
100834
10563
7.1
Process Efficiency
104681
10563
7.1
Supplemental
Information
104995
10563
7.1
Supplemental
Information
104551
10563
7.1
Supplemental
Information
102733
390 of 687
Process
Element Hierarchy
ID
ID
Process element
10563 7.1
Manage the business of information technology
(IT)
10563
7.1
10563
7.1
10563
7.1
10563
7.1
Manage
(IT)
Manage
(IT)
Manage
(IT)
Manage
(IT)
Metric Category
Supplemental
Information
Metric ID
102736
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
102221
102222
102223
102192
391 of 687
Process
Element Hierarchy
ID
ID
Process element
10563 7.1
Manage the business of information technology
(IT)
Metric Category
Supplemental
Information
Metric ID
102207
10564
7.2
10564
7.2
10564
7.2
10564
7.2
10564
7.2
392 of 687
Process
Element Hierarchy
ID
ID
Process element
10564 7.2
Develop and manage IT customer relationships
10564
7.2
10564
7.2
Process Efficiency
100830
10564
7.2
Process Efficiency
101310
10564
7.2
Supplemental
Information
102187
393 of 687
Process
Element Hierarchy
ID
ID
Process element
10564 7.2
Develop and manage IT customer relationships
Metric Category
Supplemental
Information
Metric ID
102732
10564
7.2
Supplemental
Information
104552
10564
7.2
Supplemental
Information
104993
10570
7.1.2
Process Efficiency
104655
394 of 687
Process
Element Hierarchy
ID
ID
Process element
10575 7.1.5
Evaluate and communicate IT business value and
performance
10575
7.1.5
10575
7.1.5
10575
7.1.5
Process Efficiency
104647
10575
7.1.5
Process Efficiency
104648
10575
7.1.5
Staff Productivity
104677
10578
7.2.1
10578
7.2.1
Cycle Time
104643
10578
7.2.1
Cycle Time
104644
10578
7.2.1
Process Efficiency
104651
395 of 687
Process
Element Hierarchy
ID
ID
Process element
10578 7.2.1
Develop IT services and solutions strategy
Metric Category
Process Efficiency
Metric ID
104652
10578
7.2.1
Process Efficiency
104658
10578
7.2.1
Process Efficiency
104659
10578
7.2.1
Staff Productivity
104678
10581
7.2.3
10581
7.2.3
Process Efficiency
104660
10581
7.2.3
Process Efficiency
104649
10581
7.2.3
Process Efficiency
104650
10581
7.2.3
Staff Productivity
104676
396 of 687
Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting
397 of 687
Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting
398 of 687
Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting
10728
8.1
399 of 687
Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting
400 of 687
Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting
401 of 687
Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting
402 of 687
Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting
403 of 687
Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting
10728
8.1
10728
8.1
404 of 687
Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting
10728
8.1
10728
8.1
405 of 687
Process
Element Hierarchy
ID
ID
Process element
10728 8.1
Perform planning and management accounting
10728
8.1
10728
8.1
Process Efficiency
101089
10728
8.1
Process Efficiency
101172
10728
8.1
Supplemental
Information
102050
406 of 687
Process
Element Hierarchy
ID
ID
Process element
10729 8.2
Perform revenue accounting
10729
8.2
10729
8.2
Process Efficiency
101042
10729
8.2
Supplemental
Information
102017
10729
8.2
Supplemental
Information
105484
407 of 687
Process
Element Hierarchy
ID
ID
Process element
10730 8.3
Perform general accounting and reporting
408 of 687
Process
Element Hierarchy
ID
ID
Process element
10730 8.3
Perform general accounting and reporting
10730
8.3
409 of 687
Process
Element Hierarchy
ID
ID
Process element
10730 8.3
Perform general accounting and reporting
10730
8.3
10730
8.3
10730
8.3
Cycle Time
100613
10730
8.3
Process Efficiency
100981
410 of 687
Process
Element Hierarchy
ID
ID
Process element
10730 8.3
Perform general accounting and reporting
Metric Category
Process Efficiency
Metric ID
104843
10730
8.3
Supplemental
Information
102048
10731
8.4
Process Efficiency
101161
10731
8.4
Supplemental
Information
102039
411 of 687
Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll
Process element
10732
8.5
Process payroll
10732
8.5
Process payroll
10732
8.5
Process payroll
10732
8.5
Process payroll
412 of 687
Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll
Process element
10732
8.5
Process payroll
10732
8.5
Process payroll
10732
8.5
Process payroll
10732
8.5
Process payroll
10732
8.5
Process payroll
Cycle Time
100152
413 of 687
Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll
Process element
Metric Category
Process Efficiency
Metric ID
101184
10732
8.5
Process payroll
Process Efficiency
101106
10732
8.5
Process payroll
Process Efficiency
105268
10732
8.5
Process payroll
Staff Productivity
100920
10732
8.5
Process payroll
Staff Productivity
101372
10732
8.5
Process payroll
Supplemental
Information
102057
10732
8.5
Process payroll
Supplemental
Information
105259
414 of 687
Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll
Process element
Metric Category
Supplemental
Information
Metric ID
105260
10732
8.5
Process payroll
Supplemental
Information
105261
10732
8.5
Process payroll
105262
10732
8.5
Process payroll
10732
8.5
Process payroll
10732
8.5
Process payroll
10732
8.5
Process payroll
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
Supplemental
Information
10732
8.5
Process payroll
Supplemental
Information
105267
105263
105264
105265
105266
415 of 687
Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll
Process element
Metric Category
Supplemental
Information
Metric ID
103379
416 of 687
Process
Element Hierarchy
ID
ID
10732 8.5
Process payroll
Process element
Metric Category
Supplemental
Information
Metric ID
103053
417 of 687
Process
Element Hierarchy
ID
ID
Process element
10733 8.6
Process accounts payable and expense
reimbursements
10733
8.6
418 of 687
Process
Element Hierarchy
ID
ID
Process element
10733 8.6
Process accounts payable and expense
reimbursements
10733
8.6
10733
8.6
10733
8.6
419 of 687
Process
Element Hierarchy
ID
ID
Process element
10733 8.6
Process accounts payable and expense
reimbursements
10733
8.6
10733
8.6
Process Efficiency
101095
10733
8.6
Supplemental
Information
102018
420 of 687
Process
Element Hierarchy
ID
ID
Process element
10733 8.6
Process accounts payable and expense
reimbursements
10733
8.6
Metric Category
Supplemental
Information
Metric ID
104823
Supplemental
Information
104831
421 of 687
Process
Element Hierarchy
ID
ID
Process element
10733 8.6
Process accounts payable and expense
reimbursements
Metric Category
Supplemental
Information
Metric ID
104827
422 of 687
Process
Element Hierarchy
ID
ID
Process element
10733 8.6
Process accounts payable and expense
reimbursements
Metric Category
Supplemental
Information
Metric ID
104826
10734
8.7
10734
8.7
10734
8.7
10734
8.7
Process Efficiency
103152
10734
8.7
Process Efficiency
101167
423 of 687
Process
Element Hierarchy
ID
ID
Process element
10734 8.7
Manage treasury operations
Metric Category
Staff Productivity
Metric ID
104617
10734
8.7
Staff Productivity
104820
10734
8.7
Staff Productivity
104812
10734
8.7
Supplemental
Information
102045
10734
8.7
10735
8.8
Supplemental
104776
Information
Cost Effectiveness 103378
424 of 687
Process
Element Hierarchy
ID
ID
Process element
10735 8.8
Manage internal controls
10735
8.8
10735
8.8
425 of 687
Process
Element Hierarchy
ID
ID
Process element
10735 8.8
Manage internal controls
10735
8.8
10735
8.8
Process Efficiency
101163
426 of 687
Process
Element Hierarchy
ID
ID
Process element
10735 8.8
Manage internal controls
Metric Category
Supplemental
Information
Metric ID
102041
10738
8.1.1
Perform planning/budgeting/forecasting
10738
8.1.1
Perform planning/budgeting/forecasting
10738
8.1.1
Perform planning/budgeting/forecasting
427 of 687
Process
Element Hierarchy
ID
ID
Process element
10738 8.1.1
Perform planning/budgeting/forecasting
10738
8.1.1
Perform planning/budgeting/forecasting
10738
8.1.1
Perform planning/budgeting/forecasting
10738
8.1.1
Perform planning/budgeting/forecasting
10738
8.1.1
Perform planning/budgeting/forecasting
10738
8.1.1
Perform planning/budgeting/forecasting
428 of 687
Process
Element Hierarchy
ID
ID
Process element
10738 8.1.1
Perform planning/budgeting/forecasting
Metric Category
Cycle Time
Metric ID
100635
10738
8.1.1
Perform planning/budgeting/forecasting
Cycle Time
100604
10738
8.1.1
Perform planning/budgeting/forecasting
Cycle Time
100160
10738
8.1.1
Perform planning/budgeting/forecasting
Process Efficiency
101098
10738
8.1.1
Perform planning/budgeting/forecasting
Process Efficiency
100892
10738
8.1.1
Perform planning/budgeting/forecasting
Process Efficiency
101760
10738
8.1.1
Perform planning/budgeting/forecasting
Process Efficiency
101761
10738
8.1.1
Perform planning/budgeting/forecasting
Process Efficiency
101762
10738
8.1.1
Perform planning/budgeting/forecasting
Staff Productivity
105134
10738
8.1.1
Perform planning/budgeting/forecasting
Supplemental
Information
102027
10739
8.1.2
Supplemental
Information
102059
10739
8.1.2
Supplemental
Information
105140
429 of 687
Process
Element Hierarchy
ID
ID
Process element
10741 8.1.4
Evaluate and manage financial performance
10741
8.1.4
10741
8.1.4
10741
8.1.4
10741
8.1.4
10741
8.1.4
430 of 687
Process
Element Hierarchy
ID
ID
Process element
10741 8.1.4
Evaluate and manage financial performance
10741
8.1.4
10741
8.1.4
10741
8.1.4
Cycle Time
100616
10741
8.1.4
Cycle Time
100617
431 of 687
Process
Element Hierarchy
ID
ID
Process element
10741 8.1.4
Evaluate and manage financial performance
Metric Category
Cycle Time
Metric ID
100618
10741
8.1.4
Process Efficiency
101019
10741
8.1.4
Staff Productivity
103159
10741
8.1.4
Supplemental
Information
101763
10741
8.1.4
Supplemental
Information
102009
10741
8.1.4
Supplemental
Information
101973
10741
8.1.4
Supplemental
Information
101976
10741
8.1.4
Supplemental
Information
100684
10741
8.1.4
Supplemental
Information
100405
432 of 687
Process
Element Hierarchy
ID
ID
Process element
10741 8.1.4
Evaluate and manage financial performance
Metric Category
Supplemental
Information
Metric ID
100407
102831
10741
8.1.4
Supplemental
Information
10743
8.2.2
10743
8.2.2
10743
8.2.2
10743
8.2.2
10743
8.2.2
433 of 687
Process
Element Hierarchy
ID
ID
Process element
10743 8.2.2
Generate tax statements
10743
8.2.2
10743
8.2.2
10743
8.2.2
10743
8.2.2
10743
8.2.2
10743
8.2.2
10743
8.2.2
434 of 687
Process
Element Hierarchy
ID
ID
Process element
10743 8.2.2
Generate tax statements
10743
8.2.2
Cycle Time
100558
10743
8.2.2
Cycle Time
100164
10743
8.2.2
Process Efficiency
101035
10743
8.2.2
Process Efficiency
102134
10743
8.2.2
Process Efficiency
102142
10743
8.2.2
Process Efficiency
102161
10743
8.2.2
Staff Productivity
105495
10743
8.2.2
Staff Productivity
105477
10743
8.2.2
Staff Productivity
105479
10743
8.2.2
Staff Productivity
101287
435 of 687
Process
Element Hierarchy
ID
ID
Process element
10743 8.2.2
Generate tax statements
Metric Category
Staff Productivity
Metric ID
101280
Supplemental
Information
Supplemental
Information
Supplemental
Information
100387
10743
8.2.2
10743
8.2.2
10743
8.2.2
10743
8.2.2
Supplemental
Information
101870
10743
8.2.2
102157
10743
8.2.2
Supplemental
Information
Supplemental
Information
10743
8.2.2
10744
8.2.3
Supplemental
105503
Information
Cost Effectiveness 103843
10744
8.2.3
10744
8.2.3
100230
102010
105489
436 of 687
Process
Element Hierarchy
ID
ID
Process element
10744 8.2.3
Process accounts receivable (AR)
10744
8.2.3
10744
8.2.3
10744
8.2.3
10744
8.2.3
437 of 687
Process
Element Hierarchy
ID
ID
Process element
10744 8.2.3
Process accounts receivable (AR)
10744
8.2.3
Cycle Time
100178
10744
8.2.3
Cycle Time
100581
10744
8.2.3
Process Efficiency
102286
10744
8.2.3
Process Efficiency
102152
10744
8.2.3
Process Efficiency
101656
10744
8.2.3
Process Efficiency
101758
10744
8.2.3
Process Efficiency
101950
10744
8.2.3
Process Efficiency
101109
10744
8.2.3
Process Efficiency
105532
10744
8.2.3
Process Efficiency
103167
438 of 687
Process
Element Hierarchy
ID
ID
Process element
10744 8.2.3
Process accounts receivable (AR)
Metric Category
Process Efficiency
Metric ID
102463
10744
8.2.3
Process Efficiency
102264
10744
8.2.3
Staff Productivity
100904
10744
8.2.3
Staff Productivity
100797
10744
8.2.3
Staff Productivity
101395
10744
8.2.3
Supplemental
Information
102033
10744
8.2.3
Supplemental
Information
102011
10744
8.2.3
101278
10744
8.2.3
Supplemental
Information
Supplemental
Information
105433
439 of 687
Process
Element Hierarchy
ID
ID
Process element
10744 8.2.3
Process accounts receivable (AR)
Metric Category
Supplemental
Information
Metric ID
103004
103340
10744
8.2.3
Supplemental
Information
10745
8.2.4
10745
8.2.4
10745
8.2.4
10745
8.2.4
440 of 687
Process
Element Hierarchy
ID
ID
Process element
10745 8.2.4
Manage and process collections
10745
8.2.4
10745
8.2.4
10745
8.2.4
10745
8.2.4
10745
8.2.4
Process Efficiency
104166
10745
8.2.4
Process Efficiency
105436
10745
8.2.4
Process Efficiency
101048
10745
8.2.4
Process Efficiency
102155
10745
8.2.4
Staff Productivity
104115
10745
8.2.4
Staff Productivity
100796
441 of 687
Process
Element Hierarchy
ID
ID
Process element
10745 8.2.4
Manage and process collections
Metric Category
Supplemental
Information
Metric ID
102013
10746
8.2.5
10746
8.2.5
10746
8.2.5
10746
8.2.5
10746
8.2.5
Cycle Time
100628
442 of 687
Process
Element Hierarchy
ID
ID
Process element
10746 8.2.5
Manage and process adjustments/ deductions
Metric Category
Process Efficiency
Metric ID
101043
10746
8.2.5
Staff Productivity
100880
10746
8.2.5
Supplemental
Information
102012
10747
8.3.1
10747
8.3.1
10747
8.3.1
10747
8.3.1
443 of 687
Process
Element Hierarchy
ID
ID
Process element
10747 8.3.1
Manage policies and procedures
10747
8.3.1
10747
8.3.1
Process Efficiency
101054
10747
8.3.1
Supplemental
Information
102015
10747
8.3.1
Supplemental
Information
104846
444 of 687
Process
Element Hierarchy
ID
ID
Process element
10748 8.3.2
Perform general accounting
10748
8.3.2
10748
8.3.2
10748
8.3.2
10748
8.3.2
10748
8.3.2
445 of 687
Process
Element Hierarchy
ID
ID
Process element
10748 8.3.2
Perform general accounting
10748
8.3.2
Cycle Time
100625
10748
8.3.2
Cycle Time
104615
10748
8.3.2
Process Efficiency
100848
10748
8.3.2
Process Efficiency
101096
10748
8.3.2
Process Efficiency
101765
10748
8.3.2
Process Efficiency
101753
10748
8.3.2
Staff Productivity
101330
10748
8.3.2
Staff Productivity
100875
446 of 687
Process
Element Hierarchy
ID
ID
Process element
10748 8.3.2
Perform general accounting
Metric Category
Supplemental
Information
Metric ID
102025
10748
8.3.2
Supplemental
Information
101827
10748
8.3.2
100874
10748
8.3.2
Supplemental
Information
Supplemental
Information
10749
8.3.3
10749
8.3.3
10749
8.3.3
104847
447 of 687
Process
Element Hierarchy
ID
ID
Process element
10749 8.3.3
Perform fixed asset accounting (facilities)
10749
8.3.3
10749
8.3.3
10749
8.3.3
10749
8.3.3
10749
8.3.3
10749
8.3.3
10749
8.3.3
448 of 687
Process
Element Hierarchy
ID
ID
Process element
10749 8.3.3
Perform fixed asset accounting (facilities)
10749
8.3.3
10749
8.3.3
10749
8.3.3
10749
8.3.3
Cycle Time
100591
10749
10749
8.3.3
8.3.3
Cycle Time
Cycle Time
100592
100593
449 of 687
Process
Element Hierarchy
ID
ID
Process element
10749 8.3.3
Perform fixed asset accounting (facilities)
Metric Category
Process Efficiency
Metric ID
101902
10749
8.3.3
Process Efficiency
101903
10749
8.3.3
Process Efficiency
101869
10749
8.3.3
Process Efficiency
101091
10749
8.3.3
Process Efficiency
101162
10749
8.3.3
Process Efficiency
100307
10749
8.3.3
Process Efficiency
100734
10749
8.3.3
Staff Productivity
100964
10749
8.3.3
Staff Productivity
100965
10749
8.3.3
Staff Productivity
101329
450 of 687
Process
Element Hierarchy
ID
ID
Process element
10749 8.3.3
Perform fixed asset accounting (facilities)
Metric Category
Supplemental
Information
Supplemental
Information
Metric ID
100868
10749
8.3.3
10749
8.3.3
Supplemental
Information
102022
10749
8.3.3
Supplemental
Information
102040
10749
8.3.3
Supplemental
Information
105125
10749
8.3.3
Supplemental
Information
104849
100733
451 of 687
Process
Element Hierarchy
ID
ID
Process element
10750 8.3.4
Perform financial reporting
10750
8.3.4
10750
8.3.4
10750
8.3.4
10750
8.3.4
10750
8.3.4
452 of 687
Process
Element Hierarchy
ID
ID
Process element
10750 8.3.4
Perform financial reporting
Metric Category
Cycle Time
Metric ID
100594
10750
8.3.4
Cycle Time
100597
10750
8.3.4
Cycle Time
100162
10750
8.3.4
Cycle Time
100552
10750
8.3.4
Cycle Time
100555
10750
8.3.4
Process Efficiency
101090
10750
8.3.4
Supplemental
Information
102021
10750
8.3.4
Supplemental
Information
104852
453 of 687
Process
Element Hierarchy
ID
ID
Process element
10751 8.4.1
Perform capital planning and project approval
10751
8.4.1
10751
8.4.1
10751
8.4.1
10751
8.4.1
10751
8.4.1
10751
8.4.1
10751
10751
8.4.1
8.4.1
Cycle Time
Process Efficiency
100586
100009
10751
8.4.1
Process Efficiency
101086
10751
8.4.1
Process Efficiency
105133
454 of 687
Process
Element Hierarchy
ID
ID
Process element
10751 8.4.1
Perform capital planning and project approval
Metric Category
Supplemental
Information
Metric ID
102019
10752
8.4.2
10752
8.4.2
10752
8.4.2
10752
8.4.2
10752
8.4.2
10752
8.4.2
10752
8.4.2
Process Efficiency
101088
10752
8.4.2
Process Efficiency
100896
10752
8.4.2
Supplemental
Information
102020
455 of 687
Process
Element Hierarchy
ID
ID
10753 8.5.1
Report time
Process element
10753
8.5.1
Report time
10753
8.5.1
Report time
10753
8.5.1
Report time
10753
8.5.1
Report time
10753
8.5.1
Report time
10753
8.5.1
Report time
10753
8.5.1
Report time
456 of 687
Process
Element Hierarchy
ID
ID
10753 8.5.1
Report time
Process element
10753
8.5.1
Report time
10753
8.5.1
Report time
Cycle Time
100540
10753
8.5.1
Report time
Process Efficiency
101130
10753
8.5.1
Report time
Process Efficiency
101134
10753
8.5.1
Report time
Process Efficiency
104487
10753
8.5.1
Report time
Process Efficiency
104488
10753
8.5.1
Report time
Process Efficiency
102696
10753
8.5.1
Report time
Process Efficiency
102698
10753
8.5.1
Report time
Staff Productivity
101422
457 of 687
Process
Element Hierarchy
ID
ID
10753 8.5.1
Report time
Process element
Metric Category
Supplemental
Information
Metric ID
102037
102389
10753
8.5.1
Report time
Supplemental
Information
10754
8.5.2
Manage pay
10754
8.5.2
Manage pay
10754
8.5.2
Manage pay
10754
8.5.2
Manage pay
10754
8.5.2
Manage pay
10754
8.5.2
Manage pay
458 of 687
Process
Element Hierarchy
ID
ID
10754 8.5.2
Manage pay
Process element
10754
8.5.2
Manage pay
10754
8.5.2
Manage pay
10754
8.5.2
Manage pay
10754
8.5.2
Manage pay
Cycle Time
100543
10754
8.5.2
Manage pay
Cycle Time
100546
10754
8.5.2
Manage pay
Cycle Time
100549
10754
8.5.2
Manage pay
Cycle Time
100536
459 of 687
Process
Element Hierarchy
ID
ID
10754 8.5.2
Manage pay
Process element
Metric Category
Cycle Time
Metric ID
100529
10754
8.5.2
Manage pay
Cycle Time
100532
10754
8.5.2
Manage pay
Process Efficiency
101057
10754
8.5.2
Manage pay
Process Efficiency
101061
10754
8.5.2
Manage pay
Process Efficiency
101429
10754
8.5.2
Manage pay
Process Efficiency
101739
10754
8.5.2
Manage pay
Process Efficiency
101958
10754
8.5.2
Manage pay
Process Efficiency
101373
10754
8.5.2
Manage pay
Process Efficiency
102380
10754
8.5.2
Manage pay
Process Efficiency
102383
10754
8.5.2
Manage pay
Staff Productivity
101334
10754
8.5.2
Manage pay
Staff Productivity
101370
460 of 687
Process
Element Hierarchy
ID
ID
10754 8.5.2
Manage pay
Process element
Metric Category
Supplemental
Information
Metric ID
102014
10754
8.5.2
Manage pay
