PROPERTY AND CASUALTY

INSURANCE PROCESS
CLASSIFICATION FRAMEWORK
VERSION NUMBER 6.1.0
GENERATED ON 9/12/2016
For more information about the PCF, visit www.apqc.org/pcf

Copyright 2016 APQC

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

These pages illustrate the configuration of this file. If you have further questions, please contact APQC directly
on 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 throughout
APQC's open standards benchmarking as a way to relate measures, questions, and other materials back to
specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by the
process element. It will be consistent across releases as long as the conceptual meaning does not change.

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

Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarking
library for this specific process element. For more information, please visit http://www.apqc.org/osb

Copyright 2016 APQC

Copyright 2016 APQC
 Hierarchy Metrics
PCF ID ID Name available?
18612 1.0 Develop Vision and Strategy N
10003 2.0 Develop and Manage Products and Services Y
10004 3.0 Market and Sell Products and Services Y
18643 4.0 Deliver Products and Services N
18756 5.0 Manage Customer Service N
10007 6.0 Develop and Manage Human Capital Y
10008 7.0 Manage Information Technology Y
18736 8.0 Manage Financial Resources N
10010 9.0 Acquire, Construct, and Manage Assets Y
16437 10.0 Manage Enterprise Risk, Compliance, Remediation and Resiliency N
10012 11.0 Manage External Relationships N
10013 12.0 Develop and Manage Business Capabilities Y

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 Hierarchy Metrics
PCF ID ID Name available?
18612 1.0 Develop Vision and Strategy N
17040 1.1 Define the business concept and long-term vision N
10017 1.1.1 Assess the external environment Y
10021 1.1.1.1 Analyze and evaluate competition N
10022 1.1.1.2 Identify economic trends N
10023 1.1.1.3 Identify political and regulatory issues N
10024 1.1.1.4 Assess new technology innovations N
10025 1.1.1.5 Analyze demographics N
10026 1.1.1.6 Identify social and cultural changes N
10027 1.1.1.7 Identify ecological concerns N
10018 1.1.2 Survey market and determine customer needs and wants N
10028 1.1.2.1 Conduct qualitative/quantitative assessments N
10029 1.1.2.2 Capture and assess customer needs N
10019 1.1.3 Perform internal analysis N
10030 1.1.3.1 Analyze organizational characteristics N
10031 1.1.3.2 Create baselines for current processes N
10032 1.1.3.3 Analyze systems and technology N
10033 1.1.3.4 Analyze financial positions N
10034 1.1.3.5 Identify enterprise core competencies N
10020 1.1.4 Establish strategic vision N
10035 1.1.4.1 Align stakeholders around strategic vision N
10036 1.1.4.2 Communicate strategic vision to stakeholders N
16792 1.1.5 Conduct organization restructuring opportunities N
16793 1.1.5.1 Identify restructuring opportunities N
16794 1.1.5.2 Perform due-diligence N
16795 1.1.5.3 Analyze deal options N
16796 1.1.5.3.1 Evaluate acquisition options N
16797 1.1.5.3.2 Evaluate merger options N
16798 1.1.5.3.3 Evaluate de-merger options N
16799 1.1.5.3.4 Evaluate divesture options N
10015 1.2 Develop business strategy N
10037 1.2.1 Develop overall mission statement N
10044 1.2.1.1 Define current business N
10045 1.2.1.2 Formulate mission N
10046 1.2.1.3 Communicate mission N
10038 1.2.2 Evaluate strategic options to achieve the objectives N
10047 1.2.2.1 Define strategic options N
10048 1.2.2.2 Assess and analyze impact of each option N
14189 1.2.2.3 Develop sustainability strategy N
14190 1.2.2.4 Develop global support and shared services strategy N
14197 1.2.2.5 Develop lean/continuous improvement strategy N
10039 1.2.3 Select long-term business strategy N
10040 1.2.4 Coordinate and align functional and process strategies N
10041 1.2.5 Create organizational design N
10049 1.2.5.1 Evaluate breadth and depth of organizational structure N
10050 1.2.5.2 Perform job-specific roles mapping and value-added analyses N
10051 1.2.5.3 Develop role activity diagrams to assess hand-off activity N
10052 1.2.5.4 Perform organization redesign workshops N

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 Hierarchy Metrics
PCF ID ID Name available?
10053 1.2.5.5 Design the relationships between organizational units N
10054 1.2.5.6 Develop role analysis and activity diagrams for key processes N
10055 1.2.5.7 Assess organizational implication of feasible alternatives N
10056 1.2.5.8 Migrate to new organization N
10042 1.2.6 Develop and set organizational goals N
10043 1.2.7 Formulate business unit strategies N
18613 1.3 Define distribution channel strategy N
18614 1.3.1 Determine distribution channels N
18615 1.3.2 Determine distribution channel fit with products and services N
10016 1.4 Manage strategic initiatives N
10057 1.4.1 Develop strategic initiatives N
10058 1.4.2 Evaluate strategic initiatives N
10059 1.4.3 Select strategic initiatives N
10060 1.4.4 Establish high-level measures N

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 Hierarchy Metrics
PCF ID ID Name available?
10003 2.0 Develop and Manage Products and Services Y
10061 2.1 Manage product and service portfolio Y
10106 2.1.1 Perform customer and market intelligence analysis N
10108 2.1.1.1 Conduct customer and market research N
10109 2.1.1.2 Identify market segments N
10110 2.1.1.3 Analyze market and industry trends N
10111 2.1.1.4 Analyze competing organizations, competitive/substitute N
products
10112 2.1.1.5 Evaluate existing products/brands N
10113 2.1.1.6 Assess internal and external business environment N
10063 2.1.2 Evaluate performance of existing products/services against N
customer needs and market opportunities
10064 2.1.3 Define product/service development requirements Y
10068 2.1.3.1 Identify potential improvements to existing products and N
services
10069 2.1.3.2 Identify potential new products and services N
17389 2.1.3.3 Identify product and service bundling opportunities N
10065 2.1.4 Perform discovery research Y
10070 2.1.4.1 Identify new technologies N
10071 2.1.4.2 Develop new technologies N
10072 2.1.4.3 Assess feasibility of integrating new leading technologies into N
product/service concepts
10066 2.1.5 Confirm alignment of product/service concepts with business N
strategy
10073 2.1.5.1 Plan and develop cost and quality targets N
10074 2.1.5.2 Prioritize and select new product/service concepts N
10075 2.1.5.3 Specify development timing targets N
10076 2.1.5.4 Plan for product/service offering modifications N
10067 2.1.6 Manage product and service life cycle Y
10077 2.1.6.1 Introduce new products/services N
10078 2.1.6.2 Retire outdated products/services N
10079 2.1.6.3 Identify and refine performance indicators N
14192 2.1.7 Manage product and service master data N
10062 2.2 Develop products and services Y
18755 2.2.1 Design, build, and evaluate products and services N
13932 2.2.1.1 Research customer and market needs N
10083 2.2.1.2 Assign resources to product/service projects N
10084 2.2.1.3 Prepare high-level business cases and technical assessments N
10085 2.2.1.4 Develop product/service design specifications N
18617 2.2.1.4.1 Define insurance benefit obligations N
18618 2.2.1.4.2 Specify reinsurance requirements for products/ services N
18619 2.2.1.4.3 Specify investment requirements for products/services N
18620 2.2.1.4.4 Design product/service support requirements N
18621 2.2.1.4.5 Design customer experience workflows N
18622 2.2.1.4.6 Build product/service rules N
10086 2.2.1.5 Document design specifications N
10087 2.2.1.6 Conduct mandatory and elective internal or external N
compliance reviews (legal, regulatory, standards)

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 Hierarchy Metrics
PCF ID ID Name available?
10089 2.2.1.7 Address quality and reliability problems N
10091 2.2.1.8 Determine performance indicators N
10092 2.2.1.9 Collaborate design with suppliers and service providers N
17391 2.2.1.10 Determine product/service capacity requirements N
17392 2.2.1.11 Maintain product/service design documentation N
17393 2.2.1.12 Identify requirements for changes to product/service delivery N
processes
17394 2.2.2 Test market for new or revised products and services N
10094 2.2.2.1 Conduct customer tests and interviews N
10090 2.2.2.2 Conduct in-house product/service testing and evaluate N
feasibility
17395 2.2.2.3 Evaluate product/service feasibility using testing feedback N
10095 2.2.2.4 Finalize product/service characteristics and business cases N
10096 2.2.2.5 Finalize technical requirements N
18754 2.2.3 Prepare for product or service launch N
10098 2.2.3.1 Develop and test product systems and/or service delivery N
processes
10099 2.2.3.2 Design and obtain product/service delivery infrastructure N
17396 2.2.3.3 Develop product/service documentation N
10100 2.2.3.4 Implement product/service launch procedures N
14176 2.2.3.5 Introduce new product and/or service as a commercial offering N

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 Hierarchy Metrics
PCF ID ID Name available?
10004 3.0 Market and Sell Products and Services Y
18623 3.1 Understand markets, customers and capabilities N
10107 3.1.1 Evaluate and prioritize market opportunities Y
10116 3.1.1.1 Quantify market opportunities N
10117 3.1.1.2 Determine target segments N
10118 3.1.1.3 Prioritize opportunities consistent with capabilities and overall N
business strategy
10119 3.1.1.4 Validate opportunities N
10102 3.2 Develop marketing strategy Y
11168 3.2.1 Define offering and customer value proposition N
11169 3.2.1.1 Define offering and positioning N
11170 3.2.1.2 Develop value proposition including brand positioning for N
target segments
11171 3.2.1.3 Validate value proposition and shape offering to optimize N
target segments
11172 3.2.1.4 Develop new branding N
10123 3.2.2 Define pricing strategy to align to value proposition N
10124 3.2.2.1 Establish guidelines for applying pricing of products/services N
10125 3.2.2.2 Approve pricing strategies/policies N
10122 3.2.3 Define and manage channel strategy Y
10126 3.2.3.1 Evaluate channel attributes and partners N
10127 3.2.3.2 Determine channel fit with target segments N
17397 3.2.3.3 Determine channel fit with products N
10128 3.2.3.4 Select channels for target segments/products N
18624 3.2.3.5 Manage channel integration N
18625 3.2.3.6 Manage channel performance N
18626 3.2.4 Define communication strategy N
18627 3.2.4.1 Define communication guidelines and mechanisms N
18628 3.2.4.2 Determine communication/channel fit with target segments N
10103 3.3 Develop sales strategy Y
10129 3.3.1 Develop sales forecast Y
10134 3.3.1.1 Gather current and historic order information N
10135 3.3.1.2 Analyze sales trends and patterns N
10136 3.3.1.3 Generate sales forecast N
10137 3.3.1.4 Analyze historical and planned promotions and events N
10130 3.3.2 Develop sales partner/alliance relationships N
10138 3.3.2.1 Identify alliance opportunities N
10139 3.3.2.2 Design alliance programs and methods for selecting and N
managing relationships
10140 3.3.2.3 Select alliances N
10141 3.3.2.4 Develop partner and alliance management strategies N
10142 3.3.2.5 Establish partner and alliance management goals N
18629 3.3.2.6 Establish partner and alliance agreements N
18630 3.3.2.7 Define compensation structure N
10131 3.3.3 Establish overall sales budgets Y
10143 3.3.3.1 Calculate product revenue N
10144 3.3.3.2 Determine variable costs N
10145 3.3.3.3 Determine overhead and fixed costs N

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 Hierarchy Metrics
PCF ID ID Name available?
10146 3.3.3.4 Calculate net profit N
10147 3.3.3.5 Create budget N
10132 3.3.4 Establish sales goals and measures N
10133 3.3.5 Establish customer management measures N
10104 3.4 Develop and manage marketing plans N
10148 3.4.1 Establish goals, objectives, and metrics for products by N
channels/segments
10149 3.4.2 Establish marketing budgets Y
10155 3.4.2.1 Confirm marketing alignment to business strategy N
10156 3.4.2.2 Determine costs of marketing N
10157 3.4.2.3 Create marketing budget N
10150 3.4.3 Develop and manage media Y
10158 3.4.3.1 Define media objectives N
10159 3.4.3.2 Develop marketing messages N
10160 3.4.3.3 Define target audience N
10161 3.4.3.4 Engage media provider N
10162 3.4.3.5 Develop and execute advertising N
11253 3.4.3.6 Develop and execute other marketing campaigns/programs N
11254 3.4.3.7 Assess brand/product marketing plan performance N
13935 3.4.4 Develop and manage placement and campaign management N
13936 3.4.4.1 Develop marketing material N
13937 3.4.4.2 Develop market offering campaign N
13938 3.4.4.3 Prepare for marketing campaign launch N
13939 3.4.4.4 Execute the marketing campaign N
10151 3.4.5 Develop and manage premiums Y
10163 3.4.5.1 Determine premiums N
18631 3.4.5.2 Determine allowable individual discounts N
10164 3.4.5.3 Execute premium plan N
10165 3.4.5.4 Evaluate premium performance N
10166 3.4.5.5 Refine premiums as needed N
10152 3.4.6 Develop and manage promotional activities N
10167 3.4.6.1 Define promotional concepts N
10168 3.4.6.2 Plan and test promotional activities N
10169 3.4.6.3 Execute promotional activities N
10170 3.4.6.4 Evaluate promotional performance metrics N
10171 3.4.6.5 Refine promotional performance metrics N
10172 3.4.6.6 Incorporate learning into future/planned consumer promotions N
10153 3.4.7 Track customer management measures Y
10173 3.4.7.1 Determine customer loyalty/lifetime value N
10174 3.4.7.2 Analyze customer revenue trend N
10176 3.4.7.3 Analyze customer metrics N
10177 3.4.7.4 Revise customer strategies, objectives, and plans based on N
metrics
10105 3.5 Develop and manage sales plans Y
18632 3.5.1 Generate leads N
10188 3.5.1.1 Identify potential customers N
10189 3.5.1.2 Identify leads N
18633 3.5.2 Manage customers and accounts N

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 Hierarchy Metrics
PCF ID ID Name available?
13942 3.5.2.1 Identify priority customers N
11173 3.5.2.2 Develop sales/key account plan N
11174 3.5.2.3 Manage customer relationships N
14208 3.5.2.4 Manage customer master data N
17076 3.5.2.5 Administer premium payment profile N
17077 3.5.2.5.1 Set payment allocation N
17078 3.5.2.5.2 Manage responsible party N
17079 3.5.2.5.3 Assign billing attributes N
17080 3.5.2.5.4 Manage billing preferences N
10184 3.5.3 Manage customer sales Y
10190 3.5.3.1 Perform sales calls N
10191 3.5.3.2 Perform pre-sales activities N
10192 3.5.3.3 Close the sale N
10193 3.5.3.4 Record outcome of sales process N
18634 3.5.4 Generate quotes N
18635 3.5.4.1 Rate quotes N
18636 3.5.4.2 Provide quotes N
18637 3.5.4.3 Adjust quotes N
18638 3.5.4.4 Convert quotes to policies N
18639 3.5.5 Manage sales applications N
17399 3.5.5.1 Accept and validate applications N
10195 3.5.5.2 Collect and maintain customer account information N
17400 3.5.5.3 Gather required customer data and documents N
17401 3.5.5.4 Collate customer data for regulatory control requirements N
10197 3.5.5.5 Determine fulfillment process N
17403 3.5.5.6 Enter applications into system N
17404 3.5.5.7 Identify/perform cross-sell/up-sell activity N
17405 3.5.5.8 Track/manage existing product applications N
17406 3.5.5.9 Handle inquiries on pending applications N
10186 3.5.6 Manage sales force Y
10209 3.5.6.1 Determine sales resource allocation N
10210 3.5.6.2 Establish sales force incentive plan N
14179 3.5.6.3 Provide sales and product training N
18640 3.5.6.4 Establish sales force support process N
10187 3.5.7 Manage sales partners and alliances N
10211 3.5.7.1 Provide sales and product training to sales partners/alliances N
18641 3.5.7.2 Provide marketing materials to sales partners/alliances N
10212 3.5.7.3 Develop sales forecast by partner/alliance N
10213 3.5.7.4 Agree on partner and alliance compensation N
18642 3.5.7.5 Establish sales partner and alliances support process N
10214 3.5.7.6 Evaluate partner/alliance results N
14178 3.5.7.7 Optimize sales channels N
14209 3.5.7.8 Manage sales partner and alliance master data N
17408 3.5.8 Manage sales procedures N
17409 3.5.8.1 Establish sales compliance standards based on internal and N
external regulations
17410 3.5.8.2 Monitor compliance standards for sales procedures/guidelines N
to comply with standards

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 Hierarchy Metrics
PCF ID ID Name available?
17411 3.5.8.3 Perform sales quality audit to check sales practices N

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 Hierarchy Metrics
PCF ID ID Name available?
18643 4.0 Deliver Products and Services N
10215 4.1 Plan for and acquire necessary resources Y
17412 4.1.1 Develop capacity and availability management strategies N
10231 4.1.1.1 Define outsourcing policies N
10233 4.1.1.2 Define capacities N
10234 4.1.1.3 Define capacity and availability constraints N
10222 4.1.2 Manage demand for products and services N
10238 4.1.2.1 Manage product/service availability N
10239 4.1.2.2 Monitor demand against forecast and revise forecast N
10240 4.1.2.3 Evaluate and revise forecasting approach N
10241 4.1.2.4 Measure forecast accuracy N
17414 4.1.2.5 Prepare and review operations plan N
10216 4.2 Procure materials and services Y
10277 4.2.1 Develop sourcing strategies Y
10281 4.2.1.1 Develop procurement plan Y
10282 4.2.1.2 Clarify purchasing requirements N
10283 4.2.1.3 Develop inventory strategy N
10284 4.2.1.4 Represent needs to supply capabilities N
10285 4.2.1.5 Analyze spend profile N
10286 4.2.1.6 Seek opportunities to improve efficiency and value N
10287 4.2.1.7 Collaborate with suppliers to identify sourcing opportunities N
10265 4.2.1.8 Establish sourcing relationships N
10278 4.2.2 Select suppliers and develop/maintain contracts Y
10288 4.2.2.1 Select suppliers N
10289 4.2.2.2 Certify and validate suppliers N
10290 4.2.2.3 Negotiate and establish contracts N
10291 4.2.2.4 Manage contracts N
10279 4.2.3 Order materials and services Y
10292 4.2.3.1 Process/Review requisitions N
10293 4.2.3.2 Approve requisitions N
10294 4.2.3.3 Solicit/Track vendor quotes N
10295 4.2.3.4 Create/Distribute purchase orders N
10296 4.2.3.5 Expedite orders and satisfy inquiries N
10297 4.2.3.6 Record receipt of goods Y
10298 4.2.3.7 Research/Resolve exceptions N
10280 4.2.4 Manage suppliers Y
10299 4.2.4.1 Monitor/Manage supplier information N
10300 4.2.4.2 Prepare/Analyze procurement and vendor performance N
10301 4.2.4.3 Support inventory and production processes N
10302 4.2.4.4 Manage quality of product/service delivered N
18644 4.3 Deliver insurance services to customers N
18645 4.3.1 Manage and administer policies N
18646 4.3.1.1 Manage receipt and route of transactions N
18647 4.3.1.1.1 Process web-based transactions N
18648 4.3.1.1.2 Process electronic data interchange (EDI) transactions N
18649 4.3.1.1.3 Process paper transactions (mail room) N
18650 4.3.1.2 Underwrite New Business N
18651 4.3.1.2.1 Review policyholder portfolios N

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 Hierarchy Metrics
PCF ID ID Name available?
18652 4.3.1.2.2 Initiate underwriting and gather required data N
18653 4.3.1.2.3 Evaluate required data N
18654 4.3.1.2.4 Request missing information N
18655 4.3.1.2.5 Rate new policies N
18656 4.3.1.2.6 Issue premium N
18657 4.3.1.2.7 Evaluate reinsurance requirements N
18658 4.3.1.2.8 Authorise new policy N
18659 4.3.1.2.9 Inform customers N
18660 4.3.1.3 Process endorsements N
18661 4.3.1.3.1 Receive endorsement requests N
18662 4.3.1.3.2 Verify policyholder/policy information N
18663 4.3.1.3.3 Evaluate impact of endorsements on policy premiums N
18664 4.3.1.3.4 Generate quotes for endorsements N
18665 4.3.1.3.5 Receive customer acceptances N
18666 4.3.1.3.6 Issue additional premium notices N
18667 4.3.1.3.7 Authorise endorsements N
18668 4.3.1.3.8 Inform customers of endorsements N
18669 4.3.1.4 Cancel policies N
18670 4.3.1.4.1 Receive policy cancellation requests N
18671 4.3.1.4.2 Authenticate customer cancellation instructions N
18672 4.3.1.4.3 Evaluate impact of cancellation on policy premiums N
18673 4.3.1.4.4 Calculate premium refunds/collections due N
18674 4.3.1.4.5 Issue premium notifications N
18675 4.3.1.4.6 Approve cancellation endorsements on original policies N
18676 4.3.1.4.7 Inform customers and other stakeholders of policy N
cancellations
18677 4.3.1.5 Reinstate policies N
18678 4.3.1.5.1 Receive policy reinstatement requests N
18679 4.3.1.5.2 Evaluate impact on policy premium/conditions N
18680 4.3.1.5.3 Calculate additional premiums due N
18681 4.3.1.5.4 Obtain customer approvals for policy reinstatements N
18682 4.3.1.5.5 Issue premium adjustment notifications N
18683 4.3.1.5.6 Inform customers of policy reinstatements N
18684 4.3.1.6 Renew policies N
18685 4.3.1.6.1 Receive policy renewal requests N
18686 4.3.1.6.2 Generate renewal quotes/notices N
18687 4.3.1.6.3 Issue policy renewal notifications N
18688 4.3.1.6.4 Receive customer acceptances N
18689 4.3.1.6.5 Initiate renewal underwriting process N
18690 4.3.1.6.6 Rate renewed policies N
18691 4.3.1.6.7 Obtain reinsurance support N
18692 4.3.1.6.8 Issue premium adjustment notifications N
18693 4.3.1.6.9 Authorise policy renewals N
18694 4.3.1.6.10 Inform customers of policy renewals N
18695 4.3.1.7 Issue policies N
18696 4.3.1.7.1 Determine policy conditions N
18697 4.3.1.7.2 Determine policy schedule N
18698 4.3.1.7.3 Determine policy clauses N

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 Hierarchy Metrics
PCF ID ID Name available?
18699 4.3.1.7.4 Affix stamps N
18700 4.3.1.7.5 Authorise policies N
18701 4.3.1.7.6 Release policies N
18702 4.3.1.7.7 Issue policy documentation N
18703 4.3.2 Manage and administer claims N
18704 4.3.2.1 Facilitate claim reporting N
18705 4.3.2.1.1 Receive incident notifications and claims N
18706 4.3.2.1.2 Register new claims N
18707 4.3.2.1.3 Verify claimant details N
18708 4.3.2.1.4 Verify policy coverage details N
18709 4.3.2.2 Liase with claimants N
18710 4.3.2.2.1 Gather information on incidents/claims N
18711 4.3.2.2.2 Administer pre-authorisations N
18712 4.3.2.2.3 Arrange damage appraisals N
18713 4.3.2.3 Liase with sales partners/alliances N
18714 4.3.2.3.1 Notify sales partners/alliances N
18715 4.3.2.3.2 Recognize claims on sales partner/alliance agreement N
18716 4.3.2.3.3 Determine sales partner/alliance compensation N
18717 4.3.2.4 Investigate and evaluate claims N
18718 4.3.2.4.1 Assign adjusters N
18719 4.3.2.4.2 Investigate claims N
18720 4.3.2.4.3 Make claim judgements N
18721 4.3.2.4.4 Identify potential exposures to fraudulent activities N
18722 4.3.2.5 Negotiate and settle claims N
18723 4.3.2.5.1 Calculate benefits N
18724 4.3.2.5.2 Initiate benefit payments N
18725 4.3.2.5.3 Authorize repairs N
18726 4.3.2.6 Recover money paid out N
18727 4.3.2.6.1 Perform third party recoveries N
18728 4.3.2.6.2 Recover salvage amounts N
18729 4.3.2.6.3 Invole subrogation rights N
18730 4.3.2.7 Close claims N
18731 4.3.2.7.1 Update claims and claimant records N
18732 4.3.3 Manage policy and claim information records (documents, N
forms etc)
18733 4.3.3.1 Establish record retention policies N
18734 4.3.3.2 Define records management strategies N
18735 4.3.3.3 Handle and move documents N
10218 4.4 Deliver service to customers Y
10323 4.4.1 Ensure quality of service N
10334 4.4.1.1 Identify completed feedback submissions N
10335 4.4.1.2 Identify incomplete submissions and service failures Y
10336 4.4.1.3 Solicit customer feedback on services delivered N
10337 4.4.1.4 Process customer feedback on services delivered N

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 Hierarchy Metrics
PCF ID ID Name available?
18756 5.0 Manage Customer Service N
14017 5.1 Interface with customers N
14018 5.1.1 Manage channel integration N
14019 5.1.2 Manage channels N
14020 5.1.3 Perform data acquisition and storage N
14021 5.2 Manage customer information N
14022 5.2.1 Manage customer service infrastructure N
14023 5.2.2 Integrate customer information N
14024 5.2.3 Analyze customer information N
14025 5.2.4 Assess customers and gain insight N
10378 5.3 Develop customer care/customer service strategy Y
10381 5.3.1 Develop customer service segmentation/prioritization (e.g., N
tiers)
10384 5.3.1.1 Analyze existing customers N
10385 5.3.1.2 Analyze feedback of customers' needs N
10382 5.3.2 Define customer service policies and procedures N
10383 5.3.3 Establish service levels for customers Y
10379 5.4 Plan and manage customer service operations Y
14027 5.4.1 Manage customers' record N
10387 5.4.2 Plan and manage customer service work force Y
10390 5.4.2.1 Forecast volume of customer service contacts N
10391 5.4.2.2 Schedule customer service work force N
10392 5.4.2.3 Track work force utilization N
10393 5.4.2.4 Monitor and evaluate quality of customer interactions with N
customer service representatives
10388 5.4.3 Manage customer service requests/inquiries Y
10394 5.4.3.1 Receive customer requests/inquiries N
17457 5.4.3.2 Generate customer service request N
10395 5.4.3.3 Route customer requests/inquiries N
10396 5.4.3.4 Respond to customer requests/inquiries N
14041 5.4.3.5 Perform customer-based operations N
10389 5.4.4 Manage customer complaints N
14043 5.4.4.1 Manage customer service complaints N
10397 5.4.4.2 Receive customer complaints N
10398 5.4.4.3 Route customer complaints N
10399 5.4.4.4 Resolve customer complaints N
10400 5.4.4.5 Respond to customer complaints N
17235 5.4.5 Manage customer appeals and grievances N
17236 5.4.5.1 Receive appeals and grievances N
17237 5.4.5.2 Investigate appeals and grievances N
17238 5.4.5.3 Communicate with appellants N
17239 5.4.5.4 Conduct customer service grievances process N
10380 5.5 Measure and evaluate customer service operations Y
10401 5.5.1 Measure customer satisfaction with customer requests/inquiries N
handling
10404 5.5.1.1 Gather and solicit post-sale customer feedback on products N
and services
10405 5.5.1.2 Solicit post-sale customer feedback on ad effectiveness N

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 Hierarchy Metrics
PCF ID ID Name available?
10406 5.5.1.3 Analyze product and service satisfaction data and identify N
improvement opportunities
10407 5.5.1.4 Provide customer feedback to product management on N
products and services
10402 5.5.2 Measure customer satisfaction with customer-complaint N
handling and resolution
11236 5.5.2.1 Solicit customer feedback on complaint handling and N
resolution
11237 5.5.2.2 Analyze customer complaint data and identify improvement N
opportunities
10403 5.5.3 Measure customer satisfaction with products and services Y
11238 5.5.3.1 Gather and solicit post-sale customer feedback on products N
and services
11239 5.5.3.2 Solicit post-sale customer feedback on ad effectiveness N
11240 5.5.3.3 Analyze product and service satisfaction data and identify N
improvement opportunities
11241 5.5.3.4 Provide customer feedback to product management on N
products and services

Copyright 2016 APQC 17 of 715

 Hierarchy Metrics
PCF ID ID Name available?
10007 6.0 Develop and Manage Human Capital Y
17043 6.1 Develop and manage human resources (HR) planning, policies, N
and strategies
17044 6.1.1 Develop human resources strategy N
10418 6.1.1.1 Identify strategic HR needs N
10419 6.1.1.2 Define HR and business function roles and accountability N
10420 6.1.1.3 Determine HR costs N
10421 6.1.1.4 Establish HR measures N
10422 6.1.1.5 Communicate HR strategies N
10432 6.1.1.6 Develop strategy for HR systems/technologies/tools N
17045 6.1.2 Develop and implement workforce strategy and policies N
10423 6.1.2.1 Gather skill requirements according to corporate strategy and N
market environment
10424 6.1.2.2 Plan employee resourcing requirements per unit/organization N
10425 6.1.2.3 Develop compensation plan N
10426 6.1.2.4 Develop succession plan N
10427 6.1.2.5 Develop employee diversity plan N
10428 6.1.2.6 Develop other HR programs N
10429 6.1.2.7 Develop HR policies N
10430 6.1.2.8 Administer HR policies N
10431 6.1.2.9 Plan employee benefits N
10433 6.1.2.10 Develop work force strategy models N
10417 6.1.3 Monitor and update strategy, plans, and policies N
10434 6.1.3.1 Measure realization of objectives N
10435 6.1.3.2 Measure contribution to business strategy N
10436 6.1.3.3 Communicate plans and provide updates to stakeholders N
10438 6.1.3.4 Review and revise HR plans N
17046 6.1.4 Develop competency mangement models N
10410 6.2 Recruit, source, and select employees Y
10439 6.2.1 Manage employee requisitions N
10445 6.2.1.1 Align staffing plan to work force plan and business unit N
strategies/resource needs
10446 6.2.1.2 Develop and open job requisitions N
10447 6.2.1.3 Develop job descriptions N
10448 6.2.1.4 Post requisition N
10449 6.2.1.5 Manage internal/external job posting Web sites N
10450 6.2.1.6 Modify requisitions N
10451 6.2.1.7 Notify hiring manager N
10452 6.2.1.8 Manage requisition dates N
10440 6.2.2 Recruit/Source candidates N
10453 6.2.2.1 Determine recruitment methods and channels N
10454 6.2.2.2 Perform recruiting activities/events N
10455 6.2.2.3 Manage recruitment vendors N
17047 6.2.2.4 Manage employee referral programs N
17048 6.2.2.5 Manage recruitment channels N
17049 6.2.3 Screen and select candidates N
10456 6.2.3.1 Identify and deploy candidate selection tools N
10457 6.2.3.2 Interview candidates N

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 Hierarchy Metrics
PCF ID ID Name available?
10458 6.2.3.3 Test candidates N
10459 6.2.3.4 Select and reject candidates N
10460 6.2.3.5 Obtain candidate background information N
10443 6.2.4 Manage new hire/re-hire Y
10463 6.2.4.1 Draw up and make offer N
10464 6.2.4.2 Negotiate offer N
10465 6.2.4.3 Hire candidate N
10444 6.2.5 Manage applicant information N
10466 6.2.5.1 Create applicant record N
10467 6.2.5.2 Manage/track applicant data N
10468 6.2.5.3 Archive and retain records of non-hires N
10411 6.3 Develop and counsel employees Y
10469 6.3.1 Manage employee orientation and deployment Y
10474 6.3.1.1 Create/maintain employee on-boarding program N
11243 6.3.1.2 Evaluate the effectiveness of employee on-boarding program N
17050 6.3.1.3 Execute onboarding program N
10470 6.3.2 Manage employee performance Y
10479 6.3.2.1 Define performance objectives N
10480 6.3.2.2 Review, appraise, and manage employee performance N
10481 6.3.2.3 Evaluate and review performance program N
10472 6.3.3 Manage employee development Y
10487 6.3.3.1 Define employee development guidelines N
10488 6.3.3.2 Develop employee career plans N
17051 6.3.3.3 Manage employee skills development N
10473 6.3.4 Develop and train employees Y
10490 6.3.4.1 Align employee and organization development needs N
10491 6.3.4.2 Align learning programs with competencies N
10492 6.3.4.3 Establish training needs by analysis of required and available N
skills
10493 6.3.4.4 Develop, conduct, and manage employee and/or management Y
training programs
17052 6.4 Manage employee relations N
10483 6.4.1 Manage labor relations N
10484 6.4.2 Manage collective bargaining process N
10485 6.4.3 Manage labor management partnerships N
10531 6.4.4 Manage employee grievances Y
10412 6.5 Reward and retain employees Y
17053 6.5.1 Develop and manage reward, recognition, and motivation N
programs
10498 6.5.1.1 Develop salary/compensation structure and plan N
10499 6.5.1.2 Develop benefits and reward plan N
10500 6.5.1.3 Perform competitive analysis of benefit and rewards N
10501 6.5.1.4 Identify compensation requirements based on financial, N
benefits, and HR policies
10502 6.5.1.5 Administer compensation and rewards to employees N
10503 6.5.1.6 Reward and motivate employees N
10508 6.5.1.7 Deliver programs to support work/life balance for employees N
10495 6.5.2 Manage and administer benefits N

Copyright 2016 APQC 19 of 715

 Hierarchy Metrics
PCF ID ID Name available?
105046.5.2.1 Deliver employee benefits program N
105056.5.2.2 Administer benefit enrollment N
105066.5.2.3 Process claims N
105076.5.2.4 Perform benefit reconciliation N
170546.5.3 Manage employee assistance and retention N
104976.5.4 Administer payroll Y
104136.6 Redeploy and retire employees Y
105126.6.1 Manage promotion and demotion process N
105136.6.2 Manage separation Y
105146.6.3 Manage retirement N
105156.6.4 Manage leave of absence N
105166.6.5 Develop and implement employee outplacement N
105176.6.6 Manage deployment of personnel N
170556.6.7 Relocate employees, and manage assignments N
105206.6.7.1 Manage expatriates N
170566.7 Manage employee information and analytics N
105226.7.1 Manage reporting processes N
105236.7.2 Manage employee inquiry process Y
105246.7.3 Manage and maintain employee data N
105256.7.4 Manage human resource information systems (HRIS) N
105266.7.5 Develop and manage employee metrics N
105276.7.6 Develop and manage time and attendance systems N
105106.7.7 Review retention and motivation indicators N
105306.7.8 Manage/collect employee suggestions and perform employee N
research
17057 6.8 Manage employee communication N
10529 6.8.1 Develop employee communication plan N
10532 6.8.2 Deliver employee communications N

Copyright 2016 APQC 20 of 715

 Hierarchy Metrics
PCF ID ID Name available?
10008 7.0 Manage Information Technology Y
10563 7.1 Manage the business of information technology Y
10570 7.1.1 Develop the enterprise IT strategy Y
10603 7.1.1.1 Build strategic intelligence N
10604 7.1.1.2 Identify long-term IT needs of the enterprise in collaboration N
with stakeholders
10605 7.1.1.3 Define strategic standards, guidelines, and principles N
10606 7.1.1.4 Define and establish IT architecture and development N
standards
10607 7.1.1.5 Define strategic vendors for IT components N
10608 7.1.1.6 Establish IT governance organization and processes N
10609 7.1.1.7 Build strategic plan to support business objectives N
10571 7.1.2 Define the enterprise architecture N
10611 7.1.2.1 Establish the enterprise architecture definition N
10612 7.1.2.2 Confirm enterprise architecture maintenance approach N
10613 7.1.2.3 Maintain the relevance of the enterprise architecture N
10614 7.1.2.4 Act as clearinghouse for IT research and innovation N
10615 7.1.2.5 Govern the enterprise architecture N
10572 7.1.3 Manage the IT portfolio N
10616 7.1.3.1 Establish the IT portfolio N
10617 7.1.3.2 Analyze and evaluate the value of the IT portfolio for the N
enterprise
10618 7.1.3.3 Provision resources in accordance with strategic priorities N
10573 7.1.4 Perform IT research and innovation N
10620 7.1.4.1 Research technologies to innovate IT services and solutions N
10621 7.1.4.2 Transition viable technologies for IT services and solutions N
development
10575 7.1.5 Evaluate and communicate IT business value and performance Y
10625 7.1.5.1 Establish and monitor key performance indicators N
10626 7.1.5.2 Evaluate IT plan performance N
10627 7.1.5.3 Communicate IT value N
10564 7.2 Develop and manage IT customer relationships Y
10578 7.2.1 Develop IT services and solutions strategy Y
11244 7.2.1.1 Research IT services and solutions to address business and N
user requirements
11245 7.2.1.2 Translate business and user requirements into IT services and N
solutions requirements
11246 7.2.1.3 Formulate IT services and solutions strategic initiatives N
11247 7.2.1.4 Coordinate strategies with internal stakeholders to ensure N
alignment
11248 7.2.1.5 Evaluate and select IT services and solutions strategic N
initiatives
10579 7.2.2 Develop and manage IT service levels N
10640 7.2.2.1 Create and maintain the IT services and solutions catalog N
10641 7.2.2.2 Establish and maintain business and IT service -evel N
agreements
10642 7.2.2.3 Evaluate and report service-level attainment results N

Copyright 2016 APQC 21 of 715

 Hierarchy Metrics
PCF ID ID Name available?
10643 7.2.2.4 Communicate business and IT service-level improvement N
opportunities
10580 7.2.3 Perform demand-side management (DSM) for IT services N
10644 7.2.3.1 Analyze IT services and solutions consumption and usage N
10645 7.2.3.2 Develop and implement incentive programs that improve N
consumption efficiency
10646 7.2.3.3 Develop volume/unit forecast for IT services and solutions N
10581 7.2.4 Manage IT customer satisfaction Y
10647 7.2.4.1 Capture and analyze customer satisfaction N
10648 7.2.4.2 Assess and communicate customer satisfaction patterns N
10649 7.2.4.3 Initiate improvements based on customer satisfaction patterns N
10582 7.2.5 Market IT services and solutions N
10650 7.2.5.1 Develop IT services and solutions marketing strategy N
10651 7.2.5.2 Develop and manage IT customer strategy N
10652 7.2.5.3 Manage IT services and solutions advertising and promotional N
campaigns
10653 7.2.5.4 Process and track IT services and solutions orders N
11220 7.3 Develop and implement security, privacy, and data protection Y
controls
11230 7.3.1 Establish information security, privacy, and data protection N
strategies and levels
11231 7.3.2 Test, evaluate, and implement information security and privacy N
and data protection controls
10565 7.4 Manage enterprise information Y
10583 7.4.1 Develop information and content management strategies Y
10654 7.4.1.1 Understand information and content management needs and N
the role of IT services for executing the business strategy
10655 7.4.1.2 Assess the information and content management implications N
of new technologies
10656 7.4.1.3 Identify and prioritize information and content management N
actions
10584 7.4.2 Define the enterprise information architecture Y
10657 7.4.2.1 Define information elements, composite structure, logical N
relationships and constraints, taxonomy, and derivation rules
10658 7.4.2.2 Define information access requirements N
10659 7.4.2.3 Establish data custodianship N
10660 7.4.2.4 Manage changes to content data architecture requirements N
10585 7.4.3 Manage information resources Y
10661 7.4.3.1 Define the enterprise information/data policies and standards N
10662 7.4.3.2 Develop and implement data and content administration N
10586 7.4.4 Perform enterprise data and content management Y
10663 7.4.4.1 Define sources and destinations of content data N
10664 7.4.4.2 Manage technical interfaces to users of content N
10665 7.4.4.3 Manage retention, revision, and retirement of enterprise N
information
14056 7.4.4.4 Manage documents N
10566 7.5 Develop and maintain information technology solutions Y

Copyright 2016 APQC 22 of 715

 Hierarchy Metrics
PCF ID ID Name available?
10587 7.5.1 Develop the IT development strategy Y
10666 7.5.1.1 Establish sourcing strategy for IT development N
10667 7.5.1.2 Define development processes, methodologies, and tools N
standards
10668 7.5.1.3 Select development methodologies and tools N
10588 7.5.2 Perform IT services and solutions life cycle planning N
10669 7.5.2.1 Plan development of new requirements N
10670 7.5.2.2 Plan development of feature and functionality enhancement N
10671 7.5.2.3 Develop life cycle plan for IT services and solutions N
10589 7.5.3 Develop and maintain IT services and solutions architecture N
10672 7.5.3.1 Create IT services and solutions architecture N
10673 7.5.3.2 Revise IT services and solutions architecture N
10674 7.5.3.3 Retire IT services and solutions architecture N
10590 7.5.4 Create IT services and solutions Y
10675 7.5.4.1 Understand confirmed requirements N
10676 7.5.4.2 Design IT services and solutions N
10677 7.5.4.3 Acquire/Develop IT service/solution components N
10678 7.5.4.4 Train services and solutions resources N
10679 7.5.4.5 Test IT services/solutions N
10680 7.5.4.6 Confirm customer acceptance N
10591 7.5.5 Maintain IT services and solutions Y
10681 7.5.5.1 Understand upkeep/enhance requirements and defect analysis N
10682 7.5.5.2 Design change to existing IT service/solution N
10683 7.5.5.3 Acquire/develop changed IT service/solution component N
10684 7.5.5.4 Test IT service/solution change N
10685 7.5.5.5 Retire solutions and services N
10567 7.6 Deploy information technology solutions Y
10592 7.6.1 Develop the IT deployment strategy Y
10686 7.6.1.1 Establish IT services and solutions change policies N
10687 7.6.1.2 Define deployment process, procedures, and tools standards N
10688 7.6.1.3 Select deployment methodologies and tools N
10593 7.6.2 Plan and implement changes N
10689 7.6.2.1 Plan change deployment N
10690 7.6.2.2 Communicate changes to stakeholders N
10691 7.6.2.3 Administer change schedule N
10692 7.6.2.4 Train impacted users N
10693 7.6.2.5 Distribute and install change N
10694 7.6.2.6 Verify change N
10594 7.6.3 Plan and manage releases N
10695 7.6.3.1 Understand and coordinate release design and acceptance N
10696 7.6.3.2 Plan release rollout N
10697 7.6.3.3 Distribute and install release N
10698 7.6.3.4 Verify release N
10568 7.7 Deliver and support information technology services Y
10595 7.7.1 Develop IT services and solution delivery strategy N
10699 7.7.1.1 Establish sourcing strategy for IT delivery N
10700 7.7.1.2 Define delivery processes, procedures, and tools standards N
10701 7.7.1.3 Select delivery methodologies and tools N

Copyright 2016 APQC 23 of 715

 Hierarchy Metrics
PCF ID ID Name available?
10596 7.7.2 Develop IT support strategy N
10702 7.7.2.1 Establish sourcing strategy for IT support N
10703 7.7.2.2 Define IT support services N
10597 7.7.3 Manage IT infrastructure resources N
10704 7.7.3.1 Manage IT inventory and assets N
10705 7.7.3.2 Manage IT resource capacity N
10598 7.7.4 Manage IT infrastructure operations N
10706 7.7.4.1 Deliver IT services and solutions N
10707 7.7.4.2 Perform IT operations support services N
10599 7.7.5 Support IT services and solutions Y
10708 7.7.5.1 Manage availability N
10709 7.7.5.2 Manage facilities N
10710 7.7.5.3 Manage backup/recovery N
10711 7.7.5.4 Manage performance and capacity N
10712 7.7.5.5 Manage incidents N
10713 7.7.5.6 Manage problems N
10714 7.7.5.7 Manage inquiries N

Copyright 2016 APQC 24 of 715

 Hierarchy Metrics
PCF ID ID Name available?
18736 8.0 Manage Financial Resources N
10728 8.1 Perform planning and management accounting Y
10738 8.1.1 Perform planning/budgeting/forecasting Y
10771 8.1.1.1 Develop and maintain budget policies and procedures N
10772 8.1.1.2 Prepare periodic budgets and plans N
10773 8.1.1.3 Prepare periodic financial forecasts N
10739 8.1.2 Perform cost accounting and control Y
10774 8.1.2.1 Perform inventory accounting N
14057 8.1.2.2 Perform profit center accounting N
10775 8.1.2.3 Perform cost of sales analysis N
10776 8.1.2.4 Perform product costing N
10777 8.1.2.5 Perform variance analysis N
11175 8.1.2.6 Report on profitability N
10740 8.1.3 Perform cost management N
10778 8.1.3.1 Determine key cost drivers N
10779 8.1.3.2 Measure cost drivers N
10780 8.1.3.3 Determine critical activities N
10781 8.1.3.4 Manage asset resource deployment and utilization N
10741 8.1.4 Evaluate and manage financial performance Y
10782 8.1.4.1 Assess customer and product profitability N
14186 8.1.4.2 Report on financial profitability N
10783 8.1.4.3 Evaluate new products N
10784 8.1.4.4 Perform life cycle costing N
10785 8.1.4.5 Optimize customer and product mix N
10786 8.1.4.6 Track performance of new customer and product strategies N
10787 8.1.4.7 Prepare activity-based performance measures N
10788 8.1.4.8 Manage continuous cost improvement N
10729 8.2 Perform revenue accounting Y
10742 8.2.1 Process customer credit Y
14187 8.2.1.1 Analyze credit scoring history N
14188 8.2.1.2 Forecast credit scoring requirement N
10791 8.2.1.3 Review existing accounts Y
10792 8.2.1.4 Produce credit/collection reports Y
10793 8.2.1.5 Reinstate or suspend accounts based on credit policies N
10743 8.2.2 Invoice customer Y
10794 8.2.2.1 Maintain customer/product master files Y
10795 8.2.2.2 Generate customer billing data Y
10796 8.2.2.3 Transmit billing data to customers Y
10797 8.2.2.4 Post receivable entries Y
10798 8.2.2.5 Resolve customer billing inquiries Y
10744 8.2.3 Process accounts receivable (AR) Y
10799 8.2.3.1 Establish AR policies N
10800 8.2.3.2 Receive/Deposit customer payments N
10801 8.2.3.3 Apply cash remittances N
10802 8.2.3.4 Prepare AR reports N
10803 8.2.3.5 Post AR activity to the general ledger N
10745 8.2.4 Manage and process collections Y
10804 8.2.4.1 Establish policies for delinquent accounts N

Copyright 2016 APQC 25 of 715

 Hierarchy Metrics
PCF ID ID Name available?
10805 8.2.4.2 Analyze delinquent account balances N
10806 8.2.4.3 Correspond/Negotiate with delinquent accounts N
10807 8.2.4.4 Discuss account resolution with internal parties N
10808 8.2.4.5 Process adjustments/write-off balances N
14007 8.2.4.6 Perform recovery N
14008 8.2.4.7 Manage default N
10746 8.2.5 Manage and process adjustments/deductions Y
10809 8.2.5.1 Establish policies/procedures for adjustments N
10810 8.2.5.2 Analyze adjustments N
10811 8.2.5.3 Correspond/Negotiate with customer N
10812 8.2.5.4 Discuss resolution with internal parties N
10813 8.2.5.5 Prepare chargeback invoices N
10814 8.2.5.6 Process related entries N
10730 8.3 Perform general accounting and reporting Y
10747 8.3.1 Manage policies and procedures Y
10815 8.3.1.1 Negotiate service-level agreements N
10816 8.3.1.2 Establish accounting policies N
10817 8.3.1.3 Set and enforce approval limits N
10818 8.3.1.4 Establish common financial systems N
10748 8.3.2 Perform general accounting Y
10819 8.3.2.1 Maintain chart of accounts N
10820 8.3.2.2 Process journal entries N
10821 8.3.2.3 Process allocations N
10823 8.3.2.4 Post and reconcile intercompany transactions N
14058 8.3.2.5 Perform contract accounting - corporate function N
14059 8.3.2.6 Perform bank accounting - corporate function N
14060 8.3.2.7 Account for financial instruments: sub-ledger N
14061 8.3.3 Perform closing of general ledger N
14062 8.3.3.1 Close sub-ledgers and post to general ledger N
14063 8.3.3.2 Process period end adjustments (e.g., accruals, currency N
conversions)
14065 8.3.3.3 Reconcile general ledger accounts N
14066 8.3.3.4 Perform consolidations and process eliminations N
14067 8.3.3.5 Prepare trial balance N
14068 8.3.3.6 Prepare and post management adjustments N
10749 8.3.4 Perform fixed asset accounting Y
10828 8.3.4.1 Establish fixed asset policies and procedures N
10829 8.3.4.2 Maintain fixed asset master data files N
10830 8.3.4.3 Process and record fixed asset additions and retires N
10831 8.3.4.4 Process and record fixed asset adjustments, enhancements, N
revaluations, and transfers
10833 8.3.4.5 Calculate and record depreciation expense N
10832 8.3.4.6 Process and record fixed asset maintenance and repair N
expenses
10834 8.3.4.7 Reconcile fixed asset ledger N
10835 8.3.4.8 Track fixed assets including physical inventory N
10836 8.3.4.9 Provide fixed asset data to support tax, statutory, and N
regulatory reporting

Copyright 2016 APQC 26 of 715

 Hierarchy Metrics
PCF ID ID Name available?
14069 8.3.5 Manage enterprise financial assets N
14070 8.3.5.1 Plan and design investment N
14071 8.3.5.2 Procure and construct financial assets N
14072 8.3.5.3 Perform decommission and disposal N
14073 8.3.5.4 Perform asset analytics and performance optimization N
10750 8.3.6 Perform financial reporting Y
10837 8.3.6.1 Prepare business unit financial statements N
10838 8.3.6.2 Prepare consolidated financial statements N
10839 8.3.6.3 Perform business unit reporting/review management reports N
10840 8.3.6.4 Perform consolidated reporting/review of cost management N
reports
10841 8.3.6.5 Prepare statements for board review N
10842 8.3.6.6 Produce quarterly/annual filings and shareholder reports N
10843 8.3.6.7 Produce regulatory reports N
14074 8.3.6.8 Perform legal and management consolidation N
10731 8.4 Manage fixed asset project accounting Y
10751 8.4.1 Perform capital planning and project approval Y
10844 8.4.1.1 Develop capital investment policies and procedures N
10845 8.4.1.2 Develop and approve capital expenditure plans and budgets N
10846 8.4.1.3 Review and approve capital projects and fixed asset N
acquisitions
10847 8.4.1.4 Conduct financial justification for project approval N
10752 8.4.2 Perform capital project accounting Y
10848 8.4.2.1 Create project account codes N
10849 8.4.2.2 Record project-related transactions N
10850 8.4.2.3 Monitor and track capital projects and budget spending N
10851 8.4.2.4 Close/capitalize projects N
10852 8.4.2.5 Measure financial returns on completed capital projects N
10732 8.5 Process payroll Y
10753 8.5.1 Report time Y
10853 8.5.1.1 Establish policies and procedures N
10854 8.5.1.2 Collect and record employee time worked N
10855 8.5.1.3 Analyze and report paid and unpaid leave N
10856 8.5.1.4 Monitor regular, overtime, and other hours N
10857 8.5.1.5 Analyze and report employee utilization N
10754 8.5.2 Manage pay Y
10858 8.5.2.1 Enter employee time worked into payroll system N
10859 8.5.2.2 Maintain and administer employee earnings information N
10860 8.5.2.3 Maintain and administer applicable deductions N
10861 8.5.2.4 Monitor changes in tax status of employees N
10862 8.5.2.5 Process and distribute payments N
10863 8.5.2.6 Process and distribute manual checks N
10864 8.5.2.7 Process period end adjustments N
10865 8.5.2.8 Respond to employee payroll inquiries N
10755 8.5.3 Process payroll taxes Y
14075 8.5.3.1 Develop tax plan N
14076 8.5.3.2 Manage tax plan N
10866 8.5.3.3 Calculate and pay applicable payroll taxes N

Copyright 2016 APQC 27 of 715

 Hierarchy Metrics
PCF ID ID Name available?
10867 8.5.3.4 Produce and distribute employee annual tax statements N
10868 8.5.3.5 File regulatory payroll tax forms N
10733 8.6 Process accounts payable and expense reimbursements Y
10756 8.6.1 Process accounts payable (AP) Y
10869 8.6.1.1 Verify AP pay file with PO vendor master file N
10870 8.6.1.2 Maintain/manage electronic commerce N
10871 8.6.1.3 Audit invoices and key data in AP system N
10872 8.6.1.4 Approve payments N
10873 8.6.1.5 Process financial accruals and reversals N
10874 8.6.1.6 Process taxes N
10875 8.6.1.7 Research/resolve exceptions N
10876 8.6.1.8 Process payments Y
10877 8.6.1.9 Respond to AP inquiries N
10878 8.6.1.10 Retain records N
10879 8.6.1.11 Adjust accounting records N
10757 8.6.2 Process expense reimbursements Y
10880 8.6.2.1 Establish and communicate expense reimbursement policies N
and approval limits
10881 8.6.2.2 Capture and report relevant tax data N
10882 8.6.2.3 Approve reimbursements and advances N
10883 8.6.2.4 Process reimbursements and advances N
10884 8.6.2.5 Manage personal accounts N
17294 8.7 Perform liability and insurance reserve valuations N
18737 8.7.1 Reconcile claim cash flows N
17296 8.7.1.1 Compile check register entries N
17297 8.7.1.2 Compare check register to cash flow invoices N
17298 8.7.1.3 Reconcile differences N
17300 8.7.1.4 Process prior period inter-company subrogation-related N
adjustments
17301 8.7.1.5 Allocate other top side adjustments N
17302 8.7.2 Apply valuation standards N
17303 8.7.2.1 Compile claim data into required format N
17304 8.7.2.2 Validate data form and content N
17305 8.7.2.3 Apply business conditions, operating environment and other N
assumptions
17306 8.7.2.4 Perform calculations per actuarial and regulatory standards N
17307 8.7.2.5 Reconcile and validate results for changes in business and/or N
operating environment
17308 8.7.2.6 Review results of analysis with management N
17309 8.7.2.7 Process ledger entries to line of business and legal entity N
17310 8.7.2.8 Issue actuarial opinion by qualified actuary N
17311 8.7.3 Manage reserving controls, policies and procedures N
17312 8.7.3.1 Establish scope and governance of reserve setting function N
17313 8.7.3.2 Establish and publish security and controls guidelines N
17314 8.7.3.3 Document reserve setting protocols and responsibilities N
17315 8.7.3.4 Monitor reserve setting and claim reconciliation procedures N
17316 8.7.3.5 Audit reserve setting procedures N

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 Hierarchy Metrics
PCF ID ID Name available?
17317 8.7.3.6 Revise and update reserve and liability determination N
procedures for regulatory or controls related items
17318 8.7.3.7 Develop and confirm internal controls N
17319 8.7.3.8 Define system security requirements and permissions N
18738 8.8 Manage treasury operations N
10758 8.8.1 Manage treasury policies and procedures N
10885 8.8.1.1 Establish scope and governance of treasury operations N
10886 8.8.1.2 Establish and publish treasury policies N
10887 8.8.1.3 Develop treasury procedures N
10888 8.8.1.4 Monitor treasury procedures N
10889 8.8.1.5 Audit treasury procedures N
10890 8.8.1.6 Revise treasury procedures N
10891 8.8.1.7 Develop and confirm internal controls for treasury N
10892 8.8.1.8 Define system security requirements N
10759 8.8.2 Manage cash Y
10893 8.8.2.1 Manage and reconcile cash positions N
10894 8.8.2.2 Manage cash equivalents N
10895 8.8.2.3 Process and oversee electronic fund transfers (EFTs) N
10896 8.8.2.4 Develop cash flow forecasts N
10897 8.8.2.5 Manage cash flows N
10898 8.8.2.6 Produce cash management accounting transactions and reports N

10899 8.8.2.7 Manage and oversee banking relationships N

10900 8.8.2.8 Analyze, negotiate, resolve, and confirm bank fees N
14078 8.8.2.9 Analyze/Approve new account applications for customer N
credit
10760 8.8.3 Manage in-house bank accounts N
10901 8.8.3.1 Manage in-house bank accounts for subsidiaries N
10902 8.8.3.2 Manage and facilitate inter-company borrowing transactions N
10903 8.8.3.3 Manage centralized outgoing payments on behalf of N
subsidiaries
10904 8.8.3.4 Manage central incoming payments on behalf of subsidiaries N
10905 8.8.3.5 Manage internal payments and netting transactions N
10906 8.8.3.6 Calculate interest and fees for in-house bank accounts N
10907 8.8.3.7 Provide account statements for in-house bank accounts N
10761 8.8.4 Manage debt and investment N
14079 8.8.4.1 Establish investment policy N
18739 8.8.4.1.1 Research investments N
18740 8.8.4.1.2 Analyse and evaluate debt and investment portfolio N
performance
10911 8.8.4.2 Process and oversee debt and investment transactions N
10912 8.8.4.3 Process and oversee foreign currency transactions N
10913 8.8.4.4 Produce debt and investment accounting transaction reports N
14210 8.8.4.5 Process and oversee interest rate transactions N
11208 8.8.5 Monitor and execute risk and hedging transactions Y
14080 8.8.5.1 Review product portfolio N
14081 8.8.5.2 Review counterparty credit limit N
14084 8.8.5.3 Analyze capital adequacy history N

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 Hierarchy Metrics
PCF ID ID Name available?
14085 8.8.5.4 Forecast capital adequacy policy N
11212 8.8.5.5 Develop and execute hedging transactions N
11213 8.8.5.6 Evaluate and refine hedging positions N
11214 8.8.5.7 Produce hedge accounting transactions and reports N
11215 8.8.5.8 Monitor credit N
17346 8.8.6 Conduct actuarial services N
17347 8.8.6.1 Develop trends analysis N
17348 8.8.6.1.1 Develop cost and trend projections N
17349 8.8.6.2 Conduct actuarial informatics/reporting N
17350 8.8.6.3 Manage experience rating N
17351 8.8.6.3.1 Perform pre-sale underwriting reviews N
17352 8.8.6.3.2 Review claims experiences N
17353 8.8.6.3.3 Determine premiums N
18741 8.8.6.4 Perform pool/block rating management N
17356 8.8.6.4.1 Develop rating methodology N
17357 8.8.6.4.2 Publish pool/block rates N
17358 8.8.6.4.3 Manage rating tools N
17359 8.8.6.5 Conduct pool/block underwriting N
17360 8.8.6.5.1 Review experience and history N
17361 8.8.6.5.2 Determine pool/block premium N
17362 8.8.6.6 Provide underwriting support N
10736 8.9 Manage taxes Y
10765 8.9.1 Develop tax strategy and plan N
10927 8.9.1.1 Develop foreign, national, state, and local tax strategy N
10928 8.9.1.2 Consolidate and optimize total tax plan N
10929 8.9.1.3 Maintain tax master data N
10766 8.9.2 Process taxes N
10930 8.9.2.1 Perform tax planning/strategy N
10931 8.9.2.2 Prepare returns N
10932 8.9.2.3 Prepare foreign taxes N
10933 8.9.2.4 Calculate deferred taxes N
10934 8.9.2.5 Account for taxes N
10935 8.9.2.6 Monitor tax compliance N
10936 8.9.2.7 Address tax inquiries N
10737 8.10 Manage international funds/consolidation N
10767 8.10.1 Monitor international rates N
10768 8.10.2 Manage transactions N
10769 8.10.3 Monitor currency exposure/hedge currency N
10770 8.10.4 Report results N
14089 8.11 Perform global trade services N
14090 8.11.1 Screen sanctioned party list N
14091 8.11.2 Control exports and imports N
14092 8.11.3 Classify products N
14093 8.11.4 Calculate duty N
14094 8.11.5 Communicate with customs N
14095 8.11.6 Document trade N
14096 8.11.7 Process trade preferences N
14097 8.11.8 Handle restitution N

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 Hierarchy Metrics
PCF ID ID Name available?
14098 8.11.9 Prepare letter of credit N
10735 8.12 Manage internal controls Y
10762 8.12.1 Establish internal controls, policies, and procedures Y
10914 8.12.1.1 Establish board of directors and audit committee N
10915 8.12.1.2 Define and communicate code of ethics N
10916 8.12.1.3 Assign roles and responsibility for internal controls N
11250 8.12.1.4 Define business process objectives and risks N
11251 8.12.1.5 Define entity/unit risk tolerances N
10763 8.12.2 Operate controls and monitor compliance with internal controls Y
policies and procedures
10917 8.12.2.1 Design and implement control activities N
10918 8.12.2.2 Monitor control effectiveness N
10919 8.12.2.3 Remediate control deficiencies N
10920 8.12.2.4 Create compliance function N
10921 8.12.2.5 Operate compliance function N
10922 8.12.2.6 Implement and maintain controls-related enabling N
technologies and tools
10764 8.12.3 Report on internal controls compliance Y
10923 8.12.3.1 Report to external auditors N
10924 8.12.3.2 Report to regulators, share/debt-holders, securities exchanges, N
etc.
10925 8.12.3.3 Report to third parties (e.g., business partners) N
10926 8.12.3.4 Report to internal management N

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 Hierarchy Metrics
PCF ID ID Name available?
10010 9.0 Acquire, Construct, and Manage Assets Y
10937 9.1 Design and construct/acquire nonproductive assets N
10941 9.1.1 Develop property strategy and long-term vision N
10955 9.1.1.1 Confirm alignment of property requirements with business N
strategy
10956 9.1.1.2 Assess the external environment N
10957 9.1.1.3 Determine build or buy decision N
10942 9.1.2 Develop, construct, and modify sites N
10943 9.1.3 Plan facility N
10958 9.1.3.1 Design facility N
10959 9.1.3.2 Analyze budget N
10960 9.1.3.3 Select property N
10961 9.1.3.4 Negotiate terms for facility N
10962 9.1.3.5 Manage construction or modification to building N
10944 9.1.4 Provide workspace and assets N
10963 9.1.4.1 Acquire workspace and assets N
10964 9.1.4.2 Change fit/form/function of workspace and assets N
10938 9.2 Plan maintenance work Y
16472 9.2.1 Perform routine maintenance N
16473 9.2.2 Perform corrective maintenance N
16474 9.2.3 Overhaul equipment N
10949 9.2.4 Manage facilities operations N
10965 9.2.4.1 Relocate people N
10966 9.2.4.2 Relocate material and tools N
10939 9.3 Obtain and install assets, equipment, and tools N
10950 9.3.1 Develop ongoing maintenance policies for production assets N
10967 9.3.1.1 Analyze assets and predict maintenance requirements N
10968 9.3.1.2 Develop approach to integrate preventive maintenance into N
production schedule
10951 9.3.2 Obtain and install equipment N
10970 9.3.2.1 Procure equipment N
10971 9.3.2.2 Install and commission equipment N
10940 9.4 Dispose of productive and nonproductive assets N
10952 9.4.1 Develop exit strategy N
10953 9.4.2 Perform sale or trade N
10954 9.4.3 Perform abandonment N

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 Hierarchy Metrics
PCF ID ID Name available?
16437 10.0 Manage Enterprise Risk, Compliance, Remediation and N
Resiliency
17060 10.1 Manage enterprise risk N
16439 10.1.1 Establish the enterprise risk framework and policies N
16440 10.1.1.1 Determine risk tolerance for organization N
16441 10.1.1.2 Develop and maintain enterprise risk policies and procedures N
16442 10.1.1.3 Identify and implement enterprise risk management tools N
16443 10.1.1.4 Coordinate the sharing of risk knowledge across the N
organization
16444 10.1.1.5 Prepare and report enterprise risk to executive management N
and board
16445 10.1.2 Oversee and coordinate enterprise risk management activities N
16446 10.1.2.1 Identify enterprise level risks N
16447 10.1.2.2 Assess risks to determine which to mitigate N
16448 10.1.2.3 Develop risk mitigation and management strategy, and N
integrate with existing performance management processes
16449 10.1.2.4 Verify business unit and functional risk mitigation plans are N
implemented
16450 10.1.2.5 Ensure risks and risk mitigation actions are monitored N
14120 10.1.2.5.1 Design risk management operating models N
14121 10.1.2.5.1. Design and implement risk control activities N
14122 10.1.2.5.1. Monitor risk management effectiveness N
14123 10.1.2.5.1. Remediate risk management deficiencies N
14124 10.1.2.5.1. Create risk management functions N
14125 10.1.2.5.2 Manage and monitor risk management operating models N
14126 10.1.2.5.2. Operate risk management function N
14127 10.1.2.5.2. Implement and maintain risk management-related enabling N
technologies and tools
14128 10.1.2.5.2. Review and generate risk reports N
14129 10.1.2.5.2. Perform limit management N
14130 10.1.2.5.2. Manage and mitigate risk N
14131 10.1.2.5.2. Establish record retention policy N
14132 10.1.2.5.2. Define entity/unit risk tolerances N
16451 10.1.2.6 Report on risk activities N
17061 10.1.3 Manage business unit and function risk N
16456 10.1.3.1 Identify risks N
16457 10.1.3.2 Assess risks using enterprise risk framework policies and N
procedures
16458 10.1.3.3 Develop mitigation plans for risks N
16459 10.1.3.4 Implement mitigation plans for risks N
16460 10.1.3.5 Monitor risks N
16461 10.1.3.6 Analyze risk activities and update plans N
16462 10.1.3.7 Report on risk activities N
11179 10.1.3.8 Manage environmental health and safety (EHS) N
11180 10.1.3.8.1 Determine environmental health and safety impacts Y
11186 10.1.3.8.1. Evaluate environmental impact of products, services, and N
operations

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 Hierarchy Metrics
PCF ID ID Name available?
11187 10.1.3.8.1. Conduct health and safety and environmental audits N
11181 10.1.3.8.2 Develop and execute functional EHS program N
11188 10.1.3.8.2. Identify regulatory and stakeholder requirements N
11189 10.1.3.8.2. Assess future risks and opportunities N
11190 10.1.3.8.2. Create EHS policy N
11191 10.1.3.8.2. Record and manage EHS events N
11182 10.1.3.8.3 Train and educate functional employees N
11192 10.1.3.8.3. Communicate EHS issues to stakeholders and provide N
support
11183 10.1.3.8.4 Monitor and manage functional EHS management program N
11193 10.1.3.8.4. Manage EHS costs and benefits N
11194 10.1.3.8.4. Measure and report EHS performance N
11196 10.1.3.8.4. Implement emergency response program N
11197 10.1.3.8.4. Implement pollution prevention program N
11195 10.1.3.8.4. Provide employees with EHS support N
14161 10.1.4 Manage operational risk N
14162 10.1.4.1 Analyze operational risk history N
14163 10.1.4.2 Forecast operational risk requirement N
14164 10.1.4.3 Provide operational risk capital allocation N
18742 10.1.4.4 Assess operational compliance to process controls N
14168 10.1.4.5 Implement segregation of duties controls N
14169 10.1.4.6 Calculate operational risks according to industry regulations N
and national legislation
14170 10.1.4.7 Calculate operational risks according to internal models N
14171 10.1.4.8 Report disclosure (industry regulations) and internal reporting N
17321 10.1.4.8.1 Perform risk based capital and other solvency based N
reporting
17322 10.1.4.8.1. Collect required documentation and national association N
insurance commissioners guidelines
17326 10.1.4.8.1. Compile documentation associated with each risk based N
capital component
17330 10.1.4.8.1. Quantify risks in risk based capital formula and N
17334 10.1.4.8.1. worksheets
Validate calculations against regulatory updates N
17337 10.1.4.8.1. Perform sensitivity testing N
17343 10.1.4.8.1. Update analysis for changes in treasury management, N
business operations
17344 10.1.4.8.1. Finalize and file risk based capital report N
17345 10.1.4.8.1. Coordinate required amounts with treasury (cash) N
management
14172 10.1.4.9 Perform operational loss and risk event data capture N
14167 10.1.4.10 Audit information system N
14138 10.1.5 Manage financial risk N
14139 10.1.5.1 Manage credit risk N
17464 10.1.5.1.1 Acquire credit risk data N
14140 10.1.5.1.2 Develop credit policies N
14141 10.1.5.1.3 Manage global credit limits N
14142 10.1.5.1.4 Develop an early-warning system N

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 Hierarchy Metrics
PCF ID ID Name available?
14088 10.1.5.1.5 Manage issuer exposure N
14143 10.1.5.1.6 Manage credit portfolio N
14144 10.1.5.1.7 Calculate regulatory capital requirements for credit risks N
according to industry regulations and national legislation
14145 10.1.5.1.8 Perform stress testing N
14146 10.1.5.1.9 Calibrate and validate credit risk models (rating models, N
LGD-, PD-, and CCF Models)
14148 10.1.5.2 Manage strategic investment risk N
14149 10.1.5.2.1 Perform asset liability management analytics N
14150 10.1.5.2.2 Perform asset liability management simulation N
14151 10.1.5.2.3 Plan liquidity and asset liability management N
14152 10.1.5.2.4 Perform asset liability hedging N
14153 10.1.5.2.5 Perform asset liability management reporting N
14154 10.1.5.2.6 Manage global limits of asset liability management (ALM) N
risk key figures
14155 10.1.5.3 Manage market risk (includes interest risk, foreign exchange, N
or currency risk, etc.)
14156 10.1.5.3.1 Manage global market limits N
14157 10.1.5.3.2 Manage early-warning system N
14158 10.1.5.3.3 Manage market data N
14159 10.1.5.3.4 Model internal market risk N
14160 10.1.5.3.5 Perform back-testing N
17373 10.1.5.4 Manage fraud and misconduct N
17374 10.1.5.4.1 Develop strategy and monitoring program N
17375 10.1.5.4.1. Determine capacity and size of investigation unit N
17380 10.1.5.4.1. Implement anti-fraud and abuse solution N
17381 10.1.5.4.2 Manage investigation unit and anti fraud and abuse N
operations
17382 10.1.5.4.2. Set program thresholds to match investigation unit N
capacity
17383 10.1.5.4.2. Scan incoming claims to detect anomalies and suspicious N
patterns
17384 10.1.5.4.2. Score and prioritize transactions according to risk level N
17385 10.1.5.4.2. Flag and hold suspicious transactions for further N
investigation
17386 10.1.5.4.2. Manage investigation case and bring to conclusion N
17466 10.1.5.5 Manage insurance risk N
18743 10.1.5.5.1 Manage reinsurance N
18744 10.1.5.5.1. Set-up proportional treaty master N
18745 10.1.5.5.1. Set-up non-proportional XL treaty master N
18746 10.1.5.5.1. Set-up non-proportional CAT XL treaty master N
18747 10.1.5.5.1. Set-up facultative treaty N
18748 10.1.5.5.2 Manage portfolio risk N
18749 10.1.5.5.2. Manage Life Risk N
18750 10.1.5.5.2. Manage Non-Life Risk N
18751 10.1.5.5.2. Manage Health Risk (non-life) N
18752 10.1.5.5.2. Manage Disability Risk (non-life) N

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 Hierarchy Metrics
PCF ID ID Name available?
16463 10.2 Manage compliance N
17468 10.2.1 Establish compliance framework and policies N
17469 10.2.1.1 Develop enterprise compliance policies and procedures N
17470 10.2.1.2 Implement enterprise compliance activities N
14133 10.2.1.3 Manage internal audits N
14137 10.2.1.4 Maintain controls-related technologies and tools N
17467 10.2.2 Manage regulatory compliance N
16464 10.2.2.1 Develop regulatory compliance procedures N
16465 10.2.2.2 Identify applicable regulatory requirements N
17363 10.2.2.3 Perform regulatory requirements N
17364 10.2.2.3.1 Compile rate filing documentation N
17365 10.2.2.3.2 Upload information into state rating system(s) N
17366 10.2.2.3.3 Perform quality control testing on load N
17367 10.2.2.3.4 Validate rate load and internal system consistency N
17368 10.2.2.3.5 Compile rate assumptions and documentation N
17369 10.2.2.3.6 Issue actuarial memorandum by qualified actuary N
16466 10.2.2.4 Monitor the regulatory environment for changing or emerging N
regulations
16467 10.2.2.5 Assess current compliance position, and identify weaknesses N
or shortfalls therein
14165 10.2.2.6 Ensure compliance with Sarbanes-Oxley Act N
16468 10.2.2.7 Implement missing or stronger regulatory compliance controls N
and policies
16469 10.2.2.8 Monitor and test, on an ongoing and scheduled basis, N
regulatory compliance position and existing controls, defining
controls that should be added, removed, or modified as
required
16470 10.2.2.9 Maintain relationships with regulators N
11185 10.3 Manage remediation efforts N
11201 10.3.1 Create remediation plans N
11202 10.3.2 Contact and confer with experts N
11203 10.3.3 Identify/Dedicate resources N
11204 10.3.4 Investigate legal aspects N
11205 10.3.5 Investigate damage cause N
11206 10.3.6 Amend or create policy N
11216 10.4 Manage business resiliency Y
11221 10.4.1 Develop the business resilience strategy N
11222 10.4.2 Perform continuous business operations planning N
11223 10.4.3 Test continuous business operations N
11224 10.4.4 Maintain continuous business operations N
16471 10.4.5 Share knowledge of specific risks across other parts of the N
organization

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 Hierarchy Metrics
PCF ID ID Name available?
10012 11.0 Manage External Relationships N
11010 11.1 Build investor relationships N
11035 11.1.1 Plan, build, and manage lender relations N
11036 11.1.2 Plan, build, and manage analyst relations N
14100 11.1.3 Perform corporate secretary function N
11037 11.1.4 Communicate with shareholders N
11011 11.2 Manage government and industry relationships N
11038 11.2.1 Manage government relations N
11039 11.2.2 Manage relations with quasi-government bodies N
11040 11.2.3 Manage relations with trade or industry groups N
11041 11.2.4 Manage lobby activities N
14101 11.2.5 Manage tax regulatory relationships N
11012 11.3 Manage relations with board of directors N
11042 11.3.1 Report results N
11043 11.3.2 Report audit findings N
11013 11.4 Manage legal and ethical issues N
11044 11.4.1 Create ethics policies N
11045 11.4.2 Manage corporate governance policies N
11046 11.4.3 Develop and perform preventative law programs N
11047 11.4.4 Ensure compliance N
11053 11.4.4.1 Plan and initiate compliance program N
11054 11.4.4.2 Execute compliance program N
11048 11.4.5 Manage outside counsel N
11056 11.4.5.1 Assess problem and determine work requirements N
11057 11.4.5.2 Engage/retain outside counsel if necessary N
11058 11.4.5.3 Receive strategy/budget N
11059 11.4.5.4 Receive work product and manage/ monitor case and work N
performed
11060 11.4.5.5 Process payment for legal services N
11061 11.4.5.6 Track legal activity/performance N
11049 11.4.6 Protect intellectual property N
11062 11.4.6.1 Manage copyrights and patents N
11063 11.4.6.2 Maintain intellectual property rights and restrictions N
11064 11.4.6.3 Administer licensing terms N
11065 11.4.6.4 Administer options N
11050 11.4.7 Resolve disputes and litigations N
11051 11.4.8 Provide legal advice/counseling N
11052 11.4.9 Negotiate and document agreements/contracts N
11014 11.5 Manage public relations program N
11066 11.5.1 Manage community relations N
11067 11.5.2 Manage media relations N
11068 11.5.3 Promote political stability N
11069 11.5.4 Create press releases N
11070 11.5.5 Issue press releases N
14102 11.6 Provide corporate services to manage external relations N
14103 11.6.1 Manage travel N
14104 11.6.1.1 Submit travel request and obtain pre-trip approval N
14105 11.6.1.2 Plan travel - online booking N

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 Hierarchy Metrics
PCF ID ID Name available?
14106 11.6.1.3 Perform travel and expense management N
14107 11.6.1.4 Ensure global travel policy compliance N
14108 11.6.1.5 Perform travel and expense analytics N

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 Hierarchy Metrics
PCF ID ID Name available?
10013 12.0 Develop and Manage Business Capabilities Y
16378 12.1 Manage business processes N
16379 12.1.1 Establish and maintain process management governance N
16380 12.1.1.1 Define and manage governance approach N
16381 12.1.1.2 Establish and maintain process tools and templates N
16382 12.1.1.3 Assign and support process ownership N
16383 12.1.1.4 Perform process governance activities N
16384 12.1.2 Define and manage process frameworks N
16385 12.1.2.1 Establish and maintain process framework N
16386 12.1.2.2 Identify cross-functional processes N
16387 12.1.3 Define processes N
16388 12.1.3.1 Scope processes N
16389 12.1.3.2 Analyze processes N
16390 12.1.3.3 Map processes N
16391 12.1.3.4 Publish processes N
16392 12.1.4 Manage process performance N
16393 12.1.4.1 Provide process training N
16394 12.1.4.2 Support process execution N
16395 12.1.4.3 Measure and report process performance N
16396 12.1.5 Improve processes N
16397 12.1.5.1 Identify and select improvement opportunities N
16398 12.1.5.2 Manage improvement projects N
16399 12.1.5.3 Perform continuous improvement activities N
16400 12.2 Manage portfolio, program, and project N
16401 12.2.1 Manage portfolio N
16402 12.2.1.1 Establish portfolio strategy N
16403 12.2.1.2 Define portfolio governance N
16404 12.2.1.3 Monitor and control portfolio N
16405 12.2.2 Manage programs N
16406 12.2.2.1 Establish program structure and approach N
16407 12.2.2.2 Manage program stakeholders and partners N
16408 12.2.2.3 Manage program execution N
16409 12.2.2.4 Review and report program performance N
16410 12.2.3 Manage projects N
16411 12.2.3.1 Establish project scope N
11117 12.2.3.1.1 Identify project requirements and objectives N
16412 12.2.3.1.2 Identify project resource requirements N
11118 12.2.3.1.3 Assess culture and readiness for project management N
approach
11119 12.2.3.1.4 Identify appropriate project management methodologies N
11120 12.2.3.1.5 Create business case and obtain funding N
11121 12.2.3.1.6 Develop project measures and indicators N
16413 12.2.3.2 Develop project plans N
11123 12.2.3.2.1 Define roles and resources N
11124 12.2.3.2.2 Identify specific IT requirements N
11125 12.2.3.2.3 Create training and communication plans N
11127 12.2.3.2.4 Design recognition and reward approaches N
11128 12.2.3.2.5 Design and plan launch of project N