Supplemental
Information
100390
10754
8.5.2
Manage pay
Supplemental
Information
102385
10755
8.5.3
10755
8.5.3
10755
8.5.3
461 of 687
Process
Element Hierarchy
ID
ID
Process element
10755 8.5.3
Process payroll taxes
10755
8.5.3
10755
8.5.3
10755
8.5.3
10755
8.5.3
10755
8.5.3
10755
8.5.3
Cycle Time
100534
462 of 687
Process
Element Hierarchy
ID
ID
Process element
10755 8.5.3
Process payroll taxes
Metric Category
Process Efficiency
Metric ID
101120
10755
8.5.3
Process Efficiency
101128
10755
8.5.3
Supplemental
Information
102007
10755
8.5.3
Supplemental
Information
102387
10756
8.6.1
10756
8.6.1
10756
8.6.1
10756
8.6.1
10756
8.6.1
463 of 687
Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1
Process accounts payable (AP)
10756
8.6.1
10756
8.6.1
10756
8.6.1
10756
8.6.1
10756
8.6.1
464 of 687
Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1
Process accounts payable (AP)
10756
8.6.1
10756
8.6.1
10756
8.6.1
10756
8.6.1
10756
8.6.1
465 of 687
Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1
Process accounts payable (AP)
10756
8.6.1
10756
8.6.1
Cycle Time
100632
10756
8.6.1
Cycle Time
100636
10756
8.6.1
Cycle Time
104923
10756
8.6.1
Cycle Time
100575
10756
8.6.1
Cycle Time
100154
10756
8.6.1
Process Efficiency
101108
10756
8.6.1
Process Efficiency
101944
10756
8.6.1
Process Efficiency
101947
10756
8.6.1
Process Efficiency
101738
10756
8.6.1
Process Efficiency
102146
10756
8.6.1
Process Efficiency
102149
466 of 687
Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1
Process accounts payable (AP)
Metric Category
Process Efficiency
Metric ID
102136
10756
8.6.1
Process Efficiency
102139
10756
8.6.1
Process Efficiency
102163
10756
8.6.1
Process Efficiency
102164
10756
8.6.1
Process Efficiency
104301
10756
8.6.1
Staff Productivity
105039
10756
8.6.1
Staff Productivity
105040
10756
8.6.1
Staff Productivity
105041
10756
8.6.1
Staff Productivity
105042
10756
8.6.1
Staff Productivity
101283
10756
8.6.1
Staff Productivity
101290
10756
8.6.1
Staff Productivity
100917
467 of 687
Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1
Process accounts payable (AP)
Metric Category
Supplemental
Information
Metric ID
102032
Supplemental
Information
Supplemental
Information
101285
10756
8.6.1
10756
8.6.1
10756
8.6.1
Supplemental
Information
102996
10756
8.6.1
Supplemental
Information
104612
10756
8.6.1
104924
10756
8.6.1
Supplemental
Information
Supplemental
Information
10756
8.6.1
Supplemental
Information
104926
10756
8.6.1
Supplemental
Information
104927
10756
8.6.1
Supplemental
Information
104928
103335
104925
468 of 687
Process
Element Hierarchy
ID
ID
Process element
10756 8.6.1
Process accounts payable (AP)
Metric Category
Supplemental
Information
Metric ID
104929
Supplemental
Information
Supplemental
Information
104922
10756
8.6.1
10756
8.6.1
10756
8.6.1
10757
8.6.2
Supplemental
105434
Information
Cost Effectiveness 104606
10757
8.6.2
104605
469 of 687
Process
Element Hierarchy
ID
ID
Process element
10757 8.6.2
Process expense reimbursements
10757
8.6.2
10757
8.6.2
10757
8.6.2
10757
8.6.2
470 of 687
Process
Element Hierarchy
ID
ID
Process element
10757 8.6.2
Process expense reimbursements
10757
8.6.2
10757
8.6.2
10757
8.6.2
10757
8.6.2
10757
8.6.2
Cycle Time
100587
10757
8.6.2
Process Efficiency
101262
10757
8.6.2
Process Efficiency
101995
10757
8.6.2
Process Efficiency
101119
10757
8.6.2
Process Efficiency
102650
10757
8.6.2
Staff Productivity
100952
471 of 687
Process
Element Hierarchy
ID
ID
Process element
10757 8.6.2
Process expense reimbursements
Metric Category
Staff Productivity
Metric ID
101419
Supplemental
Information
Supplemental
Information
100955
10757
8.6.2
10757
8.6.2
10757
8.6.2
Supplemental
Information
104608
10757
8.6.2
Supplemental
Information
104609
10757
8.6.2
Supplemental
Information
104610
10757
8.6.2
Supplemental
Information
104611
102035
472 of 687
Process
Element Hierarchy
ID
ID
10759 8.7.2
Manage cash
Process element
10759
8.7.2
Manage cash
10759
8.7.2
Manage cash
Cycle Time
104809
10759
8.7.2
Manage cash
Cycle Time
100171
10759
8.7.2
Manage cash
Cycle Time
100175
10759
8.7.2
Manage cash
Staff Productivity
104810
10759
8.7.2
Manage cash
Staff Productivity
104811
10759
8.7.2
Manage cash
Staff Productivity
104818
10759
8.7.2
Manage cash
Staff Productivity
104819
10762
8.8.1
473 of 687
Process
Element Hierarchy
ID
ID
Process element
10762 8.8.1
Establish internal controls, policies, and
procedures
10762
8.8.1
10762
8.8.1
10762
8.8.1
10762
8.8.1
Process Efficiency
101018
10762
8.8.1
Supplemental
Information
102006
10762
8.8.1
Supplemental
Information
102372
474 of 687
Process
Element Hierarchy
ID
ID
Process element
10762 8.8.1
Establish internal controls, policies, and
procedures
Metric Category
Supplemental
Information
Metric ID
102373
10762
8.8.1
Supplemental
Information
102374
10762
8.8.1
Supplemental
Information
102112
10762
8.8.1
Supplemental
Information
102113
10762
8.8.1
Supplemental
Information
102114
475 of 687
Process
Element Hierarchy
ID
ID
Process element
10762 8.8.1
Establish internal controls, policies, and
procedures
Metric Category
Supplemental
Information
Metric ID
102115
10762
8.8.1
Supplemental
Information
102312
10762
8.8.1
Supplemental
Information
102313
10762
8.8.1
Supplemental
Information
102314
10763
8.8.2
10763
8.8.2
476 of 687
Process
Element Hierarchy
ID
ID
Process element
10763 8.8.2
Operate controls and monitor compliance with
internal controls policies and procedures
10763
8.8.2
10763
8.8.2
Cycle Time
100608
10763
8.8.2
Cycle Time
100140
10763
8.8.2
Cycle Time
100144
10763
8.8.2
Cycle Time
100148
10763
8.8.2
Process Efficiency
100899
477 of 687
Process
Element Hierarchy
ID
ID
Process element
10763 8.8.2
Operate controls and monitor compliance with
internal controls policies and procedures
Metric Category
Process Efficiency
Metric ID
101070
10763
8.8.2
Process Efficiency
101424
10763
8.8.2
Process Efficiency
102392
10763
8.8.2
Process Efficiency
101375
10763
8.8.2
Supplemental
Information
102016
10763
8.8.2
Supplemental
Information
101912
10763
8.8.2
8.8.2
10763
8.8.2
10764
8.8.3
Supplemental
Information
Supplemental
Information
Supplemental
Information
Cost Effectiveness
102398
10763
102401
103173
103879
478 of 687
Process
Element Hierarchy
ID
ID
Process element
10764 8.8.3
Report on internal controls compliance
10764
8.8.3
10764
8.8.3
10764
8.8.3
Process Efficiency
102391
10764
8.8.3
Process Efficiency
101125
10764
8.8.3
100770
10764
8.8.3
10764
8.8.3
Supplemental
Information
Supplemental
Information
Supplemental
Information
10764
8.8.3
Supplemental
Information
101459
10794
8.2.2.1
Staff Productivity
105496
101533
102036
479 of 687
Process
Element Hierarchy
ID
ID
Process element
10794 8.2.2.1
Maintain property/taxpayer master files
Metric Category
Staff Productivity
Metric ID
105497
10794
8.2.2.1
Supplemental
Information
105490
10795
8.2.2.2
Supplemental
Information
105491
10796
8.2.2.3
Supplemental
Information
105492
10797
8.2.2.4
Supplemental
Information
105493
10798
8.2.2.5
Supplemental
Information
105494
10876
8.6.1.8
Process payments
Process Efficiency
104604
11208
8.7.4
480 of 687
Process
Element Hierarchy
ID
ID
Process element
11208 8.7.4
Monitor and execute risk
Metric Category
Staff Productivity
Metric ID
104821
11208
8.7.4
Staff Productivity
104813
17058
8.0
Supplemental
Information
105126
17058
8.0
Supplemental
Information
105127
17058
8.0
Supplemental
Information
105128
17058
8.0
105083
17058
8.0
17058
8.0
Supplemental
Information
Supplemental
Information
Supplemental
Information
105084
105085
481 of 687
Metric name
Formula
Units
Number of new businesses launched over the past Number of new businesses/services launched over new businesses
three reporting periods per $1 billion revenue
the past three years / (Total business entity
revenue * 0.000000001)
Number of new businesses launched over the past Number of new businesses/services launched over new businesses
three reporting periods per $100 million R&D
the past three years / (Research and development
spend
(R&D) costs over the past three reporting periods *
0.000000010)
Outsourced cost to perform the process "service
customers" per $1,000 revenue
dollars
dollars
dollars
dollars
482 of 687
Metric name
Formula
Units
Systems cost of the customer order management ((Systems cost to perform the process group
percent
function as a percentage of the total cost of the
"develop customer care/customer service
function
strategy" + Systems cost to perform the process
"manage sales orders" + Systems cost to perform
the process "service customers" + Systems cost to
perform the process "manage returns; manage
reverse logistics") / (Total cost to perform the
process group "develop customer care/customer
service strategy" + Total cost to perform the
process "manage sales orders" + Total cost to
perform the process "service customers" + Total
cost to perform the process "manage returns;
manage reverse logistics")) * 100.0
dollars
dollars
dollars
dollars
dollars
483 of 687
Metric name
Other cost to perform the processes "manage
sales orders", "manage customer
requests/inquiries", and "manage customer
complaints" per $1,000 revenue
Formula
Units
(Costs other than personnel, systems, overhead, dollars
and outsourced to perform the process "manage
sales orders" + Costs other than personnel,
systems, overhead, and outsourced to perform the
processes "manage customer service
requests/inquiries" and "manage customer
complaints") / (Total business entity revenue *
0.0010)
dollars
dollars
dollars
484 of 687
Metric name
Total annual cost to perform the process "service
customers" per sales FTE
Formula
Units
Total cost to perform the process "service
dollars
customers"/Number of FTEs who perform the sales
function
dollars
Number of FTEs that perform the process "service Number of FTEs who perform the process "service FTEs
customers" per $1 billion revenue
customers" / (Total business entity revenue *
0.000000001)
Annual overhead and other cost of the HR function ((Total cost to perform the function "develop and percent
as a percentage of total HR function cost
manage human capital" * Percentage of cost to
perform the HR function allocated to internal costs
* Percentage of internal cost to perform the HR
function allocated to overhead and other costs * .
0001) / Total cost to perform the function "develop
and manage human capital") * 100
Total cost to perform the HR function per business Total cost to perform the function "develop and
entity FTE
manage human capital" / Number of business
entity FTEs
dollars
dollars
dollars
485 of 687
Metric name
Total business entity personnel cost per $1,000
revenue
Personnel cost for the business entity per business
entity employee
Personnel cost to perform the HR function per
$1,000 revenue
Formula
Units
Personnel cost for all employees / (Total business dollars
entity revenue * .001)
Personnel cost for all employees / Number of
dollars
business entity employees
(Total cost to perform the function "develop and
dollars
manage human capital" * Percentage of cost to
perform the HR function allocated to internal costs
* Percentage of internal cost to perform the HR
function allocated to personnel costs * .0001) /
(Total business entity revenue*.001)
486 of 687
Metric name
Systems cost to perform the HR function per
business entity employee
Formula
Units
(Total cost to perform the function "develop and
dollars
manage human capital" * Percentage of cost to
perform the HR function allocated to internal costs
* Percentage of internal cost to perform the HR
function allocated to systems costs * .0001) /
Number of business entity employees
dollars
Total service center cost per customer (employees (Total in-house operating cost for your HR service
+ retirees)
center for North American center + Total of all
outsourcing costs associated with HR service
center for North American center) / (Total
employee headcount served by shared services
organization + Total retiree headcount served by
shared services organization)
dollars
CUSTOM
dollars
dollars
CUSTOM
dollars
dollars
Total cost to perform the HR function per "develop Total cost to perform the function "develop and
and counsel employees" FTE
manage human capital" / Number of FTEs who
perform the process group "develop and counsel
employees"
dollars
487 of 687
Metric name
Formula
Total cost to perform the HR function per "manage Total cost to perform the function "develop and
employee information" FTE
manage human capital" / Number of FTEs who
perform the process group "manage employee
information"
Total cost to perform the HR function per "recruit,
source, and select employees" FTE
Units
dollars
dollars
Total cost to perform the HR function per "redeploy Total cost to perform the function "develop and
and retire employees" FTE
manage human capital" / Number of FTEs who
perform the process group "redeploy and retire
employees"
dollars
dollars
Total cost to perform the HR function per "develop Total cost to perform the function "develop and
and manage HR planning, policies, and strategies" manage human capital" / Number of FTEs who
FTE
perform the process group "develop and manage
human resources (HR) planning, policies, and
strategies"
Total cost to perform the HR function per HR
function FTE
dollars
Total cost to perform the HR function per business Total cost to perform the function "develop and
entity employee
manage human capital" / Number of business
entity employees
dollars
dollars
dollars
488 of 687
Metric name
Formula
Average fully loaded salary for operational workers Personnel cost for all operational worker/office
or office staff
staff employees / Number of operational
worker/office staff employees
Units
dollars
FTEs
CUSTOM
employees
CUSTOM
CUSTOM
CUSTOM
transactions
calls/inquiries
employees
CUSTOM
CUSTOM
CUSTOM
CUSTOM
Total employee headcount served by shared
services organization / Recruiting/staffing service
center specialist headcount for North American
Center
transactions
calls/inquiries
employees
employees
employees
dollars
489 of 687
Metric name
Total requisitions per North American Shared
Services Center recruiting/staffing specialist
headcount
Formula
Units
Number of job requisitions handled by SSO for
requisitions
North American center / Recruiting/staffing service
center specialist headcount for North American
Center
hires
employees
employees
transactions
inquiry
transactions
inquiry
490 of 687
Metric name
Self-service transaction volume per employee for
Center 3
Self-service inquiry per employee for Center 3
Formula
Self-service transaction volume for Center 3 / Total
employee headcount for Center 3
Self-service inquiry volume for Center 3 / Total
employee headcount for Center 3
Self-service transaction volume per employee for Self-service transaction volume for Center 4 / Total
Center 4
employee headcount for Center 4
Self-service inquiry per employee for Center 4
Self-service inquiry volume for Center 4 / Total
employee headcount for Center 4
Self-service transaction volume per employee for Self-service transaction volume for Center 5 / Total
Center 5
employee headcount for Center 5
Self-service inquiry per employee for Center 5
Self-service inquiry volume for Center 5 / Total
employee headcount for Center 5
Self-service transaction volume per employee for Self-service transaction volume for Center 6 / Total
Center 6
employee headcount for Center 6
Self-service inquiry per employee for Center 6
Self-service inquiry volume for Center 6 / Total
employee headcount for Center 6
Self-service transaction volume per employee for Self-service transaction volume for Center 7 / Total
Center 7
employee headcount for Center 7
Self-service inquiry per employee for Center 7
Self-service inquiry volume for Center 7 / Total
employee headcount for Center 7
Total company employees per HR business partner Total employee headcount served by shared
headcount
services organization / HR business partners for
overall HR organization
Units
transactions
employees
employees
inquiry
transactions
inquiry
transactions
inquiry
transactions
inquiry
transactions
inquiry
employees
Total company employees per field HR headcount Total employee headcount served by shared
employees
services organization / Total field HR headcount for
overall HR organization
491 of 687
Metric name
Number of transactions per service center
employee
Number of calls/inquiries per service center
employee
Number of employees served per service center
employee
Number of retirees served per service center
employee
Number of transactions per Center 1 employee
Number of
Number of
employee
Number of
Number of
Number of
Number of
employee
Number of
Number of
Number of
Number of
employee
Number of
Formula
CUSTOM
Units
transactions
CUSTOM
calls/inquiries
CUSTOM
employees
CUSTOM
retirees
transactions
calls
employees
retirees
transactions
calls
employees
retirees
transactions
calls
employees
retirees
492 of 687
Metric name
Number of transactions per Center 4 employee
Number of calls/inquiries per Center 4 employee
Number of employees served per Center 4
employee
Number of retirees served per Center 4 employee
Number of transactions per Center 5 employee
Number of calls/inquiries per Center 5 employee
Number of employees served per Center 5
employee
Number of retirees served per Center 5 employee
Number of transactions per Center 6 employee
Number of calls/inquiries per Center 6 employee
Number of employees served per Center 6
employee
Number of retirees served per Center 6 employee
Number of transactions per Center 7 employee
Number of calls/inquiries per Center 7 employee
Number of employees served per Center 7
employee
Number of retirees served per Center 7 employee
Formula
Transaction volume for Center 4 / Total employee
headcount for Center 4
Call/inquiry volume for Center 4 / Total employee
headcount for Center 4
Employees served by Center 4 / Total employee
headcount for Center 4
Retirees served by Center 4 / Total employee
headcount for Center 4
Transaction volume for Center 5 / Total employee
headcount for Center 5
Call/inquiry volume for Center 5 / Total employee
headcount for Center 5
Employees served by Center 5 / Total employee
headcount for Center 5
Retirees served by Center 5 / Total employee
headcount for Center 5
Transaction volume for Center 6 / Total employee
headcount for Center 6
Call/inquiry volume for Center 6 / Total employee
headcount for Center 6
Employees served by Center 6 / Total employee
headcount for Center 6
Retirees served by Center 6 / Total employee
headcount for Center 6
Transaction volume for Center 7 / Total employee
headcount for Center 7
Call/inquiry volume for Center 7 / Total employee
headcount for Center 7
Employees served by Center 7 / Total employee
headcount for Center 7
Retirees served by Center 7 / Total employee
headcount for Center 7
Units
transactions
calls
employees
retirees
transactions
calls
employees
retirees
transactions
calls
employees
retirees
transactions
calls
employees
retirees
493 of 687
Metric name
Total company employees per tier 1 headcount
Formula
Total employee headcount served by shared
services organization / (Tier 1 representative
headcount for Center 1 + Tier 1 representative
headcount for Center 2 + Tier 1 representative
headcount for Center 3 + Tier 1 representative
headcount for Center 4 + Tier 1 representative
headcount for Center 5 + Tier 1 representative
headcount for Center 6 + Tier 1 representative
headcount for Center 7)
Units
employees
employees
Total company employees per talent management Total employee headcount served by shared
CoE headcount
services organization / Talent management CoE
headcount for entire shared services operation
employees
employees
494 of 687
Metric name
Total company employees per compensation CoE
headcount
Formula
Total employee headcount served by shared
services organization / Compensation CoE
headcount for entire shared services operation
Units
employees
Total company employees per employee and labor Total employee headcount served by shared
employees
relations CoE headcount
services organization / Employee and labor
relations CoE headcount for entire shared services
operation
Total company employees per continuous
improvement headcount
employees
employees
transactions
calls
employees
transactions
calls
employees
transactions
calls
495 of 687
Metric name
Tier 1 employees per Tier 1 manager/supervisors
for Center 4
Transaction volume per Tier 1 employee for Center
4
Call/inquiry volume per Tier 1 employee for Center
4
Tier 1 employees per Tier 1 manager/supervisors
for Center 5
Transaction volume per Tier 1 employee for Center
5
Call/inquiry volume per Tier 1 employee for Center
5
Tier 1 employees per Tier 1 manager/supervisors
for Center 6
Transaction volume per Tier 1 employee for Center
6
Call/inquiry volume per Tier 1 employee for Center
6
Tier 1 employees per Tier 1 manager/supervisors
for Center 7
Transaction volume per Tier 1 employee for Center
7
Call/inquiry volume per Tier 1 employee for Center
7
Tier 2 employees per Tier 2 manager/supervisors
for Center 1
Transaction volume per Tier 2 employee for Center
1
Call/inquiry volume per Tier 2 employee for Center
1
Tier 2 employees per Tier 2 manager/supervisors
for Center 2
Formula
Tier 1 representative headcount for Center 4
Manager/supervisor headcount for Center 4
Transaction volume for Center 4 / Tier 1
representative headcount for Center 4
Call/inquiry volume for Center 4 / Tier 1
representative headcount for Center 4
Tier 1 representative headcount for Center 5
Manager/supervisor headcount for Center 5
Transaction volume for Center 5 / Tier 1
representative headcount for Center 5
Call/inquiry volume for Center 5 / Tier 1
representative headcount for Center 5
Tier 1 representative headcount for Center 6
Manager/supervisor headcount for Center 6
Transaction volume for Center 6 / Tier 1
representative headcount for Center 6
Call/inquiry volume for Center 6 / Tier 1
representative headcount for Center 6
Tier 1 representative headcount for Center 7
Manager/supervisor headcount for Center 7
Transaction volume for Center 7 / Tier 1
representative headcount for Center 7
Call/inquiry volume for Center 7 / Tier 1
representative headcount for Center 7
Tier 2 representative headcount for Center 1
Manager/supervisor headcount for Center 1
Transaction volume for Center 1 / Tier 2
representative headcount for Center 1
Call/inquiry volume for Center 1 / Tier 2
representative headcount for Center 1
Tier 2 representative headcount for Center 2
Manager/supervisor headcount for Center 2
Units
employees
transactions
calls
employees
transactions
calls
employees
transactions
calls
employees
transactions
calls
employees
transactions
calls
employees
496 of 687
Metric name
Transaction volume per Tier 2 employee for Center
2
Call/inquiry volume per Tier 2 employee for Center
2
Tier 2 employees per Tier 2 manager/supervisors
for Center 3
Transaction volume per Tier 2 employee for Center
3
Call/inquiry volume per Tier 2 employee for Center
3
Tier 2 employees per Tier 2 manager/supervisors
for Center 4
Transaction volume per Tier 2 employee for Center
4
Call/inquiry volume per Tier 2 employee for Center
4
Tier 2 employees per Tier 2 manager/supervisors
for Center 5
Transaction volume per Tier 2 employee for Center
5
Call/inquiry volume per Tier 2 employee for Center
5
Tier 2 employees per Tier 2 manager/supervisors
for Center 6
Transaction volume per Tier 2 employee for Center
6
Call/inquiry volume per Tier 2 employee for Center
6
Tier 2 employees per Tier 2 manager/supervisors
for Center 7
Transaction volume per Tier 2 employee for Center
7
Formula
Transaction volume for Center 2 / Tier 2
representative headcount for Center 2
Call/inquiry volume for Center 2 / Tier 2
representative headcount for Center 2
Tier 2 representative headcount for Center 3
Manager/supervisor headcount for Center 3
Transaction volume for Center 3 / Tier 2
representative headcount for Center 3
Call/inquiry volume for Center 3 / Tier 2
representative headcount for Center 3
Tier 2 representative headcount for Center 4
Manager/supervisor headcount for Center 4
Transaction volume for Center 4 / Tier 2
representative headcount for Center 4
Call/inquiry volume for Center 4 / Tier 2
representative headcount for Center 4
Tier 2 representative headcount for Center 5
Manager/supervisor headcount for Center 5
Transaction volume for Center 5 / Tier 2
representative headcount for Center 5
Call/inquiry volume for Center 5 / Tier 2
representative headcount for Center 5
Tier 2 representative headcount for Center 6
Manager/supervisor headcount for Center 6
Transaction volume for Center 6 / Tier 2
representative headcount for Center 6
Call/inquiry volume for Center 6 / Tier 2
representative headcount for Center 6
Tier 2 representative headcount for Center 7
Manager/supervisor headcount for Center 7
Transaction volume for Center 7 / Tier 2
representative headcount for Center 7
Units
transactions
calls
/
employees
transactions
calls
employees
transactions
calls
employees
transactions
calls
employees
transactions
calls
employees
transactions
497 of 687
Metric name
Call/inquiry volume per Tier 2 employee for Center
7
Number of business entity employees per FTE in
HR administration
Formula
Units
Call/inquiry volume for Center 7 / Transaction
calls
volume for Center 7
Number of business entity employees / Number of employees
FTEs who perform HR administrative activities
(exclude the activities for processing and
distributing payments)
employees
employees
employees
Total cost for the learning management system as ((Hardware costs associated with ownership for
percent
a percentage of the total cost to perform the HR
your LMS + Software costs associated with
function
ownership for your LMS + Upgrade and
maintenance costs associated with ownership for
your LMS + Consultancy/third-party costs
associated with ownership for your LMS) / Total
cost to perform the function "develop and manage
human capital") * 100.0
Operational workers/office staff as a percentage of (Number of operational worker/office staff
total business entity employees
employees / Number of business entity
employees) * 100
percent
percent
498 of 687
Metric name
Other cost to perform the HR function as a
percentage of the total cost to perform the
function
Formula
Units
(Costs other than personnel, systems, overhead, percent
and outsourced to perform the function "develop
and manage human capital" / Total cost to perform
the function "develop and manage human
capital") * 100.0
Percentage of business entity employees who are (Number of employees greater than 60 years old / percent
60 years old or greater
Number of business entity employees) * 100.0
Percentage of business entity employees who are (Number of employees between 25 and 30 years
at least 25 but less than 30 years old
old / Number of business entity employees) *
100.0
percent
Percentage of business entity employees who are (Number of employees between 30 and 35 years
at least 30 but less than 35 years old
old / Number of business entity employees) *
100.0
percent
Percentage of business entity employees who are (Number of employees between 35 and 40 years
at least 35 but less than 40 years old
old / Number of business entity employees) *
100.0
percent
Percentage of business entity employees who are (Number of employees between 40 and 45 years
at least 40 but less than 45 years old
old / Number of business entity employees) *
100.0
percent
499 of 687
Metric name
Formula
Percentage of business entity employees who are (Number of employees between 45 and 50 years
at least 45 but less than 50 years old
old / Number of business entity employees) *
100.0
Units
percent
Percentage of business entity employees who are (Number of employees between 50 and 55 years
at least 50 but less than 55 years old
old / Number of business entity employees) *
100.0
percent
Percentage of business entity employees who are (Number of employees between 55 and 60 years
at least 55 but less than 60 years old
old / Number of business entity employees) *
100.0
percent
Percentage of business entity employees who are (Number of employees less than 25 years old /
percent
less than 25 years old
Number of business entity employees) * 100.0
Systems cost to perform the HR function as a
((Total cost to perform the function "develop and percent
percentage of total HR function cost
manage human capital" * Percentage of cost to
perform the HR function allocated to internal costs
* Percentage of internal cost to perform the HR
function allocated to systems costs * .0001) / Total
cost to perform the function "develop and manage
human capital") * 100
Percentage of FTEs who perform the HR function
that do not directly report to the HR organization
percent
500 of 687
Metric name
Formula
Percentage of business entity employees with less (Number of employees employed less than 1
than 1 year of tenure
year / Number of business entity employees) *
100.0
Units
percent
Percentage of business entity employees with less ((Number of employees employed less than 1 year percent
than 5 years of tenure
+ Number of employees employed between 1 and
5 years) / Number of business entity employees) *
100.0
Percentage of operational workers/office staff that (Number of female operational worker/office staff
are female
employees / Number of operational worker/office
staff employees) * 100
percent
percent
percent
percent
percent
501 of 687
Metric name
HR service center employee turnover for North
American Shared Services Center
Self-service transaction volume per employee
Formula
HR service center employee turnover rate for
North American center
CUSTOM
Units
percent
CUSTOM
inquiries
portal hits
(IT budget for the past year / Total business entity percent
revenue) * 100.0
dollars
dollars
transactions
dollars
dollars
dollars
502 of 687
Metric name
Total IT budget to support product development,
including depreciation/amortization, per
associated IT FTE
Formula
IT budget dedicated to supporting product
development / IT FTEs supporting product
development
dollars
dollars
Units
dollars
503 of 687
Metric name
Personnel cost to perform the function "manage
information technology", excluding
depreciation/amortization, per $1,000 revenue
Formula
Units
(Total annual IT cost (excluding
Dollars
depreciation/amortization) * Percentage of total IT
cost (excluding depreciation/amortization)
allocated to IT operating cost * (Percentage of IT
operating cost (excluding
depreciation/amortization) allocated to internal
personnel + Percentage of IT operating cost
(excluding depreciation/amortization) allocated to
external personnel)*.0001) / (Total business entity
revenue * 0.0010)
504 of 687
Metric name
Total cost of IT operations, excluding
depreciation/amortization, per $1,000 revenue
Formula
Units
(Total annual IT cost (excluding
Dollars
depreciation/amortization) * Percentage of total IT
cost (excluding depreciation/amortization)
allocated to IT operating cost * (Percentage of IT
operating cost (excluding
depreciation/amortization) dedicated to process
"deploy IT solutions" + Percentage of IT operating
cost (excluding depreciation/amortization)
dedicated to process "deliver and support IT
services")*.0001) / (Total business entity revenue *
0.0010)
505 of 687
Metric name
Formula
Units
Total IT cost, excluding depreciation/amortization, Total annual IT cost (excluding
Dollars
per $1,000 revenue
depreciation/amortization) / (Total business entity
revenue * 0.0010)
Total IT cost, excluding depreciation/amortization, Total annual IT cost (excluding
per business entity FTE
depreciation/amortization) / Number of business
entity FTEs
Dollars
Dollars
506 of 687
Metric name
Total cost of IT operations, including
depreciation/amortization, per $1,000 revenue
Formula
(((Percentage of IT cost allocated to the process
group "deploy IT solutions"+Percentage of IT cost
allocated to the process group "deliver and
support IT services")/100) * IT costs during the
past year)/(Total business entity revenue * 0.001)
Units
dollars
months
months
507 of 687
Metric name
Time in months to break even for new or
enhanced IT services for investments between
$500,000 and $1 million
Formula
Time in months to break even for new or
enhanced IT services for investments between
$500,000 and $1 million
Units
months
months
months
months
months
months
Months
FTEs
Number of employees performing IT processes per Number of employees who perform the function employees
$1 billion revenue
"manage information technology" / (Total business
entity revenue * 0.000000001)
508 of 687
Metric name
Formula
Number of FTEs that perform IT development and (Number of FTEs who perform the function
FTEs
maintenance per $1 billion revenue
"manage information technology" * (Percentage of
IT FTEs performing the process area "Manage
enterprise information" + Percentage of IT FTEs
performing the process area "Develop and
maintain information technology solutions")*.01) /
(Total business entity revenue * 0.0000000010)
Units
Number of FTEs that perform IT operations per $1 (Number of FTEs who perform the function
FTEs
billion revenue
"manage information technology" * (Percentage of
IT FTEs performing the process area "Deploy
information technology solutions" + Percentage of
IT FTEs performing the process area "Deliver and
support information technology services")*.01) /
(Total business entity revenue * 0.0000000010)
Number of FTEs that perform IT planning and
management per $1 billion revenue
Percent
Function Points
Applications
509 of 687
Metric name
Average number of function points delivered per
application support FTE
Number of end users serviced by the IT function
per IT function FTE
Formula
Average number of function points delivered per
application support FTE
Number of end users serviced by the function
"manage information technology" / Number of
FTEs who perform the function "manage
information technology"
Units
Function Points
percent
Percent
510 of 687
Metric name
Percentage allocation of IT costs related to
rationalizing the application portfolio to
control/reduce the costs of the enterprise legacy
environment, excluding depreciation/amortization,
in the next 3 to 5 years
Formula
Percentage allocation of IT costs related to the
"Legacy" environment for rationalizing the
application portfolio to control and/or reduce the
costs of the enterprise legacy environment in the
next 3 to 5 years
Percent
Percent
Percent
Units
Percent
511 of 687
Metric name
Percentage allocation of IT costs related to
wrapping / isolating the legacy environment from
new activities to control /reduce the costs of the
enterprise legacy environment, excluding
depreciation/amortization, in the next 3 to 5 years
Formula
Units
Percentage allocation of IT costs related to the
Percent
"Legacy" environment for wrapping / isolating the
legacy environment from new activities to control
and/or reduce the costs of the enterprise legacy
environment in the next 3 to 5 years
Percent
Percent
Percent
Percent
Percent
Percent
Percent
Percent
Percent
512 of 687
Metric name
Percentage of FTEs performing IT processes that
perform user support roles
Percentage of IT cost (infrastructure, applications,
people), excluding depreciation/amortization,
related to the "Legacy" environment
Formula
Units
Percentage of FTEs performing IT processes that
Percent
perform user support roles
Percentage of IT costs (infrastructure, applications, Percent
people) related to the "Legacy" environment
Percent
Percent
Percent
Percent
Percent
513 of 687
Metric name
Percentage of total IT cost, excluding
depreciation/amortization, allocated to IT
operations
Formula
Units
(Percentage of IT operating cost (excluding
Percent
depreciation/amortization) dedicated to process
"deploy IT solutions" + Percentage of IT operating
cost (excluding depreciation/amortization)
dedicated to process "deliver and support IT
services")
Number of IT FTEs reporting internally somewhere (Number of FTEs who perform the function
FTEs
other than IT per $1 billion revenue
"manage information technology" * Percentage of
IT employees reporting internally somewhere
other than IT *.01) / (Total business entity revenue
* 0.0000000010)
Number of IT FTEs reporting into the internal IT
organization per $1 billion revenue
percent
514 of 687
Metric name
Percentage of total IT cost, including
depreciation/amortization, allocated for
growth/transformation of the business
Formula
Percentage of IT cost allocated to growing and
transforming the business
Units
percent
percent
Percentage of your organization's revenue growth Percentage of your organization's revenue growth percent
over the past three years due to acquisitions
over the past three years due to acquisitions
515 of 687
Metric name
Percentage of the total cost of the supply chain
function allocated to the process group "Procure
materials and services"
Formula
Units
Percentage of total cost to perform the supply
percent
chain function "deliver products and services"
allocated to process group "procure materials and
services"
Total cost of the process group "procure materials (Total cost to perform the supply chain function * dollars
and services" per $1 billion revenue
Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "procure materials and
services" * .01) / (Total business entity revenue * .
000000001)
Total cost to perform the procurement process
group as a percentage of cost of goods sold
(COGS)
percent
percent
dollars
dollars
516 of 687
Metric name
Total cost to perform the procurement process
group per purchase order
Formula
Total cost to perform the process group "procure
materials and services" / Number of purchase
orders placed
Units
dollars
dollars
Systems cost of the procurement process group as ((Systems cost to perform the process "develop
percent
a percentage of total cost of the process group
sourcing strategies" + Systems cost to perform
the process "select suppliers and develop/maintain
contracts" + Systems cost to perform the process
"order materials and services" + Systems cost to
perform the process "appraise and develop
suppliers") / (Total cost to perform the process
"develop sourcing strategies" + Total cost to
perform the process "select suppliers and
develop/maintain contracts" + Total cost to
perform the process "order materials and services"
+ Total cost to perform the process "appraise and
develop suppliers")) * 100.0
Days payable
Procure to pay cycle time in days
dollars
517 of 687
Metric name
Number of FTEs that perform the process group
"procure materials and services" per $1 billion
purchases
Formula
(Number of FTEs who perform the process
FTEs
"develop sourcing strategies" + Number of FTEs
who perform the process "select suppliers and
develop/maintain contracts" + Number of FTEs
who perform the process "order materials and
services" + Number of FTEs who perform the
process "appraise and develop suppliers") / (Value
of all materials and services purchased * .