Copyright 2016 APQC 39 of 715

 Hierarchy Metrics
PCF ID ID Name available?
11129 12.2.3.2.6 Deploy the project N
16414 12.2.3.3 Execute projects N
11131 12.2.3.3.1 Evaluate impact of project management (strategy and N
projects) on measures and outcomes
16415 12.2.3.3.2 Report the status of project N
16416 12.2.3.3.3 Manage project scope N
11132 12.2.3.3.4 Promote and sustain activity and involvement N
11133 12.2.3.3.5 Realign and refresh project management strategy and N
approaches
16417 12.2.3.4 Review and report project performance N
16418 12.2.3.5 Close projects N
17471 12.3 Manage enterprise quality N
17472 12.3.1 Establish quality requirements N
17473 12.3.1.1 Define critical-to-quality characteristics N
17474 12.3.1.2 Define preventive quality activities N
17475 12.3.1.3 Develop quality controls N
17476 12.3.1.3.1 Define process steps for controls (or integration points) N
17477 12.3.1.3.2 Define sampling plan N
17478 12.3.1.3.3 Identify measurement methods N
17479 12.3.1.3.4 Define required competencies N
17480 12.3.1.4 Prove capability to assess compliance with requirements N
17481 12.3.1.5 Finalize quality plan N
17482 12.3.2 Evaluate performance to requirements N
17483 12.3.2.1 Test against quality plan N
17484 12.3.2.1.1 Conduct test and collect data N
17485 12.3.2.1.2 Record result(s) N
17486 12.3.2.1.3 Determine disposition of result(s) N
17487 12.3.2.2 Assess results of tests N
17488 12.3.2.2.1 Assess sample significance N
17489 12.3.2.2.2 Summarize result(s) N
17490 12.3.2.2.3 Recommend actions N
17491 12.3.2.2.4 Decide next steps N
17492 12.3.3 Manage non-conformance N
17493 12.3.3.1 Assess potential impact N
17494 12.3.3.2 Determine immediate action(s) N
17495 12.3.3.3 Identify root cause(s) N
17496 12.3.3.4 Take corrective or preventitive action N
17497 12.3.3.5 Close non-conformance N
17498 12.4 Implement and maintain the enterprise quality management N
system (EQMS)
17499 12.4.1 Define the quality strategy N
17500 12.4.2 Plan and deploy the EQMS scope, targets, and goals N
17501 12.4.3 Identify core EQMS processes, controls, and metrics N
17502 12.4.4 Develop and document EQMS policies, procedures, standards, N
and measures
17503 12.4.5 Assess the EQMS performance N
17504 12.4.6 Create environment and capability for EQMS improvement(s) N
17505 12.4.6.1 Reward quality excellence N

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 Hierarchy Metrics
PCF ID ID Name available?
17506 12.4.6.2 Create and maintain quality partnerships N
17507 12.4.6.3 Maintain talent capabilities and competencies N
17508 12.4.6.4 Incorporate EQMS messaging into communication channels N
17509 12.4.6.5 Assure independent EQMS management access to appropriate N
authority in the organization
17510 12.4.6.6 Transfer proven EQMS methods N
11074 12.5 Manage change N
11134 12.5.1 Plan for change N
11138 12.5.1.1 Select process improvement methodology N
11139 12.5.1.2 Assess readiness for change N
11140 12.5.1.3 Determine stakeholders N
11141 12.5.1.4 Engage/Identify champion N
11142 12.5.1.5 Form design team N
11143 12.5.1.6 Define scope N
11144 12.5.1.7 Understand current state N
11145 12.5.1.8 Define future state N
11146 12.5.1.9 Conduct organizational risk analysis N
11147 12.5.1.10 Assess cultural issues N
11148 12.5.1.11 Establish accountability for change management N
11149 12.5.1.12 Identify barriers to change N
11150 12.5.1.13 Determine change enablers N
11151 12.5.1.14 Identify resources and develop measures N
11135 12.5.2 Design the change N
11152 12.5.2.1 Assess connection to other initiatives N
11153 12.5.2.2 Develop change management plans N
11154 12.5.2.3 Develop training plan N
11155 12.5.2.4 Develop communication plan N
11156 12.5.2.5 Develop rewards/incentives plan N
11157 12.5.2.6 Establish change adoption metrics N
11158 12.5.2.7 Establish/Clarify new roles N
11159 12.5.2.8 Identify budget/roles N
11136 12.5.3 Implement change N
11160 12.5.3.1 Create commitment for improvement/change N
11161 12.5.3.2 Re-engineer business processes and systems N
11162 12.5.3.3 Support transition to new roles or exit strategies for N
incumbents
11163 12.5.3.4 Monitor change N
11137 12.5.4 Sustain improvement N
11164 12.5.4.1 Monitor improved process performance N
11165 12.5.4.2 Capture and reuse lessons learned from change process N
11166 12.5.4.3 Take corrective action as necessary N
14110 12.5.5 Perform change and configuration management N
14111 12.5.5.1 Notify change/perform change management N
14112 12.5.5.2 Perform engineering change management N
14113 12.5.5.3 Manage change order N
14114 12.5.5.4 Perform configuration management N
11073 12.6 Develop and manage enterprise-wide knowledge management Y
(KM) capability

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 Hierarchy Metrics
PCF ID ID Name available?
11095 12.6.1 Develop KM strategy N
11100 12.6.1.1 Develop governance model N
11101 12.6.1.2 Establish central KM core group N
11102 12.6.1.3 Define roles and accountability of core group versus operating N
units
11103 12.6.1.4 Develop funding models N
11104 12.6.1.5 Identify links to key initiatives N
11105 12.6.1.6 Develop core KM methodologies N
11106 12.6.1.7 Assess IT needs and engage IT function N
11107 12.6.1.8 Develop training and communication plans N
11108 12.6.1.9 Develop change management approaches N
11109 12.6.1.10 Develop strategic measures and indicators N
11096 12.6.2 Assess KM capabilities N
11110 12.6.2.1 Assess maturity of existing KM initiatives N
11111 12.6.2.2 Evaluate existing KM approaches N
11112 12.6.2.3 Identify gaps and needs N
11113 12.6.2.4 Enhance/Modify existing KM approaches N
11114 12.6.2.5 Develop new KM approaches N
11115 12.6.2.6 Implement new KM approaches N
16436 12.7 Measure and benchmark N
11071 12.7.1 Create and manage organizational performance strategy N
11075 12.7.1.1 Create enterprise measurement systems model N
11076 12.7.1.2 Measure process productivity N
11077 12.7.1.3 Measure cost effectiveness N
11078 12.7.1.4 Measure staff efficiency N
11079 12.7.1.5 Measure cycle time N
11072 12.7.2 Benchmark performance N
11083 12.7.2.1 Conduct performance assessments N
11084 12.7.2.2 Develop benchmarking capabilities N
11085 12.7.2.3 Conduct internal process and external competitive N
benchmarking
11087 12.7.2.4 Conduct gap analysis to understand need for change and N
degree needed
11088 12.7.2.5 Establish need for change N
14109 12.7.2.6 Generate "what if" scenarios N

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 Hierarchy Metrics
PCF ID ID Name available?
18612 1.0 Develop Vision and Strategy N
17040 1.1 Define the business concept and long-term vision N
10017 1.1.1 Assess the external environment Y
10021 1.1.1.1 Analyze and evaluate competition N
10022 1.1.1.2 Identify economic trends N
10023 1.1.1.3 Identify political and regulatory issues N
10024 1.1.1.4 Assess new technology innovations N
10025 1.1.1.5 Analyze demographics N
10026 1.1.1.6 Identify social and cultural changes N
10027 1.1.1.7 Identify ecological concerns N
10018 1.1.2 Survey market and determine customer needs and wants N
10028 1.1.2.1 Conduct qualitative/quantitative assessments N
10029 1.1.2.2 Capture and assess customer needs N
10019 1.1.3 Perform internal analysis N
10030 1.1.3.1 Analyze organizational characteristics N
10031 1.1.3.2 Create baselines for current processes N
10032 1.1.3.3 Analyze systems and technology N
10033 1.1.3.4 Analyze financial positions N
10034 1.1.3.5 Identify enterprise core competencies N
10020 1.1.4 Establish strategic vision N
10035 1.1.4.1 Align stakeholders around strategic vision N
10036 1.1.4.2 Communicate strategic vision to stakeholders N
16792 1.1.5 Conduct organization restructuring opportunities N
16793 1.1.5.1 Identify restructuring opportunities N
16794 1.1.5.2 Perform due-diligence N
16795 1.1.5.3 Analyze deal options N
16796 1.1.5.3.1 Evaluate acquisition options N
16797 1.1.5.3.2 Evaluate merger options N
16798 1.1.5.3.3 Evaluate de-merger options N
16799 1.1.5.3.4 Evaluate divesture options N
10015 1.2 Develop business strategy N
10037 1.2.1 Develop overall mission statement N
10044 1.2.1.1 Define current business N
10045 1.2.1.2 Formulate mission N
10046 1.2.1.3 Communicate mission N
10038 1.2.2 Evaluate strategic options to achieve the objectives N
10047 1.2.2.1 Define strategic options N
10048 1.2.2.2 Assess and analyze impact of each option N
14189 1.2.2.3 Develop sustainability strategy N
14190 1.2.2.4 Develop global support and shared services strategy N
14197 1.2.2.5 Develop lean/continuous improvement strategy N
10039 1.2.3 Select long-term business strategy N
10040 1.2.4 Coordinate and align functional and process strategies N
10041 1.2.5 Create organizational design N
10049 1.2.5.1 Evaluate breadth and depth of organizational structure N
10050 1.2.5.2 Perform job-specific roles mapping and value-added analyses N
10051 1.2.5.3 Develop role activity diagrams to assess hand-off activity N
10052 1.2.5.4 Perform organization redesign workshops N

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 Hierarchy Metrics
PCF ID ID Name available?
10053 1.2.5.5 Design the relationships between organizational units N
10054 1.2.5.6 Develop role analysis and activity diagrams for key processes N
10055 1.2.5.7 Assess organizational implication of feasible alternatives N
10056 1.2.5.8 Migrate to new organization N
10042 1.2.6 Develop and set organizational goals N
10043 1.2.7 Formulate business unit strategies N
18613 1.3 Define distribution channel strategy N
18614 1.3.1 Determine distribution channels N
18615 1.3.2 Determine distribution channel fit with products and services N
10016 1.4 Manage strategic initiatives N
10057 1.4.1 Develop strategic initiatives N
10058 1.4.2 Evaluate strategic initiatives N
10059 1.4.3 Select strategic initiatives N
10060 1.4.4 Establish high-level measures N

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 Hierarchy Metrics
PCF ID ID Name available?
10003 2.0 Develop and Manage Products and Services Y
10061 2.1 Manage product and service portfolio Y
10106 2.1.1 Perform customer and market intelligence analysis N
10108 2.1.1.1 Conduct customer and market research N
10109 2.1.1.2 Identify market segments N
10110 2.1.1.3 Analyze market and industry trends N
10111 2.1.1.4 Analyze competing organizations, competitive/substitute N
products
10112 2.1.1.5 Evaluate existing products/brands N
10113 2.1.1.6 Assess internal and external business environment N
10063 2.1.2 Evaluate performance of existing products/services against N
customer needs and market opportunities
10064 2.1.3 Define product/service development requirements Y
10068 2.1.3.1 Identify potential improvements to existing products and N
services
10069 2.1.3.2 Identify potential new products and services N
17389 2.1.3.3 Identify product and service bundling opportunities N
10065 2.1.4 Perform discovery research Y
10070 2.1.4.1 Identify new technologies N
10071 2.1.4.2 Develop new technologies N
10072 2.1.4.3 Assess feasibility of integrating new leading technologies into N
product/service concepts
10066 2.1.5 Confirm alignment of product/service concepts with business N
strategy
10073 2.1.5.1 Plan and develop cost and quality targets N
10074 2.1.5.2 Prioritize and select new product/service concepts N
10075 2.1.5.3 Specify development timing targets N
10076 2.1.5.4 Plan for product/service offering modifications N
10067 2.1.6 Manage product and service life cycle Y
10077 2.1.6.1 Introduce new products/services N
10078 2.1.6.2 Retire outdated products/services N
10079 2.1.6.3 Identify and refine performance indicators N
14192 2.1.7 Manage product and service master data N
10062 2.2 Develop products and services Y
18755 2.2.1 Design, build, and evaluate products and services N
13932 2.2.1.1 Research customer and market needs N
10083 2.2.1.2 Assign resources to product/service projects N
10084 2.2.1.3 Prepare high-level business cases and technical assessments N
10085 2.2.1.4 Develop product/service design specifications N
18617 2.2.1.4.1 Define insurance benefit obligations N
18618 2.2.1.4.2 Specify reinsurance requirements for products/ services N
18619 2.2.1.4.3 Specify investment requirements for products/services N
18620 2.2.1.4.4 Design product/service support requirements N
18621 2.2.1.4.5 Design customer experience workflows N
18622 2.2.1.4.6 Build product/service rules N
10086 2.2.1.5 Document design specifications N
10087 2.2.1.6 Conduct mandatory and elective internal or external N
compliance reviews (legal, regulatory, standards)

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 Hierarchy Metrics
PCF ID ID Name available?
10089 2.2.1.7 Address quality and reliability problems N
10091 2.2.1.8 Determine performance indicators N
10092 2.2.1.9 Collaborate design with suppliers and service providers N
17391 2.2.1.10 Determine product/service capacity requirements N
17392 2.2.1.11 Maintain product/service design documentation N
17393 2.2.1.12 Identify requirements for changes to product/service delivery N
processes
17394 2.2.2 Test market for new or revised products and services N
10094 2.2.2.1 Conduct customer tests and interviews N
10090 2.2.2.2 Conduct in-house product/service testing and evaluate N
feasibility
17395 2.2.2.3 Evaluate product/service feasibility using testing feedback N
10095 2.2.2.4 Finalize product/service characteristics and business cases N
10096 2.2.2.5 Finalize technical requirements N
18754 2.2.3 Prepare for product or service launch N
10098 2.2.3.1 Develop and test product systems and/or service delivery N
processes
10099 2.2.3.2 Design and obtain product/service delivery infrastructure N
17396 2.2.3.3 Develop product/service documentation N
10100 2.2.3.4 Implement product/service launch procedures N
14176 2.2.3.5 Introduce new product and/or service as a commercial offering N

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 Hierarchy Metrics
PCF ID ID Name available?
10004 3.0 Market and Sell Products and Services Y
18623 3.1 Understand markets, customers and capabilities N
10107 3.1.1 Evaluate and prioritize market opportunities Y
10116 3.1.1.1 Quantify market opportunities N
10117 3.1.1.2 Determine target segments N
10118 3.1.1.3 Prioritize opportunities consistent with capabilities and overall N
business strategy
10119 3.1.1.4 Validate opportunities N
10102 3.2 Develop marketing strategy Y
11168 3.2.1 Define offering and customer value proposition N
11169 3.2.1.1 Define offering and positioning N
11170 3.2.1.2 Develop value proposition including brand positioning for N
target segments
11171 3.2.1.3 Validate value proposition and shape offering to optimize N
target segments
11172 3.2.1.4 Develop new branding N
10123 3.2.2 Define pricing strategy to align to value proposition N
10124 3.2.2.1 Establish guidelines for applying pricing of products/services N
10125 3.2.2.2 Approve pricing strategies/policies N
10122 3.2.3 Define and manage channel strategy Y
10126 3.2.3.1 Evaluate channel attributes and partners N
10127 3.2.3.2 Determine channel fit with target segments N
17397 3.2.3.3 Determine channel fit with products N
10128 3.2.3.4 Select channels for target segments/products N
18624 3.2.3.5 Manage channel integration N
18625 3.2.3.6 Manage channel performance N
18626 3.2.4 Define communication strategy N
18627 3.2.4.1 Define communication guidelines and mechanisms N
18628 3.2.4.2 Determine communication/channel fit with target segments N
10103 3.3 Develop sales strategy Y
10129 3.3.1 Develop sales forecast Y
10134 3.3.1.1 Gather current and historic order information N
10135 3.3.1.2 Analyze sales trends and patterns N
10136 3.3.1.3 Generate sales forecast N
10137 3.3.1.4 Analyze historical and planned promotions and events N
10130 3.3.2 Develop sales partner/alliance relationships N
10138 3.3.2.1 Identify alliance opportunities N
10139 3.3.2.2 Design alliance programs and methods for selecting and N
managing relationships
10140 3.3.2.3 Select alliances N
10141 3.3.2.4 Develop partner and alliance management strategies N
10142 3.3.2.5 Establish partner and alliance management goals N
18629 3.3.2.6 Establish partner and alliance agreements N
18630 3.3.2.7 Define compensation structure N
10131 3.3.3 Establish overall sales budgets Y
10143 3.3.3.1 Calculate product revenue N
10144 3.3.3.2 Determine variable costs N
10145 3.3.3.3 Determine overhead and fixed costs N

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 Hierarchy Metrics
PCF ID ID Name available?
10146 3.3.3.4 Calculate net profit N
10147 3.3.3.5 Create budget N
10132 3.3.4 Establish sales goals and measures N
10133 3.3.5 Establish customer management measures N
10104 3.4 Develop and manage marketing plans N
10148 3.4.1 Establish goals, objectives, and metrics for products by N
channels/segments
10149 3.4.2 Establish marketing budgets Y
10155 3.4.2.1 Confirm marketing alignment to business strategy N
10156 3.4.2.2 Determine costs of marketing N
10157 3.4.2.3 Create marketing budget N
10150 3.4.3 Develop and manage media Y
10158 3.4.3.1 Define media objectives N
10159 3.4.3.2 Develop marketing messages N
10160 3.4.3.3 Define target audience N
10161 3.4.3.4 Engage media provider N
10162 3.4.3.5 Develop and execute advertising N
11253 3.4.3.6 Develop and execute other marketing campaigns/programs N
11254 3.4.3.7 Assess brand/product marketing plan performance N
13935 3.4.4 Develop and manage placement and campaign management N
13936 3.4.4.1 Develop marketing material N
13937 3.4.4.2 Develop market offering campaign N
13938 3.4.4.3 Prepare for marketing campaign launch N
13939 3.4.4.4 Execute the marketing campaign N
10151 3.4.5 Develop and manage premiums Y
10163 3.4.5.1 Determine premiums N
18631 3.4.5.2 Determine allowable individual discounts N
10164 3.4.5.3 Execute premium plan N
10165 3.4.5.4 Evaluate premium performance N
10166 3.4.5.5 Refine premiums as needed N
10152 3.4.6 Develop and manage promotional activities N
10167 3.4.6.1 Define promotional concepts N
10168 3.4.6.2 Plan and test promotional activities N
10169 3.4.6.3 Execute promotional activities N
10170 3.4.6.4 Evaluate promotional performance metrics N
10171 3.4.6.5 Refine promotional performance metrics N
10172 3.4.6.6 Incorporate learning into future/planned consumer promotions N
10153 3.4.7 Track customer management measures Y
10173 3.4.7.1 Determine customer loyalty/lifetime value N
10174 3.4.7.2 Analyze customer revenue trend N
10176 3.4.7.3 Analyze customer metrics N
10177 3.4.7.4 Revise customer strategies, objectives, and plans based on N
metrics
10105 3.5 Develop and manage sales plans Y
18632 3.5.1 Generate leads N
10188 3.5.1.1 Identify potential customers N
10189 3.5.1.2 Identify leads N
18633 3.5.2 Manage customers and accounts N

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 Hierarchy Metrics
PCF ID ID Name available?
13942 3.5.2.1 Identify priority customers N
11173 3.5.2.2 Develop sales/key account plan N
11174 3.5.2.3 Manage customer relationships N
14208 3.5.2.4 Manage customer master data N
17076 3.5.2.5 Administer premium payment profile N
17077 3.5.2.5.1 Set payment allocation N
17078 3.5.2.5.2 Manage responsible party N
17079 3.5.2.5.3 Assign billing attributes N
17080 3.5.2.5.4 Manage billing preferences N
10184 3.5.3 Manage customer sales Y
10190 3.5.3.1 Perform sales calls N
10191 3.5.3.2 Perform pre-sales activities N
10192 3.5.3.3 Close the sale N
10193 3.5.3.4 Record outcome of sales process N
18634 3.5.4 Generate quotes N
18635 3.5.4.1 Rate quotes N
18636 3.5.4.2 Provide quotes N
18637 3.5.4.3 Adjust quotes N
18638 3.5.4.4 Convert quotes to policies N
18639 3.5.5 Manage sales applications N
17399 3.5.5.1 Accept and validate applications N
10195 3.5.5.2 Collect and maintain customer account information N
17400 3.5.5.3 Gather required customer data and documents N
17401 3.5.5.4 Collate customer data for regulatory control requirements N
10197 3.5.5.5 Determine fulfillment process N
17403 3.5.5.6 Enter applications into system N
17404 3.5.5.7 Identify/perform cross-sell/up-sell activity N
17405 3.5.5.8 Track/manage existing product applications N
17406 3.5.5.9 Handle inquiries on pending applications N
10186 3.5.6 Manage sales force Y
10209 3.5.6.1 Determine sales resource allocation N
10210 3.5.6.2 Establish sales force incentive plan N
14179 3.5.6.3 Provide sales and product training N
18640 3.5.6.4 Establish sales force support process N
10187 3.5.7 Manage sales partners and alliances N
10211 3.5.7.1 Provide sales and product training to sales partners/alliances N
18641 3.5.7.2 Provide marketing materials to sales partners/alliances N
10212 3.5.7.3 Develop sales forecast by partner/alliance N
10213 3.5.7.4 Agree on partner and alliance compensation N
18642 3.5.7.5 Establish sales partner and alliances support process N
10214 3.5.7.6 Evaluate partner/alliance results N
14178 3.5.7.7 Optimize sales channels N
14209 3.5.7.8 Manage sales partner and alliance master data N
17408 3.5.8 Manage sales procedures N
17409 3.5.8.1 Establish sales compliance standards based on internal and N
external regulations
17410 3.5.8.2 Monitor compliance standards for sales procedures/guidelines N
to comply with standards

Copyright 2016 APQC 49 of 715

 Hierarchy Metrics
PCF ID ID Name available?
17411 3.5.8.3 Perform sales quality audit to check sales practices N

Copyright 2016 APQC 50 of 715

 Hierarchy Metrics
PCF ID ID Name available?
18643 4.0 Deliver Products and Services N
10215 4.1 Plan for and acquire necessary resources Y
17412 4.1.1 Develop capacity and availability management strategies N
10231 4.1.1.1 Define outsourcing policies N
10233 4.1.1.2 Define capacities N
10234 4.1.1.3 Define capacity and availability constraints N
10222 4.1.2 Manage demand for products and services N
10238 4.1.2.1 Manage product/service availability N
10239 4.1.2.2 Monitor demand against forecast and revise forecast N
10240 4.1.2.3 Evaluate and revise forecasting approach N
10241 4.1.2.4 Measure forecast accuracy N
17414 4.1.2.5 Prepare and review operations plan N
10216 4.2 Procure materials and services Y
10277 4.2.1 Develop sourcing strategies Y
10281 4.2.1.1 Develop procurement plan Y
10282 4.2.1.2 Clarify purchasing requirements N
10283 4.2.1.3 Develop inventory strategy N
10284 4.2.1.4 Represent needs to supply capabilities N
10285 4.2.1.5 Analyze spend profile N
10286 4.2.1.6 Seek opportunities to improve efficiency and value N
10287 4.2.1.7 Collaborate with suppliers to identify sourcing opportunities N
10265 4.2.1.8 Establish sourcing relationships N
10278 4.2.2 Select suppliers and develop/maintain contracts Y
10288 4.2.2.1 Select suppliers N
10289 4.2.2.2 Certify and validate suppliers N
10290 4.2.2.3 Negotiate and establish contracts N
10291 4.2.2.4 Manage contracts N
10279 4.2.3 Order materials and services Y
10292 4.2.3.1 Process/Review requisitions N
10293 4.2.3.2 Approve requisitions N
10294 4.2.3.3 Solicit/Track vendor quotes N
10295 4.2.3.4 Create/Distribute purchase orders N
10296 4.2.3.5 Expedite orders and satisfy inquiries N
10297 4.2.3.6 Record receipt of goods Y
10298 4.2.3.7 Research/Resolve exceptions N
10280 4.2.4 Manage suppliers Y
10299 4.2.4.1 Monitor/Manage supplier information N
10300 4.2.4.2 Prepare/Analyze procurement and vendor performance N
10301 4.2.4.3 Support inventory and production processes N
10302 4.2.4.4 Manage quality of product/service delivered N
18644 4.3 Deliver insurance services to customers N
18645 4.3.1 Manage and administer policies N
18646 4.3.1.1 Manage receipt and route of transactions N
18647 4.3.1.1.1 Process web-based transactions N
18648 4.3.1.1.2 Process electronic data interchange (EDI) transactions N
18649 4.3.1.1.3 Process paper transactions (mail room) N
18650 4.3.1.2 Underwrite New Business N
18651 4.3.1.2.1 Review policyholder portfolios N

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 Hierarchy Metrics
PCF ID ID Name available?
18652 4.3.1.2.2 Initiate underwriting and gather required data N
18653 4.3.1.2.3 Evaluate required data N
18654 4.3.1.2.4 Request missing information N
18655 4.3.1.2.5 Rate new policies N
18656 4.3.1.2.6 Issue premium N
18657 4.3.1.2.7 Evaluate reinsurance requirements N
18658 4.3.1.2.8 Authorise new policy N
18659 4.3.1.2.9 Inform customers N
18660 4.3.1.3 Process endorsements N
18661 4.3.1.3.1 Receive endorsement requests N
18662 4.3.1.3.2 Verify policyholder/policy information N
18663 4.3.1.3.3 Evaluate impact of endorsements on policy premiums N
18664 4.3.1.3.4 Generate quotes for endorsements N
18665 4.3.1.3.5 Receive customer acceptances N
18666 4.3.1.3.6 Issue additional premium notices N
18667 4.3.1.3.7 Authorise endorsements N
18668 4.3.1.3.8 Inform customers of endorsements N
18669 4.3.1.4 Cancel policies N
18670 4.3.1.4.1 Receive policy cancellation requests N
18671 4.3.1.4.2 Authenticate customer cancellation instructions N
18672 4.3.1.4.3 Evaluate impact of cancellation on policy premiums N
18673 4.3.1.4.4 Calculate premium refunds/collections due N
18674 4.3.1.4.5 Issue premium notifications N
18675 4.3.1.4.6 Approve cancellation endorsements on original policies N
18676 4.3.1.4.7 Inform customers and other stakeholders of policy N
cancellations
18677 4.3.1.5 Reinstate policies N
18678 4.3.1.5.1 Receive policy reinstatement requests N
18679 4.3.1.5.2 Evaluate impact on policy premium/conditions N
18680 4.3.1.5.3 Calculate additional premiums due N
18681 4.3.1.5.4 Obtain customer approvals for policy reinstatements N
18682 4.3.1.5.5 Issue premium adjustment notifications N
18683 4.3.1.5.6 Inform customers of policy reinstatements N
18684 4.3.1.6 Renew policies N
18685 4.3.1.6.1 Receive policy renewal requests N
18686 4.3.1.6.2 Generate renewal quotes/notices N
18687 4.3.1.6.3 Issue policy renewal notifications N
18688 4.3.1.6.4 Receive customer acceptances N
18689 4.3.1.6.5 Initiate renewal underwriting process N
18690 4.3.1.6.6 Rate renewed policies N
18691 4.3.1.6.7 Obtain reinsurance support N
18692 4.3.1.6.8 Issue premium adjustment notifications N
18693 4.3.1.6.9 Authorise policy renewals N
18694 4.3.1.6.10 Inform customers of policy renewals N
18695 4.3.1.7 Issue policies N
18696 4.3.1.7.1 Determine policy conditions N
18697 4.3.1.7.2 Determine policy schedule N
18698 4.3.1.7.3 Determine policy clauses N

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 Hierarchy Metrics
PCF ID ID Name available?
18699 4.3.1.7.4 Affix stamps N
18700 4.3.1.7.5 Authorise policies N
18701 4.3.1.7.6 Release policies N
18702 4.3.1.7.7 Issue policy documentation N
18703 4.3.2 Manage and administer claims N
18704 4.3.2.1 Facilitate claim reporting N
18705 4.3.2.1.1 Receive incident notifications and claims N
18706 4.3.2.1.2 Register new claims N
18707 4.3.2.1.3 Verify claimant details N
18708 4.3.2.1.4 Verify policy coverage details N
18709 4.3.2.2 Liase with claimants N
18710 4.3.2.2.1 Gather information on incidents/claims N
18711 4.3.2.2.2 Administer pre-authorisations N
18712 4.3.2.2.3 Arrange damage appraisals N
18713 4.3.2.3 Liase with sales partners/alliances N
18714 4.3.2.3.1 Notify sales partners/alliances N
18715 4.3.2.3.2 Recognize claims on sales partner/alliance agreement N
18716 4.3.2.3.3 Determine sales partner/alliance compensation N
18717 4.3.2.4 Investigate and evaluate claims N
18718 4.3.2.4.1 Assign adjusters N
18719 4.3.2.4.2 Investigate claims N
18720 4.3.2.4.3 Make claim judgements N
18721 4.3.2.4.4 Identify potential exposures to fraudulent activities N
18722 4.3.2.5 Negotiate and settle claims N
18723 4.3.2.5.1 Calculate benefits N
18724 4.3.2.5.2 Initiate benefit payments N
18725 4.3.2.5.3 Authorize repairs N
18726 4.3.2.6 Recover money paid out N
18727 4.3.2.6.1 Perform third party recoveries N
18728 4.3.2.6.2 Recover salvage amounts N
18729 4.3.2.6.3 Invole subrogation rights N
18730 4.3.2.7 Close claims N
18731 4.3.2.7.1 Update claims and claimant records N
18732 4.3.3 Manage policy and claim information records (documents, N
forms etc)
18733 4.3.3.1 Establish record retention policies N
18734 4.3.3.2 Define records management strategies N
18735 4.3.3.3 Handle and move documents N
10218 4.4 Deliver service to customers Y
10323 4.4.1 Ensure quality of service N
10334 4.4.1.1 Identify completed feedback submissions N
10335 4.4.1.2 Identify incomplete submissions and service failures Y
10336 4.4.1.3 Solicit customer feedback on services delivered N
10337 4.4.1.4 Process customer feedback on services delivered N

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 Hierarchy Metrics
PCF ID ID Name available?
18756 5.0 Manage Customer Service N
14017 5.1 Interface with customers N
14018 5.1.1 Manage channel integration N
14019 5.1.2 Manage channels N
14020 5.1.3 Perform data acquisition and storage N
14021 5.2 Manage customer information N
14022 5.2.1 Manage customer service infrastructure N
14023 5.2.2 Integrate customer information N
14024 5.2.3 Analyze customer information N
14025 5.2.4 Assess customers and gain insight N
10378 5.3 Develop customer care/customer service strategy Y
10381 5.3.1 Develop customer service segmentation/prioritization (e.g., N
tiers)
10384 5.3.1.1 Analyze existing customers N
10385 5.3.1.2 Analyze feedback of customers' needs N
10382 5.3.2 Define customer service policies and procedures N
10383 5.3.3 Establish service levels for customers Y
10379 5.4 Plan and manage customer service operations Y
14027 5.4.1 Manage customers' record N
10387 5.4.2 Plan and manage customer service work force Y
10390 5.4.2.1 Forecast volume of customer service contacts N
10391 5.4.2.2 Schedule customer service work force N
10392 5.4.2.3 Track work force utilization N
10393 5.4.2.4 Monitor and evaluate quality of customer interactions with N
customer service representatives
10388 5.4.3 Manage customer service requests/inquiries Y
10394 5.4.3.1 Receive customer requests/inquiries N
17457 5.4.3.2 Generate customer service request N
10395 5.4.3.3 Route customer requests/inquiries N
10396 5.4.3.4 Respond to customer requests/inquiries N
14041 5.4.3.5 Perform customer-based operations N
10389 5.4.4 Manage customer complaints N
14043 5.4.4.1 Manage customer service complaints N
10397 5.4.4.2 Receive customer complaints N
10398 5.4.4.3 Route customer complaints N
10399 5.4.4.4 Resolve customer complaints N
10400 5.4.4.5 Respond to customer complaints N
17235 5.4.5 Manage customer appeals and grievances N
17236 5.4.5.1 Receive appeals and grievances N
17237 5.4.5.2 Investigate appeals and grievances N
17238 5.4.5.3 Communicate with appellants N
17239 5.4.5.4 Conduct customer service grievances process N
10380 5.5 Measure and evaluate customer service operations Y
10401 5.5.1 Measure customer satisfaction with customer requests/inquiries N
handling
10404 5.5.1.1 Gather and solicit post-sale customer feedback on products N
and services
10405 5.5.1.2 Solicit post-sale customer feedback on ad effectiveness N

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 Hierarchy Metrics
PCF ID ID Name available?
10406 5.5.1.3 Analyze product and service satisfaction data and identify N
improvement opportunities
10407 5.5.1.4 Provide customer feedback to product management on N
products and services
10402 5.5.2 Measure customer satisfaction with customer-complaint N
handling and resolution
11236 5.5.2.1 Solicit customer feedback on complaint handling and N
resolution
11237 5.5.2.2 Analyze customer complaint data and identify improvement N
opportunities
10403 5.5.3 Measure customer satisfaction with products and services Y
11238 5.5.3.1 Gather and solicit post-sale customer feedback on products N
and services
11239 5.5.3.2 Solicit post-sale customer feedback on ad effectiveness N
11240 5.5.3.3 Analyze product and service satisfaction data and identify N
improvement opportunities
11241 5.5.3.4 Provide customer feedback to product management on N
products and services

Copyright 2016 APQC 55 of 715

 Hierarchy Metrics
PCF ID ID Name available?
10007 6.0 Develop and Manage Human Capital Y
17043 6.1 Develop and manage human resources (HR) planning, policies, N
and strategies
17044 6.1.1 Develop human resources strategy N
10418 6.1.1.1 Identify strategic HR needs N
10419 6.1.1.2 Define HR and business function roles and accountability N
10420 6.1.1.3 Determine HR costs N
10421 6.1.1.4 Establish HR measures N
10422 6.1.1.5 Communicate HR strategies N
10432 6.1.1.6 Develop strategy for HR systems/technologies/tools N
17045 6.1.2 Develop and implement workforce strategy and policies N
10423 6.1.2.1 Gather skill requirements according to corporate strategy and N
market environment
10424 6.1.2.2 Plan employee resourcing requirements per unit/organization N
10425 6.1.2.3 Develop compensation plan N
10426 6.1.2.4 Develop succession plan N
10427 6.1.2.5 Develop employee diversity plan N
10428 6.1.2.6 Develop other HR programs N
10429 6.1.2.7 Develop HR policies N
10430 6.1.2.8 Administer HR policies N
10431 6.1.2.9 Plan employee benefits N
10433 6.1.2.10 Develop work force strategy models N
10417 6.1.3 Monitor and update strategy, plans, and policies N
10434 6.1.3.1 Measure realization of objectives N
10435 6.1.3.2 Measure contribution to business strategy N
10436 6.1.3.3 Communicate plans and provide updates to stakeholders N
10438 6.1.3.4 Review and revise HR plans N
17046 6.1.4 Develop competency mangement models N
10410 6.2 Recruit, source, and select employees Y
10439 6.2.1 Manage employee requisitions N
10445 6.2.1.1 Align staffing plan to work force plan and business unit N
strategies/resource needs
10446 6.2.1.2 Develop and open job requisitions N
10447 6.2.1.3 Develop job descriptions N
10448 6.2.1.4 Post requisition N
10449 6.2.1.5 Manage internal/external job posting Web sites N
10450 6.2.1.6 Modify requisitions N
10451 6.2.1.7 Notify hiring manager N
10452 6.2.1.8 Manage requisition dates N
10440 6.2.2 Recruit/Source candidates N
10453 6.2.2.1 Determine recruitment methods and channels N
10454 6.2.2.2 Perform recruiting activities/events N
10455 6.2.2.3 Manage recruitment vendors N
17047 6.2.2.4 Manage employee referral programs N
17048 6.2.2.5 Manage recruitment channels N
17049 6.2.3 Screen and select candidates N
10456 6.2.3.1 Identify and deploy candidate selection tools N
10457 6.2.3.2 Interview candidates N

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 Hierarchy Metrics
PCF ID ID Name available?
10458 6.2.3.3 Test candidates N
10459 6.2.3.4 Select and reject candidates N
10460 6.2.3.5 Obtain candidate background information N
10443 6.2.4 Manage new hire/re-hire Y
10463 6.2.4.1 Draw up and make offer N
10464 6.2.4.2 Negotiate offer N
10465 6.2.4.3 Hire candidate N
10444 6.2.5 Manage applicant information N
10466 6.2.5.1 Create applicant record N
10467 6.2.5.2 Manage/track applicant data N
10468 6.2.5.3 Archive and retain records of non-hires N
10411 6.3 Develop and counsel employees Y
10469 6.3.1 Manage employee orientation and deployment Y
10474 6.3.1.1 Create/maintain employee on-boarding program N
11243 6.3.1.2 Evaluate the effectiveness of employee on-boarding program N
17050 6.3.1.3 Execute onboarding program N
10470 6.3.2 Manage employee performance Y
10479 6.3.2.1 Define performance objectives N
10480 6.3.2.2 Review, appraise, and manage employee performance N
10481 6.3.2.3 Evaluate and review performance program N
10472 6.3.3 Manage employee development Y
10487 6.3.3.1 Define employee development guidelines N
10488 6.3.3.2 Develop employee career plans N
17051 6.3.3.3 Manage employee skills development N
10473 6.3.4 Develop and train employees Y
10490 6.3.4.1 Align employee and organization development needs N
10491 6.3.4.2 Align learning programs with competencies N
10492 6.3.4.3 Establish training needs by analysis of required and available N
skills
10493 6.3.4.4 Develop, conduct, and manage employee and/or management Y
training programs
17052 6.4 Manage employee relations N
10483 6.4.1 Manage labor relations N
10484 6.4.2 Manage collective bargaining process N
10485 6.4.3 Manage labor management partnerships N
10531 6.4.4 Manage employee grievances Y
10412 6.5 Reward and retain employees Y
17053 6.5.1 Develop and manage reward, recognition, and motivation N
programs
10498 6.5.1.1 Develop salary/compensation structure and plan N
10499 6.5.1.2 Develop benefits and reward plan N
10500 6.5.1.3 Perform competitive analysis of benefit and rewards N
10501 6.5.1.4 Identify compensation requirements based on financial, N
benefits, and HR policies
10502 6.5.1.5 Administer compensation and rewards to employees N
10503 6.5.1.6 Reward and motivate employees N
10508 6.5.1.7 Deliver programs to support work/life balance for employees N
10495 6.5.2 Manage and administer benefits N

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 Hierarchy Metrics
PCF ID ID Name available?
105046.5.2.1 Deliver employee benefits program N
105056.5.2.2 Administer benefit enrollment N
105066.5.2.3 Process claims N
105076.5.2.4 Perform benefit reconciliation N
170546.5.3 Manage employee assistance and retention N
104976.5.4 Administer payroll Y
104136.6 Redeploy and retire employees Y
105126.6.1 Manage promotion and demotion process N
105136.6.2 Manage separation Y
105146.6.3 Manage retirement N
105156.6.4 Manage leave of absence N
105166.6.5 Develop and implement employee outplacement N
105176.6.6 Manage deployment of personnel N
170556.6.7 Relocate employees, and manage assignments N
105206.6.7.1 Manage expatriates N
170566.7 Manage employee information and analytics N
105226.7.1 Manage reporting processes N
105236.7.2 Manage employee inquiry process Y
105246.7.3 Manage and maintain employee data N
105256.7.4 Manage human resource information systems (HRIS) N
105266.7.5 Develop and manage employee metrics N
105276.7.6 Develop and manage time and attendance systems N
105106.7.7 Review retention and motivation indicators N
105306.7.8 Manage/collect employee suggestions and perform employee N
research
17057 6.8 Manage employee communication N
10529 6.8.1 Develop employee communication plan N
10532 6.8.2 Deliver employee communications N

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 Hierarchy Metrics
PCF ID ID Name available?
10008 7.0 Manage Information Technology Y
10563 7.1 Manage the business of information technology Y
10570 7.1.1 Develop the enterprise IT strategy Y
10603 7.1.1.1 Build strategic intelligence N
10604 7.1.1.2 Identify long-term IT needs of the enterprise in collaboration N
with stakeholders
10605 7.1.1.3 Define strategic standards, guidelines, and principles N
10606 7.1.1.4 Define and establish IT architecture and development N
standards
10607 7.1.1.5 Define strategic vendors for IT components N
10608 7.1.1.6 Establish IT governance organization and processes N
10609 7.1.1.7 Build strategic plan to support business objectives N
10571 7.1.2 Define the enterprise architecture N
10611 7.1.2.1 Establish the enterprise architecture definition N
10612 7.1.2.2 Confirm enterprise architecture maintenance approach N
10613 7.1.2.3 Maintain the relevance of the enterprise architecture N
10614 7.1.2.4 Act as clearinghouse for IT research and innovation N
10615 7.1.2.5 Govern the enterprise architecture N
10572 7.1.3 Manage the IT portfolio N
10616 7.1.3.1 Establish the IT portfolio N
10617 7.1.3.2 Analyze and evaluate the value of the IT portfolio for the N
enterprise
10618 7.1.3.3 Provision resources in accordance with strategic priorities N
10573 7.1.4 Perform IT research and innovation N
10620 7.1.4.1 Research technologies to innovate IT services and solutions N
10621 7.1.4.2 Transition viable technologies for IT services and solutions N
development
10575 7.1.5 Evaluate and communicate IT business value and performance Y
10625 7.1.5.1 Establish and monitor key performance indicators N
10626 7.1.5.2 Evaluate IT plan performance N
10627 7.1.5.3 Communicate IT value N
10564 7.2 Develop and manage IT customer relationships Y
10578 7.2.1 Develop IT services and solutions strategy Y
11244 7.2.1.1 Research IT services and solutions to address business and N
user requirements
11245 7.2.1.2 Translate business and user requirements into IT services and N
solutions requirements
11246 7.2.1.3 Formulate IT services and solutions strategic initiatives N
11247 7.2.1.4 Coordinate strategies with internal stakeholders to ensure N
alignment
11248 7.2.1.5 Evaluate and select IT services and solutions strategic N
initiatives
10579 7.2.2 Develop and manage IT service levels N
10640 7.2.2.1 Create and maintain the IT services and solutions catalog N
10641 7.2.2.2 Establish and maintain business and IT service -evel N
agreements
10642 7.2.2.3 Evaluate and report service-level attainment results N

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 Hierarchy Metrics
PCF ID ID Name available?
10643 7.2.2.4 Communicate business and IT service-level improvement N
opportunities
10580 7.2.3 Perform demand-side management (DSM) for IT services N
10644 7.2.3.1 Analyze IT services and solutions consumption and usage N
10645 7.2.3.2 Develop and implement incentive programs that improve N
consumption efficiency
10646 7.2.3.3 Develop volume/unit forecast for IT services and solutions N
10581 7.2.4 Manage IT customer satisfaction Y
10647 7.2.4.1 Capture and analyze customer satisfaction N
10648 7.2.4.2 Assess and communicate customer satisfaction patterns N
10649 7.2.4.3 Initiate improvements based on customer satisfaction patterns N
10582 7.2.5 Market IT services and solutions N
10650 7.2.5.1 Develop IT services and solutions marketing strategy N
10651 7.2.5.2 Develop and manage IT customer strategy N
10652 7.2.5.3 Manage IT services and solutions advertising and promotional N
campaigns
10653 7.2.5.4 Process and track IT services and solutions orders N
11220 7.3 Develop and implement security, privacy, and data protection Y
controls
11230 7.3.1 Establish information security, privacy, and data protection N
strategies and levels
11231 7.3.2 Test, evaluate, and implement information security and privacy N
and data protection controls
10565 7.4 Manage enterprise information Y
10583 7.4.1 Develop information and content management strategies Y
10654 7.4.1.1 Understand information and content management needs and N
the role of IT services for executing the business strategy
10655 7.4.1.2 Assess the information and content management implications N
of new technologies
10656 7.4.1.3 Identify and prioritize information and content management N
actions
10584 7.4.2 Define the enterprise information architecture Y
10657 7.4.2.1 Define information elements, composite structure, logical N
relationships and constraints, taxonomy, and derivation rules
10658 7.4.2.2 Define information access requirements N
10659 7.4.2.3 Establish data custodianship N
10660 7.4.2.4 Manage changes to content data architecture requirements N
10585 7.4.3 Manage information resources Y
10661 7.4.3.1 Define the enterprise information/data policies and standards N
10662 7.4.3.2 Develop and implement data and content administration N
10586 7.4.4 Perform enterprise data and content management Y
10663 7.4.4.1 Define sources and destinations of content data N
10664 7.4.4.2 Manage technical interfaces to users of content N
10665 7.4.4.3 Manage retention, revision, and retirement of enterprise N
information
14056 7.4.4.4 Manage documents N
10566 7.5 Develop and maintain information technology solutions Y

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 Hierarchy Metrics
PCF ID ID Name available?
10587 7.5.1 Develop the IT development strategy Y
10666 7.5.1.1 Establish sourcing strategy for IT development N
10667 7.5.1.2 Define development processes, methodologies, and tools N
standards
10668 7.5.1.3 Select development methodologies and tools N
10588 7.5.2 Perform IT services and solutions life cycle planning N
10669 7.5.2.1 Plan development of new requirements N
10670 7.5.2.2 Plan development of feature and functionality enhancement N
10671 7.5.2.3 Develop life cycle plan for IT services and solutions N
10589 7.5.3 Develop and maintain IT services and solutions architecture N
10672 7.5.3.1 Create IT services and solutions architecture N
10673 7.5.3.2 Revise IT services and solutions architecture N
10674 7.5.3.3 Retire IT services and solutions architecture N
10590 7.5.4 Create IT services and solutions Y
10675 7.5.4.1 Understand confirmed requirements N
10676 7.5.4.2 Design IT services and solutions N
10677 7.5.4.3 Acquire/Develop IT service/solution components N
10678 7.5.4.4 Train services and solutions resources N
10679 7.5.4.5 Test IT services/solutions N
10680 7.5.4.6 Confirm customer acceptance N
10591 7.5.5 Maintain IT services and solutions Y
10681 7.5.5.1 Understand upkeep/enhance requirements and defect analysis N
10682 7.5.5.2 Design change to existing IT service/solution N
10683 7.5.5.3 Acquire/develop changed IT service/solution component N
10684 7.5.5.4 Test IT service/solution change N
10685 7.5.5.5 Retire solutions and services N
10567 7.6 Deploy information technology solutions Y
10592 7.6.1 Develop the IT deployment strategy Y
10686 7.6.1.1 Establish IT services and solutions change policies N
10687 7.6.1.2 Define deployment process, procedures, and tools standards N
10688 7.6.1.3 Select deployment methodologies and tools N
10593 7.6.2 Plan and implement changes N
10689 7.6.2.1 Plan change deployment N
10690 7.6.2.2 Communicate changes to stakeholders N
10691 7.6.2.3 Administer change schedule N
10692 7.6.2.4 Train impacted users N
10693 7.6.2.5 Distribute and install change N
10694 7.6.2.6 Verify change N
10594 7.6.3 Plan and manage releases N
10695 7.6.3.1 Understand and coordinate release design and acceptance N
10696 7.6.3.2 Plan release rollout N
10697 7.6.3.3 Distribute and install release N
10698 7.6.3.4 Verify release N
10568 7.7 Deliver and support information technology services Y
10595 7.7.1 Develop IT services and solution delivery strategy N
10699 7.7.1.1 Establish sourcing strategy for IT delivery N
10700 7.7.1.2 Define delivery processes, procedures, and tools standards N
10701 7.7.1.3 Select delivery methodologies and tools N

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 Hierarchy Metrics
PCF ID ID Name available?
10596 7.7.2 Develop IT support strategy N
10702 7.7.2.1 Establish sourcing strategy for IT support N
10703 7.7.2.2 Define IT support services N
10597 7.7.3 Manage IT infrastructure resources N
10704 7.7.3.1 Manage IT inventory and assets N
10705 7.7.3.2 Manage IT resource capacity N
10598 7.7.4 Manage IT infrastructure operations N
10706 7.7.4.1 Deliver IT services and solutions N
10707 7.7.4.2 Perform IT operations support services N
10599 7.7.5 Support IT services and solutions Y
10708 7.7.5.1 Manage availability N
10709 7.7.5.2 Manage facilities N
10710 7.7.5.3 Manage backup/recovery N
10711 7.7.5.4 Manage performance and capacity N
10712 7.7.5.5 Manage incidents N
10713 7.7.5.6 Manage problems N
10714 7.7.5.7 Manage inquiries N

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 Hierarchy Metrics
PCF ID ID Name available?
18736 8.0 Manage Financial Resources N
10728 8.1 Perform planning and management accounting Y
10738 8.1.1 Perform planning/budgeting/forecasting Y
10771 8.1.1.1 Develop and maintain budget policies and procedures N
10772 8.1.1.2 Prepare periodic budgets and plans N
10773 8.1.1.3 Prepare periodic financial forecasts N
10739 8.1.2 Perform cost accounting and control Y
10774 8.1.2.1 Perform inventory accounting N
14057 8.1.2.2 Perform profit center accounting N
10775 8.1.2.3 Perform cost of sales analysis N
10776 8.1.2.4 Perform product costing N
10777 8.1.2.5 Perform variance analysis N
11175 8.1.2.6 Report on profitability N
10740 8.1.3 Perform cost management N
10778 8.1.3.1 Determine key cost drivers N
10779 8.1.3.2 Measure cost drivers N
10780 8.1.3.3 Determine critical activities N
10781 8.1.3.4 Manage asset resource deployment and utilization N
10741 8.1.4 Evaluate and manage financial performance Y
10782 8.1.4.1 Assess customer and product profitability N
14186 8.1.4.2 Report on financial profitability N
10783 8.1.4.3 Evaluate new products N
10784 8.1.4.4 Perform life cycle costing N
10785 8.1.4.5 Optimize customer and product mix N
10786 8.1.4.6 Track performance of new customer and product strategies N
10787 8.1.4.7 Prepare activity-based performance measures N
10788 8.1.4.8 Manage continuous cost improvement N
10729 8.2 Perform revenue accounting Y
10742 8.2.1 Process customer credit Y
14187 8.2.1.1 Analyze credit scoring history N
14188 8.2.1.2 Forecast credit scoring requirement N
10791 8.2.1.3 Review existing accounts Y
10792 8.2.1.4 Produce credit/collection reports Y
10793 8.2.1.5 Reinstate or suspend accounts based on credit policies N
10743 8.2.2 Invoice customer Y
10794 8.2.2.1 Maintain customer/product master files Y
10795 8.2.2.2 Generate customer billing data Y
10796 8.2.2.3 Transmit billing data to customers Y
10797 8.2.2.4 Post receivable entries Y
10798 8.2.2.5 Resolve customer billing inquiries Y
10744 8.2.3 Process accounts receivable (AR) Y
10799 8.2.3.1 Establish AR policies N
10800 8.2.3.2 Receive/Deposit customer payments N
10801 8.2.3.3 Apply cash remittances N
10802 8.2.3.4 Prepare AR reports N
10803 8.2.3.5 Post AR activity to the general ledger N
10745 8.2.4 Manage and process collections Y
10804 8.2.4.1 Establish policies for delinquent accounts N

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 Hierarchy Metrics
PCF ID ID Name available?
10805 8.2.4.2 Analyze delinquent account balances N
10806 8.2.4.3 Correspond/Negotiate with delinquent accounts N
10807 8.2.4.4 Discuss account resolution with internal parties N
10808 8.2.4.5 Process adjustments/write-off balances N
14007 8.2.4.6 Perform recovery N
14008 8.2.4.7 Manage default N
10746 8.2.5 Manage and process adjustments/deductions Y
10809 8.2.5.1 Establish policies/procedures for adjustments N
10810 8.2.5.2 Analyze adjustments N
10811 8.2.5.3 Correspond/Negotiate with customer N
10812 8.2.5.4 Discuss resolution with internal parties N
10813 8.2.5.5 Prepare chargeback invoices N
10814 8.2.5.6 Process related entries N
10730 8.3 Perform general accounting and reporting Y
10747 8.3.1 Manage policies and procedures Y
10815 8.3.1.1 Negotiate service-level agreements N
10816 8.3.1.2 Establish accounting policies N
10817 8.3.1.3 Set and enforce approval limits N
10818 8.3.1.4 Establish common financial systems N
10748 8.3.2 Perform general accounting Y
10819 8.3.2.1 Maintain chart of accounts N
10820 8.3.2.2 Process journal entries N
10821 8.3.2.3 Process allocations N
10823 8.3.2.4 Post and reconcile intercompany transactions N
14058 8.3.2.5 Perform contract accounting - corporate function N
14059 8.3.2.6 Perform bank accounting - corporate function N
14060 8.3.2.7 Account for financial instruments: sub-ledger N
14061 8.3.3 Perform closing of general ledger N
14062 8.3.3.1 Close sub-ledgers and post to general ledger N
14063 8.3.3.2 Process period end adjustments (e.g., accruals, currency N
conversions)
14065 8.3.3.3 Reconcile general ledger accounts N
14066 8.3.3.4 Perform consolidations and process eliminations N
14067 8.3.3.5 Prepare trial balance N
14068 8.3.3.6 Prepare and post management adjustments N
10749 8.3.4 Perform fixed asset accounting Y
10828 8.3.4.1 Establish fixed asset policies and procedures N
10829 8.3.4.2 Maintain fixed asset master data files N
10830 8.3.4.3 Process and record fixed asset additions and retires N
10831 8.3.4.4 Process and record fixed asset adjustments, enhancements, N
revaluations, and transfers
10833 8.3.4.5 Calculate and record depreciation expense N
10832 8.3.4.6 Process and record fixed asset maintenance and repair N
expenses
10834 8.3.4.7 Reconcile fixed asset ledger N
10835 8.3.4.8 Track fixed assets including physical inventory N
10836 8.3.4.9 Provide fixed asset data to support tax, statutory, and N
regulatory reporting

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PCF ID ID Name available?
14069 8.3.5 Manage enterprise financial assets N
14070 8.3.5.1 Plan and design investment N
14071 8.3.5.2 Procure and construct financial assets N
14072 8.3.5.3 Perform decommission and disposal N
14073 8.3.5.4 Perform asset analytics and performance optimization N
10750 8.3.6 Perform financial reporting Y
10837 8.3.6.1 Prepare business unit financial statements N
10838 8.3.6.2 Prepare consolidated financial statements N
10839 8.3.6.3 Perform business unit reporting/review management reports N
10840 8.3.6.4 Perform consolidated reporting/review of cost management N
reports
10841 8.3.6.5 Prepare statements for board review N
10842 8.3.6.6 Produce quarterly/annual filings and shareholder reports N
10843 8.3.6.7 Produce regulatory reports N
14074 8.3.6.8 Perform legal and management consolidation N
10731 8.4 Manage fixed asset project accounting Y
10751 8.4.1 Perform capital planning and project approval Y
10844 8.4.1.1 Develop capital investment policies and procedures N
10845 8.4.1.2 Develop and approve capital expenditure plans and budgets N
10846 8.4.1.3 Review and approve capital projects and fixed asset N
acquisitions
10847 8.4.1.4 Conduct financial justification for project approval N
10752 8.4.2 Perform capital project accounting Y
10848 8.4.2.1 Create project account codes N
10849 8.4.2.2 Record project-related transactions N
10850 8.4.2.3 Monitor and track capital projects and budget spending N
10851 8.4.2.4 Close/capitalize projects N
10852 8.4.2.5 Measure financial returns on completed capital projects N
10732 8.5 Process payroll Y
10753 8.5.1 Report time Y
10853 8.5.1.1 Establish policies and procedures N
10854 8.5.1.2 Collect and record employee time worked N
10855 8.5.1.3 Analyze and report paid and unpaid leave N
10856 8.5.1.4 Monitor regular, overtime, and other hours N
10857 8.5.1.5 Analyze and report employee utilization N
10754 8.5.2 Manage pay Y
10858 8.5.2.1 Enter employee time worked into payroll system N
10859 8.5.2.2 Maintain and administer employee earnings information N
10860 8.5.2.3 Maintain and administer applicable deductions N
10861 8.5.2.4 Monitor changes in tax status of employees N
10862 8.5.2.5 Process and distribute payments N
10863 8.5.2.6 Process and distribute manual checks N
10864 8.5.2.7 Process period end adjustments N
10865 8.5.2.8 Respond to employee payroll inquiries N
10755 8.5.3 Process payroll taxes Y
14075 8.5.3.1 Develop tax plan N
14076 8.5.3.2 Manage tax plan N
10866 8.5.3.3 Calculate and pay applicable payroll taxes N

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PCF ID ID Name available?
10867 8.5.3.4 Produce and distribute employee annual tax statements N
10868 8.5.3.5 File regulatory payroll tax forms N
10733 8.6 Process accounts payable and expense reimbursements Y
10756 8.6.1 Process accounts payable (AP) Y
10869 8.6.1.1 Verify AP pay file with PO vendor master file N
10870 8.6.1.2 Maintain/manage electronic commerce N
10871 8.6.1.3 Audit invoices and key data in AP system N
10872 8.6.1.4 Approve payments N
10873 8.6.1.5 Process financial accruals and reversals N
10874 8.6.1.6 Process taxes N
10875 8.6.1.7 Research/resolve exceptions N
10876 8.6.1.8 Process payments Y
10877 8.6.1.9 Respond to AP inquiries N
10878 8.6.1.10 Retain records N
10879 8.6.1.11 Adjust accounting records N
10757 8.6.2 Process expense reimbursements Y
10880 8.6.2.1 Establish and communicate expense reimbursement policies N
and approval limits
10881 8.6.2.2 Capture and report relevant tax data N
10882 8.6.2.3 Approve reimbursements and advances N
10883 8.6.2.4 Process reimbursements and advances N
10884 8.6.2.5 Manage personal accounts N
17294 8.7 Perform liability and insurance reserve valuations N
18737 8.7.1 Reconcile claim cash flows N
17296 8.7.1.1 Compile check register entries N
17297 8.7.1.2 Compare check register to cash flow invoices N
17298 8.7.1.3 Reconcile differences N
17300 8.7.1.4 Process prior period inter-company subrogation-related N
adjustments
17301 8.7.1.5 Allocate other top side adjustments N
17302 8.7.2 Apply valuation standards N
17303 8.7.2.1 Compile claim data into required format N
17304 8.7.2.2 Validate data form and content N
17305 8.7.2.3 Apply business conditions, operating environment and other N
assumptions
17306 8.7.2.4 Perform calculations per actuarial and regulatory standards N
17307 8.7.2.5 Reconcile and validate results for changes in business and/or N
operating environment
17308 8.7.2.6 Review results of analysis with management N
17309 8.7.2.7 Process ledger entries to line of business and legal entity N
17310 8.7.2.8 Issue actuarial opinion by qualified actuary N
17311 8.7.3 Manage reserving controls, policies and procedures N
17312 8.7.3.1 Establish scope and governance of reserve setting function N
17313 8.7.3.2 Establish and publish security and controls guidelines N
17314 8.7.3.3 Document reserve setting protocols and responsibilities N
17315 8.7.3.4 Monitor reserve setting and claim reconciliation procedures N
17316 8.7.3.5 Audit reserve setting procedures N

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PCF ID ID Name available?
17317 8.7.3.6 Revise and update reserve and liability determination N
procedures for regulatory or controls related items
17318 8.7.3.7 Develop and confirm internal controls N
17319 8.7.3.8 Define system security requirements and permissions N
18738 8.8 Manage treasury operations N
10758 8.8.1 Manage treasury policies and procedures N
10885 8.8.1.1 Establish scope and governance of treasury operations N
10886 8.8.1.2 Establish and publish treasury policies N
10887 8.8.1.3 Develop treasury procedures N
10888 8.8.1.4 Monitor treasury procedures N
10889 8.8.1.5 Audit treasury procedures N
10890 8.8.1.6 Revise treasury procedures N
10891 8.8.1.7 Develop and confirm internal controls for treasury N
10892 8.8.1.8 Define system security requirements N
10759 8.8.2 Manage cash Y
10893 8.8.2.1 Manage and reconcile cash positions N
10894 8.8.2.2 Manage cash equivalents N
10895 8.8.2.3 Process and oversee electronic fund transfers (EFTs) N
10896 8.8.2.4 Develop cash flow forecasts N
10897 8.8.2.5 Manage cash flows N
10898 8.8.2.6 Produce cash management accounting transactions and reports N

10899 8.8.2.7 Manage and oversee banking relationships N

10900 8.8.2.8 Analyze, negotiate, resolve, and confirm bank fees N
14078 8.8.2.9 Analyze/Approve new account applications for customer N
credit
10760 8.8.3 Manage in-house bank accounts N
10901 8.8.3.1 Manage in-house bank accounts for subsidiaries N
10902 8.8.3.2 Manage and facilitate inter-company borrowing transactions N
10903 8.8.3.3 Manage centralized outgoing payments on behalf of N
subsidiaries
10904 8.8.3.4 Manage central incoming payments on behalf of subsidiaries N
10905 8.8.3.5 Manage internal payments and netting transactions N
10906 8.8.3.6 Calculate interest and fees for in-house bank accounts N
10907 8.8.3.7 Provide account statements for in-house bank accounts N
10761 8.8.4 Manage debt and investment N
14079 8.8.4.1 Establish investment policy N
18739 8.8.4.1.1 Research investments N
18740 8.8.4.1.2 Analyse and evaluate debt and investment portfolio N
performance
10911 8.8.4.2 Process and oversee debt and investment transactions N
10912 8.8.4.3 Process and oversee foreign currency transactions N
10913 8.8.4.4 Produce debt and investment accounting transaction reports N
14210 8.8.4.5 Process and oversee interest rate transactions N
11208 8.8.5 Monitor and execute risk and hedging transactions Y
14080 8.8.5.1 Review product portfolio N
14081 8.8.5.2 Review counterparty credit limit N
14084 8.8.5.3 Analyze capital adequacy history N

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PCF ID ID Name available?
14085 8.8.5.4 Forecast capital adequacy policy N
11212 8.8.5.5 Develop and execute hedging transactions N
11213 8.8.5.6 Evaluate and refine hedging positions N
11214 8.8.5.7 Produce hedge accounting transactions and reports N
11215 8.8.5.8 Monitor credit N
17346 8.8.6 Conduct actuarial services N
17347 8.8.6.1 Develop trends analysis N
17348 8.8.6.1.1 Develop cost and trend projections N
17349 8.8.6.2 Conduct actuarial informatics/reporting N
17350 8.8.6.3 Manage experience rating N
17351 8.8.6.3.1 Perform pre-sale underwriting reviews N
17352 8.8.6.3.2 Review claims experiences N
17353 8.8.6.3.3 Determine premiums N
18741 8.8.6.4 Perform pool/block rating management N
17356 8.8.6.4.1 Develop rating methodology N
17357 8.8.6.4.2 Publish pool/block rates N
17358 8.8.6.4.3 Manage rating tools N
17359 8.8.6.5 Conduct pool/block underwriting N
17360 8.8.6.5.1 Review experience and history N
17361 8.8.6.5.2 Determine pool/block premium N
17362 8.8.6.6 Provide underwriting support N
10736 8.9 Manage taxes Y
10765 8.9.1 Develop tax strategy and plan N
10927 8.9.1.1 Develop foreign, national, state, and local tax strategy N
10928 8.9.1.2 Consolidate and optimize total tax plan N
10929 8.9.1.3 Maintain tax master data N
10766 8.9.2 Process taxes N
10930 8.9.2.1 Perform tax planning/strategy N
10931 8.9.2.2 Prepare returns N
10932 8.9.2.3 Prepare foreign taxes N
10933 8.9.2.4 Calculate deferred taxes N
10934 8.9.2.5 Account for taxes N
10935 8.9.2.6 Monitor tax compliance N
10936 8.9.2.7 Address tax inquiries N
10737 8.10 Manage international funds/consolidation N
10767 8.10.1 Monitor international rates N
10768 8.10.2 Manage transactions N
10769 8.10.3 Monitor currency exposure/hedge currency N
10770 8.10.4 Report results N
14089 8.11 Perform global trade services N
14090 8.11.1 Screen sanctioned party list N
14091 8.11.2 Control exports and imports N
14092 8.11.3 Classify products N
14093 8.11.4 Calculate duty N
14094 8.11.5 Communicate with customs N
14095 8.11.6 Document trade N
14096 8.11.7 Process trade preferences N
14097 8.11.8 Handle restitution N

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PCF ID ID Name available?
14098 8.11.9 Prepare letter of credit N
10735 8.12 Manage internal controls Y
10762 8.12.1 Establish internal controls, policies, and procedures Y
10914 8.12.1.1 Establish board of directors and audit committee N
10915 8.12.1.2 Define and communicate code of ethics N
10916 8.12.1.3 Assign roles and responsibility for internal controls N
11250 8.12.1.4 Define business process objectives and risks N
11251 8.12.1.5 Define entity/unit risk tolerances N
10763 8.12.2 Operate controls and monitor compliance with internal controls Y
policies and procedures
10917 8.12.2.1 Design and implement control activities N
10918 8.12.2.2 Monitor control effectiveness N
10919 8.12.2.3 Remediate control deficiencies N
10920 8.12.2.4 Create compliance function N
10921 8.12.2.5 Operate compliance function N
10922 8.12.2.6 Implement and maintain controls-related enabling N
technologies and tools
10764 8.12.3 Report on internal controls compliance Y
10923 8.12.3.1 Report to external auditors N
10924 8.12.3.2 Report to regulators, share/debt-holders, securities exchanges, N
etc.
10925 8.12.3.3 Report to third parties (e.g., business partners) N
10926 8.12.3.4 Report to internal management N

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 Hierarchy Metrics
PCF ID ID Name available?
10010 9.0 Acquire, Construct, and Manage Assets Y
10937 9.1 Design and construct/acquire nonproductive assets N
10941 9.1.1 Develop property strategy and long-term vision N
10955 9.1.1.1 Confirm alignment of property requirements with business N
strategy
10956 9.1.1.2 Assess the external environment N
10957 9.1.1.3 Determine build or buy decision N
10942 9.1.2 Develop, construct, and modify sites N
10943 9.1.3 Plan facility N
10958 9.1.3.1 Design facility N
10959 9.1.3.2 Analyze budget N
10960 9.1.3.3 Select property N
10961 9.1.3.4 Negotiate terms for facility N
10962 9.1.3.5 Manage construction or modification to building N
10944 9.1.4 Provide workspace and assets N
10963 9.1.4.1 Acquire workspace and assets N
10964 9.1.4.2 Change fit/form/function of workspace and assets N
10938 9.2 Plan maintenance work Y
16472 9.2.1 Perform routine maintenance N
16473 9.2.2 Perform corrective maintenance N
16474 9.2.3 Overhaul equipment N
10949 9.2.4 Manage facilities operations N
10965 9.2.4.1 Relocate people N
10966 9.2.4.2 Relocate material and tools N
10939 9.3 Obtain and install assets, equipment, and tools N
10950 9.3.1 Develop ongoing maintenance policies for production assets N
10967 9.3.1.1 Analyze assets and predict maintenance requirements N
10968 9.3.1.2 Develop approach to integrate preventive maintenance into N
production schedule
10951 9.3.2 Obtain and install equipment N
10970 9.3.2.1 Procure equipment N
10971 9.3.2.2 Install and commission equipment N
10940 9.4 Dispose of productive and nonproductive assets N
10952 9.4.1 Develop exit strategy N
10953 9.4.2 Perform sale or trade N
10954 9.4.3 Perform abandonment N

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 Hierarchy Metrics
PCF ID ID Name available?
16437 10.0 Manage Enterprise Risk, Compliance, Remediation and N
Resiliency
17060 10.1 Manage enterprise risk N
16439 10.1.1 Establish the enterprise risk framework and policies N
16440 10.1.1.1 Determine risk tolerance for organization N
16441 10.1.1.2 Develop and maintain enterprise risk policies and procedures N
16442 10.1.1.3 Identify and implement enterprise risk management tools N
16443 10.1.1.4 Coordinate the sharing of risk knowledge across the N
organization
16444 10.1.1.5 Prepare and report enterprise risk to executive management N
and board
16445 10.1.2 Oversee and coordinate enterprise risk management activities N
16446 10.1.2.1 Identify enterprise level risks N
16447 10.1.2.2 Assess risks to determine which to mitigate N
16448 10.1.2.3 Develop risk mitigation and management strategy, and N
integrate with existing performance management processes
16449 10.1.2.4 Verify business unit and functional risk mitigation plans are N
implemented
16450 10.1.2.5 Ensure risks and risk mitigation actions are monitored N
14120 10.1.2.5.1 Design risk management operating models N
14121 10.1.2.5.1. Design and implement risk control activities N
14122 10.1.2.5.1. Monitor risk management effectiveness N
14123 10.1.2.5.1. Remediate risk management deficiencies N
14124 10.1.2.5.1. Create risk management functions N
14125 10.1.2.5.2 Manage and monitor risk management operating models N
14126 10.1.2.5.2. Operate risk management function N
14127 10.1.2.5.2. Implement and maintain risk management-related enabling N
technologies and tools
14128 10.1.2.5.2. Review and generate risk reports N
14129 10.1.2.5.2. Perform limit management N
14130 10.1.2.5.2. Manage and mitigate risk N
14131 10.1.2.5.2. Establish record retention policy N
14132 10.1.2.5.2. Define entity/unit risk tolerances N
16451 10.1.2.6 Report on risk activities N
17061 10.1.3 Manage business unit and function risk N
16456 10.1.3.1 Identify risks N
16457 10.1.3.2 Assess risks using enterprise risk framework policies and N
procedures
16458 10.1.3.3 Develop mitigation plans for risks N
16459 10.1.3.4 Implement mitigation plans for risks N
16460 10.1.3.5 Monitor risks N
16461 10.1.3.6 Analyze risk activities and update plans N
16462 10.1.3.7 Report on risk activities N
11179 10.1.3.8 Manage environmental health and safety (EHS) N
11180 10.1.3.8.1 Determine environmental health and safety impacts Y
11186 10.1.3.8.1. Evaluate environmental impact of products, services, and N
operations

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 Hierarchy Metrics
PCF ID ID Name available?
11187 10.1.3.8.1. Conduct health and safety and environmental audits N
11181 10.1.3.8.2 Develop and execute functional EHS program N
11188 10.1.3.8.2. Identify regulatory and stakeholder requirements N
11189 10.1.3.8.2. Assess future risks and opportunities N
11190 10.1.3.8.2. Create EHS policy N
11191 10.1.3.8.2. Record and manage EHS events N
11182 10.1.3.8.3 Train and educate functional employees N
11192 10.1.3.8.3. Communicate EHS issues to stakeholders and provide N
support
11183 10.1.3.8.4 Monitor and manage functional EHS management program N
11193 10.1.3.8.4. Manage EHS costs and benefits N
11194 10.1.3.8.4. Measure and report EHS performance N
11196 10.1.3.8.4. Implement emergency response program N
11197 10.1.3.8.4. Implement pollution prevention program N
11195 10.1.3.8.4. Provide employees with EHS support N
14161 10.1.4 Manage operational risk N
14162 10.1.4.1 Analyze operational risk history N
14163 10.1.4.2 Forecast operational risk requirement N
14164 10.1.4.3 Provide operational risk capital allocation N
18742 10.1.4.4 Assess operational compliance to process controls N
14168 10.1.4.5 Implement segregation of duties controls N
14169 10.1.4.6 Calculate operational risks according to industry regulations N
and national legislation
14170 10.1.4.7 Calculate operational risks according to internal models N
14171 10.1.4.8 Report disclosure (industry regulations) and internal reporting N
17321 10.1.4.8.1 Perform risk based capital and other solvency based N
reporting
17322 10.1.4.8.1. Collect required documentation and national association N
insurance commissioners guidelines
17326 10.1.4.8.1. Compile documentation associated with each risk based N
capital component
17330 10.1.4.8.1. Quantify risks in risk based capital formula and N
17334 10.1.4.8.1. worksheets
Validate calculations against regulatory updates N
17337 10.1.4.8.1. Perform sensitivity testing N
17343 10.1.4.8.1. Update analysis for changes in treasury management, N
business operations
17344 10.1.4.8.1. Finalize and file risk based capital report N
17345 10.1.4.8.1. Coordinate required amounts with treasury (cash) N
management
14172 10.1.4.9 Perform operational loss and risk event data capture N
14167 10.1.4.10 Audit information system N
14138 10.1.5 Manage financial risk N
14139 10.1.5.1 Manage credit risk N
17464 10.1.5.1.1 Acquire credit risk data N
14140 10.1.5.1.2 Develop credit policies N
14141 10.1.5.1.3 Manage global credit limits N
14142 10.1.5.1.4 Develop an early-warning system N

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 Hierarchy Metrics
PCF ID ID Name available?
14088 10.1.5.1.5 Manage issuer exposure N
14143 10.1.5.1.6 Manage credit portfolio N
14144 10.1.5.1.7 Calculate regulatory capital requirements for credit risks N
according to industry regulations and national legislation
14145 10.1.5.1.8 Perform stress testing N
14146 10.1.5.1.9 Calibrate and validate credit risk models (rating models, N
LGD-, PD-, and CCF Models)
14148 10.1.5.2 Manage strategic investment risk N
14149 10.1.5.2.1 Perform asset liability management analytics N
14150 10.1.5.2.2 Perform asset liability management simulation N
14151 10.1.5.2.3 Plan liquidity and asset liability management N
14152 10.1.5.2.4 Perform asset liability hedging N
14153 10.1.5.2.5 Perform asset liability management reporting N
14154 10.1.5.2.6 Manage global limits of asset liability management (ALM) N
risk key figures
14155 10.1.5.3 Manage market risk (includes interest risk, foreign exchange, N
or currency risk, etc.)
14156 10.1.5.3.1 Manage global market limits N
14157 10.1.5.3.2 Manage early-warning system N
14158 10.1.5.3.3 Manage market data N
14159 10.1.5.3.4 Model internal market risk N
14160 10.1.5.3.5 Perform back-testing N
17373 10.1.5.4 Manage fraud and misconduct N
17374 10.1.5.4.1 Develop strategy and monitoring program N
17375 10.1.5.4.1. Determine capacity and size of investigation unit N
17380 10.1.5.4.1. Implement anti-fraud and abuse solution N
17381 10.1.5.4.2 Manage investigation unit and anti fraud and abuse N
operations
17382 10.1.5.4.2. Set program thresholds to match investigation unit N
capacity
17383 10.1.5.4.2. Scan incoming claims to detect anomalies and suspicious N
patterns
17384 10.1.5.4.2. Score and prioritize transactions according to risk level N
17385 10.1.5.4.2. Flag and hold suspicious transactions for further N
investigation
17386 10.1.5.4.2. Manage investigation case and bring to conclusion N
17466 10.1.5.5 Manage insurance risk N
18743 10.1.5.5.1 Manage reinsurance N
18744 10.1.5.5.1. Set-up proportional treaty master N
18745 10.1.5.5.1. Set-up non-proportional XL treaty master N
18746 10.1.5.5.1. Set-up non-proportional CAT XL treaty master N
18747 10.1.5.5.1. Set-up facultative treaty N
18748 10.1.5.5.2 Manage portfolio risk N
18749 10.1.5.5.2. Manage Life Risk N
18750 10.1.5.5.2. Manage Non-Life Risk N
18751 10.1.5.5.2. Manage Health Risk (non-life) N
18752 10.1.5.5.2. Manage Disability Risk (non-life) N

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 Hierarchy Metrics
PCF ID ID Name available?
16463 10.2 Manage compliance N
17468 10.2.1 Establish compliance framework and policies N
17469 10.2.1.1 Develop enterprise compliance policies and procedures N
17470 10.2.1.2 Implement enterprise compliance activities N
14133 10.2.1.3 Manage internal audits N
14137 10.2.1.4 Maintain controls-related technologies and tools N
17467 10.2.2 Manage regulatory compliance N
16464 10.2.2.1 Develop regulatory compliance procedures N
16465 10.2.2.2 Identify applicable regulatory requirements N
17363 10.2.2.3 Perform regulatory requirements N
17364 10.2.2.3.1 Compile rate filing documentation N
17365 10.2.2.3.2 Upload information into state rating system(s) N
17366 10.2.2.3.3 Perform quality control testing on load N
17367 10.2.2.3.4 Validate rate load and internal system consistency N
17368 10.2.2.3.5 Compile rate assumptions and documentation N
17369 10.2.2.3.6 Issue actuarial memorandum by qualified actuary N
16466 10.2.2.4 Monitor the regulatory environment for changing or emerging N
regulations
16467 10.2.2.5 Assess current compliance position, and identify weaknesses N
or shortfalls therein
14165 10.2.2.6 Ensure compliance with Sarbanes-Oxley Act N
16468 10.2.2.7 Implement missing or stronger regulatory compliance controls N
and policies
16469 10.2.2.8 Monitor and test, on an ongoing and scheduled basis, N
regulatory compliance position and existing controls, defining
controls that should be added, removed, or modified as
required
16470 10.2.2.9 Maintain relationships with regulators N
11185 10.3 Manage remediation efforts N
11201 10.3.1 Create remediation plans N
11202 10.3.2 Contact and confer with experts N
11203 10.3.3 Identify/Dedicate resources N
11204 10.3.4 Investigate legal aspects N
11205 10.3.5 Investigate damage cause N
11206 10.3.6 Amend or create policy N
11216 10.4 Manage business resiliency Y
11221 10.4.1 Develop the business resilience strategy N
11222 10.4.2 Perform continuous business operations planning N
11223 10.4.3 Test continuous business operations N
11224 10.4.4 Maintain continuous business operations N
16471 10.4.5 Share knowledge of specific risks across other parts of the N
organization

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 Hierarchy Metrics
PCF ID ID Name available?
10012 11.0 Manage External Relationships N
11010 11.1 Build investor relationships N
11035 11.1.1 Plan, build, and manage lender relations N
11036 11.1.2 Plan, build, and manage analyst relations N
14100 11.1.3 Perform corporate secretary function N
11037 11.1.4 Communicate with shareholders N
11011 11.2 Manage government and industry relationships N
11038 11.2.1 Manage government relations N
11039 11.2.2 Manage relations with quasi-government bodies N
11040 11.2.3 Manage relations with trade or industry groups N
11041 11.2.4 Manage lobby activities N
14101 11.2.5 Manage tax regulatory relationships N
11012 11.3 Manage relations with board of directors N
11042 11.3.1 Report results N
11043 11.3.2 Report audit findings N
11013 11.4 Manage legal and ethical issues N
11044 11.4.1 Create ethics policies N
11045 11.4.2 Manage corporate governance policies N
11046 11.4.3 Develop and perform preventative law programs N
11047 11.4.4 Ensure compliance N
11053 11.4.4.1 Plan and initiate compliance program N
11054 11.4.4.2 Execute compliance program N
11048 11.4.5 Manage outside counsel N
11056 11.4.5.1 Assess problem and determine work requirements N
11057 11.4.5.2 Engage/retain outside counsel if necessary N
11058 11.4.5.3 Receive strategy/budget N
11059 11.4.5.4 Receive work product and manage/ monitor case and work N
performed
11060 11.4.5.5 Process payment for legal services N
11061 11.4.5.6 Track legal activity/performance N
11049 11.4.6 Protect intellectual property N
11062 11.4.6.1 Manage copyrights and patents N
11063 11.4.6.2 Maintain intellectual property rights and restrictions N
11064 11.4.6.3 Administer licensing terms N
11065 11.4.6.4 Administer options N
11050 11.4.7 Resolve disputes and litigations N
11051 11.4.8 Provide legal advice/counseling N
11052 11.4.9 Negotiate and document agreements/contracts N
11014 11.5 Manage public relations program N
11066 11.5.1 Manage community relations N
11067 11.5.2 Manage media relations N
11068 11.5.3 Promote political stability N
11069 11.5.4 Create press releases N
11070 11.5.5 Issue press releases N
14102 11.6 Provide corporate services to manage external relations N
14103 11.6.1 Manage travel N
14104 11.6.1.1 Submit travel request and obtain pre-trip approval N
14105 11.6.1.2 Plan travel - online booking N

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PCF ID ID Name available?
14106 11.6.1.3 Perform travel and expense management N
14107 11.6.1.4 Ensure global travel policy compliance N
14108 11.6.1.5 Perform travel and expense analytics N

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PCF ID ID Name available?
10013 12.0 Develop and Manage Business Capabilities Y
16378 12.1 Manage business processes N
16379 12.1.1 Establish and maintain process management governance N
16380 12.1.1.1 Define and manage governance approach N
16381 12.1.1.2 Establish and maintain process tools and templates N
16382 12.1.1.3 Assign and support process ownership N
16383 12.1.1.4 Perform process governance activities N
16384 12.1.2 Define and manage process frameworks N
16385 12.1.2.1 Establish and maintain process framework N
16386 12.1.2.2 Identify cross-functional processes N
16387 12.1.3 Define processes N
16388 12.1.3.1 Scope processes N
16389 12.1.3.2 Analyze processes N
16390 12.1.3.3 Map processes N
16391 12.1.3.4 Publish processes N
16392 12.1.4 Manage process performance N
16393 12.1.4.1 Provide process training N
16394 12.1.4.2 Support process execution N
16395 12.1.4.3 Measure and report process performance N
16396 12.1.5 Improve processes N
16397 12.1.5.1 Identify and select improvement opportunities N
16398 12.1.5.2 Manage improvement projects N
16399 12.1.5.3 Perform continuous improvement activities N
16400 12.2 Manage portfolio, program, and project N
16401 12.2.1 Manage portfolio N
16402 12.2.1.1 Establish portfolio strategy N
16403 12.2.1.2 Define portfolio governance N
16404 12.2.1.3 Monitor and control portfolio N
16405 12.2.2 Manage programs N
16406 12.2.2.1 Establish program structure and approach N
16407 12.2.2.2 Manage program stakeholders and partners N
16408 12.2.2.3 Manage program execution N
16409 12.2.2.4 Review and report program performance N
16410 12.2.3 Manage projects N
16411 12.2.3.1 Establish project scope N
11117 12.2.3.1.1 Identify project requirements and objectives N
16412 12.2.3.1.2 Identify project resource requirements N
11118 12.2.3.1.3 Assess culture and readiness for project management N
approach
11119 12.2.3.1.4 Identify appropriate project management methodologies N
11120 12.2.3.1.5 Create business case and obtain funding N
11121 12.2.3.1.6 Develop project measures and indicators N
16413 12.2.3.2 Develop project plans N
11123 12.2.3.2.1 Define roles and resources N
11124 12.2.3.2.2 Identify specific IT requirements N
11125 12.2.3.2.3 Create training and communication plans N
11127 12.2.3.2.4 Design recognition and reward approaches N
11128 12.2.3.2.5 Design and plan launch of project N

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PCF ID ID Name available?
11129 12.2.3.2.6 Deploy the project N
16414 12.2.3.3 Execute projects N
11131 12.2.3.3.1 Evaluate impact of project management (strategy and N
projects) on measures and outcomes
16415 12.2.3.3.2 Report the status of project N
16416 12.2.3.3.3 Manage project scope N
11132 12.2.3.3.4 Promote and sustain activity and involvement N
11133 12.2.3.3.5 Realign and refresh project management strategy and N
approaches
16417 12.2.3.4 Review and report project performance N
16418 12.2.3.5 Close projects N
17471 12.3 Manage enterprise quality N
17472 12.3.1 Establish quality requirements N
17473 12.3.1.1 Define critical-to-quality characteristics N
17474 12.3.1.2 Define preventive quality activities N
17475 12.3.1.3 Develop quality controls N
17476 12.3.1.3.1 Define process steps for controls (or integration points) N
17477 12.3.1.3.2 Define sampling plan N
17478 12.3.1.3.3 Identify measurement methods N
17479 12.3.1.3.4 Define required competencies N
17480 12.3.1.4 Prove capability to assess compliance with requirements N
17481 12.3.1.5 Finalize quality plan N
17482 12.3.2 Evaluate performance to requirements N
17483 12.3.2.1 Test against quality plan N
17484 12.3.2.1.1 Conduct test and collect data N
17485 12.3.2.1.2 Record result(s) N
17486 12.3.2.1.3 Determine disposition of result(s) N
17487 12.3.2.2 Assess results of tests N
17488 12.3.2.2.1 Assess sample significance N
17489 12.3.2.2.2 Summarize result(s) N
17490 12.3.2.2.3 Recommend actions N
17491 12.3.2.2.4 Decide next steps N
17492 12.3.3 Manage non-conformance N
17493 12.3.3.1 Assess potential impact N
17494 12.3.3.2 Determine immediate action(s) N
17495 12.3.3.3 Identify root cause(s) N
17496 12.3.3.4 Take corrective or preventitive action N
17497 12.3.3.5 Close non-conformance N
17498 12.4 Implement and maintain the enterprise quality management N
system (EQMS)
17499 12.4.1 Define the quality strategy N
17500 12.4.2 Plan and deploy the EQMS scope, targets, and goals N
17501 12.4.3 Identify core EQMS processes, controls, and metrics N
17502 12.4.4 Develop and document EQMS policies, procedures, standards, N
and measures
17503 12.4.5 Assess the EQMS performance N
17504 12.4.6 Create environment and capability for EQMS improvement(s) N
17505 12.4.6.1 Reward quality excellence N

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PCF ID ID Name available?
17506 12.4.6.2 Create and maintain quality partnerships N
17507 12.4.6.3 Maintain talent capabilities and competencies N
17508 12.4.6.4 Incorporate EQMS messaging into communication channels N
17509 12.4.6.5 Assure independent EQMS management access to appropriate N
authority in the organization
17510 12.4.6.6 Transfer proven EQMS methods N
11074 12.5 Manage change N
11134 12.5.1 Plan for change N
11138 12.5.1.1 Select process improvement methodology N
11139 12.5.1.2 Assess readiness for change N
11140 12.5.1.3 Determine stakeholders N
11141 12.5.1.4 Engage/Identify champion N
11142 12.5.1.5 Form design team N
11143 12.5.1.6 Define scope N
11144 12.5.1.7 Understand current state N
11145 12.5.1.8 Define future state N
11146 12.5.1.9 Conduct organizational risk analysis N
11147 12.5.1.10 Assess cultural issues N
11148 12.5.1.11 Establish accountability for change management N
11149 12.5.1.12 Identify barriers to change N
11150 12.5.1.13 Determine change enablers N
11151 12.5.1.14 Identify resources and develop measures N
11135 12.5.2 Design the change N
11152 12.5.2.1 Assess connection to other initiatives N
11153 12.5.2.2 Develop change management plans N
11154 12.5.2.3 Develop training plan N
11155 12.5.2.4 Develop communication plan N
11156 12.5.2.5 Develop rewards/incentives plan N
11157 12.5.2.6 Establish change adoption metrics N
11158 12.5.2.7 Establish/Clarify new roles N
11159 12.5.2.8 Identify budget/roles N
11136 12.5.3 Implement change N
11160 12.5.3.1 Create commitment for improvement/change N
11161 12.5.3.2 Re-engineer business processes and systems N
11162 12.5.3.3 Support transition to new roles or exit strategies for N
incumbents
11163 12.5.3.4 Monitor change N
11137 12.5.4 Sustain improvement N
11164 12.5.4.1 Monitor improved process performance N
11165 12.5.4.2 Capture and reuse lessons learned from change process N
11166 12.5.4.3 Take corrective action as necessary N
14110 12.5.5 Perform change and configuration management N
14111 12.5.5.1 Notify change/perform change management N
14112 12.5.5.2 Perform engineering change management N
14113 12.5.5.3 Manage change order N
14114 12.5.5.4 Perform configuration management N
11073 12.6 Develop and manage enterprise-wide knowledge management Y
(KM) capability

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PCF ID ID Name available?
11095 12.6.1 Develop KM strategy N
11100 12.6.1.1 Develop governance model N
11101 12.6.1.2 Establish central KM core group N
11102 12.6.1.3 Define roles and accountability of core group versus operating N
units
11103 12.6.1.4 Develop funding models N
11104 12.6.1.5 Identify links to key initiatives N
11105 12.6.1.6 Develop core KM methodologies N
11106 12.6.1.7 Assess IT needs and engage IT function N
11107 12.6.1.8 Develop training and communication plans N
11108 12.6.1.9 Develop change management approaches N
11109 12.6.1.10 Develop strategic measures and indicators N
11096 12.6.2 Assess KM capabilities N
11110 12.6.2.1 Assess maturity of existing KM initiatives N
11111 12.6.2.2 Evaluate existing KM approaches N
11112 12.6.2.3 Identify gaps and needs N
11113 12.6.2.4 Enhance/Modify existing KM approaches N
11114 12.6.2.5 Develop new KM approaches N
11115 12.6.2.6 Implement new KM approaches N
16436 12.7 Measure and benchmark N
11071 12.7.1 Create and manage organizational performance strategy N
11075 12.7.1.1 Create enterprise measurement systems model N
11076 12.7.1.2 Measure process productivity N
11077 12.7.1.3 Measure cost effectiveness N
11078 12.7.1.4 Measure staff efficiency N
11079 12.7.1.5 Measure cycle time N
11072 12.7.2 Benchmark performance N
11083 12.7.2.1 Conduct performance assessments N
11084 12.7.2.2 Develop benchmarking capabilities N
11085 12.7.2.3 Conduct internal process and external competitive N
benchmarking
11087 12.7.2.4 Conduct gap analysis to understand need for change and N
degree needed
11088 12.7.2.5 Establish need for change N
14109 12.7.2.6 Generate "what if" scenarios N

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Process
Element Hierarchy
ID ID Process element Definition
10001 Root This is the root of the PCF hierarchy
17040 1.1 Define the business concept and long-term vision 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.