000000001)
Units
percent
percent
percent
FTEs
Number of active vendors in the master file per $1 Number of active unique suppliers in vendor
million purchases
master file / (Value of all materials and services
purchased * .000001)
active vendors
percent
percent
518 of 687
Metric name
Formula
Percentage of total number of items purchased
(Items received that fail inspection / Number of
and received failing inspection (incoming material items received) * 100.0
quality)
Units
percent
percent
percent
percent
percent
percent
percent
percent
519 of 687
Metric name
Number of active suppliers in vendor master file
per procurement process group FTE
Formula
Units
Number of active unique suppliers in vendor
active suppliers
master file / (Number of FTEs who perform the
process "develop sourcing strategies" + Number
of FTEs who perform the process "select suppliers
and develop/maintain contracts" + Number of
FTEs who perform the process "order materials
and services" + Number of FTEs who perform the
process "appraise and develop suppliers")
Number of purchase orders processed per FTE that Number of purchase orders placed / (Number of
performs the process group "procure materials and FTEs who perform the process "develop sourcing
services"
strategies" + Number of FTEs who perform the
process "select suppliers and develop/maintain
contracts" + Number of FTEs who perform the
process "order materials and services" + Number
of FTEs who perform the process "appraise and
develop suppliers")
purchase orders
percent
percent
520 of 687
Metric name
Indirect materials and services value as a
percentage of total value of purchases
Formula
(Value of all indirect materials and services
purchased / Value of all materials and services
purchased) * 100
Units
percent
percent
percent
percent
percent
percent
percent
percent
Percentage of value of supplier certified purchased Percentage of total value of purchased material
material
that is supplier certified
Copyright 2016 APQC
percent
521 of 687
Metric name
Percentage of the total value of purchases
allocated among the following purchase
arrangement type: procurement cards
Formula
Units
(Value of purchases placed by procurement cards / percent
Value of all materials and services purchased) *
100.0
percent
percent
Percentage of total value of materials and services Percentage of materials and services purchase
purchases included in total cost of ownership
value that is included in a TCO model
model
percent
dollars
percent
percent
percent
522 of 687
Metric name
Percentage of purchase requisition line items
allocated among the following request method:
telephone request direct to internal purchasing
department
Formula
(Number of purchase requisition line items by
telephone request direct to internal purchasing
department / Number of purchase requisition line
items processed) * 100.0
percent
percent
Units
percent
percent
523 of 687
Metric name
Percentage of spend that is processed by the
business entitys EPC (Engineering, Procurement,
and Construction) or EPCM (Engineering,
Procurement, and Construction Management)
partners
Formula
Percentage of spend processed by EPC or EPCM
partners
Units
Percent
Percent
dollars
524 of 687
Metric name
Total cost to perform the process group "Manage
logistics and warehousing" per sales order
Formula
(Total cost to perform the supply chain function *
Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "manage logistics and
warehousing" * .01) / Number of sales orders
placed
Units
dollars
percent
525 of 687
Metric name
Formula
Total cost to perform the process group "manage Total cost to perform the process group "manage
logistics and warehousing" per sales order fulfilled logistics and warehousing" / Number of sales
orders fulfilled
Units
dollars
hours
percent
percent
percent
Cost of damaged product as a percentage of sales Cost of damaged product as a percentage of sales percent
Turnover rate of logistics personnel
percent
percent
percent
526 of 687
Metric name
Percentage of annual expedited orders resulting
from inaccurate demand forecasts
Percentage of annual expedited orders resulting
from information technology/system failure
Percentage of annual expedited orders resulting
from late delivery/loss in transit
Percentage of annual expedited orders resulting
from manufacturing equipment failure
Percentage of annual expedited orders resulting
from network stock re-balances
Percentage of annual expedited orders resulting
from other issues
Percentage of annual expedited orders resulting
from poor transportation planning
Percentage of annual expedited orders resulting
from production schedule changes
Percentage of annual expedited orders resulting
from raw material shortages
Percentage of annual expedited orders resulting
from unavailable transport equipment
Percentage of annual expedited orders resulting
from transportation equipment failure
Perfect order performance
Formula
Percentage of expedited orders resulting
inaccurate demand forecasts
Percentage of expedited orders resulting
information technology/system failure
Percentage of expedited orders resulting
delivery/loss in transit
Percentage of expedited orders resulting
manufacturing equipment failure
Percentage of expedited orders resulting
network stock re-balances
Percentage of expedited orders resulting
other issues
Percentage of expedited orders resulting
transportation planning
Percentage of expedited orders resulting
production schedule changes
Percentage of expedited orders resulting
material shortages
Percentage of expedited orders resulting
unavailable transport equipment
Percentage of expedited orders resulting
transportation equipment failure
Perfect order performance
from
Units
percent
from
percent
percent
from
percent
from
percent
percent
percent
from
percent
percent
Direct labor as a percentage of total labor used in Percentage of labor used in process group
percent
the process group "manage logistics and
"manage logistics and warehousing" that is direct
warehousing"
labor
527 of 687
Metric name
Formula
Number of FTEs that perform the process group
(Number of FTEs who perform the process "define FTEs
"manage logistics and warehousing" excluding
logistics strategy" + Number of FTEs who perform
"manage returns; manage reverse logistics" per $1 the process "plan and manage inbound material
billion revenue
flow" + Number of FTEs who perform the process
"operate warehousing" + Number of FTEs who
perform the process "operate outbound
transportation") / (Total business entity revenue *
0.000000001)
Units
percent
percent
528 of 687
Metric name
Number of SKUs for typical products that have
zero sales as a percentage of the total number of
SKUs for typical products
Formula
Percentage of SKUs for typical products with zero
sales
Units
percent
percent
Number of SKUs for service/repair parts that have Percentage of total parts with sales between 101
sales between 101 and 1,000 as a percentage of and 1000
the total number of SKUs for service/repair parts
percent
Number of SKUs for service/repair parts that have (Number of SKUs for service/repair parts that have percent
sales between 1 and 100 as a percentage of the
sales between 1 and 100 / Total number of SKUs
total number of SKUs for service/repair parts
for service/repair parts) * 100.0
Number of SKUs for service/repair parts that have Percentage of total parts with sales greater than
sales greater than 1,000 as a percentage of the
1000
total number of SKUs for service/repair parts
percent
529 of 687
Metric name
Number of FTEs that perform the process group
"manage logistics and warehousing" as a
percentage of total business entity FTEs
Formula
Units
((Number of FTEs who perform the process "define percent
logistics strategy" + Number of FTEs who perform
the process "plan and manage inbound material
flow" + Number of FTEs who perform the process
"operate warehousing" + Number of FTEs who
perform the process "operate outbound
transportation" + Number of FTEs who perform the
process "manage returns; manage reverse
logistics")/Number of business entity FTEs)*100
Gross value of on-hand balance for service/repair Percentage of on-hand balance for parts with sales percent
parts that have sales or usage of more than 1,000 greater than 1000
units as a percentage of total gross service/repair
parts inventory value
Total cost to perform the process "develop
sourcing strategies" per process FTE
530 of 687
Metric name
Overhead cost to perform the process "develop
sourcing strategies" per $1,000 revenue
Formula
Overhead cost to perform the process "develop
sourcing strategies"/(Total business entity
revenue*0.0010)
Units
dollars
dollars
dollars
dollars
dollars
dollars
dollars
dollars
dollars
Number of FTEs that perform the process "develop Number of FTEs who perform the process "develop FTEs
sourcing strategies" per $1 billion purchases
sourcing strategies" / (Value of all materials and
services purchased * .000000001)
531 of 687
Metric name
Formula
Number of FTEs that perform the process "develop Number of FTEs who perform the process "develop FTEs
sourcing strategies" per $1 billion revenue
sourcing strategies" / (Total business entity
revenue * .000000001)
Number of FTEs that perform the process "develop (Number of FTEs who perform the process
sourcing strategies" as a percentage of
"develop sourcing strategies" / (Number of FTEs
procurement process group FTEs
who perform the process "develop sourcing
strategies" + Number of FTEs who perform the
process "select suppliers and develop/maintain
contracts" + Number of FTEs who perform the
process "order materials and services" + Number
of FTEs who perform the process "appraise and
develop suppliers")) * 100
Units
percent
Total cost to perform the process "select suppliers Total cost to perform the process "select suppliers dollars
and develop/maintain contracts" per $1,000
and develop/maintain contracts" / (Total business
revenue
entity revenue * .001)
Total cost to perform the process "select suppliers Total cost to perform the process "select suppliers dollars
and develop/maintain contracts" per $1,000
and develop/maintain contracts" / (Value of all
purchases
materials and services purchased * .001)
Overhead cost of the process "select suppliers and Overhead cost to perform the process "select
develop/maintain contracts" per $1,000 revenue suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
dollars
532 of 687
Metric name
Other cost of the process "select suppliers and
develop/maintain contracts" per $1,000 revenue
Formula
Costs other than personnel, systems, overhead,
and outsourced to perform the process "select
suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
Units
dollars
dollars
Total cost to perform the process "select suppliers Total cost to perform the process "select suppliers dollars
and develop/maintain contracts" per process FTE and develop/maintain contracts" / Number of FTEs
who perform the process "select suppliers and
develop/maintain contracts"
Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" per $1
billion revenue
533 of 687
Metric name
Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" as a
percentage of procurement process group FTEs
Formula
(Number of FTEs who perform the process "select
suppliers and develop/maintain contracts" /
(Number of FTEs who perform the process
"develop sourcing strategies" + Number of FTEs
who perform the process "select suppliers and
develop/maintain contracts" + Number of FTEs
who perform the process "order materials and
services" + Number of FTEs who perform the
process "appraise and develop suppliers")) * 100
Units
percent
Total cost to perform the process "order materials Total cost to perform the process "order materials dollars
and services" per process FTE
and services" / Number of FTEs who perform the
process "order materials and services"
Personnel cost to perform the process "order
materials and services" per process FTE
Other cost to perform the process "order materials Costs other than personnel, systems, overhead,
and services" per $1,000 purchases
and outsourced to perform the process "order
materials and services" / (Value of all materials
and services purchased * .001)
Copyright 2016 APQC
dollars
dollars
534 of 687
Metric name
Outsourced cost to perform the process "order
materials and services" per $1,000 purchases
Formula
Outsourced cost to perform the process "order
materials and services" / (Value of all materials
and services purchased * .001)
Units
dollars
dollars
Other cost to perform the process "order materials Costs other than personnel, systems, overhead,
and services" per $1,000 revenue
and outsourced to perform the process "order
materials and services" / (Total business entity
revenue * .001)
dollars
dollars
Total cost to perform the process "order materials Total cost to perform the process "order materials dollars
and services" per $1,000 revenue
and services" / (Total business entity revenue * .
001)
Total cost to perform the process "order materials Total cost to perform the process "order materials dollars
and services" per $1,000 purchases
and services" / (Value of all materials and services
purchased * .001)
Total cost to perform the process "order materials Total cost to perform the process "order materials dollars
and services" per purchase order
and services" / Number of purchase orders placed
Total cost to perform the process "order materials Total cost to perform the process "order materials dollars
and services" per purchase order line item
and services" / Number of purchase order line
items processed
Systems cost to perform the process "order
materials and services" per $100,000 revenue
dollars
dollars
535 of 687
Metric name
Personnel cost to perform the process "order
materials and services" per $1,000 revenue
Formula
Personnel cost to perform the process "order
materials and services" / (Total business entity
revenue * .001)
dollars
Days
FTEs
FTEs
Units
dollars
Days
536 of 687
Metric name
Number of purchase requisition line items
processed per "order materials/services" FTE
Formula
Number of purchase requisition line items
processed / Number of FTEs who perform the
process "order materials and services"
Units
purchase
requisition line
items
purchase orders
Total cost to perform the process "select suppliers (Total cost to perform the process "select suppliers percent
and develop/maintain contracts" as a percentage and develop/maintain contracts" / Total cost to
of total procurement process group cost
perform the process group "procure materials and
services") * 100
Purchases made through P-card as a percentage of Purchases made through P-card as a percentage of Percent
total purchase value
total purchase value
Purchases made through T&E card as a percentage Purchases made through T&E card as a percentage Percent
of total purchase value
of total purchase value
Purchases made through invoice only (nonPurchases made through invoice only (non-PO) as Percent
purchase order) as a percentage of total purchase a percentage of total purchase value
value
Purchases made through purchase order - internal Purchases made through purchase order - internal Percent
catalog as a percentage of total purchase value
catalog as a percentage of total purchase value
Purchases made through purchase order - external Purchases made through purchase order catalog as a percentage of total purchase value
external/punch-out catalog as a percentage of
total purchase value
Purchases made through purchase order - "hands
on" as a percentage of total purchase value
Percent
537 of 687
Metric name
Formula
Units
Purchases made through T&E card as a percentage Purchases made through T&E card as a percentage Percent
of total invoice volume
of total invoice volume
Purchases made through invoice only (nonPurchases made through invoice only (non-PO) as Percent
purchase order) as a percentage of total invoice
a percentage of total invoice volume
volume
Purchases made through purchase order - internal Purchases made through purchase order - internal Percent
catalog as a percentage of total invoice volume
catalog as a percentage of total invoice volume
Purchases made through purchase order - external Purchases made through purchase order catalog as a percentage of total invoice volume
external/punch-out catalog as a percentage of
total invoice volume
Purchases made through purchase order - "hands
on" as a percentage of total invoice volume
Percent
Percent
Percent
Percent
Percent
Percent
Percent
Percent
Percent
538 of 687
Metric name
Personnel cost to perform the process "appraise
and develop suppliers" per $1,000 purchases
Formula
Units
Personnel cost to perform the process "appraise
dollars
and develop suppliers" / (Value of all materials and
services purchased * 0.0010)
dollars
Systems cost to perform the process "appraise and Systems cost to perform the process "appraise and dollars
develop suppliers" per $100,000 purchases
develop suppliers" / (Value of all materials and
services purchased * 0.000010)
Systems cost to perform the process "appraise and Systems cost to perform the process "appraise and dollars
develop suppliers" per $100,000 revenue
develop suppliers" / (Total business entity revenue
* 0.000010)
Total cost to perform the process "appraise and
develop suppliers" per $1,000 purchases
dollars
dollars
dollars
539 of 687
Metric name
Supplier first-pass quality yield
Formula
S25320472QN0001
Number of FTEs that perform the process "manage (Number of FTEs who perform the process
suppliers" as a percentage of procurement process "appraise and develop suppliers" / (Number of
group FTEs
FTEs who perform the process "develop sourcing
strategies" + Number of FTEs who perform the
process "select suppliers and develop/maintain
contracts" + Number of FTEs who perform the
process "order materials and services" + Number
of FTEs who perform the process "appraise and
develop suppliers")) * 100
Units
percent
FTEs
percent
Total cost to perform the process "order materials (Total cost to perform the process "order materials percent
and services" as a percentage of total
and services" / Total cost to perform the process
procurement process group cost
group "procure materials and services") * 100
Personnel cost to perform the process "order
materials and services" as a percentage of total
process cost
540 of 687
Metric name
Overhead cost to perform the process "order
materials and services" as a percentage of total
process cost
Formula
Units
(Overhead cost to perform the process "order
percent
materials and services" / Total cost to perform the
process "order materials and services") * 100
Other cost to perform the process "order materials (Costs other than personnel, systems, overhead, percent
and services" as a percentage of total process cost and outsourced to perform the process "order
materials and services" / Total cost to perform the
process "order materials and services") * 100
Outsourced cost to perform the process "order
materials and services" as a percentage of total
process cost
Total cost to perform the process "record receipt of Total cost to perform the process "record receipt of Dollars
goods" per thousand barrel of oil equivalent (BOE) goods" / (Average oil and gas net production
net production
(BOE/day) * .001)
Total cost to perform the process "record receipt of Total cost to perform the process "record receipt of Dollars
goods" per gross operated producing well
goods" / Total operated producing well count
Total cost to perform the process "record receipt of Total cost to perform the process "record receipt of Dollars
goods" per mile of pipe
goods" / Total number of miles of pipeline in
service
Total cost to perform the process "record receipt of Total cost to perform the process "record receipt of Dollars
goods" per thousand barrels throughput
goods" / (Average refining throughput * .001)
Number of FTEs who perform the process "record
receipt of goods" per million barrel of oil
equivalent (BOE)
FTEs
541 of 687
Metric name
Number of FTEs who perform the process "record
receipt of goods" per thousand gross operated
producing wells
Formula
Number of business entity FTEs who perform the FTEs
process "record receipt of goods" / (Total operated
producing well count * .001)
FTEs
Number of FTEs who perform the process "record Number of business entity FTEs who perform the
receipt of goods" per thousand barrels throughput process "record receipt of goods" / (Average
refining throughput * .001)
FTEs
Percent
dollars
dollars
dollars
Units
Percent
Percent
Percent
dollars
542 of 687
Metric name
Personnel cost to perform the process "plan and
manage inbound material flow" per $1,000
revenue
Formula
Personnel cost to perform the process "plan and
manage inbound material flow" / (Total business
entity revenue * .001)
Units
dollars
dollars
dollars
Outsourced cost to perform the process "plan and Outsourced cost to perform the process "plan and dollars
manage inbound material flow" per $1,000
manage inbound material flow" / (Total business
revenue
entity revenue * .001)
Number of FTEs that perform the process "plan
Number of FTEs who perform the process "plan
and manage inbound material flow" per $1 billion and manage inbound material flow" / (Total
revenue
business entity revenue * .000000001)
FTEs
dollars
dollars
543 of 687
Metric name
Personnel cost to perform the process "operate
warehousing" per $1,000 revenue
Formula
Personnel cost to perform the process "operate
warehousing" / (Total business entity revenue * .