10017 1.1.1 Assess the external environment 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.

10021 1.1.1.1 Analyze and evaluate competition 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.

10022 1.1.1.2 Identify economic trends 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 broad-
based 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.

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Process
Element Hierarchy
ID ID Process element Definition
10023 1.1.1.3 Identify political and regulatory issues 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.

10024 1.1.1.4 Assess new technology innovations 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.

10025 1.1.1.5 Analyze demographics 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 well-
founded 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.

10026 1.1.1.6 Identify social and cultural changes 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.

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Process
Element Hierarchy
ID ID Process element Definition
10027 1.1.1.7 Identify ecological concerns 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.

10018 1.1.2 Survey market and determine customer needs and wants 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.

10028 1.1.2.1 Conduct qualitative/quantitative assessments 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.

10029 1.1.2.2 Capture and assess customer needs Identifying customers' basic needs and analyzing them to identify
key aspects for designing solutions. Sort customer needs through
various filters such as urgency, necessity, sufficiency, and the level
of achieved fulfillment in order to differentiate between needs and
wants. Assess creative modeling techniques such as game-like
simulations by employing brainstorms, design-thinking, behavioral
mapping, etc.

10019 1.1.3 Perform internal analysis 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.

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Process
Element Hierarchy
ID ID Process element Definition
10030 1.1.3.1 Analyze organizational characteristics 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.

10031 1.1.3.2 Create baselines for current processes 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.

10032 1.1.3.3 Analyze systems and technology 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.

10033 1.1.3.4 Analyze financial positions 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].)

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Process
Element Hierarchy
ID ID Process element Definition
10034 1.1.3.5 Identify enterprise core competencies 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.

10020 1.1.4 Establish strategic vision 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.
10035 1.1.4.1 Align stakeholders around strategic vision 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].)

10036 1.1.4.2 Communicate strategic vision to stakeholders 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.

16792 1.1.5 Conduct organization restructuring opportunities Examining the scope and contingencies for restructuring based on
market situation and internal realities. Map the market forces over
which any and all probabilities can be probed for utility and
viability. Once the restructuring options have been analyzed and the
due-diligence performed, execute the deal. Consider seeking
professional services for assistance in formalizing these
opportunities.

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Process
Element Hierarchy
ID ID Process element Definition
16793 1.1.5.1 Identify restructuring opportunities Identifying opportunities for restructuring the organization, through
an analysis of internal viability and external contingency. Conduct a
broad-based survey of the market landscape, taking the large-scale
trends and movements into account, to determine the necessity and
possibility of restructuring the organization. Review the
organization's internal capacities, the readiness of its process
frameworks, the robustness of its financials, the capableness of its
systems, the resourcefulness of its personnel, etc. for assimilating an
extensive overhaul.

16794 1.1.5.2 Perform due-diligence Auditing the status quo of the probabilities, before formalizing any
restructuring of the organization with another entity. Systematically
investigate all entities discerned to be of interest in Identify
restructuring opportunities [16793], to verify all tangible and
substantial facts. Consider engaging specialist professional services
including legal, accounting, and consulting help.

16795 1.1.5.3 Analyze deal options Examining various options shortlisted for assimilating new entities
into the organization or dissociating from it. Undertake a piecemeal
and comprehensive consideration of each option identified for
acquisition, merger, de-merger, and divestment. Consider intangible
and non-material aspects of the entities involved and synergic
aspects. Consider the assistance of specialist professional services.

16796 1.1.5.3.1 Evaluate acquisition options
Appraising entities identified as being suitable for acquisition,
taking into account the restructuring opportunities in the internal
and external context. Verify the appropriateness and viability of the
short-listed options. Ensure these entities pertain to the state-of-
affairs in the market, as well as fit with the resources and
capabilities of the organization.

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Process
Element Hierarchy
ID ID Process element Definition
16797 1.1.5.3.2 Evaluate merger options Appraising entities identified as being suitable for a merger, taking
stock of the restructuring opportunities within the firm and the
market. Verify the appropriateness and viability of such options.
Assess these entities to ensure their pertinence to the contextual
state-of-affairs in the market, as well as a fit with the resources and
capabilities of the organization itself. (This process can be carried
out, in its entirety, by qualified in-house personnel or may be
designated to specialist professional services providers.)

16798 1.1.5.3.3 Evaluate de-merger options
16799 1.1.5.3.4 Evaluate divesture options
10015 1.2 Develop business strategy
Evaluating departments and subsidiaries within the organization,
and/or previously merged entities, to assess the appropriateness of a
de-merger, taking account of the fit between these entities as well as
any relevant externalities. Examine the pertinence and soundness of
a formalized dissociation.
Evaluating departments and/or subsidiaries within the organization
to assess the appropriateness of a divestment, taking account of all
market externalities. Examine any internal entities that have been
identified to be suitable for dismemberment from the organization.
Ensure the pertinence and soundness of such a move.
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.

10037 1.2.1 Develop overall mission statement 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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Process
Element Hierarchy
ID ID Process element Definition
10044 1.2.1.1 Define current business 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.

10045 1.2.1.2 Formulate mission 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 long-
term objectives.
10046 1.2.1.3 Communicate mission 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.

10038 1.2.2 Evaluate strategic options to achieve the objectives 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.

10047 1.2.2.1 Define strategic options 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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Process
Element Hierarchy
ID ID Process element Definition
10048 1.2.2.2 Assess and analyze impact of each option 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.
14189 1.2.2.3 Develop sustainability strategy 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.

14190 1.2.2.4 Develop global support and shared services strategy Charting a plan to optimize 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, globally.

14197 1.2.2.5 Develop lean/continuous improvement strategy 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.
10039 1.2.3 Select long-term business strategy 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.
10040 1.2.4 Coordinate and align functional and process strategies 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].

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Element Hierarchy
ID ID Process element Definition
10041 1.2.5 Create organizational design 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.
10049 1.2.5.1 Evaluate breadth and depth of organizational structure 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.

10050 1.2.5.2 Perform job-specific roles mapping and value-added analyses Appraising job-specific roles within the organizational chart and
their hierarchical architecture. Analyze a map of work-related roles
within the organizational structure. Examine the value added by the
positions associated with jobs to be performed and how they stack
up within the organization's operations.
10051 1.2.5.3 Develop role activity diagrams to assess hand-off activity Examining the constituent exercises and undertakings within a
work-related position for the purpose of effective delegation.
Deconstruct job-specific roles into activities and visualize the
relations among them, with the objective of assigning
responsibilities to the appropriate personnel.
10052 1.2.5.4 Perform organization redesign workshops Organizing workshop sessions to adopt organizational redesign.
Communicate the organizational structure and mapping of
responsibilities against job roles in order to facilitate an effective
understanding among personnel. Use a collaborative process that
may include participative workshop sessions.
10053 1.2.5.5 Design the relationships between organizational units Fleshing out the connections and dependencies among the various
units of the organization. Delineate the relationship among business
units or process frameworks within the organization, in terms of
activities, synergies, and shared resources and responsibilities.
Formalize relationships among business units so that any mutual
coherence is clearly understood and can be attended to.

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Element Hierarchy
ID ID Process element Definition
10054 1.2.5.6 Develop role analysis and activity diagrams for key processes Creating an understanding of the fit between job roles and
organizational processes in order to properly place personnel.
Deconstruct key processes into constituent activities, and examine
job-related roles. Take cues from Develop role activity diagrams to
assess hand-off activity [10051]. Map appropriate positions against
these important processes, which in turn expedite the deployment of
staff members.

10055 1.2.5.7 Assess organizational implication of feasible alternatives 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.
10056 1.2.5.8 Migrate to new organization Embracing and ratifying a new organizational structure. (Assume
the new framework to be the best fit through Assess the
organizational implications of feasible alternatives [10055].)
10042 1.2.6 Develop and set organizational goals 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.

10043 1.2.7 Formulate business unit strategies 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.

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Element Hierarchy
ID ID Process element Definition
18613 1.3 Define distribution channel strategy Determining distribution channels and their fit with products and
services. Distribution channels get the products to the end
consumer. Distribute via sales partners/alliances and their internal
sales force. Define strategy using captive agents vs independent
agents, etc. Each of these distribution channels needs to be
considered in order to establish the best strategy for distributing the
insurance products to the market. Certain products will fit better
with different distribution partners so an assessment must be
completed to determine which products will be offered to what
distribution channels.

10016 1.4 Manage strategic initiatives 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.

10057 1.4.1 Develop strategic initiatives 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.
10058 1.4.2 Evaluate strategic initiatives 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.
10059 1.4.3 Select strategic initiatives 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.

10060 1.4.4 Establish high-level measures Devising measures to examine strategic projects. Formulate
evaluation criteria to assess the strategic initiatives for the level of
impact.

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Element Hierarchy
ID ID Process element Definition
10003 2.0 Develop and Manage Products and Services Detailing practices and procedures related to the concept of
developing and managing products and services. These are
reflected in the process groups Govern and manage product/service
development program [19696], Generate and define new
product/service ideas [19698], and Develop products and services
[10062].

10061 2.1 Manage product and service portfolio Managing a portfolio of product/service offerings to take advantage
of shifts in the market expectations, all the while coordinating with
the overall business strategy. Revisit the product/service portfolio in
light of market opportunities, and overhaul it to capture value
created by these opportunities. Identify gaps between current
offerings and the market expectations to direct the organization's
R&D activity. Create new solutions, and revise or retire existing
ones so that the revamped portfolio aligns with Develop a business
strategy [10015].

10106 2.1.1 Perform customer and market intelligence analysis Gathering intelligence on the market and customers. Closely
examine the inherent attributes and collective behavior of the
various market and customer segments. Track trends in the market.
Determine what drives the customers to make purchasing decisions
in order to identify opportunities in the market.
10108 2.1.1.1 Conduct customer and market research Carrying out research studies to understand the behavior of
customers and the realities of the market. Undertake research to
understand the market conditions as well as the characteristics,
drives, and desires of prospective customers. Gather highly
contextualized intelligence through primary and secondary research
methods, with the objective of gaining insights over how to best
seize a market opportunity. Consider assistance from professional
research services.

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Element Hierarchy
ID ID Process element Definition
10109 2.1.1.2 Identify market segments Identifying a section of the customer population to target for
marketing products/services. Create segments within the customer
population for targeted marketing campaigns, which increase the
efficacy of marketing outlay. Determine the right customer
segments, craft effective marketing messages, and efficiently
communicate them. Determine the optimal pricing mix. Consider
assistance from professional services for market segmentation
studies, with coordination and oversight from the marketing/sales
functions.

10110 2.1.1.3 Analyze market and industry trends Examining large-scale shifts and trends, with relevance to the
organization's products/services. Vet the industrial and larger
market landscape to identify broad-based movements that could
have a direct or tangential impact on the uptake of the organization's
products/services. Examine, among other things, the market
capitalization of similar products, the profitability of organizations
offering competing products/services, the stock price of key
vendors/suppliers in the organizational value-chain, the rate and
scale of innovation activity in the organization's product/service
category, the price and availability of raw materials, and the shelf-
life of similar products/services. Conduct primary and secondary
research, and consider enlisting professional services.

10111 2.1.1.4 Analyze competing organizations, competitive/substitute Examining the strengths and weaknesses of competing
products organizations. Assess competing organizations for offerings,
product strategy, marketing and delivery channels, etc. Analyze the
usability experience, durability, USP, and other key attributes of
competing and substitute products. Gather competitive intelligence,
and consider enlisting professional services.

10112 2.1.1.5 Evaluate existing products/brands Examining the brands owned and products offered in the market.
Determine the relative position of the existing products/brands in
the marketplace.

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Element Hierarchy
ID ID Process element Definition
10113 2.1.1.6 Assess internal and external business environment Understanding the culture and environment in which you're
operating. Analyze how internal decision-making, thought
processes, financial circumstances, and more affect the ability to
bring new products to market. Survey or analyze the market into
which the products would be introduced.
10063 2.1.2 Evaluate performance of existing products/services against Assessing the capabilities and performance of existing
customer needs and market opportunities products/services, in light of market opportunities. Examine
performance of the existing line of products/services, including
measures of profitability, penetration, and value delivered. Identify
gaps between existing solutions' portfolio or their performance
levels, on the one hand, and the current market demand, available
technologies, and/or customer expectations, on the other. Consider
opportunities in the present market environment and any relation
with the performance. Consider input from professional services
providers.

10064 2.1.3 Define product/service development requirements Identifying requirements for new products/services or potential
improvements to current offerings. Define spaces where existing
products/services can be enhanced or entirely new ones developed
(given Evaluate performance of existing products/services against
market opportunities [10063]). Depending on the nature of the final
product/service, define requirements as a batch of new abilities or
characteristics, which are to be incorporated in the offerings. Enlist
senior management executives, with assistance from specialized
professional services providers.

10068 2.1.3.1 Identify potential improvements to existing products and Defining potential enhancements to current products/services in
services order to take advantage of a shift in market expectations. Identify
how the existing line of products/services may be revised--through
enhancements to individual solutions or across-the-board
renovations--in order to capitalize on present opportunities in the
market.

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Element Hierarchy
ID ID Process element Definition
10069 2.1.3.2 Identify potential new products and services Identifying potential value-added solutions. Determine any and all
new solutions that can potentially be added to existing
products/services in order to best capture value from market
opportunities.
17389 2.1.3.3 Identify product and service bundling opportunities Establishing areas of growth and further development of
product/service mix, customization, market based changes, etc., to
further demonstrate value to the customer in the competition.
10065 2.1.4 Perform discovery research Coordinating R&D activity to identify new technologies to integrate
into the revamped portfolio of products/services. Conduct early-
stage R&D activity to close gaps between existing solution offerings
and changing market expectations. Triangulate appropriate
technologies that can support the development of a revised
product/service portfolio.

10070 2.1.4.1 Identify new technologies Determining new technologies to revise the portfolio of solution
offerings. Identify recently developed technological advances that
can be leveraged in the development or advancement of the
organization's product/service portfolio. Enlist senior management
in conjunction with personnel responsible for the design,
processing, and delivery of products/services. Have the
organization's research division(s) carry out the process.

10071 2.1.4.2 Develop new technologies Developing new technologies from scratch to integrate into a
revised portfolio of solutions. Develop new technological processes,
models, and/or implements in-house, with the objective of
improving existing solutions or creating new ones. Consider market
realities, as well as the portfolio of products/services. Assess the
results in conjunction with senior executives and personnel
responsible for the design, processing, and delivery of these
solutions. Engage the R&D function, and consider external sources
such as offshore providers, specialized research agencies, and
crowdsourcing communities.

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Element Hierarchy
ID ID Process element Definition
10072 2.1.4.3 Assess feasibility of integrating new leading technologies into Appraising the feasibility of integrating new technologies, whether
product/service concepts developed as a custom solution or adopted from an external source,
into revised portfolio of solution offerings. Examine recently
developed technological advances for suitability to incorporate them
into the concept of revised and/or new solution offerings. Enlist
senior management, in consultation with in-house personnel
responsible for the design, processing, and delivery of these
solutions, as well as key supply-chain stakeholders.

10066 2.1.5 Confirm alignment of product/service concepts with business Checking the alignment of product/service portfolio, and its
strategy individual offerings, with the organization's overall strategy and
planning for the development of new or revised solutions. Conduct
reality checks on new product/service concepts prior to committing
significant investment to ensure that the revamped solutions'
portfolio is in line with the overall business strategy, aligns
organizational processes for their development, and creates a plan
for assimilating these changes in the organization's offerings. Enlist
senior management executives.

10073 2.1.5.1 Plan and develop cost and quality targets Setting prerequisites for the cost of development and quality
standards for the new solutions' portfolio and/or its individual
offerings. Set targets for the budget and quality standards for the
revamped portfolio of solution offerings. Prepare a plan for the
outlay required for revising and adding new product/services.
Identify intended levels of quality for these, bearing in mind the
existing standards of solutions offered by the organization and its
competitors. Enlist senior management executives, particularly
those responsible for finance and budgeting, product/service design,
manufacturing/processing, delivery, and quality control.

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Element Hierarchy
ID ID Process element Definition
10074 2.1.5.2 Prioritize and select new product/service concepts Selecting from among the potential new/revised solutions and
capitalizing on market opportunities so that they meet the cost and
quality prerequisites. Create an index of product/service concepts,
and arrange them in order of preference. Base prioritization on
adherence to Plan and develop cost and quality targets [10073], and
choose options that would comprise the revised solution portfolio.

10075 2.1.5.3 Specify development timing targets Determining the individual and collective timeframe for realizing
new/revised solutions. Create a schedule that clearly demarcates the
timeframes designated for the development of every new solution
and/or revising each of the existing ones. Create a timetable by
setting deadlines for each step in overhauling the product/service
portfolio.

10076 2.1.5.4 Plan for product/service offering modifications Developing a programmatic procedure for changing
products/services while paying heed to all stakeholders involved
and the prerequisites identified. Create a plan for changing the
existing portfolio of solution offerings. Develop a systematic
program for the design, processing, and delivery of the new
product/service concepts. Construct project-flow diagrams. Identify
the stakeholders involved and personnel responsible for each stage,
as well as the necessary decisions. Earmark the budgetary outlay,
and conduct any strategic planning required.

10067 2.1.6 Manage product and service life cycle Manage the introduction and withdrawal of products/services.
Administer associated changes, namely measuring the performance
of new solution offerings and the revision of master files in the
archives.
10077 2.1.6.1 Introduce new products/services Launching revamped product/service portfolio in to the market.
Introduction in to the marketplace is done by deploying effective
channels for marketing, sales, delivery, and after-sales servicing.
Introduce new/revised solution offerings in a concerted effort.
Coordinate a cross-functional effort.

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Element Hierarchy
ID ID Process element Definition
10078 2.1.6.2 Retire outdated products/services Removing nonconforming products and services. Withdraw those
products/services that do not conform to market realities and are not
positioned to take advantage of prevailing opportunities. Coordinate
with processing/delivery teams within the organization and key
stakeholders in the supply chain. Create mechanisms for continued
after-sales servicing, as well as deploy effective public relations
efforts in order to preserve the image and goodwill of the
organization through the process.

10079 2.1.6.3 Identify and refine performance indicators Attuning the performance measures of products/services to better
reflect the revamped portfolio of solution offerings. Revise the
parameters used to measure performance, apropos the organization's
product/service offerings. (Modify these standards in consideration
of the changes made to the portfolio by Introduce new
products/services [10077] and Retire outdated products/services
[10078].)

14192 2.1.7 Manage product and service master data Managing new and existing product and service data. Revisit the
organization's archives with the objective of replenishing it with
master files on new products/services and revising those associated
with solutions that have been either modified or retired.
10062 2.2 Develop products and services Developing new products/services from scratch, including all
activities associated with the design, prototyping, evaluation, and
market testing of these planned offerings.
10083 2.2.1.2 Assign resources to product/service projects Allocating resources to the design, development, and evaluation of
product/service concepts. Allocate funds, personnel, and time for
developing the new and/or revised products/services. Begin to
design the potential new product/service concepts that have been
prioritized and selected for further development.

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Element Hierarchy
ID ID Process element Definition
10084 2.2.1.3 Prepare high-level business cases and technical assessments Preparing a business-level business case and a technical feasibility
assessment in order to move the product/service projects forward.
Weigh the costs and benefits of designing, developing, and
evaluating the shortlisted product/service concepts. Prepare a
business case to justify the product/service projects. Conduct a
technical appraisal to ensure that the organization has the technical
know-how and resources to further develop these concepts.

10085 2.2.1.4 Develop product/service design specifications Creating design specifications. Create specifications for the design
of new or revised product/service concepts as a measure to meet
during development. Have the senior functional-level solutioning or
design staff create a framework of compliance standards for these
products/services.
10086 2.2.1.5 Document design specifications Documenting requirements to meet in the design of new or revised
products/services. Specify technical, quality, and costing
requirements, as well as ergonomic, safety, and servicing
requirements for such products/services. Ensure the information
presented can be understood by the personnel executing the design
and includes examples, anecdotal references, and illustrations.

10087 2.2.1.6 Conduct mandatory and elective internal or external
compliance reviews (legal, regulatory, standards)
Conducting any mandatory and elective appraisals of the
product/service design specifications in order to ensure compliance
with external standards. Carry out external reviews of specifications
created for the development of new product/service designs.
Conduct mandatory appraisals such as legal and regulatory, as well
as any optional assessments that, for instance, pitch the
specifications against industrial benchmarks.

10089 2.2.1.7 Address quality and reliability problems Eliminating any problems relating to utility of the product/service
over the course of its expected lifetime. Tweak the prototype in
order to comply with the required quality and reliability standards.
Further refine the prototype, so it may be subjected to testing.
10091 2.2.1.8 Determine performance indicators Identifying performance parameters. Determine the parameters to
measure performance of the design and development of the
product/service concepts into prototypes.

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Element Hierarchy
ID ID Process element Definition
10092 2.2.1.9 Collaborate design with suppliers and service providers Interacting with suppliers and manufactures to determine design
decisions. Collaborate with vendors, suppliers, contractors, and
subcontractors to verify feasibility of co-producing the prototype's
design. Ensure that efforts can be coordinated with other
stakeholders in the organization's supply chain ecosystem at the
time of manufacturing, producing, or packaging the finished
product/service.

10094 2.2.2.1 Conduct customer tests and interviews Conducting both qualitative and quantitative studies to determine
the fit between the newly developed products/services and the
customers. Conduct external tests of the new product/service, and
then refine them to maximize the customer uptake. Gather feedback
from prospective customers and targeted populations by conducting
surveys, focus groups, interviews, and detailed studies. Enlist
professional services such as public relations or market research
organizations.

10090 2.2.2.2 Conduct in-house product/service testing and evaluate Carrying out an in-house appraisal of the prototypes in order to
feasibility validate design and feasibility. Test the product/service prototypes
to confirm their compliance with design and usability standards.
Corroborate the viability of the design, and validate the feasibility
of their production. Identify any areas for improvement.
10095 2.2.2.4 Finalize product/service characteristics and business cases Finalizing the characteristics of new products/services by
appropriately weighing feedback from prospective customers
against a cost-benefit analysis in order to produce a profitable
business proposition. Refine the attributes of the newly developed
products/services, in light of the feedback and insights collected
during Conduct customer tests and interviews [10094]. Revisit the
high-level business case to justify the resources assigned to the
product/service project against the anticipated benefits.

10096 2.2.2.5 Finalize technical requirements Reassessing the technical requirements in light of the final
product/service attributes. Revisit the technical assessment to
revalidate the organization's capacity for progressing with new
product/service projects, in light of the revised product/service
characteristics.

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Element Hierarchy
ID ID Process element Definition
10098 2.2.3.1 Develop and test product systems and/or service delivery Creating the new manufacturing/delivery processes for the new
processes products/services, and testing them to ensure proper functioning.
Create the production/delivery process for the prototypes that have
been built for the new products/services. Conduct trial-runs to test
these processes and their integration with the organization's other
processes.

10099 2.2.3.2 Design and obtain product/service delivery infrastructure Developing and/or sourcing the essential machinery needed for
creating purpose-built processes, as well as the raw materials, to
produce the new products/services. Either design the equipment and
materials needed internally, or source from external vendors. Obtain
the feedstock or raw materials needed to prepare the finished
products, as well as the machinery hardware and software needed to
arrange production lines, factory operations, assemblies, and
manufacturing processes. Revisit the technologies that underpin the
new or revised products/services in order to source the right
equipment and materials.

10100 2.2.3.4 Implement product/service launch procedures Finalizing production process or methodology. Install and initiate
the production process to manufacture the new products, using the
equipment and machinery already assembled. In the case of new
services, implement delivery processes and methodologies. Validate
processes for the accuracy of their operation and proper functioning.

10004 3.0 Market and Sell Products and Services Outlining process groups related to understanding markets,
customers, and capabilities; developing marketing strategies;
executing marketing plans; developing sales strategies; developing
and managing marketing plans; and managing sales partners and
alliances.

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Element Hierarchy
ID ID Process element Definition
10107 3.1.1 Evaluate and prioritize market opportunities Appraising market opportunities by quantifying and subjecting them
to prioritization, as well as validation tests. Closely examine the
market opportunities that have been identified by Perform customer
and market intelligence analysis [10106]. Triangulate those
opportunities to capitalize by finding a fit between identified
opportunities and the composite of organizational capabilities and
business strategy.

10116 3.1.1.1 Quantify market opportunities Attaching quantifiable indicators to opportunities that have been
identified in the market. Compute estimated figures of the
approximate value that can be captured with the provision of
existing products/services (i.e., the extent of financial benefits that
can be reaped in the market).
10117 3.1.1.2 Determine target segments Identifying the targeted segment of customers. Deduce those
particular customer segments that are to be targeted from among the
market segments.
10118 3.1.1.3 Prioritize opportunities consistent with capabilities and overall Creating an index of market opportunities, and arrange them in
business strategy order of preference. Prioritize based on the opportunities' adherence
to the overall business strategy. Correlate with the competencies and
capacities that the organization, as a whole, processes.

10119 3.1.1.4 Validate opportunities Confirming the practicability and reasonableness of the market
opportunities that have been identified. Give substance to the real-
time feasibility of the market opportunities.
10102 3.2 Develop marketing strategy Charting a strategic course for marketing products/services. This
will include defining the value proposition, creating a mechanism
for pricing, and determining the right mix of marketing channels.
Create a specific positioning and branding for the organization's
offerings. Enlist marketing head to lead, with inputs from the
business development and sales functions.

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Element Hierarchy
ID ID Process element Definition
11168 3.2.1 Define offering and customer value proposition Refining the attributes of organizational offerings to define their
value proposition for the customer. Clearly define the suite of
offerings in terms of the value delivered, from the perspective of
what the customer desires. Validate the benefits delivered to the
customers against target market segments, using techniques such as
minimum viable product. Position brands for the respective
products/services, in line with their unique value proposition and
aligned with customers needs.

11169 3.2.1.1 Define offering and positioning Defining problem(s) that the organization's products/services solve
for the customers, thereby determining how they are positioned in
the market. Refine the product/service concepts from the
perspective of customers. Succinctly outline the problem the
organization's offerings solves for the customers, making a case for
why the customer should buy a product or use a service. Define the
offering's unique value.

11170 3.2.1.2 Develop value proposition including brand positioning for Boosting the attractiveness of products/services to the targeted
target segments customers, and creating a unique brand projection around these
features. Identify and enhance those product/service features that
reinforce the attractiveness of these offerings, for these segments of
customers. Underscore the perceived value delivered to the
customers by clearly specifying the relevance and desirability of
these products/services. Once it has been clarified how the
organization's offerings meet the customer's expectations or deliver
specific benefits, position the brands around these benefits.

11171 3.2.1.3 Validate value proposition and shape offering to optimize target Validating the desirability of the perceived value delivered by the
segments organization's offerings, to the targeted customer segment.
Substantiate the value of the benefits accrued to the customers
through the organization's offerings. Justify the value proposition in
light of the targeted segments by gathering feedback (using teaser
demonstrations, surveys, interviews, primary research studies, and
customer case studies). Corroborate the benefits of the
organization's offerings.

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Element Hierarchy
ID ID Process element Definition
11172 3.2.1.4 Develop new branding Creating branding collaterals and campaigns that carve a significant
and differentiated presence for the organization's offerings. Create
new collaterals, which include names, designs, and symbols, for
their products/services. Ensure collaterals reflect the unique value
proposition of the respective offerings through a consistent theme.
Create advertising and promotion campaigns.

10123 3.2.2 Define pricing strategy to align to value proposition Creating a pricing strategy and mechanism that aligns with the
benefits of the products/services, as perceived by customers. Chart a
strategic course and a methodology that can guide the pricing of
products/services. Draw heavily from the customer value
proposition, and balance the expectations of different divisions
inside the organization, while delivering the maximum ROI.

10124 3.2.2.1 Establish guidelines for applying pricing of products/services Creating a framework that allows for a uniform methodology while
determining the price of individual offerings. Devise a blueprint for
establishing the pricing of specific products/services. Create
guidelines that factor in the cost of production/servicing, price
sensitivity, product lifecycle, and the price of competing/substitute
products.

10125 3.2.2.2 Approve pricing strategies/policies Confirming the strategy and specifications developed for pricing the
organization's products/services. Approve pricing guidelines by
vetting the soundness of the methodology and the guidelines'
alignment with the value proposition.
10122 3.2.3 Define and manage channel strategy Outlining the channel spread for marketing the products/services.
Identify the appropriate channels to market the organization's
offerings to different customer segments. Evaluate the available
channels, find a fit between these and the targeted populations, and
identify the right channel partners to execute the marketing plan.

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Element Hierarchy
ID ID Process element Definition
10126 3.2.3.1 Evaluate channel attributes and partners Assessing the attributes of all marketing channels, and evaluating
the key partners in those channels. Closely examine the various
characteristics of all available marketing channels such as the cost
of using them, durability of impact, applicability to the
organization's products/services, turn-around time, involvement of
middlemen, and conversion rate. Analyze key partners in the
marketing channels including those who have been associated with
the organization; evaluate their capabilities, the scale and scope of
their operations, quality of support provided, etc.

10127 3.2.3.2 Determine channel fit with target segments Analyze the various channels for their relevance to the targeted
segments. Identify the channel that can effectively market to the
targeted customers in regard to the drives, desires, and
characteristics of these populations, their uptake, extent of
engagement, frequency of use, and effectiveness in communicating.

10128 3.2.3.4 Select channels for target segments/products Choose the most pertinent marketing channel for the targeted
segments (based on Determine channel fit with target segments
[10127]).
18626 3.2.4 Define communication strategy Outlining rules about how communications will be carried out using
guidelines and channel fit with target segments.
10103 3.3 Develop sales strategy Developing concrete plans for guiding and providing support to the
sales function. Chart a road map for the sales function, including an
analysis of historical sales data to create forecasts for anticipated
sales, forming sales targets, forging partnerships with other
economic agents to boost sales, devising a budget for this function,
and determining metrics to measure customer management
activities as well as progress in achieving sales targets.

10129 3.3.1 Develop sales forecast Developing a sales forecast for the organization's portfolio of
offerings, bearing in mind the effect of promotional events, and
fine-tuning these in the context of the new forecast. Estimate the
future demand for the organization's products/services by analyzing
historical information and any promotional activity.

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ID ID Process element Definition
10134 3.3.1.1 Gather current and historic order information Gathering all information about sales orders into an index. Create a
directory of all sales orders, whether open or those which have been
fulfilled. Track what product/service was ordered, the quantity
ordered, who ordered it, the delivery date, the shipping method, the
unit price and line total, payment terms, and any discount applied.
10135 3.3.1.2 Analyze sales trends and patterns Analyzing sales order data to identify patterns in order to capitalize
on emerging trends in the industry or the economy. Closely examine
the directory of sales orders. Discern any patterns from this index,
which is representative of the demand for the organization's
offerings. Identify trends among the various segments of the
organization's customer base to create forecasts. Glean patterns
from this analysis, including the triangulation of segments that are
showing the most growth in demand or those that represent the
highest decline revenue, industry-wide trends such as decline/boost
in overall demand, and any unusual trends that lie outside of the
organization's expectations.

10136 3.3.1.3 Generate sales forecast Calculating the future demand for the organization's
products/services. Use the trends and patterns identified in the sales
data to estimate future demand. Use forecast to prepare for future
customer demand and to recalibrate the strategic course of functions
and business units.
10137 3.3.1.4 Analyze historical and planned promotions and events Reviewing promotional activities' effect on the sales orders.
Analyze all promotional events and campaigns that the organization
has already employed or is planning to deploy.
10130 3.3.2 Develop sales partner/alliance relationships Cultivating an alliance of partners by identifying, analyzing,
negotiating, and managing partnerships with other economic agents.

10138 3.3.2.1 Identify alliance opportunities Identifying collaboration opportunities for selling, marketing, and
distributing the organization's products/services. Determine any
scope for partnering with other economic agents, with synergies for
the marketing, sales, and/or distribution of the organization's
products/services. Identify alliance opportunities that target
customer segments who would be interested.

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10139 3.3.2.2 Design alliance programs and methods for selecting and Creating the frameworks needed to select alliance partners, and
managing relationships maintaining relationships with them. Create a framework for
structured programs that can receive and support multiple alliances.
Clearly outline the responsibilities and benefits of the alliance
partners. Create frameworks for selecting the right alliance partners,
and maintain a relationship with them. Create or repurpose teams of
relationship managers and outline a methodology for selecting
alliance partners.

10140 3.3.2.3 Select alliances Choosing alliance partners using the selected programs and
methodology. Select the most feasible and profitable alliance
partners, based on Design alliance programs and methods for
selecting and managing relationships [10139] and through a careful
scrutiny of the potential alliance.
10141 3.3.2.4 Develop partner and alliance management strategies Designing strategies for effectively managing, identifying, and
countering any possible issues from the alliance partnerships
formed. Create a strategic road map for managing the partnerships
forged through Design alliance programs and methods for selecting
and managing relationships [10139]. Determine where the alliance
partnerships are headed, possible problems or pushback from the
partners, how these issues might be countered, how these alliance
partnerships would evolve in the future, any other business cases
where these partnerships might be deployed, etc.

10142 3.3.2.5 Establish partner and alliance management goals Setting targets for organizational achievement. This includes what
the organization aims to achieve from and how it wishes to manage
both the individual partners and the alliance as a whole. Set
immediate through long-term goals including revenue targets,
market penetration, footfall numbers, and geographical coverage.
10131 3.3.3 Establish overall sales budgets Setting up a financial plan for the sales function. Calculate the
estimated sales revenue and costs, which helps in calculating the
overall net profit. Create a sound plan for resource outlay by
comparing the forecast with historical data.

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ID ID Process element Definition
10143 3.3.3.1 Calculate product revenue Estimating revenue from the sale of products/services. Approximate
the anticipated sale of products/services and multiply it by the
selling price of the respective offering. (This represents the total
amount of money that the organization receives from the sale of its
portfolio of offerings.)
10144 3.3.3.2 Determine variable costs Calculating the variable costs of production. Approximate those
costs that depend on the volume of products/services produced by
the organization.
10145 3.3.3.3 Determine overhead and fixed costs Calculating the overhead costs associated with selling the
organization's products/services. Determine fixed costs that are not
directly related to the volume of products/services processed or the
sale of these offerings (e.g., expense over machinery and
equipment).
10146 3.3.3.4 Calculate net profit Calculating the net income. Calculate the organization's profitability
by accounting for Determine overhead and fixed costs [10145] and
Determine variable costs [10144].
10147 3.3.3.5 Create budget Creating a plan in measurable terms for the financial outlay that best
captures resource allocation for the sales forecast. Consider the
outlay of capital, HR, raw materials, and provisions needed to reach
sales targets.
10132 3.3.4 Establish sales goals and measures Establishing specific quantitative and qualitative measures of
realizing sales targets. Create sales targets by analyzing historical
sales data and comparing the forecasts to results, in light of
customer and market intelligence. Examine the performance of sales
personnel in light of market opportunities. Based on this review,
establish sales targets along with metrics to quantify these goals,
corresponding with the overall business strategy.

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10133 3.3.5 Establish customer management measures Identifying the appropriate measures that can represent key
attributes of the customer management function. Select measures to
track customer activity, feedback, satisfaction, organizational
responsiveness to customer needs, and general data on how the
organization is managing customer accounts, leads, and contacts.
Build on customer and market intelligence to identify metrics
gauging aspects related to customer management. Select measures
based on the nature of the business, the type and size of customer
base, strategic goals, and the model used to structure sales and
customer relationships.

10104 3.4 Develop and manage marketing plans Creating specific plans to market offerings to customers. Manage
and measure marketing and customers along with any supporting
materials.
10148 3.4.1 Establish goals, objectives, and metrics for products by Determining what to achieve by marketing. Create qualitative and
channels/segments quantitative targets. Establish metrics to track performance (for
individual Market segments [10109] and Channels for target
segments [10129]). Enlist the head of marketing to determine
marketing priorities and the related measures. (The decision in
establishing these goals, objectives, and metrics is founded in
Develop marketing strategy [10102] and takes cues from current
priorities and organizational strategy.)

10149 3.4.2 Establish marketing budgets Creating a budget for the organization's marketing efforts, in line
with the business-wide strategic outlook. Create a plan to distribute
resources for achieving the marketing strategy in light of the overall
business strategy. Make cost assumptions; calculate the estimated
total revenue from the marketing activities against the
costs/expenses of these activities. Forecast the return on investment.
Attribute costs to the appropriate marketing activities such as
promotional campaigns, advertising, marketing communications,
PR campaigns, personnel, and office space. Enlist the financial and
marketing functions.

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10155 3.4.2.1 Confirm marketing alignment to business strategy Ensuring corroboration of the marketing strategy and the
organizational strategy. Ensure the organization's marketing
strategy/plan aligns with the overall business strategy. Fine-tune the
marketing plan according to the organizational strategy.
10156 3.4.2.2 Determine costs of marketing Calculating the total cost of marketing the organization's portfolio
of products/services. Calculate the total outlay needed for
promoting, selling, and delivering the organization's
products/services to customers. Account for all costs to acquire
customers and sustain a relationship with them. Include the
expenses needed for promotional actives, warehousing,
transactional costs, and distribution of the organization's offering.

10157 3.4.2.3 Create marketing budget Estimating the outlay required for promoting, selling, and
distributing the products/services of the organization. Add up the
expenses of all activities necessitated in marketing, such as
promotional campaigns, advertising, marketing communications,
PR campaigns, employing skilled personnel, and office space.
10150 3.4.3 Develop and manage media Conceptualizing, creating, and coordinating the execution of
marketing programs. Account for all marketing activities. Clearly
define objectives for using various marketing channels. Identify
target audiences at a micro-level. Design the sales messages.
Package these messages into advertising and other marketing
campaigns. Enroll service providers. Determine the choice of media
channels on the basis of Analyze customer and market intelligence
analysis [10106] and the Define the channel strategy [10122].

10158 3.4.3.1 Define media objectives Creating a set of general objectives that the organization aims to
achieve through the use of various media vehicles, for its marketing
efforts. Outline the intention and purpose in using certain media
channels for the marketing and promotion of its products/services.
Create a media plan with specific goals for media channels.

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10159 3.4.3.2 Develop marketing messages 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.
10160 3.4.3.3 Define target audience 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.
10161 3.4.3.4 Engage media provider Enrolling the services of certain media providers, who employ
marketing channels that are appropriate for target audience. Analyze
vendors over several criteria, including channels appropriate for
these populations, price points, turnaround time, reliability, quality
of deliverables, etc.
10162 3.4.3.5 Develop and execute advertising Developing and delivering advertising messages to the target
audience, with the objective of influencing their purchasing
decisions. Create advertising campaigns geared to specific
offerings, and deliver through the media providers. Create content
(textual and visual) that is highly contextualized to deliver the
message in a specific manner. Consider enlisting specialized
professional services.

11253 3.4.3.6 Develop and execute other marketing campaigns/programs Designing and executing additional marketing campaigns, besides
advertising, including undercover marketing, relationship
marketing, sponsorships, viral marketing, social media marketing,
thought-leadership, and content marketing.

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ID ID Process element Definition
11254 3.4.3.7 Assess brand/product marketing plan performance Examining the performance of all marketing efforts, across multiple
parameters in order create an optimal marketing mix. Examine these
programs on various aspects, such as return on investment, brand
penetration, brand sentiment, and brand impact. Leverage focus
groups, client feedback, customer engagement tracking, analytics
over customer decisions, activity over the marketing channels
employed, etc. Survey the performance of all marketing programs.

10151 3.4.5 Develop and manage premiums Determining and maintaining a pricing mechanism based on
forecasted sales and that enables a pricing equilibrium for the
lifecycles of products/services. Create a pricing mechanism,
factoring in attributes relating to the market, customers, sales, and
the cost of production. Implement this pricing mechanism over all
products/services. Analyze its performance, and adjust accordingly.

10163 3.4.5.1 Determine premiums Establishing a dynamic pricing mechanism for the organization's
offerings that is supported by the number of units in production.
Outline a system for determining the optimum price point for each
product/service. Based this model on an estimation of the volume of
anticipated sales for each offering and variable costs.
10164 3.4.5.3 Execute premium plan Implementing the pricing mechanism to determine prices for all
individual offerings in the organizational portfolio. Calculate the
prices of all offerings based on the established methodology and/or
formulaic structure.
10165 3.4.5.4 Evaluate premium performance Examining the efficiency of pricing with the objective of identifying
any divergence from the equilibrium prices and avoiding any
deadweight loss. Gauge the performance of the pricing plan by
tracking growth in the revenue and/or customer uptake, secured as a
result of new prices. Measure the performance of pricing by
periodically checking the profits generated from the sale of each of
the organization's offerings against the backdrop of any events that
may have influenced the uptake of a certain good/service by the
customer base.

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10166 3.4.5.5 Refine premiums as needed Refining the pricing mechanism to create equitable prices for all
products/services with the objective of maximizing the profits
and/or customer uptake of these offerings. Reconcile the pricing
mechanism in order to achieve equilibrium pricing. Adjust the
prices for all of the organization's offerings, using the insights
gleaned from examining how much profit or customer uptake is
generated by the present pricing strategy.

10152 3.4.6 Develop and manage promotional activities Creating promotions for the organization. Conceptualize, test,
execute, evaluate, and refine the product/service promotions
launched by the organization. Create and administer the promotions.
Consider seeking the assistance of experts with experience over
multiple marketing channels, researching, and data-collection
agencies, as well as contract workers.

10167 3.4.6.1 Define promotional concepts 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.

10168 3.4.6.2 Plan and test promotional activities Developing a scheme for executing the promotional programs and
campaigns, and testing these on sample audiences. Create a program
plan, and carry out trials for promotional activities. Develop a
scheme for how, when, where, and by whom the promotional
schemes and campaigns will be deployed. Design incentives that
convince or tempt the consumer to take up the organization's
offerings. Conduct focus groups and pilot programs that reach out to
a smaller number of people from among the target audiences to
validate effectiveness.

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ID ID Process element Definition
10169 3.4.6.3 Execute promotional activities Executing promotional programs in the market for reaching out to
the desired customer segments. Implement the promotional schemes
and campaigns. Create collaterals for the dissemination of
information about the product, product line, brand, or company to
the target audiences in an effective manner. Leverage relationships
with distributors, vendors, and retailers. Consider enlisting
professional services such as design, PR, and advertising firms.

10170 3.4.6.4 Evaluate promotional performance metrics 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.

10171 3.4.6.5 Refine promotional performance metrics 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.

10172 3.4.6.6 Incorporate learning into future/planned consumer promotions Incorporating the understanding developed by studying promotional
activities as well as refining them. Include the best practices and
value-enhancing attributes identified in Refine promotional
activities [10171] into similarly planned schemes, programs, and
campaigns. Adjust promotional activities to further increase the
effectiveness of the overall promotional efforts.

10153 3.4.7 Track customer management measures Collating all customer-centered metrics. The objective is to create a
big-picture view of the customers' mindset and their behavior
pertaining to the organization's offerings.

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10173 3.4.7.1 Determine customer loyalty/lifetime value Estimating customer loyalty and the average contribution made by
them to revenues, over their lifespan. Use metrics to quantify the
commitment of customers to the offerings of the organization, such
as measures of tendency to switch brands/providers,
number/proportion of return customers, and the number of
customers using multiple substitutable offerings.

10174 3.4.7.2 Analyze customer revenue trend Analyzing the revenue stream generated by the sale of the
organization's products/services in order to identify trends therein.
Examine data relating to the inflow of revenue from
individual/groups of customers in order to identify patterns in the
generation and sustenance of receivables. Conduct statistical
analysis over the stream of revenue collected and the point of origin
associated with each unit of sale through metrics such as the
accounting rate of return, the GAAP revenue over a given period,
and customer lifetime revenue.

10176 3.4.7.3 Analyze customer metrics Studying all measures of the customer's behavior and conduct
toward the organization's offerings in order to glean insight and
identify patterns into their decision making. Closely examine all
categories of data sets over a customer base. Analyze data points
related to customer loyalty, retention, value, conversion, level of
satisfaction, attrition, etc. Flesh out measures for an all-
encompassing analysis that provides a macro-level picture of the
customer's behavior and mindset related to the organization's
products/services.

10177 3.4.7.4 Revise customer strategies, objectives, and plans based on Reviewing and reappraising the strategies, objectives, and plans for
metrics all customer-centered processes. Revisit all customer-focused
processes and activities--which relate to their acquisition,
conversion, and retention--with the objective of revising them in
light of customer analysis. Revise accordingly.
10105 3.5 Develop and manage sales plans Selling products/services. Set appropriate customer expectations.
Work with customers using the same schedule that product/service
development, production, and customer service functions follow.
Manage sales personnel and sales partnerships/alliances.

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ID ID Process element Definition
10188 3.5.1.1 Identify potential customers Identifying people who can be converted into customers. Leverage
personal and professional networks, business research over
databases and directories, and secondary research.
10189 3.5.1.2 Identify leads Qualifying the prospective customers into credible leads by gauging
their behavior against the organization's offering. Triangulate leads
to increase the efficiency of sales and marketing efforts. Build a
detailed profile of the prospects. Determine what products/services
they already use, if they have decision-making authority, their views
on the products/services they already use, how prone they are to
switch, if the organization's solution better in some attributes than
those prospects currently use, etc.

11173 3.5.2.2 Develop sales/key account plan Creating a plan for managing the accounts of key customers in order
to better maintain relationships with them. Chart a scheme for
managing sales. Create a plan for administering accounts of the
significant and most important customers of the organization.
Coordinate the accounts of principal clients.
11174 3.5.2.3 Manage customer relationships Managing the organization's relationship with its customers, by
systematically coordinating interactions over multiple touch points,
on a regular basis. Coordinate the organization's efforts to reach out
to its customers. Create and manage effective touch points for
interactions from the customers, which could include emails, social-
media interactions, newsletters, and direct conversations.

14208 3.5.2.4 Manage customer master data Managing the corpus of data relating all customers acquired over
time. Manage the storage, maintenance, access, revision, and usage
of all data on customers. Ensure its security, and determine
legitimate use cases that are beneficial to the organization.
10184 3.5.3 Manage customer sales Managing the entire sales process, from using leads to open sales to
closing sales and creating records. Govern all sales activities. Make
sales calls based on leads and preparatory work (drafting terms of
the sale, creating proposals, suggesting prices, etc.). Close the sale,
along with any administrative activities related to data entry and the
processing of the sale.

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ID ID Process element Definition
10190 3.5.3.1 Perform sales calls Communicating with customers and prospects with the intent of
creating sales opportunities. Reach out to existing and prospective
customers through alternate media and networking channels, apart
from cold calling/emailing.
10191 3.5.3.2 Perform pre-sales activities Capitalizing on sales calls by pitching on bids and closing deals.
Outline the nature and scope of the work, draft agreement terms,
prepare proposals and agreements, and propose timelines and prices.

10192 3.5.3.3 Close the sale Formalizing a sale by reaching an agreement on terms of the deal.
Negotiate on the price, and reach a consensus on the terms and
conditions.
10193 3.5.3.4 Record outcome of sales process Completing all the paper-work associated with the sale of its
products/services. Exchange any pertinent legal/financial
information required for completing the sale, signing of a
contract/work-order, and issuing copies of bills/invoices.
18634 3.5.4 Generate quotes Generating quotes via an agent or broken for the insurer. The large
majority is not done by the insurer itself, but by agents and
brokers/IFAs, however, insurers still need the process in-house. This
process includes the rating, provision and adjustment of quotes as
well as their conversion to policies when accepted by the customer.
In the sales cycle, a quote/estimate is generated based on
information provided and this is usually fairly accurate for Property
and Casualty (P&C). The estimate may change when the
underwriting process (Underwrite New Business [18650]) is
executed and additional information such as claims history is taken
into consideration.

10195 3.5.5.2 Collect and maintain customer account information Collecting and maintaining all account information. Collect
information about the purchase, servicing, return, and/or
commitment of any products/services on part of the organization to
its customers. Bring together information from various
organizational divisions, and update periodically.

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10197 3.5.5.5 Determine fulfillment process Devising a blueprint for order fulfillment. Create a schematic flow
encompassing all activities to deliver orders to the customers.
Outline a procedure for satisfying these orders by answering
questions about what needs to happen in sequence to realize an
order.
17404 3.5.5.7 Identify/perform cross-sell/up-sell activity Utilizing customer inquiries as opportunities to either provide a
comparable service to the one in question, offer additional
complimentary service, or suggest a service that is better than what
was initially offered.
10186 3.5.6 Manage sales force Overseeing the best possible utilization of sales personnel employed
by the organization. Deploy staff members to suitable assignments.
Create a framework for rewarding and recognizing their efforts.

10209 3.5.6.1 Determine sales resource allocation Planning the distribution of personnel across various sales
functions. Match the capabilities of individual employees with the
skill sets needed for specific roles. Seek assistance from HR.
10210 3.5.6.2 Establish sales force incentive plan Creating a scheme of awards and recognition for sales employees to
promote a results-based culture. Create specific incentives to reach
desired outcomes, such as landing key clients, growing the customer
base, providing exceptional servicing, and increasing profit margins.

10187 3.5.7 Manage sales partners and alliances Managing the organization's partners and alliances, with the
objective of maximizing revenue. Train partners regarding the
organization's portfolio of products/services. Craft sales forecasts.
Examine their performance. Manage all data held by the
organization on these partners.
10211 3.5.7.1 Provide sales and product training to sales partners/alliances Imparting guidance and instruction to sales partners/alliances
concerning products/services. Distribute literature about the
organization's products/services. Conduct workshops. Disseminate
useful media content to engage and enlighten partners. Create
communities through group engagements.

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10212 3.5.7.3 Develop sales forecast by partner/alliance Estimating the sales enabled by the partners/alliances. Bear in mind
any historical information on this subject. Analyze the capabilities
of these partners, their extent of customer engagement, reputation,
history with selling similar products/services, etc.
10213 3.5.7.4 Agree on partner and alliance compensation Agreeing to a compensation structure for awarding commissions to
the organization's partners/alliances. Select a methodology for
awarding commissions, such as offering commissions for units sold
per quarter or as a percentage of the margin over the cost of
production. Set equitable figures for the direct compensation.
10214 3.5.7.6 Evaluate partner/alliance results Examining the performance of its partners/alliances in selling its
products/services. Use metrics such as growth in revenue generated,
conversion rate, and total outreach to customers for assessing the
performance results.
14209 3.5.7.8 Manage sales partner and alliance master data Managing the repository of data relating to the organization's
partners/alliances over time. Store, maintain, access, revise, and use
all data on partners/alliances. Manage data. Ensure its security.
Determine legitimate use cases that are beneficial to the
organization.
10215 4.1 Plan for and acquire necessary resources Creating strategies for production and materials. Handle the demand
for the products/services of the organization. Develop plans for
handling materials. Develop and administer the schedule for master
production. Plan for distribution requirements and its constraints by
reviewing and assessing distribution policies and performance and
by establishing quality standards and procedures.

10231 4.1.1.1 Define outsourcing policies Creating rules and regulations regarding contracting out of a
business process to another party in order to reduce costs.
10233 4.1.1.2 Define capacities Outlining the manufacturing and processing capacities of the
organization. Delineate the capabilities required for optimizing
output with available resources. Analyze capabilities possessed by
the organization concerning the raw materials required and the
process necessitated for producing finished products.

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10234 4.1.1.3 Define capacity and availability constraints Defining limitations in the ability of the organization's supply chain
to deliver a new stock, and creating a network of production
stakeholders. Frame and manage relationships within the flow of
manufacturing and processing operations. Identify probable supply
issues.
10222 4.1.2 Manage demand for products and services Forecasting demand for products/services using secondary research
and customer feedback. Refine these forecasts. Inspect the approach
used in creating forecasts, and determine its accuracy.

10238 4.1.2.1 Manage product/service availability Identify the volume of products/services that may be committed for
delivery to fulfill sales. Figure out the amount of stock available.
Forecast its volumes.
10239 4.1.2.2 Monitor demand against forecast and revise forecast Picking out any activity that deviates from the forecast, and
adjusting it. Closely track and study the levels of demand as they
emerge. Refine the consensus forecast as needed.
10240 4.1.2.3 Evaluate and revise forecasting approach Examining the methodology used to estimate future demand. Refine
it in light of current market realities and demand.
10241 4.1.2.4 Measure forecast accuracy Calculating and inspecting the accuracy of demand forecasts. Use
metrics to check the reliability of the forecasts created.
10216 4.2 Procure materials and services 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.
10277 4.2.1 Develop sourcing strategies 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.

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ID ID Process element Definition
10281 4.2.1.1 Develop procurement plan 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.

10282 4.2.1.2 Clarify purchasing requirements 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.
10283 4.2.1.3 Develop inventory strategy Developing an inventory strategy (conventional manufacturing, just-
in-time, material requirements planning, economic order quantity,
etc.) to avoid shortages or surplus inventory.
10284 4.2.1.4 Represent needs to supply capabilities 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.
10285 4.2.1.5 Analyze spend profile 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.
10286 4.2.1.6 Seek opportunities to improve efficiency and value Seeking the most efficient sourcing and procurement opportunities.
10287 4.2.1.7 Collaborate with suppliers to identify sourcing opportunities Collaborating with the suppliers of materials and services in order to
determine new opportunities for sourcing.
10265 4.2.1.8 Establish sourcing relationships Establishing relationships with transportation/distribution sources in
order to ensure an effective distribution network and strategy.
Screen and evaluate various sources available to pick out the best
among them.
10278 4.2.2 Select suppliers and develop/maintain contracts Evaluating supplier options to select the most effective and efficient
suppliers. Validate selected suppliers. Establish and manage
supplier contracts.

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ID ID Process element Definition
10288 4.2.2.1 Select suppliers Evaluating the pros and cons of various suppliers. Choose the most
appropriate and cost-effective suppliers on the basis of their
material quality, delivery schedules, and costs.
10289 4.2.2.2 Certify and validate suppliers Validating the supply sources, and provide certification as an
official supplier.
10290 4.2.2.3 Negotiate and establish contracts Legally binding suppliers with the company. Negotiate contracts
individually with all the suppliers that include the promised material
delivery, the delivery dates and duration, etc.
10291 4.2.2.4 Manage contracts 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.
10279 4.2.3 Order materials and services Creating and approving requisitions and distributing purchase orders
accordingly. Hasten the procurement process to satisfy internal
needs.
10292 4.2.3.1 Process/Review requisitions 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.
10293 4.2.3.2 Approve requisitions Approving requisitions for materials and services. Examine
distributor-specific requests, and validate them individually.
10294 4.2.3.3 Solicit/Track vendor quotes Requesting quotes from suppliers. Use a request for quotation
(RFQ) to invite suppliers into a bidding process for specific
products/services.
10295 4.2.3.4 Create/Distribute purchase orders Creating and placing the orders for purchasing materials and
services from suppliers. Analyze vendor quotes. Choose the most
cost-effective vendors. Create vendor-specific orders. Distribute
them in order to initiate the purchasing process.
10296 4.2.3.5 Expedite orders and satisfy inquiries Accelerating the purchase orders in order to fulfill the internal needs
(for raw materials) depicted through inquiries.
10297 4.2.3.6 Record receipt of goods Recording the acceptance of materials and services procured. Create
a help of goods receipt, which acknowledges the receipt of the items
listed in it.

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ID ID Process element Definition
10298 4.2.3.7 Research/Resolve exceptions 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.
10280 4.2.4 Manage suppliers Collecting and analyzing new information in order to track and rate
suppliers through a supplier information management system.
10299 4.2.4.1 Monitor/Manage supplier information Examining procurement and vendor performance. Report delivery
timing and the quality of the materials procured through different
vendors.
10300 4.2.4.2 Prepare/Analyze procurement and vendor performance 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.
10301 4.2.4.3 Support inventory and production processes 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.
10302 4.2.4.4 Manage quality of product/service delivered 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.
18644 4.3 Deliver insurance services to customers Managing polices, sales plans, claims, and the resulting
corresponding documentation.
18645 4.3.1 Manage and administer policies Using computer programs and actuarial data to determine the
likelihood and magnitude of a payout over the life of the policy.
Higher-risk assets will have to pay more in premiums to receive the
same level of protection as a (perceived) lower-risk asset.
18703 4.3.2 Manage and administer claims Facilitating all aspects of managing and administering claims. These
activities include claims reporting, liaising with claimants and sales
partners/alliances, and the investigation and evaluation of claims.
Included in the process is the negotiation and settlement of claims,
the recovery of monies paid out to suppliers as well as the closing of
the claims.

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ID ID Process element Definition
18732 4.3.3 Manage policy and claim information records (documents, Establishing a record retention policy and strategy for records
forms etc) management to move and handle documents including activities
related to physical policy and claims-related documentation.
10218 4.4 Deliver service to customers Validating specific service requirements for individual customers.
Determine and schedule resource to fulfill these requirements.
Provide service to specific individual customers. Ensure the quality
of service delivery.
10323 4.4.1 Ensure quality of service Guaranteeing the quality of service provided to customers. Identify
the successful and unsuccessful orders along with the service
failures. Collect customer feedback. Process the feedback to ensure
the quality of service in the future.
10334 4.4.1.1 Identify completed feedback submissions Determining the service orders that have been successfully
delivered. Identify the service orders completed and delivered to the
customer. Leverage communication systems to ensure coordination
with the customers in order to avoid mishaps.
10335 4.4.1.2 Identify incomplete submissions and service failures Determining orders which have not been completed or delivered.
Identify the service orders that are partially or entirely incomplete,
as well as the orders that have not been delivered to the customer.
Use techniques such as project trackers to recognize the progress of
the service orders.
10336 4.4.1.3 Solicit customer feedback on services delivered Obtaining and procuring customer reviews or feedback on the
services delivered. Design a customer feedback form, or
communicate with the customer through the phone or online.
10337 4.4.1.4 Process customer feedback on services delivered Assessing and incorporating customer reviews/feedback into the
service plan to ensure high quality of service.
10378 5.3 Develop customer care/customer service strategy 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.

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Element Hierarchy
ID ID Process element Definition
10381 5.3.1 Develop customer service segmentation/prioritization (e.g., Identifying and categorizing customer needs, and creating priority
tiers) lists around them. Order and prioritize existing customers into
segments. Adjust the customer service strategy accordingly.
Analyze customer feedback.
10384 5.3.1.1 Analyze existing customers Analyzing existing customers needs and behaviors to enhance the
customer experience as a whole. Use techniques such as behavior
analysis, purchasing analysis, and ceiling price analysis.
10385 5.3.1.2 Analyze feedback of customers' needs 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.
10382 5.3.2 Define customer service policies and procedures 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.
10383 5.3.3 Establish service levels for customers 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.

10379 5.4 Plan and manage customer service operations Planning and administering work force operations for customer
service provision by taking care of customer services
requests/inquiries, as well as the complaints.
10387 5.4.2 Plan and manage customer service work force Creating and administering the work force deployed for the
customer service process. Forecast the customer work force needs to
correctly schedule the work force. Track the utility of the work
force deployed. Examine the interactions between the customer and
customer service representatives to achieve high quality.

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Element Hierarchy
ID ID Process element Definition
10390 5.4.2.1 Forecast volume of customer service contacts Projecting the total work force required to service customer service
inquiries in order to effectively predict the volume of vendor
contracts required. Estimate the number of the customer service
contracts in an agreed-upon time frame in order to strategically
maintain the work force necessitated for customer inquires. Analyze
historical data around customer service contracts, the universe of
customer inquiries, frequency of inquiries, servicing capability (per
head) of the employees, etc.

10391 5.4.2.2 Schedule customer service work force Deploying the work force to manage customer service contracts.
Create a systematic summary of the operations and service required,
as well as the specific amount of work force that is to be deployed
to the customer service operations. Ensure work force is directly
proportional to the estimated forecast of customer service contracts.

10392 5.4.2.3 Track work force utilization Tracking the utilization of work force deployed for managing
customer service operations. Monitor the utility of the work force
deployed for managing customer service operations in order to
evaluate its efficiency and cost effectiveness. Calculate the overall
labor effectiveness, which measures the utility, performance, and
quality of the work force.

10393 5.4.2.4 Monitor and evaluate quality of customer interactions with Tracking and determining the quality of interactions between the
customer service representatives customer and customer representatives. Use electronic devices to
record and effectively assess customer representatives' interactions.

10388 5.4.3 Manage customer service requests/inquiries 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.

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Element Hierarchy
ID ID Process element Definition
10394 5.4.3.1 Receive customer requests/inquiries 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.

10395 5.4.3.3 Route customer requests/inquiries Routing customer inquiries in order to service them with the most
apposite response. Direct customer inquires to the best suited
personnel or system. Have a system or procedure capable of
efficiently channeling these requests.
10396 5.4.3.4 Respond to customer requests/inquiries 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.
10389 5.4.4 Manage customer complaints Obtaining customer complaints online or by phone. Direct these
complaints to higher-level representatives as appropriate. Resolve
them. Respond to customers.
10397 5.4.4.2 Receive customer complaints 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.
10398 5.4.4.3 Route customer complaints 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.

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ID ID Process element Definition
10399 5.4.4.4 Resolve customer complaints 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.

10400 5.4.4.5 Respond to customer complaints 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].)

17235 5.4.5 Manage customer appeals and grievances Executing upon the customer service grievance process. Include the
receipt and investigation of appeals and grievances from customers
and the ongoing communication until the issue is resolved.
10380 5.5 Measure and evaluate customer service operations 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.
10401 5.5.1 Measure customer satisfaction with customer requests/inquiries Calculating satisfaction levels of customers by effectively
handling 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.
10404 5.5.1.1 Gather and solicit post-sale customer feedback on products and Obtaining and procuring post- sale customer reviews or feedback on
services the products and services delivered. Design a customer feedback
form, or communicate with the customer through the phone or
online.

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Element Hierarchy
ID ID Process element Definition
10405 5.5.1.2 Solicit post-sale customer feedback on ad effectiveness Obtaining and procuring post- sale customer reviews or feedback on
ad effectiveness. Design a customer feedback form, or communicate
with the customer through the phone or online.
10406 5.5.1.3 Analyze product and service satisfaction data and identify Examining the information obtained through customer feedback
improvement opportunities collection. Determine complaint patterns in order to diagnose areas
needing enhancement.
10407 5.5.1.4 Provide customer feedback to product management on products
and services
10402 5.5.2 Measure customer satisfaction with customer-complaint Measuring the satisfaction level of customers as pertains to how
handling and resolution 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.

11236 5.5.2.1 Solicit customer feedback on complaint handling and resolution 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).
11237 5.5.2.2 Analyze customer complaint data and identify improvement Examining the information obtained through handling and resolving
opportunities 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.

10403 5.5.3 Measure customer satisfaction with products and services Calculating satisfaction levels of customers with products/services.
Obtain customer feedback on products/services, as well as the
effectiveness of the advertising campaigns. Examine this
information to reach meaningful conclusions, which could then be
used to enhance the customer service operations.

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Element Hierarchy
ID ID Process element Definition
11238 5.5.3.1 Gather and solicit post-sale customer feedback on products and Obtaining customer feedback/review on the quality and utility
services derived from the products/services after the sale is complete. Use
techniques such as surveys, feedback boxes, and user activity and
usability tests.
11239 5.5.3.2 Solicit post-sale customer feedback on ad effectiveness Assessing the influence of advertisements on purchasing behavior.
Use techniques such as surveys and product recognition tests,
questionnaires or feedback flyers, and toll-free numbers in order to
encourage customer interaction after the sale.
11240 5.5.3.3 Analyze product and service satisfaction data and identify Assessing the information collected on customer satisfaction levels
improvement opportunities with products/services in order to determine areas for improvement.
Examine the data and information extracted from the customer
feedback and reviews to measure the satisfaction levels of the
customers. Identify opportunities that could enhance the customer
satisfaction levels and the overall customer service strategy.

11241 5.5.3.4 Provide customer feedback to product management on products Providing feedback from customers on products/services to the
and services product management team. Analyze information collected through
Gather and solicit post-sale customer feedback on products/services
[11238]. Share with the product management team for consideration
while improving existing offerings or developing new
products/services.

10007 6.0 Develop and Manage Human Capital 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.

17043 6.1 Develop and manage human resources (HR) planning, policies, Creating strategies for the HR function. Create and implement
and strategies 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.

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Element Hierarchy
ID ID Process element Definition
17044 6.1.1 Develop human resources strategy 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.
10418 6.1.1.1 Identify strategic HR needs Strategically defining the current and future needs for developing an
efficient HR strategy.
10419 6.1.1.2 Define HR and business function roles and accountability 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.

10420 6.1.1.3 Determine HR costs 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.
10421 6.1.1.4 Establish HR measures 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.
10422 6.1.1.5 Communicate HR strategies 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.
10432 6.1.1.6 Develop strategy for HR systems/technologies/tools 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.

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Element Hierarchy
ID ID Process element Definition
17045 6.1.2 Develop and implement workforce strategy and policies 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.

10423 6.1.2.1 Gather skill requirements according to corporate strategy and Evaluating the current and future skill requirements of the
market environment 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.
10424 6.1.2.2 Plan employee resourcing requirements per unit/organization 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.
10425 6.1.2.3 Develop compensation plan 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.
10426 6.1.2.4 Develop succession plan 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.

10427 6.1.2.5 Develop employee diversity plan 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.

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ID ID Process element Definition
10428 6.1.2.6 Develop other HR programs 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.
10429 6.1.2.7 Develop HR policies 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.
10430 6.1.2.8 Administer HR policies Ensuring rules and regulations are followed and are flexible enough
to accommodate indispensable deviations.
10431 6.1.2.9 Plan employee benefits 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.
10433 6.1.2.10 Develop work force strategy models 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.

10417 6.1.3 Monitor and update strategy, plans, and policies 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.

10434 6.1.3.1 Measure realization of objectives 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.

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Element Hierarchy
ID ID Process element Definition
10435 6.1.3.2 Measure contribution to business strategy 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.

10436 6.1.3.3 Communicate plans and provide updates to stakeholders 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.

10438 6.1.3.4 Review and revise HR plans 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.
17046 6.1.4 Develop competency mangement models Creating and implementing the tools for managing the competency
levels of HR. Design a model for integrating HR planning with
business planning. Assess current HR capacity based on the
competencies against the capacity needed to achieve the vision,
mission, and business goals of the organization. Consider factors
such as employee development, career path, compensation policies,
and performance management.

10410 6.2 Recruit, source, and select employees 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.
10439 6.2.1 Manage employee requisitions 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.

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Element Hierarchy
ID ID Process element Definition
10445 6.2.1.1 Align staffing plan to work force plan and business unit Creating a correspondence between the plan for hiring new
strategies/resource needs 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.
10446 6.2.1.2 Develop and open job requisitions 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.
10447 6.2.1.3 Develop job descriptions 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.

10448 6.2.1.4 Post requisition 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.
10449 6.2.1.5 Manage internal/external job posting Web sites 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.
10450 6.2.1.6 Modify requisitions 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.)
10451 6.2.1.7 Notify hiring manager Informing and communicating with the hiring manager. Notify the
manager responsible for the hiring process in cases of any new
position openings or changes.

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Element Hierarchy
ID ID Process element Definition
10452 6.2.1.8 Manage requisition dates Determining and managing the dates for the employee requisition
process.
10440 6.2.2 Recruit/Source candidates 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.
10453 6.2.2.1 Determine recruitment methods and channels 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.
10454 6.2.2.2 Perform recruiting activities/events 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.
10455 6.2.2.3 Manage recruitment vendors Establishing and maintaining relationships with recruitment vendors
(suppliers). Create and maintain relationships with third-party
agencies such as staffing and firms to expand. Use these
relationships to implement the sourcing process effectively.
17047 6.2.2.4 Manage employee referral programs Creating and managing a recruiting strategy where current
employees are rewarded for referring qualified candidates for
employment.
17048 6.2.2.5 Manage recruitment channels Establishing and maintaining channels for recruiting. Extract the
best out of every recruitment channel. Manage all the processes
related to all the sourcing channels.
17049 6.2.3 Screen and select candidates Using selection tools such as interviews. Evaluate the performance
of the candidates. Select or reject the candidates accordingly.
Perform a background check on the candidates.

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Element Hierarchy
ID ID Process element Definition
10456 6.2.3.1 Identify and deploy candidate selection tools 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.

10457 6.2.3.2 Interview candidates 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.
10458 6.2.3.3 Test candidates 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.
10459 6.2.3.4 Select and reject candidates 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].)
10460 6.2.3.5 Obtain candidate background information Conducting a background investigation on the candidates with the
objective of looking up and compiling criminal, commercial, and
financial records.
10443 6.2.4 Manage new hire/re-hire 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.
10463 6.2.4.1 Draw up and make offer 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.
10464 6.2.4.2 Negotiate offer Negotiating an offer with selected candidates. Discuss the job offer
with the candidate to ensure a mutual understanding.
10465 6.2.4.3 Hire candidate Wrapping up the process for hiring candidates. Agree to all hiring
terms and conditions. Have the candidate accept and sign the job
offer.