001)
dollars
percent
dollars
dollars
dollars
dollars
Inventory accuracy
Inventory accuracy
Units
dollars
dollars
percent
544 of 687
Metric name
Inventory value per $1,000 total revenue
Field finished goods inventory days of supply
Formula
Gross value of inventory / (Total business entity
revenue * .001)
Field finished goods inventory days of supply
Units
percent
percent
percent
percent
days
percent
dollars
days
Number of sales order line items filled per FTE that Number of sales order line items / Number of FTEs sales order line
performs the process "operate warehousing"
who perform the process "operate warehousing"
items
Number of annual sales orders filled per FTE that
performs the process "operate warehousing"
sales orders
percent
545 of 687
Metric name
Transportation cost per mile
Formula
Transportation cost per mile
dollars
dollars
percent
dollars
dollars
dollars
dollars
percent
Units
dollars
546 of 687
Metric name
Overhead cost to perform the process "operate
outbound transportation" per $1,000 revenue
Formula
Overhead cost to perform the process "operate
outbound transportation" / (Total business entity
revenue * .001)
Units
dollars
dollars
Customer shipment to delivery cycle time in days Customer shipment to delivery cycle time in hours days
/ 24
Accurate documentation rate
Accurate documentation rate
percent
Percentage of orders shipped complete and on
time
Percentage of orders delivered complete and on
time
Full trailer-load or full container-load capacity
utilization
Number of FTEs that perform the process "operate
outbound transportation" per $1 billion revenue
percent
percent
percent
percent
FTEs
547 of 687
Metric name
Percentage of sales orders shipped as part of fullload shipments
Percentage of sales orders shipped on core
carriers
Percentage of outbound transport containers with
multiple-customer orders
Percentage of sales orders delivered on time
Formula
Percentage of sales orders shipped in full-load
shipments
Percentage of sales orders shipped on core
carriers
Percentage of outbound transport containers with
multiple-customer orders
Percentage of sales orders delivered on time
Units
percent
percent
percent
percent
548 of 687
Metric name
Overhead cost to perform the process "manage
returns; manage reverse logistics" per $1,000
revenue
Formula
Units
Overhead cost to perform the process "manage
dollars
returns; manage reverse logistics" / (Total business
entity revenue * 0.0010)
Total cost to perform the process "manage returns; Total cost to perform the process "manage returns; dollars
manage reverse logistics" per process FTE
manage reverse logistics" / Number of FTEs who
perform the process "manage returns; manage
reverse logistics"
Total cost to perform the process "manage returns; Total cost to perform the process "manage returns; dollars
manage reverse logistics" per $1,000 revenue
manage reverse logistics" / (Total business entity
revenue * .001)
Total cost to perform the process "manage returns; Total cost to perform the process "manage returns; dollars
manage reverse logistics" per sales order
manage reverse logistics" / Number of sales orders
placed
Total cost to perform the process "manage returns; Total cost to perform the process "manage returns; dollars
manage reverse logistics" per sales order line item manage reverse logistics" / Number of sales order
line items
Return processing cycle time in days
Number of FTEs that perform the process "manage
returns; manage reverse logistics" per $1 billion
revenue
percent
percent
percent
549 of 687
Metric name
Percentage of returned product flowing through
the same logistics network as primary products
Percentage of returned goods that are donated
Formula
Percentage of returned product flowing through
the same logistics network as primary products
Percentage of returned goods that are donated
Units
percent
Percentage of
landfill
Percentage of
through other
Percentage of
percent
percent
percent
Percentage of returned goods that are repackaged Percentage of returned goods that are repackaged percent
and resold through a secondary channel
and resold
Percentage of returned goods that are resold as-is
through a secondary channel
Percentage of returned goods that are sold as
scrap
Percentage of total returns flow generated due to
disposal requirements
Percentage of total returns flow generated due to
field service/corrective action
Percentage of total returns flow generated due to
marketing returns
Percentage of total returns flow generated due to
other events
Percentage of total returns flow generated due to
reclamation of leased products
Percentage of total returns flow generated due to
reusable packaging
percent
to
percent
to
percent
to
percent
to
percent
to
percent
to
percent
550 of 687
Metric name
Percentage of total returns flow generated due to
stock-balancing/marketing returns
Percentage of total returns flow generated due to
transit damage
Percentage of total returns flow generated due to
warranty/end-of-life returns
Total cost to perform the process group "develop
customer care/customer service strategy" per
process FTE
Formula
Percentage of total returns flow generated due to
stock-balancing/marketing returns
Percentage of total returns flow generated due to
transit damage
Percentage of total returns flow generated due to
warranty/end-of-life returns
Total cost to perform the process group "develop
customer care/customer service strategy" /
Number of FTEs who perform the process group
"develop customer care/customer service
strategy"
Units
percent
dollars
dollars
dollars
percent
percent
dollars
dollars
551 of 687
Metric name
Formula
Units
Other cost of the process group "develop customer Costs other than personnel, systems, overhead,
dollars
care/customer service strategy" per $1,000
and outsourced to perform the process group
revenue
"develop customer care/customer service
strategy" / (Total business entity revenue * 0.0010)
Outsourced cost to perform the process group
"develop customer care/customer service
strategy" per $1,000 revenue
FTEs
languages
percent
Service level
seconds
hours
hours
hours
minutes
minutes
minutes
552 of 687
Metric name
Response time in minutes for inbound requests
coming from web chat or instant messaging
including virtual agents
Formula
Response time in minutes for contacts received
through web chat or instant messaging
Units
minutes
Average talk time in seconds, including agent hold Average talk time in seconds
seconds
time
First contact resolution rate for contacts received First contact resolution rate for contacts from
percent
through "other" channels
channels other than phone, email, web selfservice, web chat or instant messaging, dedicated
mobile apps, SMS social media, or postal mail
First contact resolution rate for dedicated mobile
applications ("apps")
First contact resolution rate for email contacts
percent
percent
553 of 687
Metric name
Percentage of inbound dedicated mobile app
contacts outsourced to a third-party provider
Formula
Units
(Inbound contacts received through a dedicated
percent
mobile application from all outsourced providers /
100 percent sum of inbound contacts outsourced
to a third-party for live agent calls, IVR speech,
IVR DTMF, fax, postal mail, web transactions,
online chats, and other receipts) * 100.0
Percentage of inbound SMS contacts outsourced to (Inbound contacts received through SMS (exclude percent
a third-party provider
mobile messaging other than SMS) from all
outsourced providers / 100 percent sum of
inbound contacts outsourced to a third-party for
live agent calls, IVR speech, IVR DTMF, fax, postal
mail, web transactions, online chats, and other
receipts) * 100.0
Percentage of inbound social media contacts
outsourced to a third-party provider
percent
percent
percent
554 of 687
Metric name
Inbound requests received via phone as a
percentage of total inbound requests
Inbound requests received via email as a
percentage of total inbound requests
Inbound requests received via employee portal as
a percentage of total inbound requests
Inbound requests received via vendor portal as a
percentage of total inbound requests
Inbound requests received via chat as a
percentage of total inbound requests
Inbound requests received via walk-up as a
percentage of total inbound requests
Inbound requests received via other channels as a
percentage of total inbound requests
Formula
Allocation of incoming customer contact in finance
SSC via phone channel
Allocation of incoming customer contact in finance
SSC via email channel
Allocation of incoming customer contact in finance
SSC via employee portal channel
Allocation of incoming customer contact in finance
SSC via vendor portal channel
Allocation of incoming customer contact in finance
SSC via chat channel
Allocation of incoming customer contact in finance
SSC via walk-up channel
Allocation of incoming customer contact in finance
SSC via channels other than phone, email,
employee or vendor portal, chat, or walk-up
Units
percent
percent
percent
percent
percent
percent
percent
555 of 687
Metric name
Formula
Systems cost to perform the process group
(Percentage of internal cost to perform process
"recruit, source, and select employees" per $1,000 group "recruit, source, and select employees"
revenue
allocated to systems * Percentage of total cost of
the process group "Recruit, source, and select
employees" allocated to internal cost * 0.0001 *
Total cost to perform the process group "recruit,
source, and select") / (Total business entity
revenue * 0.001)
Units
dollars
556 of 687
Metric name
Formula
Units
Total cost to perform the process group "recruit,
Total cost to perform the process group "recruit,
dollars
source, and select employees" per $1,000 revenue source, and select" / (Total business entity revenue
* 0.001)
Total cost to perform the process group "recruit,
Total cost to perform the process group "recruit,
source, and select employees" per business entity source, and select" / Number of business entity
employee
employees
dollars
dollars
Response time in hours for routine "recruit, source, Response time in hours for a routine inquiry for
and select employees" inquiries
the process group "recruit, source, and select
employees"
hours
hours
FTEs
557 of 687
Metric name
Formula
Units
Percentage of senior management/executive
Percentage of management positions filled by
percent
positions filled by internal promotion for the past 3 internal promotion versus external recruitment for
years
senior management/executive employees for the
past three years
Number of hours invested by hiring decision
makers per senior management/executive new
hire
hours
hours
inquiries
percent
new hires
percent
percent
558 of 687
Metric name
Formula
Systems cost to perform the process group
Percentage of internal cost to perform process
"recruit, source, and select employees" as a
group "recruit, source, and select employees"
percentage of the total cost to perform the process allocated to systems * Percentage of total cost of
group
the process group "Recruit, source, and select
employees" allocated to internal cost * 0.01
Units
percent
percent
559 of 687
Metric name
Percentage of "recruit, source, and select
employees" inquiries received via face-to-face
Formula
Percentage of inquiries received monthly for the
process group "recruit, source, and select
employees" via face-to-face interaction
Units
percent
percent
percent
percent
560 of 687
Metric name
Formula
Units
Overhead cost to perform the process group
(Percentage of internal cost to perform process
percent
"recruit, source, and select employees" as a
group "recruit, source, and select employees"
percentage of the total cost to perform the process allocated to overhead*Internal cost to perform the
group
process group "recruit, source, and select")/Total
cost to perform the process group "recruit, source,
and select"
Overhead and other costs of the process group
Percentage of internal cost to perform process
percent
"Recruit, source, and select employees" as a
group "recruit, source, and select employees"
percentage of the total cost to perform the process allocated to overhead and other costs *
group
Percentage of total cost of the process group
"Recruit, source, and select employees" allocated
to internal cost * 0.01
Percentage of new hire retention after 12 months
percent
percent
percent
percent
561 of 687
Metric name
Total cost for the learning management system
per employee attending classroom or e-learning
training
Formula
Units
(Hardware costs associated with ownership for
dollars
your LMS + Software costs associated with
ownership for your LMS + Upgrade and
maintenance costs associated with ownership for
your LMS + Consultancy/third-party costs
associated with ownership for your LMS) / (Number
of employees who attend e-learning training +
Number of employees who attend classroom
training)
Personnel cost to perform the processes "manage ((Percentage of internal cost to perform the
dollars
employee development" and "develop and train
process group piece "develop and counsel-learning
employees" per $1,000 revenue
only" allocated to personnel/100) * Internal cost to
perform the process group piece "develop and
counsel-learning only") / (Total business entity
revenue * .001)
Personnel cost to perform the processes "manage ((Percentage of internal cost to perform the
dollars
employee development" and "develop and train
process group piece "develop and counsel-learning
employees" per business entity employee
only" allocated to personnel/100) * Internal cost to
perform the process group piece "develop and
counsel-learning only") / Number of business
entity employees
Personnel cost to perform the processes "manage
employee orientation and deployment," "manage
employee performance," and "manage employee
relations" per $1,000 revenue
562 of 687
Metric name
Personnel cost to perform the processes "manage
employee orientation and deployment," "manage
employee performance," and "manage employee
relations" per business entity employee
Formula
Units
((Percentage of internal cost to perform the
dollars
process group piece "develop and counselperformance and employee relations" allocated to
personnel/100) * Internal cost to perform the
process group piece "develop and counselperformance and employee relations") / Number of
business entity employees
563 of 687
Metric name
Total cost to perform the process group "develop
and counsel employees" per $1,000 revenue
Formula
Total cost to perform the process group "develop
and counsel employees" / (Total business entity
revenue * .001)
Units
dollars
dollars
564 of 687
Metric name
Formula
Learning management system consultancy/third- Consultancy/third-party costs associated with
party cost per employee attending classroom or e- ownership for your LMS / (Number of employees
learning training
who attend e-learning training + Number of
employees who attend classroom training)
Units
dollars
hours
hours
dollars
565 of 687
Metric name
Number of FTEs that perform the process group
"develop and counsel employees" per $1 billion
revenue
Formula
(Number of FTEs who perform the process group
piece "develop and counsel-performance and
employee relations" + Number of FTEs who
perform the process group piece "develop and
counsel-learning only") / (Total business entity
revenue * .000000001)
Units
FTEs
FTEs
FTEs
Number of business entity employees per FTE that Number of business entity employees / (Number of employees
performs the process group "develop and counsel FTEs who perform the process group piece
employees"
"develop and counsel-performance and employee
relations" + Number of FTEs who perform the
process group piece "develop and counsel-learning
only")
Number of business entity employees per
"manage employee development" and "develop
and train business entity employees" FTE
566 of 687
Metric name
Number of monthly non-routine "develop and
counsel employees" inquiries per business entity
employee
Formula
Units
Number of non-routine inquiries received monthly inquiries
for the process group "develop and counsel" /
Number of business entity employees
567 of 687
Metric name
Personnel cost to perform the processes "manage
employee orientation and deployment," "manage
employee performance," and "manage employee
relations" as a percentage of the total cost to
perform the processes
Formula
Units
(Percentage of internal cost to perform the process percent
group piece "develop and counsel-performance
and employee relations" allocated to
personnel*Internal cost to perform the process
group piece "develop and counsel-performance
and employee relations")/Total cost to perform the
process group piece "develop and counselperformance and employee relations"
percent
percent
percent
percent
percent
568 of 687
Metric name
Percentage of "develop and counsel employees"
inquiries received that are non-routine
Formula
Units
Number of non-routine inquiries received monthly percent
for the process group "develop and counsel"/
(Number of routine inquiries received monthly for
the process group "develop and counsel"+Number
of non-routine inquiries received monthly for the
process group "develop and counsel")*100
percent
percent
percent
569 of 687
Metric name
Other cost of the processes "manage employee
orientation and deployment," "manage employee
performance," and "manage employee relations"
as a percentage of total cost to perform the
processes
Formula
Units
(Percentage of internal cost to perform the process percent
group piece "develop and counsel-performance
and employee relations" allocated to costs other
than personnel, systems, and overhead*Internal
cost to perform the process group piece "develop
and counsel-performance and employee
relations")/Total cost to perform the process group
piece "develop and counsel-performance and
employee relations"
570 of 687
Metric name
Formula
Units
Systems cost to perform the process group
Percentage of internal cost to perform the process percent
"Develop and counsel employees" as a percentage group "develop and counsel employees" allocated
of the total cost to perform the process group
to systems cost * 0.01 * Percentage of total cost to
perform the process group "develop and counsel
employees" allocated to internal cost
Overhead and other costs to perform the process Percentage of internal cost to perform the process percent
group "Develop and counsel employees" as a
group "develop and counsel employees" allocated
percentage of the total cost to perform the process to overhead and other costs * 0.01 * Percentage of
group
total cost to perform the process group "develop
and counsel employees" allocated to internal cost
Outsourced cost of the process group "Develop
and counsel employees" as a percentage of the
total cost to perform the process group
dollars
571 of 687
Metric name
Total cost to perform the process group "reward
and retain employees" per $1,000 revenue
Formula
Total cost to perform the process group "reward
and retain employees" / (Total business entity
revenue * .001)
Units
dollars
dollars
hours
months
FTEs
Number of business entity employees per FTE that Number of business entity employees / Number of employees
performs the process group "reward and retain
FTEs who perform the process group "reward and
employees"
retain employees"
572 of 687
Metric name
Formula
Units
Number of monthly non-routine "reward and retain Number of non-routine inquiries received monthly inquiries
employees" inquiries per business entity
for the process group "reward and retain
employee
employees" / Number of business entity
employees
Systems cost to perform the process group
(Percentage of internal cost to perform the process percent
"reward and retain employees" as a percentage of group "reward and retain employees" allocated to
the total cost to perform the process group
systems*Internal cost to perform the process
group "reward and retain employees")/Total cost to
perform the process group "reward and retain
employees"
Percentage of "reward and retain employees"
inquiries received via face-to-face
percent
percent
573 of 687
Metric name
Percentage of "reward and retain employees"
inquiries received via e-mail
Formula
Percentage of inquiries received monthly for the
process group "reward and retain employees" via
e-mail
Units
percent
Outsourced cost of the process group "reward and Outsourced cost to perform the process group
retain employees" as a percentage of the total
"reward and retain employees"/Total cost to
cost to perform the process group
perform the process group "reward and retain
employees"*100
percent
percent
dollars
dollars
dollars
574 of 687
Metric name
Number of vacation days per year per employee
Formula
Number of vacation days per year per employee
Units
days
percent
Senior management or executive overtime pay as (Total overtime pay for senior
a percentage of total pay
management/executive employees/Total pay for
senior management/executive employees)*100
percent
Middle management or specialist overtime pay as (Total overtime pay for middle
a percentage of total pay (including cost of
management/specialist employees/Total pay for
benefits)
middle management/specialist employees)*100
percent
Operational workers or office staff overtime pay as (Total overtime pay for operational worker/office
a percentage of total pay (including cost of
staff employees/Total pay for operational
benefits)
worker/office staff employees)*100
percent
575 of 687
Metric name
Personnel cost to perform the process group
"redeploy and retire employees" per business
entity employee
Formula
((Percentage of internal cost to perform the
process group "redeploy and retire employees"
allocated to personnel * Internal cost to perform
the process group "redeploy and retire
employees")/ 100) / Number of business entity
employees
Units
dollars
hours
dollars
FTEs
Number of business entity employees per FTE that Number of business entity employees / Number of employees
performs the process group "redeploy and retire
FTEs who perform the process group "redeploy
employees"
and retire employees"
Copyright 2016 APQC
576 of 687
Metric name
Number of monthly non-routine "redeploy and
retire employees" inquiries per business entity
employee
Formula
Units
Number of non-routine inquiries received monthly inquiries
for the process group "redeploy and retire
employees" / Number of business entity
employees
percent
Other cost to perform the process group "redeploy (Percentage of internal cost to perform the process percent
and retire employees" as a percentage of the total group "redeploy and retire employees" allocated
cost to perform the process group
to costs other than personnel, systems, and
overhead*Internal cost to perform the process
group "redeploy and retire employees")/Total cost
to perform the process group "redeploy and retire
employees"
577 of 687
Metric name
Systems cost to perform the process group
"redeploy and retire employees" as a percentage
of the total cost to perform the process group
Formula
Units
(Percentage of internal cost to perform the process percent
group "redeploy and retire employees" allocated
to systems*Internal cost to perform the process
group "redeploy and retire employees")/Total cost
to perform the process group "redeploy and retire
employees"
percent
percent
percent
578 of 687
Metric name
Formula
Percentage of "redeploy and retire employees"
Percentage of inquiries received monthly for the
process inquiries received via channels other than process group "redeploy and retire" via channels
e-mail, phone, and face-to-face
other than e-mail, phone, and face-to-face
interaction
Units
percent
percent
percent
percent
579 of 687
Metric name
Number of approved job requisitions per "recruit,
source, and select employees" FTE
Formula
Units
Annual number of job requisitions/ Number of FTEs job requisitions
who perform the process group "recruit, source,
and select employees"
580 of 687
Metric name
Total cost to perform the process "Manage
employee performance" per business entity
employee
Formula
Units
(Percentage of total cost to perform the process
dollars
group "develop and counsel employees" allocated
to the process "manage employee performance" *
0.01 * Total cost to perform the process group
"develop and counsel employees" ) / Number of
business entity employees
percent
percent
percent
581 of 687
Metric name
Cost to perform the process "manage employee
performance" as a percentage of the total cost to
perform the process group "develop and counsel
employees"
Formula
Units
Percentage of total cost to perform the process
percent
group "develop and counsel employees" allocated
to the process "manage employee performance"
dollars
582 of 687
Metric name
Personnel cost to perform the process "develop
and train employees" per $1,000 revenue
Formula
Units
(Percentage of internal cost of the process
dollars
"Develop and train employees" allocated to
personnel cost * Percentage of total cost of the
process "Develop and train employees" allocated
to internal cost * Total cost to perform the process
"Develop and train employees" * 0.0001) / (Total
business entity revenue * 0.001)
Average time in days to close an identified skill or Cycle time in days to close an identified skill or
capability gap through training for an operational capability gap through training for an operational
workers/office staff employee
worker/office staff employee
days
Average time in days to close an identified skill or Cycle time in days to close an identified skill or
capability gap through training for a middle
capability gap through training for a middle
management/specialists employee
management/specialist employee
days
Average time in days to close an identified skill or Cycle time in days to close an identified skill or
capability gap through training for a senior
capability gap through training for a senior
management/executives employee
management/executive
days
Average time in days to close an identified skill or Number of calendar days per employee to close an days
capability gap through training for an employee
identified skill or capability gap through training
583 of 687
Metric name
Formula
Units
Percentage of middle management/specialists who Percentage of middle management/specialists who percent
attended management development programs
attend management development programs
Percentage of operational staff/office staff who
attended management development programs
percent
days
584 of 687
Metric name
Number of learning days per middle
management/specialists employee
Number of learning days per operational
workers/office staff employee
Number of learning days per senior
management/executive employee
Formula
Number of days dedicated to formal learning per
middle management/specialist employee
Number of days dedicated to formal learning per
operational worker/office staff employee
Number of days per employee dedicated to
learning for senior management/executive
employees
Units
days
days
days
percent
Overhead and other costs to perform the process Percentage of internal cost of the process
"Develop and train employees" as a percentage of "Develop and train employees" allocated to
the total cost to perform the process
overhead and other costs * 0.01 * Percentage of
total cost of the process "Develop and train
employees" allocated to internal cost
percent
Outsourced cost of the process "Develop and train Percentage of total cost of the process "Develop
employees" as a percentage of the total cost to
and train employees" allocated to external cost
perform the process
percent
percent
585 of 687
Metric name
Formula
Percentage of learning days delivered using
Percentage of per-employee learning days
correspondence courses and virtual, instructor-led delivered using correspondence courses and or
classroom-based training delivered online
virtual, instructor-led classroom-based training
delivered online
Units
percent
percent
percent
percent
percent
percent
using
using
using
using
using
percent
percent
percent
percent
percent
586 of 687
Metric name
Percentage of learning days delivered using
streaming video
Percentage of learning days delivered using
virtual, classroom-based training delivered online
Formula
Percentage of learning days delivered through
streaming video
Percentage of learning days delivered through a
virtual or classroom-based training online
Units
percent
dollars
percent
percent
percent
percent
percent
587 of 687
Metric name
Total expenditure for repatriation as a percentage
of total cost of continuing operations
Cycle time in days for processing an employee's
retirement
Cycle time in days from identification of need for
expatriation to date of transfer
Formula
Units
(Total expenditure for repatriation / Total costs of percent
continuing operations)*100
Cycle time in days to process an employee's
days
retirement
Cycle time in days to process an expatriation from days
identification of need for expatriation to date of
transfer
days
days
percent
percent
percent
percent
588 of 687
Metric name
Senior management/executives involuntary
terminations as a percentage of total involuntary
terminations
Formula
(Number of involuntary senior
management/executive employee terminations /
Number of involuntary employee
terminations)*100
Units
percent
percent
percent
589 of 687
Metric name
Percentage of vacancies filled by internal
candidates for senior management/executives
Formula
Units
(Number of senior management/executive