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Element Hierarchy
ID ID Process element Definition
10444 6.2.5 Manage applicant information 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.
10466 6.2.5.1 Create applicant record 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.
10467 6.2.5.2 Manage/track applicant data 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.
10468 6.2.5.3 Archive and retain records of non-hires 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.
10411 6.3 Develop and counsel employees 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.
10469 6.3.1 Manage employee orientation and deployment 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.

10474 6.3.1.1 Create/maintain employee on-boarding program 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.

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ID ID Process element Definition
11243 6.3.1.2 Evaluate the effectiveness of employee on-boarding program Assessing the performance and effectiveness of employee on-
boarding 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.
17050 6.3.1.3 Execute onboarding program Bringing the employee on-boarding program into effect. Implement
Create/Maintain employee on-boarding program [10474]. Conduct
training sessions and employee engagement programs.
10470 6.3.2 Manage employee performance Defining individual performance objectives. Review performance in
order to provide appraisals. Evaluate the efficiency and
effectiveness of the current performance program. Update it
regularly.
10479 6.3.2.1 Define performance objectives Outlining the objectives for employee performance. Establish key
performance objectives and measures such as customer-focus
objectives, financially focused objectives, and employee growth
objectives.
10480 6.3.2.2 Review, appraise, and manage employee performance 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.
10481 6.3.2.3 Evaluate and review performance program 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.
10472 6.3.3 Manage employee development 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.
10487 6.3.3.1 Define employee development guidelines 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.

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ID ID Process element Definition
10488 6.3.3.2 Develop employee career plans Designing a future career path for the employees that encourages
them to explore and gather information.
17051 6.3.3.3 Manage employee skills development Administering the development of employee skills. Conduct
training, coaching and mentoring, job-rotation and cross training,
lateral moves, etc.
10473 6.3.4 Develop and train employees Creating a link between employee and organizational development
needs. Conduct and manage employee training programs by
considering the need and availability of these programs.
10490 6.3.4.1 Align employee and organization development needs Aligning the needs of the employees to development needs.
10491 6.3.4.2 Align learning programs with competencies 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.
10492 6.3.4.3 Establish training needs by analysis of required and available Determining the training necessitated by business processes, using
skills 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.
10493 6.3.4.4 Develop, conduct, and manage employee and/or management Creating, implementing, and managing the programs for training
training programs 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.

17052 6.4 Manage employee relations 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.
10483 6.4.1 Manage labor relations Managing labor relations, the collective bargaining process, and the
relationships between the labor and management. Take care of
employee grievances.

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ID ID Process element Definition
10484 6.4.2 Manage collective bargaining process 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.
10485 6.4.3 Manage labor management partnerships Handling partnerships between labor and management. Develop a
lasting two-way relationship that is beneficial for the labor,
management, and the organization.
10531 6.4.4 Manage employee grievances 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.
10412 6.5 Reward and retain employees 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.
17053 6.5.1 Develop and manage reward, recognition, and motivation Developing structures for salary/compensation. Create a plan for the
programs provision of benefits/rewards. Perform a competitive analysis of it.
Identify compensation requirements of employees in accordance
with financial, benefits, and HR policies. Administer compensation
and rewards to employees. Deliver programs that support employees
and ensure a work/life balance.

10498 6.5.1.1 Develop salary/compensation structure and plan 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.
10499 6.5.1.2 Develop benefits and reward plan Developing a plan for provision of rewards and benefits to
employees. Plan health benefits, retirement benefits, non-monetary
benefits, etc.
10500 6.5.1.3 Perform competitive analysis of benefit and rewards 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.

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ID ID Process element Definition
10501 6.5.1.4 Identify compensation requirements based on financial, Recognizing the employee requirements for compensation on the
benefits, and HR policies 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.
10502 6.5.1.5 Administer compensation and rewards to employees 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.
10503 6.5.1.6 Reward and motivate employees Rewarding and stimulating the performance efforts of employees.
Create methods for motivating employees. Spur extrinsic and
intrinsic motivation.
10508 6.5.1.7 Deliver programs to support work/life balance for employees 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.
10495 6.5.2 Manage and administer benefits 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.
10504 6.5.2.1 Deliver employee benefits program Implementing the programs that specify employee benefits, other
than salary provided, such as those concerning medical care, death,
and disability.
10505 6.5.2.2 Administer benefit enrollment Handling the employee enrollment for obtaining benefits. Manage
employee enrollment and eligibility. Encourage employees to enroll
for benefits.
10506 6.5.2.3 Process claims 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.
10507 6.5.2.4 Perform benefit reconciliation 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.

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ID ID Process element Definition
17054 6.5.3 Manage employee assistance and retention Administering retention of employees and the provision of
assistance to help employees deal with personal problems that might
affect their job performance, health, and well-being. Organize short-
term counseling and referral services for employees and their
household members. Implement practices in order to retain
employees.

10497 6.5.4 Administer payroll 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.
10413 6.6 Redeploy and retire employees 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.
10512 6.6.1 Manage promotion and demotion process 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.

10513 6.6.2 Manage separation Managing the process of employee separation, including
resignations, discharges, and layoffs. Inform the employee of the
termination. Complete paperwork for continuation of benefits.
10514 6.6.3 Manage retirement Managing and administering instances where a person stops
employment completely.
10515 6.6.4 Manage leave of absence 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).

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ID ID Process element Definition
10516 6.6.5 Develop and implement employee outplacement 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.
10517 6.6.6 Manage deployment of personnel Allocating employees. Deploy personnel to ensure that the labor of
the organization is continuously in an optimal relation to the jobs
and organizational structure.
17055 6.6.7 Relocate employees, and manage assignments 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.
10520 6.6.7.1 Manage expatriates Managing foreign resources. Manage employees who are sent to
live abroad for a defined time period, as well as non-native
employees.
17056 6.7 Manage employee information and analytics Managing the employee reporting processes, employee inquiry
process, employee information and data, and the HR information
systems. Create and administer the employee metrics. Develop and
handle the time and attendance systems. Refurbish the indicators for
employee retention and motivation.
10522 6.7.1 Manage reporting processes Providing information and reports regarding employees to
management.
10523 6.7.2 Manage employee inquiry process 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.
10524 6.7.3 Manage and maintain employee data Capturing and updating employee information and data and
information on the employees.
10525 6.7.4 Manage human resource information systems (HRIS) Administering and maintaining HR information systems that take
care of activities related to HR, accounting, management, and
payroll.

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ID ID Process element Definition
10526 6.7.5 Develop and manage employee metrics 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.
10527 6.7.6 Develop and manage time and attendance systems 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.

10510 6.7.7 Review retention and motivation indicators 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.
10530 6.7.8 Manage/collect employee suggestions and perform employee Procuring and handling suggestions from employees, and
research 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.

17057 6.8 Manage employee communication Creating an effective plan that initiates and promotes
communication and engagement among the employees and between
employees and management.
10529 6.8.1 Develop employee communication plan 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.
10532 6.8.2 Deliver employee communications Implementing the communication plan for employees. Initiate
dialogues and engagement by monitoring the exchange of ideas and
opinions, the development of personal relationships, etc.

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ID ID Process element Definition
10008 7.0 Manage Information Technology 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.

10563 7.1 Manage the business of information technology 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.
10570 7.1.1 Develop the enterprise IT strategy 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.
10603 7.1.1.1 Build strategic intelligence 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.
10604 7.1.1.2 Identify long-term IT needs of the enterprise in collaboration Making the planning process for IT investments and decision
with stakeholders 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.

10605 7.1.1.3 Define strategic standards, guidelines, and principles 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.

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10606 7.1.1.4 Define and establish IT architecture and development standards Establishing a process to develop methodical IT specifications,
models, and guidelines.
10607 7.1.1.5 Define strategic vendors for IT components 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.
10608 7.1.1.6 Establish IT governance organization and processes 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.
10609 7.1.1.7 Build strategic plan to support business objectives 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.
10571 7.1.2 Define the enterprise architecture 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.

10611 7.1.2.1 Establish the enterprise architecture definition 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.

10612 7.1.2.2 Confirm enterprise architecture maintenance approach Developing an approach for the maintenance of IT architecture.
10613 7.1.2.3 Maintain the relevance of the enterprise 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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ID ID Process element Definition
10614 7.1.2.4 Act as clearinghouse for IT research and innovation 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.

10615 7.1.2.5 Govern the enterprise architecture 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.
10572 7.1.3 Manage the IT portfolio Creating and establishing the portfolio by defining the projects,
investments, and activities. Analyze and examine the value of the IT
portfolio. Allocate resources toward it.
10616 7.1.3.1 Establish the IT portfolio Creating and establishing IT investments, projects, and activities
(collectively known as the IT portfolio). Include planned IT
initiatives and ongoing IT services (such as application support).
10617 7.1.3.2 Analyze and evaluate the value of the IT portfolio for the Examining and evaluating the value of the IT portfolio for the
enterprise organization as a whole. Explore and interpret the value of the
investments, projects, and activities of IT function by assigning it a
quantifiable and qualitative value.
10618 7.1.3.3 Provision resources in accordance with strategic priorities Allocating financial and physical resources for the IT portfolio,
keeping in consent with the overall strategic priorities of the IT
function.
10573 7.1.4 Perform IT research and innovation 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.
10620 7.1.4.1 Research technologies to innovate 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.

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ID ID Process element Definition
10621 7.1.4.2 Transition viable technologies for IT services and solutions Enhancing and improving the performance of IT services and
development solutions for the careful and routine transformation of the most
feasible and practical technologies.
10575 7.1.5 Evaluate and communicate IT business value and performance 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.
10625 7.1.5.1 Establish and monitor key performance indicators 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.
10626 7.1.5.2 Evaluate IT plan performance Assessing the performance of the IT plan. Using the established
performance indicators to measure the effectiveness and efficiency
of the IT plan.
10627 7.1.5.3 Communicate IT value 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.
10564 7.2 Develop and manage IT customer relationships 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.
10578 7.2.1 Develop IT services and solutions strategy 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.

11244 7.2.1.1 Research IT services and solutions to address business and user Conducting a detailed and systematic investigation within the field
requirements on IT services and solutions. Confirm through users and the IT
function the availability of the required services and solutions.

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11245 7.2.1.2 Translate business and user requirements into IT services and Evaluating the requirements and needs of business and its users.
solutions requirements Transform these requirements into IT services and solutions
requirements. Ensure that these requirements are fulfilled through
IT services and solutions.
11246 7.2.1.3 Formulate IT services and solutions strategic initiatives 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.
11247 7.2.1.4 Coordinate strategies with internal stakeholders to ensure Synchronizing IT services and solutions strategies with internal
alignment 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.

11248 7.2.1.5 Evaluate and select IT services and solutions strategic initiatives 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.
10579 7.2.2 Develop and manage IT service levels 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.
10640 7.2.2.1 Create and maintain the IT services and solutions catalog Create and design an organized and curated collection of all IT-
related services that can be performed by, for, or within the
organization. Maintain information about deliverables, prices,
contact points, and processes for requesting a service.
10641 7.2.2.2 Establish and maintain business and IT service -evel agreements 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.

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10642 7.2.2.3 Evaluate and report service-level attainment results 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.

10643 7.2.2.4 Communicate business and IT service-level improvement Conveying the improvement opportunities for the business and level
opportunities 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.

10580 7.2.3 Perform demand-side management (DSM) for IT services Selecting, planning, and implementing measures that should
influence the demand, or customer side, for the organization's IT
services and solutions. Analyze the recent IT services and solutions
consumption levels. Develop strategies to improve the consumption
efficiency. Estimate the future volume/unit consumption by taking
the improvements into account.

10644 7.2.3.1 Analyze IT services and solutions consumption and usage Evaluating and comprehending the use and consumption of IT
services and solutions. Take into account the consumption by every
end user in order to calculate indicators such as average usage per
user and total usage per user.
10645 7.2.3.2 Develop and implement incentive programs that improve Creating and delivering incentive programs for improving the
consumption efficiency consumption efficiency provided by IT services and solutions.
10646 7.2.3.3 Develop volume/unit forecast for IT services and solutions Gauging the effect of the incentive programs and initiatives to
intelligently forecast the future volume/unit consumption and usage
of the IT services and solutions.
10581 7.2.4 Manage IT customer satisfaction 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.

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ID ID Process element Definition
10647 7.2.4.1 Capture and analyze customer satisfaction 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.
10648 7.2.4.2 Assess and communicate customer satisfaction patterns 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.)
10649 7.2.4.3 Initiate improvements based on customer satisfaction patterns Creating an improvement strategy based on customer service
response patterns. Leverage customer loyalty, experience,
expectations, and interactions. Incorporate customer feedback.
10582 7.2.5 Market IT services and solutions Developing a strategy that effectively markets IT solutions and
services through advertising and promotions campaigns. Track and
process orders for IT services and solutions.
10650 7.2.5.1 Develop IT services and solutions marketing strategy 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.
10651 7.2.5.2 Develop and manage IT customer strategy Developing and administering the strategy for IT customers. Create
a plan to create services and solutions, conduct daily operations, and
train new employees.
10652 7.2.5.3 Manage IT services and solutions advertising and promotional Effectively communicating and raising customer awareness of a
campaigns 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.

10653 7.2.5.4 Process and track IT services and solutions orders Monitoring orders for IT solutions and services, and processing
them on time. Accept and approve orders so they may be completed.

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11220 7.3 Develop and implement security, privacy, and data protection Creating and deploying an architecture for securing and ensuring the
controls privacy of data flows throughout the organization. Create and
develop protocols that ensure proper and efficient use of IT services
and solutions. Test, evaluate, and implement the policies and
protocols.
11230 7.3.1 Establish information security, privacy, and data protection Implementing strategies for securing and ensuring the privacy of
strategies and levels data flows throughout the organization. Create protocols and
guidelines for individual IT components in order to avoid misuse of
information and breach of individual or organizational privacy.
11231 7.3.2 Test, evaluate, and implement information security and privacy Examining, assessing, and executing the privacy and data controls
and data protection controls for information security. Test, analyze, and implement established
information security and privacy protocols in order to safeguard the
IT function.
10565 7.4 Manage enterprise information Creating strategies to manage the organization's information and
content. Outline the architecture for information. Administer
information resources. Administer the management of data and
content.
10583 7.4.1 Develop information and content management strategies Creating strategies to administer information and content.
Understand the needs of the organization for information and
content management. Realize the role of IT services for
implementing the overall business strategy. Assess the implications
of new technologies for managing information and content. Identify
and prioritize the most effective and efficient actions for managing
information and content.

10654 7.4.1.1 Understand information and content management needs and the Assessing and understanding the requirements, as well as the utility,
role of IT services for executing the business strategy of the IT function in implementing the knowledge management
process. Acquire, distribute, and archive/delete information.
Executing IT solutions for the overall business strategy of the
organization. Correlate the IT strategy with the overall business
strategy.

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ID ID Process element Definition
10655 7.4.1.2 Assess the information and content management implications of Evaluating the impact of new technologies in administering
new technologies information and content. Evaluate and analyze the use of the new
technologies in managing the information and content systems.
Leverage a management information systems for efficient and
strategic decision making. Leverage a transaction processing
system, decision support systems, expert system, executive
information system, etc.

10656 7.4.1.3 Identify and prioritize information and content management Determining the appropriate and effective actions for managing
actions information and content in order to prioritize them. Recognize
which information management and content management actions
hold more importance by assessing their effectiveness and
efficiency. Prioritize actions in context with the information and
content management strategies.

10584 7.4.2 Define the enterprise information architecture
10657 7.4.2.1 Define information elements, composite structure, logical
relationships and constraints, taxonomy, and derivation rules
Establishing the architecture of the organizations' information.
Establish data custodianship by selecting data custodians. Make the
necessary changes to the content data architecture.
Defining the bounds, rules, diction, and the logic that make up the
skeletal framework of the organization's information architecture.
Clearly delineate information attributes that flow through the IT
framework, along with the overarching structure, the circumference
of operations, the logic and syntax of the languages used, and the
rules of derivation employed. Delineation is for reworking and
remodeling the enterprise information architecture from industry
best practices and legacy blueprints.

10658 7.4.2.2 Define information access requirements Establishing needs for accessing information. Address issues related
to information including copyright, open source, privacy, security,
etc.
10659 7.4.2.3 Establish data custodianship Determining who will be responsible for the safe custody, transport,
and storage of the data and implementation of business rules.
Determine who will be responsible for the technical environment
and database structure.

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Element Hierarchy
ID ID Process element Definition
10660 7.4.2.4 Manage changes to content data architecture requirements Implementing changes to meet content data requirements. Make
necessary changes to the process of designing, creating, deploying,
and managing an organization's data architecture.
10585 7.4.3 Manage information resources Administering information changes. Define information/data rules,
regulations, and standards. Develop and manage the administration
of the data/information and content of the enterprise.
10661 7.4.3.1 Define the enterprise information/data policies and standards Outlining and establishing policies for information/data, and setting
information standards. Establish laws, regulations, and policies to
regulate the creation, use, storage, access, communication, and
dissemination of information. Define information standards to
maintain.
10662 7.4.3.2 Develop and implement data and content administration Developing and executing administration policies for data and
content. Create strategies for processes and technologies that
support the collection, managing, and storing of information in any
form or medium.
10586 7.4.4 Perform enterprise data and content management Executing data and content management. Define the sources and
destination of content data. Manage the technical interfaces for the
users of the content. Revise, retain, and retire information.
10663 7.4.4.1 Define sources and destinations of content data Establishing the sources for obtaining content data and the
destinations for delivering content data. Evaluate the various
sources and destinations for content data. Strategically select the
sources and destinations that maximize the efficiency of data and
content management.
10664 7.4.4.2 Manage technical interfaces to users of content Managing and improvising the interface for the users of content
data. Manage the user interface, software interface, and hardware
interface.
10665 7.4.4.3 Manage retention, revision, and retirement of enterprise Administering the information to be retained, refurbished, and
information disposed. Examine and judge the efficiency of the present
information using various techniques to decide which information is
to be retained, revised, and retired.

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Element Hierarchy
ID ID Process element Definition
10566 7.5 Develop and maintain information technology solutions Creating and preserving the organization's IT solutions. Enhance
and maintain IT solutions by creating a strategy for improving the
IT function. Perform life-cycle planning for IT services and
solutions. Create and maintain an architecture for IT services and
solutions. Create and maintain IT services and solutions.
10587 7.5.1 Develop the IT development strategy Creating and implementing a strategy for developing the IT
function. Establish sources for IT development. Establish processes,
methodologies, and tools. Select appropriate development tools and
methodologies.
10666 7.5.1.1 Establish sourcing strategy for IT development Designing and establishing an institutional procurement process that
defines the sources and ways that continuously improve and re-
evaluate the IT services. Outline how specific vendors and suppliers
will deliver the IT components and activities to develop the IT
function.
10667 7.5.1.2 Define development processes, methodologies, and tools Establishing the methods, processes, and tools that will set the
standards foundation for developing the IT development strategy. Define the
new components, technologies, tools, and software for the
development process.
10668 7.5.1.3 Select development methodologies and tools Identifying approaches and equipment for developing the IT
function and choosing the most appropriate approach and tools.
Analyze the pros and cons of various tools and methods on the basis
of their cost effectiveness, development value, etc.
10588 7.5.2 Perform IT services and solutions life cycle planning Executing life-cycle planning for IT services and solutions. Develop
new requirements and feature-function enhancements. Create and
design a life cycle plan that takes care of the current and future state
of IT services and solutions.
10669 7.5.2.1 Plan development of new requirements Identifying and establishing new requirements of IT function in
order to develop the IT solutions. Plan for new tools and
components required for the development of IT services and
10670 7.5.2.2 Plan development of feature and functionality enhancement solutions.a plan or strategy for the development of the distinctive
Creating
attributes and the activities performed by the IT services and
solutions.

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Element Hierarchy
ID ID Process element Definition
10671 7.5.2.3 Develop life cycle plan for IT services and solutions Creating and implementing a life-cycle plan for developing IT
services and solutions. Make plans, projections, and decisions based
on the life cycle of the IT services and solutions. Determine current
and future IT requirements, performance, goals, and objectives.

10589 7.5.3 Develop and maintain IT services and solutions architecture Creating the architecture for the IT services and solutions. Revise
as needed. Retire in case of inefficiencies.
10672 7.5.3.1 Create IT services and solutions architecture Designing and developing a complex or carefully designed structure
that lays out the specifications, models, and guidelines concerning
IT services and solutions.
10673 7.5.3.2 Revise IT services and solutions architecture Reconsidering and revamping the IT services and solutions
architecture, which lays out the specifications, models, and
guidelines concerning IT services and solutions.
10674 7.5.3.3 Retire IT services and solutions architecture Withdrawing the IT services and solutions architecture in case of
inefficiencies.
10590 7.5.4 Create IT services and solutions Understanding customer requirements. Design the IT services and
solutions based on the requirements. Develop components for
providing the requirements. Train resources to provide support. Test
the IT services and solutions in advance. Confirm the customer
experience post-sale.
10675 7.5.4.1 Understand confirmed requirements Obtaining and comprehending the requirements for IT services and
solutions in the market. Conduct market research to understand and
analyze the possible market for the organization's IT services and
solutions.
10676 7.5.4.2 Design IT services and solutions Designing specific applications of business and technical expertise.
This will enable organizations in the creation, management, and
optimization of, or access to, information and business processes.
10677 7.5.4.3 Acquire/Develop IT service/solution components Acquiring and creating the components needed for the provision and
development of IT services and solutions. Design or acquire
software, hardware, interfaces, servers, etc.

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Element Hierarchy
ID ID Process element Definition
10678 7.5.4.4 Train services and solutions resources Preparing resources for the provision of IT services and solutions.
Teach the skill or type of behavior through sustained practice and
instruction to the employees who will provide the IT solutions and
services.
10679 7.5.4.5 Test IT services/solutions Examining the developed IT services and solutions. Test the IT
services and solutions in focus groups, etc.
10680 7.5.4.6 Confirm customer acceptance Analyzing the adoption of the IT services and solutions by
customers, and confirming the customers' experiences met
expectations. Use customer feedback, customer surveys, and
customer reviews to effectively communicate and comprehend the
experiences of the customers.
10591 7.5.5 Maintain IT services and solutions Updating and maintaining the requirements for IT services and
solutions. Perform defect analysis, and design changes accordingly.
Acquire or develop the components for changed IT services and
solutions. Test changes. Retire the outdated and inefficient IT
solutions and services.
10681 7.5.5.1 Understand upkeep/enhance requirements and defect analysis Comprehending the need to enhance the IT services and solutions
by performing defect analysis. Update the requirements for IT
services and solutions. Perform an analysis using defects as data for
continuous quality improvement in IT services and solutions.
10682 7.5.5.2 Design change to existing IT service/solution Taking into account the updated requirements and design changes
for the IT services and solutions.
10683 7.5.5.3 Acquire/develop changed IT service/solution component Acquiring or creating components for changing IT services and
solutions. Design or acquire updated software, hardware, interfaces,
servers, etc.
10684 7.5.5.4 Test IT service/solution change Performing tests on a changed or updated IT services and solutions.
Test the IT services and solutions by piloting solutions, creating
trial runs, etc. to validate the impact of change. Ensure the IT
function facilitates the required amount of support.
10685 7.5.5.5 Retire solutions and services Withdrawing inefficient and outdated IT solutions and services.
10567 7.6 Deploy information technology solutions Executing IT solutions by creating a strategy for deployment. Plan
and execute the changes. Plan and administer the release of its IT
services and solutions.

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Element Hierarchy
ID ID Process element Definition
10592 7.6.1 Develop the IT deployment strategy Creating and implementing a strategy for the deployment of IT
solutions. Define all of the activities that make the IT function
available for use. Establish the change policies for IT services and
solutions. Define the deployment process, procedures, and tools.
Select the most feasible and practical methodologies for the
deployment process.

10686 7.6.1.1 Establish IT services and solutions change policies Defining policies regarding changes in IT services and solutions.
Manage changes in a rational and predictable manner so that
employees can plan accordingly. Reduce the negative impact to the
user community. Increase the value of IT services and solutions.
10687 7.6.1.2 Define deployment process, procedures, and tools standards Outlining standards processes, methods, and equipment for
deployment of IT solutions. Manage the subversion server,
production server, development server etc. to make the IT services
and solutions available for internal/client use.
10688 7.6.1.3 Select deployment methodologies and tools Assessing the tools and techniques for deploying IT solutions in
order to choose the most appropriate options. Evaluate the pros and
cons of all the methodologies available. Choose the most efficient
and effective methodology.
10593 7.6.2 Plan and implement changes Strategizing and executing changes in IT solutions and services.
Create a plan for deploying the changes. Communicate with
stakeholders about the changes. Administer and implement the
changes. Train the resources who will be affected by these changes.
Install changes and verify their effect.
10689 7.6.2.1 Plan change deployment Creating plans for deploying the change in IT services and
solutions. Define the changes. Implement a plan.
10690 7.6.2.2 Communicate changes to stakeholders Coordinating the changes in IT services and solutions with
stakeholders. Communicate with creditors, directors, employees,
owners (shareholders), suppliers, unions, and the community from
which the business draws its resources.
10691 7.6.2.3 Administer change schedule Managing the schedule for implementation of change. Plan and
carry out a process or procedure to implement the predefined
changes.

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Element Hierarchy
ID ID Process element Definition
10692 7.6.2.4 Train impacted users Preparing users for changes in IT solutions. Conduct training
sessions and engagement activities to familiarize users with the new
changes.
10693 7.6.2.5 Distribute and install change Administering and implementing the changes in place for the new
strategies to take effect. Install new components, software,
hardware, etc. onto the systems of the affected users.
10694 7.6.2.6 Verify change Confirming that the changes to the IT function have met
expectations.
10594 7.6.3 Plan and manage releases Managing, planning, scheduling, and controlling an IT software or
service build through different stages and environments, including
testing and deploying its release. Understand the release design and
acceptance. Plan the release rollout. Distribute and install the
release. Verify the release.
10695 7.6.3.1 Understand and coordinate release design and acceptance Coordinating the deployment of new IT services and understanding
the traction and level of approval for the same. Administer and
synchronize the release of IT service packages. Manage version
control and the uptake and level of acceptance.
10696 7.6.3.2 Plan release rollout Creating a plan for introducing the IT services and solutions
provided by the organization in the market.
10697 7.6.3.3 Distribute and install release Distributing and implementing the release of changed IT solutions.
Administer, implement, and install the releases onto internal
systems. Provide methods for installing releases on client users.
10698 7.6.3.4 Verify release Confirming that the release has met expectations.
10568 7.7 Deliver and support information technology services Creating a strategy for successfully delivering the IT services and
solutions. Create a strategy for providing IT support services.
Manage IT architecture resources. Manage the operational activities
of IT services. Provide support for IT services and solutions.

10595 7.7.1 Develop IT services and solution delivery strategy Creating a strategy for delivering IT services and solutions.
Establish the sourcing strategy. Establish the delivery process
procedures and tools. Examine and choose the most effective
methodologies and tools.

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Element Hierarchy
ID ID Process element Definition
10699 7.7.1.1 Establish sourcing strategy for IT delivery Creating and implementing a strategy for sourcing delivery of IT
services and solutions. Examine the pros and cons of various
sources that can support the delivery process. Select the most
feasible and cost-effective sources.
10700 7.7.1.2 Define delivery processes, procedures, and tools standards Establishing standards for the processes, methods, and equipment
supporting the delivery of IT services and solutions. Manage the
transportation system, delivery schedule, etc. for the delivery
process.
10701 7.7.1.3 Select delivery methodologies and tools Assessing the tools and techniques for delivering IT services and
solutions, and choosing the most appropriate tools and techniques.
Evaluate the pros and cons of all the methodologies and tools
available. Choose the most efficient and effective methodology.
10596 7.7.2 Develop IT support strategy Creating a strategy for provision of support to users of IT services
and solutions.
10702 7.7.2.1 Establish sourcing strategy for IT support Developing a strategy for sourcing resources to support users of IT
services and solutions. Establish the sources that will make use of e-
mail, live support software online, or a tool where users can log a
call or incident in order to retrieve IT support.
10703 7.7.2.2 Define IT support services Establishing services for providing support to users of IT services
and solutions. Define the plethora of services by which the
organization assists users of computers, software products, or other
electronic/mechanical products.
10597 7.7.3 Manage IT infrastructure resources Managing the resources required for administration of IT
infrastructure. Manage the IT inventory and assets. Take care of the
organization's IT resource capacity.
10704 7.7.3.1 Manage IT inventory and assets Managing the complete list of IT items or resources available with
the organization. Use inventory and asset management systems to
automate the process of asset discovery, tracking, and reporting of
the resources.
10705 7.7.3.2 Manage IT resource capacity Handling the resource capacity of the IT function. Manage storage,
computer hardware, software, and connection infrastructure
resources that can be stored as inventory or provided by the
organization as needed.

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Element Hierarchy
ID ID Process element Definition
10598 7.7.4 Manage IT infrastructure operations Managing all processes and services that are provisioned by an IT
staff to their internal or external clients and used by themselves.
Deliver IT services and solutions. Perform IT operations support
services.
10706 7.7.4.1 Deliver IT services and solutions Supplying or provisioning IT services and solutions to the users.
Design an IT service delivery model that defines the processes and
procedures needed to deliver the IT services and solutions.
10707 7.7.4.2 Perform IT operations support services Executing support services for operational activities within the IT
function. Use operation support systems to manage the IT
operations support services.
10599 7.7.5 Support IT services and solutions Managing the availability of the IT services and solutions. Provide
facilities. Manage backup/recovery systems. Track performance and
capacity. Manage any incidents, problems, or inquires related to it.

10708 7.7.5.1 Manage availability Handling the availability for IT services and solutions. Manage the
inventory and operations systems to ensure that the demand for the
IT solutions and services is always met.
10709 7.7.5.2 Manage facilities Managing the facilities that support the provision of IT services and
solutions. Keep facilities such as the software, hardware, and
systems up-to-date in order to ensure the provision of IT services
and solutions.
10710 7.7.5.3 Manage backup/recovery Managing backup/recovery for IT services and solutions. Copy and
archive computer data so it may be used to restore the original after
a data loss event. Use a backup system or application.
10711 7.7.5.4 Manage performance and capacity Overseeing the performance and capacity of IT services and
solutions. Use key performance indicators to routinely track the
performance and capacity levels of IT services and solutions.
10712 7.7.5.5 Manage incidents Managing instances or occurrences within the IT function.
10713 7.7.5.6 Manage problems Identifying, recording, and resolving any IT problems. Create and
manage a problem-resolving system or function within the IT
function to ensure smooth and timely operations.
10714 7.7.5.7 Manage inquiries Taking care of the inquiries or requests by the customers or users of
the IT services and solutions provided by the organization.

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Element Hierarchy
ID ID Process element Definition
10728 8.1 Perform planning and management accounting 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.
10738 8.1.1 Perform planning/budgeting/forecasting 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.
10771 8.1.1.1 Develop and maintain budget policies and procedures 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.
10772 8.1.1.2 Prepare periodic budgets and plans 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].)

10773 8.1.1.3 Prepare periodic financial forecasts 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.
10739 8.1.2 Perform cost accounting and control 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.
10774 8.1.2.1 Perform inventory accounting Conducting accounting for assets, and finding reasons for changes
(depreciation, obsolescence, deterioration, change in customer taste,
increased demand, decreased market supply, etc.).
14057 8.1.2.2 Perform profit center accounting Determining the revenue, profits, and losses incurred by each unit
within the organization that produces profit.
10775 8.1.2.3 Perform cost of sales analysis Studying expenses directly associated with product. Analyze the
cost of sales, which is the cost of manufacturing products.

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ID ID Process element Definition
10776 8.1.2.4 Perform product costing Studying and finding out the relevant cost center for a product by
studying every resource used in its making.
10777 8.1.2.5 Perform variance analysis Discovering the changes between forecasted and actual costing.
Analyze actual and planned behavior by reviewing the amount of a
variance on a trend line in order to maintain control over a business.
11175 8.1.2.6 Report on profitability Making a report about revenues generated by the organization or
business unit concerned. This process requires the organization to
create a report which shows how business is generating profits.
Profits are the part which is left after paying all expenses directly
related to the generation of the revenue, such as producing a
product, and other expenses related to conducting business
activities.

10740 8.1.3 Perform cost management Deciding which expenses can be avoided to reduce some costs and
increase revenues. Plan and control the organization's budget to
forecast future expenditures.
10778 8.1.3.1 Determine key cost drivers Defining cost drivers for a particular activity.
10779 8.1.3.2 Measure cost drivers Calculating cost drivers.
10780 8.1.3.3 Determine critical activities 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.

10781 8.1.3.4 Manage asset resource deployment and utilization Distributing or allocating asset resources in different processes for
optimal utilization.
10741 8.1.4 Evaluate and manage financial performance 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.
10782 8.1.4.1 Assess customer and product profitability Studying product demand and targeted customer preferences. Study
customers' demands or preferences after deducting the cost of
delivering the final product.

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Element Hierarchy
ID ID Process element Definition
10783 8.1.4.3 Evaluate new products 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.
10784 8.1.4.4 Perform life cycle costing 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.
10785 8.1.4.5 Optimize customer and product mix Creating the best fit between a product and the end user. Maximize
the customer base by providing different products in the market.
10786 8.1.4.6 Track performance of new customer and product strategies Observing the behavior of a new set of customers for different
products. Prepare strategies to improve sales and profits.
10787 8.1.4.7 Prepare activity-based performance measures Evaluating performance based on different sets of activities created
by management to measure performance.
10788 8.1.4.8 Manage continuous cost improvement Conducting activities to improve cost distribution regularly. Follow
or adopt different ways of reducing costs.
10729 8.2 Perform revenue accounting Comparing revenue targets to reality. Review all transactions and
entries passed in final accounts in a year in order to examine profits.

10742 8.2.1 Process customer credit Evaluating and processing requests for advances. Evaluate credit
requests by customers requiring loans to buy products/services.
14187 8.2.1.1 Analyze credit scoring history Reviewing past credit scores to determine the if a line of credit will
be extended to potential customers. This could also include
extending additional credit to existing accounts.
14188 8.2.1.2 Forecast credit scoring requirement Planning credit score requirements based on established credit
policies.
10791 8.2.1.3 Review existing accounts Evaluating existing account holders and their past performance.
Regularly review existing accounts to get the required information
about the status at present.
10792 8.2.1.4 Produce credit/collection reports Preparing account payable reports about payments to be made
according to accounting rules and principles, and providing the
reports to management.

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Element Hierarchy
ID ID Process element Definition
10793 8.2.1.5 Reinstate or suspend accounts based on credit policies Closing or restarting accounts according to changes made in credit
policies.
10743 8.2.2 Invoice customer 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.
10794 8.2.2.1 Maintain customer/product master files 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.

10795 8.2.2.2 Generate customer billing data 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.
10796 8.2.2.3 Transmit billing data to customers Providing information to customers about purchases made by them.
Communicate the details of purchases. Provide customers with a
copy of details for their reference.
10797 8.2.2.4 Post receivable entries Registering transactions and their scheduled payments.
10798 8.2.2.5 Resolve customer billing inquiries Checking and solving billing queries raised by customers.
10744 8.2.3 Process accounts receivable (AR) 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.
10799 8.2.3.1 Establish AR policies 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).
10800 8.2.3.2 Receive/Deposit customer payments Collecting cash from customers. Deposit it into bank account. Make
entries into the books of accounts.

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Element Hierarchy
ID ID Process element Definition
10801 8.2.3.3 Apply cash remittances Checking and moving funds between countries for business
activities, typically through authorized remittance agents.
10802 8.2.3.4 Prepare AR reports Preparing reports that detail balances due or what to collect from
customers at a certain point in time.
10803 8.2.3.5 Post AR activity to the general ledger 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.
10745 8.2.4 Manage and process collections 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.
10804 8.2.4.1 Establish policies for delinquent accounts 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.
10805 8.2.4.2 Analyze delinquent account balances 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.
10806 8.2.4.3 Correspond/Negotiate with delinquent accounts Determine ways for customers in default to repay debts (e.g.,
allowing more time or discounts).
10807 8.2.4.4 Discuss account resolution with internal parties Determining rules for handling accounts. Discuss and plan with
internal parties (department heads, managers, and senior
management) about rules to follow in coming months.
10808 8.2.4.5 Process adjustments/write-off balances Maintaining reserves for write-offs and adjustments. Adjust or write
off certain expenses and losses.
14007 8.2.4.6 Perform recovery Renegotiating the terms of a loan agreement in order to recoup
money from a default account.
14008 8.2.4.7 Manage default Managing accounts that have not met the requirements agreed upon
to pay off outstanding debts.
10746 8.2.5 Manage and process adjustments/deductions Creating and providing funds for necessary adjustments and
deductions, including all expenses that were required for the
business at certain point in time.

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Element Hierarchy
ID ID Process element Definition
10809 8.2.5.1 Establish policies/procedures for adjustments Creating guidelines to follow in case of adjustments to business
processes.
10810 8.2.5.2 Analyze adjustments Checking changes made in accounts during the year. Examine the
alterations made in final accounts to rectify errors/omissions.
10811 8.2.5.3 Correspond/Negotiate with customer Providing suitable offers to customers. Present different offers (e.g.,
discounts) available for customers or buyers.
10812 8.2.5.4 Discuss resolution with internal parties Discussing and planning with internal parties (department heads,
managers, and senior management) about rules to follow in coming
months.
10813 8.2.5.5 Prepare chargeback invoices 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.
10814 8.2.5.6 Process related entries Recording business transactions as they occur in order to provide a
balanced accounts for financial reporting.
10730 8.3 Perform general accounting and 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.
10747 8.3.1 Manage policies and procedures Creating procedures to perform general accounting and reporting.
Follow the rules and regulations made for a particular process in the
business.
10815 8.3.1.1 Negotiate service-level agreements Agreeing upon terms and conditions. Negotiate an agreement
between two or more parties, the customer and service providers.
Specify scope, quality, and responsibilities.
10816 8.3.1.2 Establish accounting policies Establishing policies and procedures to prepare financial statements,
including methods, measurement systems, and procedures for
providing disclosures.
10817 8.3.1.3 Set and enforce approval limits Implementing parameters for accounting. Apply set conditions for
any approval process.

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ID ID Process element Definition
10818 8.3.1.4 Establish common financial systems Establishing processes and procedures to exercise financial control
and accountability. Record, verify, and report transactions that
affect revenues, expenditures, assets, and liabilities.
10748 8.3.2 Perform general accounting Applying basic principles, concepts, and accounting practices in
recording and preparing final accounts, and using accounting
information in management.
10819 8.3.2.1 Maintain chart of accounts Preparing trial balance account from general ledgers. List all
accounts used in the general ledger. Alter accounts according to
business requirements.
10820 8.3.2.2 Process journal entries 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.
10821 8.3.2.3 Process allocations Allocating funds across functions. Apportion funds in line with the
budgets created. Formalize allocations in centralized internal
records.
10823 8.3.2.4 Post and reconcile intercompany transactions Checking accounts separately for a parent and subsidiary company.
Manage relationship between a parent company and subsidiaries.
Document intercompany transactions in separate financial
statements.
10749 8.3.4 Perform fixed asset accounting 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.
10828 8.3.4.1 Establish fixed asset policies and procedures Creating rules for fixed assets market valuation. Make rules and
regulations for fixed assets regarding depreciation, provisions,
resale, usage, etc.
10829 8.3.4.2 Maintain fixed asset master data files 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.
10830 8.3.4.3 Process and record fixed asset additions and retires 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.

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ID ID Process element Definition
10831 8.3.4.4 Process and record fixed asset adjustments, enhancements, Keeping a summary of expenses for installing and modifying assets.
revaluations, and transfers 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.
10833 8.3.4.5 Calculate and record depreciation expense 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.
10832 8.3.4.6 Process and record fixed asset maintenance and repair expenses 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.
10834 8.3.4.7 Reconcile fixed asset ledger Balancing the ledger account balance for fixed assets. Correct errors
in the books of fixed assets. Provide correct information in relevant
accounts.
10835 8.3.4.8 Track fixed assets including physical inventory Checking and updating the record of all raw materials and fixed
assets. Track all fixes asset. Maintain a record of all inventory
items.
10836 8.3.4.9 Provide fixed asset data to support tax, statutory, and Showing market value and related expenses on fixed assets data for
regulatory reporting 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.
10750 8.3.6 Perform financial reporting Reporting on the organization's financial status to stakeholders.
Include balance sheets, income statements, cash flow statements,
and statements of shareholders' equity.
10837 8.3.6.1 Prepare business unit financial statements 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.
10838 8.3.6.2 Prepare consolidated financial statements 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.

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ID ID Process element Definition
10839 8.3.6.3 Perform business unit reporting/review management reports 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.
10840 8.3.6.4 Perform consolidated reporting/review of cost management Making reports for all units to help higher management in decision
reports 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.

10841 8.3.6.5 Prepare statements for board review Preparing a draft of financial statements for the board to review
before they are sent to the auditor.
10842 8.3.6.6 Produce quarterly/annual filings and shareholder reports 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.
10843 8.3.6.7 Produce regulatory reports Reporting raw or summary data for final accounts following rules
and regulations.
14074 8.3.6.8 Perform legal and management consolidation Carrying out activities associated with legal and management
consolidation. Legal consolidation can include currency conversion,
balance carry forward, and consolidation of journal entries.
Management consolidation can include reporting on financials on a
reporting cycle basis to gauge the performance of the organization.
10731 8.4 Manage fixed asset project accounting Managing accounts for large funds-invested projects. Manage and
account for fixed assets projects (capital projects), which required
significant capital investments over many years.
10751 8.4.1 Perform capital planning and project approval 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.

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ID ID Process element Definition
10844 8.4.1.1 Develop capital investment policies and procedures 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.
10845 8.4.1.2 Develop and approve capital expenditure plans and budgets Creating budgets, and soliciting approvals for capital projects.
Prepare budgets for projects that require heavy investments. Secure
approvals from management.
10846 8.4.1.3 Review and approve capital projects and fixed asset acquisitions Evaluating and supporting capital investments in projects and fixed
assets. Confirm details of capital projects. Secure approvals from
managements for large investments.
10847 8.4.1.4 Conduct financial justification for project approval 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.
10752 8.4.2 Perform capital project accounting 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.
10848 8.4.2.1 Create project account codes Giving reference codes for every project.
10849 8.4.2.2 Record project-related transactions 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.
10850 8.4.2.3 Monitor and track capital projects and budget spending Evaluating project progress and funds invested. Observe and track
significant funds invested on any long-term project. Compare to
budget.
10851 8.4.2.4 Close/capitalize projects 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.
10852 8.4.2.5 Measure financial returns on completed capital projects Comparing a finished project's profitability with forecasted returns.
Scrutinize revenues generated by completed projects that required
heavy investments. Determine profitability.

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ID ID Process element Definition
10732 8.5 Process payroll 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.
10753 8.5.1 Report time 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.
10853 8.5.1.1 Establish policies and procedures Developing policies and procedures for the HR function to calculate
compensation.
10854 8.5.1.2 Collect and record employee time worked Tracking billing hours of each employee on daily basis.
10855 8.5.1.3 Analyze and report paid and unpaid leave Tracking leaves allowed and taken by employees.
10856 8.5.1.4 Monitor regular, overtime, and other hours 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.
10857 8.5.1.5 Analyze and report employee utilization Monitoring the number of productive hours for employees.
10754 8.5.2 Manage pay Managing the total payments made in employees payroll, including
bonuses and compensation.
10858 8.5.2.1 Enter employee time worked into payroll system 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.
10859 8.5.2.2 Maintain and administer employee earnings information 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.

10860 8.5.2.3 Maintain and administer applicable deductions 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.
10861 8.5.2.4 Monitor changes in tax status of employees Tracking changes in the salary structure of employees for tax
deductions.

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10862 8.5.2.5 Process and distribute payments 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.
10863 8.5.2.6 Process and distribute manual checks Handling incorrect/omitted salary payments.
10864 8.5.2.7 Process period end adjustments Adjusting salary deductions for tax purposes at the end of the year.
10865 8.5.2.8 Respond to employee payroll inquiries Addressing salary-related queries raised by employees.
10755 8.5.3 Process payroll taxes Deducting and paying taxes from employees' salaries.
10866 8.5.3.3 Calculate and pay applicable payroll taxes 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.
10867 8.5.3.4 Produce and distribute employee annual tax statements Providing tax deductions statements created by certified chartered
accountants to every employee for their reference or refunds.
10868 8.5.3.5 File regulatory payroll tax forms Filling taxes, and highlighting different sources of income and
expenditures made.
10733 8.6 Process accounts payable and expense reimbursements Handling bills and reimbursements to be made. Make payments for
goods or services taken or used on behalf of the organization.
10756 8.6.1 Process accounts payable (AP) 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.
10869 8.6.1.1 Verify AP pay file with PO vendor master file Matching records of bills to be paid with accounts. Check accounts
payable entries with vendor's account for every payment made.
10870 8.6.1.2 Maintain/manage electronic commerce Tracking all online transactions.
10871 8.6.1.3 Audit invoices and key data in AP system Monitoring and evaluating bills registered in accounts books. Check
all invoices. Maintain records.
10872 8.6.1.4 Approve payments Processing payments for products/services.
10873 8.6.1.5 Process financial accruals and reversals 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.
10874 8.6.1.6 Process taxes 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.

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ID ID Process element Definition
10875 8.6.1.7 Research/resolve exceptions 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.
10876 8.6.1.8 Process payments Making payments for products/services on due dates (payment
cycle) decided by parties involved.
10877 8.6.1.9 Respond to AP inquiries 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.
10878 8.6.1.10 Retain records Keeping bills of every transaction for future reference.
10879 8.6.1.11 Adjust accounting records Rectifying for alterations occurred in accounts while recording.
10757 8.6.2 Process expense reimbursements 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.
10880 8.6.2.1 Establish and communicate expense reimbursement policies and Explaining policies and procedures related to reimbursements
approval limits requests by employees. Set policies regarding reimbursement
process and amount limits etc. Inform employees.
10881 8.6.2.2 Capture and report relevant tax data Collecting and reporting all pertinent information regarding the
taxes paid by the organization's employees.
10882 8.6.2.3 Approve reimbursements and advances Permitting expense reimbursement requests from employees.
10883 8.6.2.4 Process reimbursements and advances Paying for expense reimbursement requests from employees.
(Follow Approve reimbursements and advances [10882] according
to policies and conditions.)
10884 8.6.2.5 Manage personal accounts Maintaining accounts of individuals who are connected with
business.
17294 8.7 Perform liability and insurance reserve valuations Measuring the variability of loss reserves is a requirement of
regulators, rating agencies and management and this can be done in
a number of ways/using different methods. Performing liability and
insurance reserve valuations includes the reconciling claims cash
flows and qualified actuaries applying valuation standards,
managing reserving controls, policies and procedures.

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ID ID Process element Definition
10758 8.8.1 Manage treasury policies and procedures 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.
10885 8.8.1.1 Establish scope and governance of treasury operations Selecting opportunities and the authoritative body for investments in
trading in bonds, currencies, financial derivatives, etc.
10886 8.8.1.2 Establish and publish treasury policies 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.
10887 8.8.1.3 Develop treasury procedures 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.
10888 8.8.1.4 Monitor treasury procedures Checking treasury processes in order to optimize company's
liquidity, invest excess cash, and reduce its financial risks.
10889 8.8.1.5 Audit treasury procedures Auditing the treasury function.
10890 8.8.1.6 Revise treasury procedures Reassessing all treasury procedures based on audit findings.
10891 8.8.1.7 Develop and confirm internal controls for treasury Creating and managing the internal control systems for investments
in bonds, currencies, and financial derivatives to verify procedures.
10892 8.8.1.8 Define system security requirements Describing the need of system security requirements for controlling
access, reliability of information, accountability, and availability of
information in the organization.
10759 8.8.2 Manage cash 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.

10893 8.8.2.1 Manage and reconcile cash positions Correcting cash differences in the books of accounts. Make
optimum utilization of funds available in the business. Check for
differences to rectify.

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10894 8.8.2.2 Manage cash equivalents Taking care of all cash-related activities in the business. Utilize
short-term assets that can be easily convertible into cash, such as
marketable securities, commercial paper and short-term government
bonds, and treasury bills.
10895 8.8.2.3 Process and oversee electronic fund transfers (EFTs) Supervising all online transactions.
10896 8.8.2.4 Develop cash flow forecasts Preparing forecasts for the cash generated or used by the
organization.
10897 8.8.2.5 Manage cash flows Delaying the outflow of funds as long as possible, but encourage the
inflow of as fast as possible.
10898 8.8.2.6 Produce cash management accounting transactions and reports Presenting reports on all cash-related activities. Collect and manage
short-term investing activities. Prepare reports of all transactions
done.
10899 8.8.2.7 Manage and oversee banking relationships Maintaining and directing the course of relationships with banking
partners.
10900 8.8.2.8 Analyze, negotiate, resolve, and confirm bank fees 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.
10760 8.8.3 Manage in-house bank accounts Managing financial services provided by an in-house bank structure
in the corporation that is operating like a commercial bank.
10901 8.8.3.1 Manage in-house bank accounts for subsidiaries Maintaining subsidiaries' company accounts opened with bank
inside the corporation. Manage different financial services provided
by in-house bank structure for parent companies' subsidiaries or
branches.
10902 8.8.3.2 Manage and facilitate inter-company borrowing transactions Arranging loans for subsidiaries from in-house banks.
10903 8.8.3.3 Manage centralized outgoing payments on behalf of subsidiaries Handling payments made for subsidiaries by parent company.

10904 8.8.3.4 Manage central incoming payments on behalf of subsidiaries Handling payments received by parent company for subsidiaries.
10905 8.8.3.5 Manage internal payments and netting transactions Taking care of all business outflows and recording as whole.
Manage making all payments for the organization and its units or
subsidiaries. Track in books of accounts of parent company.

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10906 8.8.3.6 Calculate interest and fees for in-house bank accounts Computing all expenses paid to and receivables collected over the
organization's banking activity. Calculate all charges and
receivables, towards interest, fees, and any other payments over its
own bank accounts. Record transactions in the books of accounts.
10907 8.8.3.7 Provide account statements for in-house bank accounts Facilitating account statements for all in-house banking activity.
10761 8.8.4 Manage debt and investment 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.
10911 8.8.4.2 Process and oversee debt and investment transactions 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.
10912 8.8.4.3 Process and oversee foreign currency transactions Arranging and supervising foreign exchange rate changes to avoid
loss on foreign-currency transactions.
10913 8.8.4.4 Produce debt and investment accounting transaction reports Creating transactions report of loans and investments. Prepare and
maintain records of loans and investment transactions.
14210 8.8.4.5 Process and oversee interest rate 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.
11208 8.8.5 Monitor and execute risk and hedging transactions 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.
11212 8.8.5.5 Develop and execute hedging transactions Preparing and buying derivatives, such as options and futures
contracts, to limit investment risks.
11213 8.8.5.6 Evaluate and refine hedging positions Examining options in the market for hedging investments. Select an
option.
11214 8.8.5.7 Produce hedge accounting transactions and reports Preparing and documenting accounts and records of all hedging
investment transactions to reduce risks due to change in markets.
11215 8.8.5.8 Monitor credit Revising credit reports periodically for accurateness and changes
that could be suggestive of duplicitous activity.

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17346 8.8.6 Conduct actuarial services Using mathematical and statistical modeling to provide estimates
regarding particular events, such as the likelihood of a catastrophic,
weather-related event for a property and casualty insurance firm.
Actuarial services forecast risk and uncertainty and help firms plan
for future probabilities and possibilities. The activities included in
the conduct actuarial services process include the development of
trends analyses, producing reporting, managing experience and
pool/block rating and underwriting and providing underwriting
support.

10736 8.9 Manage taxes Estimating the organization's periodic tax liabilities. Ensure that
appropriate taxing authorities receive tax return filings and
payments when due.
10765 8.9.1 Develop tax strategy and plan Setting targets for periodic tax liabilities. Assess the tax impact of
various activities such as the acquisition or disposal of fixed assets
or a deliberate change in number of employee.
10927 8.9.1.1 Develop foreign, national, state, and local tax strategy Developing a tax strategy for foreign, national, state, local
administration. Set up tax strategies for foreign trade in imports and
exports and at national, state, and local level.
10928 8.9.1.2 Consolidate and optimize total tax plan Combining and enhancing a rational analysis of a financial
condition or plan from a tax perspective in order to align financial
goals through efficient tax planning.
10929 8.9.1.3 Maintain tax master data Maintaining a master file about the rational analysis of a financial
condition or plan from a tax perspective in order to align financial
goals through efficient tax planning.
10766 8.9.2 Process taxes Processing the taxes of the organization in line with the regional
taxation structure, including corporate, property, excise, and service
taxes.
10930 8.9.2.1 Perform tax planning/strategy Creating and implementing strategies for taxes to be paid or
collected by the business.
10931 8.9.2.2 Prepare returns Preparing and submitting tax reports for every employee to the tax
department in order to show the tax paid and deducted from their
salaries in the year.

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ID ID Process element Definition
10932 8.9.2.3 Prepare foreign taxes Preparing reports about paid or accrued foreign taxes to an overseas
country.
10933 8.9.2.4 Calculate deferred taxes Calculating the income that has been realized when the tax on that
income has not.
10934 8.9.2.5 Account for taxes Managing the organization's financial accounts for the purpose of
taxation. Prepare and maintain the tax paid by the organization to
the country they have business in.
10935 8.9.2.6 Monitor tax compliance Checking and correcting the tax policies according to the rules and
regulations set by the organization.
10936 8.9.2.7 Address tax inquiries Addressing any tax queries by any regulatory or government
authorities. Review historical records related to taxation within the
organization in order to respond to queries.
10737 8.10 Manage international funds/consolidation Managing cash collections and disbursements made by operating
units across the enterprise. When appropriate, transfer cash from the
operating units to parent-level bank accounts managed by the
organization's treasury team.
10767 8.10.1 Monitor international rates Forecasting and monitoring changes in foreign currency value or
interest rates around the world that play an important role in the
organization.
10768 8.10.2 Manage transactions Managing any transfer of funds in the course of conducting cross-
border trades or investments, including conversion across
currencies. Find the most suitable alternative for making payments,
while saving taxes and avoiding any unwarranted regulation, with
the objective of protecting capital.
10769 8.10.3 Monitor currency exposure/hedge currency Assessing exposure to potential financial losses as a result of
changes in the value of currencies. Forecast the impact of
movements in foreign currency values. Enter into financial
transactions designed to offset or limit potential exposure to loss.
10770 8.10.4 Report results Documenting and reporting accounting entries to formally report
financial gains or losses experienced as a result of foreign exchange
activity.

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ID ID Process element Definition
14090 8.11.1 Screen sanctioned party list Evaluating the approved list of parties for engaging in international
trade in order to ensure the safety of the organization's business
transactions. Examine agents that have been granted legal rights to
engage in global trade and their credentials.
14091 8.11.2 Control exports and imports Overseeing and directing the flow of trade to/from the organization
in order to ensure financial gains.
14092 8.11.3 Classify products Systematically categorizing products/services for their suitability to
international trade. Create classes and categories for demarcating
the types of products suitable for international trade. Study requisite
national and international standards and the adherence of the
organization's portfolio of offerings to these.
14093 8.11.4 Calculate duty Computing the excise duty to be paid during international trade.
14094 8.11.5 Communicate with customs Communicating with the customs department to ensure fluid
compliance. Share pertinent information mandated by law with the
government agency that controls and collects the duties levied for
the international exchange of products/services.
14095 8.11.6 Document trade Documenting and recording the trade processes while making
transactions, noting the description, quality, number, transportation
medium, indemnity, and inspection.
14096 8.11.7 Process trade preferences Preparing global trade under preference, which allows the
organization to import/export products at a lower or nil rate of
customs duty and/or levy charge.
14097 8.11.8 Handle restitution Administering and overseeing all restitution activities the
organization may be subjected to. Manage compliance with apposite
legal frameworks. Make any restitution that may be required by
law; comply with authorities over any fines or non-financial
measures imposed.
14098 8.11.9 Prepare letter of credit Creating a document assuring that a seller will receive payment
when certain delivery conditions are met. (If the buyer is unable to
make payment on the purchase, a bank covers the outstanding
amount.)

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10735 8.12 Manage internal controls 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.
10762 8.12.1 Establish internal controls, policies, and procedures Forming rules and regulations to ensure the achievement of
effectiveness, proficiency of operations, and reliability of financial
reporting.
10914 8.12.1.1 Establish board of directors and audit committee Establishing board of directors and auditing committee in order to
assign roles and responsibilities for internal controls.
10915 8.12.1.2 Define and communicate code of ethics Outlining and communicating a code of ethics act responsibly.
10916 8.12.1.3 Assign roles and responsibility for internal controls Defining roles, responsibilities, and accountabilities for
effectiveness and proficiency of operations and reliability of
financial reporting.
11250 8.12.1.4 Define business process objectives and risks 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.
11251 8.12.1.5 Define entity/unit risk tolerances 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.
10763 8.12.2 Operate controls and monitor compliance with internal controls Incorporating planning, management, operations, and monitoring of
policies and procedures 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 controls-related activities.

10917 8.12.2.1 Design and implement control activities Defining and executing policies, procedures, techniques, and
mechanisms and actions taken to minimize risk.

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ID ID Process element Definition
10918 8.12.2.2 Monitor control effectiveness Overseeing the activities for internal controls. Observe the
effectiveness of policies, procedures, techniques, and mechanisms
actions taken to minimize risk.
10919 8.12.2.3 Remediate control deficiencies 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.)
10920 8.12.2.4 Create compliance function 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.
10921 8.12.2.5 Operate compliance function Administering operational activities of a compliance function.
10922 8.12.2.6 Implement and maintain controls-related enabling technologies Implementing and maintaining the compliance technological
and tools systems or equipment that are control-enabled.
10764 8.12.3 Report on internal controls compliance Reporting on internal controls compliance to the appropriate
authority, including IT regulations and pertinent data.
10923 8.12.3.1 Report to external auditors 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.
10924 8.12.3.2 Report to regulators, share/debt-holders, securities exchanges, Reporting to regulators, shareholders, debt holders, securities
etc. exchanges, etc. about IT regulations and pertinent data.
10925 8.12.3.3 Report to third parties (e.g., business partners) Reporting to suppliers, customers, and partners that are doing
business with the company about IT regulations and pertinent data.
10926 8.12.3.4 Report to internal management Reporting to internal management (all employees, directors, and
management) about IT regulations and pertinent data.
10010 9.0 Acquire, Construct, and Manage Assets Relating to the design, construction, acquisition, and management
of both productive assets.
10937 9.1 Design and construct/acquire nonproductive 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.
10941 9.1.1 Develop property strategy and long-term vision Strategizing a long-term vision for managing properties. Prepare
strategies and a long-term vision for managing purchased/retained
properties.

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Element Hierarchy
ID ID Process element Definition
10955 9.1.1.1 Confirm alignment of property requirements with business Creating alignment between the requirement of properties and the
strategy overall business strategy. This process requires the organization to
align the requirement of properties in accordance with its business
strategies of the organization.
10956 9.1.1.2 Assess the external environment 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.
10957 9.1.1.3 Determine build or buy decision 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.
10942 9.1.2 Develop, construct, and modify sites Creating, building, and renovating property sites. Construct the
property. Make the necessary changes to the current property
according to the requirements.
10943 9.1.3 Plan facility Recognizing the needs of facility users in order to construct a
project proposal that meets those needs.
10958 9.1.3.1 Design facility Preparing and analyzing different designs for a facility in order to
finalize which design will be the most suitable option.
10959 9.1.3.2 Analyze budget Evaluating the feasibility of budgets prepared for the construction of
facilities.
10960 9.1.3.3 Select property Assessing and choosing the appropriate property. Analyze the
property requirements. Review the available property options.
Finalize the most suitable option.
10961 9.1.3.4 Negotiate terms for facility Discussing the terms and conditions of facilities to be occupied
according to the business requirements and availability of budgets.
10962 9.1.3.5 Manage construction or modification to building Constructing the buildings. Manage renovations according to
requirements and demands.
10944 9.1.4 Provide workspace and assets 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.
10963 9.1.4.1 Acquire workspace and assets Attaining the office space with all assets (tables, chairs, computers,
admin staff, etc.) according to requirements.

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ID ID Process element Definition
10964 9.1.4.2 Change fit/form/function of workspace and assets 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.
10938 9.2 Plan maintenance work Arranging the time and availability of workers for property
maintenance work.
16472 9.2.1 Perform routine maintenance Arranging workers to perform periodic building maintenance
activities.
16473 9.2.2 Perform corrective maintenance Arranging workers to perform corrective activities to maintain a
property.
16474 9.2.3 Overhaul equipment Renovating equipment. Disassemble the item. Identify damaged or
defective parts. Repair or replace them. Reassemble, test, and
perform trial-run.
10949 9.2.4 Manage facilities operations Managing all operational activities of the facility. Manage how each
function/business unit works. Support the manufacturing facility to
attain organizational goals.
10965 9.2.4.1 Relocate people Shifting staff or employees from one place to another place
according to changes in business requirements.
10966 9.2.4.2 Relocate material and tools 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.
10939 9.3 Obtain and install assets, equipment, and tools Sourcing new physical assets such as machinery, equipment,
production lines, and systems of tools. Integrate new assets into the
processing operation.
10950 9.3.1 Develop ongoing maintenance policies for production assets Establishing policies for maintaining productive assets. Create rules
and regulations for the timely maintenance of productive assets.
10967 9.3.1.1 Analyze assets and predict maintenance requirements Evaluating assets in order to project future requirements for
maintenance. Evaluate the present working condition of assets.
Determine the future maintenance requirements of assets.
10968 9.3.1.2 Develop approach to integrate preventive maintenance into Devising a methodology and procedure for assimilating the works
production schedule of planned maintenance into the schedule scheme for the processing
of finished products that utilizes the same machinery.

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Element Hierarchy
ID ID Process element Definition
10951 9.3.2 Obtain and install equipment Acquiring equipment. Install the equipment at a suitable place
according to business requirements.
10971 9.3.2.2 Install and commission equipment Commissioning and inducting any tools, implements, or systems of
instruments required for the manufacturing process. Source any
engineering solutions that are necessitated for the manufacturing
process. Place orders or contract agents for sourcing such
equipment. Install and inaugurate the equipment.
10940 9.4 Dispose of productive and nonproductive assets Retiring productive and non-productive assets.
10952 9.4.1 Develop exit strategy Creating a strategy for managing asset exits.
10953 9.4.2 Perform sale or trade Performing the sale of assets. Achieve and complete the sale
process. Deliver the end product to the customers.
10954 9.4.3 Perform abandonment 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.
16437 10.0 Manage Enterprise Risk, Compliance, Remediation and Ensuring that an organization effectively manages its risk. Process
Resiliency groups are aligned with traditional risk management activities.
17060 10.1 Manage enterprise risk 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.

16439 10.1.1 Establish the enterprise risk framework and policies Creating an agenda for the rules and regulations of enterprise risk
that deal with hazardous, financial, operational, and strategic risks.
16440 10.1.1.1 Determine risk tolerance for organization Recognizing the organization's tolerance for risk, given risk-return
trade-offs for one or more anticipated and predictable consequences.

16441 10.1.1.2 Develop and maintain enterprise risk policies and procedures 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.

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Element Hierarchy
ID ID Process element Definition
16442 10.1.1.3 Identify and implement enterprise risk management tools 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.
16443 10.1.1.4 Coordinate the sharing of risk knowledge across the Communicating the knowledge about risk within the organization.
organization Identify operational risks. Share risk information within the
organization.
16444 10.1.1.5 Prepare and report enterprise risk to executive management Preparing and presenting reports about enterprise risk to the
and board 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).

16445 10.1.2 Oversee and coordinate enterprise risk management activities 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.
16446 10.1.2.1 Identify enterprise level risks Determining risks that could thwart objectives. Document and
communicate the concern.
16447 10.1.2.2 Assess risks to determine which to mitigate Identifying options/actions to enhance opportunities and reduce
threats. Recognize the root reasons of the identified risks.
16448 10.1.2.3 Develop risk mitigation and management strategy, and integrate Developing activities to improve opportunities and lessen threats.
with existing performance management processes Specify the organization's objectives. Evolve strategies and policies
to attain these objectives. Assign resources to project objectives.

16449 10.1.2.4 Verify business unit and functional risk mitigation plans are Checking that the blueprint created for managing risk in individual
implemented business units and divisions is correctly effectuated. Validate the
implementation of all activities geared to mitigate risks.
16450 10.1.2.5 Ensure risks and risk mitigation actions are monitored Ensuring risk monitoring and mitigation activities. Monitor actions
to enhance opportunities and reduce threats to project objectives.
16451 10.1.2.6 Report on risk activities Creating a report of activities to address hazard risks, liability torts,
financial risks, operational risks, social trends, competition, etc.
16456 10.1.3.1 Identify risks Developing a timely and continuous process to identify activities
that might hinder a project's goals.

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Element Hierarchy
ID ID Process element Definition
16457 10.1.3.2 Assess risks using enterprise risk framework policies and Determining the possibility that a specified undesirable event will
procedures 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.
16458 10.1.3.3 Develop mitigation plans for risks Developing possibilities and arrangements to improve opportunities
and reduce deviations to project objectives.
16459 10.1.3.4 Implement mitigation plans for risks Executing mitigation plans to improve opportunities and reduce
deviations to project objectives.
16460 10.1.3.5 Monitor risks Identifying, examining, and recognizing/justifying any
improbability in investment decision making.
16461 10.1.3.6 Analyze risk activities and update plans 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.
16462 10.1.3.7 Report on risk activities Creating reports on risk activities, and communicating them to
management. Prepare reports on the potential for adverse safety
consequences.
11179 10.1.3.8 Manage environmental health and safety (EHS) 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.
11180 10.1.3.8.1 Determine environmental health and safety impacts 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.
11186 10.1.3.8.1 Evaluate environmental impact of products, services, and Evaluating the impact of offerings and the auxiliary operations
.1 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.

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Element Hierarchy
ID ID Process element Definition
11187 10.1.3.8.1 Conduct health and safety and environmental audits Conducting an inspection to verify that the organization adequately
.2 complies with the environmental, health, and safety standards.
Audit procedures and records regarding responsibility for the
environment, health, and safety.
11181 10.1.3.8.2 Develop and execute functional EHS program 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.
11188 10.1.3.8.2 Identify regulatory and stakeholder requirements Determining any protocols or standards to comply with, set by
.1 regulatory agencies or the organization's stakeholders. Closely
examine all standards and matters of compliance relating to the
environment, health, and safety.
11189 10.1.3.8.2 Assess future risks and opportunities Evaluating any risks and opportunities that might affect the
.2 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.

11190 10.1.3.8.2 Create EHS policy Creating a plan for managing the environmental, health, and safety
.3 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.

11191 10.1.3.8.2 Record and manage EHS events Recording and managing all events and activities associated with
.4 complying with environmental, health and safety standards. Create
event calendars. Assign funds. Educate employees. Conduct events.

11182 10.1.3.8.3 Train and educate functional employees Conducting programs such as on-the-job training sessions, group
training workshops, and online training.

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Element Hierarchy
ID ID Process element Definition
11192 10.1.3.8.3 Communicate EHS issues to stakeholders and provide support Reporting any issues or problems with EHS to the stakeholders.
.1 This includes management, creditors, directors, employees,
government agencies, shareholders, suppliers, and unions. Provide
support to them.
11183 10.1.3.8.4 Monitor and manage functional EHS management program 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.
11193 10.1.3.8.4 Manage EHS costs and benefits Administering the costs and benefits of EHS management program.
.1 Evaluate program costs to ensure that the benefits of the program
always outweigh its costs.
11194 10.1.3.8.4 Measure and report EHS performance Using performance techniques and indicators. Utilize number of
.2 audits or inspections performed, safety committee meetings, the
number and types of findings and observations, timely preventive
maintenance tasks performed, etc.
11196 10.1.3.8.4 Implement emergency response program Implementing a program for organizing, coordinating, and directing
.3 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.
11197 10.1.3.8.4 Implement pollution prevention program Implementing a program that reduces or eliminates the creation of
.4 pollutants through increased efficiency in the use of raw materials,
energy, water, or other resources. Implement a program to inspect
facilities that store, manufacture, or use hazardous, toxic, or
polluting materials.
11195 10.1.3.8.4 Provide employees with EHS support Supporting employees in light of the organization's environmental,
.5 health, and safety policies and standards. Provide medical
insurance, maternity leave, environmental education, training over
safety, etc.
14138 10.1.5 Manage financial risk Executing financial risk management frameworks and policies.
17373 10.1.5.4 Manage fraud and misconduct Developing a fraud management strategy and monitoring program
and managing the investigation and anti-fraud and abuse operations.

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Element Hierarchy
ID ID Process element Definition
17381 10.1.5.4.2 Manage investigation unit and anti fraud and abuse operations Setting program thresholds to match investigation unit capacity,
scanning incoming claims to detect anomalies and suspicious
patterns, scoring and prioritizing transactions according to risk
level, flagging and holding suspicious transactions for further
investigation and managing and concluding investigation cases.
17466 10.1.5.5 Manage insurance risk Managing re-insurance through setting up proportional, non-
proportional XL, non-proportional CAT XL and facultative treaty
masters.
18748 10.1.5.5.2 Manage portfolio risk Managing insurance risk includes Managing the insurance portfolio
includes the management of Life, Non-Life, Health, and Disability
risk.
16463 10.2 Manage compliance Obeying laws, guidelines, strategies, and stipulations related to the
business.
17468 10.2.1 Establish compliance framework and policies Developing a set of procedures detailing an organization's progress
in complying with established guidelines, provisions, and
17469 10.2.1.1 Develop enterprise compliance policies and procedures legislation.
Creating a standardized approach to ethics and compliance. Have a
programmatic approach for compliance that focuses on the definite
risks the organization faces.
17470 10.2.1.2 Implement enterprise compliance activities Implementing standardized for ethics and compliance. Have a
programmatic approach, built from the top down, to enterprise
compliance that focuses on the definite risks the organization faces.
14133 10.2.1.3 Manage internal audits Managing accounts and prepare regular reports on financial
performance.
14137 10.2.1.4 Maintain controls-related technologies and tools Managing technologies and tools related to the confidentiality,
integrity, and availability of data in order to ensure the security of
the organization's information.
17467 10.2.2 Manage regulatory compliance Managing steps to confirm enduring compliance to industry
regulations and government legislation.
16464 10.2.2.1 Develop regulatory compliance procedures 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.

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Element Hierarchy
ID ID Process element Definition
16465 10.2.2.2 Identify applicable regulatory requirements 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.
16466 10.2.2.4 Monitor the regulatory environment for changing or emerging Analyzing and overseeing the regulatory environment in order to
regulations 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.

16467 10.2.2.5 Assess current compliance position, and identify weaknesses or Evaluating current regulatory policies and regulations. Assess their
shortfalls therein performance. Make necessary changes.
16468 10.2.2.7 Implement missing or stronger regulatory compliance controls Assessing the current policies and policies. Implement missing and
and policies necessary changes environmental changes, political changes,
technological changes, etc.
16469 10.2.2.8 Monitor and test, on an ongoing and scheduled basis, regulatory Monitoring, appraising, and evaluating the compliance position of
compliance position and existing controls, defining controls that the organization in order to fine-tune for effective remediation.
should be added, removed, or modified as required 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.

16470 10.2.2.9 Maintain relationships with regulators Developing and preserving relationships with the regulators,
without compromising the legal basis of the relationship.
11185 10.3 Manage remediation efforts 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.

11201 10.3.1 Create remediation plans 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.

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Element Hierarchy
ID ID Process element Definition
11202 10.3.2 Contact and confer with experts Discussing and soliciting advice from experts for in order to
incorporate their suggestion (regarding Create remediation plans
[11201]).
11203 10.3.3 Identify/Dedicate resources 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.
11204 10.3.4 Investigate legal aspects 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.

11205 10.3.5 Investigate damage cause Studying the causes of damage, which could be environmental,
physical, social, etc. at country level in order to institute better
policies and regulations.
11206 10.3.6 Amend or create policy 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.
11216 10.4 Manage business resiliency Including the processes required to rapidly adapt and respond to any
internal or external opportunity, demand, disruption, or threat.
Develop a more dynamic, strategic, and integrated approach to
managing compliance obligations.
11221 10.4.1 Develop the business resilience strategy Creating a strategy for rapidly adapting to disturbances. Maintain
continuous business processes and protecting employees, assets, and
overall brand equity.
11222 10.4.2 Perform continuous business operations planning Developing plans to ensure continuous business operations.
11223 10.4.3 Test continuous business operations Assessing ongoing activities within the organization that are not
intended to stop except for in an emergency.
11224 10.4.4 Maintain continuous business operations Evaluating business operations. Determine which activities generate
revenues, perform best, and provide good returns.

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Element Hierarchy
ID ID Process element Definition
16471 10.4.5 Share knowledge of specific risks across other parts of the Sharing information about risks and resilience strategies of business
organization operations across the organization so that prospective risks can be
avoided.
10012 11.0 Manage External Relationships 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
11010 11.1 Build investor relationships 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.

11035 11.1.1 Plan, build, and manage lender relations 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.
11036 11.1.2 Plan, build, and manage analyst relations Creating and maintaining long-term relations with analysts. Involve
analysts in strategy and product decisions in order to elicit valuable
information.
11037 11.1.4 Communicate with shareholders Practicing regular, transparent communication with shareholders
through annual shareholders' meetings, quarterly earnings calls,
shareholders letters, one-on-one emails or calls, etc.
11011 11.2 Manage government and industry relationships Creating and maintaining relationships with government and
industry representatives.
11038 11.2.1 Manage government relations Persuading public and government policy at the local, regional,
national, and global level (subject to government regulations).
11039 11.2.2 Manage relations with quasi-government bodies 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.

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Element Hierarchy
ID ID Process element Definition
11040 11.2.3 Manage relations with trade or industry groups 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.
11041 11.2.4 Manage lobby activities Managing lobbying activities to affect government policies.
11012 11.3 Manage relations with board of directors 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.
11042 11.3.1 Report results 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.
11043 11.3.2 Report audit findings 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.
11013 11.4 Manage legal and ethical issues Managing legal practices to abide by the law, as well as ethical
practices.
11044 11.4.1 Create ethics policies Creating a code of ethics that communicate the organization's
philosophy to employees, vendors, customers, clients, and the
public.
11045 11.4.2 Manage corporate governance policies 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.

11046 11.4.3 Develop and perform preventative law programs 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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Element Hierarchy
ID ID Process element Definition
11047 11.4.4 Ensure compliance 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.
11053 11.4.4.1 Plan and initiate compliance program 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.
11054 11.4.4.2 Execute compliance program 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.
11048 11.4.5 Manage outside counsel 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.
11056 11.4.5.1 Assess problem and determine work requirements 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.

11057 11.4.5.2 Engage/retain outside counsel if necessary 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.
11058 11.4.5.3 Receive strategy/budget 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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Element Hierarchy
ID ID Process element Definition
11059 11.4.5.4 Receive work product and manage/ monitor case and work Receiving deliverables from outside counsel, and monitoring the
performed 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.

11060 11.4.5.5 Process payment for legal services Making payments to legal advisers for their services. Payments
include addressing issues or suits by customers, suppliers,
competitors, bankers, government agencies, etc.
11061 11.4.5.6 Track legal activity/performance Keeping track of the legal activities and performance of the
organization.
11049 11.4.6 Protect intellectual property 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.

11062 11.4.6.1 Manage copyrights and patents 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.

11063 11.4.6.2 Maintain intellectual property rights and restrictions 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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Element Hierarchy
ID ID Process element Definition
11064 11.4.6.3 Administer licensing terms 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.

11065 11.4.6.4 Administer options Managing options regarding licensing agreements. Follow favorable
terms and conditions.
11050 11.4.7 Resolve disputes and litigations Resolving disputes or civil lawsuits internally or externally.
11051 11.4.8 Provide legal advice/counseling Providing legal advice concerning the substance or procedure of a
law in relation to a particular situation.
11052 11.4.9 Negotiate and document agreements/contracts Negotiating terms to reach a final draft of a contract that is
acceptable to all parties.
11014 11.5 Manage public relations program Managing a public relations programs through business and
communications skills.
11066 11.5.1 Manage community relations 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 community-
oriented way.

11067 11.5.2 Manage media relations Developing and managing relations with media. Develop
connections with journalists to solicit critical, third-party
endorsements for a product, issue, service, or organization.
11068 11.5.3 Promote political stability 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.
11069 11.5.4 Create press releases Developing press releases to communicate developments and
generate interest in the organization.
11070 11.5.5 Issue press releases Issuing press releases to carefully selected media in distribution
channels such as the web, newspapers, and social media.

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Element Hierarchy
ID ID Process element Definition
10013 12.0 Develop and Manage Business Capabilities 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.

16378 12.1 Manage business processes 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.
16379 12.1.1 Establish and maintain process management governance 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.
16380 12.1.1.1 Define and manage governance approach 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.
16381 12.1.1.2 Establish and maintain process tools and templates 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.
16382 12.1.1.3 Assign and support process ownership Assigning resources (employees) ownership of tasks. These include
the responsibility of identifying, analyzing, and improving business
processes in order to meet the goals and objectives such as
increasing profits and performance, reducing costs, and accelerating
schedules.
16383 12.1.1.4 Perform process governance activities 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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Element Hierarchy
ID ID Process element Definition
16384 12.1.2 Define and manage process frameworks 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.
16385 12.1.2.1 Establish and maintain process framework 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.
16386 12.1.2.2 Identify cross-functional processes Recognizing the different functional areas working on the same
project or goal.
16387 12.1.3 Define processes Outlining and establishing the business processes of the
organization. Scope, analyze, map, and publish processes for the
employees who may require it.
16388 12.1.3.1 Scope processes 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.
16389 12.1.3.2 Analyze processes 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.
16390 12.1.3.3 Map processes 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.
16391 12.1.3.4 Publish processes 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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Element Hierarchy
ID ID Process element Definition
16392 12.1.4 Manage process performance 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.
16393 12.1.4.1 Provide process training 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.
16394 12.1.4.2 Support process execution 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.
16395 12.1.4.3 Measure and report process performance Defining and using performance indicators to consider the financial
perspective, customer perspective, internal process perspective, and
learning perspective of the organization.
16396 12.1.5 Improve processes Identifying and choosing improvement opportunities. Create and
manage improvement projects. Perform the improvement activities
continuously and routinely.
16397 12.1.5.1 Identify and select improvement opportunities Helping a process owner to identify, analyze, and improve existing
business processes within an organization to meet new goals and
objectives.
16398 12.1.5.2 Manage improvement projects 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.
16399 12.1.5.3 Perform continuous improvement activities Persistently implementing activities for improving business
processes.
16400 12.2 Manage portfolio, program, and project Managing investments, holdings, products, businesses, and brands,
along with the related projects that together constitute a program.

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Element Hierarchy
ID ID Process element Definition
16401 12.2.1 Manage portfolio 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.
16402 12.2.1.1 Establish portfolio strategy Instituting the strategy for managing business portfolio. Create a
systematic plan that defines the strategy for managing investments,
holdings, products, businesses, and brands.
16403 12.2.1.2 Define portfolio governance 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.