percent
employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100
percent
percent
hours
hours
inquiries
days
590 of 687
Metric name
Percentage of "manage employee information"
inquiries received that are non-routine
Formula
Units
Number of non-routine inquiries received monthly percent
for the process group "manage employee
information"/(Number of routine inquiries received
monthly for the process group "manage employee
information"+Number of non-routine inquiries
received monthly for the process group "manage
employee information")*100
percent
591 of 687
Metric name
Percentage of "manage employee information"
inquiries received via non-digital communication
channels
Formula
Percentage of inquiries received for the process
group "manage employee information"
employees" through non-digital communication
channels
dollars
Other cost of the process group "manage business Costs other than personnel, systems, overhead,
resiliency and risk", including
and outsourced to perform the process group
depreciation/amortization, per $100,000 revenue "manage business resiliency and risk" / (Total
business entity revenue * 0.000010)
dollars
dollars
Units
percent
592 of 687
Metric name
Formula
Outsourced cost of the process group "manage the Outsourced cost to perform the process group
business of information technology", including
"manage the business of IT" / (Total business
depreciation/amortization, per $100,000 revenue entity revenue * 0.000010)
Units
dollars
dollars
dollars
dollars
dollars
dollars
593 of 687
Metric name
Formula
Units
Time in months to respond to major business shifts Time in months to respond to a major business
months
shift
Time in weeks to close an identified IT skill or
Time in weeks to close an identified IT skill or
weeks
capability gap
capability gap
Number of IT FTEs for the process group "manage (Number of FTEs who perform the function
FTEs
the business of information technology" per $1
"manage information technology" * Percentage of
billion revenue
IT FTEs performing the process area "manage the
business of IT" *.01) / (Total business entity
revenue * 0.0000000010)
Level of FTE experience in years for the process
group "manage business resiliency and risk"
Percent
Percentage of business entity IT FTEs who perform Percentage of IT FTEs performing the process area percent
the process group "manage the business of
"manage the business of IT"
information technology"
Percentage of total IT cost, including
depreciation/amortization, allocated to process
group "manage business resiliency and risk"
percent
594 of 687
Metric name
Percentage of total IT cost, including
depreciation/amortization, allocated to process
group "manage the business of information
technology"
Formula
Units
(Total cost to perform the process group "manage percent
the business of IT" / (Total cost to perform the
process group "manage the business of IT" + Total
cost to perform the process group "develop and
manage IT customer relationships" + Total cost to
perform the process group "manage business
resiliency and risk" + Total cost to perform the
process group "manage IT knowledge" + Total cost
to perform the process "develop information and
content management strategies" + Total cost to
perform the process "define the enterprise
information architecture" + Total cost to perform
the process "manage information resources" +
Total cost to perform the process "perform
enterprise data and content management" + Total
cost to perform the process "develop and maintain
information technology solutions" + Total cost to
perform the process group "deploy IT solutions" +
Total cost to perform the process group "deliver
and support IT service")) * 100
percent
percent
percent
percent
595 of 687
Metric name
Formula
Units
Percentage of IT budget, including
(IT budget allocated to the process group "manage percent
depreciation/amortization, allocated to the process the business of information technology" / IT
group "manage the business of information
budget for the past year) * 100.0
technology"
Total cost of the process group "develop and
manage IT customer relationships", excluding
depreciation/amortization, per $1,000 revenue
Total cost to perform the process group "develop Total cost to perform the process group "develop
and manage IT customer relationships", including and manage IT customer relationships" / (Total
depreciation/amortization, per $1,000 revenue
business entity revenue * 0.0010)
Personnel cost of the process group "develop and
manage IT customer relationships", including
depreciation/amortization, per $1,000 revenue
dollars
596 of 687
Metric name
Overhead cost of the process group "develop and
manage IT customer relationships", including
depreciation/amortization, per $100,000 revenue
Formula
Units
Overhead cost to perform the process group
dollars
"develop and manage IT customer relationships" /
(Total business entity revenue * 0.000010)
Number of IT FTEs that perform the process group (Number of FTEs who perform the function
FTEs
"develop and manage information technology
"manage information technology" * Percentage of
customer relationships" per $1 billion revenue
IT FTEs performing the process area "Develop and
manage IT customer relationships" *.01) / (Total
business entity revenue * 0.0000000010)
Percentage of IT budget, including
(IT budget allocated to the process group "develop percent
depreciation/amortization, allocated to the process and manage IT customer relationships" / IT budget
group "develop and manage IT customer
for the past year) * 100.0
relationships"
597 of 687
Metric name
Percentage of total IT cost, including
depreciation/amortization, allocated to process
group "develop and manage IT customer
relationships"
Formula
Units
(Total cost to perform the process group "develop percent
and manage IT customer relationships" / (Total
cost to perform the process group "manage the
business of IT" + Total cost to perform the process
group "develop and manage IT customer
relationships" + Total cost to perform the process
group "manage business resiliency and risk" +
Total cost to perform the process group "manage
IT knowledge" + Total cost to perform the process
"develop information and content management
strategies" + Total cost to perform the process
"define the enterprise information architecture" +
Total cost to perform the process "manage
information resources" + Total cost to perform the
process "perform enterprise data and content
management" + Total cost to perform the process
"develop and maintain information technology
solutions" + Total cost to perform the process
group "deploy IT solutions" + Total cost to perform
the process group "deliver and support IT
service")) * 100
Percentage of business entity IT FTEs who perform Percentage of IT FTEs performing the process area percent
the process group "develop and manage it
"Develop and manage IT customer relationships"
customer relationships"
Percentage of total IT cost, excluding
depreciation/amortization, allocated to process
group "develop and manage IT customer
relationships"
Percent
years
598 of 687
Metric name
Total IT budget to perform the process "evaluate
and communicate IT business value and
performance" in support of product development,
including depreciation/amortization, per $1,000 of
revenue
Formula
(IT budget dedicated to supporting product
development*Percentage of the IT budget
dedicated to "evaluate and communicate IT
business value and performance"*0.01) / (Total
business entity revenue* 0.0010)
percent
percent
Average solution impact ratio for: Level 5 solutions Average IT solution impact for Level 5 solutions
Units
dollars
benefit to cost
dollars
days
days
599 of 687
Metric name
Formula
Units
Solutions capture rate for:all other solutions other Non-Level 5 solutions provided for and accepted
percent
than Level 5
by the customer as a percentage of total potential
solutions
Percentage of solutions provided that are directly
meeting IT strategy
Percentage of solutions provided that are for
repeat customers
Number of IT FTEs for the process "Develop IT
services and solutions strategy" per $1 billion
revenue
percent
percent
FTEs
dollars
percent
Percent on-time performance for: Level 5 solutions Percentage of IT solutions meeting schedule for
Level 5 solutions
Percent on-time performance for: all other
Percentage of IT solutions meeting schedule for
solutions other than Level 5
non-Level 5 solutions
Number of IT FTEs for the process "Manage IT
Number of IT FTEs supporting the process
customer satisfaction" per $1 billion revenue
"manage IT customer satisfaction" / (Total
business entity revenue * 0.000000001)
percent
percent
FTEs
600 of 687
Metric name
Personnel cost to perform the process group
"perform planning and management accounting"
per $1,000 revenue
Formula
Units
((Percentage of internal costs of the process
dollars
"planning, budgeting, and forecasting" allocated to
personnel costs * Percentage of total cost of the
process "planning, budgeting, and forecasting"
allocated to internal costs * .0001 * Total cost to
perform the process "perform
planning/budgeting/forecasting") + (Percentage of
internal costs of the processes "perform cost
accounting and control" and "perform cost
management" allocated to personnel costs *
Percentage of total cost of the process "perform
cost accounting and control" and "perform cost
management" allocated to internal costs * .0001 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") + (Percentage of internal costs of
the process "evaluate and manage financial
performance" allocated to personnel cost *
Percentage of total cost of the process "evaluate
and manage financial performance" allocated to
internal costs * .0001 * Total cost to perform the
process "evaluate and manage financial
performance")) / (Total business entity revenue * .
001)
601 of 687
Metric name
Personnel cost to perform the process group
"perform planning and management accounting"
per process group FTE
Formula
Units
((Percentage of internal costs of the process
dollars
"planning, budgeting, and forecasting" allocated to
personnel costs * Percentage of total cost of the
process "planning, budgeting, and forecasting"
allocated to internal costs * .0001 * Total cost to
perform the process "perform
planning/budgeting/forecasting") + (Percentage of
internal costs of the processes "perform cost
accounting and control" and "perform cost
management" allocated to personnel costs *
Percentage of total cost of the process "perform
cost accounting and control" and "perform cost
management" allocated to internal costs * .0001 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") + (Percentage of internal costs of
the process "evaluate and manage financial
performance" allocated to personnel cost *
Percentage of total cost of the process "evaluate
and manage financial performance" allocated to
internal costs * .0001 * Total cost to perform the
process "evaluate and manage financial
performance")) / (Number of FTEs who perform the
process "perform planning/budgeting/forecasting"
+ Number of FTEs who perform the processes
"perform cost accounting and control" and
"perform cost management" + Number of FTEs
who perform the process "evaluate and manage
financial performance")
602 of 687
Metric name
Systems cost to perform the process group
"perform planning and management accounting"
per $100,000 revenue
Formula
Units
((Percentage of internal costs of the process
dollars
"planning, budgeting, and forecasting" allocated to
systems costs * Percentage of total cost of the
process "planning, budgeting, and forecasting"
allocated to internal costs * .0001 * Total cost to
perform the process "perform
planning/budgeting/forecasting") + (Percentage of
internal cost of the processes "perform cost
accounting and control" and "perform cost
management" allocated to systems costs *
Percentage of total cost of the process "perform
cost accounting and control" and "perform cost
management" allocated to internal costs * .0001 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") + (Percentage of internal costs of
the process "evaluate and manage financial
performance" allocated to systems costs *
Percentage of total cost of the process "evaluate
and manage financial performance" allocated to
internal costs * .0001 * Total cost to perform the
process "evaluate and manage financial
performance")) / (Total business entity revenue * .
00001)
dollars
603 of 687
Metric name
Total cost to perform the process group "perform
planning and management accounting" per
process group FTE
Formula
Units
(Total cost to perform the process "perform
dollars
planning/budgeting/forecasting" + Total cost to
perform the processes "perform cost accounting
and control" and "perform cost management" +
Total cost to perform the process "evaluate and
manage financial performance") / (Number of FTEs
who perform the process "perform
planning/budgeting/forecasting" + Number of FTEs
who perform the processes "perform cost
accounting and control" and "perform cost
management" + Number of FTEs who perform the
process "evaluate and manage financial
performance")
604 of 687
Metric name
Total internal cost to perform the process group
"perform planning and management accounting"
per process group FTE
Formula
Units
((Percentage of total cost of the process "planning, dollars
budgeting, and forecasting" allocated to internal
costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") +
(Percentage of total cost of the process "perform
cost accounting and control" and "perform cost
management" allocated to internal costs * .01 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") + (Percentage of total cost of the
process "evaluate and manage financial
performance" allocated to internal costs * .01 *
Total cost to perform the process "evaluate and
manage financial performance")) / (Number of
FTEs who perform the process "perform
planning/budgeting/forecasting" + Number of FTEs
who perform the processes "perform cost
accounting and control" and "perform cost
management" + Number of FTEs who perform the
process "evaluate and manage financial
performance")
605 of 687
Metric name
Outsourced cost to perform the process group
"perform planning and management accounting"
per $1,000 revenue
Formula
Units
((Percentage of total cost of the process "planning, dollars
budgeting, and forecasting" allocated to external
costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") +
(Percentage of total cost of the process "perform
cost accounting and control" and "perform cost
management" allocated to external costs * .01 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") + (Percentage of total cost of the
process "evaluate and manage financial
performance" allocated to external costs * .01 *
Total cost to perform the process "evaluate and
manage financial performance")) / (Total business
entity revenue * .001)
606 of 687
Metric name
Overhead and other cost to perform the process
group "perform planning and management
accounting" per $100,000 revenue
Formula
Units
((Percentage of internal costs of the process
dollars
"planning, budgeting, and forecasting" allocated to
overhead and other costs * Percentage of total
cost of the process "planning, budgeting, and
forecasting" allocated to internal costs * .0001 *
Total cost to perform the process "perform
planning/budgeting/forecasting") + (Percentage of
internal costs of the processes "perform cost
accounting and control" and "perform cost
management" allocated to overhead and other
costs * Percentage of total cost of the process
"perform cost accounting and control" and
"perform cost management" allocated to internal
costs * .0001 * Total cost to perform the processes
"perform cost accounting and control" and
"perform cost management") + (Percentage of
internal costs of the process "evaluate and
manage financial performance" allocated to
overhead and other costs * Percentage of total
cost of the process "evaluate and manage
financial performance" allocated to internal costs *
.0001 * Total cost to perform the process "evaluate
and manage financial performance")) / (Total
business entity revenue * .00001)
607 of 687
Metric name
Formula
Units
Total internal cost to perform the process "perform (Percentage of total cost of the process "perform dollars
cost accounting and control" and "perform cost
cost accounting and control" and "perform cost
management" per process FTE
management" allocated to internal costs * .01 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") / Number of FTEs who perform the
processes "perform cost accounting and control"
and "perform cost management"
Overhead and other costs to perform the process
"perform cost accounting and control" and
"perform cost management" per $100,000
revenue
608 of 687
Metric name
Outsourced cost to perform the processes
"perform cost accounting and control" and
"perform cost management" per $1,000 revenue
Formula
Units
(Percentage of total cost of the process "perform dollars
cost accounting and control" and "perform cost
management" allocated to external costs * 0.01 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") / (Total business entity revenue *
0.001)
Personnel cost to perform the processes "perform (Percentage of internal costs of the processes
dollars
cost accounting and control" and "perform cost
"perform cost accounting and control" and
management" per process FTE
"perform cost management" allocated to
personnel costs * Percentage of total cost of the
process "perform cost accounting and control" and
"perform cost management" allocated to internal
costs * 0.0001 * Total cost to perform the
processes "perform cost accounting and control"
and "perform cost management") / Number of
FTEs who perform the processes "perform cost
accounting and control" and "perform cost
management"
Personnel cost to perform the processes "perform (Percentage of internal costs of the processes
dollars
cost accounting and control" and "perform cost
"perform cost accounting and control" and
management" per $1,000 revenue
"perform cost management" allocated to
personnel costs * Percentage of total cost of the
process "perform cost accounting and control" and
"perform cost management" allocated to internal
costs * 0.0001 * Total cost to perform the
processes "perform cost accounting and control"
and "perform cost management") / (Total business
entity revenue * 0.001)
609 of 687
Metric name
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management" per $1,000 revenue
Formula
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management" / (Total business entity revenue *
0.001)
Units
dollars
dollars
FTEs
FTEs
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process
to the process group "perform planning and
"perform planning/budgeting/forecasting" +
management accounting"
Number of FTEs who perform the processes
"perform cost accounting and control" and
"perform cost management" + Number of FTEs
who perform the process "evaluate and manage
financial performance") / Number of FTEs who
perform the function "manage financial
resources") * 100
percent
610 of 687
Metric name
Total cost to perform the order to invoice
processes per $1,000 revenue
Formula
(Total cost to perform the process "process
customer credit" + Total cost to perform the
process "manage sales orders" + Total cost to
perform the process "invoice customer") / (Total
business entity revenue * .0010)
Units
dollars
FTEs
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process
percent
to the processes "manage sales orders", "process "manage sales orders" + Number of FTEs who
customer credit", and "invoice customer"
perform the process "process customer credit" +
Number of FTEs who perform the process "invoice
customer") / Number of FTEs who perform the
function "manage financial resources") * 100
Percentage of customer accounts that are active
customers
611 of 687
Metric name
Personnel cost to perform the process group
"Perform general accounting and reporting" per
process group FTE
Formula
Units
((Total cost to perform the process "manage
dollars
policies and procedures" * Percentage of total cost
of the process "Manage policies and procedures"
allocated to internal cost * Percentage of internal
cost of the process "Manage policies and
procedures" allocated to personnel cost * .0001)
+ (Total cost to perform the process "perform
general accounting" * Percentage of total cost of
the process "Perform general accounting"
allocated to internal cost * Percentage of internal
cost of the process "Perform general accounting"
allocated to personnel cost * .0001) + Personnel
cost to perform the process "perform fixed-asset
accounting" + (Total cost to perform the process
"perform financial reporting" * Percentage of total
cost of the process "Perform financial reporting"
allocated to internal cost * Percentage of internal
cost of the process "Perform financial reporting"
allocated to personnel cost * .0001)) / (Number of
FTEs who perform the process "manage policies
and procedures" (general accounting and
reporting) + Number of FTEs who perform the
process "perform general accounting" + Number
of FTEs who perform the process "perform fixedasset accounting" + Number of FTEs who perform
the process "perform financial reporting")
612 of 687
Metric name
Personnel cost to perform the process group
"perform general accounting and reporting" per
$1,000 revenue
Formula
Units
((Total cost to perform the process "manage
dollars
policies and procedures" * Percentage of total cost
of the process "Manage policies and procedures"
allocated to internal cost * Percentage of internal
cost of the process "Manage policies and
procedures" allocated to personnel cost * .0001)
+ (Total cost to perform the process "perform
general accounting" * Percentage of total cost of
the process "Perform general accounting"
allocated to internal cost * Percentage of internal
cost of the process "Perform general accounting"
allocated to personnel cost * .0001) + Personnel
cost to perform the process "perform fixed-asset
accounting" + (Total cost to perform the process
"perform financial reporting" * Percentage of total
cost of the process "Perform financial reporting"
allocated to internal cost * Percentage of internal
cost of the process "Perform financial reporting"
allocated to personnel cost * .0001)) / (Total
business entity revenue * .001)
dollars
613 of 687
Metric name
Formula
Total cost to perform the process group "perform ((Total cost to perform the process "manage
general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform
assets) as a percentage of revenue
the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / Total business entity revenue) * 100
Units
percent
dollars
dollars
614 of 687
Metric name
Formula
Number of FTEs that perform the process group
(Number of FTEs who perform the process
FTEs
"perform general accounting and reporting" per $1 "manage policies and procedures" (general
billion revenue
accounting and reporting) + Number of FTEs who
perform the process "perform general accounting"
+ Number of FTEs who perform the process
"perform fixed-asset accounting" + Number of
FTEs who perform the process "perform financial
reporting") / (Total business entity revenue * .
000000001)
Units
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process
percent
to the process group "perform general accounting "manage policies and procedures" (general
and reporting" (excluding fixed asset accounting) accounting and reporting) + Number of FTEs who
perform the process "perform general accounting"
+ Number of FTEs who perform the process
"perform financial reporting") / Number of FTEs
who perform the function "manage financial
resources") * 100
Number of FTEs that perform the process group
"manage fixed-asset project accounting" per $1
billion revenue
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process
percent
to the process group "manage fixed asset project "perform capital planning and project approval"+
accounting"
Number of FTEs who perform the process "perform
capital project accounting") / Number of FTEs who
perform the function "manage financial
resources") * 100
615 of 687
Metric name
Personnel cost of the process group "process
payroll" per "process payroll" FTE
Formula
Units
(Personnel cost to perform the process "report
dollars
time"+Personnel cost to perform the process
"manage pay"+Personnel cost to perform the
process "process payroll taxes")/(Number of FTEs
who perform the process "report time"+Number of
FTEs who perform the process "manage
pay"+Number of FTEs who perform the process
"report payroll taxes")
dollars
616 of 687
Metric name
Total cost to perform the process group "process
payroll" per payroll FTE
Formula
Units
(Total cost to perform the process "report time" + dollars
Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / (Number of FTEs who perform the process
"report time" + Number of FTEs who perform the
process "manage pay" + Number of FTEs who
perform the process "process payroll taxes")
Total cost the process group "process payroll" as a ((Total cost to perform the process "report time" + percent
percentage of cost of continuing operations
Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / Total costs of continuing operations) *
100
Personnel cost to perform the process group
"process payroll" per $1,000 revenue
dollars
Cycle time in business days to process the payroll Cycle time in business days to process payroll
days
from HR/benefits system cut-off to payroll transmit
date
617 of 687
Metric name
Number of FTEs that perform the process group
"process payroll" per 1,000 employees paid
Formula
(Number of FTEs who perform the process "report FTEs
time" + Number of FTEs who perform the process
"manage pay" + Number of FTEs who perform the
process "process payroll taxes") / (Total number of
employees paid * 0.001)
Units
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process "report percent
to the process group "process payroll"
time" + Number of FTEs who perform the process
"manage pay" + Number of FTEs who perform the
process "process payroll taxes") / Number of FTEs
who perform the function "manage financial
resources") * 100
Percentage of paid employees that are exempt
employees
Metric name
Percentage of paid employees that are nonexempt employees
Formula
(Number of employees paid that are hourly (nonexempt) employees / Total number of employees
paid) * 100
percent
percent
Units
percent
percent
percent
percent
percent
619 of 687
Metric name
Formula
Units
Systems cost to perform the process group
(((Percentage of internal cost of the process
percent
"process payroll" as a percentage of the total cost "Report time" allocated to systems costs *
of the process group
Percentage of total cost to perform the process
"report time" allocated to internal costs * 0.0001 *
Total cost to perform the process "report time") +
(Percentage of internal cost of the process
"Manage pay" allocated to systems costs *
Percentage of total cost of the process "manage
pay" allocated to internal costs * 0.0001 * Total
cost to perform the process "manage pay") +
(Percentage of internal cost of the process
"Process payroll taxes" allocated to systems costs
* Percentage of total cost to perform the process
"process payroll taxes" allocated to internal costs *
0.0001 * Total cost to perform the process
"process payroll taxes")) / (Total cost to perform
the process "report time" + Total cost to perform
the process "manage pay" + Total cost to perform
the process "process payroll taxes")) * 100
620 of 687
Metric name
Personnel cost of the process group "process
payroll" as a percentage of the total cost to
perform the process group
Formula
Units
(((Percentage of internal costs of the process
percent
"report time" allocated to personnel costs *
Percentage of total cost to perform the process
"report time" allocated to internal costs * 0.0001 *
Total cost to perform the process "report time") +
(Percentage of internal costs of the process
"manage pay" allocated to personnel costs *
Percentage of total cost of the process "manage
pay" allocated to internal costs * 0.0001 * Total
cost to perform the process "manage pay") +
(Percentage of internal costs of the process "report
payroll taxes" allocated to personnel costs *
Percentage of total cost to perform the process
"process payroll taxes" allocated to internal costs *
0.0001 * Total cost to perform the process
"process payroll taxes")) / (Total cost to perform
the process "report time" + Total cost to perform
the process "manage pay" + Total cost to perform
the process "process payroll taxes")) * 100
621 of 687
Metric name
Personnel cost to perform the process group
"process accounts payable and expense
reimbursements" per $1,000 revenue
Formula
Units
(((Total cost to perform the process "process
dollars
accounts payable (AP)" * Percentage of total cost
of the process "Process accounts payable"
allocated to internal cost * Percentage of internal
cost of the process "Process accounts payable"
allocated to personnel cost) *.0001) + (Total cost
to perform the process "process expense
reimbursements" * Percentage of total cost of the
process "Process expense reimbursements"
allocated to internal cost * Percentage of internal
cost of the process "Process expense
reimbursements" allocated to personnel cost * .
0001)) / (Total business entity revenue * 0.001)
622 of 687
Metric name
Systems cost to perform the process group
"process accounts payable and expense
reimbursements" per $100,000 revenue
Formula
Units
((Total cost to perform the process "process
dollars
accounts payable (AP)" * Percentage of total cost
of the process "Process accounts payable"
allocated to internal cost * Percentage of internal
cost of the process "Process accounts payable"
allocated to systems cost *.0001) + (Total cost to
perform the process "process expense
reimbursements" * Percentage of total cost of the
process "Process expense reimbursements"
allocated to internal cost * Percentage of internal
cost of the process "Process expense
reimbursements" allocated to systems cost * .
0001)) / (Total business entity revenue * 0.00001)
623 of 687
Metric name
Outsourced cost to perform the process group
"process accounts payable and expense
reimbursements" per $1,000 revenue
Formula
Units
((Percentage of total cost of the process "Process dollars
accounts payable" allocated to external cost *
Total cost to perform the process "process
accounts payable (AP)" / 100) + (Percentage of
total cost of the process "Process expense
reimbursements" allocated to external cost * Total
cost to perform the process "process expense
reimbursements" / 100)) / (Total business entity
revenue * 0.001)
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process
percent
to the process group "perform accounts payable
"process accounts payable (AP)" + Number of FTEs
and expense reimbursements"
who perform the process "process expense
reimbursements") / Number of FTEs who perform
the function "manage financial resources") * 100
624 of 687
Metric name
Outsourced cost to perform the process group
"process accounts payable and expense
reimbursements" as a percentage of the total cost
of the process group
Formula
Units
(((Total cost to perform the process "process
percent
accounts payable (AP)" * Percentage of total cost
of the process "Process accounts payable"
allocated to external cost / 100) + (Total cost to
perform the process "process expense
reimbursements" * Percentage of total cost of the
process "Process expense reimbursements"
allocated to external cost / 100)) / (Total cost to
perform the process "process accounts payable
(AP)" + Total cost to perform the process "process
expense reimbursements")) * 100
625 of 687
Metric name
Formula
Units
Personnel cost to perform the process group
(((Total cost to perform the process "process
percent
"process accounts payable and expense
accounts payable (AP)" * Percentage of total cost
reimbursements" as a percentage of the total cost of the process "Process accounts payable"
of the process group
allocated to internal cost * Percentage of internal
cost of the process "Process accounts payable"
allocated to personnel cost / 10000) + (Total cost
to perform the process "process expense
reimbursements" * Percentage of total cost of the
process "Process expense reimbursements"
allocated to internal cost * Percentage of internal
cost of the process "Process expense
reimbursements" allocated to personnel cost /
10000)) / (Total cost to perform the process
"process accounts payable (AP)" + Total cost to
perform the process "process expense
reimbursements")) * 100
626 of 687
Metric name
Overhead and other cost to perform the process
group "process accounts payable and expense
reimbursements" as a percentage of the total cost
of the process group
Formula
Units
(((Total cost to perform the process "process
percent
accounts payable (AP)" * Percentage of total cost
of the process "Process accounts payable"
allocated to internal cost * Percentage of internal
cost of the process "Process accounts payable"
allocated to overhead and other costs / 10000) +
(Total cost to perform the process "process
expense reimbursements" * Percentage of total
cost of the process "Process expense
reimbursements" allocated to internal cost *
Percentage of internal cost of the process "Process
expense reimbursements" allocated to overhead
and other costs / 10000)) / (Total cost to perform
the process "process accounts payable (AP)" +
Total cost to perform the process "process expense
reimbursements")) * 100
dollars
dollars
dollars
percent
FTEs
627 of 687
Metric name
Number of bank accounts per "manage treasury
operations" FTE
Formula
Units
Number of corporate bank accounts managed by bank accounts
this finance SSC / Number of FTEs who perform the
process group "manage treasury operations"
entities
Number of global legal entities supported per FTE Number of global legal entities supported by
entities
that performs the process group "Manage treasury treasury management operation / Number of FTEs
operations"
who perform the process group "manage treasury
operations"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group
to the process group "manage treasury
"manage treasury operations" / Number of FTEs
operations"
who perform the function "manage financial
resources") * 100
percent
percent
628 of 687
Metric name
Total cost to perform the process group "manage
internal controls" as a percentage of revenue
Formula
Units
((Total cost to perform the process "establish
percent
internal controls, policies, and procedures" + Total
cost to perform the process "operate controls and
monitor compliance with internal controls policies
and procedures" + Total cost to perform the
process "report on internal controls compliance") /
Total business entity revenue) * 100.0
629 of 687
Metric name
Total cost to perform the process group "manage
internal controls" per process FTE
Formula
Units
(Total cost to perform the process "establish
dollars
internal controls, policies, and procedures" + Total
cost to perform the process "operate controls and
monitor compliance with internal controls policies
and procedures" + Total cost to perform the
process "report on internal controls compliance") /
(Number of FTEs who perform the process
"establish internal controls, policies, and
procedures" + Number of FTEs who perform the
process "operate controls and monitor compliance
with internal controls policies and procedures" +
Number of FTEs who perform the process "report
on internal controls compliance")
630 of 687
Metric name
Formula
Units
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process
percent
to the process group "manage internal controls"
"establish internal controls, policies, and
procedures" + Number of FTEs who perform the
process "operate controls and monitor compliance
with internal controls policies and procedures" +
Number of FTEs who perform the process "report
on internal controls compliance") / Number of FTEs
who perform the function "manage financial
resources") * 100
Personnel cost to perform the process "perform
planning/budgeting/forecasting" per process FTE
631 of 687
Metric name
Total cost to perform the process "perform
planning/budgeting/forecasting" as a percentage
of revenue
Formula
(Total cost to perform the process "perform
planning/budgeting/forecasting" / Total business
entity revenue) * 100
Units
percent
dollars
Total internal cost to perform the process "perform (Percentage of total cost of the process "planning, dollars
planning/budgeting/forecasting" per process FTE budgeting, and forecasting" allocated to internal
costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") /
Number of FTEs who perform the process "perform
planning/budgeting/forecasting"
632 of 687
Metric name
Formula
Cycle time in days to update/revise the rolling
Cycle time in days to update/revise the rolling
days
forecast
forecast
Cycle time in days to prepare the financial forecast Cycle time in days to prepare the financial forecast days
Cycle time in days to complete the annual budget Cycle time in days to complete the budget
Units
days
Number of FTEs that perform the process "perform Number of FTEs who perform the process "perform FTEs
planning/budgeting/forecasting" per $1 billion
planning/budgeting/forecasting" / (Total business
revenue
entity revenue * .000000001)
Number of budget versions produced before final
approval
Percentage error for the inventory cost forecast
budget versions
percent
percent
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "perform planning/ budgeting/
"perform planning/budgeting/forecasting" /
forecasting"
Number of FTEs who perform the function
"manage financial resources") * 100
percent
percent
Percentage of total finance function FTEs allocated (Number of FTEs who perform the processes
percent
to the processes "perform cost accounting and
"perform cost accounting and control" and
control" and "perform cost management"
"perform cost management" / Number of FTEs who
perform the function "manage financial
resources") * 100
Percentage of cost base accounted for by activity- Percentage of costs base from activity-based
based costing
costing
percent
633 of 687
Metric name
Formula
Overhead and other costs to perform the process (Percentage of internal costs of the process
"evaluate and manage financial performance" per "evaluate and manage financial performance"
$100,000 revenue
allocated to overhead and other costs *
Percentage of total cost of the process "evaluate
and manage financial performance" allocated to
internal costs * 0.0001 * Total cost to perform the
process "evaluate and manage financial
performance") / (Total business entity revenue *
0.00001)
Units
dollars
dollars
dollars
dollars
Outsourced cost to perform the process "evaluate (Percentage of total cost of the process "evaluate
and manage financial performance" per $1,000
and manage financial performance" allocated to
revenue
external costs * 0.01 * Total cost to perform the
process "evaluate and manage financial
performance") / (Total business entity revenue *
0.001)
dollars
dollars
634 of 687
Metric name
Formula
Units
Systems cost to perform the process "evaluate
(Percentage of internal costs of the process
dollars
and manage financial performance" per $100,000 "evaluate and manage financial performance"
revenue
allocated to systems costs * Percentage of total
cost of the process "evaluate and manage
financial performance" allocated to internal costs *
0.0001 * Total cost to perform the process
"evaluate and manage financial performance") /
(Total business entity revenue * 0.00001)
Personnel cost to perform the process "evaluate
and manage financial performance" per process
FTE
Cycle time in days to perform financial evaluation Cycle time in days to perform financial evaluation days
of new customers
of new customers
Cycle time in days to perform financial evaluation Cycle time in days to perform financial evaluation days
of new markets
of new markets
635 of 687
Metric name
Cycle time in days to perform financial evaluation
of new products
Number of FTEs that perform the process
"evaluate and manage financial performance" per
$1 billion revenue
Formula
Cycle time in days to perform financial evaluation days
of new products
Number of FTEs who perform the process
FTEs
"evaluate and manage financial performance" /
(Total business entity revenue * .000000001)
Units
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "evaluate and manage financial
"evaluate and manage financial performance" /
performance"
Number of FTEs who perform the function
"manage financial resources") * 100
percent
percent
percent
percent
636 of 687
Metric name
Compounded annual growth rate of revenue over
the past three reporting periods
Formula
Units
(((Total business entity revenue / Total revenue
percent
over the past three reporting periods) ^ 0.3333) 1) * 100.0
percent
dollars
637 of 687
Metric name
Total cost to perform the process "invoice
customer" per $1 billion revenue
Formula
Total cost to perform the process "invoice
customer" / (Total business entity revenue *
0.000000001)
Units
dollars
dollars
dollars
638 of 687
Metric name
Overhead and other costs to perform the process
"invoice customers" per $100,000 revenue
Formula
(Percentage of internal costs of the process
"invoice customer" allocated to overhead and
other costs * Percentage of total cost of the
process "invoice customer" allocated to internal
costs * 0.0001 * Total cost to perform the process
"invoice customer") / (Total business entity
revenue * 0.00001)
Units
dollars
percent
Number of active customers per FTE that performs Number of active customers in customer master
the process "invoice customer"
file / Number of FTEs who perform the process
"invoice customer"
active customers
percent
percent
updates
639 of 687
Metric name
Number of invoice line items processed per FTE
that performs the process "invoice customer"
Formula
Units
Number of line items billed/invoiced / Number of invoice line items
FTEs who perform the process "invoice customer"
percent
percent
dollars
640 of 687
Metric name
Total cost to perform the process "process
accounts receivable (AR)" per $1,000 revenue
Formula
Total cost to perform the process "process
accounts receivable (AR)" / (Total business entity
revenue * .001)
Units
dollars
dollars
dollars
641 of 687
Metric name
Personnel cost to perform the process "process
accounts receivable (AR)" per $1,000 revenue
Formula
Units
(Percentage of internal costs of the process
dollars
"process accounts receivable" allocated to
personnel costs * Percentage of total cost of the
process "process accounts receivable" allocated to
internal costs * 0.0001 * Total cost to perform the
process "process accounts receivable (AR)") /
(Total business entity revenue * .001)
percent
dollars
days
642 of 687
Metric name
Percentage of receipts automatically matched to
open items in the accounts receivable sub ledger
Formula
Units
(Number of receipts that are automatically
percent
matched to open items in the accounts receivable
sub ledger / Number of receipts processed) * 100
receipts
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "process accounts receivable (AR)" "process accounts receivable (AR)" / Number of
FTEs who perform the function "manage financial
resources") * 100
percent
percent
receipts
643 of 687
Metric name
Personnel cost to perform the process "process
accounts receivable (AR)" as a percentage of the
total process cost
Formula
Units
Percentage of internal costs of the process
percent
"process accounts receivable" allocated to
personnel costs * Percentage of total cost of the
process "process accounts receivable" allocated to
internal costs * 0.01
dollars
Systems cost to perform the process "manage and (Percentage of internal cost of the process
process collections" per $100,000 revenue
"Manage and process collections" allocated to
systems costs * Percentage of total cost of the
process "manage and process collections"
allocated to internal costs * 0.0001 * Total cost to
perform the process "manage and process
collections") / (Total business entity revenue * .
00001)
dollars
dollars
644 of 687
Metric name
Total cost to perform the process "manage and
process collections" as a percentage of revenue
Formula
(Total cost to perform the process "manage and
process collections" / Total business entity
revenue) * 100
Units
percent
dollars
dollars
Percentage of invoice line items that are adjusted (Number of billed/invoiced line items that are
by the customer prior to payment
adjusted prior to paying / Number of line items
billed/invoiced) * 100
percent
Number of active customers managed per FTE that Number of active customers in customer master
performs the process "manage and process
file / Number of FTEs who perform the process
collections"
"manage and process collections"
customers
invoices
645 of 687
Metric name
Formula
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "manage and process collections" "manage and process collections" / Number of
FTEs who perform the function "manage financial
resources") * 100
Units
percent
dollars
Systems cost to perform the process "manage and (Percentage of internal cost of the process
process adjustments/deductions" per $100,000
"Manage and process adjustments/deductions"
revenue
allocated to systems costs * Percentage of total
cost of the process "manage and process
adjustments/deductions" allocated to internal
costs * 0.0001 * Total cost to perform the process
"manage and process adjustments/deductions") /
(Total business entity revenue * .00001)
dollars
dollars
days
646 of 687
Metric name
Formula
Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
and process adjustments/deductions" per $1
and process adjustments/deductions" / (Total
billion revenue
business entity revenue * .000000001)
Number of adjustments and deductions per FTE
that performs the process "manage and process
adjustments/deductions"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "manage and process
"manage and process adjustments/deductions" /
adjustments/deductions"
Number of FTEs who perform the function
"manage financial resources") * 100
adjustments and
deductions
percent
Units
dollars
647 of 687
Metric name
Formula
Units
Total cost to perform the process "Manage policies Total cost to perform the process "manage policies dollars
and procedures" per process FTE
and procedures" / Number of FTEs who perform
the process "manage policies and procedures"
(general accounting and reporting)
Personnel cost to perform the process "Manage
policies and procedures" per process FTE
Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
financial policies and procedures" per $1 billion
policies and procedures" (general accounting and
revenue
reporting) / (Total business entity revenue * .