16404 12.2.1.3 Monitor and control portfolio 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.
16405 12.2.2 Manage programs 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.

16406 12.2.2.1 Establish program structure and approach 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.
16407 12.2.2.2 Manage program stakeholders and partners Managing relationships with stakeholders and partners of the
business programs.

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Element Hierarchy
ID ID Process element Definition
16408 12.2.2.3 Manage program execution 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.
16409 12.2.2.4 Review and report program performance 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.
16410 12.2.3 Manage projects Establishing the scope of the projects. Create plans for
implementing the projects. Initiate projects. Review and report
project performance to management. Close projects.
16411 12.2.3.1 Establish project scope 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.
11117 12.2.3.1.1 Identify project requirements and objectives 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.
16412 12.2.3.1.2 Identify project resource requirements 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.
11118 12.2.3.1.3 Assess culture and readiness for project management approach Evaluating the culture and readiness of the organizational
environment is order to implement the project management
approach.

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Element Hierarchy
ID ID Process element Definition
11119 12.2.3.1.4 Identify appropriate project management methodologies 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.

11120 12.2.3.1.5 Create business case and obtain funding
11121 12.2.3.1.6 Develop project measures and indicators
16413 12.2.3.2 Develop project plans
11123 12.2.3.2.1 Define roles and resources
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.

11124 12.2.3.2.2 Identify specific IT requirements
11125 12.2.3.2.3 Create training and communication plans
11127 12.2.3.2.4 Design recognition and reward approaches
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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Element Hierarchy
ID ID Process element Definition
11128 12.2.3.2.5 Design and plan launch of project 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.
11129 12.2.3.2.6 Deploy the project Putting the project into position by effectively bringing it into
action.
16414 12.2.3.3 Execute projects 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.
11131 12.2.3.3.1 Evaluate impact of project management (strategy and projects) Assessing the impact of business project management on the
on measures and outcomes measures and outcomes of the projects. Gauge non-financial
measures, frequency of measurement, action plan, etc.
16415 12.2.3.3.2 Report the status of project 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.
16416 12.2.3.3.3 Manage project scope 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.
11132 12.2.3.3.4 Promote and sustain activity and involvement Encouraging and sustaining the activities and involvement while
executing projects. Promote the execution activities of the projects.
Encourage employee involvement in project implementation.
11133 12.2.3.3.5 Realign and refresh project management strategy and Reorganizing and stimulating the approach and strategy for
approaches 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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Element Hierarchy
ID ID Process element Definition
16417 12.2.3.4 Review and report project performance 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.
16418 12.2.3.5 Close projects 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.
17471 12.3 Manage enterprise quality Managing organizational attributes that are closely associated with
the quality of output. Determine the quality requirements. Evaluate
the correspondence between the quality performance and
requirements. Manage non-conformance activities. Ensure
implementation and maintenance of the enterprise quality
management system.

17472 12.3.1 Establish quality requirements Determining essential activities, processes, and attributes for
securing enterprise quality. Outline critical characteristics for
quality. Outline activities encouraging the preservation of quality.
Create quality controls. Confirm capabilities in accordance with
quality requirements. Finalize the plan for quality maintenance.
17473 12.3.1.1 Define critical-to-quality characteristics Outlining characteristics crucial for managing enterprise quality.
Translate broad customer needs into specific, actionable,
measurable performance requirements. Define the key measurable
characteristics of key products and processes.
17474 12.3.1.2 Define preventive quality activities Identifying gaps in customer requirements and determining whether
the gap will be mitigated through preventive Quality activities or
deemed as acceptable risk. The goal of any preventive quality
activities is to create provisions to prevent, control, or reduce the
risk of not meeting the CtQCs. In addition, any standard
methodology that will be used to design or conduct preventive
Quality activities are defined and documented.

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Element Hierarchy
ID ID Process element Definition
17475 12.3.1.3 Develop quality controls Developing controls for managing the quality of enterprise. Define
the process steps for quality controls and the sampling plan. Identify
the tools and methods to measure quality. Define the competencies
required.
17476 12.3.1.3.1 Define process steps for controls (or integration points) Establishing the steps for developing quality controls. Conduct
Alpha testing. Have the product team conduct rework. Send the
product/service for Beta testing, and carry on rework as needed.
17477 12.3.1.3.2 Define sampling plan Establishing a detailed summary including measures, on which
material, in what manner, and by whom. Identify the parameters to
be measured, the range of possible values, and the required
resolution. Provide a sampling scheme that details how and when
samples will be taken. Select sample sizes. Assign roles and
responsibilities.

17478 12.3.1.3.3 Identify measurement methods
17479 12.3.1.3.4 Define required competencies
17480 12.3.1.4 Prove capability to assess compliance with requirements
Using tools to measure quality. Use tools such as quality
improvement oversight system tool, performance measurement
tools, consumer information models/guides, and validation tools to
effectively determine the quality levels.
Defining the competencies required for developing quality controls.
Define the required competencies including compliance
management, audit management, and document control and
document management.
Demonstrating the ability and capability to confirm and fulfill the
quality requirements in front of customers, managers, employees,
board members, associations, regulatory bodies, and creditors.
Leverage tools and techniques such as process behavior or control
charts, statistical process control, measurement system analysis,
gage calibration management, and process capability analysis.

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Element Hierarchy
ID ID Process element Definition
17481 12.3.1.5 Finalize quality plan Establishing how the critical-to-quality characteristics will be
achieved, controlled, ensured, and managed throughout the lifecycle
of a product/service. Address quality requirements and critical-to-
quality characteristics. Conduct a preventive quality assessment.
Describe how to verify the product/service, verification criteria, and
response to nonconformance. Keep records to demonstrate
conformity.

17482 12.3.2 Evaluate performance to requirements Analyzing if the performance of the quality plan has achieved the
estimated and desired requirements. Conduct tests against the
quality plan. Assess the results of these tests.
17483 12.3.2.1 Test against quality plan Examining the quality of organizational processes. Conduct tests.
Collect information and data. Record the results of these tests.
Determine the dispositions of the test results.
17484 12.3.2.1.1 Conduct test and collect data Evaluating quality performance through periodic or episodic testing
against the established standards for quality characteristics. For
periodic testing, design a schedule with sufficient time to make any
required adjustments to the process or system to maintain the
desired level of quality. For episodic testing, conduct a test
whenever a known non-conformance or fault occurs, which results
in outputs or outcomes known to be unsatisfactory to performance
requirements.

17485 12.3.2.1.2 Record result(s) Maintaining and recording the results of Test against the quality
plan [17483] electronically and in standard formats. Assign
ownership to a designated function or role.
17486 12.3.2.1.3 Determine disposition of result(s) Deciding whether to take any additional actions based on the results
of quality tests. Initiate a quarantine disposition and relocated
inventory, scrap workflow item and scrap transaction, rework
operation, net-able and nonnet-able items, and the activity list.
17487 12.3.2.2 Assess results of tests Assessing the significance of the sample. Summarize the results of
the test. Recommend improvement actions. Decide what steps to
take next.

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Element Hierarchy
ID ID Process element Definition
17488 12.3.2.2.1 Assess sample significance Assessing the significance of the sample chosen for the test in order
to determine whether or not the sample is representative of the
larger output or outcome. Determine if the sample meets or does not
meet the requirements. Identify the conditions for acceptance,
rejection, remediation, and prevention.
17489 12.3.2.2.2 Summarize result(s) Outlining the major facts and figures of the quality test results in
order to provide insights and information. Use charts, tables,
statistical test results, and written findings and conclusions in a
summary of results.
17490 12.3.2.2.3 Recommend actions Recommending measures for improvement. Assess the summarized
results to identify areas which can be improved. Suggest actions to
management for improving the quality plan basis on the results of
the tests.
17491 12.3.2.2.4 Decide next steps Selecting the subsequent actions that the organization can adopt for
improving the enterprise quality. Select measures and recommended
actions for managing the enterprise quality.
17492 12.3.3 Manage non-conformance Handling any nonconformance activities or events. Assess the
potential impact of the nonconformity. Decide the immediate
actions to take. Identify the root causes. Take corrective or
preventive action. Ensure future conformance.
17493 12.3.3.1 Assess potential impact Analyzing any nonconformance events. Determine the need for
corrective and/or preventative action(s). Leverage root-cause
analysis, risk exposure, and other evaluations to properly review and
approve/reject subsequent actions.
17494 12.3.3.2 Determine immediate action(s) Initiating immediate corrective, preventative, or no action based
upon the impact and likelihood of reoccurrence. Consider
cost/benefit, risk exposure, timing, the assignment of responsibility,
and other pertinent factors .
17495 12.3.3.3 Identify root cause(s) Recognizing the reasons that have triggered the nonconformance
events or activities. Perform a root-cause analysis through
documentary evidence and interviews. Involve the appropriate
individuals. Leverage cause analysis and risk assessment.

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Element Hierarchy
ID ID Process element Definition
17496 12.3.3.4 Take corrective or preventitive action Pursuing corrective and preventative activities to eliminate the
cause of a detected nonconformity. Define the nonconformity.
Communicate and assign responsibility. Identify the appropriate
corrective and preventive action. Implement and monitor for
reoccurrence.
17497 12.3.3.5 Close non-conformance Closing nonconformance. Perform all the final processes related to
the nonconformance, including documenting root causes. Document
corrective and preventive actions.
17498 12.4 Implement and maintain the enterprise quality management Establishing and administering the software that manages content
system (EQMS) and business processes for quality and compliance across the value
chain. Define the quality strategy. Plan and deploy the EQMS
scope, targets, and goals. Identify core process controls and metric.
Develop EQMS governance. Assess the performance of EQMS.
Encourage improvements in EQMS.

17499 12.4.1 Define the quality strategy Outlining the strategy for managing enterprise quality. Define and
formalize quality techniques and standards. Assign responsibilities
for achieving the required quality levels. Standardize the quality
maintenance procedure, tools and techniques, recording and
reporting, the timing of quality maintenance activities, and the roles
and responsibilities for the quality management team.

17500 12.4.2 Plan and deploy the EQMS scope, targets, and goals Establishing and effectively deploying the scope, targets, and goals
of EQMS. Define the role of EQMS through
nonconformance/corrective and preventive action, compliance/audit
management, risk management, failure mode and effects analysis,
and statistical process control. Implement EQMS into operational
activities. Define the goals and objectives that are to be achieved by
the EQMS.

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Element Hierarchy
ID ID Process element Definition
17501 12.4.3 Identify core EQMS processes, controls, and metrics Recognizing and implementing the processes, controls, and metrics
for maintenance of EQMS. Define the role of EQMS in failure
mode and effects analysis, complaint handling, and advanced
product quality planning. Establish the role of EQMS in evaluating
metrics such as cost of quality, overall equipment effectiveness, on-
time and complete shipments, percentage of products in compliance,
and new product introductions.

17502 12.4.4 Develop and document EQMS policies, procedures, standards, Setting the process limits. Gather required information. Align with
and measures other documents and processes. Define the document structure.
17503 12.4.5 Assess the EQMS performance Benchmarking current performance in quality metrics that span
across the value chain. Identify gaps in performance as compared to
industry peers. Identify and implement complementary EQMS
capabilities. Enable a continuous improvement environment.
17504 12.4.6 Create environment and capability for EQMS improvement(s) Rewarding excellence in quality. Create and maintain quality
partnerships. Maintain talent capabilities and competencies.
Incorporate EQMS messaging into communication channels.
Transfer proven EQMS methods. Consider factors such as EQMS
reviews and gap assessments and the alignment and compatibility of
business processes and quality. Adopt Lean principles.

17505 12.4.6.1 Reward quality excellence Provisioning rewards for achieving quality excellence. Provide
monetary and nonmonetary rewards such as compensation,
vacations, gift cards, and reimbursements to employees in in
recognition of their services, efforts, and achievements in quality
excellence.
17506 12.4.6.2 Create and maintain quality partnerships Establishing and maintaining partnerships with third-party sources
to achieve quality excellence. Source and evaluate third-party
sources both public and private to ensure that the most effective and
efficient partnerships are formed.
17507 12.4.6.3 Maintain talent capabilities and competencies Maintaining a common denominator for the competency level
within the organization's talent circle. Conduct training sessions,
skill development activities, and quality excellence activities to
ensure that the resources of the organization are competent enough
and have the capabilities to achieve the required level of quality.

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Element Hierarchy
ID ID Process element Definition
17508 12.4.6.4 Incorporate EQMS messaging into communication channels Assimilating all the communication related to the EQMS into the
organization's already established communication channels.
17509 12.4.6.5 Assure independent EQMS management access to appropriate Ensuring EQMS access to the person in charge of the quality
authority in the organization management process. Establish who has the authority to manage the
EQMS. Ensure access of EQMS to only the person(s) in authority.

17510 12.4.6.6 Transfer proven EQMS methods Recording and transferring the best practices and proven methods
associated with enterprise quality management systems (EQMS)
that can be leveraged in improving the organization's framework.
Record proven methodologies and approaches with the objective of
communicating them for upgrading, refining, and enhancing the
organization's systems.

11074 12.5 Manage change Planning, designing, and implementing the change. Ensure
improvement in the change process.
11134 12.5.1 Plan for change 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.
11138 12.5.1.1 Select process improvement methodology 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.

11139 12.5.1.2 Assess readiness for change 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.

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Element Hierarchy
ID ID Process element Definition
11140 12.5.1.3 Determine stakeholders 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.

11141 12.5.1.4 Engage/Identify champion 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.

11142 12.5.1.5 Form design team Preparing a design team for implementing change throughout the
organization.
11143 12.5.1.6 Define scope 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.
11144 12.5.1.7 Understand current state Using graphical and statistical tools such as pareto diagrams,
process flow diagrams, cause-and-effect diagrams, check sheets,
histograms, run charts, and scatter diagrams.
11145 12.5.1.8 Define future state 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.
11146 12.5.1.9 Conduct organizational risk analysis 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.

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Element Hierarchy
ID ID Process element Definition
11147 12.5.1.10 Assess cultural issues 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.
11148 12.5.1.11 Establish accountability for change management 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.
11149 12.5.1.12 Identify barriers to change 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.
11150 12.5.1.13 Determine change enablers 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.
11151 12.5.1.14 Identify resources and develop measures 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.
11135 12.5.2 Design the change Developing plans for change management, training, communication,
and rewards/incentives. Establish metrics for measuring the change
adoption. Clarify new roles for employees. Identify budgets.
11152 12.5.2.1 Assess connection to other initiatives 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.
11153 12.5.2.2 Develop change management plans 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.

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Element Hierarchy
ID ID Process element Definition
11154 12.5.2.3 Develop training 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.
11155 12.5.2.4 Develop communication plan Developing a plan for imparting or exchanging information relevant
the to change. Define goals, objectives, and audience. Gather tools
for all communications.
11156 12.5.2.5 Develop rewards/incentives plan 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.
11157 12.5.2.6 Establish change adoption metrics 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.
11158 12.5.2.7 Establish/Clarify new roles Establishing and explaining the new roles to employees. Assign
roles and responsibilities to resources.
11159 12.5.2.8 Identify budget/roles 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.

11136 12.5.3 Implement change 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.
11160 12.5.3.1 Create commitment for improvement/change Kindling an organization wide commitment for effectuating the
change. Effectively communicate the advantages of the desired
change. Personalize the pitch for change.

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Element Hierarchy
ID ID Process element Definition
11161 12.5.3.2 Re-engineer business processes and systems 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.)

11162 12.5.3.3 Support transition to new roles or exit strategies for incumbents 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.

11163 12.5.3.4 Monitor change 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.
11137 12.5.4 Sustain improvement Sustaining the impact of the change process in order to enact
continual process improvement. Monitor the performance of re-
engineered business processes. Identify best practices and potential
issues. Effectuate remedial steps.
11164 12.5.4.1 Monitor improved process performance 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.
11165 12.5.4.2 Capture and reuse lessons learned from change process 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.
11166 12.5.4.3 Take corrective action as necessary Implement corrective action to adjust the re-engineered processes
for maximizing the desired impact. Adjust business processes and
systems to implement the desired change.

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Element Hierarchy
ID ID Process element Definition
11073 12.6 Develop and manage enterprise-wide knowledge management Creating and administering the capability of the organization's
(KM) capability knowledge management function. Develop a strategy for knowledge
management. Assess capabilities of the knowledge management
function.
11095 12.6.1 Develop KM strategy 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.

11100 12.6.1.1 Develop governance model 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.

11101 12.6.1.2 Establish central KM core group 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.
11102 12.6.1.3 Define roles and accountability of core group versus operating Clearly determining the roles and responsibilities of all personnel
units 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.
11103 12.6.1.4 Develop funding models 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.

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Element Hierarchy
ID ID Process element Definition
11104 12.6.1.5 Identify links to key initiatives 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.
11105 12.6.1.6 Develop core KM methodologies Creating core knowledge management procedures and
methodologies. Initiate developing a strategy, planning, execution,
and improvement.
11106 12.6.1.7 Assess IT needs and engage IT function 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.

11107 12.6.1.8 Develop training and communication plans 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.
11108 12.6.1.9 Develop change management approaches 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.
11109 12.6.1.10 Develop strategic measures and indicators 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.
11096 12.6.2 Assess KM capabilities 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.

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Element Hierarchy
ID ID Process element Definition
11110 12.6.2.1 Assess maturity of existing KM initiatives 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).
11111 12.6.2.2 Evaluate existing KM approaches 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.
11112 12.6.2.3 Identify gaps and needs 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.
11113 12.6.2.4 Enhance/Modify existing KM approaches Leveraging KM evaluations and identified gap to enhance existing
approaches.
11114 12.6.2.5 Develop new KM approaches Designing new policies, procedures, and guidelines to support
knowledge management.
11115 12.6.2.6 Implement new KM approaches Implementing new policies, procedures, and guidelines to support
knowledge management.
16436 12.7 Measure and benchmark Creating and administering a strategy to manage organizational
performance. Benchmark the performance of the internal processes,
as well as the organization as a whole.
11071 12.7.1 Create and manage organizational performance strategy 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].

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Element Hierarchy
ID ID Process element Definition
11075 12.7.1.1 Create enterprise measurement systems model 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.

11076 12.7.1.2 Measure process productivity 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.

11077 12.7.1.3 Measure cost effectiveness 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.

11078 12.7.1.4 Measure staff efficiency 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.
11079 12.7.1.5 Measure cycle time 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].)

11072 12.7.2 Benchmark performance Comparing organizational performance internally or externally with
other organizations.

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Element Hierarchy
ID ID Process element Definition
11083 12.7.2.1 Conduct performance assessments Measuring, researching, and recording the performance of people,
processes, mechanisms, or other areas of the business that the
organization wants to benchmark or track.
11084 12.7.2.2 Develop benchmarking capabilities 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.

11085 12.7.2.3 Conduct internal process and external competitive Benchmarking internal processes and against external competitors.
benchmarking
11087 12.7.2.4 Conduct gap analysis to understand need for change and degree Examining performance against benchmarked organizations or
needed entities. Determine how much performance needs to change to meet
expectations. Reach strategic goals.
11088 12.7.2.5 Establish need for change Establishing a need for changing the performance of the
organization. Make use of the gap analysis results in order to define
the need for change.

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100026 Budget for research and development (R&D) as a
percentage of revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100253 Average project cost from the start of the design
and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
extension projects
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100256 Average project cost from the start of the design
and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
extension projects per $1,000 revenue

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100259 Average project cost of existing product/service
improvements and extensions from start of design
and develop product/service process through
support product manufacturing or service
delivery process
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100262 Average project cost from the start of the design
and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
improvement projects per $1,000 revenue

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100267 Average project cost from the start of the design
and develop products/services process through
the support product manufacturing or service
delivery process for new product/service
development projects per $1,000 revenue

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100273 Average project cost of new product/service
developments from start of design and develop
product/service process through support product
manufacturing or service delivery process

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100425 Cost of existing product/service extension
opportunities per $1,000 revenue

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100427 Cost of existing product/service extension
opportunities per product/service extensions
opportunity

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100429 Cost of existing product/service improvement
opportunities per $1,000 revenue

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100431 Cost of existing product/service improvement
opportunities per product/service improvement
opportunity

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100447 Cost of new product/service development
opportunities per $1,000 revenue

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100449 Cost of new product/service development
opportunities per new product/service
opportunity

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100406 Compound annual growth rate of R&D costs over
the past three reporting periods

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100694 Engineering change order (ECO) costs as a
percentage of the total new product development
cost

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101491 Other cost to generate new product/service ideas
per new product/service opportunity

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101558 Outsourced cost to generate new product/service
ideas per new product/service opportunity

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 102929 Personnel cost to generate new product/service
ideas per new product/service opportunity

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101764 Percentage growth in R&D cost over the past
three reporting periods

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 101694 Overhead cost to generate new product/service
ideas per new product/service opportunity

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103286 Systems cost to generate new product/service
ideas per new product/service opportunity

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103115 Research and development (R&D) budget per
R&D FTE

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103139 Research and development (R&D) cost per
$1,000 revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103141 Research and development (R&D) cost related to
new product development projects per $1,000
revenue

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103143 Research and development (R&D) cost related to
product improvements and extensions per $1,000
revenue

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103368 Systems cost to support product manufacturing or
service delivery per project that exits or
completes the test market products/services phase

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103687 Total cost to generate new product/service ideas
per concept in the pre-design phase that is an
existing product/service improvement or
extension
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 103689 Total cost to generate new product/service ideas
concept in the pre-design phase that is a new
product/service development
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104006 Total cost to perform product development per
$1,000 revenue

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104142 Total R&D cost as a percentage of revenue over
the past three reporting periods

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104144 Total R&D cost per $1,000 revenue over the past
three reporting periods

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 104146 Total R&D cost per business entity employee for
the current reporting period
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105229 Equipment cost to perform the function "develop
and manage products and services" as a
percentage of total cost

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105230 Material cost to perform the function "develop
and manage products and services" as a
percentage of total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105231 Internal personnel cost to perform the function
"develop and manage products and services" as a
percentage of total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105232 Internal systems cost to perform the function
"develop and manage products and services" as a
percentage of total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105233 Outsourced cost to perform the function "develop
and manage products and services" as a
percentage of total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105234 Internal overhead cost to perform the function
"develop and manage products and services" as a
percentage of total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105235 Other costs to perform the function "develop and
manage products and services" as a percentage of
total cost

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105236 Fixed cost to perform the function "develop and
manage products and services" as a percentage of
total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105237 Variable cost to perform the function "develop
and manage products and services" as a
percentage of total cost
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105238 Total infrastructure cost for new product/service
development per $1,000 revenue

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105239 The total annual cost of poor quality per $1,000
revenue

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105511 Research and development (R&D) cost per newly
launched product/service

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105512 Equipment cost to perform the function "develop
and manage products and services" per $1,000
revenue

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105513 Material cost to perform the function "develop
and manage products and services" per $1,000
revenue

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105514 Internal personnel cost to perform the function
"develop and manage products and services" per
$1,000 revenue

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105515 Internal systems cost to perform the function
"develop and manage products and services" per
$100,000 revenue

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105516 Outsourced cost to perform the function "develop
and manage products and services" per $1,000
revenue

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105517 Internal overhead cost to perform the function
"develop and manage products and services" per
$1,000 revenue

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105518 Other costs to perform the function "develop and
manage products and services" per $1,000
revenue

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105519 Fixed cost to perform the function "develop and
manage products and services" per $1,000
revenue

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105520 Variable cost to perform the function "develop
and manage products and services" per $1,000
revenue

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105461 Total cost to perform the function "develop and
manage products and services" per $1,000
revenue
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105527 Total cost to perform the function "develop and
manage products and services" per FTE
(including external)

10003 2.0 Develop and Manage Products and Services Cost Effectiveness 105509 Total cost to perform the function "develop and
manage products and services" per newly
launched product/service

10003 2.0 Develop and Manage Products and Services Cycle Time 100379 Average time-to-market in days for all products
(including product improvements and extensions)
10003 2.0 Develop and Manage Products and Services Cycle Time 100381 Average time-to-profitability in months for
existing product/service improvement and
extension projects
10003 2.0 Develop and Manage Products and Services Cycle Time 100383 Average time-to-profitability in months for new
product/service development projects
10003 2.0 Develop and Manage Products and Services Cycle Time 100193 Average design cycle time in days for all
products
10003 2.0 Develop and Manage Products and Services Cycle Time 100656 Cycle time in days from the start of the design
and develop products/services process through
the completion of the test market for
products/services for existing product/service
extension projects
10003 2.0 Develop and Manage Products and Services Cycle Time 100664 Cycle time in days from start of design and
develop product/service through completion of
test market product/service for existing
product/service improvement and extension
projects

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10003 2.0 Develop and Manage Products and Services Cycle Time 100665 Cycle time in days from start of design and
develop product/service through completion of
test market product/service for new
product/service development projects

10003 2.0 Develop and Manage Products and Services Cycle Time 103464 Average time-to-market in days for existing
product/service extension projects

10003 2.0 Develop and Manage Products and Services Cycle Time 103466 Time-to-market in days for existing
product/service improvement and extension
projects

10003 2.0 Develop and Manage Products and Services Cycle Time 103468 Average time-to-profitability in months for
existing product/service extension projects
10003 2.0 Develop and Manage Products and Services Cycle Time 103476 Time-to-market in days for new product/service
development projects

10003 2.0 Develop and Manage Products and Services Process Efficiency 100946 Number of concepts in the pre-design phase that
are existing product/service improvements and
extensions per $1,000 revenue

10003 2.0 Develop and Manage Products and Services Process Efficiency 100950 Number of existing product/service improvement
and extension projects per $1 billion revenue

10003 2.0 Develop and Manage Products and Services Process Efficiency 101238 Number of FTEs for product development phases
per $1 billion revenue

10003 2.0 Develop and Manage Products and Services Process Efficiency 100184 Average design and develop hours for existing
product/service extension projects

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10003 2.0 Develop and Manage Products and Services Process Efficiency 100187 Average design and develop hours for existing
product/service improvement projects

10003 2.0 Develop and Manage Products and Services Process Efficiency 100190 Average design and develop hours for new
product/service development projects

10003 2.0 Develop and Manage Products and Services Process Efficiency 100236 Average percentage variance from budget for
existing product/service extension projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100239 Average percentage variance from budget for
existing product/service improvement projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100242 Average percentage variance from budget for
new product/service development projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100275 Average team size in FTEs for existing
product/service extension projects per $1 billion
revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 100278 Average team size in FTEs for existing
product/service extension projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100281 Average team size in FTEs for existing
product/service improvement projects per $1
billion revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 100284 Average team size in FTEs for existing
product/service improvement projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100287 Average team size in FTEs for new
product/service development projects per $1
billion revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 100290 Average team size in FTEs for new
product/service development projects
10003 2.0 Develop and Manage Products and Services Process Efficiency 100198 Average generate new ideas hours for existing
product/service extension projects

10003 2.0 Develop and Manage Products and Services Process Efficiency 100201 Average generate new ideas hours for existing
product/service improvement projects

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10003 2.0 Develop and Manage Products and Services Process Efficiency 100204 Average generate new ideas hours for new
product/service development projects

10003 2.0 Develop and Manage Products and Services Process Efficiency 105466 Number of FTEs (including external) that
perform the function "develop and manage
products and services" per $1 billion revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 103123 Ratio of the number of projects to concepts in the
pre-design phase for existing product/service
extensions and improvements

10003 2.0 Develop and Manage Products and Services Process Efficiency 103124 Ratio of the number of projects to concepts in the
pre-design phase for new product/service
developments

10003 2.0 Develop and Manage Products and Services Process Efficiency 103125 Ratio of the total numbers of projects to pre-
design concepts
10003 2.0 Develop and Manage Products and Services Process Efficiency 102407 Percentage of product/service development
projects launched as commercial
products/services annually
10003 2.0 Develop and Manage Products and Services Process Efficiency 102462 Research and development (R&D) FTEs as a
percentage of total business entity FTEs

10003 2.0 Develop and Manage Products and Services Process Efficiency 102526 Percentage of revenue from product/services
launched in the past year
10003 2.0 Develop and Manage Products and Services Process Efficiency 102308 Percentage of new product/service development
projects launched on budget
10003 2.0 Develop and Manage Products and Services Process Efficiency 102310 Percentage of new product/service development
projects launched on time
10003 2.0 Develop and Manage Products and Services Process Efficiency 101754 Percentage of new idea development from
internal sources
10003 2.0 Develop and Manage Products and Services Process Efficiency 101979 Percentage of existing product/service extension
projects launched on budget

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10003 2.0 Develop and Manage Products and Services Process Efficiency 101982 Percentage of existing product/service extension
projects launched on time
10003 2.0 Develop and Manage Products and Services Process Efficiency 101985 Percentage of existing product/service
improvement and extension projects launched on
budget
10003 2.0 Develop and Manage Products and Services Process Efficiency 101987 Percentage of existing product/service
improvement and extension projects launched on
time
10003 2.0 Develop and Manage Products and Services Process Efficiency 101387 Number of product/service improvements
generated per $1,000 revenue

10003 2.0 Develop and Manage Products and Services Process Efficiency 101357 Number of new product/service development
projects per $1 billion revenue

10003 2.0 Develop and Manage Products and Services Process Efficiency 101359 Number of new product/service opportunities
generated per $1,000 revenue

10003 2.0 Develop and Manage Products and Services Process Efficiency 101353 Number of concepts in the pre-design phase that
are new product/service developments per
$100,000 revenue
10003 2.0 Develop and Manage Products and Services Process Efficiency 101381 Number of product/service extensions generated
per $1,000 revenue

10003 2.0 Develop and Manage Products and Services Staff Productivity 105510 Number of newly launched products/services per
FTE (including external) that performs the
function "develop and manage products and
services"
10003 2.0 Develop and Manage Products and Services Staff Productivity 104463 Number of research and development (R&D)
FTEs per $1 billion revenue

10003 2.0 Develop and Manage Products and Services Staff Productivity 102644 Percentage of employees tasked with at least one
innovation goal

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10003 2.0 Develop and Manage Products and Services Staff Productivity 100948 Number of existing product/service improvement
and extension projects per FTE involved from the
start of the design and develop products/services
process through the support product
manufacturing or service delivery process

10003 2.0 Develop and Manage Products and Services Staff Productivity 100945 Number of existing product/service improvement
and extension concepts per generate new
product/service ideas FTE

10003 2.0 Develop and Manage Products and Services Staff Productivity 101384 Number of product/service improvements
generated per generate new product/service ideas
FTE
10003 2.0 Develop and Manage Products and Services Staff Productivity 101378 Number of product/service extensions generated
per generate new product/service ideas FTE

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10003 2.0 Develop and Manage Products and Services Staff Productivity 101355 Number of new product/service development
projects per FTE involved from the start of the
design and develop products/services process
through the support product manufacturing or
service delivery process

10003 2.0 Develop and Manage Products and Services Staff Productivity 101350 Number of new product/service development
concepts per generate new product/service ideas
FTE
10003 2.0 Develop and Manage Products and Services Supplemental 102125 Percentage of total innovation spend allocated to
Information enhancements to existing
products/processes/business models
10003 2.0 Develop and Manage Products and Services Supplemental 102126 Percentage of total innovation spend allocated to
Information major extensions to existing
products/processes/business models
10003 2.0 Develop and Manage Products and Services Supplemental 102127 Percentage of total innovation spend allocated to
Information new or white space opportunities
10003 2.0 Develop and Manage Products and Services Supplemental 102128 Percentage of total innovation spend allocated to
Information categories other than enhancements, extensions,
and new or white space opportunities
10003 2.0 Develop and Manage Products and Services Supplemental 101998 Percentage of external ideas from
Information clients/customers
10003 2.0 Develop and Manage Products and Services Supplemental 101999 Percentage of external ideas from competitors
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102000 Percentage of external ideas from consultants
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102001 Percentage of external ideas from other sources
Information

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10003 2.0 Develop and Manage Products and Services Supplemental 102002 Percentage of external ideas from partners
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102003 Percentage of external ideas from suppliers
Information
10003 2.0 Develop and Manage Products and Services Supplemental 102458 Percentage of R&D cost related to new product
Information development projects
10003 2.0 Develop and Manage Products and Services Supplemental 102460 Percentage of R&D cost related to product
Information improvements and extensions

10003 2.0 Develop and Manage Products and Services Supplemental 104141 Research and development (R&D) cost as a
Information percentage of revenue
10003 2.0 Develop and Manage Products and Services Supplemental 104401 Percentage of new ideas from external sources
Information
10004 3.0 Market and Sell Products and Services Process Efficiency 101918 Percentage of customer accounts set up for
electronic data interchange (EDI)

10004 3.0 Market and Sell Products and Services Process Efficiency 101833 Percentage of active customers who transact via
an electronic marketplace
10004 3.0 Market and Sell Products and Services Process Efficiency 102289 Marketing, sales, and R&D FTEs as a percentage
of total business entity FTEs

10004 3.0 Market and Sell Products and Services Process Efficiency 104725 Net Promoter Score

10004 3.0 Market and Sell Products and Services Process Efficiency 104210 Value of sales order line items not fulfilled due to
stockouts per $1 million revenue

10004 3.0 Market and Sell Products and Services Process Efficiency 104485 Number of marketing FTEs per $1 billion in
revenue

10004 3.0 Market and Sell Products and Services Process Efficiency 104486 Number of sales FTEs per $1 billion in revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10004 3.0 Market and Sell Products and Services Process Efficiency 100511 Customer retention rate

10004 3.0 Market and Sell Products and Services Supplemental 104733 Percentage of customers targeted through
Information campaigns using the website channel
10004 3.0 Market and Sell Products and Services Supplemental 104734 Percentage of customers targeted through
Information campaigns using the mobile application channel
10004 3.0 Market and Sell Products and Services Supplemental 104735 Percentage of customers targeted through
Information campaigns using the search engine marketing
channel
10004 3.0 Market and Sell Products and Services Supplemental 104736 Percentage of customers targeted through
Information campaigns using the social media channel
10004 3.0 Market and Sell Products and Services Supplemental 104737 Percentage of customers targeted through
Information campaigns using the traditional face-to-face
contact channel
10004 3.0 Market and Sell Products and Services Supplemental 104738 Percentage of customers targeted through
Information campaigns using the direct mail channel
10004 3.0 Market and Sell Products and Services Supplemental 104739 Percentage of customers targeted through
Information campaigns using the indirect marketing channel
10004 3.0 Market and Sell Products and Services Supplemental 102288 Marketing FTEs as a percentage of total business
Information entity FTEs
10004 3.0 Market and Sell Products and Services Supplemental 102341 Revenue received from orders through a direct
Information connection to the system as a percentage of total
business entity revenue
10004 3.0 Market and Sell Products and Services Supplemental 102343 Revenue received from EDI orders as a
Information percentage of total business entity revenue
10004 3.0 Market and Sell Products and Services Supplemental 102345 Revenue received from email orders as a
Information percentage of total business entity revenue
10004 3.0 Market and Sell Products and Services Supplemental 102347 Revenue received from fax and mail orders as a
Information percentage of total business entity revenue
10004 3.0 Market and Sell Products and Services Supplemental 102349 Revenue received from internet orders as a
Information percentage of total business entity revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10004 3.0 Market and Sell Products and Services Supplemental 102351 Revenue received from orders through other
Information methods as a percentage of total business entity
revenue
10004 3.0 Market and Sell Products and Services Supplemental 102353 Revenue received from telephone orders as a
Information percentage of total business entity revenue
10004 3.0 Market and Sell Products and Services Supplemental 102355 Revenue received from WAP orders as a
Information percentage of total business entity revenue
10004 3.0 Market and Sell Products and Services Supplemental 101926 Revenue received from internet orders, WAP
Information orders, EDI orders, and orders from a direct
connection to the system as a percentage of total
business entity revenue

10004 3.0 Market and Sell Products and Services Supplemental 101831 Percentage of active customers that are profitable
Information
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 105357 Total cost of the North American Shared Services
Center as a percentage of revenue

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 105358 Total service center cost per customer
(employees + retirees)

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 105398 Total service center in-house cost per transaction

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 105399 Total service center in-house cost per volume
unit
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 105400 Total service center cost (in-house + outsourced)
per employee served

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104721 Annual overhead and other cost of the HR
function as a percentage of total HR function cost

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103486 Total budget for the HR function per $1,000
revenue

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103487 Total budget for the HR function per business
entity FTE

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103488 Budget for the HR function per business entity
employee

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103489 Total business entity personnel cost per $1,000
revenue
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104041 Total cost to perform the HR function per
business entity FTE

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104042 Internal cost to perform HR administration
activities per $1,000 revenue
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104043 Internal cost to perform HR administration
activities per business entity employee
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104132 Personnel cost for the business entity per
business entity employee
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104133 Personnel cost to perform the HR function per
$1,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104135 Personnel cost to perform the HR function per
business entity FTE

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104136 Personnel cost to perform the HR function per
business entity employee

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104164 Systems cost to perform the HR function per
$1,000 revenue

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 104165 Systems cost to perform the HR function per
business entity employee

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103555 Total cost to perform the HR function per $1,000
revenue

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103558 Total cost to perform the HR function per
"develop and counsel employees" FTE

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103559 Total cost to perform the HR function per
"manage employee information" FTE

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103560 Total cost to perform the HR function per
"recruit, source, and select employees" FTE

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103561 Total cost to perform the HR function per
"redeploy and retire employees" FTE

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103562 Total cost to perform the HR function per
"reward and retain employees" FTE

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103563 Total cost to perform the HR function per
"develop and manage HR planning, policies, and
strategies" FTE

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103564 Total cost to perform the HR function per HR
function FTE

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 103566 Total cost to perform the HR function per
business entity employee

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 100132 Personnel cost of temporary staff/contractor per
temporary staff/contractor
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 100195 Average fully loaded salary for middle
management or specialists

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 100196 Average fully loaded salary for operational
workers or office staff

10007 6.0 Develop and Manage Human Capital Cost Effectiveness 100197 Average fully loaded salary for senior
management or executives

10007 6.0 Develop and Manage Human Capital Process Efficiency 101272 Number of FTEs that perform the HR function
per $1 billion revenue

10007 6.0 Develop and Manage Human Capital Process Efficiency 105354 Average speed to answer for North American
Shared Services Center
10007 6.0 Develop and Manage Human Capital Process Efficiency 105355 First contact resolution for North American
Shared Services Center
10007 6.0 Develop and Manage Human Capital Process Efficiency 101031 Number of FTEs that perform HR administration
activities per $1 billion revenue

10007 6.0 Develop and Manage Human Capital Staff Productivity 105390 Tier 1 employees per Tier 1 manager/supervisors

10007 6.0 Develop and Manage Human Capital Staff Productivity 105391 Transaction volume per Tier 1 employee
10007 6.0 Develop and Manage Human Capital Staff Productivity 105392 Call/inquiry volume per Tier 1 employee
10007 6.0 Develop and Manage Human Capital Staff Productivity 105393 Tier 2 employees per Tier 2 manager/supervisors

10007 6.0 Develop and Manage Human Capital Staff Productivity 105394 Transaction volume per Tier 2 employee
10007 6.0 Develop and Manage Human Capital Staff Productivity 105395 Call/inquiry volume per Tier 2 employee
10007 6.0 Develop and Manage Human Capital Staff Productivity 105396 Total company employees per Tier 1 headcount
10007 6.0 Develop and Manage Human Capital Staff Productivity 105397 Total company employees per Tier 2 headcount
10007 6.0 Develop and Manage Human Capital Staff Productivity 105359 Total company employees per North American
Shared recruiting/staffing service center
specialist headcount

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Staff Productivity 105360 Total requisitions per North American Shared
Services Center recruiting/staffing specialist
headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105361 Total hires handled per North American Shared
Services Center recruiting/staffing specialist
headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105362 Total company employees per North American
Shared Services Center workforce administration
specialist headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105363 Total company employees per North American
Shared Services Center training administration
specialist headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105364 Total company employees per North American
Shared Services Center leave of absence
administration specialist headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105365 Total company employees per North American
Shared Services Center employee relations
specialist headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105366 Self-service transaction volume per employee for
Center 1
10007 6.0 Develop and Manage Human Capital Staff Productivity 105367 Self-service inquiry per employee for Center 1

10007 6.0 Develop and Manage Human Capital Staff Productivity 105368 Self-service transaction volume per employee for
Center 2
10007 6.0 Develop and Manage Human Capital Staff Productivity 105369 Self-service inquiry per employee for Center 2

10007 6.0 Develop and Manage Human Capital Staff Productivity 105370 Self-service transaction volume per employee for
Center 3

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Staff Productivity 105371 Self-service inquiry per employee for Center 3

10007 6.0 Develop and Manage Human Capital Staff Productivity 105372 Self-service transaction volume per employee for
Center 4
10007 6.0 Develop and Manage Human Capital Staff Productivity 105373 Self-service inquiry per employee for Center 4

10007 6.0 Develop and Manage Human Capital Staff Productivity 105374 Self-service transaction volume per employee for
Center 5
10007 6.0 Develop and Manage Human Capital Staff Productivity 105375 Self-service inquiry per employee for Center 5

10007 6.0 Develop and Manage Human Capital Staff Productivity 105376 Self-service transaction volume per employee for
Center 6
10007 6.0 Develop and Manage Human Capital Staff Productivity 105377 Self-service inquiry per employee for Center 6

10007 6.0 Develop and Manage Human Capital Staff Productivity 105378 Self-service transaction volume per employee for
Center 7
10007 6.0 Develop and Manage Human Capital Staff Productivity 105379 Self-service inquiry per employee for Center 7

10007 6.0 Develop and Manage Human Capital Staff Productivity 105380 Total company employees per HR business
partner headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105381 Total company employees per HR generalist
headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105382 Total company employees per HR administrator
headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105383 Total company employees per field HR
headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105384 Number of transactions per service center
employee

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Staff Productivity 105385 Number of calls/inquiries per service center
employee
10007 6.0 Develop and Manage Human Capital Staff Productivity 105386 Number of employees served per service center
employee
10007 6.0 Develop and Manage Human Capital Staff Productivity 105387 Number of retirees served per service center
employee
10007 6.0 Develop and Manage Human Capital Staff Productivity 105273 Number of transactions per Center 1 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105274 Number of calls/inquiries per Center 1 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105275 Number of employees served per Center 1
employee
10007 6.0 Develop and Manage Human Capital Staff Productivity 105276 Number of retirees served per Center 1 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105277 Number of transactions per Center 2 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105278 Number of calls/inquiries per Center 2 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105279 Number of employees served per Center 2
employee
10007 6.0 Develop and Manage Human Capital Staff Productivity 105280 Number of retirees served per Center 2 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105281 Number of transactions per Center 3 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105282 Number of calls/inquiries per Center 3 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105283 Number of employees served per Center 3
employee
10007 6.0 Develop and Manage Human Capital Staff Productivity 105284 Number of retirees served per Center 3 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105285 Number of transactions per Center 4 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105286 Number of calls/inquiries per Center 4 employee

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Staff Productivity 105287 Number of employees served per Center 4
employee
10007 6.0 Develop and Manage Human Capital Staff Productivity 105288 Number of retirees served per Center 4 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105289 Number of transactions per Center 5 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105290 Number of calls/inquiries per Center 5 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105291 Number of employees served per Center 5
employee
10007 6.0 Develop and Manage Human Capital Staff Productivity 105292 Number of retirees served per Center 5 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105293 Number of transactions per Center 6 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105294 Number of calls/inquiries per Center 6 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105295 Number of employees served per Center 6
employee
10007 6.0 Develop and Manage Human Capital Staff Productivity 105296 Number of retirees served per Center 6 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105297 Number of transactions per Center 7 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105298 Number of calls/inquiries per Center 7 employee

10007 6.0 Develop and Manage Human Capital Staff Productivity 105299 Number of employees served per Center 7
employee
10007 6.0 Develop and Manage Human Capital Staff Productivity 105300 Number of retirees served per Center 7 employee

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Staff Productivity 105301 Total company employees per tier 1 headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105302 Total company employees per tier 2 headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105303 Total customers (employees + retirees) per total
HR headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105304 Total company employees per HRIS headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105305 Total company employees per talent acquisition
CoE headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105306 Total company employees per talent management
CoE headcount

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Staff Productivity 105307 Total company employees per compensation CoE
headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105308 Total company employees per benefits CoE
headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105309 Total company employees per employee and
labor relations CoE headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105310 Total company employees per continuous
improvement headcount

10007 6.0 Develop and Manage Human Capital Staff Productivity 105311 Tier 1 employees per Tier 1 manager/supervisors
for Center 1
10007 6.0 Develop and Manage Human Capital Staff Productivity 105312 Transaction volume per Tier 1 employee for
Center 1
10007 6.0 Develop and Manage Human Capital Staff Productivity 105313 Call/inquiry volume per Tier 1 employee for
Center 1
10007 6.0 Develop and Manage Human Capital Staff Productivity 105314 Tier 1 employees per Tier 1 manager/supervisors
for Center 2
10007 6.0 Develop and Manage Human Capital Staff Productivity 105315 Transaction volume per Tier 1 employee for
Center 2
10007 6.0 Develop and Manage Human Capital Staff Productivity 105316 Call/inquiry volume per Tier 1 employee for
Center 2
10007 6.0 Develop and Manage Human Capital Staff Productivity 105317 Tier 1 employees per Tier 1 manager/supervisors
for Center 3
10007 6.0 Develop and Manage Human Capital Staff Productivity 105318 Transaction volume per Tier 1 employee for
Center 3
10007 6.0 Develop and Manage Human Capital Staff Productivity 105319 Call/inquiry volume per Tier 1 employee for
Center 3
10007 6.0 Develop and Manage Human Capital Staff Productivity 105320 Tier 1 employees per Tier 1 manager/supervisors
for Center 4

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Staff Productivity 105321 Transaction volume per Tier 1 employee for
Center 4
10007 6.0 Develop and Manage Human Capital Staff Productivity 105322 Call/inquiry volume per Tier 1 employee for
Center 4
10007 6.0 Develop and Manage Human Capital Staff Productivity 105323 Tier 1 employees per Tier 1 manager/supervisors
for Center 5
10007 6.0 Develop and Manage Human Capital Staff Productivity 105324 Transaction volume per Tier 1 employee for
Center 5
10007 6.0 Develop and Manage Human Capital Staff Productivity 105325 Call/inquiry volume per Tier 1 employee for
Center 5
10007 6.0 Develop and Manage Human Capital Staff Productivity 105326 Tier 1 employees per Tier 1 manager/supervisors
for Center 6
10007 6.0 Develop and Manage Human Capital Staff Productivity 105327 Transaction volume per Tier 1 employee for
Center 6
10007 6.0 Develop and Manage Human Capital Staff Productivity 105328 Call/inquiry volume per Tier 1 employee for
Center 6
10007 6.0 Develop and Manage Human Capital Staff Productivity 105329 Tier 1 employees per Tier 1 manager/supervisors
for Center 7
10007 6.0 Develop and Manage Human Capital Staff Productivity 105330 Transaction volume per Tier 1 employee for
Center 7
10007 6.0 Develop and Manage Human Capital Staff Productivity 105331 Call/inquiry volume per Tier 1 employee for
Center 7
10007 6.0 Develop and Manage Human Capital Staff Productivity 105332 Tier 2 employees per Tier 2 manager/supervisors
for Center 1
10007 6.0 Develop and Manage Human Capital Staff Productivity 105333 Transaction volume per Tier 2 employee for
Center 1
10007 6.0 Develop and Manage Human Capital Staff Productivity 105334 Call/inquiry volume per Tier 2 employee for
Center 1
10007 6.0 Develop and Manage Human Capital Staff Productivity 105335 Tier 2 employees per Tier 2 manager/supervisors
for Center 2
10007 6.0 Develop and Manage Human Capital Staff Productivity 105336 Transaction volume per Tier 2 employee for
Center 2
10007 6.0 Develop and Manage Human Capital Staff Productivity 105337 Call/inquiry volume per Tier 2 employee for
Center 2

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Staff Productivity 105338 Tier 2 employees per Tier 2 manager/supervisors
for Center 3
10007 6.0 Develop and Manage Human Capital Staff Productivity 105339 Transaction volume per Tier 2 employee for
Center 3
10007 6.0 Develop and Manage Human Capital Staff Productivity 105340 Call/inquiry volume per Tier 2 employee for
Center 3
10007 6.0 Develop and Manage Human Capital Staff Productivity 105341 Tier 2 employees per Tier 2 manager/supervisors
for Center 4
10007 6.0 Develop and Manage Human Capital Staff Productivity 105342 Transaction volume per Tier 2 employee for
Center 4
10007 6.0 Develop and Manage Human Capital Staff Productivity 105343 Call/inquiry volume per Tier 2 employee for
Center 4
10007 6.0 Develop and Manage Human Capital Staff Productivity 105344 Tier 2 employees per Tier 2 manager/supervisors
for Center 5
10007 6.0 Develop and Manage Human Capital Staff Productivity 105345 Transaction volume per Tier 2 employee for
Center 5
10007 6.0 Develop and Manage Human Capital Staff Productivity 105346 Call/inquiry volume per Tier 2 employee for
Center 5
10007 6.0 Develop and Manage Human Capital Staff Productivity 105347 Tier 2 employees per Tier 2 manager/supervisors
for Center 6
10007 6.0 Develop and Manage Human Capital Staff Productivity 105348 Transaction volume per Tier 2 employee for
Center 6
10007 6.0 Develop and Manage Human Capital Staff Productivity 105349 Call/inquiry volume per Tier 2 employee for
Center 6
10007 6.0 Develop and Manage Human Capital Staff Productivity 105350 Tier 2 employees per Tier 2 manager/supervisors
for Center 7
10007 6.0 Develop and Manage Human Capital Staff Productivity 105351 Transaction volume per Tier 2 employee for
Center 7
10007 6.0 Develop and Manage Human Capital Staff Productivity 105352 Call/inquiry volume per Tier 2 employee for
Center 7
10007 6.0 Develop and Manage Human Capital Staff Productivity 101335 Number of middle management/specialists
employees per HR function FTE

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Staff Productivity 101368 Number of operational workers/office staff
employees per HR function FTE

10007 6.0 Develop and Manage Human Capital Staff Productivity 100943 Number of business entity employees per HR
function FTE

10007 6.0 Develop and Manage Human Capital Staff Productivity 101416 Number of senior management/executive
employees per HR function FTE

10007 6.0 Develop and Manage Human Capital Staff Productivity 100487 Number of business entity employees per FTE in
HR administration

10007 6.0 Develop and Manage Human Capital Supplemental 101435 Total cost for the learning management system as
Information a percentage of the total cost to perform the HR
function

10007 6.0 Develop and Manage Human Capital Supplemental 101441 Operational workers/office staff as a percentage
Information of total business entity employees

10007 6.0 Develop and Manage Human Capital Supplemental 102081 Percentage of FTEs who perform the HR function
Information that do not directly report to the HR organization

10007 6.0 Develop and Manage Human Capital Supplemental 101963 Percentage of business entity employees who are
Information 60 years old or greater
10007 6.0 Develop and Manage Human Capital Supplemental 101964 Percentage of business entity employees who are
Information at least 25 but less than 30 years old

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Supplemental 101965 Percentage of business entity employees who are
Information at least 30 but less than 35 years old

10007 6.0 Develop and Manage Human Capital Supplemental 101966 Percentage of business entity employees who are
Information at least 35 but less than 40 years old

10007 6.0 Develop and Manage Human Capital Supplemental 101967 Percentage of business entity employees who are
Information at least 40 but less than 45 years old

10007 6.0 Develop and Manage Human Capital Supplemental 101968 Percentage of business entity employees who are
Information at least 45 but less than 50 years old

10007 6.0 Develop and Manage Human Capital Supplemental 101969 Percentage of business entity employees who are
Information at least 50 but less than 55 years old

10007 6.0 Develop and Manage Human Capital Supplemental 101970 Percentage of business entity employees who are
Information at least 55 but less than 60 years old

10007 6.0 Develop and Manage Human Capital Supplemental 101971 Percentage of business entity employees who are
Information less than 25 years old
10007 6.0 Develop and Manage Human Capital Supplemental 101873 Percentage of business entity employees with 15
Information years of tenure or more

10007 6.0 Develop and Manage Human Capital Supplemental 101874 Percentage of business entity employees with 20
Information years of tenure or more

10007 6.0 Develop and Manage Human Capital Supplemental 101875 Percentage of business entity employees with 25
Information years or more of tenure

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Supplemental 101876 Percentage of business entity employees with less
Information than 1 year of tenure

10007 6.0 Develop and Manage Human Capital Supplemental 101877 Percentage of business entity employees with less
Information than 5 years of tenure

10007 6.0 Develop and Manage Human Capital Supplemental 100861 Middle management/specialists as a percentage
Information of total business entity employees

10007 6.0 Develop and Manage Human Capital Supplemental 102330 Percentage of operational workers/office staff
Information that are female

10007 6.0 Develop and Manage Human Capital Supplemental 102301 Percentage of middle management/specialists that
Information are female

10007 6.0 Develop and Manage Human Capital Supplemental 103176 Senior management/executives as a percentage of
Information total business entity employees

10007 6.0 Develop and Manage Human Capital Supplemental 104154 Personnel cost for senior management or
Information executive employees as a percentage of total
business entity personnel cost
10007 6.0 Develop and Manage Human Capital Supplemental 102618 Percentage of senior management/executives that
Information are female

10007 6.0 Develop and Manage Human Capital Supplemental 100028 Other cost to perform the HR function as a
Information percentage of the total cost to perform the
function

10007 6.0 Develop and Manage Human Capital Supplemental 100043 Outsourced cost to perform the HR function as a
Information percentage of total HR function cost

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Supplemental 100045 Overhead cost to perform the HR function as a
Information percentage of the total cost to perform the
function

10007 6.0 Develop and Manage Human Capital Supplemental 100060 Personnel cost to perform the HR function as a
Information percentage of total HR function cost

10007 6.0 Develop and Manage Human Capital Supplemental 100082 Systems cost to perform the HR function as a
Information percentage of total HR function cost

10007 6.0 Develop and Manage Human Capital Supplemental 104130 Personnel cost for operational workers or office
Information staff as a percentage of total business entity
personnel cost
10007 6.0 Develop and Manage Human Capital Supplemental 104114 Personnel cost for middle management or
Information specialist as a percentage of total business entity
personnel cost
10007 6.0 Develop and Manage Human Capital Supplemental 104562 Percentage of total employees who are remote
Information employees
10007 6.0 Develop and Manage Human Capital Supplemental 105356 Portal hits per 1,000 employees for North
Information American Shared Services Center

10007 6.0 Develop and Manage Human Capital Supplemental 105353 HR service center employee turnover for North
Information American Shared Services Center
10007 6.0 Develop and Manage Human Capital Supplemental 105388 Self-service transaction volume per employee
Information

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10007 6.0 Develop and Manage Human Capital Supplemental 105389 Self-service inquiry per employee
Information
10008 7.0 Manage Information Technology Cost Effectiveness 100441 Total cost of IT development and maintenance,
including depreciation/amortization, per $1,000
revenue

10008 7.0 Manage Information Technology Cost Effectiveness 100443 Total cost of IT operations, including
depreciation/amortization, per $1,000 revenue

10008 7.0 Manage Information Technology Cost Effectiveness 100445 Total cost of IT planning and management,
including depreciation/amortization, per $1,000
revenue

10008 7.0 Manage Information Technology Cost Effectiveness 100798 IT expense, including depreciation/amortization,
per employee
10008 7.0 Manage Information Technology Cost Effectiveness 104494 Total IT cost, including
depreciation/amortization, per IT function FTE

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10008 7.0 Manage Information Technology Cost Effectiveness 104095 Total IT budget, including
depreciation/amortization, as a percentage of
revenue
10008 7.0 Manage Information Technology Cost Effectiveness 104100 Total IT budget, including
depreciation/amortization, per employee
10008 7.0 Manage Information Technology Cost Effectiveness 104103 Total IT budget, including
depreciation/amortization, per FTE
10008 7.0 Manage Information Technology Cost Effectiveness 104105 Total IT cost, including
depreciation/amortization, per $1,000 revenue
10008 7.0 Manage Information Technology Cost Effectiveness 104109 Total IT cost, including
depreciation/amortization, per business entity
10008 7.0 Manage Information Technology Cost Effectiveness 104946 FTE cost to perform the function "manage
Other
information technology", excluding
depreciation/amortization, per $1,000 revenue

10008 7.0 Manage Information Technology Cost Effectiveness 104947 Overhead cost to perform the function "manage
information technology", excluding
depreciation/amortization, per $1,000 revenue

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10008 7.0 Manage Information Technology Cost Effectiveness 104996 Personnel cost to perform the function "manage
information technology", excluding
depreciation/amortization, per $1,000 revenue

10008 7.0 Manage Information Technology Cost Effectiveness 104997 Systems cost to perform the function "manage
information technology", excluding
depreciation/amortization, per $1,000 revenue

10008 7.0 Manage Information Technology Cost Effectiveness 104998 Total cost of IT development and maintenance,
excluding depreciation/amortization, per $1,000
revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10008 7.0 Manage Information Technology Cost Effectiveness 104999 Total cost of IT operations, excluding
depreciation/amortization, per $1,000 revenue

10008 7.0 Manage Information Technology Cost Effectiveness 105000 Total cost of IT planning and management,
excluding depreciation/amortization, per $1,000
revenue

10008 7.0 Manage Information Technology Cost Effectiveness 105008 Total IT capital cost, excluding
depreciation/amortization, per business entity
FTE

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10008 7.0 Manage Information Technology Cost Effectiveness 105009 Total IT cost, excluding
depreciation/amortization, per $1,000 revenue

10008 7.0 Manage Information Technology Cost Effectiveness 105010 Total IT cost, excluding
depreciation/amortization, per business entity
FTE
10008 7.0 Manage Information Technology Cost Effectiveness 105011 Total IT cost, excluding
depreciation/amortization, per IT function FTE

10008 7.0 Manage Information Technology Cost Effectiveness 105012 Total IT operating cost, excluding
depreciation/amortization, per business entity
FTE

10008 7.0 Manage Information Technology Cost Effectiveness 105013 Total IT outsourced cost, excluding
depreciation/amortization, per $1,000 revenue

10008 7.0 Manage Information Technology Cost Effectiveness 104661 Total IT budget to support product development,
including depreciation/amortization, per
associated IT FTE
10008 7.0 Manage Information Technology Cost Effectiveness 104641 Personnel cost to perform the function "manage
information technology", including
depreciation/amortization, per $1,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10008 7.0 Manage Information Technology Cost Effectiveness 104771 Systems cost to perform the function "manage
information technology", including
depreciation/amortization, per $1,000 revenue

10008 7.0 Manage Information Technology Cost Effectiveness 104772 Overhead cost to perform the function "manage
information technology", including
depreciation/amortization, per $1,000 revenue
10008 7.0 Manage Information Technology Cost Effectiveness 104773 Other cost to perform the function "manage
information technology", including
depreciation/amortization, per $1,000 revenue

10008 7.0 Manage Information Technology Cost Effectiveness 105047 Average IT budget variance for application
development and maintenance projects
10008 7.0 Manage Information Technology Cycle Time 103395 Time in months to break even for new or
enhanced IT services for investments less than
$100,000
10008 7.0 Manage Information Technology Cycle Time 103397 Time in months to break even for new or
enhanced IT services for investments greater than
$100 million
10008 7.0 Manage Information Technology Cycle Time 103400 Time in months to break even for new or
enhanced IT services for investments between $1
million and $100 million
10008 7.0 Manage Information Technology Cycle Time 103403 Time in months to break even for new or
enhanced IT services for investments between
$100,000 and $250,000
10008 7.0 Manage Information Technology Cycle Time 103405 Time in months to break even for new or
enhanced IT services for investments between
$250,000 and $500,000
10008 7.0 Manage Information Technology Cycle Time 103407 Time in months to break even for new or
enhanced IT services for investments between
$500,000 and $1 million

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10008 7.0 Manage Information Technology Cycle Time 103419 Time-to-market (build-to-launch) in months for
major new/enhanced IT services investments less
than $100,000 USD
10008 7.0 Manage Information Technology Cycle Time 103421 Time-to-market (build-to-launch) in months for
major new/enhanced IT services investments
greater than $100 million USD
10008 7.0 Manage Information Technology Cycle Time 103424 Time-to-market (build-to-launch) in months for
major new/enhanced IT services investments
between $1 million and $100 million USD
10008 7.0 Manage Information Technology Cycle Time 103427 Time-to-market (build-to-launch) in months for
major new/enhanced IT services investments
between $100,000 and $250,000 USD
10008 7.0 Manage Information Technology Cycle Time 103429 Time-to-market (build-to-launch) in months for
major new/enhanced IT services investments
between $250,000 and $500,000 USD
10008 7.0 Manage Information Technology Cycle Time 103431 Time-to-market (build-to-launch) in months for
major new/enhanced IT services investments
between $500,000 and $1 million USD
10008 7.0 Manage Information Technology Cycle Time 105060 Average cycle time in months to break even for
major new or enhanced services
10008 7.0 Manage Information Technology Process Efficiency 100940 Number of employees performing IT processes
per $1 billion revenue

10008 7.0 Manage Information Technology Process Efficiency 101241 Number of FTEs that perform IT processes per
$1 billion revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10008 7.0 Manage Information Technology Process Efficiency 100970 Number of FTEs that perform IT development
and maintenance per $1 billion revenue

10008 7.0 Manage Information Technology Process Efficiency 100972 Number of FTEs that perform IT operations per
$1 billion revenue

10008 7.0 Manage Information Technology Process Efficiency 100974 Number of FTEs that perform IT planning and
management per $1 billion revenue

10008 7.0 Manage Information Technology Process Efficiency 105064 Average schedule variance for application
development and maintenance projects
10008 7.0 Manage Information Technology Process Efficiency 105073 Number of applications in the enterprise
portfolio per $1 billion in revenue.

10008 7.0 Manage Information Technology Staff Productivity 105061 Average number of function points delivered per
application development FTE

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10008 7.0 Manage Information Technology Staff Productivity 105062 Average number of function points delivered per
application support FTE
10008 7.0 Manage Information Technology Staff Productivity 101295 Number of end users serviced by the IT function
per IT function FTE

10008 7.0 Manage Information Technology Supplemental 101770 Percentage of FTEs who perform the function
Information "manage information technology" who are
external service providers
10008 7.0 Manage Information Technology Supplemental 100957 Number of external service provider FTEs who
Information perform the function "manage information
technology" per $1 billion revenue

10008 7.0 Manage Information Technology Supplemental 105076 Percentage of application development and
Information support FTEs that are for development
10008 7.0 Manage Information Technology Supplemental 105077 Percentage of application development and
Information support FTEs that are for support
10008 7.0 Manage Information Technology Supplemental 105079 Percentage of respondents claiming to be
Information satisfied with the IT helpdesk
10008 7.0 Manage Information Technology Supplemental 104963 Percentage of FTEs performing IT processes that
Information perform application development roles
10008 7.0 Manage Information Technology Supplemental 104964 Percentage of FTEs performing IT processes that
Information perform application support roles
10008 7.0 Manage Information Technology Supplemental 104965 Percentage of FTEs performing IT processes that
Information perform executive or administrative roles
10008 7.0 Manage Information Technology Supplemental 104966 Percentage of FTEs performing IT processes that
Information perform infrastructure operations roles
10008 7.0 Manage Information Technology Supplemental 104967 Percentage of FTEs performing IT processes that
Information perform infrastructure support roles

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10008 7.0 Manage Information Technology Supplemental 104968 Percentage of FTEs performing IT processes that
Information perform non-executive leadership roles (typically
first-line manager or team lead)
10008 7.0 Manage Information Technology Supplemental 104969 Percentage of FTEs performing IT processes that
Information perform policy-level executive roles
10008 7.0 Manage Information Technology Supplemental 104970 Percentage of FTEs performing IT processes that
Information perform program or project management roles

10008 7.0 Manage Information Technology Supplemental 104971 Percentage of FTEs performing IT processes that
Information perform roles other than executive,
administrative, strategy, planning,
program/project management, application
development/support, infrastructure
operations/support, or user support

10008 7.0 Manage Information Technology Supplemental 104972 Percentage of FTEs performing IT processes that
Information perform strategy and planning roles
10008 7.0 Manage Information Technology Supplemental 104973 Percentage of FTEs performing IT processes that
Information perform user support roles
10008 7.0 Manage Information Technology Supplemental 104975 Percentage of IT cost (infrastructure,
Information applications, people), excluding
depreciation/amortization, related to the
"Legacy" environment
10008 7.0 Manage Information Technology Supplemental 104978 Percentage of IT operating cost, excluding
Information depreciation/amortization, spent on external
business application development and
maintenance services
10008 7.0 Manage Information Technology Supplemental 104979 Percentage of IT operating cost, excluding
Information depreciation/amortization, spent on externally-
provided cloud services
10008 7.0 Manage Information Technology Supplemental 104980 Percentage of IT operating cost, excluding
Information depreciation/amortization, spent on externally-
provided infrastructure operations services

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10008 7.0 Manage Information Technology Supplemental 104981 Percentage of IT operating cost, excluding
Information depreciation/amortization, spent on externally-
provided user support services
10008 7.0 Manage Information Technology Supplemental 104985 Percentage of total IT cost, excluding
Information depreciation/amortization, allocated to IT
development and maintenance

10008 7.0 Manage Information Technology Supplemental 104986 Percentage of total IT cost, excluding
Information depreciation/amortization, allocated to IT
operations

10008 7.0 Manage Information Technology Supplemental 104987 Percentage of total IT cost, excluding
Information depreciation/amortization, allocated to IT
planning and management

10008 7.0 Manage Information Technology Supplemental 104988 Percentage of total IT cost, excluding
Information depreciation/amortization, allocated to
operating/maintaining the business
10008 7.0 Manage Information Technology Supplemental 104984 Percentage of total IT cost, excluding
Information depreciation/amortization, allocated to
growth/transformation of the business

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10008 7.0 Manage Information Technology Supplemental 104944 Number of IT FTEs reporting internally
Information somewhere other than IT per $1 billion revenue

10008 7.0 Manage Information Technology Supplemental 104945 Number of IT FTEs reporting into the internal IT
Information organization per $1 billion revenue

10008 7.0 Manage Information Technology Supplemental 105014 Percentage of IT purchases where the key
Information decisions are made outside of the IT organization

10008 7.0 Manage Information Technology Supplemental 104948 Percentage allocation of IT costs related to other
Information costs to control / reduce the costs of your legacy
environment, excluding
depreciation/amortization, in the next 3 to 5 years
10008 7.0 Manage Information Technology Supplemental 104949 Percentage allocation of IT costs related to
Information rationalizing the application portfolio to
control/reduce the costs of the enterprise legacy
environment, excluding
depreciation/amortization, in the next 3 to 5 years
10008 7.0 Manage Information Technology Supplemental 104950 Percentage allocation of IT costs related to
Information renewing / revising / consolidating hardware to
control / reduce the costs of the enterprise legacy
environment, excluding
depreciation/amortization, in the next 3 to 5 years
10008 7.0 Manage Information Technology Supplemental 104951 Percentage allocation of IT costs related to
Information renewing hardware, software and application
environment to control / reduce the costs of the
enterprise legacy environment, excluding
depreciation/amortization, in the next 3 to 5 years

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10008 7.0 Manage Information Technology Supplemental 104952 Percentage allocation of IT costs related to the
Information use of an outsourcing partner to control / reduce
the costs of the enterprise legacy environment,
excluding depreciation/amortization, in the next 3
to 5 years
10008 7.0 Manage Information Technology Supplemental 104953 Percentage allocation of IT costs related to the
Information use of cloud services to control / reduce the costs
of the enterprise legacy environment, excluding
depreciation/amortization, in the next 3 to 5 years

10008 7.0 Manage Information Technology Supplemental 104954 Percentage allocation of IT costs related to
Information 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
10008 7.0 Manage Information Technology Supplemental 104625 Percentage of total IT cost allocated for
Information operating/maintaining the business
10008 7.0 Manage Information Technology Supplemental 104626 Percentage of total IT cost, including
Information depreciation/amortization, allocated for
growth/transformation of the business
10008 7.0 Manage Information Technology Supplemental 102723 Percentage of total IT cost, including
Information depreciation/amortization, allocated to IT
operations

10008 7.0 Manage Information Technology Supplemental 102725 Percentage of total IT cost, including
Information depreciation/amortization, allocated to IT
planning and management

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10008 7.0 Manage Information Technology Supplemental 102727 Percentage of total IT cost, including
Information depreciation/amortization, allocated to IT
development and maintenance

10010 9.0 Acquire, Construct, and Manage Assets Supplemental 105124 Total number of branches that form the branch
Information network
10017 1.1.1 Assess the external environment Supplemental 101747 Percentage of your organization's revenue growth
Information over the past three years due to acquisitions

10061 2.1 Manage product and service portfolio Supplemental 105242 Growth or decline of the count of active finished
Information products/SKUs over the past three years
10061 2.1 Manage product and service portfolio Supplemental 105243 Growth or decline of the count of active raw
Information products/SKUs over the past three years

10062 2.2 Develop products and services Cost Effectiveness 105529 Average project cost of existing product/service
improvements and extensions from the start and
finish of the process group "develop products and
services"

10062 2.2 Develop products and services Cost Effectiveness 105531 Average project cost of new product/service
developments from the start and finish of the
process group "develop products and services"

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10062 2.2 Develop products and services Cost Effectiveness 105505 Total cost to perform the process group "develop
products and services" per $1,000 revenue

10062 2.2 Develop products and services Cost Effectiveness 105507 Total cost to perform the process group "develop
products and services" per product/service project

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10062 2.2 Develop products and services Cost Effectiveness 105526 Total cost to perform the process group "develop
products and services" per FTE (including
external)

10062 2.2 Develop products and services Cost Effectiveness 103924 Total cost to support product manufacturing or
service delivery per project that exits or
completes the test market products/services phase

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10062 2.2 Develop products and services Cost Effectiveness 103512 Total cost to develop and manage products and
services per project that exits or completes the
test market products/services phase

10062 2.2 Develop products and services Cycle Time 105530 Cycle time in days for new product/service
development projects from the start of the
process "design and prototype products and
services" to the end of the process "test market
for new or revised products and services"
10062 2.2 Develop products and services Cycle Time 105528 Cycle time in days for existing product/service
improvement and extension projects from the
start of the process "design and prototype
products and services" to the end of the process
"test market for new or revised products and
services"

10062 2.2 Develop products and services Process Efficiency 105504 Number of FTEs (including external) that
perform the process group "develop products and
services" per $1 billion revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10062 2.2 Develop products and services Process Efficiency 103119 Ratio of projects that enter the design and
develop products/services phase to projects that
enter the test market products/services phase

10062 2.2 Develop products and services Process Efficiency 103120 Ratio of projects that enter the test market
products/services phase to projects that exit or
complete the test market products/services phase

10062 2.2 Develop products and services Staff Productivity 105508 Number of product/service projects per FTE
(including external) that performs the process
group "develop products and services"

10064 2.1.3 Define product/service development requirements Cost Effectiveness 103691 Total cost of the phase 'generate new
product/service ideas per concept (pre-design
phase)
10064 2.1.3 Define product/service development requirements Cost Effectiveness 103284 Systems cost of the phase 'generate new
product/service ideas' per $100,000 revenue

10064 2.1.3 Define product/service development requirements Cost Effectiveness 101489 Other cost of the phase 'generate new
product/service ideas' per $1,000 revenue

10064 2.1.3 Define product/service development requirements Cost Effectiveness 101692 Overhead cost of the phase 'generate new
product/service ideas' per $1,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10064 2.1.3 Define product/service development requirements Cost Effectiveness 102926 Personnel cost of the phase 'generate new
product/service ideas' per $1,000 revenue
10064 2.1.3 Define product/service development requirements Cost Effectiveness 101620 Outsourced cost of the phase 'generate new
product/service ideas' per $1,000 revenue
10064 2.1.3 Define product/service development requirements Cost Effectiveness 103683 Total cost of the phase 'generate new
product/service ideas' per $1,000 revenue
10064 2.1.3 Define product/service development requirements Process Efficiency 101028 Number of FTEs for the phase 'generate new
product/service ideas' per $1 billion revenue

10065 2.1.4 Perform discovery research Supplemental 105240 The percentage of products that are based on
Information common development platforms
10065 2.1.4 Perform discovery research Supplemental 105241 The percentage of parts that are common across
Information major product lines
10067 2.1.6 Manage product and service life cycle Cycle Time 105216 Average lead time in months between subsequent
product generations for primary products

10102 3.2 Develop marketing strategy Process Efficiency 100479 Customer wallet share

10102 3.2 Develop marketing strategy Process Efficiency 100480 Market share

10102 3.2 Develop marketing strategy Process Efficiency 100810 Key customer growth

10102 3.2 Develop marketing strategy Process Efficiency 100813 Key customer profitability

10102 3.2 Develop marketing strategy Process Efficiency 100816 Key customer retention rate

10102 3.2 Develop marketing strategy Process Efficiency 101660 Relative change in brand performance over the
past three years
10102 3.2 Develop marketing strategy Process Efficiency 101928 Percentage of customers who can name brand in
unaided recall test
10102 3.2 Develop marketing strategy Process Efficiency 101929 Percentage of customers who would recommend
product/service to family/friends

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10102 3.2 Develop marketing strategy Process Efficiency 102525 Percentage of revenue attributed to customers
who made first purchase of the brand

10103 3.3 Develop sales strategy Cost Effectiveness 100027 Budget for sales as a percentage of revenue

10105 3.5 Develop and manage sales plans Process Efficiency 100213 Average monthly sales forecast error within a
product family
10105 3.5 Develop and manage sales plans Supplemental 102530 Sales FTEs as a percentage of total business
Information entity FTEs
10107 3.1.1 Evaluate and prioritize market opportunities Cost Effectiveness 104751 Average return on investment on website channel
marketing/sales campaigns
10107 3.1.1 Evaluate and prioritize market opportunities Cost Effectiveness 104752 Average return on investment on mobile
application channel marketing/sales campaigns
10107 3.1.1 Evaluate and prioritize market opportunities Cost Effectiveness 104753 Average return on investment on search engine
marketing channel marketing/sales campaigns

10107 3.1.1 Evaluate and prioritize market opportunities Cost Effectiveness 104754 Average return on investment on social media
marketing channel marketing/sales campaigns
10107 3.1.1 Evaluate and prioritize market opportunities Cost Effectiveness 104755 Average return on investment on traditional face-
to-face channel marketing/sales campaigns
10107 3.1.1 Evaluate and prioritize market opportunities Cost Effectiveness 104756 Average return on investment on indirect
marketing channel marketing/sales campaigns
10122 3.2.3 Define and manage channel strategy Supplemental 104726 Percentage of total annual marketing spending
Information spent on business entity's website
10122 3.2.3 Define and manage channel strategy Supplemental 104727 Percentage of total annual marketing spending
Information spent on social media
10122 3.2.3 Define and manage channel strategy Supplemental 104728 Percentage of total annual marketing spending
Information spent on mobile applications
10122 3.2.3 Define and manage channel strategy Supplemental 104729 Percentage of total annual marketing spending
Information spent on traditional face-to-face contacts
10122 3.2.3 Define and manage channel strategy Supplemental 104730 Percentage of total annual marketing spending
Information spent on search engine marketing
10122 3.2.3 Define and manage channel strategy Supplemental 104731 Percentage of total annual marketing spending
Information spent on other channels

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10122 3.2.3 Define and manage channel strategy Supplemental 104732 Percentage of total annual marketing spending
Information spent on indirect marketing
10129 3.3.1 Develop sales forecast Process Efficiency 104838 Average monthly national/global forecast error
measured by the mean absolute percentage error
(MAPE)
10131 3.3.3 Establish overall sales budgets Cost Effectiveness 103165 Sales budget per sales FTE

10149 3.4.2 Establish marketing budgets Cost Effectiveness 100025 Budget for marketing as a percentage of revenue

10149 3.4.2 Establish marketing budgets Cost Effectiveness 100859 Marketing budget per marketing FTE

10150 3.4.3 Develop and manage media Cycle Time 104637 Average cycle time to develop a direct marketing
campaign
10150 3.4.3 Develop and manage media Supplemental 104635 Total number of direct marketing campaigns
Information executed
10151 3.4.5 Develop and manage premiums Cost Effectiveness 104639 Total annual cost incurred to execute direct
marketing campaigns as a percentage of revenue
generated by direct marketing campaigns
10153 3.4.7 Track customer management measures Supplemental 104631 Percentage of business entity's growth in
Information revenues from the top twenty percent of
customers
10184 3.5.3 Manage customer sales Cycle Time 104636 Average sales cycle time in calendar days from
the time the lead/opportunity is identified and the
sale is closed
10184 3.5.3 Manage customer sales Process Efficiency 102339 Percentage of order inquiry contacts received
through new (such as digital/electric) channels
10184 3.5.3 Manage customer sales Process Efficiency 102456 Percentage of qualified leads where the sale is
closed
10184 3.5.3 Manage customer sales Staff Productivity 104769 Number of active customers per sales FTE

10184 3.5.3 Manage customer sales Supplemental 104764 Percentage of annual net sales revenue
Information attributable to repeat customers

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10184 3.5.3 Manage customer sales Supplemental 104638 Percentage of active customers who are profitable
Information
10186 3.5.6 Manage sales force Staff Productivity 104632 Percentage of sellers who made their
quotas/targets last year

10186 3.5.6 Manage sales force Staff Productivity 104634 Sales force turnover rate
10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 104779 Percentage of the total cost of the supply chain
function allocated to the process group "Plan for
and align supply chain resources"

10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 104785 Total cost of the process group "Plan for and
align supply chain resources" per $1,000 revenue

10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 104794 Total cost to perform the process group "Plan for
and align supply chain resources" per process
group FTE

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 104795 Personnel cost to perform the process group
"Plan for and align supply chain resources" per
process group FTE

10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 104796 Personnel cost to perform the process group "plan
for and align supply chain resources" per $1,000
revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 104797 Systems cost to perform the process group "plan
for and align supply chain resources" per
$100,000 revenue

10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 104798 Overhead and other costs to perform the process
group "Plan for and align supply chain resources"
per $100,000 revenue

10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 104799 Outsourced cost to perform the process group
"Plan for and align supply chain resources" per
$1,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 104788 Total cost of the process group "plan for and
align supply chain resources" per $1 billion
revenue

10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 103477 Total cost of quality per $100,000 revenue

10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 100654 Demand/supply planning costs per $1,000
revenue
10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 100788 Inventory carrying cost per $1,000 revenue

10215 4.1 Plan for and acquire necessary resources Cost Effectiveness 103210 Supply chain management costs per $1,000
revenue
10215 4.1 Plan for and acquire necessary resources Process Efficiency 104194 Value of forecast accuracy as a percentage of
value shipped
10215 4.1 Plan for and acquire necessary resources Process Efficiency 104175 Forecast accuracy as a percentage of units
shipped
10215 4.1 Plan for and acquire necessary resources Process Efficiency 100737 Forecast accuracy one planning period prior to
production run
10215 4.1 Plan for and acquire necessary resources Staff Productivity 104193 Value added productivity per employee