000000001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "manage policies and procedures" "manage policies and procedures" (general
accounting and reporting) / Number of FTEs who
perform the function "manage financial
resources") * 100
Percentage of FTEs who perform the process group
"Perform general accounting and reporting"
allocated to the process "Manage policies and
procedures"
percent
648 of 687
Metric name
Systems cost to perform the process "perform
general accounting" per $100,000 revenue
Formula
Units
(Total cost to perform the process "perform
dollars
general accounting" * Percentage of total cost of
the process "Perform general accounting"
allocated to internal cost * Percentage of internal
cost of the process "Perform general accounting"
allocated to systems cost * .0001) / (Total business
entity revenue * 0.00001)
Total cost to perform the process "perform general Total cost to perform the process "perform general dollars
accounting" per $1,000 revenue
accounting" / (Total business entity revenue *
0.001)
Total cost to perform the process "perform general Total cost to perform the process "perform general dollars
accounting" per journal entry line item
accounting" / Number of journal entry line items
processed
Total cost to perform the process "Perform general Total cost to perform the process "perform general dollars
accounting" per process FTE
accounting" / Number of FTEs who perform the
process "perform general accounting"
Outsourced cost to perform the process "perform
general accounting" per $1,000 revenue
dollars
dollars
649 of 687
Metric name
Personnel cost to perform the process "perform
general accounting" per process FTE
Formula
(Total cost to perform the process "perform
general accounting" * Percentage of total cost of
the process "Perform general accounting"
allocated to internal cost * Percentage of internal
cost of the process "Perform general accounting"
allocated to personnel cost * .0001) / Number of
FTEs who perform the process "perform general
accounting"
Units
days
days
dollars
percent
Number of FTEs that perform the process "perform Number of FTEs who perform the process "perform FTEs
general accounting" per $1 billion revenue
general accounting" / (Total business entity
revenue * .000000001)
Percentage of journal entry line items processed
error free the first time
Percentage change in business entity's gross
margin over the past three years
Number of journal entry line items per FTE that
performs the process "perform general
accounting"
percent
percent
journal entry line
items
650 of 687
Metric name
Formula
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "perform general accounting"
"perform general accounting" / Number of FTEs
who perform the function "manage financial
resources") * 100
Units
percent
Percentage of accounts that are standard with the (Number of standard accounts in chart of accounts percent
business units reporting to your site
/ Number of accounts in the chart of accounts) *
100.0
Number of accounts in the chart of accounts
accounts
Percentage of FTEs who perform the process group (Number of FTEs who perform the process
percent
"Perform general accounting and reporting"
"perform general accounting" * 100) / (Number of
allocated to the process "Perform general
FTEs who perform the process "manage policies
accounting"
and procedures" (general accounting and
reporting) + Number of FTEs who perform the
process "perform general accounting" + Number
of FTEs who perform the process "perform fixedasset accounting" + Number of FTEs who perform
the process "perform financial reporting")
Systems cost of the fixed assets cycle per
$100,000 revenue
dollars
dollars
651 of 687
Metric name
Outsourced cost to perform the process "perform
fixed-asset accounting" per $1,000 revenue
Formula
Outsourced cost to perform the process "perform
fixed-asset accounting" / (Total business entity
revenue *.0010)
Total cost to perform the process "perform fixedasset accounting" per $1,000 revenue
Total cost to perform the process "perform fixedasset accounting" per fixed asset transaction
Total cost to perform the process "perform fixedasset accounting" / Number of fixed asset
transactions
dollars
dollars
Units
dollars
dollars
dollars
652 of 687
Metric name
Total cost to perform the fixed assets cycle as
percentage of revenue
Formula
Units
((Total cost to perform the process "perform capital percent
planning and project approval" + Total cost to
perform the process "perform capital project
accounting" + Total cost to perform the process
"perform fixed-asset accounting") / Total business
entity revenue) * 100.0
Total cost to perform the fixed assets cycle per $1 (Total cost to perform the process "perform capital dollars
billion revenue
planning and project approval" + Total cost to
perform the process "perform capital project
accounting" + Total cost to perform the process
"perform fixed-asset accounting") / (Total business
entity revenue * 0.000000001)
Personnel cost to perform the process "Perform
fixed-asset accounting" per process FTE
dollars
days
days
days
653 of 687
Metric name
Percentage of capital projects budgeted and
approved in the capital expenditure plan
Formula
Units
((Number of capital projects approved in the past percent
12 months - Approved and non-budgeted capital
projects) / Number of capital projects approved in
the past 12 months) * 100.0
FTEs
percent
percent
654 of 687
Metric name
Net value of fixed assets as a percentage of gross
value of fixed assets
Fixed asset transactions resulting from physical
inventories as a percentage of total fixed asset
transactions
Formula
Units
(Net book value of fixed assets / Gross value of
percent
fixed assets) * 100.0
(Number of fixed asset transactions from physical percent
inventories / Number of fixed asset transactions) *
100.0
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
percent
to the process "perform fixed asset accounting"
"perform fixed-asset accounting" / Number of FTEs
who perform the function "manage financial
resources") * 100
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process
to the fixed assets cycle
"perform fixed-asset accounting" + Number of
FTEs who perform the process "perform capital
planning and project approval" + Number of FTEs
who perform the process "perform capital project
accounting") / Number of FTEs who perform the
function "manage financial resources") * 100
percent
dollars
655 of 687
Metric name
Total cost to perform the process "perform
financial reporting" per process FTE
Formula
Units
Total cost to perform the process "perform
dollars
financial reporting" / Number of FTEs who perform
the process "perform financial reporting"
656 of 687
Metric name
Cycle time in days from producing annual flash
reports to completing consolidated annual
financial statements
Formula
Cycle time in calendar days from producing flash
reports and completing the consolidated financial
statements
Units
days
Cycle time in days between completion of annual Cycle time in days between completion of
days
consolidated financial statements and the release consolidated financial statements and the release
of earnings
of earnings
Cycle time in days between completion of
quarterly consolidated financial statements and
the release of earnings
days
Number of FTEs that perform the process "perform Number of FTEs who perform the process "perform FTEs
financial reporting" per $1 billion revenue
financial reporting" / (Total business entity revenue
* 0.000000001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
percent
to the process "perform financial reporting"
"perform financial reporting" / Number of FTEs who
perform the function "manage financial
resources") * 100
Percentage of FTEs who perform the process group (Number of FTEs who perform the process
percent
"Perform general accounting and reporting"
"perform financial reporting" * 100) / (Number of
allocated to the process "Perform financial
FTEs who perform the process "manage policies
reporting"
and procedures" (general accounting and
reporting) + Number of FTEs who perform the
process "perform general accounting" + Number
of FTEs who perform the process "perform fixedasset accounting" + Number of FTEs who perform
the process "perform financial reporting")
657 of 687
Metric name
Formula
Personnel cost to perform the process "perform
Personnel cost to perform the process "perform
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
revenue
business entity revenue * 0.001)
Units
dollars
Outsourced cost to perform the process "perform Outsourced cost to perform the process "perform
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
revenue
business entity revenue *.0010)
dollars
percent
dollars
Number of FTEs that perform the process "perform Number of FTEs who perform the process "perform FTEs
capital planning and project approval" per $1
capital planning and project approval" / (Total
billion revenue
business entity revenue * .000000001)
Number of approved capital projects per FTE for
Number of capital projects approved in the past 12 approved projects
the process "perform capital planning and project months / Number of FTEs who perform the process
approval"
"perform capital planning and project approval"
658 of 687
Metric name
Formula
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "perform capital planning and
"perform capital planning and project approval" /
project approval"
Number of FTEs who perform the function
"manage financial resources") * 100
Units
percent
Total cost to perform the process "perform capital (Total cost to perform the process "perform capital dollars
project accounting" per process FTE
project accounting"/Number of FTEs who perform
the process "perform capital project accounting")
Systems cost to perform the process "perform
Systems cost to perform the process "perform
dollars
capital project accounting" per $100,000 revenue capital project accounting" / (Total business entity
revenue * 0.000010)
Total cost to perform the process "perform capital Total cost to perform the process "perform capital dollars
project accounting" per $1,000 revenue
project accounting" / (Total business entity
revenue * 0.0010)
Total cost of the process "perform capital project
accounting" per approved capital project
Number of FTEs that perform the process "perform Number of FTEs who perform the process "perform FTEs
capital project accounting" per $1 billion revenue capital project accounting" / (Total business entity
revenue * 0.000000001)
Number of capital projects not budgeted as a
percentage of approved projects
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "perform capital project accounting" "perform capital project accounting" / Number of
FTEs who perform the function "manage financial
resources") * 100
Copyright 2016 APQC
percent
659 of 687
Metric name
Personnel cost to perform the process "report
time" per $1,000 revenue
Personnel cost to perform the process "report
time" per employee paid
Formula
Units
Personnel cost to perform the process "report
dollars
time" / (Total business entity revenue *.0010)
(Percentage of internal costs of the process "report dollars
time" allocated to personnel costs * Percentage of
total cost to perform the process "report time"
allocated to internal costs * 0.0001 * Total cost to
perform the process "report time") / Total number
of employees paid
dollars
dollars
dollars
dollars
dollars
Systems cost to perform the process "report time" (Percentage of internal cost of the process "Report dollars
per employee paid
time" allocated to systems costs * Percentage of
total cost to perform the process "report time"
allocated to internal costs * 0.0001 * Total cost to
perform the process "report time") / Total number
of employees paid
660 of 687
Metric name
Overhead and other costs to perform the process
"report time" per employee paid
Formula
Units
(Total cost to perform the process "report time" * dollars
Percentage of total cost to perform the process
"report time" allocated to internal costs *
Percentage of internal costs of the process "report
time" allocated to overhead and other costs * .
0001)/Total number of employees paid
Cycle time in business days to process time record Cycle time in business days from receiving the
data and enter into payroll system
time record from the employee and entering the
data into the payroll system
days
FTEs
FTEs
percent
percent
time records
percent
percent
661 of 687
Metric name
Formula
Units
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "report percent
to the process "report time"
time" / Number of FTEs who perform the function
"manage financial resources") * 100
Percentage of total payroll FTEs performing the
"report time" process
dollars
dollars
dollars
662 of 687
Metric name
Outsourced cost to perform the process "manage
pay" per $1,000 revenue
Formula
Units
(Total cost to perform the process "manage pay" * dollars
Percentage of total cost of the process "manage
pay" allocated to external costs * .01)/(Total
business entity revenue * 0.001)
dollars
days
days
663 of 687
Metric name
Cycle time in business days between the time
period cut-off for employees and the payroll
transmit date
Formula
Cycle time in business days between the time
period cut-off for employees and the payroll
transmit date
Units
days
Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
pay" per 1,000 employees paid
pay" / (Total number of employees paid * 0.001)
Number of voided checks/payments as a
percentage of payroll disbursements
Payment errors as a percentage of total payroll
disbursements
Percentage of employees receiving payroll
disbursements via direct deposit
Number of payroll-related inquiries as a
percentage of payroll disbursements
Percentage of payroll disbursements that are
manual checks/payments
Percentage of payroll disbursements that include
retroactive pay adjustments
Number of manual checks/payments per "process
payroll" FTE
664 of 687
Metric name
Formula
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "manage pay"
"manage pay" / Number of FTEs who perform the
function "manage financial resources") * 100
Units
percent
days
665 of 687
Metric name
Systems cost to perform the process "process
payroll taxes" per employee paid
Formula
Units
(Percentage of internal cost of the process
dollars
"Process payroll taxes" allocated to systems costs
* Percentage of total cost to perform the process
"process payroll taxes" allocated to internal costs *
0.0001 * Total cost to perform the process
"process payroll taxes") / Total number of
employees paid
dollars
dollars
666 of 687
Metric name
Formula
Number of FTEs that perform the process "process Number of FTEs who perform the process "process FTEs
payroll taxes" per $1 billion revenue
payroll taxes" / (Total business entity revenue * .
000000001)
Units
Number of FTEs that perform the process "process Number of FTEs who perform the process "process FTEs
payroll taxes" per 1,000 employees paid
payroll taxes" / (Total number of employees paid *
0.001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "process payroll taxes"
"process payroll taxes" / Number of FTEs who
perform the function "manage financial
resources") * 100
percent
percent
percent
dollars
dollars
dollars
dollars
667 of 687
Metric name
Formula
Total cost to perform the process "process
Total cost to perform the process "process
accounts payable (AP)" per disbursement/payment accounts payable (AP)" / Total number of
disbursements excluding T&E disbursements
Units
dollars
dollars
dollars
dollars
dollars
668 of 687
Metric name
Personnel cost to perform the process "process
accounts payable (AP)" per $1,000 revenue
Formula
((Total cost to perform the process "process
accounts payable (AP)" * Percentage of total cost
of the process "Process accounts payable"
allocated to internal cost * Percentage of internal
cost of the process "Process accounts payable"
allocated to personnel cost) *.0001) / (Total
business entity revenue * 0.001)
dollars
Dollars
Units
dollars
dollars
669 of 687
Metric name
Total cost to perform the process "process
accounts payable" per mile of pipe
Formula
Total cost to perform the process "process
accounts payable (AP)" / Total number of miles of
pipeline in service
Dollars
days
Units
Dollars
hours
dollars
percent
percent
670 of 687
Metric name
Percentage of invoice line items matched with a
purchase order
Percentage of invoice line items paid on time
Formula
Percentage of invoice line items that is matched
with a purchase order
Percentage of invoice line items paid on time
Units
percent
percent
Number of FTEs who perform the process "process Number of FTEs who perform the process "process FTEs
accounts payable" per million barrel of oil
accounts payable (AP)" / (Average oil and gas net
equivalent (BOE) net production
production (BOE/day) * .000001)
Number of FTEs who perform the process "process Number of FTEs who perform the process "process FTEs
accounts payable" per thousand gross operated
accounts payable (AP)" / (Total operated producing
producing wells
well count * .001)
Number of FTEs who perform the process "process Number of FTEs who perform the process "process FTEs
accounts payable" per thousand miles of pipe
accounts payable (AP)" / (Total number of miles of
pipeline in service * .001)
Number of FTEs who perform the process "process Number of FTEs who perform the process "process FTEs
accounts payable" per thousand barrels
accounts payable (AP)" / (Average refining
throughput
throughput * .001)
Number of invoice line items processed per FTE
that performs the process "process accounts
payable (AP)"
invoices
671 of 687
Metric name
Formula
Units
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
percent
to the process "process accounts payable"
"process accounts payable (AP)" / Number of FTEs
who perform the function "manage financial
resources") * 100
Number of invoiced line items per $1,000
purchases
Systems cost to perform the process "process
accounts payable" as a percentage of the total
cost of the process
percent
Percent
Payments sent to vendors through paper check as Number of payments sent through paper check as Percent
a percentage of the total number of payments
a percentage of total payments sent
sent
Payments sent to vendors through e-Payable as a
percentage of the total number of payments sent
Percent
672 of 687
Metric name
Formula
Units
Payments sent to vendors through other methods Number of payments sent through electronic funds Percent
as a percentage of the total number of payments transfer (EFT) as a percentage of total payments
sent
sent
Percentage of invoices paid on time
Percent
673 of 687
Metric name
Systems cost to perform the process "process
expense reimbursements" per $100,000 revenue
Formula
Units
(Total cost to perform the process "process
dollars
expense reimbursements" * Percentage of total
cost of the process "Process expense
reimbursements" allocated to internal cost *
Percentage of internal cost of the process "Process
expense reimbursements" allocated to systems
cost * .0001) / (Total business entity revenue *
0.00001)
Total cost to perform the process "process expense (Total cost to perform the process "process
reimbursements" as a percentage of revenue
expense reimbursements" / Total business entity
revenue ) * 100
Copyright 2016 APQC
dollars
percent
674 of 687
Metric name
Formula
Units
Total cost to perform the process "process expense Total cost to perform the process "process expense dollars
reimbursements" per process FTE
reimbursements" / Number of FTEs who perform
the process "process expense reimbursements"
Total cost to perform the process "process expense Total cost to perform the process "process expense dollars
reimbursements" per $1 billion revenue
reimbursements" / (Total business entity revenue *
0.000000001)
Total cost to perform the process "Process expense Total cost to perform the process "process expense dollars
reimbursements" per $1,000 of T&E expenditures reimbursements" / (Total value of T&E
expenditures * 0.001)
Total cost to perform the process "Process expense Total cost to perform the process "process expense dollars
reimbursements" per $1,000 revenue
reimbursements" / (Total business entity revenue *
0.001)
Total cost to perform the process "Process expense Total cost to perform the process "process expense dollars
reimbursements" per T&E disbursement
reimbursements" / Number of T&E disbursements
Cycle time in days to approve and schedule T&E
reimbursements
Number of FTEs that perform the process "process Number of FTEs who perform the process "process FTEs
expense reimbursements" per $1 million T&E
expense reimbursements" / (Total value of T&E
expenditures
expenditures * 0.000001)
Percentage of expense report exception line items (Number of expense report line items with
percent
exceptions / Expense report line items) * 100
Number of FTEs that perform the process "process Number of FTEs who perform the process "process FTEs
expense reimbursements" per $1 billion revenue expense reimbursements" / (Total business entity
revenue * .000000001)
Percentage of total T&E expenditures made using
cash advances
Number of expense report line items per FTE that
performs the process "process expense
reimbursements"
percent
expense report line
items
675 of 687
Metric name
Number of T&E disbursements per "process
expense reimbursements" FTE
Formula
Number of T&E disbursements / Number of FTEs
who perform the process "process expense
reimbursements"
Units
disbursements
percent
percent
percent
percent
676 of 687
Metric name
Total cost of the process group "Manage treasury
operations" per bank used in cash collection
network
Formula
Total cost to perform the process group "manage
treasury operations" / Number of banks used in
organization's cash collection network
Units
dollars
days
dollars
hours
hours
Number of banks used in cash collection network Number of banks used in organization's cash
per FTE that performs the process group "Manage collection network / Number of FTEs who perform
treasury operations"
the process group "manage treasury operations"
banks
banks
banks
677 of 687
Metric name
Formula
Units
Outsourced cost to perform the process "establish Outsourced cost to perform the process "establish dollars
internal controls, policies, and procedures" per
internal controls, policies, and procedures" / (Total
$1,000 revenue
business entity revenue *.0010)
Personnel cost to perform the process "establish
internal controls, policies, and procedures" per
$1,000 revenue
Risk assessment cost as a percentage of total cost Percentage of cost to perform the process
to perform the process "establish internal controls, "establish internal controls, policies, and
policies, and procedures"
procedures" allocated to risk assessment
percent
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
to the process "establish internal controls, policies, "establish internal controls, policies, and
and procedures"
procedures" / Number of FTEs who perform the
function "manage financial resources") * 100
FTEs
percent
678 of 687
Metric name
Formula
Units
Percentage of other non-independent members on (Number of other non-independent members on
percent
the compensation committee
the compensation committee / (Number of
compensation committee officers/employees +
Number of other non-independent members on
the compensation committee + Number of
compensation committee independent members))
* 100.0
Percentage of other non-independent members on (Number of other non-independent members on
percent
the governance committee
the governance committee / (Number of
governance committee officers/employees +
Number of other non-independent members on
the governance committee + Number of
governance committee independent members)) *
100.0
Percentage of independent members on the audit (Number of audit committee independent
committee
members / (Number of audit committee
officers/employees + Number of other nonindependent members on the audit committee +
Number of audit committee independent
members)) * 100.0
percent
percent
679 of 687
Metric name
Percentage of independent, outside directors on
the board
Formula
(Number of independent or outside directors on
the board / Number of directors on the board) *
100.0
Units
percent
680 of 687
Metric name
Outsourced cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" per $1,000
revenue
Formula
Units
Outsourced cost to perform the process "operate dollars
controls and monitor compliance with internal
controls policies and procedures" / (Total business
entity revenue *.0010)
Total cost to perform the process "operate controls Total cost to perform the process "operate controls dollars
and monitor compliance with internal controls
and monitor compliance with internal controls
policies and procedures" per $1,000 revenue
policies and procedures" / (Total business entity
revenue * 0.0010)
Cycle time in days to deploy change in enabling
technology
Cycle time in calendar days (including weekends)
from identification of change in risk until changes
to risk management policies and procedures are
completed and ready for
deployment/communication/implementation by
the business entity
days
days
days
days
681 of 687
Metric name
Number of FTEs that perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" per $1 billion
revenue
Formula
Number of FTEs who perform the process "operate FTEs
controls and monitor compliance with internal
controls policies and procedures" / (Total business
entity revenue * 0.000000001)
Units
times
Percentage of primary controls that are automated (Number of automated primary controls / Number percent
of identified primary controls) * 100.0
Number of primary controls per 1,000 employees Number of identified primary controls / (Number of controls
business entity employees * 0.0010)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process
percent
to the process "operate controls and monitor
"operate controls and monitor compliance with
compliance with internal controls policies and
internal controls policies and procedures" /
procedures"
Number of FTEs who perform the function
"manage financial resources") * 100
Percentage of total control violations that are new (Number of new control violations in last twelve
months / Number of control violations in last
twelve months pertaining to financial
reporting/accounting and/or security/access to
financial records) * 100.0
Percentage of primary controls that are detective
in nature
Percentage of primary controls that are preventive
in nature
Self assessments as a percentage of risk
assessment cost
Total cost to perform the process "report on
internal controls compliance" per $1,000 revenue
percent
682 of 687
Metric name
Formula
Units
Outsourced cost to perform the process "report on Outsourced cost to perform the process "report on dollars
internal controls compliance" per $1,000 revenue internal controls compliance" / (Total business
entity revenue *.0010)
Personnel cost to perform the process "report on
internal controls compliance" per $1,000 revenue
dollars
dollars
FTEs
Number of updates to the customer master file per Number of updates to customer master file /
updates
FTE that performs the process "invoice customer" Number of FTEs who perform the process "invoice
and maintains customer/product master files
customer" who maintain customer/product master
files
683 of 687
Metric name
Formula
Number of active customers per FTE that performs Number of active customers in customer master
the process "invoice customer" and maintains
file / Number of FTEs who perform the process
customer/product master files
"invoice customer" who maintain
customer/product master files
Percentage of FTEs who perform the process
"invoice customer" who maintain
customer/product master files
Units
active customers
percent
dollars
684 of 687
Metric name
Formula
Units
Number of foreign currencies involved in foreign
Number of foreign currencies involved in foreign
foreign currencies
exchange hedging program per $1 billion revenue exchange hedging program / (Total business entity
revenue * .000000001)
Number of foreign currencies involved in foreign
Number of foreign currencies involved in foreign
foreign currencies
exchange hedging program per FTE that performs exchange hedging program / Number of FTEs who
the process group "Manage treasury operations"
perform the process group "manage treasury
operations"
Total annual non-interest expense per $1,000
revenue
685 of 687
ABOUT APQC
An 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
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Founded
1977,RESERVED.
APQC is a member-based
2016
APQC.
ALL in
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This Process
nonprofit serving
organizations
around
the world in
Classification
Framework
(PCF)
is the
all sectors ofintellectual
business, education,
government.
copyrighted
property ofand
APQC.
APQC
APQC is alsothe
a proud
of thediscussion,
2003, 2004,
encourages
wide winner
distribution,
and
2008,
and
North American
Most Admired
use
of 2012,
the PCF
for2013
classifying
and defining
Knowledge
Enterprises
(MAKE)
awards.APQC
This award
organizational
processes.
Accordingly,
herebyis
based on
by Teleos,
a European
based
grants
youa astudy
perpetual,
worldwide,
royalty-free
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license
tofirm,
use, and
copy,
publish,
derivative works of the PCF, provided that all copies
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following attribution:
This APQC Process Classification Framework (PCF) is an open standard developed
by APQC, a nonprofit that promotes benchmarking and best practices worldwide. The
PCF is intended to facilitate organizational improvement through process
management and benchmarking, regardless of industry, size, or geography. To
download the full PCF or industry-specific versions of the PCF, as well as associated
measures and benchmarking, please visit www.apqc.org/pcf.
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