10215 4.1 Plan for and acquire necessary resources Staff Productivity 101218 Number of FTEs that perform the process group
"plan for and align supply chain resources" per
$1 billion revenue
10215 4.1 Plan for and acquire necessary resources Supplemental 100687 Employee retention rate
Information
10216 4.2 Procure materials and services Cost Effectiveness 103993 Total cost to perform the procurement process
group as a percentage of cost of goods sold
(COGS)
10216 4.2 Procure materials and services Cost Effectiveness 103994 Total cost to perform the procurement process
group as a percentage of revenue

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10216 4.2 Procure materials and services Cost Effectiveness 103997 Total cost to perform the process group "procure
materials and services" per $1,000 revenue

10216 4.2 Procure materials and services Cost Effectiveness 103998 Total cost to perform the process group "procure
materials and services" per $1,000 purchases

10216 4.2 Procure materials and services Cost Effectiveness 104002 Total cost to perform the procurement process
group per process group FTE

10216 4.2 Procure materials and services Cost Effectiveness 104004 Total cost to perform the procurement process
group per purchase order

10216 4.2 Procure materials and services Cost Effectiveness 104005 Total cost to perform the procurement process
group per purchase order line item

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10216 4.2 Procure materials and services Cost Effectiveness 103387 Systems cost of the procurement process group as
a percentage of total cost of the process group

10216 4.2 Procure materials and services Cost Effectiveness 104789 Total cost of the process group "procure materials
and services" per $1 billion revenue

10216 4.2 Procure materials and services Cost Effectiveness 104780 Percentage of the total cost of the supply chain
function allocated to the process group "Procure
materials and services"

10216 4.2 Procure materials and services Cycle Time 103094 Procure to pay cycle time in days

10216 4.2 Procure materials and services Cycle Time 100642 Days payable
10216 4.2 Procure materials and services Cycle Time 100322 Average supplier lead time in days on purchased
materials
10216 4.2 Procure materials and services Process Efficiency 100385 Transaction amount per purchase order

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10216 4.2 Procure materials and services Process Efficiency 101214 Number of FTEs that perform the process group
"procure materials and services" per $1 billion
purchases

10216 4.2 Procure materials and services Process Efficiency 101861 Percentage of purchase value from certified
vendors
10216 4.2 Procure materials and services Process Efficiency 101768 Percentage of total value of goods and services
purchased from top ten suppliers
10216 4.2 Procure materials and services Process Efficiency 104118 Number of active vendors in the master file per
$1 million purchases

10216 4.2 Procure materials and services Process Efficiency 104251 Number of FTEs that perform the process group
"procure materials and services" per $1 billion
revenue

10216 4.2 Procure materials and services Process Efficiency 102415 Percentage of purchase order line items received
complete
10216 4.2 Procure materials and services Process Efficiency 102419 Percentage of purchase order line items received
damage free

10216 4.2 Procure materials and services Process Efficiency 102422 Percentage of purchase order line items
transacted using e-procurement enabled catalogue
suppliers

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10216 4.2 Procure materials and services Process Efficiency 102450 Percentage of purchase value transacted via an
electronic marketplace

10216 4.2 Procure materials and services Process Efficiency 102452 Percentage of purchase value transacted via a
private electronic marketplace

10216 4.2 Procure materials and services Process Efficiency 102454 Percentage of purchase value transacted via a
public electronic marketplace

10216 4.2 Procure materials and services Process Efficiency 102703 Percentage of total number of goods receipts
received without item and quantity verification

10216 4.2 Procure materials and services Process Efficiency 102705 Percentage of total number of items purchased
and received failing inspection (incoming
material quality)
10216 4.2 Procure materials and services Process Efficiency 102426 Percentage of purchase orders approved
electronically
10216 4.2 Procure materials and services Process Efficiency 102428 Percentage of purchase orders received complete

10216 4.2 Procure materials and services Process Efficiency 102430 Percentage of purchase orders received damage
free

10216 4.2 Procure materials and services Process Efficiency 103199 Strategic suppliers as a percentage of all active
suppliers

10216 4.2 Procure materials and services Process Efficiency 102822 Percentage of total purchases procured via
maverick buying
10216 4.2 Procure materials and services Process Efficiency 102648 Percentage of supplier orders received by original
request date (on time)

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10216 4.2 Procure materials and services Staff Productivity 104129 Number of purchase orders processed per FTE
that performs the process group "procure
materials and services"

10216 4.2 Procure materials and services Staff Productivity 104117 Number of active suppliers in vendor master file
per procurement process group FTE

10216 4.2 Procure materials and services Staff Productivity 104139 Total purchase value (spend, in thousands of
dollars) per procurement process group FTE

10216 4.2 Procure materials and services Supplemental 100673 Direct materials and services value as a
Information percentage of total value of purchases

10216 4.2 Procure materials and services Supplemental 100774 Indirect materials and services value as a
Information percentage of total value of purchases

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10216 4.2 Procure materials and services Supplemental 101867 Percentage of value of purchased material that is
Information received from vendors that participate in vendor-
managed inventory programs
10216 4.2 Procure materials and services Supplemental 105166 Percentage of unique suppliers who are active
Information suppliers

10216 4.2 Procure materials and services Supplemental 104199 Value of materials and services per $1,000
Information revenue
10216 4.2 Procure materials and services Supplemental 104724 Ratio of Purchases to Revenue
Information
10216 4.2 Procure materials and services Supplemental 104895 Percentage of spend that is processed by the
Information business entity’s EPC (Engineering,
Procurement, and Construction) or EPCM
(Engineering, Procurement, and Construction
Management) partners
10216 4.2 Procure materials and services Supplemental 104896 Percentage of transactions that are processed by
Information the business entity’s EPC (Engineering,
Procurement, and Construction) or EPCM
(Engineering, Procurement, and Construction
Management) partners
10216 4.2 Procure materials and services Supplemental 102659 Percentage of the total value of purchases
Information allocated among the following purchase
arrangement type: procurement cards
10216 4.2 Procure materials and services Supplemental 102663 Percentage of the total value of purchases
Information allocated among the following purchase
arrangement type: individual purchase orders
10216 4.2 Procure materials and services Supplemental 102665 Percentage of the total value of purchases
Information allocated among the following purchase
arrangement type: blanket/contract orders
10216 4.2 Procure materials and services Supplemental 102669 Percentage of the total value of purchases
Information allocated among the following submission
method: other

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10216 4.2 Procure materials and services Supplemental 102671 Percentage of the total value of purchases placed
Information by non-traditional submission methods (without a
buyer or purchasing agent being involved to
process the transaction)

10216 4.2 Procure materials and services Supplemental 102746 Percentage of total value of purchases allocated
Information among the following purchase arrangement type:
other
10216 4.2 Procure materials and services Supplemental 102750 Percentage of total value of purchases allocated
Information among the following purchase arrangement type:
replenishment/vendor management inventor
10216 4.2 Procure materials and services Supplemental 102754 Percentage of total value of purchases allocated
Information among the following submission method:
electronic data interchange
10216 4.2 Procure materials and services Supplemental 102758 Percentage of total value of purchases allocated
Information among the following submission method: fax

10216 4.2 Procure materials and services Supplemental 102762 Percentage of total value of purchases allocated
Information among the following submission method: internet

10216 4.2 Procure materials and services Supplemental 102766 Percentage of total value of purchases allocated
Information among the following submission method: mail

10216 4.2 Procure materials and services Supplemental 102770 Percentage of total value of purchases allocated
Information among the following submission method:
telephone
10216 4.2 Procure materials and services Supplemental 102774 Percentage of total value of purchases allocated
Information among the following submission method:
wireless application protocol
10216 4.2 Procure materials and services Supplemental 102778 Percentage of total value of direct materials and
Information services purchased outside of country

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10216 4.2 Procure materials and services Supplemental 102424 Percentage of purchase order line items
Information transacted via a portal
10216 4.2 Procure materials and services Supplemental 102432 Percentage of purchase requisition line items
Information allocated among the following request method:
electronic request direct to internal purchasing
department
10216 4.2 Procure materials and services Supplemental 102435 Percentage of purchase requisition line items
Information allocated among the following request method:
other
10216 4.2 Procure materials and services Supplemental 102438 Percentage of purchase requisition line items
Information allocated among the following request method:
paper
10216 4.2 Procure materials and services Supplemental 102441 Percentage of purchase requisition line items
Information allocated among the following request method:
telephone request direct to internal purchasing
department
10216 4.2 Procure materials and services Supplemental 102444 Percentage of purchase requisition line items
Information allocated among the following request method:
telephone request direct to vendor

10216 4.2 Procure materials and services Supplemental 102447 Percentage of purchase requisition line items
Information allocated among the following request method:
electronic request direct to vendor

10216 4.2 Procure materials and services Supplemental 102804 Percentage of value of supplier certified
Information purchased material
10216 4.2 Procure materials and services Supplemental 102716 Percentage of total value of materials and
Information services purchases included in total cost of
ownership model
10216 4.2 Procure materials and services Supplemental 102404 Percentage of procurement process group staff
Information with formal training in negotiations

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10216 4.2 Procure materials and services Supplemental 102405 Percentage of procurement process group staff
Information with over three years of purchasing operations
experience
10216 4.2 Procure materials and services Supplemental 102406 Percentage of procurement process group staff
Information with over three years of strategic
sourcing/commodity management experience
10216 4.2 Procure materials and services Supplemental 105161 Number of items received by the business entity
Information per procurement process group FTE

10218 4.4 Deliver service to customers Cost Effectiveness 104782 Percentage of the total cost of the supply chain
function allocated to the process group "Deliver
service to customer"

10218 4.4 Deliver service to customers Cost Effectiveness 104787 Total cost of the process group "Deliver service
to customer" per $1,000 revenue

10218 4.4 Deliver service to customers Cost Effectiveness 104791 Total cost of the process group "Deliver service
to customer" per $1 billion revenue

10218 4.4 Deliver service to customers Supplemental 104190 Upside Supply Chain Adaptability
Information

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10218 4.4 Deliver service to customers Supplemental 104191 Upside Supply Chain Flexibility
Information

10218 4.4 Deliver service to customers Supplemental 100683 Downside Supply Adaptability
Information

10277 4.2.1 Develop sourcing strategies Cost Effectiveness 105173 Total cost to perform the process "develop
sourcing strategies" per process FTE

10277 4.2.1 Develop sourcing strategies Cost Effectiveness 104471 Overhead cost to perform the process "develop
sourcing strategies" per $1,000 revenue

10277 4.2.1 Develop sourcing strategies Cost Effectiveness 104472 Other cost of the process "develop sourcing
strategies" per $1,000 revenue

10277 4.2.1 Develop sourcing strategies Cost Effectiveness 104473 Outsourced cost of the process "develop sourcing
strategies" per $1,000 revenue

10277 4.2.1 Develop sourcing strategies Cost Effectiveness 103266 Systems cost to perform the process "develop
sourcing strategies" per $100,000 revenue

10277 4.2.1 Develop sourcing strategies Cost Effectiveness 103271 Systems cost to perform the process "develop
sourcing strategies" per $100,000 purchases

10277 4.2.1 Develop sourcing strategies Cost Effectiveness 103644 Total cost to perform the process "develop
sourcing strategies" per $1,000 purchases

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 103650 Total cost to perform the process "develop
sourcing strategies" per $1,000 revenue

10277 4.2.1 Develop sourcing strategies Cost Effectiveness 102904 Personnel cost to perform the process "develop
sourcing strategies" per $1,000 revenue

10277 4.2.1 Develop sourcing strategies Cost Effectiveness 102908 Personnel cost to perform the process "develop
sourcing strategies" per $1,000 purchases

10277 4.2.1 Develop sourcing strategies Process Efficiency 100666 Number of FTEs that perform the process
"develop sourcing strategies" as a percentage of
procurement process group FTEs

10277 4.2.1 Develop sourcing strategies Process Efficiency 101008 Number of FTEs that perform the process
"develop sourcing strategies" per $1 billion
purchases
10277 4.2.1 Develop sourcing strategies Process Efficiency 101011 Number of FTEs that perform the process
"develop sourcing strategies" per $1 billion
revenue
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103353 Systems cost to perform the process "select
suppliers and develop/maintain contracts" per
$100,000 purchases

10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103358 Systems cost to perform the process "select
suppliers and develop/maintain contracts" per
$100,000 revenue

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103025 Personnel cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 purchases

10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103029 Personnel cost to perform the process "select
suppliers and develop/maintain contracts" per
$1,000 revenue
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 104477 Overhead cost of the process "select suppliers
and develop/maintain contracts" per $1,000
revenue
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 104478 Other cost of the process "select suppliers and
develop/maintain contracts" per $1,000 revenue

10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 104479 Outsourced cost of the process "select suppliers
and develop/maintain contracts" per $1,000
revenue
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103895 Total cost to perform the process "select suppliers
and develop/maintain contracts" per $1,000
revenue
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 103901 Total cost to perform the process "select suppliers
and develop/maintain contracts" per $1,000
purchases

10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 105177 Total cost to perform the process "select suppliers
and develop/maintain contracts" per process FTE

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10278 4.2.2 Select suppliers and develop/maintain contracts Process Efficiency 103171 Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" as a
percentage of procurement process group FTEs

10278 4.2.2 Select suppliers and develop/maintain contracts Process Efficiency 104250 Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" per $1
billion revenue
10278 4.2.2 Select suppliers and develop/maintain contracts Process Efficiency 101138 Number of FTEs that perform the process "select
suppliers and develop/maintain contracts" per $1
billion purchases

10278 4.2.2 Select suppliers and develop/maintain contracts Supplemental 105194 Total cost to perform the process "develop
Information sourcing strategies" as a percentage of total
procurement process group cost

10279 4.2.3 Order materials and services Cost Effectiveness 105174 Total cost to perform the process "order materials
and services" per process FTE

10279 4.2.3 Order materials and services Cost Effectiveness 105158 Overhead cost to perform the process "order
materials and services" per $1,000 purchases

10279 4.2.3 Order materials and services Cost Effectiveness 105159 Other cost to perform the process "order
materials and services" per $1,000 purchases

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10279 4.2.3 Order materials and services Cost Effectiveness 105160 Outsourced cost to perform the process "order
materials and services" per $1,000 purchases

10279 4.2.3 Order materials and services Cost Effectiveness 105167 Personnel cost to perform the process "order
materials and services" per process FTE

10279 4.2.3 Order materials and services Cost Effectiveness 103790 Total cost to perform the process "order materials
and services" per $1,000 revenue

10279 4.2.3 Order materials and services Cost Effectiveness 103791 Total cost to perform the process "order materials
and services" per $1,000 purchases

10279 4.2.3 Order materials and services Cost Effectiveness 103797 Total cost to perform the process "order materials
and services" per purchase order

10279 4.2.3 Order materials and services Cost Effectiveness 103799 Total cost to perform the process "order materials
and services" per purchase order line item

10279 4.2.3 Order materials and services Cost Effectiveness 104474 Overhead cost to perform the process "order
materials and services" per $1,000 revenue

10279 4.2.3 Order materials and services Cost Effectiveness 104475 Other cost to perform the process "order
materials and services" per $1,000 revenue

10279 4.2.3 Order materials and services Cost Effectiveness 104476 Outsourced cost to perform the process "order
materials and services" per $1,000 revenue

10279 4.2.3 Order materials and services Cost Effectiveness 102978 Personnel cost to perform the process "order
materials and services" per $1,000 revenue

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10279 4.2.3 Order materials and services Cost Effectiveness 102979 Personnel cost to perform the process "order
materials and services" per $1,000 purchases

10279 4.2.3 Order materials and services Cost Effectiveness 103321 Systems cost to perform the process "order
materials and services" per $100,000 revenue

10279 4.2.3 Order materials and services Cost Effectiveness 103323 Systems cost to perform the process "order
materials and services" per $100,000 purchases

10279 4.2.3 Order materials and services Cycle Time 100639 Cycle time in hours to place a purchase order

10279 4.2.3 Order materials and services Cycle Time 104915 Average cycle time (in calendar days) from
requisition creation to requisition approval
10279 4.2.3 Order materials and services Cycle Time 104916 Average cycle time (in calendar days) from
requisition approval date of purchase order
approval date
10279 4.2.3 Order materials and services Process Efficiency 101071 Number of FTEs that perform the process "order
materials and services" per $1 billion purchases

10279 4.2.3 Order materials and services Process Efficiency 101074 Number of FTEs that perform the process "order
materials and services" per $1 billion revenue

10279 4.2.3 Order materials and services Process Efficiency 101455 Number of FTEs that perform the process "order
materials and services" as a percentage of
procurement process group FTEs

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10279 4.2.3 Order materials and services Staff Productivity 105162 Number of purchase requisition line items
processed per "order materials/services" FTE

10279 4.2.3 Order materials and services Staff Productivity 101391 Number of purchase order line items processed
per "order materials and services" FTE

10279 4.2.3 Order materials and services Staff Productivity 101393 Number of purchase orders processed per "order
materials and services" FTE

10279 4.2.3 Order materials and services Supplemental 104897 Purchases made through P-card as a percentage
Information of total purchase value
10279 4.2.3 Order materials and services Supplemental 104898 Purchases made through T&E card as a
Information percentage of total purchase value
10279 4.2.3 Order materials and services Supplemental 104899 Purchases made through invoice only (non-
Information purchase order) as a percentage of total purchase
value
10279 4.2.3 Order materials and services Supplemental 104900 Purchases made through purchase order - internal
Information catalog as a percentage of total purchase value

10279 4.2.3 Order materials and services Supplemental 104901 Purchases made through purchase order - external
Information catalog as a percentage of total purchase value

10279 4.2.3 Order materials and services Supplemental 104902 Purchases made through purchase order - "hands
Information on" as a percentage of total purchase value

10279 4.2.3 Order materials and services Supplemental 104904 Purchases made through other channels as a
Information percentage of total purchase value
10279 4.2.3 Order materials and services Supplemental 104905 Purchases made through P-card as a percentage
Information of total invoice volume
10279 4.2.3 Order materials and services Supplemental 104906 Purchases made through T&E card as a
Information percentage of total invoice volume

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10279 4.2.3 Order materials and services Supplemental 104907 Purchases made through invoice only (non-
Information purchase order) as a percentage of total invoice
volume
10279 4.2.3 Order materials and services Supplemental 104908 Purchases made through purchase order - internal
Information catalog as a percentage of total invoice volume

10279 4.2.3 Order materials and services Supplemental 104909 Purchases made through purchase order - external
Information catalog as a percentage of total invoice volume

10279 4.2.3 Order materials and services Supplemental 104910 Purchases made through purchase order - "hands
Information on" as a percentage of total invoice volume

10279 4.2.3 Order materials and services Supplemental 104912 Purchases made through other channels as a
Information percentage of total invoice volume
10279 4.2.3 Order materials and services Supplemental 104913 Percentage of purchase orders that link directly to
Information a contracted price loaded in the company's
system or external catalog
10279 4.2.3 Order materials and services Supplemental 104914 Percentage of purchase order line items that are
Information systematically created with no manual
involvement or intervention by a buyer
10279 4.2.3 Order materials and services Supplemental 104917 Percentage of purchase orders that go through a
Information formal notification/acceptance process with
supplier
10279 4.2.3 Order materials and services Supplemental 104918 Value of materials purchases as a percentage of
Information total purchases
10279 4.2.3 Order materials and services Supplemental 104919 Value of services purchases as a percentage of
Information total purchases
10279 4.2.3 Order materials and services Supplemental 104920 Value of EPC or EPCM purchases as a
Information percentage of total purchases
10279 4.2.3 Order materials and services Supplemental 104921 Value of other purchases as a percentage of total
Information purchases

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10279 4.2.3 Order materials and services Supplemental 105204 Total cost to perform the process "select suppliers
Information and develop/maintain contracts" as a percentage
of total procurement process group cost

10280 4.2.4 Manage suppliers Cost Effectiveness 103224 Systems cost to perform the process "appraise
and develop suppliers" per $100,000 purchases

10280 4.2.4 Manage suppliers Cost Effectiveness 103229 Systems cost to perform the process "appraise
and develop suppliers" per $100,000 revenue

10280 4.2.4 Manage suppliers Cost Effectiveness 103568 Total cost to perform the process "appraise and
develop suppliers" per $1,000 purchases

10280 4.2.4 Manage suppliers Cost Effectiveness 103572 Total cost to perform the process "appraise and
develop suppliers" per $1,000 revenue

10280 4.2.4 Manage suppliers Cost Effectiveness 102863 Personnel cost to perform the process "appraise
and develop suppliers" per $1,000 purchases

10280 4.2.4 Manage suppliers Cost Effectiveness 102867 Personnel cost to perform the process "appraise
and develop suppliers" per $1,000 revenue

10280 4.2.4 Manage suppliers Cost Effectiveness 104480 Overhead cost of the process "appraise and
develop suppliers" per $1,000 revenue

10280 4.2.4 Manage suppliers Cost Effectiveness 104481 Other cost of the process "appraise and develop
suppliers" per $1,000 revenue

10280 4.2.4 Manage suppliers Cost Effectiveness 104482 Outsourced cost of the process "appraise and
develop suppliers" per $1,000 revenue

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10280 4.2.4 Manage suppliers Cost Effectiveness 105170 Total cost to perform the process "appraise and
develop suppliers" per process FTE

10280 4.2.4 Manage suppliers Process Efficiency 100102 Number of FTEs that perform the process
"manage suppliers" as a percentage of
procurement process group FTEs

10280 4.2.4 Manage suppliers Process Efficiency 100985 Number of FTEs that perform the process
"appraise and develop suppliers" per $1 billion
purchases
10280 4.2.4 Manage suppliers Process Efficiency 100988 Number of FTEs that perform the process
"appraise and develop suppliers" per $1 billion
revenue
10280 4.2.4 Manage suppliers Process Efficiency 104840 Supplier first-pass quality yield

10280 4.2.4 Manage suppliers Supplemental 105206 Total cost to perform the process "order materials
Information and services" as a percentage of total
procurement process group cost

10280 4.2.4 Manage suppliers Supplemental 105208 Personnel cost to perform the process "order
Information materials and services" as a percentage of total
process cost
10280 4.2.4 Manage suppliers Supplemental 105209 Systems cost to perform the process "order
Information materials and services" as a percentage of total
process cost

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Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10280 4.2.4 Manage suppliers Supplemental 105210 Overhead cost to perform the process "order
Information materials and services" as a percentage of total
process cost
10280 4.2.4 Manage suppliers Supplemental 105211 Other cost to perform the process "order
Information materials and services" as a percentage of total
process cost

10280 4.2.4 Manage suppliers Supplemental 105212 Outsourced cost to perform the process "order
Information materials and services" as a percentage of total
process cost
10281 4.2.1.1 Develop procurement plan Supplemental 105207 Total cost to perform the process "appraise and
Information develop suppliers" as a percentage of total
procurement process group cost

10297 4.2.3.6 Record receipt of goods Cost Effectiveness 105035 Total cost to perform the process "record receipt
of goods" per thousand barrel of oil equivalent
(BOE) net production
10297 4.2.3.6 Record receipt of goods Cost Effectiveness 105036 Total cost to perform the process "record receipt
of goods" per gross operated producing well
10297 4.2.3.6 Record receipt of goods Cost Effectiveness 105038 Total cost to perform the process "record receipt
of goods" per thousand barrels throughput
10297 4.2.3.6 Record receipt of goods Cost Effectiveness 105037 Total cost to perform the process "record receipt
of goods" per mile of pipe

10297 4.2.3.6 Record receipt of goods Staff Productivity 105031 Number of FTEs who perform the process
"record receipt of goods" per million barrel of oil
equivalent (BOE)
10297 4.2.3.6 Record receipt of goods Staff Productivity 105032 Number of FTEs who perform the process
"record receipt of goods" per thousand gross
operated producing wells
10297 4.2.3.6 Record receipt of goods Staff Productivity 105033 Number of FTEs who perform the process
"record receipt of goods" per thousand miles of
pipe

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10297 4.2.3.6 Record receipt of goods Staff Productivity 105034 Number of FTEs who perform the process
"record receipt of goods" per thousand barrels
throughput
10297 4.2.3.6 Record receipt of goods Supplemental 105015 Percentage of purchase orders with receipt of
Information goods or services
10297 4.2.3.6 Record receipt of goods Supplemental 105016 Percentage of goods purchases with receipts
Information performed after the invoice was received
10297 4.2.3.6 Record receipt of goods Supplemental 105017 Percentage of services purchases with receipts
Information performed after the invoice was received
10297 4.2.3.6 Record receipt of goods Supplemental 105018 Percentage of invoices blocked due to goods
Information receipt issues or price/quantity discrepancies
10335 4.4.1.2 Identify incomplete submissions and service Supplemental 105498 Percentage of manual sales order interventions
failures Information caused by contract issues
10335 4.4.1.2 Identify incomplete submissions and service Supplemental 105499 Percentage of manual sales order interventions
failures Information caused by pricing issues
10335 4.4.1.2 Identify incomplete submissions and service Supplemental 105500 Percentage of manual sales order interventions
failures Information caused by invoicing issues
10335 4.4.1.2 Identify incomplete submissions and service Supplemental 105501 Percentage of manual sales order interventions
failures Information caused by incorrect customer master data
10335 4.4.1.2 Identify incomplete submissions and service Supplemental 105502 Percentage of manual sales order interventions
failures Information caused by other causes
10378 5.3 Develop customer care/customer service strategy Cost Effectiveness 102873 Personnel cost to perform the process group
"develop customer care/customer service
strategy" per $1,000 revenue

10378 5.3 Develop customer care/customer service strategy Cost Effectiveness 101668 Overhead cost to perform the process group
"develop customer care/customer service
strategy" per $1,000 revenue

10378 5.3 Develop customer care/customer service strategy Cost Effectiveness 101465 Other cost of the process group "develop
customer care/customer service strategy" per
$1,000 revenue

Copyright 2016 APQC 301 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10378 5.3 Develop customer care/customer service strategy Cost Effectiveness 101538 Outsourced cost to perform the process group
"develop customer care/customer service
strategy" per $1,000 revenue

10378 5.3 Develop customer care/customer service strategy Cost Effectiveness 103581 Total cost to perform the process group "develop
customer care/customer service strategy" per
process FTE

10378 5.3 Develop customer care/customer service strategy Cost Effectiveness 103585 Total cost to perform the process group "develop
customer care/customer service strategy" per
$1,000 revenue

10378 5.3 Develop customer care/customer service strategy Cost Effectiveness 103589 Total cost to perform the process group "develop
customer care/customer service strategy" per
sales order
10378 5.3 Develop customer care/customer service strategy Cost Effectiveness 103593 Total cost to perform the process group "develop
customer care/customer service strategy" per
sales order line item
10378 5.3 Develop customer care/customer service strategy Cost Effectiveness 103234 Systems cost to perform the process group
"develop customer care/customer service
strategy" per $100,000 revenue

10378 5.3 Develop customer care/customer service strategy Process Efficiency 100992 Number of FTEs that perform the process group
"develop customer care/customer service
strategy" per $1 billion revenue

10378 5.3 Develop customer care/customer service strategy Supplemental 104538 Number of languages supported at the business
Information entity

Copyright 2016 APQC 302 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10379 5.4 Plan and manage customer service operations Additional 101858 Percentage of inbound contacts through "other"
Operational channels outsourced to a third-party provider
Metrics

10379 5.4 Plan and manage customer service operations Cost Effectiveness 102946 Personnel cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per customer service FTE

10379 5.4 Plan and manage customer service operations Cost Effectiveness 103046 Personnel cost to perform the processes "manage
sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per $1,000 revenue

10379 5.4 Plan and manage customer service operations Cost Effectiveness 103047 Personnel cost to perform the processes "manage
sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per active customer

Copyright 2016 APQC 303 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10379 5.4 Plan and manage customer service operations Cost Effectiveness 103048 Personnel cost to perform the processes "manage
sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per inbound contact

10379 5.4 Plan and manage customer service operations Cost Effectiveness 103049 Personnel cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" as a percentage of the total
cost to perform the processes

10379 5.4 Plan and manage customer service operations Cost Effectiveness 103050 Personnel cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per $1,000 revenue

10379 5.4 Plan and manage customer service operations Cost Effectiveness 103727 Total cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per customer service FTE

10379 5.4 Plan and manage customer service operations Cost Effectiveness 101523 Other cost to perform the processes "manage
sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per inbound contact

Copyright 2016 APQC 304 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10379 5.4 Plan and manage customer service operations Cost Effectiveness 101526 Other cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" as a percentage of the total
cost to perform the processes

10379 5.4 Plan and manage customer service operations Cost Effectiveness 101527 Other cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per $1,000 revenue

10379 5.4 Plan and manage customer service operations Cost Effectiveness 100012 Centrally managed systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per inbound
contact

10379 5.4 Plan and manage customer service operations Cost Effectiveness 100401 Centrally managed systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per $1,000
revenue

10379 5.4 Plan and manage customer service operations Cost Effectiveness 100403 Centrally managed systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per active
customer

Copyright 2016 APQC 305 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10379 5.4 Plan and manage customer service operations Cost Effectiveness 100409 Contact center systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per inbound
contact

10379 5.4 Plan and manage customer service operations Cost Effectiveness 100410 Contact center systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per $1,000
revenue

10379 5.4 Plan and manage customer service operations Cost Effectiveness 100411 Contact center systems cost to perform the
processes "manage sales orders", "manage
customer service requests/inquiries", and
"manage customer complaints" per active
customer

10379 5.4 Plan and manage customer service operations Cost Effectiveness 101633 Outsourced cost to perform the processes
"manage sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per $1,000 revenue

10379 5.4 Plan and manage customer service operations Cost Effectiveness 101634 Outsourced cost to perform the processes
"manage sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per active customer

Copyright 2016 APQC 306 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10379 5.4 Plan and manage customer service operations Cost Effectiveness 101635 Outsourced cost to perform the processes
"manage sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per inbound contact

10379 5.4 Plan and manage customer service operations Cost Effectiveness 101636 Outsourced cost to perform the processes
"manage customer requests/inquiries" and
"manage customer complaints" as a percentage of
the total cost of the processes

10379 5.4 Plan and manage customer service operations Cost Effectiveness 101609 Outsourced cost to perform the processes
"manage customer requests/inquiries" and
"manage customer complaints" per $1,000
revenue
10379 5.4 Plan and manage customer service operations Cost Effectiveness 101729 Overhead cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" as a percentage of the total
cost to perform the processes

10379 5.4 Plan and manage customer service operations Cost Effectiveness 101730 Overhead cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per $1,000 revenue

10379 5.4 Plan and manage customer service operations Cost Effectiveness 101640 Outsourced cost to perform the processes
"manage customer service requests/inquiries" and
"manage customer complaints" per inbound call
received through IVR DTMF

Copyright 2016 APQC 307 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10379 5.4 Plan and manage customer service operations Cost Effectiveness 101641 Outsourced cost to perform the processes
"manage customer service requests/inquiries" and
"manage customer complaints" per call received
through IVR speech
10379 5.4 Plan and manage customer service operations Cost Effectiveness 101642 Outsourced cost to perform the processes
"manage customer service requests/inquiries" and
"manage customer complaints" per web
transactions contact
10379 5.4 Plan and manage customer service operations Cost Effectiveness 101756 Business to business inbound contacts as a
percentage of total inbound contacts
10379 5.4 Plan and manage customer service operations Cost Effectiveness 101757 Business to consumer inbound contacts as a
percentage of total inbound contacts
10379 5.4 Plan and manage customer service operations Cost Effectiveness 102932 Personnel cost to perform the processes "manage
sales orders", "manage customer service
requests/inquiries", and "manage customer
complaints" per business entity FTE

10379 5.4 Plan and manage customer service operations Cost Effectiveness 104502 Outsourced cost to perform the processes
"manage customer service requests/inquiries" and
"manage customer complaints" per web self-
service contact
10379 5.4 Plan and manage customer service operations Cost Effectiveness 104152 Total revenue per inbound contact

10379 5.4 Plan and manage customer service operations Cost Effectiveness 103931 Total cost to perform the processes "manage
customer requests/inquiries" and "manage
customer complaints" per $1,000 revenue

10379 5.4 Plan and manage customer service operations Cycle Time 104514 Average contact handling time in seconds

10379 5.4 Plan and manage customer service operations Cycle Time 100124 Average call handling time in seconds

Copyright 2016 APQC 308 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10379 5.4 Plan and manage customer service operations Cycle Time 100321 Average speed of answer in seconds for agent
queue calls
10379 5.4 Plan and manage customer service operations Cycle Time 103463 Average time in seconds to inbound calls
abandoned
10379 5.4 Plan and manage customer service operations Process Efficiency 100020 Agent schedule adherence

10379 5.4 Plan and manage customer service operations Process Efficiency 100389 Bridge rate

10379 5.4 Plan and manage customer service operations Process Efficiency 100898 Average number of contact center seats per
contact center
10379 5.4 Plan and manage customer service operations Process Efficiency 101194 Number of FTEs who perform the customer
service function per $1 billion revenue

10379 5.4 Plan and manage customer service operations Process Efficiency 100320 Average seat utilization

10379 5.4 Plan and manage customer service operations Process Efficiency 100392 Call agent availability rate

10379 5.4 Plan and manage customer service operations Process Efficiency 100393 Call agent occupancy rate

10379 5.4 Plan and manage customer service operations Process Efficiency 100394 Call agent utilization rate

10379 5.4 Plan and manage customer service operations Process Efficiency 100729 First call resolution rate

10379 5.4 Plan and manage customer service operations Process Efficiency 100780 IVR speech recognition rate

10379 5.4 Plan and manage customer service operations Process Efficiency 102129 Caller authentication rate for IVR

10379 5.4 Plan and manage customer service operations Process Efficiency 101852 Percentage of inbound email contacts outsourced
to a third-party provider

Copyright 2016 APQC 309 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10379 5.4 Plan and manage customer service operations Process Efficiency 101859 Percentage of inbound postal mail contacts
outsourced to a third-party provider

10379 5.4 Plan and manage customer service operations Process Efficiency 101860 Percentage of inbound web transaction contacts
outsourced to a third-party provider

10379 5.4 Plan and manage customer service operations Process Efficiency 101910 Percentage of contacts with CTI that have
information pop up on the agent's desktop
10379 5.4 Plan and manage customer service operations Process Efficiency 101911 Percentage of active customers with service level
based on customer segmentation
10379 5.4 Plan and manage customer service operations Process Efficiency 102103 Calls routed to a live agent as a percentage of
total inbound calls
10379 5.4 Plan and manage customer service operations Process Efficiency 102104 Calls abandoned in the agent queue as a
percentage of total inbound calls
10379 5.4 Plan and manage customer service operations Process Efficiency 101857 Percentage of web chat or instant messaging
contacts outsourced to a third-party provider

10379 5.4 Plan and manage customer service operations Process Efficiency 104561 Number of agent FTEs per direct supervisor FTE

Copyright 2016 APQC 310 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10379 5.4 Plan and manage customer service operations Process Efficiency 104192 Agent FTEs evaluated using
sliding/interdependent agent targets as a
percentage of all agent FTEs
10379 5.4 Plan and manage customer service operations Process Efficiency 104513 Percentage of inbound phone contacts outsourced
to a third-party provider

10379 5.4 Plan and manage customer service operations Process Efficiency 103118 Direct supervisors per agent FTE

10379 5.4 Plan and manage customer service operations Process Efficiency 102603 DTMF IVR self-service resolution rate

10379 5.4 Plan and manage customer service operations Process Efficiency 102604 IVR speech self-service resolution rate

10379 5.4 Plan and manage customer service operations Process Efficiency 102605 Web transactions self-service resolution rate

10379 5.4 Plan and manage customer service operations Process Efficiency 102100 Percentage of inbound calls monitored by QAM
and scored by supervisors
10379 5.4 Plan and manage customer service operations Process Efficiency 102792 Percentage of transferred calls that are
misdirected
10379 5.4 Plan and manage customer service operations Process Efficiency 102721 Percentage of active customers with active web
accounts
10379 5.4 Plan and manage customer service operations Process Efficiency 102722 Transferred calls as a percentage of total inbound
calls
10379 5.4 Plan and manage customer service operations Staff Productivity 104121 Inbound live agent calls per agent FTE

10379 5.4 Plan and manage customer service operations Staff Productivity 104123 Inbound contacts per agent FTE

10379 5.4 Plan and manage customer service operations Supplemental 101853 Percentage of inbound fax contacts outsourced to
Information a third-party provider

Copyright 2016 APQC 311 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10379 5.4 Plan and manage customer service operations Supplemental 101854 Percentage of inbound IVR DTMF contacts
Information outsourced to a third-party provider
10379 5.4 Plan and manage customer service operations Supplemental 101855 Percentage of inbound IVR speech contacts
Information outsourced to a third-party provider
10379 5.4 Plan and manage customer service operations Supplemental 101856 Percentage of inbound live agent call contacts
Information outsourced to third-party provider
10379 5.4 Plan and manage customer service operations Supplemental 102091 Number of inbound calls received through a live
Information agent as a percentage of total inbound calls
10379 5.4 Plan and manage customer service operations Supplemental 102092 Number of inbound calls received through IVR
Information speech as a percentage of total inbound calls
10379 5.4 Plan and manage customer service operations Supplemental 102093 Number of inbound calls received through IVR
Information DTMF as a percentage of total inbound calls
10379 5.4 Plan and manage customer service operations Supplemental 102094 Inbound calls related to billing as a percentage of
Information total inbound calls
10379 5.4 Plan and manage customer service operations Supplemental 102095 Inbound calls related to complaints as a
Information percentage of total inbound calls
10379 5.4 Plan and manage customer service operations Supplemental 102096 Inbound calls related to new orders as a
Information percentage of total inbound calls
10379 5.4 Plan and manage customer service operations Supplemental 102097 Inbound calls related to order modification or
Information inquiry as a percentage of total inbound calls
10379 5.4 Plan and manage customer service operations Supplemental 102098 Number of inbound calls for requirements other
Information than new orders, order modifications or inquiry,
billing, complaints, or technical support as a
percentage of total inbound calls
10379 5.4 Plan and manage customer service operations Supplemental 102099 Inbound contacts related to technical support as a
Information percentage of total inbound contacts
10379 5.4 Plan and manage customer service operations Supplemental 102105 Inbound contacts received via phone as a
Information percentage of total inbound contacts
10379 5.4 Plan and manage customer service operations Supplemental 102106 Inbound contacts received via email as a
Information percentage of total inbound contacts
10379 5.4 Plan and manage customer service operations Supplemental 102107 Inbound contacts received via fax as a percentage
Information of total inbound contacts

Copyright 2016 APQC 312 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10379 5.4 Plan and manage customer service operations Supplemental 102108 Inbound contacts received via web chat or instant
Information messaging as a percentage of total inbound
contacts
10379 5.4 Plan and manage customer service operations Supplemental 102109 Number of inbound contacts through channels
Information other than phone, email, web self-service, web
chat or instant messaging, dedicated mobile apps,
SMS, social media, or postal mail as a percentage
of total inbound contacts

10379 5.4 Plan and manage customer service operations Supplemental 102110 Inbound contacts received via postal mail as a
Information percentage of total inbound contacts
10379 5.4 Plan and manage customer service operations Supplemental 102111 Inbound contacts received via web self-service as
Information a percentage of total inbound contacts

10379 5.4 Plan and manage customer service operations Supplemental 104532 Inbound contacts related to billing as a
Information percentage of total inbound contacts
10379 5.4 Plan and manage customer service operations Supplemental 104533 Inbound contacts related to complaints as a
Information percentage of total inbound contacts
10379 5.4 Plan and manage customer service operations Supplemental 104534 Inbound contacts related to new orders as a
Information percentage of total inbound contacts
10379 5.4 Plan and manage customer service operations Supplemental 104535 Inbound contacts related to order modification or
Information inquiry as a percentage of total inbound contacts
10379 5.4 Plan and manage customer service operations Supplemental 104536 Middle East contact center employees as a
Information percentage of total contact center employees

Copyright 2016 APQC 313 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10379 5.4 Plan and manage customer service operations Supplemental 104537 Nordic countries contact center employees as a
Information percentage of total contact center employees

10379 5.4 Plan and manage customer service operations Supplemental 104542 South Asia contact center employees as a
Information percentage of total contact center employees

10379 5.4 Plan and manage customer service operations Supplemental 104543 Southeast Asia contact center employees as a
Information percentage of total contact center employees

Copyright 2016 APQC 314 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10379 5.4 Plan and manage customer service operations Supplemental 104544 Southern Europe contact center employees as a
Information percentage of total contact center employees

10379 5.4 Plan and manage customer service operations Supplemental 104545 US contact center employees as a percentage of
Information total contact center employees

10379 5.4 Plan and manage customer service operations Supplemental 104546 Western Europe contact center employees as a
Information percentage of total contact center employees

Copyright 2016 APQC 315 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10379 5.4 Plan and manage customer service operations Supplemental 104520 Africa contact center employees as a percentage
Information of total contact center employees

10379 5.4 Plan and manage customer service operations Supplemental 104521 Australia and New Zealand contact center
Information employees as a percentage of total contact center
employees

10379 5.4 Plan and manage customer service operations Supplemental 104522 Central Europe contact center employees as a
Information percentage of total contact center employees

Copyright 2016 APQC 316 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10379 5.4 Plan and manage customer service operations Supplemental 104523 Central/South America contact center employees
Information as a percentage of total contact center employees

10379 5.4 Plan and manage customer service operations Supplemental 104524 China, Russia, and Central Asia contact center
Information employees as a percentage of total contact center
employees

10379 5.4 Plan and manage customer service operations Supplemental 104525 East Asia contact center employees as a
Information percentage of total contact center employees

Copyright 2016 APQC 317 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10379 5.4 Plan and manage customer service operations Supplemental 104526 Eastern Europe contact center employees as a
Information percentage of total contact center employees

10379 5.4 Plan and manage customer service operations Supplemental 102102 Number of inbound calls for the customer service
Information function as a percentage of total inbound calls

10379 5.4 Plan and manage customer service operations Supplemental 105420 Business to business inbound calls as a
Information percentage of total inbound calls
10379 5.4 Plan and manage customer service operations Supplemental 105421 Business to consumer inbound calls as a
Information percentage of total inbound calls
10380 5.5 Measure and evaluate customer service Process Efficiency 100495 Customer attrition (or churn) rate
operations
10383 5.3.3 Establish service levels for customers Process Efficiency 103177 Call service level

10387 5.4.2 Plan and manage customer service work force Process Efficiency 100735 Forecast accuracy for long-term planning

10387 5.4.2 Plan and manage customer service work force Process Efficiency 100736 Forecast accuracy for short-term planning

10388 5.4.3 Manage customer service requests/inquiries Cycle Time 103145 Response time in minutes for inbound requests
coming from e-mail
10388 5.4.3 Manage customer service requests/inquiries Cycle Time 103146 Response time in minutes for inbound requests
coming from fax
10388 5.4.3 Manage customer service requests/inquiries Cycle Time 103147 Response time in minutes for inbound requests
coming from postal mail
10388 5.4.3 Manage customer service requests/inquiries Cycle Time 104515 Response time in minutes for inbound requests
coming from call backs

Copyright 2016 APQC 318 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10388 5.4.3 Manage customer service requests/inquiries Cycle Time 104516 Response time in minutes for inbound requests
coming from SMS
10388 5.4.3 Manage customer service requests/inquiries Cycle Time 104517 Response time in minutes for inbound requests
coming from social media
10388 5.4.3 Manage customer service requests/inquiries Cycle Time 104518 Response time in minutes for inbound requests
coming from web chat or instant messaging
including virtual agents
10388 5.4.3 Manage customer service requests/inquiries Cycle Time 104519 Average talk time in seconds, including agent
hold time
10388 5.4.3 Manage customer service requests/inquiries Process Efficiency 104503 First contact resolution rate for contacts received
through "other" channels

10388 5.4.3 Manage customer service requests/inquiries Process Efficiency 104504 First contact resolution rate for dedicated mobile
applications ("apps")
10388 5.4.3 Manage customer service requests/inquiries Process Efficiency 104505 First contact resolution rate for email contacts

10388 5.4.3 Manage customer service requests/inquiries Process Efficiency 104506 First contact resolution rate for phone contacts

10388 5.4.3 Manage customer service requests/inquiries Process Efficiency 104507 First contact resolution rate for postal mail

10388 5.4.3 Manage customer service requests/inquiries Process Efficiency 104508 First contact resolution rate for SMS

10388 5.4.3 Manage customer service requests/inquiries Process Efficiency 104509 First contact resolution rate for social media

10388 5.4.3 Manage customer service requests/inquiries Process Efficiency 104510 First contact resolution rate for web chat or
instant messaging including virtual agents
10388 5.4.3 Manage customer service requests/inquiries Process Efficiency 104511 First contact resolution rate for web self-service
contacts

Copyright 2016 APQC 319 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10388 5.4.3 Manage customer service requests/inquiries Supplemental 104528 Inbound contacts for the process "manage
Information customer service" as a percentage of total
inbound contacts
10388 5.4.3 Manage customer service requests/inquiries Supplemental 104529 Inbound contacts received via dedicated mobile
Information app as a percentage of total inbound contacts

10388 5.4.3 Manage customer service requests/inquiries Supplemental 104530 Inbound contacts received via SMS as a
Information percentage of total inbound contacts

10388 5.4.3 Manage customer service requests/inquiries Supplemental 104531 Inbound contacts received via social media as a
Information percentage of total inbound contacts

10388 5.4.3 Manage customer service requests/inquiries Supplemental 104539 Percentage of inbound dedicated mobile app
Information contacts outsourced to a third-party provider

10388 5.4.3 Manage customer service requests/inquiries Supplemental 104540 Percentage of inbound SMS contacts outsourced
Information to a third-party provider

10388 5.4.3 Manage customer service requests/inquiries Supplemental 104541 Percentage of inbound social media contacts
Information outsourced to a third-party provider

Copyright 2016 APQC 320 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10388 5.4.3 Manage customer service requests/inquiries Supplemental 104757 Percentage of employee time spent servicing
Information customers via social media channels
10388 5.4.3 Manage customer service requests/inquiries Supplemental 104758 Percentage of employee time spent servicing
Information customers via website channel
10388 5.4.3 Manage customer service requests/inquiries Supplemental 104759 Percentage of employee time spent servicing
Information customers via social media channel
10388 5.4.3 Manage customer service requests/inquiries Supplemental 104760 Percentage of employee time spent servicing
Information customers via traditional face-to-face channel
10388 5.4.3 Manage customer service requests/inquiries Supplemental 104761 Percentage of employee time spent servicing
Information customers via contact center channel
10388 5.4.3 Manage customer service requests/inquiries Supplemental 104762 Percentage of employee time spent servicing
Information customers via business-to-business channel

10388 5.4.3 Manage customer service requests/inquiries Supplemental 104618 Inbound requests received via phone as a
Information percentage of total inbound requests
10388 5.4.3 Manage customer service requests/inquiries Supplemental 104619 Inbound requests received via email as a
Information percentage of total inbound requests
10388 5.4.3 Manage customer service requests/inquiries Supplemental 104620 Inbound requests received via employee portal as
Information a percentage of total inbound requests
10388 5.4.3 Manage customer service requests/inquiries Supplemental 104621 Inbound requests received via vendor portal as a
Information percentage of total inbound requests
10388 5.4.3 Manage customer service requests/inquiries Supplemental 104622 Inbound requests received via chat as a
Information percentage of total inbound requests
10388 5.4.3 Manage customer service requests/inquiries Supplemental 104623 Inbound requests received via walk-up as a
Information percentage of total inbound requests
10388 5.4.3 Manage customer service requests/inquiries Supplemental 104624 Inbound requests received via other channels as a
Information percentage of total inbound requests

10403 5.5.3 Measure customer satisfaction with products and Process Efficiency 102602 Percentage of customers claiming to be satisfied
services

Copyright 2016 APQC 321 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10410 6.2 Recruit, source, and select employees Cost Effectiveness 103877 Total cost to perform the process group "recruit,
source, and select employees" per $1,000 revenue

10410 6.2 Recruit, source, and select employees Cost Effectiveness 103956 Total cost to perform the process group "recruit,
source, and select employees" per business entity
employee
10410 6.2 Recruit, source, and select employees Cost Effectiveness 103958 Total cost to perform the process group "recruit,
source, and select employees" per new hire
10410 6.2 Recruit, source, and select employees Cost Effectiveness 104093 Systems cost to perform the process group
"recruit, source, and select employees" per
$1,000 revenue

10410 6.2 Recruit, source, and select employees Cost Effectiveness 104060 Personnel cost to perform the process group
"recruit, source, and select employees" per
$1,000 revenue

10410 6.2 Recruit, source, and select employees Cost Effectiveness 104067 Personnel cost to perform the process group
"recruit, source, and select employees" per new
hire

Copyright 2016 APQC 322 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10410 6.2 Recruit, source, and select employees Cost Effectiveness 104071 Personnel cost to perform the process group
"recruit, source, and select employees" per
business entity employee

10410 6.2 Recruit, source, and select employees Cycle Time 100304 Response time in hours for non-routine "recruit,
source, and select employees" inquiries

10410 6.2 Recruit, source, and select employees Cycle Time 100306 Response time in hours for routine "recruit,
source, and select employees" inquiries

10410 6.2 Recruit, source, and select employees Cycle Time 100565 Cycle time in days from approval of job
requisition to acceptance of job offer
10410 6.2 Recruit, source, and select employees Cycle Time 100569 Cycle time in days from identifying the need to
hire a new employee to approval of the job
requisition
10410 6.2 Recruit, source, and select employees Process Efficiency 102613 Percentage of senior management/executive
positions filled by internal promotion for the past
3 years

10410 6.2 Recruit, source, and select employees Process Efficiency 100804 Job offer acceptance rate for operational
workers/office staff
10410 6.2 Recruit, source, and select employees Process Efficiency 100807 Job offer acceptance rate for senior
management/executives
10410 6.2 Recruit, source, and select employees Process Efficiency 100869 New hire satisfaction rate for the recruiting
process
10410 6.2 Recruit, source, and select employees Process Efficiency 101123 Number of FTEs that perform the process group
"recruit, source, and select employees" per $1
billion revenue

Copyright 2016 APQC 323 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10410 6.2 Recruit, source, and select employees Process Efficiency 100801 Job offer acceptance rate for middle
management/specialists
10410 6.2 Recruit, source, and select employees Staff Productivity 100493 Number of business entity employees per FTE
that performs the process group "recruit, source,
and select employees"
10410 6.2 Recruit, source, and select employees Staff Productivity 105458 Number of hours invested by hiring decision
makers per senior management/executive new
hire
10410 6.2 Recruit, source, and select employees Staff Productivity 105459 Number of hours invested by hiring decision
makers per middle management/specialist new
hire
10410 6.2 Recruit, source, and select employees Staff Productivity 105460 Number of hours invested by hiring decision
makers per operational worker/office staff new
hire
10410 6.2 Recruit, source, and select employees Staff Productivity 101348 Number of new hires per "recruit, source, and
select employees" FTE

10410 6.2 Recruit, source, and select employees Supplemental 101401 Number of monthly routine "recruit, source, and
Information select employees" inquiries per business entity
employee

10410 6.2 Recruit, source, and select employees Supplemental 101342 Middle management/specialists new hires as a
Information percentage of total new hires
10410 6.2 Recruit, source, and select employees Supplemental 101344 Operational workers/office staff new hires as a
Information percentage of total new hires
10410 6.2 Recruit, source, and select employees Supplemental 101346 Senior management/executives new hires as a
Information percentage of total new hires

Copyright 2016 APQC 324 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10410 6.2 Recruit, source, and select employees Supplemental 101801 Percentage of "recruit, source, and select
Information employees" inquiries received that are non-
routine

10410 6.2 Recruit, source, and select employees Supplemental 101802 Percentage of "recruit, source, and select
Information employees" inquiries received that are routine

10410 6.2 Recruit, source, and select employees Supplemental 101803 Percentage of "recruit, source, and select
Information employees" inquiries received via digital
communication channels
10410 6.2 Recruit, source, and select employees Supplemental 101804 Percentage of "recruit, source, and select
Information employees" inquiries received via e-mail

10410 6.2 Recruit, source, and select employees Supplemental 101805 Percentage of "recruit, source, and select
Information employees" inquiries received via channels other
than e-mail, phone, and face-to-face

10410 6.2 Recruit, source, and select employees Supplemental 101806 Percentage of "recruit, source, and select
Information employees" inquiries received via face-to-face

10410 6.2 Recruit, source, and select employees Supplemental 101808 Percentage of "recruit, source, and select
Information employees" inquiries received via non-digital
communication channels

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10410 6.2 Recruit, source, and select employees Supplemental 101809 Percentage of "recruit, source, and select
Information employees" inquiries received via phone

10410 6.2 Recruit, source, and select employees Supplemental 101637 Outsourced cost of the process group "recruit,
Information source, and select employees" as a percentage of
the total cost to perform the process group
10410 6.2 Recruit, source, and select employees Supplemental 101824 Percentage of "reward and retain employees"
Information inquiries received via non-digital communication
channels
10410 6.2 Recruit, source, and select employees Supplemental 101821 Percentage of "reward and retain employees"
Information inquiries received via digital communication
channels
10410 6.2 Recruit, source, and select employees Supplemental 101365 Number of monthly non-routine "recruit, source,
Information and select employees" inquiries per business
entity employee

10410 6.2 Recruit, source, and select employees Supplemental 101837 Percentage of new hires that originated from
Information employee referrals
10410 6.2 Recruit, source, and select employees Supplemental 104565 Overhead and other costs of the process group
Information "Recruit, source, and select employees" as a
percentage of the total cost to perform the
process group

10410 6.2 Recruit, source, and select employees Supplemental 104498 Permanent full-time new hires as a percentage of
Information total new hires
10410 6.2 Recruit, source, and select employees Supplemental 104499 Permanent part-time new hires as a percentage of
Information total new hires
10410 6.2 Recruit, source, and select employees Supplemental 104500 Contingent new hires as a percentage of total new
Information hires

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10410 6.2 Recruit, source, and select employees Supplemental 104770 Percentage of new hire retention after 12 months
Information

10410 6.2 Recruit, source, and select employees Supplemental 102297 Percentage of middle management/specialist
Information positions filled by internal promotion for the past
3 years

10410 6.2 Recruit, source, and select employees Supplemental 100083 Systems cost to perform the process group
Information "recruit, source, and select employees" as a
percentage of the total cost to perform the
process group

10410 6.2 Recruit, source, and select employees Supplemental 100062 Personnel cost to perform the process group
Information "recruit, source, and select employees" as a
percentage of the total cost to perform the
process group

10410 6.2 Recruit, source, and select employees Supplemental 100046 Overhead cost to perform the process group
Information "recruit, source, and select employees" as a
percentage of the total cost to perform the
process group

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10410 6.2 Recruit, source, and select employees Supplemental 100029 Other cost to perform the process group "recruit,
Information source, and select employees" as a percentage of
total cost to perform the process

10411 6.3 Develop and counsel employees Cost Effectiveness 103484 Total cost for the learning management system
per employee attending classroom or e-learning
training

10411 6.3 Develop and counsel employees Cost Effectiveness 104049 Personnel cost to perform the processes "manage
employee development" and "develop and train
employees" per $1,000 revenue

10411 6.3 Develop and counsel employees Cost Effectiveness 104052 Personnel cost to perform the processes "manage
employee development" and "develop and train
employees" per business entity employee

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10411 6.3 Develop and counsel employees Cost Effectiveness 104054 Personnel cost to perform the processes "manage
employee orientation and deployment," "manage
employee performance," and "manage employee
relations" per $1,000 revenue

10411 6.3 Develop and counsel employees Cost Effectiveness 104057 Personnel cost to perform the processes "manage
employee orientation and deployment," "manage
employee performance," and "manage employee
relations" per business entity employee

10411 6.3 Develop and counsel employees Cost Effectiveness 104581 Personnel cost to perform the process group
"develop and counsel employees" per $1,000
revenue

10411 6.3 Develop and counsel employees Cost Effectiveness 104582 Personnel cost to perform the process group
"Develop and counsel employees" per business
entity employee

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10411 6.3 Develop and counsel employees Cost Effectiveness 103935 Total cost to perform the process group "develop
and counsel employees" per business entity
employee

10411 6.3 Develop and counsel employees Cost Effectiveness 100133 Cost to maintain and support the learning
management system per temporary
staff/contractor dedicated to the activity

10411 6.3 Develop and counsel employees Cost Effectiveness 100125 Cost to maintain and support the learning
management system per employee dedicated to
the activity

10411 6.3 Develop and counsel employees Cost Effectiveness 100110 Learning management system consultancy/third-
party cost per employee attending classroom or e-
learning training

10411 6.3 Develop and counsel employees Cost Effectiveness 100111 Learning management system hardware cost per
employee attending classroom or e-learning
training

10411 6.3 Develop and counsel employees Cost Effectiveness 100112 Learning management system software cost per
employee attending classroom or e-learning
training

10411 6.3 Develop and counsel employees Cost Effectiveness 100113 Learning management system upgrade and
maintenance cost per employee attending
classroom or e-learning training

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10411 6.3 Develop and counsel employees Cost Effectiveness 101434 Total cost for the learning management system as
a percentage of the system cost to perform the
processes "manage employee development" and
"develop and train employees"

10411 6.3 Develop and counsel employees Cost Effectiveness 103623 Total cost to perform the process group "develop
and counsel employees" per $1,000 revenue

10411 6.3 Develop and counsel employees Cost Effectiveness 103624 Total cost to perform the processes "manage
employee development" and "develop and train
employees" per $1,000 revenue
10411 6.3 Develop and counsel employees Cost Effectiveness 103628 Total cost to perform the processes "manage
employee development" and "develop and train
employees" per business entity employee

10411 6.3 Develop and counsel employees Cost Effectiveness 103630 Total cost to perform the processes "manage
employee orientation and deployment," "manage
employee performance," and "manage employee
relations" per $1,000 revenue
10411 6.3 Develop and counsel employees Cost Effectiveness 103634 Total cost to perform the processes "manage
employee orientation and deployment," "manage
employee performance," and "manage employee
relations" per business entity employee
10411 6.3 Develop and counsel employees Cycle Time 100293 Response time in hours for non-routine "develop
and counsel employees" inquiries

10411 6.3 Develop and counsel employees Cycle Time 100295 Response time in hours for routine "develop and
counsel employees" inquiries

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10411 6.3 Develop and counsel employees Process Efficiency 100999 Number of FTEs that perform the process group
"develop and counsel employees" per $1 billion
revenue

10411 6.3 Develop and counsel employees Process Efficiency 101000 Number of FTEs that perform the processes
"manage employee development" and "develop
and train employees" per $1 billion revenue
10411 6.3 Develop and counsel employees Process Efficiency 101004 Number of FTEs that perform the processes
"manage employee orientation and deployment,"
"manage employee performance," and "manage
employee relations" per $1 billion revenue
10411 6.3 Develop and counsel employees Staff Productivity 100484 Number of business entity employees per FTE
that performs the process group "develop and
counsel employees"

10411 6.3 Develop and counsel employees Staff Productivity 100485 Number of business entity employees per
"manage employee development" and "develop
and train business entity employees" FTE
10411 6.3 Develop and counsel employees Staff Productivity 100486 Number of business entity employees per
"manage employee orientation and deployment,"
"manage employee performance," and "manage
employee relations" FTE
10411 6.3 Develop and counsel employees Supplemental 101363 Number of monthly non-routine "develop and
Information counsel employees" inquiries per business entity
employee

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10411 6.3 Develop and counsel employees Supplemental 101777 Percentage of "develop and counsel employees"
Information inquiries received that are routine

10411 6.3 Develop and counsel employees Supplemental 101778 Percentage of "develop and counsel employees"
Information inquiries received via channels other than e-mail,
phone, and face-to-face

10411 6.3 Develop and counsel employees Supplemental 101779 Percentage of "develop and counsel employees"
Information inquiries received via digital communication
channels

10411 6.3 Develop and counsel employees Supplemental 101780 Percentage of "develop and counsel employees"
Information inquiries received via e-mail
10411 6.3 Develop and counsel employees Supplemental 101781 Percentage of "develop and counsel employees"
Information inquiries received via face-to-face

10411 6.3 Develop and counsel employees Supplemental 101782 Percentage of "develop and counsel employees"
Information inquiries received via non-digital communication
channels

10411 6.3 Develop and counsel employees Supplemental 101783 Percentage of "develop and counsel employees"
Information inquiries received via phone
10411 6.3 Develop and counsel employees Supplemental 101784 Percentage of "develop and counsel employees"
Information inquiries received that are non-routine

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10411 6.3 Develop and counsel employees Supplemental 101399 Number of monthly routine "develop and counsel
Information employees" inquiries per business entity
employee
10411 6.3 Develop and counsel employees Supplemental 101644 Outsourced cost of the processes "manage
Information employee development" and "develop and train
employees" as a percentage of the total cost to
perform the processes
10411 6.3 Develop and counsel employees Supplemental 101646 Outsourced cost of the processes "manage
Information employee orientation and deployment," "manage
employee performance," and "manage employee
relations" as a percentage of the total cost to
perform the processes
10411 6.3 Develop and counsel employees Supplemental 100031 Other cost to perform the processes "manage
Information employee development" and "develop and train
employees" as a percentage of total cost to
perform the processes

10411 6.3 Develop and counsel employees Supplemental 100037 Other cost of the processes "manage employee
Information orientation and deployment," "manage employee
performance," and "manage employee relations"
as a percentage of total cost to perform the
processes

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10411 6.3 Develop and counsel employees Supplemental 100048 Overhead cost to perform the processes "manage
Information employee development" and "develop and train
employees" as a percentage of the total cost to
perform the processes

10411 6.3 Develop and counsel employees Supplemental 100050 Overhead cost to perform the processes "manage
Information employee orientation and deployment," "manage
employee performance," and "manage employee
relations" as a percentage of the total cost to
perform the processes

10411 6.3 Develop and counsel employees Supplemental 100064 Personnel cost to perform the processes "manage
Information employee development" and "develop and train
employees" as a percentage of the total cost to
perform the processes

10411 6.3 Develop and counsel employees Supplemental 100068 Personnel cost to perform the processes "manage
Information employee orientation and deployment," "manage
employee performance," and "manage employee
relations" as a percentage of the total cost to
perform the processes

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10411 6.3 Develop and counsel employees Supplemental 100085 Systems cost to perform the processes "manage
Information employee development" and "develop and train
employees" as a percentage of the total cost to
perform the processes

10411 6.3 Develop and counsel employees Supplemental 100087 Systems cost to perform the processes "manage
Information employee orientation and deployment," "manage
employee performance," and "manage employee
relations" as a percentage of the total cost to
perform the processes

10411 6.3 Develop and counsel employees Supplemental 104587 Personnel cost to perform the process group
Information "Develop and counsel employees" as a
percentage of the total cost to perform the
process group

10411 6.3 Develop and counsel employees Supplemental 104588 Systems cost to perform the process group
Information "Develop and counsel employees" as a
percentage of the total cost to perform the
process group

10411 6.3 Develop and counsel employees Supplemental 104589 Overhead and other costs to perform the process
Information group "Develop and counsel employees" as a
percentage of the total cost to perform the
process group

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10411 6.3 Develop and counsel employees Supplemental 104590 Outsourced cost of the process group "Develop
Information and counsel employees" as a percentage of the
total cost to perform the process group
10412 6.5 Reward and retain employees Cost Effectiveness 100311 Average salary including base, overtime, and
variable pay for middle management or
specialists

10412 6.5 Reward and retain employees Cost Effectiveness 100314 Average salary including base, overtime, and
variable pay for operational workers or office
staff

10412 6.5 Reward and retain employees Cost Effectiveness 100317 Average salary including base, overtime, and
variable pay for senior management or executives

10412 6.5 Reward and retain employees Cost Effectiveness 103894 Total cost to perform the process group "reward
and retain employees" per $1,000 revenue

10412 6.5 Reward and retain employees Cost Effectiveness 103966 Total cost to perform the process group "reward
and retain employees" per business entity
employee
10412 6.5 Reward and retain employees Cost Effectiveness 104077 Personnel cost to perform the process group
"reward and retain employees" per $1,000
revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10412 6.5 Reward and retain employees Cost Effectiveness 104062 Personnel cost to perform the process group
"reward and retain employees" per business
entity employee

10412 6.5 Reward and retain employees Cycle Time 100299 Response time in hours for non-routine "reward
and retain employees" inquiries

10412 6.5 Reward and retain employees Cycle Time 100302 Response time in hours for routine "reward and
retain employees" inquiries
10412 6.5 Reward and retain employees Process Efficiency 100324 Average tenure in months for business entity
agents
10412 6.5 Reward and retain employees Process Efficiency 101137 Number of FTEs that perform the process group
"reward and retain employees" per $1 billion
revenue
10412 6.5 Reward and retain employees Staff Productivity 100492 Number of business entity employees per FTE
that performs the process group "reward and
retain employees"
10412 6.5 Reward and retain employees Supplemental 101403 Number of monthly routine "reward and retain
Information employees" inquiries per business entity
employee
10412 6.5 Reward and retain employees Supplemental 101648 Outsourced cost of the process group "reward and
Information retain employees" as a percentage of the total
cost to perform the process group

10412 6.5 Reward and retain employees Supplemental 100907 Number of days absent per employee excluding
Information maternity and paternity leave

10412 6.5 Reward and retain employees Supplemental 100909 Number of days absent per employee including
Information maternity and paternity leave
10412 6.5 Reward and retain employees Supplemental 100233 Number of vacation days per year per employee
Information

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10412 6.5 Reward and retain employees Supplemental 101815 Percentage of "reward and retain employees"
Information inquiries received via face-to-face

10412 6.5 Reward and retain employees Supplemental 101817 Percentage of "reward and retain employees"
Information inquiries received that are non-routine

10412 6.5 Reward and retain employees Supplemental 101818 Percentage of "reward and retain employees"
Information inquiries received that are routine

10412 6.5 Reward and retain employees Supplemental 101819 Percentage of "reward and retain employees"
Information inquiries received via channels other than e-mail,
phone, and face-to-face

10412 6.5 Reward and retain employees Supplemental 101822 Percentage of "reward and retain employees"
Information inquiries received via e-mail

10412 6.5 Reward and retain employees Supplemental 101825 Percentage of "reward and retain employees"
Information inquiries received via phone

10412 6.5 Reward and retain employees Supplemental 101367 Number of monthly non-routine "reward and
Information retain employees" inquiries per business entity
employee

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10412 6.5 Reward and retain employees Supplemental 104628 Senior management or executive overtime pay as
Information a percentage of total pay

10412 6.5 Reward and retain employees Supplemental 104629 Middle management or specialist overtime pay as
Information a percentage of total pay (including cost of
benefits)
10412 6.5 Reward and retain employees Supplemental 104630 Operational workers or office staff overtime pay
Information as a percentage of total pay (including cost of
benefits)
10412 6.5 Reward and retain employees Supplemental 104603 Overhead and other costs of the process group
Information "reward and retain employees" as a percentage of
the total cost to perform the process group

10412 6.5 Reward and retain employees Supplemental 100089 Systems cost to perform the process group
Information "reward and retain employees" as a percentage of
the total cost to perform the process group

10412 6.5 Reward and retain employees Supplemental 100074 Personnel cost to perform the process group
Information "reward and retain employees" as a percentage of
the total cost to perform the process group

10412 6.5 Reward and retain employees Supplemental 100052 Overhead cost to perform the process group
Information "reward and retain employees" as a percentage of
the total cost to perform the process group

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10412 6.5 Reward and retain employees Supplemental 100115 Base pay per middle management or specialist
Information employee

10412 6.5 Reward and retain employees Supplemental 100118 Base pay per operational worker or office staff
Information employee

10412 6.5 Reward and retain employees Supplemental 100121 Base pay per senior management or executive
Information employee

10412 6.5 Reward and retain employees Supplemental 100033 Other cost to perform the process group "reward
Information and retain employees" as a percentage of total
cost to perform the process

10413 6.6 Redeploy and retire employees Cost Effectiveness 104075 Personnel cost to perform the process group
"redeploy and retire employees" per business
entity employee

10413 6.6 Redeploy and retire employees Cost Effectiveness 104061 Personnel cost to perform the process group
"redeploy and retire employees" per $1,000
revenue

10413 6.6 Redeploy and retire employees Cost Effectiveness 103962 Total cost to perform the process group "redeploy
and retire employees" per business entity
employee

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10413 6.6 Redeploy and retire employees Cost Effectiveness 103878 Total cost to perform the process group "redeploy
and retire employees" per $1,000 revenue

10413 6.6 Redeploy and retire employees Cycle Time 100301 Response time in hours for routine "redeploy and
retire employees" inquiries

10413 6.6 Redeploy and retire employees Cycle Time 100298 Response time in hours for non-routine "redeploy
and retire employees" inquiries

10413 6.6 Redeploy and retire employees Process Efficiency 101124 Number of FTEs that perform the process group
"redeploy and retire employees" per $1 billion
revenue
10413 6.6 Redeploy and retire employees Staff Productivity 100491 Number of business entity employees per FTE
that performs the process group "redeploy and
retire employees"
10413 6.6 Redeploy and retire employees Staff Productivity 101276 Number of internal hires per "redeploy and retire
employees" FTE

10413 6.6 Redeploy and retire employees Supplemental 101402 Number of monthly routine "redeploy and retire
Information employees" inquiries per business entity
employee

10413 6.6 Redeploy and retire employees Supplemental 101811 Percentage of "redeploy and retire employees"
Information inquiries received via digital communication
channels

10413 6.6 Redeploy and retire employees Supplemental 101812 Percentage of "redeploy and retire employees"
Information inquiries received via non-digital communication
channels

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10413 6.6 Redeploy and retire employees Supplemental 101813 Percentage of "redeploy and retire employees"
Information inquiries received that are non-routine

10413 6.6 Redeploy and retire employees Supplemental 101814 Percentage of "redeploy and retire employees"
Information inquiries received that are routine

10413 6.6 Redeploy and retire employees Supplemental 101366 Number of monthly non-routine "redeploy and
Information retire employees" inquiries per business entity
employee

10413 6.6 Redeploy and retire employees Supplemental 101654 Outsourced cost of the process group "redeploy
Information and retire employees" as a percentage of the total
cost to perform the process group

10413 6.6 Redeploy and retire employees Supplemental 102072 Percentage of "redeploy and retire employees"
Information inquiries received via face-to-face

10413 6.6 Redeploy and retire employees Supplemental 102074 Percentage of "redeploy and retire employees"
Information process inquiries received via channels other than
e-mail, phone, and face-to-face

10413 6.6 Redeploy and retire employees Supplemental 102076 Percentage of "redeploy and retire employees"
Information process inquiries received via e-mail
10413 6.6 Redeploy and retire employees Supplemental 102078 Percentage of "redeploy and retire employees"
Information process inquiries received via phone

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10413 6.6 Redeploy and retire employees Supplemental 100041 Other cost to perform the process group
Information "redeploy and retire employees" as a percentage
of the total cost to perform the process group

10413 6.6 Redeploy and retire employees Supplemental 100058 Overhead cost to perform the process group
Information "redeploy and retire employees" as a percentage
of the total cost to perform the process group

10413 6.6 Redeploy and retire employees Supplemental 100072 Personnel cost to perform the process group
Information "redeploy and retire employees" as a percentage
of the total cost to perform the process group

10413 6.6 Redeploy and retire employees Supplemental 100095 Systems cost to perform the process group
Information "redeploy and retire employees" as a percentage
of the total cost to perform the process group

10413 6.6 Redeploy and retire employees Supplemental 104714 Overhead and other cost to perform the process
Information group "Redeploy and retire employees" as a
percentage of the total cost to perform the
process group

Copyright 2016 APQC 344 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10443 6.2.4 Manage new hire/re-hire Cycle Time 104723 Cycle time in days from identifying the need to
hire a new employee until new hire begins in the
agreed position

10443 6.2.4 Manage new hire/re-hire Cycle Time 100571 Cycle time in days from job acceptance until new
hire begins in the agreed position

10443 6.2.4 Manage new hire/re-hire Process Efficiency 102606 Percentage of senior management/executive new
hire retention after 12 months

10443 6.2.4 Manage new hire/re-hire Process Efficiency 102290 Percentage of middle management/specialist new
hire retention after 12 months

10443 6.2.4 Manage new hire/re-hire Process Efficiency 102319 Percentage of operational worker/office staff new
hire retention after 12 months

10443 6.2.4 Manage new hire/re-hire Process Efficiency 104563 Number of approved job requisitions per "recruit,
source, and select employees" FTE

10443 6.2.4 Manage new hire/re-hire Process Efficiency 104564 Number of new hires as a percentage of approved
job requisitions
10443 6.2.4 Manage new hire/re-hire Supplemental 101340 New employees as a percentage of total business
Information entity employees
10443 6.2.4 Manage new hire/re-hire Supplemental 102326 Percentage of operational workers/office staff
Information positions filled by internal promotion for the past
3 years

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10469 6.3.1 Manage employee orientation and deployment Cost Effectiveness 104571 Total cost to perform the process "manage
employee orientation and deployment" per
business entity employee

10469 6.3.1 Manage employee orientation and deployment Cost Effectiveness 104566 Total cost to perform the process "manage
employee orientation and deployment" per
$1,000 revenue

10469 6.3.1 Manage employee orientation and deployment Supplemental 104576 Cost to perform the process "manage employee
Information orientation and deployment" as a percentage of
the total cost to perform the process group
"develop and counsel employees"
10470 6.3.2 Manage employee performance Cost Effectiveness 104567 Total cost to perform the process "Manage
employee performance" per $1,000 revenue

10470 6.3.2 Manage employee performance Cost Effectiveness 104572 Total cost to perform the process "Manage
employee performance" per business entity
employee

10470 6.3.2 Manage employee performance Cycle Time 104029 Cycle time in days for the formal performance
review process from start to finish for middle
management/specialists

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10470 6.3.2 Manage employee performance Cycle Time 104031 Cycle time in days for the formal performance
review process from start to finish for
Operational workers/office staff
10470 6.3.2 Manage employee performance Cycle Time 104033 Cycle time in days for the formal performance
review process from start to finish for senior
management/executives
10470 6.3.2 Manage employee performance Process Efficiency 102331 Percentage of operational workers/office staff
that receive a formal performance review

10470 6.3.2 Manage employee performance Process Efficiency 102302 Percentage of middle management/specialists that
receive a formal performance review

10470 6.3.2 Manage employee performance Process Efficiency 102619 Percentage of senior management/executives that
receive a formal performance review

10470 6.3.2 Manage employee performance Supplemental 104577 Cost to perform the process "manage employee
Information performance" as a percentage of the total cost to
perform the process group "develop and counsel
employees"
10472 6.3.3 Manage employee development Cost Effectiveness 104574 Total cost to perform the process "Manage
employee development" per business entity
employee

10472 6.3.3 Manage employee development Cost Effectiveness 104569 Total cost to perform the process "Manage
employee development" per $1,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10472 6.3.3 Manage employee development Supplemental 104579 Cost to perform the process "manage employee
Information development" as a percentage of the total cost to
perform the process group "develop and counsel
employees"
10473 6.3.4 Develop and train employees Cost Effectiveness 104570 Total cost to perform the process "Develop and
train employees" per $1,000 revenue

10473 6.3.4 Develop and train employees Cost Effectiveness 104575 Total cost to perform the process "Develop and
train employees" per business entity employee

10473 6.3.4 Develop and train employees Cost Effectiveness 104583 Personnel cost to perform the process "develop
and train employees" per $1,000 revenue

10473 6.3.4 Develop and train employees Cost Effectiveness 104584 Personnel cost to perform the process "Develop
and train employees" per business entity
employee

10473 6.3.4 Develop and train employees Cost Effectiveness 104044 Internal cost to perform learning administration
activities per $1,000 revenue
10473 6.3.4 Develop and train employees Cost Effectiveness 104045 Internal cost to perform learning administration
activities per business entity employee
10473 6.3.4 Develop and train employees Cost Effectiveness 100823 Learning budget per business entity employee

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10473 6.3.4 Develop and train employees Cycle Time 104595 Average time in days to close an identified skill
or capability gap through training for an
employee
10473 6.3.4 Develop and train employees Cycle Time 100326 Average time in days to close an identified skill
or capability gap through training for an
operational workers/office staff employee
10473 6.3.4 Develop and train employees Cycle Time 100328 Average time in days to close an identified skill
or capability gap through training for a middle
management/specialists employee
10473 6.3.4 Develop and train employees Cycle Time 100330 Average time in days to close an identified skill
or capability gap through training for a senior
management/executives employee
10473 6.3.4 Develop and train employees Process Efficiency 102621 Percentage of senior management/executives who
attend management development programs
10473 6.3.4 Develop and train employees Process Efficiency 102304 Percentage of middle management/specialists
who attended management development
programs
10473 6.3.4 Develop and train employees Process Efficiency 102315 Percentage of operational staff/office staff who
attended management development programs
10473 6.3.4 Develop and train employees Process Efficiency 104586 Number of FTEs that perform the process
"develop and train employees" per $1 billion
revenue
10473 6.3.4 Develop and train employees Process Efficiency 103478 Hours spent developing new classroom training
content per trainee

10473 6.3.4 Develop and train employees Process Efficiency 103480 Hours spent developing new e-learning training
content per trainee

10473 6.3.4 Develop and train employees Process Efficiency 101040 Number of FTEs that perform learning
administration activities per $1 billion revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10473 6.3.4 Develop and train employees Process Efficiency 101904 Percentage of CEO and senior leadership time
spent on leadership development
10473 6.3.4 Develop and train employees Staff Productivity 100488 Number of business entity employees per FTE in
learning administration

10473 6.3.4 Develop and train employees Staff Productivity 104585 Number of business entity employees per
"Develop and train employees" FTE

10473 6.3.4 Develop and train employees Supplemental 100218 Number of learning days per employee
Information
10473 6.3.4 Develop and train employees Supplemental 100224 Number of learning days per middle
Information management/specialists employee
10473 6.3.4 Develop and train employees Supplemental 100226 Number of learning days per operational
Information workers/office staff employee
10473 6.3.4 Develop and train employees Supplemental 100228 Number of learning days per senior
Information management/executive employee

10473 6.3.4 Develop and train employees Supplemental 104580 Cost to perform the process "develop and train
Information employees" as a percentage of the total cost to
perform the process group "develop and counsel
employees"
10473 6.3.4 Develop and train employees Supplemental 104591 Personnel cost to perform the process "Develop
Information and train employees" as a percentage of the total
cost to perform the process

10473 6.3.4 Develop and train employees Supplemental 104592 Systems cost to perform the process "Develop
Information and train employees" as a percentage of the total
cost to perform the process

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10473 6.3.4 Develop and train employees Supplemental 104593 Overhead and other costs to perform the process
Information "Develop and train employees" as a percentage of
the total cost to perform the process

10473 6.3.4 Develop and train employees Supplemental 104594 Outsourced cost of the process "Develop and
Information train employees" as a percentage of the total cost
to perform the process
10493 6.3.4.4 Develop, conduct, and manage employee and/or Supplemental 104597 Percentage of learning days delivered using
management training programs Information computer based training
10493 6.3.4.4 Develop, conduct, and manage employee and/or Supplemental 104598 Percentage of learning days delivered using
management training programs Information correspondence courses and virtual, instructor-led
classroom-based training delivered online

10493 6.3.4.4 Develop, conduct, and manage employee and/or Supplemental 102245 Percentage of learning days delivered using
management training programs Information classroom instruction provided by your
organization
10493 6.3.4.4 Develop, conduct, and manage employee and/or Supplemental 102246 Percentage of learning days delivered using
management training programs Information computer-based training (self-instruction)
installed from CD-ROM
10493 6.3.4.4 Develop, conduct, and manage employee and/or Supplemental 102247 Percentage of learning days delivered using
management training programs Information computer-based training (self-instruction)
delivered over the Web (either directly or
downloaded)
10493 6.3.4.4 Develop, conduct, and manage employee and/or Supplemental 102248 Percentage of learning days delivered using
management training programs Information correspondence courses
10493 6.3.4.4 Develop, conduct, and manage employee and/or Supplemental 102249 Percentage of learning days delivered using e-
management training programs Information learning (interactive)
10493 6.3.4.4 Develop, conduct, and manage employee and/or Supplemental 102250 Percentage of learning days delivered using
management training programs Information external classroom instruction
10493 6.3.4.4 Develop, conduct, and manage employee and/or Supplemental 102251 Percentage of learning days delivered using on-
management training programs Information the-job training

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10493 6.3.4.4 Develop, conduct, and manage employee and/or Supplemental 102252 Percentage of learning days delivered using other
management training programs Information methods
10493 6.3.4.4 Develop, conduct, and manage employee and/or Supplemental 102253 Percentage of learning days delivered using
management training programs Information streaming video
10493 6.3.4.4 Develop, conduct, and manage employee and/or Supplemental 102254 Percentage of learning days delivered using
management training programs Information virtual, classroom-based training delivered online
10493 6.3.4.4 Develop, conduct, and manage employee and/or Supplemental 102780 Percentage of training programs developed
management training programs Information externally
10493 6.3.4.4 Develop, conduct, and manage employee and/or Supplemental 102783 Percentage of training programs developed
management training programs Information internally
10493 6.3.4.4 Develop, conduct, and manage employee and/or Supplemental 102786 Percentage of training programs developed
management training programs Information through other channels
10493 6.3.4.4 Develop, conduct, and manage employee and/or Supplemental 102789 Percentage of training programs developed
management training programs Information through partnerships with external specialists
10497 6.5.4 Administer payroll Cost Effectiveness 104046 Internal cost to perform payroll administration
activities per $1,000 revenue
10497 6.5.4 Administer payroll Cost Effectiveness 104047 Internal cost to perform payroll administration
activities per business entity employee
10497 6.5.4 Administer payroll Process Efficiency 101082 Number of FTEs that perform payroll
administration activities per $1 billion revenue

10497 6.5.4 Administer payroll Staff Productivity 100490 Number of business entity employees per FTE in
payroll administration

10513 6.6.2 Manage separation Cost Effectiveness 104036 Total expatriation cost as a percentage of total
cost of continuing operations
10513 6.6.2 Manage separation Cost Effectiveness 104147 Total relocation expenses as a percentage of total
cost of continuing operations

10513 6.6.2 Manage separation Cost Effectiveness 104149 Total expenditure for repatriation as a percentage
of total cost of continuing operations

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10513 6.6.2 Manage separation Cycle Time 100577 Cycle time in days from receipt of leave of
absence request to confirmation of approval/non-
approval issued to employee
10513 6.6.2 Manage separation Cycle Time 100579 Cycle time in days from request for internal
transfer to completion of transfer
10513 6.6.2 Manage separation Cycle Time 100523 Cycle time in days for processing an employee's
retirement
10513 6.6.2 Manage separation Cycle Time 100525 Cycle time in days from identification of need for
expatriation to date of transfer

10513 6.6.2 Manage separation Cycle Time 100527 Cycle time in days from identification of need for
repatriation to date of transfer

10513 6.6.2 Manage separation Process Efficiency 100021 Agent voluntary attrition rate

10513 6.6.2 Manage separation Process Efficiency 100019 Agent involuntary attrition rate

10513 6.6.2 Manage separation Process Efficiency 101293 Involuntary terminations as a percentage of total
business entity employees

10513 6.6.2 Manage separation Process Efficiency 101961 Percentage of business entity employees that
were redeployed for reasons other than filling a
vacancy
10513 6.6.2 Manage separation Process Efficiency 101431 Voluntary terminations as a percentage of total
business entity employees

10513 6.6.2 Manage separation Process Efficiency 102166 Middle management/specialists involuntary
terminations as a percentage of total involuntary
terminations

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10513 6.6.2 Manage separation Process Efficiency 102168 Operational workers/office staff involuntary
terminations as a percentage of total involuntary
terminations

10513 6.6.2 Manage separation Process Efficiency 102170 Senior management/executives involuntary
terminations as a percentage of total involuntary
terminations

10513 6.6.2 Manage separation Process Efficiency 103116 Employee turnover rate

10513 6.6.2 Manage separation Supplemental 102616 Senior management/executives voluntary

Information terminations as a percentage of total voluntary
terminations
10513 6.6.2 Manage separation Supplemental 102798 Percentage of vacancies filled by internal
Information candidates for middle management/specialists

10513 6.6.2 Manage separation Supplemental 102800 Percentage of vacancies filled by internal
Information candidates for operational workers/office staff

10513 6.6.2 Manage separation Supplemental 102802 Percentage of vacancies filled by internal
Information candidates for senior management/executives

10513 6.6.2 Manage separation Supplemental 102300 Middle management/specialists voluntary

Information terminations as a percentage of total voluntary
terminations
10513 6.6.2 Manage separation Supplemental 102814 Operational workers/office staff voluntary
Information terminations as a percentage of total voluntary
terminations

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10513 6.6.2 Manage separation Supplemental 102818 Percentage of the work force that are expatriates
Information
10513 6.6.2 Manage separation Supplemental 104125 Employees relocated within a country as a
Information percentage of total business entity employees

10513 6.6.2 Manage separation Supplemental 104718 Percentage of total vacancies filled by internal
Information candidates
10523 6.7.2 Manage employee inquiry process Cycle Time 100303 Response time in hours for non-routine "manage
employee information" inquiries

10523 6.7.2 Manage employee inquiry process Cycle Time 100305 Response time in hours for routine "manage
employee information" inquiries

10523 6.7.2 Manage employee inquiry process Cycle Time 100325 Average time in days to fulfill an ad hoc
information request

10523 6.7.2 Manage employee inquiry process Supplemental 101364 Number of monthly non-routine "manage
Information employee information" inquiries per business
entity employee

10523 6.7.2 Manage employee inquiry process Supplemental 101787 Percentage of "manage employee information"
Information inquiries received that are non-routine

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10523 6.7.2 Manage employee inquiry process Supplemental 101788 Percentage of "manage employee information"
Information inquiries received that are routine

10523 6.7.2 Manage employee inquiry process Supplemental 101789 Percentage of "manage employee information"
Information inquiries received via channels other than e-mail,
phone, and face-to-face

10523 6.7.2 Manage employee inquiry process Supplemental 101791 Percentage of "manage employee information"
Information inquiries received via digital communication
channels

10523 6.7.2 Manage employee inquiry process Supplemental 101792 Percentage of "manage employee information"
Information inquiries received via e-mail

10523 6.7.2 Manage employee inquiry process Supplemental 101794 Percentage of "manage employee information"
Information inquiries received via face-to-face

10523 6.7.2 Manage employee inquiry process Supplemental 101796 Percentage of "manage employee information"
Information inquiries received via non-digital communication
channels

10523 6.7.2 Manage employee inquiry process Supplemental 101797 Percentage of "manage employee information"
Information inquiries received via phone

10523 6.7.2 Manage employee inquiry process Supplemental 101400 Number of monthly routine "manage employee
Information information" inquiries per business entity
employee

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10531 6.4.4 Manage employee grievances Cycle Time 100584 Cycle time in days required to resolve an
employee grievance
10563 7.1 Manage the business of information technology Cost Effectiveness 103759 Total cost to perform the process "manage the
business of IT", including
depreciation/amortization, per $1,000 revenue
10563 7.1 Manage the business of information technology Cost Effectiveness 103725 Total cost to perform the process "manage
business resiliency and risk", including
depreciation/amortization, per $1,000 revenue
10563 7.1 Manage the business of information technology Cost Effectiveness 105002 Total cost of the process group "manage the
business of IT", excluding
depreciation/amortization, per $1,000 revenue

10563 7.1 Manage the business of information technology Cost Effectiveness 101494 Other cost of the process group "manage business
resiliency and risk", including
depreciation/amortization, per $100,000 revenue

10563 7.1 Manage the business of information technology Cost Effectiveness 101503 Other cost of the process group "manage the
business of information technology", including
depreciation/amortization, per $100,000 revenue

10563 7.1 Manage the business of information technology Cost Effectiveness 102943 Personnel cost of the process group "manage
business resiliency and risk", including
depreciation/amortization, per $1,000 revenue
10563 7.1 Manage the business of information technology Cost Effectiveness 101706 Overhead cost to perform the process group
"manage the business of information
technology", including depreciation/amortization,
per $100,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10563 7.1 Manage the business of information technology Cost Effectiveness 101697 Overhead cost to perform the process group
"manage business resiliency and risk", including
depreciation/amortization, per $100,000 revenue
10563 7.1 Manage the business of information technology Cost Effectiveness 101622 Outsourced cost of the process group "manage
business resiliency and risk", including
depreciation/amortization, per $100,000 revenue
10563 7.1 Manage the business of information technology Cost Effectiveness 101627 Outsourced cost of the process group "manage
the business of information technology",
including depreciation/amortization, per
10563 7.1 Manage the business of information technology Cost Effectiveness 102963 $100,000 revenue
Personnel cost of the process group "manage the
business of information technology", including
depreciation/amortization, per $1,000 revenue
10563 7.1 Manage the business of information technology Cost Effectiveness 103295 Systems cost of the process group "manage
business resiliency and risk", including
depreciation/amortization, per $100,000 revenue
10563 7.1 Manage the business of information technology Cost Effectiveness 103310 Systems cost to perform the process group
"manage the business of information
technology", including depreciation/amortization,
per $100,000 revenue
10563 7.1 Manage the business of information technology Cycle Time 103433 Time in months to respond to major business
shifts
10563 7.1 Manage the business of information technology Cycle Time 103437 Time in weeks to close an identified IT skill or
capability gap
10563 7.1 Manage the business of information technology Process Efficiency 104681 Average number of hours per year of technical
training per IT (or service line) employee
supporting product development
10563 7.1 Manage the business of information technology Process Efficiency 101324 Number of IT FTEs for the process group
"manage the business of information technology"
per $1 billion revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10563 7.1 Manage the business of information technology Process Efficiency 100831 Level of FTE experience in years for the process
group "manage business resiliency and risk"

10563 7.1 Manage the business of information technology Process Efficiency 100834 Level of FTE experience in years for the process
group "manage the business of information
technology"
10563 7.1 Manage the business of information technology Supplemental 104995 Percentage of total IT cost, excluding
Information depreciation/amortization, allocated to process
group "manage the business of information
technology"
10563 7.1 Manage the business of information technology Supplemental 104551 Percentage of business entity IT FTEs who
Information perform the process group "manage the business
of information technology"
10563 7.1 Manage the business of information technology Supplemental 102733 Percentage of total IT cost, including
Information depreciation/amortization, allocated to process
group "manage business resiliency and risk"
10563 7.1 Manage the business of information technology Supplemental 102221 Percentage of IT work force to be newly hired
Information within 1 year
10563 7.1 Manage the business of information technology Supplemental 102222 Percentage of IT work force to be replaced for
Information other reasons within 1 year
10563 7.1 Manage the business of information technology Supplemental 102223 Percentage of IT work force to retire within 1
Information year

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10563 7.1 Manage the business of information technology Supplemental 102736 Percentage of total IT cost, including
Information depreciation/amortization, allocated to process
group "manage the business of information
technology"

10563 7.1 Manage the business of information technology Supplemental 102192 Percentage of IT budget, including
Information depreciation/amortization, allocated to the
process group "manage business resiliency and
risk"
10563 7.1 Manage the business of information technology Supplemental 102207 Percentage of IT budget, including
Information depreciation/amortization, allocated to the
process group "manage the business of
information technology"
10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 103260 Systems cost to perform the process group
"develop and manage IT customer relationships",
including depreciation/amortization, per
$100,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 103639 Total cost to perform the process group "develop
and manage IT customer relationships", including
depreciation/amortization, per $1,000 revenue

10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 101686 Overhead cost of the process group "develop and
manage IT customer relationships", including
depreciation/amortization, per $100,000 revenue
10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 101618 Outsourced cost of the process group "develop
and manage information technology customer
relationships", including
depreciation/amortization, per $100,000 revenue
10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 102898 Personnel cost of the process group "develop and
manage IT customer relationships", including
depreciation/amortization, per $1,000 revenue
10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 101483 Other cost of the process group "develop and
manage information technology customer
relationships", including
depreciation/amortization, per $100,000 revenue
10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 105006 Total cost of the process group "develop and
manage IT customer relationships", excluding
depreciation/amortization, per $1,000 revenue

10564 7.2 Develop and manage IT customer relationships Process Efficiency 100830 Level of FTE experience in years for the process
group "develop and manage information
technology customer relationships"

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10564 7.2 Develop and manage IT customer relationships Process Efficiency 101310 Number of IT FTEs that perform the process
group "develop and manage information
technology customer relationships" per $1 billion
revenue

10564 7.2 Develop and manage IT customer relationships Supplemental 102187 Percentage of IT budget, including
Information depreciation/amortization, allocated to the
process group "develop and manage IT customer
relationships"
10564 7.2 Develop and manage IT customer relationships Supplemental 102732 Percentage of total IT cost, including
Information depreciation/amortization, allocated to process
group "develop and manage IT customer
relationships"

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10564 7.2 Develop and manage IT customer relationships Supplemental 104552 Percentage of business entity IT FTEs who
Information perform the process group "develop and manage
it customer relationships"
10564 7.2 Develop and manage IT customer relationships Supplemental 104993 Percentage of total IT cost, excluding
Information depreciation/amortization, allocated to process
group "develop and manage IT customer
relationships"
10565 7.4 Manage enterprise information Cost Effectiveness 105007 Total cost of the process group "manage
enterprise information", excluding
depreciation/amortization, per $1,000 revenue

10565 7.4 Manage enterprise information Cost Effectiveness 103942 Total cost to perform the process group "manage
enterprise information", including
depreciation/amortization, per $1,000 revenue

10565 7.4 Manage enterprise information Cycle Time 100338 Average time in weeks to create the enterprise
information management strategic plan
10565 7.4 Manage enterprise information Cycle Time 100367 Average time in weeks to set up a complex
technical interface for a user of a defined data
content source
10565 7.4 Manage enterprise information Cycle Time 100371 Average time in weeks to set up a medium
technical interface for a user of a defined data
content source

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10565 7.4 Manage enterprise information Cycle Time 100375 Average time in weeks to set up a simple
technical interface for a user of a defined data
content source
10565 7.4 Manage enterprise information Cycle Time 103459 Time in weeks to report on compliance status of
the information architecture
10565 7.4 Manage enterprise information Process Efficiency 100245 Average percentage change in detected
exceptions to the information architecture per
year
10565 7.4 Manage enterprise information Process Efficiency 101320 Number of IT FTEs that perform the process
group "manage enterprise information" per $1
billion revenue

10565 7.4 Manage enterprise information Process Efficiency 102118 Percentage of information elements with assigned
and active data custodians
10565 7.4 Manage enterprise information Process Efficiency 101930 Percentage of data assessed for compliance with
information policies and standards
10565 7.4 Manage enterprise information Process Efficiency 101932 Percentage of data managed centrally as
enterprise information assets
10565 7.4 Manage enterprise information Process Efficiency 101934 Percentage of data that has defined policy,
definition, and change control responsibility
10565 7.4 Manage enterprise information Process Efficiency 101906 Percentage of common data across all business
units
10565 7.4 Manage enterprise information Process Efficiency 100825 Length in years of information architecture
planning horizon
10565 7.4 Manage enterprise information Process Efficiency 100832 Level of FTE experience in years for the process
group "manage enterprise information"

10565 7.4 Manage enterprise information Process Efficiency 103485 Total number of revisions to the published
enterprise information architecture
10565 7.4 Manage enterprise information Process Efficiency 104962 Percentage of data and content managed as
enterprise information assets

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10565 7.4 Manage enterprise information Supplemental 100967 Number of FTEs classified as IT architects per $1
Information billion revenue
10565 7.4 Manage enterprise information Supplemental 104994 Percentage of total IT cost, excluding
Information depreciation/amortization, allocated to process
group "manage enterprise information"
10565 7.4 Manage enterprise information Supplemental 104553 Percentage of business entity IT FTEs who
Information perform the process group "manage enterprise
information"
10565 7.4 Manage enterprise information Supplemental 102197 Percentage of IT budget, including
Information depreciation/amortization, allocated to the
process group "manage enterprise information"

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10565 7.4 Manage enterprise information Supplemental 102734 Percentage of total IT cost, including
Information depreciation/amortization, allocated to process
group "manage enterprise information"

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10566 7.5 Develop and maintain information technology Cost Effectiveness 105005 Total cost of the process group "develop and
solutions maintain information technology solutions",
excluding depreciation/amortization, per $1,000
revenue

10566 7.5 Develop and maintain information technology Cost Effectiveness 104353 Personnel cost to perform the process group
solutions "develop and maintain information technology
solutions", including depreciation/amortization,
per $1,000 revenue
10566 7.5 Develop and maintain information technology Cost Effectiveness 101482 Other cost of the process group "develop and
solutions maintain information technology solutions",
including depreciation/amortization, per
$100,000 revenue
10566 7.5 Develop and maintain information technology Cost Effectiveness 101685 Overhead cost to perform the process group
solutions "develop and maintain information technology
solutions", including depreciation/amortization,
per $100,000 revenue
10566 7.5 Develop and maintain information technology Cost Effectiveness 101617 Outsourced cost of the process group "develop
solutions and maintain information technology solutions",
including depreciation/amortization, per
$100,000 revenue
10566 7.5 Develop and maintain information technology Cost Effectiveness 103636 Total cost to perform the process group "develop
solutions and maintain information technology solutions",
including depreciation/amortization, per $1,000
revenue
10566 7.5 Develop and maintain information technology Cost Effectiveness 103257 Systems cost to perform the process group
solutions "develop and maintain information technology
solutions", including depreciation/amortization,
per $100,000 revenue
10566 7.5 Develop and maintain information technology Cycle Time 100348 Average time in weeks to fulfill a complex
solutions information need

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10566 7.5 Develop and maintain information technology Cycle Time 100353 Average time in weeks to fulfill a medium
solutions information need
10566 7.5 Develop and maintain information technology Cycle Time 100357 Average time in weeks to fulfill a simple
solutions information need
10566 7.5 Develop and maintain information technology Cycle Time 100335 Average time in hours to resolve highest priority
solutions problems for the current year
10566 7.5 Develop and maintain information technology Cycle Time 100336 Average time in hours to respond to highest
solutions priority problem for the current year
10566 7.5 Develop and maintain information technology Cycle Time 103409 Time in months to fulfill a business need with
solutions relevant IT solutions for major new/enhanced IT
services investments between $1 million and
$100 million USD
10566 7.5 Develop and maintain information technology Cycle Time 103410 Time in months to fulfill a business need with
solutions relevant IT solutions for major new/enhanced IT
services investments between $100,000 and
$250,000 USD
10566 7.5 Develop and maintain information technology Cycle Time 103412 Time in months to fulfill a business need with
solutions relevant IT solutions for major new/enhanced IT
services investments between $250,000 and
$500,000 USD
10566 7.5 Develop and maintain information technology Cycle Time 103414 Time in months to fulfill a business need with
solutions relevant IT solutions for major new/enhanced IT
services investments between $500,000 and $1
million USD
10566 7.5 Develop and maintain information technology Cycle Time 103416 Time in months to fulfill a business need with
solutions relevant IT solutions for major new/enhanced IT
services investments greater than $100 million
USD
10566 7.5 Develop and maintain information technology Cycle Time 103417 Time in months to fulfill a business need with
solutions relevant IT solutions for major new/enhanced IT
services investments less than $100,000 USD

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10566 7.5 Develop and maintain information technology Cycle Time 105065 Average time in minutes to resolve highest
solutions priority problems (current year)

10566 7.5 Develop and maintain information technology Cycle Time 105066 Average time in minutes to respond to highest
solutions priority problem (current year)

10566 7.5 Develop and maintain information technology Process Efficiency 100249 Percentage of planned return on investment
solutions (ROI) for application development and
maintenance projects
10566 7.5 Develop and maintain information technology Process Efficiency 100891 Number of break/fix requests requiring rework as
solutions a percentage of average backlog for the current
year
10566 7.5 Develop and maintain information technology Process Efficiency 105063 Average number of production defects in both
solutions enhancements and new developments per 1,000
function points
10566 7.5 Develop and maintain information technology Process Efficiency 102409 Percentage of application development and
solutions maintenance projects in the most recent year
delivered on or below budget
10566 7.5 Develop and maintain information technology Process Efficiency 102412 Percentage of application development and
solutions maintenance projects in the most recent year
delivered on time or early
10566 7.5 Develop and maintain information technology Process Efficiency 102212 Percentage of IT budget, including
solutions depreciation/amortization, allocated towards
service oriented architecture (SOA)
10566 7.5 Develop and maintain information technology Process Efficiency 100829 Level of FTE experience in years for the process
solutions group "develop and maintain information
technology solutions"
10566 7.5 Develop and maintain information technology Process Efficiency 102122 Percentage of initially planned functionality that
solutions is delivered for application development and
maintenance projects in the most recent year

10566 7.5 Develop and maintain information technology Process Efficiency 101418 Number of service oriented architecture services
solutions implemented

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10566 7.5 Develop and maintain information technology Process Efficiency 101307 Number of IT FTEs that perform the process
solutions group "develop and maintain information
technology solutions" per $1 billion revenue

10566 7.5 Develop and maintain information technology Supplemental 100911 Number of development projects for the current
solutions Information year between $1 million and $100 million

10566 7.5 Develop and maintain information technology Supplemental 100912 Number of development projects for the current
solutions Information year between $100,000 and $250,000

10566 7.5 Develop and maintain information technology Supplemental 100913 Number of development projects for the current
solutions Information year between $250,000 and $500,000

10566 7.5 Develop and maintain information technology Supplemental 100914 Number of development projects for the current
solutions Information year between $500,000 and $1 million

10566 7.5 Develop and maintain information technology Supplemental 100915 Number of development projects for the current
solutions Information year greater than $100 million

10566 7.5 Develop and maintain information technology Supplemental 100916 Number of development projects for the current
solutions Information year less than $100,000
10566 7.5 Develop and maintain information technology Supplemental 100114 Average backlog for the current year
solutions Information
10566 7.5 Develop and maintain information technology Supplemental 102182 Percentage of IT budget, including
solutions Information depreciation/amortization, allocated to the
process group "develop and maintain information
technology solutions"
10566 7.5 Develop and maintain information technology Supplemental 102731 Percentage of total IT cost, including
solutions Information depreciation/amortization, allocated to process
group "develop and maintain information
technology solutions"

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10566 7.5 Develop and maintain information technology Supplemental 102631 Percentage of service oriented architecture
solutions Information services that are external
10566 7.5 Develop and maintain information technology Supplemental 104554 Percentage of business entity IT FTEs who
solutions Information perform the process group "develop and maintain
information technology solutions"
10566 7.5 Develop and maintain information technology Supplemental 104992 Percentage of total IT cost, excluding
solutions Information depreciation/amortization, allocated to process
group "develop and maintain information
technology solutions"
10566 7.5 Develop and maintain information technology Supplemental 105080 Percentage of unplanned outages due to the
solutions Information implementation of changes into the infrastructure
resulting from a change request
10566 7.5 Develop and maintain information technology Supplemental 105081 Percentage of unplanned outages due to the
solutions Information introduction of a new software release
10566 7.5 Develop and maintain information technology Supplemental 104351 Percentage of service oriented architecture
solutions Information services that are internal
10567 7.6 Deploy information technology solutions Cost Effectiveness 103249 Systems cost to perform the process group
"deploy information technology solutions",
including depreciation/amortization, per
$100,000 revenue
10567 7.6 Deploy information technology solutions Cost Effectiveness 101679 Overhead cost to perform the process group
"deploy information technology solutions",
including depreciation/amortization, per
$100,000 revenue
10567 7.6 Deploy information technology solutions Cost Effectiveness 101614 Outsourced cost of the process group "deploy
information technology solutions", including
depreciation/amortization, per $100,000 revenue
10567 7.6 Deploy information technology solutions Cost Effectiveness 102888 Personnel cost of the process group "deploy
information technology solutions", including
depreciation/amortization, per $1,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10567 7.6 Deploy information technology solutions Cost Effectiveness 101476 Other cost of the process group "deploy
information technology solutions", including
depreciation/amortization, per $100,000 revenue

10567 7.6 Deploy information technology solutions Cost Effectiveness 105004 Total cost of the process group "deploy
information technology solutions", excluding
depreciation/amortization, per $1,000 revenue

10567 7.6 Deploy information technology solutions Cost Effectiveness 103614 Total cost to perform the process group "deploy
information technology solutions", including
depreciation/amortization, per $1,000 revenue

10567 7.6 Deploy information technology solutions Cycle Time 100362 Average time in weeks to make a change to the
production environment
10567 7.6 Deploy information technology solutions Cycle Time 100342 Average time in weeks to deploy a new release
into the production environment
10567 7.6 Deploy information technology solutions Cycle Time 104930 Average time in days to deploy new computing
capacity
10567 7.6 Deploy information technology solutions Process Efficiency 101302 Number of IT FTEs that perform the process
group "deploy information technology solutions"
per $1 billion revenue

10567 7.6 Deploy information technology solutions Process Efficiency 100828 Level of FTE experience in years for the process
group "deploy information technology solutions"

10567 7.6 Deploy information technology solutions Process Efficiency 102794 Percentage of unscheduled outages from change
requests

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10567 7.6 Deploy information technology solutions Process Efficiency 102796 Percentage of unscheduled outages from release
introductions
10567 7.6 Deploy information technology solutions Supplemental 104990 Percentage of total IT cost, excluding
Information depreciation/amortization, allocated to process
group "deploy information technology solutions"
10567 7.6 Deploy information technology solutions Supplemental 104555 Percentage of business entity IT FTEs who
Information perform the process group "deploy it solutions"
10567 7.6 Deploy information technology solutions Supplemental 102730 Percentage of total IT cost, including
Information depreciation/amortization, allocated to process
group "deploy information technology solutions"

10567 7.6 Deploy information technology solutions Supplemental 102177 Percentage of IT budget, including
Information depreciation/amortization, allocated to the
process group "deploy information technology
solutions"

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10568 7.7 Deliver and support information technology Cost Effectiveness 105003 Total cost of the process group "deliver and
services support information technology services",
excluding depreciation/amortization, per $1,000
revenue

10568 7.7 Deliver and support information technology Cost Effectiveness 104670 Total IT budget to support product development,
services including depreciation/amortization, per user

10568 7.7 Deliver and support information technology Cost Effectiveness 104682 Annual fixed vs. variable cost ratio for the IT
services budget to support product development, including
depreciation/amortization,
10568 7.7 Deliver and support information technology Cost Effectiveness 104683 IT operating cost reduction target for product
services development, including
depreciation/amortization,
10568 7.7 Deliver and support information technology Cost Effectiveness 101475 Other cost of the process group "deliver and
services support information technology services",
including depreciation/amortization, per
$100,000 revenue
10568 7.7 Deliver and support information technology Cost Effectiveness 102885 Personnel cost of the process group "deliver and
services support information technology services",
including depreciation/amortization, per $1,000
revenue
10568 7.7 Deliver and support information technology Cost Effectiveness 101613 Outsourced cost of the process group "deliver and
services support information technology services",
including depreciation/amortization, per
$100,000 revenue
10568 7.7 Deliver and support information technology Cost Effectiveness 101678 Overhead cost to perform the process group
services "deliver and support information technology
services", including depreciation/amortization,
per $100,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10568 7.7 Deliver and support information technology Cost Effectiveness 103246 Systems cost to perform the process group
services "deliver and support information technology
services", including depreciation/amortization,
per $100,000 revenue
10568 7.7 Deliver and support information technology Cost Effectiveness 103612 Total cost to perform the process group "deliver
services and support information technology services",
including depreciation/amortization, per $1,000
revenue
10568 7.7 Deliver and support information technology Cycle Time 100333 Average time in hours to resolve a service
services commitment disruption
10568 7.7 Deliver and support information technology Process Efficiency 102674 Tickets and transactions meeting agreed quality
services as a percentage of total business process services
tickets and transactions

10568 7.7 Deliver and support information technology Process Efficiency 102675 Tickets and transactions meeting agreed quality
services as a percentage of total ITIS tickets and
transactions
10568 7.7 Deliver and support information technology Process Efficiency 102676 Tickets and transactions meeting agreed quality
services as a percentage of total production support tickets
and transactions

10568 7.7 Deliver and support information technology Process Efficiency 102677 Tickets and transactions meeting agreed turn-
services around time as a percentage of total tickets and
transactions for business process services

10568 7.7 Deliver and support information technology Process Efficiency 102678 Tickets and transactions meeting agreed turn-
services around time as a percentage of total tickets and
transactions for ITIS
10568 7.7 Deliver and support information technology Process Efficiency 102679 Tickets and transactions meeting agreed turn-
services around time as a percentage of total tickets and
transactions for production support

Copyright 2016 APQC 375 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10568 7.7 Deliver and support information technology Process Efficiency 100827 Level of FTE experience in years for the process
services group "deliver and support information
technology services"
10568 7.7 Deliver and support information technology Process Efficiency 101300 Number of IT FTEs that perform the process
services group "deliver and support information
technology services" per $1 billion revenue

10568 7.7 Deliver and support information technology Supplemental 102172 Percentage of IT budget, including
services Information depreciation/amortization, allocated to the
process group "deliver and support information
technology services"
10568 7.7 Deliver and support information technology Supplemental 102729 Percentage of total IT cost, including
services Information depreciation/amortization, allocated to process
group "deliver and support information
technology services"
10568 7.7 Deliver and support information technology Supplemental 104556 Percentage of business entity IT FTEs who
services Information perform the process group "deliver and support it
services"
10568 7.7 Deliver and support information technology Supplemental 104989 Percentage of total IT cost, excluding
services Information depreciation/amortization, allocated to process
group "deliver and support information
technology services"
10570 7.1.1 Develop the enterprise IT strategy Process Efficiency 104655 Solutions planning horizon

10575 7.1.5 Evaluate and communicate IT business value and Cost Effectiveness 104671 Total IT budget to perform the process "evaluate
performance and communicate IT business value and
performance" in support of product development,
including depreciation/amortization, per $1,000
of revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10575 7.1.5 Evaluate and communicate IT business value and Cost Effectiveness 104653 Average percentage of planned return on
performance investment (ROI) that was achieved for: Level 5
solutions
10575 7.1.5 Evaluate and communicate IT business value and Cost Effectiveness 104654 Average percentage of planned return on
performance investment (ROI) that was achieved for: all other
solutions other than Level 5
10575 7.1.5 Evaluate and communicate IT business value and Process Efficiency 104647 Average solution impact ratio for: Level 5
performance solutions
10575 7.1.5 Evaluate and communicate IT business value and Process Efficiency 104648 Average solution impact ratio for: all other
performance solutions other than Level 5
10575 7.1.5 Evaluate and communicate IT business value and Staff Productivity 104677 Number of IT FTEs for the process "Evaluate
performance and communicate IT business value and
performance" per $1 billion revenue

10578 7.2.1 Develop IT services and solutions strategy Cost Effectiveness 104672 Total IT budget to perform the process "develop
IT services and solutions strategy" in support of
product development, including
depreciation/amortization, per $1,000 of revenue

10578 7.2.1 Develop IT services and solutions strategy Cycle Time 104643 Average cycle time from identification of
demand to disposition for: Level 5 solutions
10578 7.2.1 Develop IT services and solutions strategy Cycle Time 104644 Average cycle time from identification of
demand to disposition for: all other Levels other
than Level 5
10578 7.2.1 Develop IT services and solutions strategy Process Efficiency 104651 Solutions capture rate for: Level 5 solutions

10578 7.2.1 Develop IT services and solutions strategy Process Efficiency 104652 Solutions capture rate for:all other solutions other
than Level 5

10578 7.2.1 Develop IT services and solutions strategy Process Efficiency 104658 Percentage of solutions provided that are directly
meeting IT strategy

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10578 7.2.1 Develop IT services and solutions strategy Process Efficiency 104659 Percentage of solutions provided that are for
repeat customers
10578 7.2.1 Develop IT services and solutions strategy Staff Productivity 104678 Number of IT FTEs for the process "Develop IT
services and solutions strategy" per $1 billion
revenue
10581 7.2.4 Manage IT customer satisfaction Cost Effectiveness 104673 Total IT budget to perform the process "manage
IT customer satisfaction" in support of product
development, including
depreciation/amortization, per $1,000 of revenue

10581 7.2.4 Manage IT customer satisfaction Process Efficiency 104660 Net Promoter Score (NPS)

10581 7.2.4 Manage IT customer satisfaction Process Efficiency 104649 Percent on-time performance for: Level 5
solutions
10581 7.2.4 Manage IT customer satisfaction Process Efficiency 104650 Percent on-time performance for: all other
solutions other than Level 5
10581 7.2.4 Manage IT customer satisfaction Staff Productivity 104676 Number of IT FTEs for the process "Manage IT
customer satisfaction" per $1 billion revenue

10583 7.4.1 Develop information and content management Cost Effectiveness 103641 Total cost of the process "develop information
strategies and content management strategies", including
depreciation/amortization, per $1,000 revenue
10583 7.4.1 Develop information and content management Cost Effectiveness 103263 Systems cost of the process "develop information
strategies and content management strategies", including
depreciation/amortization, per $100,000 revenue

10583 7.4.1 Develop information and content management Cost Effectiveness 101687 Overhead cost of the process "develop
strategies information and content management strategies",
including depreciation/amortization, per
$100,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10583 7.4.1 Develop information and content management Cost Effectiveness 101619 Outsourced cost of the process "develop
strategies information and content management strategies",
including depreciation/amortization, per
$100,000 revenue
10583 7.4.1 Develop information and content management Cost Effectiveness 102901 Personnel cost of the process "develop
strategies information and content management strategies",
including depreciation/amortization, per $1,000
revenue
10583 7.4.1 Develop information and content management Cost Effectiveness 101484 Other cost of the process "develop information
strategies and content management strategies", including
depreciation/amortization, per $100,000 revenue

10583 7.4.1 Develop information and content management Process Efficiency 101304 Number of IT FTEs for the process "develop
strategies information and content management strategies"
per $1 billion revenue

10583 7.4.1 Develop information and content management Supplemental 101846 Percentage of IT budget for the process group
strategies Information "manage enterprise information", including
depreciation/amortization, allocated to the
process "develop information and content
management strategies"
10584 7.4.2 Define the enterprise information architecture Cost Effectiveness 101469 Other cost of the process "define enterprise
information architecture", including
depreciation/amortization, per $100,000 revenue

10584 7.4.2 Define the enterprise information architecture Cost Effectiveness 102877 Personnel cost of the process "define enterprise
information architecture", including
depreciation/amortization, per $1,000 revenue
10584 7.4.2 Define the enterprise information architecture Cost Effectiveness 101612 Outsourced cost of the process "define enterprise
information architecture", including
depreciation/amortization, per $100,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10584 7.4.2 Define the enterprise information architecture Cost Effectiveness 101672 Overhead cost of the process "define enterprise
information architecture", including
depreciation/amortization, per $100,000 revenue
10584 7.4.2 Define the enterprise information architecture Cost Effectiveness 103238 Systems cost of the process "define enterprise
information architecture", including
depreciation/amortization, per $100,000 revenue
10584 7.4.2 Define the enterprise information architecture Cost Effectiveness 103597 Total cost of the process "define enterprise
information architecture", including
depreciation/amortization, per $1,000 revenue
10584 7.4.2 Define the enterprise information architecture Process Efficiency 101297 Number of IT FTEs for the process "define the
enterprise information architecture" per $1 billion
revenue

10584 7.4.2 Define the enterprise information architecture Supplemental 101840 Percentage of IT budget for the process group
Information "manage enterprise information", including
depreciation/amortization, allocated to the
process "define the enterprise information
architecture"
10585 7.4.3 Manage information resources Cost Effectiveness 103731 Total cost of the process "manage information
resources", including depreciation/amortization,
per $1,000 revenue
10585 7.4.3 Manage information resources Cost Effectiveness 103298 Systems cost of the process "manage information
resources", including depreciation/amortization,
per $100,000 revenue
10585 7.4.3 Manage information resources Cost Effectiveness 102950 Personnel cost of the process "manage
information resources", including
depreciation/amortization, per $1,000 revenue
10585 7.4.3 Manage information resources Cost Effectiveness 101625 Outsourced cost of the process "manage
information resources", including
depreciation/amortization, per $100,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10585 7.4.3 Manage information resources Cost Effectiveness 101700 Overhead cost of the process "manage
information resources", including
depreciation/amortization, per $100,000 revenue
10585 7.4.3 Manage information resources Cost Effectiveness 101497 Other cost of the process "manage information
resources", including depreciation/amortization,
per $100,000 revenue

10585 7.4.3 Manage information resources Process Efficiency 101315 Number of IT FTEs for the process "manage
information resources" per $1 billion revenue

10585 7.4.3 Manage information resources Supplemental 101848 Percentage of IT budget for the process group
Information "manage enterprise information", including
depreciation/amortization, allocated to the
process "manage information resources"

10586 7.4.4 Perform enterprise data and content management Cost Effectiveness 101509 Other cost of the process "perform enterprise data
and content management", including
depreciation/amortization, per $100,000 revenue

10586 7.4.4 Perform enterprise data and content management Cost Effectiveness 101712 Overhead cost of the process "perform enterprise
data and content management", including
depreciation/amortization, per $100,000 revenue

10586 7.4.4 Perform enterprise data and content management Cost Effectiveness 101629 Outsourced cost of the process "perform
enterprise data and content management",
including depreciation/amortization, per
$100,000 revenue
10586 7.4.4 Perform enterprise data and content management Cost Effectiveness 102983 Personnel cost of the process "perform enterprise
data and content management", including
depreciation/amortization, per $1,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10586 7.4.4 Perform enterprise data and content management Cost Effectiveness 103326 Systems cost of the process "perform enterprise
data and content management", including
depreciation/amortization, per $100,000 revenue
10586 7.4.4 Perform enterprise data and content management Cost Effectiveness 103806 Total cost of the process "perform enterprise data
and content management", including
depreciation/amortization, per $1,000 revenue
10586 7.4.4 Perform enterprise data and content management Process Efficiency 101326 Number of IT FTEs for the process "perform
enterprise data and content management" per $1
billion revenue

10586 7.4.4 Perform enterprise data and content management Supplemental 101850 Percentage of IT budget for the process group
Information "manage enterprise information", including
depreciation/amortization, allocated to the
process "perform enterprise data and content
management"

10587 7.5.1 Develop the IT development strategy Cost Effectiveness 104656 Average cost performance index (CPI) at
completion of project/solution for Level 5
solutions
10587 7.5.1 Develop the IT development strategy Cost Effectiveness 104657 Average cost performance index (CPI) at
completion of project/solution for all solutions
other than Level 5
10590 7.5.4 Create IT services and solutions Cost Effectiveness 104674 Total IT budget to perform the process "create IT
services and solutions" in support of product
development, including
depreciation/amortization, per $1,000 of revenue

10590 7.5.4 Create IT services and solutions Cost Effectiveness 104662 Percentage of IT budget for product
development, including
depreciation/amortization, that supports new
platforms/markets completed or released to
production

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10590 7.5.4 Create IT services and solutions Cost Effectiveness 104663 Percentage of IT budget for product
development, including
depreciation/amortization, that supports new
products completed or released to production
10590 7.5.4 Create IT services and solutions Cost Effectiveness 104664 Percentage of IT budget for product
development, including
depreciation/amortization, that supports product
upgrades completed or released to production
10590 7.5.4 Create IT services and solutions Cycle Time 104645 Average time from disposition to customer
acceptance for: Level 5 solutions
10590 7.5.4 Create IT services and solutions Cycle Time 104646 Average time from disposition to customer
acceptance for: all other levels
10590 7.5.4 Create IT services and solutions Process Efficiency 104642 Defect removal effectiveness percentage
(pre/post operations)
10590 7.5.4 Create IT services and solutions Staff Productivity 104679 Number of IT FTEs for the process "Create IT
services and solutions" per $1 billion revenue

10591 7.5.5 Maintain IT services and solutions Process Efficiency 104666 Mean time to resolution (MTTR) in hours:
critical incidents
10591 7.5.5 Maintain IT services and solutions Process Efficiency 104667 Mean time to resolution (MTTR) in hours: high
incidents
10591 7.5.5 Maintain IT services and solutions Process Efficiency 104668 Mean time to resolution (MTTR) in hours: all
other incidents
10592 7.6.1 Develop the IT deployment strategy Supplemental 104982 Percentage of legacy applications already moved
Information to cloud technology
10592 7.6.1 Develop the IT deployment strategy Supplemental 104983 Percentage of new business applications deployed
Information using cloud technology
10599 7.7.5 Support IT services and solutions Cost Effectiveness 104675 Total IT budget to perform the process "support
IT services and solutions" in support of product
development, including
depreciation/amortization, per $1,000 of revenue

10599 7.7.5 Support IT services and solutions Process Efficiency 104669 Avg. monthly percentage of issues resolved
within SLA

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10599 7.7.5 Support IT services and solutions Process Efficiency 104665 Annual uptime percentage for IT systems
supporting product development
10599 7.7.5 Support IT services and solutions Staff Productivity 104680 Number of IT FTEs for the process "Support IT
services and solutions" per $1 billion revenue

10599 7.7.5 Support IT services and solutions Supplemental 104976 Percentage of IT FTEs performing IT processes
Information that perform deskside (local) support
10599 7.7.5 Support IT services and solutions Supplemental 104977 Percentage of IT FTEs performing user support
Information roles that perform helpdesk (remote) support
10728 8.1 Perform planning and management accounting Cost Effectiveness 105135 Outsourced cost to perform the process group
"perform planning and management accounting"
per $1,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10728 8.1 Perform planning and management accounting Cost Effectiveness 105136 Overhead and other cost to perform the process
group "perform planning and management
accounting" per $100,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10728 8.1 Perform planning and management accounting Cost Effectiveness 105142 Personnel cost to perform the process group
"perform planning and management accounting"
per $1,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10728 8.1 Perform planning and management accounting Cost Effectiveness 105143 Personnel cost to perform the process group
"perform planning and management accounting"
per process group FTE

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10728 8.1 Perform planning and management accounting Cost Effectiveness 105144 Systems cost to perform the process group
"perform planning and management accounting"
per $100,000 revenue

10728 8.1 Perform planning and management accounting Cost Effectiveness 105145 Total cost to perform the process group "perform
planning and management accounting" per
$1,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10728 8.1 Perform planning and management accounting Cost Effectiveness 105146 Total cost to perform the process group "perform
planning and management accounting" per
process group FTE

10728 8.1 Perform planning and management accounting Cost Effectiveness 105138 Overhead and other costs to perform the process
"perform cost accounting and control" and
"perform cost management" per $100,000
revenue

10728 8.1 Perform planning and management accounting Cost Effectiveness 105148 Total internal cost to perform the process
"perform cost accounting and control" and
"perform cost management" per process FTE

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10728 8.1 Perform planning and management accounting Cost Effectiveness 105150 Total internal cost to perform the process group
"perform planning and management accounting"
per process group FTE

10728 8.1 Perform planning and management accounting Cost Effectiveness 103802 Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management" per $1,000 revenue

10728 8.1 Perform planning and management accounting Cost Effectiveness 103989 Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management" per process FTE

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10728 8.1 Perform planning and management accounting Cost Effectiveness 103385 Systems cost to perform the processes "perform
cost accounting and control" and "perform cost
management" per $100,000 revenue

10728 8.1 Perform planning and management accounting Cost Effectiveness 103065 Personnel cost to perform the processes "perform
cost accounting and control" and "perform cost
management" per process FTE

10728 8.1 Perform planning and management accounting Cost Effectiveness 103067 Personnel cost to perform the processes "perform
cost accounting and control" and "perform cost
management" per $1,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10728 8.1 Perform planning and management accounting Cost Effectiveness 101606 Outsourced cost to perform the processes
"perform cost accounting and control" and
"perform cost management" per $1,000 revenue

10728 8.1 Perform planning and management accounting Process Efficiency 101089 Number of FTEs that perform the processes
"perform cost accounting and control" and
"perform cost management" per $1 billion
revenue
10728 8.1 Perform planning and management accounting Process Efficiency 101172 Number of FTEs that perform the process group
"perform planning and management accounting"
per $1 billion revenue

10728 8.1 Perform planning and management accounting Supplemental 102050 Percentage of total finance function FTEs
Information allocated to the process group "perform planning
and management accounting"

10729 8.2 Perform revenue accounting Cost Effectiveness 103514 Total cost to perform the order to invoice
processes per $1,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10729 8.2 Perform revenue accounting Cost Effectiveness 105082 Total cost to perform the process group "perform
revenue accounting" per $1,000 revenue

10729 8.2 Perform revenue accounting Process Efficiency 101042 Number of FTEs that perform the processes
"manage and process accounts receivable",
"manage and process collections", and "manage
and process adjustments/deductions" per $1
billion revenue

10729 8.2 Perform revenue accounting Supplemental 102017 Percentage of total finance function FTEs
Information allocated to the processes "manage sales orders",
"process customer credit", and "invoice
customer"

10729 8.2 Perform revenue accounting Supplemental 105484 Percentage of customer accounts that are active
Information customers

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10730 8.3 Perform general accounting and reporting Cost Effectiveness 104841 Personnel cost to perform the process group
"Perform general accounting and reporting" per
process group FTE

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10730 8.3 Perform general accounting and reporting Cost Effectiveness 104842 Personnel cost to perform the process group
"perform general accounting and reporting" per
$1,000 revenue

10730 8.3 Perform general accounting and reporting Cost Effectiveness 103550 Total cost to perform the process group "Perform
general accounting and reporting" (excluding
fixed assets) per $1,000 revenue

10730 8.3 Perform general accounting and reporting Cost Effectiveness 103551 Total cost to perform the process group "perform
general accounting and reporting" (excluding
fixed assets) as a percentage of revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10730 8.3 Perform general accounting and reporting Cost Effectiveness 103552 Total cost to perform the process group "Perform
general accounting and reporting" (excluding
fixed assets) per $1 billion revenue

10730 8.3 Perform general accounting and reporting Cost Effectiveness 103554 Total cost to perform the process group "Perform
general accounting and reporting" (excluding
fixed assets) per process group FTE

10730 8.3 Perform general accounting and reporting Cycle Time 100613 Cycle time in days to perform annual close at the
site level

10730 8.3 Perform general accounting and reporting Process Efficiency 100981 Number of FTEs that perform the process group
"perform general accounting and reporting"
(excluding fixed assets) per $1 billion revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10730 8.3 Perform general accounting and reporting Process Efficiency 104843 Number of FTEs that perform the process group
"perform general accounting and reporting" per
$1 billion revenue

10730 8.3 Perform general accounting and reporting Supplemental 102048 Percentage of total finance function FTEs
Information allocated to the process group "perform general
accounting and reporting" (excluding fixed asset
accounting)

10731 8.4 Manage fixed asset project accounting Process Efficiency 101161 Number of FTEs that perform the process group
"manage fixed-asset project accounting" per $1
billion revenue

10731 8.4 Manage fixed asset project accounting Supplemental 102039 Percentage of total finance function FTEs
Information allocated to the process group "manage fixed
asset project accounting"

10732 8.5 Process payroll Cost Effectiveness 102720 Total cost the process group "process payroll" as
a percentage of cost of continuing operations

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10732 8.5 Process payroll Cost Effectiveness 102848 Personnel cost to perform the process group
"process payroll" per $1,000 revenue

10732 8.5 Process payroll Cost Effectiveness 100464 Total cost to perform the process group "process
payroll" as a percentage of revenue

10732 8.5 Process payroll Cost Effectiveness 104501 Personnel cost of the process group "process
payroll" per "process payroll" FTE

10732 8.5 Process payroll Cost Effectiveness 103945 Total cost to perform the process group "process
payroll" per $1,000 revenue

10732 8.5 Process payroll Cost Effectiveness 103948 Total cost to perform the process group "process
payroll" per disbursement

10732 8.5 Process payroll Cost Effectiveness 103950 Total cost to perform the process group "process
payroll" per employee paid

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10732 8.5 Process payroll Cost Effectiveness 103951 Total cost to perform the process group "process
payroll" per manual check/payment

10732 8.5 Process payroll Cost Effectiveness 103952 Total cost to perform the process group "process
payroll" per payroll FTE

10732 8.5 Process payroll Cost Effectiveness 103953 Total cost to perform the process group "process
payroll" per payroll inquiry

10732 8.5 Process payroll Cycle Time 100152 Cycle time in business days to process the payroll

10732 8.5 Process payroll Process Efficiency 101184 Number of FTEs that perform the process group
"process payroll" per 1,000 employees paid

10732 8.5 Process payroll Process Efficiency 105268 First contact resolution rate for payroll inquiries

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10732 8.5 Process payroll Process Efficiency 101106 Number of FTEs that perform the process group
"process payroll" per $1 billion revenue

10732 8.5 Process payroll Staff Productivity 101372 Number of payroll inquiries per "process payroll"
FTE

10732 8.5 Process payroll Staff Productivity 100920 Number of employees paid per FTE that
performs the process "process payroll"

10732 8.5 Process payroll Supplemental 102057 Percentage of total finance function FTEs
Information allocated to the process group "process payroll"

10732 8.5 Process payroll Supplemental 105259 Percentage of paid employees that are exempt
Information employees

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10732 8.5 Process payroll Supplemental 103379 Systems cost to perform the process group
Information "process payroll" as a percentage of the total cost
of the process group

Copyright 2016 APQC 401 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10732 8.5 Process payroll Supplemental 103053 Personnel cost of the process group "process
Information payroll" as a percentage of the total cost to
perform the process group

10732 8.5 Process payroll Supplemental 105260 Percentage of paid employees that are non-
Information exempt employees

10732 8.5 Process payroll Supplemental 105261 Percentage of paid employees that are retired
Information employees

10732 8.5 Process payroll Supplemental 105262 Percentage of paid employees that are paid
Information weekly
10732 8.5 Process payroll Supplemental 105263 Percentage of paid employees that are paid bi-
Information weekly
10732 8.5 Process payroll Supplemental 105264 Percentage of paid employees that are paid semi-
Information monthly

Copyright 2016 APQC 402 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10732 8.5 Process payroll Supplemental 105265 Percentage of paid employees that are paid
Information monthly
10732 8.5 Process payroll Supplemental 105266 Percentage of paid employees that are paid other
Information than monthly, semi-monthly, bi-weekly, or
weekly
10732 8.5 Process payroll Supplemental 105267 Percentage of payroll disbursements that include
Information garnished wages
10733 8.6 Process accounts payable and expense Cost Effectiveness 103971 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
per $1,000 revenue

10733 8.6 Process accounts payable and expense Cost Effectiveness 104833 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
as a percentage of revenue

10733 8.6 Process accounts payable and expense Cost Effectiveness 104834 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
per $1 billion revenue

10733 8.6 Process accounts payable and expense Cost Effectiveness 104835 Total cost to perform the process group "process
reimbursements accounts payable and expense reimbursements"
per process FTE

Copyright 2016 APQC 403 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10733 8.6 Process accounts payable and expense Cost Effectiveness 104825 Outsourced cost to perform the process group
reimbursements "process accounts payable and expense
reimbursements" per $1,000 revenue

10733 8.6 Process accounts payable and expense Cost Effectiveness 104828 Personnel cost to perform the process group
reimbursements "process accounts payable and expense
reimbursements" per $1,000 revenue

Copyright 2016 APQC 404 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10733 8.6 Process accounts payable and expense Cost Effectiveness 104829 Personnel cost to perform the process group
reimbursements "process accounts payable and expense
reimbursements" per process group FTE

10733 8.6 Process accounts payable and expense Cost Effectiveness 104830 Systems cost to perform the process group
reimbursements "process accounts payable and expense
reimbursements" per $100,000 revenue

Copyright 2016 APQC 405 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10733 8.6 Process accounts payable and expense Process Efficiency 101095 Number of FTEs that perform the process group
reimbursements "process accounts payable and expense
reimbursements" per $1 billion revenue

10733 8.6 Process accounts payable and expense Supplemental 104823 Outsourced cost to perform the process group
reimbursements Information "process accounts payable and expense
reimbursements" as a percentage of the total cost
of the process group

10733 8.6 Process accounts payable and expense Supplemental 104826 Overhead and other cost to perform the process
reimbursements Information group "process accounts payable and expense
reimbursements" as a percentage of the total cost
of the process group

Copyright 2016 APQC 406 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10733 8.6 Process accounts payable and expense Supplemental 104827 Personnel cost to perform the process group
reimbursements Information "process accounts payable and expense
reimbursements" as a percentage of the total cost
of the process group

10733 8.6 Process accounts payable and expense Supplemental 104831 Systems cost to perform the process group
reimbursements Information "process accounts payable and expense
reimbursements" as a percentage of the total cost
of the process group

Copyright 2016 APQC 407 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10733 8.6 Process accounts payable and expense Supplemental 102018 Percentage of total finance function FTEs
reimbursements Information allocated to the process group "perform accounts
payable and expense reimbursements"

10735 8.12 Manage internal controls Cost Effectiveness 104014 Total cost to perform the process group "manage
internal controls" as a percentage of revenue

10735 8.12 Manage internal controls Cost Effectiveness 104015 Total cost to perform the process group "manage
internal controls" per $1 billion revenue

10735 8.12 Manage internal controls Cost Effectiveness 104016 Total cost to perform the process group "manage
internal controls" per $1,000 revenue

Copyright 2016 APQC 408 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10735 8.12 Manage internal controls Cost Effectiveness 104019 Total cost to perform the process group "manage
internal controls" per process FTE

10735 8.12 Manage internal controls Cost Effectiveness 103378 Systems cost to perform the process group
"manage internal controls" per $100,000 revenue

10735 8.12 Manage internal controls Cost Effectiveness 103051 Personnel cost to perform the process group
"manage internal controls" per $1,000 revenue

Copyright 2016 APQC 409 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10735 8.12 Manage internal controls Process Efficiency 101163 Number of FTEs that perform the process group
"manage internal controls" per $1 billion revenue

10735 8.12 Manage internal controls Supplemental 102041 Percentage of total finance function FTEs
Information allocated to the process group "manage internal
controls"

10736 8.9 Manage taxes Cost Effectiveness 104894 Total cost to perform the process group "manage
taxes" per $1,000 revenue

10736 8.9 Manage taxes Cost Effectiveness 104807 Total cost to perform the process group "manage
taxes" per $1 billion revenue

10736 8.9 Manage taxes Process Efficiency 101165 Number of FTEs that perform the process group
"manage taxes" per $1 billion revenue

10736 8.9 Manage taxes Supplemental 102043 Percentage of total finance function FTEs
Information allocated to the process group "manage taxes"

Copyright 2016 APQC 410 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 105149 Total internal cost to perform the process
"perform planning/budgeting/forecasting" per
process FTE

10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 105139 Overhead and other costs to perform the process
"perform planning/budgeting/forecasting" per
$100,000 revenue

10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103811 Total cost to perform the process "perform
planning/budgeting/forecasting" as a percentage
of revenue
10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103812 Total cost to perform the process "perform
planning/budgeting/forecasting" per process FTE

10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103813 Total cost to perform the process "perform
planning/budgeting/forecasting" per $1,000
revenue

Copyright 2016 APQC 411 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 102988 Personnel cost to perform the process "perform
planning/budgeting/forecasting" per process FTE

10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 102990 Personnel cost to perform the process "perform
planning/budgeting/forecasting" per $1,000
revenue

10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 103330 Systems cost to perform the process "perform
planning/budgeting/forecasting" per $100,000
revenue

10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 101574 Outsourced cost to perform the process "perform
planning/budgeting/forecasting" per $1,000
revenue

10738 8.1.1 Perform planning/budgeting/forecasting Cycle Time 100160 Cycle time in days to complete the annual budget
10738 8.1.1 Perform planning/budgeting/forecasting Cycle Time 100635 Cycle time in days to update/revise the rolling
forecast

Copyright 2016 APQC 412 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10738 8.1.1 Perform planning/budgeting/forecasting Cycle Time 100604 Cycle time in days to prepare the financial
forecast
10738 8.1.1 Perform planning/budgeting/forecasting Process Efficiency 100892 Number of budget versions produced before final
approval
10738 8.1.1 Perform planning/budgeting/forecasting Process Efficiency 101098 Number of FTEs that perform the process
"perform planning/budgeting/forecasting" per $1
billion revenue
10738 8.1.1 Perform planning/budgeting/forecasting Process Efficiency 101760 Percentage error for the inventory cost forecast

10738 8.1.1 Perform planning/budgeting/forecasting Process Efficiency 101761 Percentage error for the personnel cost forecast

10738 8.1.1 Perform planning/budgeting/forecasting Process Efficiency 101762 Percentage error for the total sales forecast

10738 8.1.1 Perform planning/budgeting/forecasting Staff Productivity 105134 Number of budget line items per FTE that
performs the process "perform
planning/budgeting/forecasting"
10738 8.1.1 Perform planning/budgeting/forecasting Supplemental 102027 Percentage of total finance function FTEs
Information allocated to the process "perform planning/
budgeting/ forecasting"

10739 8.1.2 Perform cost accounting and control Supplemental 102059 Percentage of total finance function FTEs
Information allocated to the processes "perform cost
accounting and control" and "perform cost
management"

10739 8.1.2 Perform cost accounting and control Supplemental 105140 Percentage of cost base accounted for by activity-
Information based costing
10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 101555 Outsourced cost to perform the process "evaluate
and manage financial performance" per $1,000
revenue

Copyright 2016 APQC 413 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 102921 Personnel cost to perform the process "evaluate
and manage financial performance" per process
FTE

10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 102923 Personnel cost to perform the process "evaluate
and manage financial performance" per $1,000
revenue

10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 103677 Total cost to perform the process "evaluate and
manage financial performance" per process FTE

10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 103679 Total cost to perform the process "evaluate and
manage financial performance" per $1,000
revenue
10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 103282 Systems cost to perform the process "evaluate
and manage financial performance" per $100,000
revenue

Copyright 2016 APQC 414 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 104151 Total revenue per active customer

10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 105137 Overhead and other costs to perform the process
"evaluate and manage financial performance" per
$100,000 revenue

10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 105147 Total internal cost to perform the process
"evaluate and manage financial performance" per
process FTE

10741 8.1.4 Evaluate and manage financial performance Cycle Time 100616 Cycle time in days to perform financial
evaluation of new customers
10741 8.1.4 Evaluate and manage financial performance Cycle Time 100617 Cycle time in days to perform financial
evaluation of new markets
10741 8.1.4 Evaluate and manage financial performance Cycle Time 100618 Cycle time in days to perform financial
evaluation of new products
10741 8.1.4 Evaluate and manage financial performance Process Efficiency 101019 Number of FTEs that perform the process
"evaluate and manage financial performance" per
$1 billion revenue
10741 8.1.4 Evaluate and manage financial performance Staff Productivity 103159 Revenue per employee for the current reporting
period
10741 8.1.4 Evaluate and manage financial performance Supplemental 101973 Percentage of employees with compensations
Information affected by profit

Copyright 2016 APQC 415 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10741 8.1.4 Evaluate and manage financial performance Supplemental 101976 Percentage of employees with compensations
Information affected by budget versus actual variances

10741 8.1.4 Evaluate and manage financial performance Supplemental 101763 Percentage growth in EBITDA over the past three
Information reporting periods

10741 8.1.4 Evaluate and manage financial performance Supplemental 100407 Compounded annual growth rate of revenue over
Information the past three reporting periods

10741 8.1.4 Evaluate and manage financial performance Supplemental 100684 EBITDA margin (current reporting period)
Information

10741 8.1.4 Evaluate and manage financial performance Supplemental 100405 Compounded annual growth rate in earnings
Information before interest, tax, depreciation and amortization
over the past three reporting periods

10741 8.1.4 Evaluate and manage financial performance Supplemental 102009 Percentage of total finance function FTEs
Information allocated to the process "evaluate and manage
financial performance"

10741 8.1.4 Evaluate and manage financial performance Supplemental 102831 Revenue growth over the past three reporting
Information periods

Copyright 2016 APQC 416 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10742 8.2.1 Process customer credit Cost Effectiveness 105488 Overhead and other costs to perform the process
"process customer credit" per $100,000 revenue

10742 8.2.1 Process customer credit Cost Effectiveness 105485 Personnel cost to perform the process "process
customer credit" per process FTE

10742 8.2.1 Process customer credit Cost Effectiveness 105480 Total cost to perform the process "process
customer credit" per active customer

10742 8.2.1 Process customer credit Cost Effectiveness 105481 Total cost to perform the process "process
customer credit" per customer account

10742 8.2.1 Process customer credit Cost Effectiveness 103853 Total cost to perform the process "process
customer credit" as a percentage of revenue

10742 8.2.1 Process customer credit Cost Effectiveness 103855 Total cost to perform the process "process
customer credit" per process FTE

10742 8.2.1 Process customer credit Cost Effectiveness 103857 Total cost to perform the process "process
customer credit" per $1 billion revenue

Copyright 2016 APQC 417 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10742 8.2.1 Process customer credit Cost Effectiveness 103859 Total cost to perform the process "process
customer credit" per $1,000 revenue

10742 8.2.1 Process customer credit Cost Effectiveness 103010 Personnel cost to perform the process "process
customer credit" per $1,000 revenue

10742 8.2.1 Process customer credit Cost Effectiveness 101582 Outsourced cost to perform the process "process
customer credit" per $1,000 revenue

10742 8.2.1 Process customer credit Cycle Time 100561 Cycle time in days for credit approval
10742 8.2.1 Process customer credit Process Efficiency 101078 Number of FTEs for the order to invoice cycle
per $1 billion revenue

10742 8.2.1 Process customer credit Process Efficiency 101114 Number of FTEs that perform the process
"process customer credit" per $1 billion revenue

10742 8.2.1 Process customer credit Staff Productivity 105478 Number of customer accounts per FTE that
performs the process "process customer credit"

10742 8.2.1 Process customer credit Staff Productivity 100902 Number of credit reviews per FTE that performs
the process "process customer credit"

Copyright 2016 APQC 418 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10742 8.2.1 Process customer credit Staff Productivity 100878 Number of active customers per FTE that
performs the process "process customer credit"

10742 8.2.1 Process customer credit Supplemental 102034 Percentage of total finance function FTEs
Information allocated to the process "process customer credit"

10742 8.2.1 Process customer credit Supplemental 105472 Percentage of FTEs who perform the process
Information "process customer credit" who perform
management activities

10743 8.2.2 Invoice customer Cost Effectiveness 102933 Personnel cost to perform the process "invoice
customer" per $1,000 revenue

10743 8.2.2 Invoice customer Cost Effectiveness 101561 Outsourced cost to perform the process "invoice
customer" per $1,000 revenue

10743 8.2.2 Invoice customer Cost Effectiveness 103289 Systems cost to perform the process "invoice
customer" per $100,000 revenue

Copyright 2016 APQC 419 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10743 8.2.2 Invoice customer Cost Effectiveness 103694 Total cost to perform the process "invoice
customer" as a percentage of revenue

10743 8.2.2 Invoice customer Cost Effectiveness 103697 Total cost to perform the process "invoice
customer" per process FTE

10743 8.2.2 Invoice customer Cost Effectiveness 103699 Total cost to perform the process "invoice
customer" per $1 billion revenue

10743 8.2.2 Invoice customer Cost Effectiveness 103702 Total cost to perform the process "invoice
customer" per $1,000 revenue
10743 8.2.2 Invoice customer Cost Effectiveness 103706 Total cost to perform the process "invoice
customer" per invoice line item processed
10743 8.2.2 Invoice customer Cost Effectiveness 103709 Total cost to perform the process "invoice
customer" per invoice processed

10743 8.2.2 Invoice customer Cost Effectiveness 103343 Systems cost to perform the process "process
customer credit" per $100,000 revenue

10743 8.2.2 Invoice customer Cost Effectiveness 105482 Total cost to perform the process "invoice
customer" per active customer

10743 8.2.2 Invoice customer Cost Effectiveness 105483 Total cost to perform the process "invoice
customer" per customer account

Copyright 2016 APQC 420 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10743 8.2.2 Invoice customer Cost Effectiveness 105486 Personnel cost to perform the process "invoice
customer" per process FTE

10743 8.2.2 Invoice customer Cost Effectiveness 105487 Overhead and other costs to perform the process
"invoice customers" per $100,000 revenue

10743 8.2.2 Invoice customer Cycle Time 100558 Cycle time in days between transmission of
invoice and shipment of goods or delivery of
services
10743 8.2.2 Invoice customer Cycle Time 100164 Cycle time in days to generate complete and
correct billing data
10743 8.2.2 Invoice customer Process Efficiency 101035 Number of FTEs that perform the process
"invoice customer" per $1 billion revenue

10743 8.2.2 Invoice customer Process Efficiency 102142 Percentage of invoice line items processed error
free the first time
10743 8.2.2 Invoice customer Process Efficiency 102134 Percentage of invoice line items invoiced using
electronic or automatic methods
10743 8.2.2 Invoice customer Process Efficiency 102161 Percentage of invoices automatically generated
based on event triggers
10743 8.2.2 Invoice customer Staff Productivity 105479 Number of customer accounts per FTE that
performs the process "invoice customer"

Copyright 2016 APQC 421 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10743 8.2.2 Invoice customer Staff Productivity 105477 Number of active customers per FTE that
performs the process "invoice customer"

10743 8.2.2 Invoice customer Staff Productivity 105495 Number of updates to the customer master file
per FTE that performs the process "invoice
customer"
10743 8.2.2 Invoice customer Staff Productivity 101280 Number of invoice line items processed per FTE
that performs the process "invoice customer"

10743 8.2.2 Invoice customer Staff Productivity 101287 Number of invoices processed per FTE that
performs the process "invoice customer"

10743 8.2.2 Invoice customer Supplemental 102010 Percentage of total finance function FTEs
Information allocated to the process "invoice customer"

10743 8.2.2 Invoice customer Supplemental 102157 Percentage of invoice line items that are
Information denominated in a foreign currency
10743 8.2.2 Invoice customer Supplemental 101870 Percentage of billed/invoiced line items offering
Information a discount

10743 8.2.2 Invoice customer Supplemental 100387 Average value per line item billed
Information
10743 8.2.2 Invoice customer Supplemental 100230 Average number of line items per invoice
Information
10743 8.2.2 Invoice customer Supplemental 105489 Percentage of FTEs who perform the process
Information "invoice customer" who perform management
activities

10743 8.2.2 Invoice customer Supplemental 105503 Percentage of billed/invoiced line items offering
Information a discount for which the discount is taken

Copyright 2016 APQC 422 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103843 Total cost to perform the process "process
accounts receivable (AR)" as a percentage of
revenue
10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103844 Total cost to perform the process "process
accounts receivable (AR)" per process FTE

10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103845 Total cost to perform the process "process
accounts receivable (AR)" per $1 billion revenue

10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103846 Total cost to perform the process "process
accounts receivable (AR)" per $1,000 revenue

10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103850 Total cost to perform the process "process
accounts receivable (AR)" per customer receipt

10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103341 Systems cost to perform the process "process
accounts receivable" per $100,000 revenue

10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103005 Personnel cost to perform the process "process
accounts receivable (AR)" per process FTE

Copyright 2016 APQC 423 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103007 Personnel cost to perform the process "process
accounts receivable (AR)" per $1,000 revenue

10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 101581 Outsourced cost to perform the process "process
accounts receivable (AR)" per $1,000 revenue

10744 8.2.3 Process accounts receivable (AR) Cycle Time 100178 Days sales outstanding

10744 8.2.3 Process accounts receivable (AR) Cycle Time 100581 Cycle time in days from transmission of invoice
to receipt of payment
10744 8.2.3 Process accounts receivable (AR) Process Efficiency 101758 Percentage of total receipts that are processed
error free the first time
10744 8.2.3 Process accounts receivable (AR) Process Efficiency 102463 Percentage of receipts automatically matched to
open items in the accounts receivable sub ledger

10744 8.2.3 Process accounts receivable (AR) Process Efficiency 102264 Percentage of line items billed/invoiced paid on
time

10744 8.2.3 Process accounts receivable (AR) Process Efficiency 102286 Percentage of manual receipts

10744 8.2.3 Process accounts receivable (AR) Process Efficiency 105532 Percentage of line items billed/invoiced that is
entered into the general ledger through an
automated method
10744 8.2.3 Process accounts receivable (AR) Process Efficiency 103167 Accounts receivable per $1,000 revenue

Copyright 2016 APQC 424 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10744 8.2.3 Process accounts receivable (AR) Process Efficiency 102152 Percentage of invoice line items paid in full the
first time

10744 8.2.3 Process accounts receivable (AR) Process Efficiency 101656 Outstanding payment days as a proportion of
standard payment days

10744 8.2.3 Process accounts receivable (AR) Process Efficiency 101950 Percentage of receipts received electronically or
automatically
10744 8.2.3 Process accounts receivable (AR) Process Efficiency 101109 Number of FTEs that perform the process
"process accounts receivable (AR)" per $1 billion
revenue
10744 8.2.3 Process accounts receivable (AR) Staff Productivity 100904 Number of customer accounts per FTE that
performs the process "process accounts
receivable (AR)"
10744 8.2.3 Process accounts receivable (AR) Staff Productivity 100797 Number of invoices billed per FTE that performs
the process "process accounts receivable (AR)"

10744 8.2.3 Process accounts receivable (AR) Staff Productivity 101395 Number of receipts processed per FTE that
performs the process "process accounts
receivable (AR)"
10744 8.2.3 Process accounts receivable (AR) Supplemental 101278 Number of invoice line items per receipt
Information
10744 8.2.3 Process accounts receivable (AR) Supplemental 102033 Percentage of total finance function FTEs
Information allocated to the process "process accounts
receivable (AR)"

Copyright 2016 APQC 425 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10744 8.2.3 Process accounts receivable (AR) Supplemental 102011 Percentage of total finance function FTEs
Information allocated to the processes "process accounts
receivable (AR)," "manage and process
collections," and "manage and process
adjustments/deductions"

10744 8.2.3 Process accounts receivable (AR) Supplemental 103004 Personnel cost to perform the process "process
Information accounts receivable (AR)" as a percentage of the
total process cost

10744 8.2.3 Process accounts receivable (AR) Supplemental 103340 Systems cost to perform the process "process
Information accounts receivable" as a percentage of the total
cost of the process

10744 8.2.3 Process accounts receivable (AR) Supplemental 105433 Number of receipts processed per $1,000 of
Information revenue
10745 8.2.4 Manage and process collections Cost Effectiveness 102940 Personnel cost to perform the process "manage
and process collections" per $1,000 revenue

10745 8.2.4 Manage and process collections Cost Effectiveness 101563 Outsourced cost to perform the process "manage
and process collections" per $1,000 revenue

Copyright 2016 APQC 426 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10745 8.2.4 Manage and process collections Cost Effectiveness 103293 Systems cost to perform the process "manage and
process collections" per $100,000 revenue

10745 8.2.4 Manage and process collections Cost Effectiveness 103716 Total cost to perform the process "manage and
process collections" as a percentage of revenue

10745 8.2.4 Manage and process collections Cost Effectiveness 103717 Total cost to perform the process "manage and
process collections" per $1 billion revenue

10745 8.2.4 Manage and process collections Cost Effectiveness 103718 Total cost to perform the process "manage and
process collections" per $1,000 revenue

10745 8.2.4 Manage and process collections Cost Effectiveness 103723 Total cost to perform the process "manage and
process collections" per active customer

10745 8.2.4 Manage and process collections Cost Effectiveness 103724 Total cost to perform the process "manage and
process collections" per process FTE

10745 8.2.4 Manage and process collections Cost Effectiveness 104467 Total cost to perform the process "manage and
process collections" per customer receipt

10745 8.2.4 Manage and process collections Process Efficiency 101048 Number of FTEs that perform the process
"manage and process collections" per $1 billion
revenue
10745 8.2.4 Manage and process collections Process Efficiency 102155 Percentage of invoice line items that are adjusted
by the customer prior to payment

Copyright 2016 APQC 427 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10745 8.2.4 Manage and process collections Process Efficiency 104166 Total uncollectable balances as a percentage of
revenue
10745 8.2.4 Manage and process collections Process Efficiency 105436 Percentage of invoices billed to customers that
have credit terms
10745 8.2.4 Manage and process collections Staff Productivity 100796 Number of invoices per "manage and process
collections" FTE

10745 8.2.4 Manage and process collections Staff Productivity 104115 Number of active customers managed per FTE
that performs the process "manage and process
collections"
10745 8.2.4 Manage and process collections Supplemental 102013 Percentage of total finance function FTEs
Information allocated to the process "manage and process
collections"

10746 8.2.5 Manage and process adjustments/deductions Cost Effectiveness 103712 Total cost to perform the process "manage and
process adjustments/deductions" per $1,000
revenue
10746 8.2.5 Manage and process adjustments/deductions Cost Effectiveness 103291 Systems cost to perform the process "manage and
process adjustments/deductions" per $100,000
revenue

10746 8.2.5 Manage and process adjustments/deductions Cost Effectiveness 101562 Outsourced cost to perform the process "manage
and process adjustments/deductions" per $1,000
revenue

Copyright 2016 APQC 428 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10746 8.2.5 Manage and process adjustments/deductions Cost Effectiveness 102937 Personnel cost to perform the process "manage
and process adjustments/deductions" per $1,000
revenue

10746 8.2.5 Manage and process adjustments/deductions Cycle Time 100628 Cycle time in days to resolve adjustments

10746 8.2.5 Manage and process adjustments/deductions Process Efficiency 101043 Number of FTEs that perform the process
"manage and process adjustments/deductions"
per $1 billion revenue
10746 8.2.5 Manage and process adjustments/deductions Staff Productivity 100880 Number of adjustments and deductions per FTE
that performs the process "manage and process
adjustments/deductions"
10746 8.2.5 Manage and process adjustments/deductions Supplemental 102012 Percentage of total finance function FTEs
Information allocated to the process "manage and process
adjustments/deductions"

10747 8.3.1 Manage policies and procedures Cost Effectiveness 101593 Outsourced cost to perform the process "manage
policies and procedures" per $1,000 revenue

10747 8.3.1 Manage policies and procedures Cost Effectiveness 103055 Personnel cost to perform the process "manage
financial policies and procedures" per $1,000
revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10747 8.3.1 Manage policies and procedures Cost Effectiveness 103380 Systems cost to perform the process "manage
financial policies and procedures" per $100,000
revenue

10747 8.3.1 Manage policies and procedures Cost Effectiveness 103973 Total cost to perform the process "Manage
financial policies and procedures" per $1,000
revenue
10747 8.3.1 Manage policies and procedures Cost Effectiveness 104844 Total cost to perform the process "Manage
policies and procedures" per process FTE

10747 8.3.1 Manage policies and procedures Cost Effectiveness 104845 Personnel cost to perform the process "Manage
policies and procedures" per process FTE

10747 8.3.1 Manage policies and procedures Process Efficiency 101054 Number of FTEs that perform the process
"manage financial policies and procedures" per
$1 billion revenue

10747 8.3.1 Manage policies and procedures Supplemental 102015 Percentage of total finance function FTEs
Information allocated to the process "manage policies and
procedures"

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10747 8.3.1 Manage policies and procedures Supplemental 104846 Percentage of FTEs who perform the process
Information group "Perform general accounting and
reporting" allocated to the process "Manage
policies and procedures"

10748 8.3.2 Perform general accounting Cost Effectiveness 103976 Total cost to perform the process "perform
general accounting" per $1,000 revenue

10748 8.3.2 Perform general accounting Cost Effectiveness 103980 Total cost to perform the process "perform
general accounting" per journal entry line item

10748 8.3.2 Perform general accounting Cost Effectiveness 103983 Total cost to perform the process "Perform
general accounting" per process FTE

10748 8.3.2 Perform general accounting Cost Effectiveness 103381 Systems cost to perform the process "perform
general accounting" per $100,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10748 8.3.2 Perform general accounting Cost Effectiveness 103056 Personnel cost to perform the process "perform
general accounting" per $1,000 revenue

10748 8.3.2 Perform general accounting Cost Effectiveness 103059 Personnel cost to perform the process "perform
general accounting" per process FTE

10748 8.3.2 Perform general accounting Cost Effectiveness 101596 Outsourced cost to perform the process "perform
general accounting" per $1,000 revenue

10748 8.3.2 Perform general accounting Cycle Time 100625 Cycle time in days to produce period-end
management reports

10748 8.3.2 Perform general accounting Cycle Time 104615 Cycle time in days to complete the monthly
financial close
10748 8.3.2 Perform general accounting Process Efficiency 101096 Number of FTEs that perform the process
"perform general accounting" per $1 billion
revenue
10748 8.3.2 Perform general accounting Process Efficiency 100848 Manual journal entry line item percentage

10748 8.3.2 Perform general accounting Process Efficiency 101765 Percentage of journal entry line items processed
error free the first time

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10748 8.3.2 Perform general accounting Process Efficiency 101753 Percentage change in business entity's gross
margin over the past three years
10748 8.3.2 Perform general accounting Staff Productivity 100875 Number of accounts per FTE that performs the
process "perform general accounting"

10748 8.3.2 Perform general accounting Staff Productivity 101330 Number of journal entry line items per FTE that
performs the process "perform general
accounting"
10748 8.3.2 Perform general accounting Supplemental 102025 Percentage of total finance function FTEs
Information allocated to the process "perform general
accounting"

10748 8.3.2 Perform general accounting Supplemental 101827 Percentage of accounts that are standard with the
Information business units reporting to your site

10748 8.3.2 Perform general accounting Supplemental 100874 Number of accounts in the chart of accounts
Information
10748 8.3.2 Perform general accounting Supplemental 104847 Percentage of FTEs who perform the process
Information group "Perform general accounting and
reporting" allocated to the process "Perform
general accounting"

10749 8.3.4 Perform fixed asset accounting Cost Effectiveness 101573 Outsourced cost to perform the process "perform
fixed-asset accounting" per $1,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10749 8.3.4 Perform fixed asset accounting Cost Effectiveness 100456 Total cost to perform the fixed assets cycle per
$1,000 revenue

10749 8.3.4 Perform fixed asset accounting Cost Effectiveness 103223 Systems cost of the fixed assets cycle per
$100,000 revenue

10749 8.3.4 Perform fixed asset accounting Cost Effectiveness 102986 Personnel cost to perform the process "perform
fixed-asset accounting" per $1,000 revenue

10749 8.3.4 Perform fixed asset accounting Cost Effectiveness 102987 Personnel cost to perform the process "perform
fixed-asset accounting" per fixed asset
transaction
10749 8.3.4 Perform fixed asset accounting Cost Effectiveness 103535 Total cost of the depreciation expense per $1,000
revenue
10749 8.3.4 Perform fixed asset accounting Cost Effectiveness 103329 Systems cost to perform the process "perform
fixed-asset accounting" per $100,000 revenue

10749 8.3.4 Perform fixed asset accounting Cost Effectiveness 103518 Total cost of repair and maintenance per $1,000
gross value of fixed assets
10749 8.3.4 Perform fixed asset accounting Cost Effectiveness 103546 Total cost to perform the fixed assets cycle as
percentage of revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10749 8.3.4 Perform fixed asset accounting Cost Effectiveness 103547 Total cost to perform the fixed assets cycle per $1
billion revenue

10749 8.3.4 Perform fixed asset accounting Cost Effectiveness 103549 Total cost to perform the fixed assets cycle per
fixed assets cycle FTE

10749 8.3.4 Perform fixed asset accounting Cost Effectiveness 103809 Total cost to perform the process "perform fixed-
asset accounting" per $1,000 revenue

10749 8.3.4 Perform fixed asset accounting Cost Effectiveness 103810 Total cost to perform the process "perform fixed-
asset accounting" per fixed asset transaction

10749 8.3.4 Perform fixed asset accounting Cost Effectiveness 104468 Total cost to perform the fixed assets cycle per
cycle FTE

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10749 8.3.4 Perform fixed asset accounting Cost Effectiveness 104848 Personnel cost to perform the process "Perform
fixed-asset accounting" per process FTE

10749 8.3.4 Perform fixed asset accounting Cycle Time 100591 Cycle time in days to capitalize a fixed asset
purchase
10749 8.3.4 Perform fixed asset accounting Cycle Time 100592 Cycle time in days to close a capital project
10749 8.3.4 Perform fixed asset accounting Cycle Time 100593 Cycle time in days to complete an approved
capital expenditure plan
10749 8.3.4 Perform fixed asset accounting Process Efficiency 101162 Number of FTEs to perform the fixed assets cycle
per $1 billion revenue

10749 8.3.4 Perform fixed asset accounting Process Efficiency 101869 Percentage of approved capital projects
considered within or on budget for spending
10749 8.3.4 Perform fixed asset accounting Process Efficiency 101902 Percentage of capital projects budgeted and
approved in the capital expenditure plan

10749 8.3.4 Perform fixed asset accounting Process Efficiency 101903 Percentage of capital projects completed on time

10749 8.3.4 Perform fixed asset accounting Process Efficiency 100734 Fixed asset turnover

10749 8.3.4 Perform fixed asset accounting Process Efficiency 100307 Return on fixed assets

10749 8.3.4 Perform fixed asset accounting Process Efficiency 101091 Number of FTEs that perform the process
"perform fixed-asset accounting" per $1 billion
revenue

Copyright 2016 APQC 436 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10749 8.3.4 Perform fixed asset accounting Staff Productivity 101329 Number of journal entry line items for fixed asset
transactions per fixed asset accounting FTE

10749 8.3.4 Perform fixed asset accounting Staff Productivity 100964 Number of fixed assets managed per FTE that
performs the process "perform fixed-asset
accounting"
10749 8.3.4 Perform fixed asset accounting Staff Productivity 100965 Number of fixed assets transactions per FTE that
performs the process "perform fixed-asset
accounting"
10749 8.3.4 Perform fixed asset accounting Supplemental 100733 Fixed asset transactions resulting from physical
Information inventories as a percentage of total fixed asset
transactions
10749 8.3.4 Perform fixed asset accounting Supplemental 100868 Net value of fixed assets as a percentage of gross
Information value of fixed assets
10749 8.3.4 Perform fixed asset accounting Supplemental 102040 Percentage of total finance function FTEs
Information allocated to the fixed assets cycle

10749 8.3.4 Perform fixed asset accounting Supplemental 102022 Percentage of total finance function FTEs
Information allocated to the process "perform fixed asset
accounting"

Copyright 2016 APQC 437 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10749 8.3.4 Perform fixed asset accounting Supplemental 104849 Percentage of FTEs who perform the process
Information group "Perform general accounting and
reporting" allocated to the process "Perform
fixed-asset accounting"

10749 8.3.4 Perform fixed asset accounting Supplemental 105125 Total value of Assets Under Management per
Information $1,000 revenue

10750 8.3.6 Perform financial reporting Cost Effectiveness 104851 Personnel cost to perform the process "Perform
financial reporting" per process FTE

10750 8.3.6 Perform financial reporting Cost Effectiveness 104469 Total cost to perform the process "perform
financial reporting" per process FTE

10750 8.3.6 Perform financial reporting Cost Effectiveness 103383 Systems cost to perform the process "perform
financial reporting" per $100,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10750 8.3.6 Perform financial reporting Cost Effectiveness 103984 Total cost to perform the process "perform
financial reporting" per $1,000 revenue

10750 8.3.6 Perform financial reporting Cost Effectiveness 103061 Personnel cost to perform the process "perform
financial reporting" per $1,000 revenue

10750 8.3.6 Perform financial reporting Cost Effectiveness 101599 Outsourced cost to perform the process "perform
financial reporting" per $1,000 revenue

10750 8.3.6 Perform financial reporting Cycle Time 100162 Cycle time in days to complete the monthly
consolidated financial statements

10750 8.3.6 Perform financial reporting Cycle Time 100594 Cycle time in days from producing annual flash
reports to completing consolidated annual
financial statements
10750 8.3.6 Perform financial reporting Cycle Time 100597 Cycle time in calendar days from producing
monthly flash reports to completing the monthly
consolidated financial statements
10750 8.3.6 Perform financial reporting Cycle Time 100552 Cycle time in days between completion of annual
consolidated financial statements and the release
of earnings
10750 8.3.6 Perform financial reporting Cycle Time 100555 Cycle time in days between completion of
quarterly consolidated financial statements and
the release of earnings
10750 8.3.6 Perform financial reporting Process Efficiency 101090 Number of FTEs that perform the process
"perform financial reporting" per $1 billion
revenue

Copyright 2016 APQC 439 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10750 8.3.6 Perform financial reporting Supplemental 104852 Percentage of FTEs who perform the process
Information group "Perform general accounting and
reporting" allocated to the process "Perform
financial reporting"

10750 8.3.6 Perform financial reporting Supplemental 102021 Percentage of total finance function FTEs
Information allocated to the process "perform financial
reporting"

10751 8.4.1 Perform capital planning and project approval Cost Effectiveness 101603 Outsourced cost to perform the process "perform
capital planning and project approval" per $1,000
revenue
10751 8.4.1 Perform capital planning and project approval Cost Effectiveness 100010 Actual capital expenditure as a percentage of
budgeted capital expenditures for two years prior
10751 8.4.1 Perform capital planning and project approval Cost Effectiveness 100008 Actual capital expenditure as a percentage of
budgeted capital expenditures for one year prior
10751 8.4.1 Perform capital planning and project approval Cost Effectiveness 103064 Personnel cost to perform the process "perform
capital planning and project approval" per $1,000
revenue
10751 8.4.1 Perform capital planning and project approval Cost Effectiveness 103325 Systems cost to perform the process "perform
capital planning and project approval" per
$100,000 revenue
10751 8.4.1 Perform capital planning and project approval Cost Effectiveness 103801 Total cost to perform the process "perform capital
planning and project approval" per $1,000
revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10751 8.4.1 Perform capital planning and project approval Cost Effectiveness 105141 Personnel cost to perform the process "perform
capital planning and project approval" per
process FTE

10751 8.4.1 Perform capital planning and project approval Cycle Time 100586 Cycle time in days to approve a capital project
10751 8.4.1 Perform capital planning and project approval Process Efficiency 100009 Actual capital expenditure as a percentage of
budgeted capital expenditures for the most recent
year
10751 8.4.1 Perform capital planning and project approval Process Efficiency 101086 Number of FTEs that perform the process
"perform capital planning and project approval"
per $1 billion revenue
10751 8.4.1 Perform capital planning and project approval Process Efficiency 105133 Number of approved capital projects per FTE for
the process "perform capital planning and project
approval"

10751 8.4.1 Perform capital planning and project approval Supplemental 102019 Percentage of total finance function FTEs
Information allocated to the process "perform capital planning
and project approval"

10752 8.4.2 Perform capital project accounting Cost Effectiveness 103817 Total cost to perform the process "perform capital
project accounting" per $1,000 revenue

10752 8.4.2 Perform capital project accounting Cost Effectiveness 103818 Total cost of the process "perform capital project
accounting" per approved capital project

10752 8.4.2 Perform capital project accounting Cost Effectiveness 104470 Total cost to perform the process "perform capital
project accounting" per process FTE

10752 8.4.2 Perform capital project accounting Cost Effectiveness 102993 Personnel cost to perform the process "perform
capital project accounting" per $1,000 revenue

Copyright 2016 APQC 441 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10752 8.4.2 Perform capital project accounting Cost Effectiveness 103332 Systems cost to perform the process "perform
capital project accounting" per $100,000 revenue

10752 8.4.2 Perform capital project accounting Cost Effectiveness 101577 Outsourced cost to perform the process "perform
capital project accounting" per $1,000 revenue

10752 8.4.2 Perform capital project accounting Process Efficiency 101088 Number of FTEs that perform the process
"perform capital project accounting" per $1
billion revenue
10752 8.4.2 Perform capital project accounting Process Efficiency 100896 Number of capital projects not budgeted as a
percentage of approved projects

10752 8.4.2 Perform capital project accounting Supplemental 102020 Percentage of total finance function FTEs
Information allocated to the process "perform capital project
accounting"

10753 8.5.1 Report time Cost Effectiveness 101604 Outsourced cost to perform the process "report
time" per $1,000 revenue

10753 8.5.1 Report time Cost Effectiveness 103351 Systems cost to perform the process "report time"
per employee paid

10753 8.5.1 Report time Cost Effectiveness 103022 Personnel cost to perform the process "report
time" per $1,000 revenue

Copyright 2016 APQC 442 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10753 8.5.1 Report time Cost Effectiveness 103023 Personnel cost to perform the process "report
time" per employee paid

10753 8.5.1 Report time Cost Effectiveness 103887 Total cost to perform the process "report time"
per $1,000 revenue
10753 8.5.1 Report time Cost Effectiveness 103890 Total cost to perform the process "report time"
per employee paid
10753 8.5.1 Report time Cost Effectiveness 103892 Total cost to perform the process "report time"
per time record processed
10753 8.5.1 Report time Cost Effectiveness 105252 Outsourced cost to perform the process "report
time" per employee paid

10753 8.5.1 Report time Cost Effectiveness 105253 Overhead and other costs to perform the process
"report time" per employee paid

10753 8.5.1 Report time Cost Effectiveness 105254 Overhead cost and other costs to perform the
process "report time" per $1,000 revenue

10753 8.5.1 Report time Cycle Time 100540 Cycle time in business days to process time
record data and enter into payroll system

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10753 8.5.1 Report time Process Efficiency 101130 Number of FTEs that perform the process "report
time" per $1 billion revenue

10753 8.5.1 Report time Process Efficiency 101134 Number of FTEs that perform the process "report
time" per 1,000 employees paid

10753 8.5.1 Report time Process Efficiency 104487 Percentage of time records that are submitted
electronically
10753 8.5.1 Report time Process Efficiency 104488 Percentage of time records that are entered
manually into the payroll system
10753 8.5.1 Report time Process Efficiency 102696 Percentage of time records that are processed first
time error free
10753 8.5.1 Report time Process Efficiency 102698 Percentage of time records that are returned to
the employee/field for validation and/or
correction
10753 8.5.1 Report time Staff Productivity 101422 Number of time records processed per "report
time" FTE
10753 8.5.1 Report time Supplemental 102037 Percentage of total finance function FTEs
Information allocated to the process "report time"

10753 8.5.1 Report time Supplemental 102389 Percentage of total payroll FTEs performing the
Information "report time" process

10754 8.5.2 Manage pay Cost Effectiveness 105255 Overhead and other costs to perform the process
"manage pay" per employee paid

Copyright 2016 APQC 444 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10754 8.5.2 Manage pay Cost Effectiveness 105256 Overhead cost and other costs to perform the
process "manage pay" per $1,000 revenue

10754 8.5.2 Manage pay Cost Effectiveness 105257 Outsourced cost to perform the process "manage
pay" per employee paid

10754 8.5.2 Manage pay Cost Effectiveness 102956 Personnel cost to perform the process "manage
pay" per $1,000 revenue
10754 8.5.2 Manage pay Cost Effectiveness 102957 Personnel cost to perform the process "manage
pay" per employee paid

10754 8.5.2 Manage pay Cost Effectiveness 103304 Systems cost to perform the process "manage
pay" per employee paid

10754 8.5.2 Manage pay Cost Effectiveness 103736 Total cost to perform the process "manage pay"
per $1,000 revenue
10754 8.5.2 Manage pay Cost Effectiveness 103739 Total cost to perform the process "manage pay"
per employee paid
10754 8.5.2 Manage pay Cost Effectiveness 103741 Total cost to perform the process "manage pay"
per payroll disbursement

Copyright 2016 APQC 445 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10754 8.5.2 Manage pay Cost Effectiveness 101602 Outsourced cost to perform the process "manage
pay" per $1,000 revenue

10754 8.5.2 Manage pay Cycle Time 100543 Cycle time in business days to reflect a new
employee in the payroll system

10754 8.5.2 Manage pay Cycle Time 100546 Cycle time in business days to remove a
terminated employee from the payroll system

10754 8.5.2 Manage pay Cycle Time 100549 Cycle time in business days to resolve a payroll
error

10754 8.5.2 Manage pay Cycle Time 100536 Cycle time in business days from the payroll
system cut-off date until payroll transmit date
10754 8.5.2 Manage pay Cycle Time 100529 Cycle time in business days between the time
period cut-off for employees and the payroll
transmit date
10754 8.5.2 Manage pay Cycle Time 100532 Cycle time in business days from HR/benefits
system cut-off until payroll system cut-off date
10754 8.5.2 Manage pay Process Efficiency 102380 Percentage of payroll disbursements that are
manual checks/payments
10754 8.5.2 Manage pay Process Efficiency 102383 Percentage of payroll disbursements that include
retroactive pay adjustments
10754 8.5.2 Manage pay Process Efficiency 101057 Number of FTEs that perform the process
"manage pay" per $1 billion revenue

10754 8.5.2 Manage pay Process Efficiency 101061 Number of FTEs that perform the process
"manage pay" per 1,000 employees paid

10754 8.5.2 Manage pay Process Efficiency 101958 Percentage of employees receiving payroll
disbursements via direct deposit

Copyright 2016 APQC 446 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10754 8.5.2 Manage pay Process Efficiency 101739 Payment errors as a percentage of total payroll
disbursements
10754 8.5.2 Manage pay Process Efficiency 101429 Number of voided checks/payments as a
percentage of payroll disbursements
10754 8.5.2 Manage pay Process Efficiency 101373 Number of payroll-related inquiries as a
percentage of payroll disbursements
10754 8.5.2 Manage pay Staff Productivity 101334 Number of manual checks/payments per "process
payroll" FTE

10754 8.5.2 Manage pay Staff Productivity 101370 Number of payroll disbursements processed per
"manage pay" FTE
10754 8.5.2 Manage pay Supplemental 100390 Business days the HR/Benefits system is open for
Information employee data changes, new hires and
termination during payroll period
10754 8.5.2 Manage pay Supplemental 102014 Percentage of total finance function FTEs
Information allocated to the process "manage pay"

10754 8.5.2 Manage pay Supplemental 102385 Percentage of total payroll FTEs performing the
Information "manage pay" process

10755 8.5.3 Process payroll taxes Cost Effectiveness 101605 Outsourced cost to perform the process "process
payroll taxes" per $1,000 revenue

Copyright 2016 APQC 447 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10755 8.5.3 Process payroll taxes Cost Effectiveness 103349 Systems cost to perform the process "process
payroll taxes" per employee paid

10755 8.5.3 Process payroll taxes Cost Effectiveness 103019 Personnel cost to perform the process "process
payroll taxes" per $1,000 revenue

10755 8.5.3 Process payroll taxes Cost Effectiveness 103020 Personnel cost to perform the process "process
payroll taxes" per employee paid

10755 8.5.3 Process payroll taxes Cost Effectiveness 105269 Outsourced cost to perform the process "process
payroll taxes" per employee paid

10755 8.5.3 Process payroll taxes Cost Effectiveness 105271 Overhead and other costs to perform the process
"process payroll taxes" per employee paid

Copyright 2016 APQC 448 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10755 8.5.3 Process payroll taxes Cost Effectiveness 105272 Overhead cost and other costs to perform the
process "process payroll taxes" per $1,000
revenue

10755 8.5.3 Process payroll taxes Cost Effectiveness 103883 Total cost to perform the process "process payroll
taxes" per $1,000 revenue

10755 8.5.3 Process payroll taxes Cost Effectiveness 103885 Total cost to perform the process "process payroll
taxes" per employee paid
10755 8.5.3 Process payroll taxes Cycle Time 100534 Cycle time in business days from notification of
required garnishment to the time the garnishment
is processed in the payroll system and scheduled
for withholding
10755 8.5.3 Process payroll taxes Process Efficiency 101128 Number of FTEs that perform the process
"process payroll taxes" per 1,000 employees paid

10755 8.5.3 Process payroll taxes Process Efficiency 101120 Number of FTEs that perform the process
"process payroll taxes" per $1 billion revenue

10755 8.5.3 Process payroll taxes Supplemental 102387 Percentage of total payroll FTEs performing the
Information "process payroll taxes" process

10755 8.5.3 Process payroll taxes Supplemental 102007 Percentage of total finance function FTEs
Information allocated to the process "process payroll taxes"

Copyright 2016 APQC 449 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103825 Total cost to perform the process "process
accounts payable" as a percentage of revenue

10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103826 Total cost to perform the process "process
accounts payable" per process FTE

10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103827 Total cost to perform the process "Process
accounts payable" per $1 billion revenue

10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103828 Total cost to perform the process "Process
accounts payable" per $1,000 purchases

10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103831 Total cost to perform the process "process
accounts payable (AP)" per $1,000 revenue

10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103835 Total cost to perform the process "process
accounts payable (AP)" per
disbursement/payment
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103838 Total cost to perform the process "process
accounts payable" per invoice line item processed

10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103336 Systems cost to perform the process "process
accounts payable (AP)" per $100,000 purchases

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103338 Systems cost to perform the process "process
accounts payable (AP)" per $100,000 revenue

10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 105043 Total cost to perform the process "process
accounts payable" per thousand barrel of oil
equivalent (BOE)
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 105044 Total cost to perform the process "process
accounts payable" per gross operated producing
well
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 105045 Total cost to perform the process "process
accounts payable" per mile of pipe

10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 105046 Total cost to perform the process "process
accounts payable" per thousand barrels
throughput
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 104204 Value of purchases (in millions) per FTE that
performs the process "process accounts payable
(AP)"
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 102997 Personnel cost to perform the process "process
accounts payable" per process FTE

Copyright 2016 APQC 451 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 102999 Personnel cost to perform the process "process
accounts payable (AP)" per $1,000 purchases

10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103001 Personnel cost to perform the process "process
accounts payable (AP)" per $1,000 revenue

10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 101580 Outsourced cost to perform the process "process
accounts payable (AP)" per $1,000 revenue

10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 100451 Total cost to perform the process "process
accounts payable (AP)" per invoice processed

10756 8.6.1 Process accounts payable (AP) Cycle Time 100154 Cycle time in days from receipt of invoice until
approved and scheduled for payment
10756 8.6.1 Process accounts payable (AP) Cycle Time 100575 Cycle time in days from receipt of invoice until
payment is transmitted
10756 8.6.1 Process accounts payable (AP) Cycle Time 100632 Cycle time in days to resolve an invoice error

10756 8.6.1 Process accounts payable (AP) Cycle Time 100636 Cycle time in hours to enter invoice data into the
system

Copyright 2016 APQC 452 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10756 8.6.1 Process accounts payable (AP) Cycle Time 104923 Average cycle time (in calendar days) from the
first time an invoice is blocked/parked to the final
time the invoice in unblocked/unparked
10756 8.6.1 Process accounts payable (AP) Process Efficiency 101108 Number of FTEs that perform the process
"process accounts payable (AP)" per $1 billion
revenue
10756 8.6.1 Process accounts payable (AP) Process Efficiency 102136 Percentage of invoice line items matched with a
purchase order
10756 8.6.1 Process accounts payable (AP) Process Efficiency 102139 Percentage of invoice line items paid on time

10756 8.6.1 Process accounts payable (AP) Process Efficiency 102146 Percentage of invoice line items received
electronically
10756 8.6.1 Process accounts payable (AP) Process Efficiency 102149 Percentage of invoice line items that are matched
the first time
10756 8.6.1 Process accounts payable (AP) Process Efficiency 101944 Percentage of disbursements that are first time
error free
10756 8.6.1 Process accounts payable (AP) Process Efficiency 101947 Percentage of discounts available that are taken

10756 8.6.1 Process accounts payable (AP) Process Efficiency 101738 Payables outstanding per $1,000 revenue

10756 8.6.1 Process accounts payable (AP) Process Efficiency 102163 Percentage of invoices paid within the discount
period
10756 8.6.1 Process accounts payable (AP) Process Efficiency 102164 Percentage of invoice line items which are
manually keyed into the financial system
10756 8.6.1 Process accounts payable (AP) Process Efficiency 104301 Number of FTEs who perform the process
"process accounts payable (AP)" per $1 billion
purchases

10756 8.6.1 Process accounts payable (AP) Staff Productivity 105039 Number of FTEs who perform the process
"process accounts payable" per million barrel of
oil equivalent (BOE) net production

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10756 8.6.1 Process accounts payable (AP) Staff Productivity 105040 Number of FTEs who perform the process
"process accounts payable" per thousand gross
operated producing wells
10756 8.6.1 Process accounts payable (AP) Staff Productivity 105041 Number of FTEs who perform the process
"process accounts payable" per thousand miles of
pipe
10756 8.6.1 Process accounts payable (AP) Staff Productivity 105042 Number of FTEs who perform the process
"process accounts payable" per thousand barrels
throughput
10756 8.6.1 Process accounts payable (AP) Staff Productivity 101290 Number of invoices processed per FTE that
performs the process "process accounts payable
(AP)"
10756 8.6.1 Process accounts payable (AP) Staff Productivity 101283 Number of invoice line items processed per FTE
that performs the process "process accounts
payable (AP)"
10756 8.6.1 Process accounts payable (AP) Staff Productivity 100917 Number of disbursements per FTE that performs
the process "process accounts payable (AP)"

10756 8.6.1 Process accounts payable (AP) Supplemental 102032 Percentage of total finance function FTEs
Information allocated to the process "process accounts
payable"

10756 8.6.1 Process accounts payable (AP) Supplemental 101285 Number of invoiced line items per $1,000
Information purchases
10756 8.6.1 Process accounts payable (AP) Supplemental 102996 Personnel cost to perform the process "Process
Information accounts payable" as a percentage of total process
cost

Copyright 2016 APQC 454 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10756 8.6.1 Process accounts payable (AP) Supplemental 103335 Systems cost to perform the process "process
Information accounts payable" as a percentage of the total
cost of the process

10756 8.6.1 Process accounts payable (AP) Supplemental 104922 Percentage of invoices paid on time
Information
10756 8.6.1 Process accounts payable (AP) Supplemental 104605 Overhead and other cost to perform the process
Information "Process accounts payable" as a percentage of the
total cost of the process

10756 8.6.1 Process accounts payable (AP) Supplemental 104612 Outsourced cost to perform the process "Process
Information accounts payable" as a percentage of the total
cost of the process
10756 8.6.1 Process accounts payable (AP) Supplemental 104924 Percentage of invoices processed through self-
Information invoicing
10756 8.6.1 Process accounts payable (AP) Supplemental 104925 Payments sent to vendors through electronic
Information funds transfer (EFT) as a percentage of the total
number of payments sent
10756 8.6.1 Process accounts payable (AP) Supplemental 104926 Payments sent to vendors through automated
Information clearing house (ACH) as a percentage of the total
number of payments sent
10756 8.6.1 Process accounts payable (AP) Supplemental 104927 Payments sent to vendors through paper check as
Information a percentage of the total number of payments sent

10756 8.6.1 Process accounts payable (AP) Supplemental 104928 Payments sent to vendors through e-Payable as a
Information percentage of the total number of payments sent

10756 8.6.1 Process accounts payable (AP) Supplemental 104929 Payments sent to vendors through other methods
Information as a percentage of the total number of payments
sent

Copyright 2016 APQC 455 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10756 8.6.1 Process accounts payable (AP) Supplemental 105434 Number of invoices processed per $1,000 of
Information purchases
10757 8.6.2 Process expense reimbursements Cost Effectiveness 101583 Outsourced cost to perform the process "process
expense reimbursements" per $1,000 revenue

10757 8.6.2 Process expense reimbursements Cost Effectiveness 102850 Personnel cost to perform the process "Process
expense reimbursements" per process FTE

10757 8.6.2 Process expense reimbursements Cost Effectiveness 103013 Personnel cost to perform the process "process
expense reimbursements" per $1,000 revenue

10757 8.6.2 Process expense reimbursements Cost Effectiveness 103345 Systems cost to perform the process "process
expense reimbursements" per $100,000 revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10757 8.6.2 Process expense reimbursements Cost Effectiveness 104606 Personnel cost of the process "Process expense
reimbursements" per $100,000 of T&E
expenditures

10757 8.6.2 Process expense reimbursements Cost Effectiveness 104607 Systems cost of the process "Process expense
reimbursements" per $100,000 of T&E
expenditures

10757 8.6.2 Process expense reimbursements Cost Effectiveness 103863 Total cost to perform the process "process
expense reimbursements" as a percentage of
revenue
10757 8.6.2 Process expense reimbursements Cost Effectiveness 103864 Total cost to perform the process "process
expense reimbursements" per process FTE

10757 8.6.2 Process expense reimbursements Cost Effectiveness 103865 Total cost to perform the process "process
expense reimbursements" per $1 billion revenue

10757 8.6.2 Process expense reimbursements Cost Effectiveness 103866 Total cost to perform the process "Process
expense reimbursements" per $1,000 of T&E
expenditures
10757 8.6.2 Process expense reimbursements Cost Effectiveness 103869 Total cost to perform the process "Process
expense reimbursements" per $1,000 revenue

Copyright 2016 APQC 457 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10757 8.6.2 Process expense reimbursements Cost Effectiveness 103873 Total cost to perform the process "Process
expense reimbursements" per T&E disbursement

10757 8.6.2 Process expense reimbursements Cycle Time 100587 Cycle time in days to approve and schedule T&E
reimbursements

10757 8.6.2 Process expense reimbursements Process Efficiency 101262 Number of FTEs that perform the process
"process expense reimbursements" per $1 million
T&E expenditures
10757 8.6.2 Process expense reimbursements Process Efficiency 102650 Percentage of total T&E expenditures made using
cash advances
10757 8.6.2 Process expense reimbursements Process Efficiency 101995 Percentage of expense report exception line items

10757 8.6.2 Process expense reimbursements Process Efficiency 101119 Number of FTEs that perform the process
"process expense reimbursements" per $1 billion
revenue
10757 8.6.2 Process expense reimbursements Staff Productivity 101419 Number of T&E disbursements per "process
expense reimbursements" FTE

10757 8.6.2 Process expense reimbursements Staff Productivity 100952 Number of expense report line items per FTE that
performs the process "process expense
reimbursements"
10757 8.6.2 Process expense reimbursements Supplemental 100955 Number of expense report line items per $1,000
Information T&E expenditure
10757 8.6.2 Process expense reimbursements Supplemental 102035 Percentage of total finance function FTEs
Information allocated to the process "process expense
reimbursements"

10757 8.6.2 Process expense reimbursements Supplemental 104608 Personnel cost of the process "Process expense
Information reimbursements" as a percentage of total cost for
the process

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10757 8.6.2 Process expense reimbursements Supplemental 104609 Systems cost to perform the process "Process
Information expense reimbursements" as a percentage of the
total cost of the process

10757 8.6.2 Process expense reimbursements Supplemental 104610 Overhead and other cost to perform the process
Information "Process expense reimbursements" as a
percentage of the total cost of the process

10757 8.6.2 Process expense reimbursements Supplemental 104611 Outsourced cost to perform the process "Process
Information expense reimbursements" as a percentage of the
total cost of the process
10759 8.8.2 Manage cash Cost Effectiveness 104814 Total cost of the process group "Manage treasury
operations" per bank used in cash collection
network

10759 8.8.2 Manage cash Cost Effectiveness 104815 Total cost of the process group "Manage treasury
operations" per bank used in cash disbursement
network

10759 8.8.2 Manage cash Cycle Time 100171 Cycle time in hours to initiate, approve, and
dispatch a wire transfer
10759 8.8.2 Manage cash Cycle Time 100175 Cycle time in hours to reconcile a single bank
account

10759 8.8.2 Manage cash Cycle Time 104809 Cycle time in days to refresh the cash flow
forecast
10759 8.8.2 Manage cash Staff Productivity 104810 Number of banks used in cash collection network
per FTE that performs the process group
"Manage treasury operations"

Copyright 2016 APQC 459 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10759 8.8.2 Manage cash Staff Productivity 104811 Number of banks used in cash disbursement
network per FTE that performs the process group
"Manage treasury operations"

10759 8.8.2 Manage cash Staff Productivity 104818 Number of banks used in cash collection network
per $1 billion revenue

10759 8.8.2 Manage cash Staff Productivity 104819 Number of banks used in cash disbursement
network per $1 billion revenue

10762 8.12.1 Establish internal controls, policies, and Cost Effectiveness 103673 Total cost to perform the process "establish
procedures internal controls, policies, and procedures" per
$1,000 revenue
10762 8.12.1 Establish internal controls, policies, and Cost Effectiveness 103161 Risk assessment cost as a percentage of total cost
procedures to perform the process "establish internal
controls, policies, and procedures"
10762 8.12.1 Establish internal controls, policies, and Cost Effectiveness 103280 Systems cost to perform the process "establish
procedures internal controls, policies, and procedures" per
$100,000 revenue
10762 8.12.1 Establish internal controls, policies, and Cost Effectiveness 102918 Personnel cost to perform the process "establish
procedures internal controls, policies, and procedures" per
$1,000 revenue
10762 8.12.1 Establish internal controls, policies, and Cost Effectiveness 101554 Outsourced cost to perform the process "establish
procedures internal controls, policies, and procedures" per
$1,000 revenue

10762 8.12.1 Establish internal controls, policies, and Process Efficiency 101018 Number of FTEs that perform the process
procedures "establish internal controls, policies, and
procedures" per $1 billion revenue

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10762 8.12.1 Establish internal controls, policies, and Supplemental 102112 Percentage of independent members on the audit
procedures Information committee

10762 8.12.1 Establish internal controls, policies, and Supplemental 102113 Percentage of independent members on the
procedures Information compensation committee

10762 8.12.1 Establish internal controls, policies, and Supplemental 102114 Percentage of independent members on the
procedures Information governance committee

10762 8.12.1 Establish internal controls, policies, and Supplemental 102115 Percentage of independent, outside directors on
procedures Information the board

10762 8.12.1 Establish internal controls, policies, and Supplemental 102006 Percentage of total finance function FTEs
procedures Information allocated to the process "establish internal
controls, policies, and procedures"

10762 8.12.1 Establish internal controls, policies, and Supplemental 102372 Percentage of other non-independent members on
procedures Information the audit committee

Copyright 2016 APQC 461 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10762 8.12.1 Establish internal controls, policies, and Supplemental 102373 Percentage of other non-independent members on
procedures Information the compensation committee

10762 8.12.1 Establish internal controls, policies, and Supplemental 102374 Percentage of other non-independent members on
procedures Information the governance committee

10762 8.12.1 Establish internal controls, policies, and Supplemental 102312 Percentage of officers/employees on the audit
procedures Information committee

10762 8.12.1 Establish internal controls, policies, and Supplemental 102313 Percentage of officers/employees on the
procedures Information compensation committee

10762 8.12.1 Establish internal controls, policies, and Supplemental 102314 Percentage of officers/employees on the
procedures Information governance committee

Copyright 2016 APQC 462 of 715

Process
Element Hierarchy
ID ID Process element
10763 8.12.2 Operate controls and monitor compliance with
internal controls policies and procedures
10763 8.12.2 Operate controls and monitor compliance with
internal controls policies and procedures
10763 8.12.2 Operate controls and monitor compliance with
internal controls policies and procedures
10763 8.12.2 Operate controls and monitor compliance with
internal controls policies and procedures
10763 8.12.2 Operate controls and monitor compliance with
internal controls policies and procedures
10763 8.12.2 Operate controls and monitor compliance with
internal controls policies and procedures
10763 8.12.2 Operate controls and monitor compliance with
internal controls policies and procedures
10763 8.12.2 Operate controls and monitor compliance with
internal controls policies and procedures
Copyright 2016 APQC
Metric Category Metric ID Metric name
Cost Effectiveness 101568 Outsourced cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" per $1,000
revenue
Cost Effectiveness 103315 Systems cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" per $100,000
revenue
Cost Effectiveness 102969 Personnel cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" per $1,000
revenue
Cost Effectiveness 103766 Total cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" per $1,000
revenue
Cycle Time 100140 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
Cycle Time 100144 Cycle time in calendar days (including weekends)
from the identification of a control violation until
the violation is reported/communicated to the
control or process owner
Cycle Time 100148 Cycle time in days from reporting of a control
violation until investigation is completed and
remediation steps/control changes are developed
Cycle Time 100608 Cycle time in days to deploy change in enabling
technology
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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10763 8.12.2 Operate controls and monitor compliance with Process Efficiency 100899 Number of control violations per 1,000 business
internal controls policies and procedures entity employees

10763 8.12.2 Operate controls and monitor compliance with
internal controls policies and procedures
10763 8.12.2 Operate controls and monitor compliance with
internal controls policies and procedures
Process Efficiency 101070 Number of FTEs that perform the process
"operate controls and monitor compliance with
internal controls policies and procedures" per $1
billion revenue
Process Efficiency 101424 Number of times last year employees used
existing communication channels to report
suspected improprieties per 1,000 employees

10763 8.12.2 Operate controls and monitor compliance with Process Efficiency 101375 Number of primary controls per 1,000 employees
internal controls policies and procedures
10763 8.12.2 Operate controls and monitor compliance with Process Efficiency 102392 Percentage of primary controls that are automated
internal controls policies and procedures
10763 8.12.2 Operate controls and monitor compliance with Supplemental 102398 Percentage of primary controls that are detective
internal controls policies and procedures Information in nature
10763 8.12.2 Operate controls and monitor compliance with Supplemental 102401 Percentage of primary controls that are
internal controls policies and procedures Information preventive in nature
10763 8.12.2 Operate controls and monitor compliance with Supplemental 103173 Self assessments as a percentage of risk
internal controls policies and procedures Information assessment cost
10763 8.12.2 Operate controls and monitor compliance with Supplemental 102016 Percentage of total finance function FTEs
internal controls policies and procedures Information allocated to the process "operate controls and
monitor compliance with internal controls
policies and procedures"

10763 8.12.2 Operate controls and monitor compliance with Supplemental 101912 Percentage of total control violations that are new
internal controls policies and procedures Information

Copyright 2016 APQC 464 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10764 8.12.3 Report on internal controls compliance Cost Effectiveness 103879 Total cost to perform the process "report on
internal controls compliance" per $1,000 revenue

10764 8.12.3 Report on internal controls compliance Cost Effectiveness 103016 Personnel cost to perform the process "report on
internal controls compliance" per $1,000 revenue

10764 8.12.3 Report on internal controls compliance Cost Effectiveness 103347 Systems cost to perform the process "report on
internal controls compliance" per $100,000
revenue
10764 8.12.3 Report on internal controls compliance Cost Effectiveness 101584 Outsourced cost to perform the process "report on
internal controls compliance" per $1,000 revenue

10764 8.12.3 Report on internal controls compliance Process Efficiency 102391 Previously identified control violations as a
percentage of total control violations

10764 8.12.3 Report on internal controls compliance Process Efficiency 101125 Number of FTEs that perform the process "report
on internal controls compliance" per $1 billion
revenue
10764 8.12.3 Report on internal controls compliance Supplemental 100770 Independent internal resources as a percentage of
Information risk assessment cost
10764 8.12.3 Report on internal controls compliance Supplemental 102036 Percentage of total finance function FTEs
Information allocated to the process "report on internal
controls compliance"

10764 8.12.3 Report on internal controls compliance Supplemental 101459 Other as a percentage of risk assessment cost
Information

10764 8.12.3 Report on internal controls compliance Supplemental 101533 Outside consultants as a percentage of risk
Information assessment cost

Copyright 2016 APQC 465 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10791 8.2.1.3 Review existing accounts Supplemental 105475 Percentage of FTEs who perform the process
Information "process customer credit" who review existing
accounts

10792 8.2.1.4 Produce credit/collection reports Supplemental 105476 Percentage of FTEs who perform the process
Information "process customer credit" who produce
credit/collection reports

10794 8.2.2.1 Maintain customer/product master files Staff Productivity 105496 Number of updates to the customer master file
per FTE that performs the process "invoice
customer" and maintains customer/product
master files
10794 8.2.2.1 Maintain customer/product master files Staff Productivity 105497 Number of active customers per FTE that
performs the process "invoice customer" and
maintains customer/product master files

10794 8.2.2.1 Maintain customer/product master files Supplemental 105490 Percentage of FTEs who perform the process
Information "invoice customer" who maintain
customer/product master files

10795 8.2.2.2 Generate customer billing data Supplemental 105491 Percentage of FTEs who perform the process
Information "invoice customer" who generate customer
billing data

10796 8.2.2.3 Transmit billing data to customers Supplemental 105492 Percentage of FTEs who perform the process
Information "invoice customer" who transmit billing data to
customers

10797 8.2.2.4 Post receivable entries Supplemental 105493 Percentage of FTEs who perform the process
Information "invoice customer" who post accounts receivable
entries

Copyright 2016 APQC 466 of 715

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
10798 8.2.2.5 Resolve customer billing inquiries Supplemental 105494 Percentage of FTEs who perform the process
Information "invoice customer" who resolve customer billing
inquiries

10876 8.6.1.8 Process payments Process Efficiency 104604 Percentage of disbursements submitted
electronically
11208 8.8.5 Monitor and execute risk and hedging Cost Effectiveness 104817 Total cost of the process group "Manage treasury
transactions operations" per foreign currency involved in
foreign exchange hedging program

11208 8.8.5 Monitor and execute risk and hedging Staff Productivity 104821 Number of foreign currencies involved in foreign
transactions exchange hedging program per $1 billion revenue

11208 8.8.5 Monitor and execute risk and hedging Staff Productivity 104813 Number of foreign currencies involved in foreign
transactions exchange hedging program per FTE that
performs the process group "Manage treasury
operations"
11216 10.4 Manage business resiliency Cycle Time 103439 Time in weeks to complete projects that address
an identified business exposure or opportunity
(less than 20 percent of total annual revenue)
11216 10.4 Manage business resiliency Cycle Time 103443 Time in weeks to complete projects that address
an identified business exposure or opportunity
(between 20 and 40 percent of total annual
revenue)
11216 10.4 Manage business resiliency Cycle Time 103447 Time in weeks to complete projects that address
an identified business exposure or opportunity
(between 40 and 60 percent of total annual
revenue)
11216 10.4 Manage business resiliency Cycle Time 103451 Time in weeks to complete projects that address
an identified business exposure or opportunity
(between 60 and 80 percent of total annual
revenue)

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Process
Element Hierarchy
ID ID Process element Metric Category Metric ID Metric name
11216 10.4 Manage business resiliency Cycle Time 103455 Time in weeks to complete projects that address
an identified business exposure or opportunity
(greater than 80 percent of total annual revenue)
11216 10.4 Manage business resiliency Process Efficiency 101318 Number of IT FTEs for the process group
"manage business resiliency" per $1 billion
revenue
11216 10.4 Manage business resiliency Supplemental 104558 Percentage of business entity IT FTEs who
Information perform the process group "manage business
resiliency"

11220 7.3 Develop and implement security, privacy, and Cost Effectiveness 105001 Total cost to perform the process group "develop
data protection controls and implement security, privacy, and data
protection controls", excluding
depreciation/amortization, per $1,000 revenue

11220 7.3 Develop and implement security, privacy, and Process Efficiency 105218 Number of IT FTEs for the process group
data protection controls "develop and implement security, privacy, and
data protection controls" per $1 billion revenue

11220 7.3 Develop and implement security, privacy, and Supplemental 104991 Percentage of total IT cost, excluding
data protection controls Information depreciation/amortization, allocated to process
group "develop and implement security, privacy,
and data protection controls"
11220 7.3 Develop and implement security, privacy, and Supplemental 105219 Percentage of business entity IT FTEs who
data protection controls Information perform the process group "develop and
implement security, privacy, and data protection
controls"

Copyright 2016 APQC 468 of 715

 Formula Units
(Budget for research and development (R&D) / percent
Total business entity revenue) * 100.0
Average project cost from the start of the design dollars
and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
extension projects
Average project cost from the start of the design dollars
and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
extension projects / (Total business entity
revenue * 0.0010)

Average project cost from the start of the design dollars

and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
improvement projects
Average project cost from the start of the design dollars
and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
improvement projects / (Total business entity
revenue * 0.0010)

Average project cost from the start of the design dollars

and develop products/services process through
the support product manufacturing or service
delivery process for new product/service
development projects / (Total business entity
revenue * 0.0010)

Copyright 2016 APQC 469 of 715

 Formula Units
Average project cost from the start of the design dollars
and develop products/services process through
the support product manufacturing or service
delivery process for new product/service
development projects
Cost of new product/service opportunities from dollars
existing product/service extensions / (Total
business entity revenue * 0.0010)
Cost of new product/service opportunities from dollars
existing product/service extensions / Number of
product/service opportunities that are existing
product/service extensions
Cost of new product/service opportunities from dollars
existing product/service improvements / (Total
business entity revenue * 0.0010)
Cost of new product/service opportunities from dollars
existing product/service improvements / Number
of product/service opportunities that are existing
product/service improvements
Cost of new product/service opportunities from dollars
new product/service developments / (Total
business entity revenue * 0.0010)
Cost of new product/service opportunities from dollars
new product/service developments / Number of
product/service opportunities that are new
product/service developments
(((Costs of research and development (R&D) / percent
Research and development (R&D) costs over the
past three reporting periods) ^ 0.3333) - 1) *
100.0
Engineering change-order costs as a percentage percent
of total new product development costs

Copyright 2016 APQC 470 of 715

 Formula Units
Costs other than personnel, systems, overhead, dollars
and outsourced to generate new product/service
ideas / Total number of product/service
opportunities
Outsourced cost to generate new product/service dollars
ideas / Total number of product/service
opportunities
Personnel cost to generate new product/service dollars
ideas / Total number of product/service
opportunities
((Costs of research and development (R&D) - percent
Research and development (R&D) costs over the
past three reporting periods) / Research and
development (R&D) costs over the past three
reporting periods) * 100.0
Overhead cost to generate new product/service dollars
ideas / Total number of product/service
opportunities
Systems cost to generate new product/service dollars
ideas / Total number of product/service
opportunities
Budget for research and development (R&D) / dollars
Number of FTEs who perform research and
development (R&D)
Costs of research and development (R&D) / dollars
(Total business entity revenue * 0.0010)
((Percentage of research and development (R&D) dollars
cost related to new product development projects
* 0.010) * Costs of research and development
(R&D)) / (Total business entity revenue * 0.001)

Copyright 2016 APQC 471 of 715

 Formula Units
((Percentage of research and development (R&D) dollars
cost related to new product development projects
* -0.01 + 1) * Costs of research and development
(R&D)) / (Total business entity revenue *
0.0010)
Systems cost to support product manufacturing or dollars
service delivery / Number of projects that exit or
complete the test market products/services phase

Total cost to generate new product/service ideas / dollars

Number of concepts in the pre-design phase that
are existing product/service improvements and
extensions
Total cost to generate new product/service ideas / dollars
Number of concepts in the pre-design phase that
are new product/service developments
(Total cost to generate new product/service ideas dollars
+ Total cost to design and develop
products/services + Total cost to test market
products/services + Total cost to support product
manufacturing or service delivery) / (Total
business entity revenue * 0.0010)

(Research and development (R&D) costs over the percent

past three reporting periods / Total revenue over
the past three reporting periods) * 100.0
Research and development (R&D) costs over the dollars
past three reporting periods / (Total revenue over
the past three reporting periods * 0.0010)
Costs of research and development (R&D) / dollars
Number of business entity employees
Percentage of total cost to perform the function percent
"develop and manage products and services"
allocated to equipment cost

Copyright 2016 APQC 472 of 715

 Formula Units
Percentage of total cost to perform the function percent
"develop and manage products and services"
allocated to material cost
Percentage of total cost to perform the function percent
"develop and manage products and services"
allocated to internal personnel cost
Percentage of total cost to perform the function percent
"develop and manage products and services"
allocated to internal systems cost
Percentage of total cost to perform the function percent
"develop and manage products and services"
allocated to outsourced cost
Percentage of total cost to perform the function percent
"develop and manage products and services"
allocated to internal overhead cost
Percentage of total cost to perform the function percent
"develop and manage products and services"
allocated to costs other than equipment, material,
internal personnel, internal systems, internal
overhead, or outsourced costs
Percentage of total cost to perform the function percent
"develop and manage products and services"
allocated to fixed cost
Percentage of total cost to perform the function percent
"develop and manage products and services"
allocated to variable cost
Total annual infrastructure cost for new dollars
product/service development / (Total business
entity revenue * 0.0010)
Total annual cost of poor quality / (Total business dollars
entity revenue * 0.0010)

Copyright 2016 APQC 473 of 715

 Formula Units
Costs of research and development (R&D) / dollars
(Total number of projects * Percentage of new
product/service development projects that are
commercially launched * 0.01)
(Total cost to perform the function "develop and dollars
manage products and services" * 0.01 *
Percentage of total cost to perform the function
"develop and manage products and services"
allocated to equipment cost) / (Total business
entity revenue * 0.0010)

(Total cost to perform the function "develop and dollars

manage products and services" * 0.01 *
Percentage of total cost to perform the function
"develop and manage products and services"
allocated to material cost) / (Total business entity
revenue * 0.0010)

(Total cost to perform the function "develop and dollars

manage products and services" * 0.01 *
Percentage of total cost to perform the function
"develop and manage products and services"
allocated to internal personnel cost) / (Total
business entity revenue * 0.0010)

(Total cost to perform the function "develop and dollars

manage products and services" * 0.01 *
Percentage of total cost to perform the function
"develop and manage products and services"
allocated to internal systems cost) / (Total
business entity revenue * 0.000010)

Copyright 2016 APQC 474 of 715

 Formula Units
(Total cost to perform the function "develop and dollars
manage products and services" * 0.01 *
Percentage of total cost to perform the function
"develop and manage products and services"
allocated to outsourced cost) / (Total business
entity revenue * 0.0010)

(Total cost to perform the function "develop and dollars

manage products and services" * 0.01 *
Percentage of total cost to perform the function
"develop and manage products and services"
allocated to internal overhead cost) / (Total
business entity revenue * 0.0010)

(Total cost to perform the function "develop and dollars

manage products and services" * 0.01 *
Percentage of total cost to perform the function
"develop and manage products and services"
allocated to costs other than equipment, material,
internal personnel, internal systems, internal
overhead, or outsourced costs) / (Total business
entity revenue * 0.0010)

(Total cost to perform the function "develop and dollars

manage products and services" * 0.01 *
Percentage of total cost to perform the function
"develop and manage products and services"
allocated to fixed cost) / (Total business entity
revenue * 0.0010)

(Total cost to perform the function "develop and dollars

manage products and services" * 0.01 *
Percentage of total cost to perform the function
"develop and manage products and services"
allocated to variable cost) / (Total business entity
revenue * 0.0010)

Copyright 2016 APQC 475 of 715

 Formula Units
Total cost to perform the function "develop and dollars
manage products and services" / (Total business
entity revenue * 0.0010)
Total cost to perform the function "develop and dollars
manage products and services" / Number of FTEs
who develop and manage products and services

Total cost to perform the function "develop and dollars

manage products and services" / (Total number of
projects * Percentage of new product/service
development projects that are commercially
launched * 0.01)
Average time-to-market in days for all products days

Average time-to-profitability in months for months

existing product/service improvement projects

Average time-to-profitability in months for new months

product/service development projects
Average design cycle time in days for all days
products
Cycle time in days from the start of the design days
and develop products/services process through
the completion of the test market for
products/services for existing product/service
extension projects
Cycle time in days from the start of the design days
and develop products/services process through
the completion of the test market
products/services process for existing
product/service improvement projects

Copyright 2016 APQC 476 of 715

 Formula Units
Cycle time in days from the start of the design days
and develop products/services process through
the completion of the test market
products/services process for new product/service
development projects
Average time-to-market in days from the start of days
the design and develop products/services process
until the existing product/service extension
project is ready for sale
Average time-to-market in days from the start of days
the design and develop products/services process
until the existing product/service improvement
project is ready for sale
Average time-to-profitability in months for months
existing product/service extension projects
Average time-to-market in days from the start of days
the design and develop products/services process
until the new product/service development
project ready for sale
Number of concepts in the pre-design phase that concepts
are existing product/service improvements and
extensions / (Total business entity revenue *
0.0010)
Number of existing product/service improvement projects
and extension projects / (Total business entity
revenue * 0.000000001)
Number of FTEs who develop and manage FTEs
products and services / (Total business entity
revenue * 0.000000001)
Average number of hours to design and develop hours
products/services for existing product/service
extension projects

Copyright 2016 APQC 477 of 715

 Formula Units
Average number of hours to design and develop hours
products/services for existing product/service
improvement projects
Average number of hours to design and develop hours
products/services for new product/service
development projects
Average percentage variance from budget for percent
existing product/service extension projects
Average percentage variance from budget for percent
existing product/service improvement projects
Average percentage variance from budget for percent
new product/service development projects
Average team size in FTEs for existing FTEs
product/service extension projects / (Total
business entity revenue * 0.000000001)
Average team size in FTEs for existing FTEs
product/service extension projects
Average team size in FTEs for existing FTEs
product/service improvement projects / (Total
business entity revenue * 0.000000001)
Average team size in FTEs for existing FTEs
product/service improvement projects
Average team size in FTEs for new FTEs
product/service development projects / (Total
business entity revenue * 0.000000001)
Average team size in FTEs for new FTEs
product/service development projects
Average number of hours to generate new hours
product/service ideas for existing product/service
extension projects
Average number of hours to generate new hours
product/service ideas for existing product/service
improvement projects

Copyright 2016 APQC 478 of 715

 Formula Units
Average number of hours to generate new hours
product/service ideas for new product/service
development projects
Number of FTEs who develop and manage FTEs
products and services / (Total business entity
revenue * 0.000000001)
Number of existing product/service improvement projects
and extension projects / Number of concepts in
the pre-design phase that are existing
product/service improvements and extensions
Number of new product/service developments projects
projects / Number of concepts in the pre-design
phase that are new product/service developments

Total number of projects / Total number of projects

concepts in the pre-design phase
Percentage of new product/service development percent
projects that are commercially launched

(Number of FTEs who perform research and percent

development (R&D) / Number of business entity
FTEs) * 100.0
Percentage of revenue from products/services percent
launched in the last 12-month reporting period
Percentage of new product/service development percent
projects launched on budget
Percentage of new product/service development percent
projects launched on time
Percentage of new ideas from internal sources percent

Percentage of existing product/service extension percent

projects launched on budget

Copyright 2016 APQC 479 of 715

 Formula Units
Percentage of existing product/service extension percent
projects launched on time
Percentage of existing product/service percent
improvement projects launched on budget

Percentage of existing product/service percent

improvement projects launched on time

Number of product/service opportunities that are improvements

existing product/service improvements / (Total
business entity revenue * 0.0010)
Number of new product/service developments projects
projects / (Total business entity revenue *
0.000000001)
Number of product/service opportunities that are opportunities
new product/service developments / (Total
business entity revenue * 0.0010)
Number of concepts in the pre-design phase that concepts
are new product/service developments / (Total
business entity revenue * 0.000010)
Number of product/service opportunities that are extensions
existing product/service extensions / (Total
business entity revenue * 0.0010)
(Total number of projects * Percentage of new products/services
product/service development projects that are
commercially launched * 0.01) / Number of FTEs
who develop and manage products and services
Number of FTEs who perform research and FTEs
development (R&D) / (Total business entity
revenue * .000000001)
Percentage of employees tasked with at least one percent
innovation goal

Copyright 2016 APQC 480 of 715

 Formula Units
Number of existing product/service improvement projects
and extension projects / (((Percentage of FTEs
who develop and manage products and services
who design and develop products/services +
Percentage of FTEs who develop and manage
products and services who test market
products/services + Percentage of FTEs who
develop and manage products and services who
support product manufacturing or service
delivery)*Number of FTEs who develop and
manage products and services)/100)

Number of concepts in the pre-design phase that concepts

are existing product/service improvements and
extensions / ((Number of FTEs who develop and
manage products and services * Percentage of
FTEs who develop and manage products and
services who generate new product/service ideas)
* 0.010)

Number of product/service opportunities that are improvements

existing product/service improvements / Number
of FTEs who generate new product/service ideas
Number of product/service opportunities that are extensions
existing product/service extensions / Number of
FTEs who generate new product/service ideas

Copyright 2016 APQC 481 of 715

 Formula Units
Number of new product/service developments projects
projects / (((Percentage of FTEs who develop and
manage products and services who design and
develop products/services + Percentage of FTEs
who develop and manage products and services
who test market products/services + Percentage
of FTEs who develop and manage products and
services who support product manufacturing or
service delivery)*Number of FTEs who develop
and manage products and services)/100)

Number of product/service opportunities that are concepts

new product/service developments / Number of
FTEs who generate new product/service ideas
Percentage of total innovation spend allocated to percent
enhancements to existing
products/processes/business models
Percentage of total innovation spend allocated to percent
major extensions to products/processes/business
models
Percentage of total innovation spend allocated to percent
new or white space opportunities
Percentage of total innovation spend allocated to percent
other categories

Percentage of external ideas from percent

clients/customers
Percentage of external ideas from competitors percent

Percentage of external ideas from consultants percent

Percentage of external ideas from other sources percent

Copyright 2016 APQC 482 of 715

 Formula Units
Percentage of external ideas from partners percent

Percentage of external ideas from suppliers percent

Percentage of research and development (R&D) percent

cost related to new product development projects
(100 - Percentage of research and development percent
(R&D) cost related to new product development
projects)
(Costs of research and development (R&D) / percent
Total business entity revenue) * 100.0
Percentage of new ideas from external sources percent

(Customer accounts set up for EDI to submit percent

sales orders / Number of customers in the
customer master file) * 100.0
Percentage of active customers who transact via percent
an electronic marketplace
((Number of FTEs who perform the marketing percent
function + Number of FTEs who perform the
sales function + Number of FTEs who perform
research and development (R&D)) / Number of
business entity FTEs) * 100.0
Net Promoter Score percent

Total value of sales order line items lost due to dollars

lack of production capacity/stockouts / (Total
business entity revenue * 0.0000010)
Number of FTEs who perform the marketing FTEs
function / (Total business entity revenue *
0.000000001)
Number of FTEs who perform the sales function / FTEs
(Total business entity revenue * 0.000000001)

Copyright 2016 APQC 483 of 715

 Formula Units
Customer retention rate for all customers percent

Percentage of customers targeted through percent

campaigns using the website channel
Percentage of customers targeted through percent
campaigns using the mobile application channel
Percentage of customers targeted through percent
campaigns using the search engine marketing
channel
Percentage of customers targeted through percent
campaigns using the social media channel
Percentage of customers targeted through percent
campaigns using the traditional face-to-face
contact channel
Percentage of customers targeted through percent
campaigns using the direct mail channel
Percentage of customers targeted through percent
campaigns using the indirect marketing channel
(Number of FTEs who perform the marketing percent
function/Number of business entity FTEs)*100
(Revenue received from orders through a direct percent
connection to the system / Total business entity
revenue) * 100.0
(Revenue received from EDI orders / Total percent
business entity revenue) * 100.0
(Revenue received from email orders / Total percent
business entity revenue) * 100.0
(Revenue received from fax and mail orders / percent
Total business entity revenue) * 100.0
(Revenue received from internet orders / Total percent
business entity revenue) * 100.0

Copyright 2016 APQC 484 of 715

 Formula Units
(Revenue received from orders through other percent
methods / Total business entity revenue) * 100.0

(Revenue received from telephone orders / Total percent

business entity revenue) * 100.0
(Revenue received from WAP orders / Total percent
business entity revenue) * 100.0
((Revenue received from internet orders + percent
Revenue received from WAP orders + Revenue
received from EDI orders + Revenue received
from orders through a direct connection to the
system) / Total business entity revenue) * 100.0
Percentage of active customers that are profitable percent

(Total in-house operating cost for your HR dollars

service center for North American center + Total
of all outsourcing costs associated with HR
service center for North American center) / Total
organization revenue
(Total in-house operating cost for your HR dollars
service 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)

CUSTOM dollars

CUSTOM dollars

CUSTOM dollars

Copyright 2016 APQC 485 of 715

 Formula Units
((Total cost to perform the function "develop and percent
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

Budget to perform the function "develop and dollars

manage human capital" / (Total business entity
revenue*.001)
Budget to perform the function "develop and dollars
manage human capital" / Number of business
entity FTEs
Budget to perform the function "develop and dollars
manage human capital" / Number of business
entity employees
Personnel cost for all employees / (Total dollars
business entity revenue * .001)
Total cost to perform the function "develop and dollars
manage human capital" / Number of business
entity FTEs
Internal cost for HR administration / (Total dollars
business entity revenue * 0.0010)
Internal cost for HR administration / Number of dollars
business entity employees
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)

Copyright 2016 APQC 486 of 715

 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 personnel costs * .0001)
/ Number of business entity FTEs

(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)
/ Number of 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 systems costs * .0001) /
(Total business entity revenue*.001)

(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

Total cost to perform the function "develop and dollars

manage human capital" / (Total business entity
revenue*.001)
Total cost to perform the function "develop and dollars
manage human capital" / Number of FTEs who
perform the process group "develop and counsel
employees"

Copyright 2016 APQC 487 of 715

 Formula Units
Total cost to perform the function "develop and dollars
manage human capital" / Number of FTEs who
perform the process group "manage employee
information"
Total cost to perform the function "develop and dollars
manage human capital" / Number of FTEs who
perform the process group "recruit, source, and
select employees"
Total cost to perform the function "develop and dollars
manage human capital" / Number of FTEs who
perform the process group "redeploy and retire
employees"
Total cost to perform the function "develop and dollars
manage human capital" / Number of FTEs who
perform the process group "reward and retain
employees"
Total cost to perform the function "develop and dollars
manage human capital" / Number of FTEs who
perform the process group "develop and manage
human resources (HR) planning, policies, and
strategies"
Total cost to perform the function "develop and dollars
manage human capital" / Number of FTEs who
perform the function "develop and manage
human capital"
Total cost to perform the function "develop and dollars
manage human capital" / Number of business
entity employees
Personnel cost of temporary staff/contractors / dollars
Number of temporary staff/contractors
Personnel cost for all middle dollars
management/specialist employees / Number of
middle management/specialist employees

Copyright 2016 APQC 488 of 715

 Formula Units
Personnel cost for all operational worker/office dollars
staff employees / Number of operational
worker/office staff employees
Personnel cost for all senior dollars
management/executive employees / Number of
senior management/executive employees
Number of FTEs who perform the function FTEs
"develop and manage human capital" / (Total
business entity revenue*.000000001)
Average speed to answer in seconds for your HR seconds
service center for North American center
First contact resolution rate for North American percent
center
Number of FTEs who perform HR administrative FTEs
activities (exclude the activities for processing
and distributing payments) / (Total business
entity revenue*.000000001)
CUSTOM employees

CUSTOM transactions
CUSTOM calls/inquiries
CUSTOM employees

CUSTOM transactions
CUSTOM calls/inquiries
CUSTOM employees
CUSTOM employees
Total employee headcount served by shared employees
services organization / Recruiting/staffing service
center specialist headcount for North American
Center

Copyright 2016 APQC 489 of 715

 Formula Units
Number of job requisitions handled by SSO for requisitions
North American center / Recruiting/staffing
service center specialist headcount for North
American Center
Number of hires handled by SSO for North hires
American center / Recruiting/staffing service
center specialist headcount for North American
Center
Total employee headcount served by shared employees
services organization / Workforce administration
service center specialist headcount for North
American Center
Total employee headcount served by shared employees
services organization / Training administration
service center specialist headcount for North
American Center
Total employee headcount served by shared employees
services organization / Leave of absence
administration service center specialist headcount
for North American Center
Total employee headcount served by shared employees
services organization / Employee relations
service center specialist headcount for North
American Center
Self-service transaction volume for Center 1 / transactions
Total employee headcount for Center 1
Self-service inquiry volume for Center 1 / Total inquiry
employee headcount for Center 1
Self-service transaction volume for Center 2 / transactions
Total employee headcount for Center 2
Self-service inquiry volume for Center 2 / Total inquiry
employee headcount for Center 2
Self-service transaction volume for Center 3 / transactions
Total employee headcount for Center 3

Copyright 2016 APQC 490 of 715

 Formula Units
Self-service inquiry volume for Center 3 / Total inquiry
employee headcount for Center 3
Self-service transaction volume for Center 4 / transactions
Total employee headcount for Center 4
Self-service inquiry volume for Center 4 / Total inquiry
employee headcount for Center 4
Self-service transaction volume for Center 5 / transactions
Total employee headcount for Center 5
Self-service inquiry volume for Center 5 / Total inquiry
employee headcount for Center 5
Self-service transaction volume for Center 6 / transactions
Total employee headcount for Center 6
Self-service inquiry volume for Center 6 / Total inquiry
employee headcount for Center 6
Self-service transaction volume for Center 7 / transactions
Total employee headcount for Center 7
Self-service inquiry volume for Center 7 / Total inquiry
employee headcount for Center 7
Total employee headcount served by shared employees
services organization / HR business partners for
overall HR organization
Total employee headcount served by shared employees
services organization / HR generalists for overall
HR organization
Total employee headcount served by shared employees
services organization / HR administrators for
overall HR organization
Total employee headcount served by shared employees
services organization / Total field HR headcount
for overall HR organization
CUSTOM transactions

Copyright 2016 APQC 491 of 715

 Formula Units
CUSTOM calls/inquiries

CUSTOM employees

CUSTOM retirees

Transaction volume for Center 1 / Total transactions

employee headcount for Center 1
Call/inquiry volume for Center 1 / Total calls
employee headcount for Center 1
Employees served by Center 1 / Total employee employees
headcount for Center 1
Retirees served by Center 1 / Total employee retirees
headcount for Center 1
Transaction volume for Center 2 / Total transactions
employee headcount for Center 2
Call/inquiry volume for Center 2 / Total calls
employee headcount for Center 2
Employees served by Center 2 / Total employee employees
headcount for Center 2
Retirees served by Center 2 / Total employee retirees
headcount for Center 2
Transaction volume for Center 3 / Total transactions
employee headcount for Center 3
Call/inquiry volume for Center 3 / Total calls
employee headcount for Center 3
Employees served by Center 3 / Total employee employees
headcount for Center 3
Retirees served by Center 3 / Total employee retirees
headcount for Center 3
Transaction volume for Center 4 / Total transactions
employee headcount for Center 4
Call/inquiry volume for Center 4 / Total calls
employee headcount for Center 4

Copyright 2016 APQC 492 of 715

 Formula Units
Employees served by Center 4 / Total employee employees
headcount for Center 4
Retirees served by Center 4 / Total employee retirees
headcount for Center 4
Transaction volume for Center 5 / Total transactions
employee headcount for Center 5
Call/inquiry volume for Center 5 / Total calls
employee headcount for Center 5
Employees served by Center 5 / Total employee employees
headcount for Center 5
Retirees served by Center 5 / Total employee retirees
headcount for Center 5
Transaction volume for Center 6 / Total transactions
employee headcount for Center 6
Call/inquiry volume for Center 6 / Total calls
employee headcount for Center 6
Employees served by Center 6 / Total employee employees
headcount for Center 6
Retirees served by Center 6 / Total employee retirees
headcount for Center 6
Transaction volume for Center 7 / Total transactions
employee headcount for Center 7
Call/inquiry volume for Center 7 / Total calls
employee headcount for Center 7
Employees served by Center 7 / Total employee employees
headcount for Center 7
Retirees served by Center 7 / Total employee retirees
headcount for Center 7

Copyright 2016 APQC 493 of 715

 Formula Units
Total employee headcount served by shared employees
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)

Total employee headcount served by shared employees

services organization / (Tier 2 representative
headcount for Center 1 + Tier 2 representative
headcount for Center 2 + Tier 2 representative
headcount for Center 3 + Tier 2 representative
headcount for Center 4 + Tier 2 representative
headcount for Center 5 + Tier 2 representative
headcount for Center 6 + Tier 2 representative
headcount for Center 7)

(Total employee headcount served by shared customers

services organization + Total retiree headcount
served by shared services organization) / Total
HR headcount for overall HR organization
Total employee headcount served by shared employees
services organization / HRIS headcount for
overall HR organization
Total employee headcount served by shared employees
services organization / Talent acquisition CoE
headcount for entire shared services operation
Total employee headcount served by shared employees
services organization / Talent management CoE
headcount for entire shared services operation

Copyright 2016 APQC 494 of 715

 Formula Units
Total employee headcount served by shared employees
services organization / Compensation CoE
headcount for entire shared services operation
Total employee headcount served by shared employees
services organization / Benefits CoE headcount
for entire shared services operation
Total employee headcount served by shared employees
services organization / Employee and labor
relations CoE headcount for entire shared
services operation
Total employee headcount served by shared employees
services organization / Dedicated continuous
improvement headcount for overall HR
organization
Tier 1 representative headcount for Center 1 / employees
Manager/supervisor headcount for Center 1
Transaction volume for Center 1 / Tier 1 transactions
representative headcount for Center 1
Call/inquiry volume for Center 1 / Tier 1 calls
representative headcount for Center 1
Tier 1 representative headcount for Center 2 / employees
Manager/supervisor headcount for Center 2
Transaction volume for Center 2 / Tier 1 transactions
representative headcount for Center 2
Call/inquiry volume for Center 2 / Tier 1 calls
representative headcount for Center 2
Tier 1 representative headcount for Center 3 / employees
Manager/supervisor headcount for Center 3
Transaction volume for Center 3 / Tier 1 transactions
representative headcount for Center 3
Call/inquiry volume for Center 3 / Tier 1 calls
representative headcount for Center 3
Tier 1 representative headcount for Center 4 / employees
Manager/supervisor headcount for Center 4

Copyright 2016 APQC 495 of 715

 Formula Units
Transaction volume for Center 4 / Tier 1 transactions
representative headcount for Center 4
Call/inquiry volume for Center 4 / Tier 1 calls
representative headcount for Center 4
Tier 1 representative headcount for Center 5 / employees
Manager/supervisor headcount for Center 5
Transaction volume for Center 5 / Tier 1 transactions
representative headcount for Center 5
Call/inquiry volume for Center 5 / Tier 1 calls
representative headcount for Center 5
Tier 1 representative headcount for Center 6 / employees
Manager/supervisor headcount for Center 6
Transaction volume for Center 6 / Tier 1 transactions
representative headcount for Center 6
Call/inquiry volume for Center 6 / Tier 1 calls
representative headcount for Center 6
Tier 1 representative headcount for Center 7 / employees
Manager/supervisor headcount for Center 7
Transaction volume for Center 7 / Tier 1 transactions
representative headcount for Center 7
Call/inquiry volume for Center 7 / Tier 1 calls
representative headcount for Center 7
Tier 2 representative headcount for Center 1 / employees
Manager/supervisor headcount for Center 1
Transaction volume for Center 1 / Tier 2 transactions
representative headcount for Center 1
Call/inquiry volume for Center 1 / Tier 2 calls
representative headcount for Center 1
Tier 2 representative headcount for Center 2 / employees
Manager/supervisor headcount for Center 2
Transaction volume for Center 2 / Tier 2 transactions
representative headcount for Center 2
Call/inquiry volume for Center 2 / Tier 2 calls
representative headcount for Center 2

Copyright 2016 APQC 496 of 715

 Formula Units
Tier 2 representative headcount for Center 3 / employees
Manager/supervisor headcount for Center 3
Transaction volume for Center 3 / Tier 2 transactions
representative headcount for Center 3
Call/inquiry volume for Center 3 / Tier 2 calls
representative headcount for Center 3
Tier 2 representative headcount for Center 4 / employees
Manager/supervisor headcount for Center 4
Transaction volume for Center 4 / Tier 2 transactions
representative headcount for Center 4
Call/inquiry volume for Center 4 / Tier 2 calls
representative headcount for Center 4
Tier 2 representative headcount for Center 5 / employees
Manager/supervisor headcount for Center 5
Transaction volume for Center 5 / Tier 2 transactions
representative headcount for Center 5
Call/inquiry volume for Center 5 / Tier 2 calls
representative headcount for Center 5
Tier 2 representative headcount for Center 6 / employees
Manager/supervisor headcount for Center 6
Transaction volume for Center 6 / Tier 2 transactions
representative headcount for Center 6
Call/inquiry volume for Center 6 / Tier 2 calls
representative headcount for Center 6
Tier 2 representative headcount for Center 7 / employees
Manager/supervisor headcount for Center 7
Transaction volume for Center 7 / Tier 2 transactions
representative headcount for Center 7
Call/inquiry volume for Center 7 / Transaction calls
volume for Center 7
Number of middle management/specialist employees
employees / Number of FTEs who perform the
function "develop and manage human capital"

Copyright 2016 APQC 497 of 715

 Formula Units
Number of operational worker/office staff employees
employees / Number of FTEs who perform the
function "develop and manage human capital"
Number of business entity employees / Number employees
of FTEs who perform the function "develop and
manage human capital"
Number of senior management/executive employees
employees / Number of FTEs who perform the
function "develop and manage human capital"
Number of business entity employees / Number employees
of FTEs who perform HR administrative
activities (exclude the activities for processing
and distributing payments)
((Hardware costs associated with ownership for percent
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) / Total
cost to perform the function "develop and
manage human capital") * 100.0

(Number of operational worker/office staff percent

employees / Number of business entity
employees) * 100
Percentage of FTEs who perform the function percent
"develop and manage human capital" that do not
directly report to the HR organization
(Number of employees greater than 60 years old / percent
Number of business entity employees) * 100.0
(Number of employees between 25 and 30 years percent
old / Number of business entity employees) *
100.0

Copyright 2016 APQC 498 of 715

 Formula Units
(Number of employees between 30 and 35 years percent
old / Number of business entity employees) *
100.0
(Number of employees between 35 and 40 years percent
old / Number of business entity employees) *
100.0
(Number of employees between 40 and 45 years percent
old / Number of business entity employees) *
100.0
(Number of employees between 45 and 50 years percent
old / Number of business entity employees) *
100.0
(Number of employees between 50 and 55 years percent
old / Number of business entity employees) *
100.0
(Number of employees between 55 and 60 years percent
old / Number of business entity employees) *
100.0
(Number of employees less than 25 years old / percent
Number of business entity employees) * 100.0
((Number of employees employed between 15 percent
and 20 years + Number of employees employed
between 20 and 25 years + Number of employees
employed greater than 25 years) / Number of
business entity employees) * 100.0
((Number of employees employed between 20 percent
and 25 years + Number of employees employed
greater than 25 years) / Number of business entity
employees) * 100.0
(Number of employees employed greater than 25 percent
years / Number of business entity employees) *
100.0

Copyright 2016 APQC 499 of 715

 Formula Units
(Number of employees employed less than 1 year percent
/ Number of business entity employees) * 100.0

((Number of employees employed less than 1 percent

year + Number of employees employed between
1 and 5 years) / Number of business entity
employees) * 100.0
(Number of middle management/specialist percent
employees / Number of business entity
employees) * 100
(Number of female operational worker/office percent
staff employees / Number of operational
worker/office staff employees) * 100
(Number of female middle percent
management/specialist employees / Number of
middle management/specialist employees) *
100.0
(Number of senior management/executive percent
employees / Number of business entity
employees) * 100
(Personnel cost for all senior percent
management/executive employees / Personnel
cost for all employees) * 100.0
(Number of female senior management/executive percent
employees / Number of senior
management/executive employees) * 100.0
(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 cost to perform the HR function percent
allocated to external costs

Copyright 2016 APQC 500 of 715

 Formula Units
(Overhead cost to perform the function "develop percent
and manage human capital" / Total cost to
perform the function "develop and manage
human capital") * 100.0
((Total cost to perform the function "develop and percent
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 cost to perform the function "develop and
manage human capital") * 100

((Total cost to perform the function "develop and percent

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

(Personnel cost for all operational worker/office percent

staff employees / Personnel cost for all
employees) * 100.0
(Personnel cost for all middle percent
management/specialist employees / Personnel
cost for all employees) * 100
Percentage of total employees who are remote percent
employees
Number of portal hits for North American portal hits
center / (Total employee headcount served by
shared services organization * 0.001)
HR service center employee turnover rate for percent
North American center
CUSTOM transactions

Copyright 2016 APQC 501 of 715

 Formula Units
CUSTOM inquiries

(Total cost to perform the process "develop dollars

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 business entity revenue
* .001)

(((Percentage of IT cost allocated to the process dollars

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)
(Total cost to perform the process group "manage dollars
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 business entity revenue *
.001)

IT costs during the past year / Number of dollars

business entity employees
IT costs during the past year / Number of FTEs dollars
who perform the function "manage information
technology"

Copyright 2016 APQC 502 of 715

 Formula Units
(IT budget for the past year / Total business percent
entity revenue) * 100.0

IT budget for the past year / Number of business dollars

entity employees
IT budget for the past year / Number of business dollars
entity FTEs
IT costs during the past year / (Total business dollars
entity revenue * 0.0010)
IT costs during the past year / Number of dollars
business entity FTEs
(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 costs
other than internal/external personnel, hardware,
software, data/voice networks, or
facilities/overhead *.0001) / (Total business
entity revenue * 0.0010)

(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
facilities/overhead *.0001) / (Total business
entity revenue * 0.0010)

Copyright 2016 APQC 503 of 715

 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)

(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 hardware
+ Percentage of IT operating cost (excluding
depreciation/amortization) allocated to software
+ Percentage of IT operating cost (excluding
depreciation/amortization) allocated to data and
voice networks)*.0001) / (Total business entity
revenue * 0.0010)

(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
"manage enterprise information" + Percentage of
IT operating cost (excluding
depreciation/amortization) dedicated to process
"develop and maintain IT solutions")*.0001) /
(Total business entity revenue * 0.0010)

Copyright 2016 APQC 504 of 715

 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)

(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
"manage the business of IT" + Percentage of IT
operating cost (excluding
depreciation/amortization) dedicated to process
"develop and manage IT customer relationships"
+ Percentage of IT operating cost (excluding
depreciation/amortization) dedicated to process
"develop and implement security, privacy, and
data protection controls")*.0001) / (Total
business entity revenue * 0.0010)

(Total annual IT cost (excluding Dollars

depreciation/amortization) * Percentage of total
IT cost (excluding depreciation/amortization)
allocated to IT capital cost * .01) / Number of
business entity FTEs

Copyright 2016 APQC 505 of 715

 Formula Units
Total annual IT cost (excluding Dollars
depreciation/amortization) / (Total business
entity revenue * 0.0010)
Total annual IT cost (excluding Dollars
depreciation/amortization) / Number of business
entity FTEs
Total annual IT cost (excluding Dollars
depreciation/amortization) / Number of FTEs
who perform the function "manage information
technology"
(Total annual IT cost (excluding Dollars
depreciation/amortization) * Percentage of total
IT cost (excluding depreciation/amortization)
allocated to IT operating cost * .01) / Number of
business entity FTEs
(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) that is outsourced
* .0001) / (Total business entity revenue *
0.0010)
IT budget dedicated to supporting product dollars
development / IT FTEs supporting product
development
(IT costs during the past year * (Percentage of IT dollars
cost allocated to internal personnel cost +
Percentage of IT cost allocated to external
personnel cost) * 0.01) / (Total business entity
revenue * 0.0010)

Copyright 2016 APQC 506 of 715

 Formula Units
(IT costs during the past year * (Percentage of IT dollars
cost allocated to hardware + Percentage of IT
cost allocated to software + Percentage of IT cost
allocated to data and voice networks) * .01) /
(Total business entity revenue * .0010)
(IT costs during the past year * Percentage of IT dollars
cost allocated to facilities and overhead * .01) /
(Total business entity revenue * .0010)
(IT costs during the past year * Percentage of IT dollars
cost allocated to cost other than personnel,
systems, overhead, and outsourced * .01) / (Total
business entity revenue * .0010)
Average budget variance for application Percent
development and maintenance projects
Time in months to break even for new or months
enhanced IT services for investments less than
$100,000
Time to break even for new or enhanced IT months
services with an investment level more than $100
million
Time in months to break even for new or months
enhanced IT services for investments between $ 1
million and $100 million
Time in months to break even for new or months
enhanced IT services for investments between
$100,000 and $250,000
Time in months to break even for new or months
enhanced IT services for investments between
$250,000 and $500,000
Time in months to break even for new or months
enhanced IT services for investments between
$500,000 and $1 million

Copyright 2016 APQC 507 of 715

 Formula Units
Average build-to-launch time in months for months
major new or enhanced IT services in the
investment level of less than $100,000 USD
Average build-to-launch time in months for months
major new or enhanced IT services in the
investment level of greater than $100 million
USD
Average build-to-launch time in months for months
major new or enhanced IT services in the
investment level of $1 million - $100 million
USD
Average build-to-launch time in months for months
major new or enhanced IT services in the
investment level of $100,000-$250,000 USD
Average build-to-launch time in months for months
major new or enhanced IT services in the
investment level of $250,000-$500,000 USD
Average build-to-launch time in months for months
major new or enhanced IT services in the
investment level of $500,000-$1 million USD
Average cycle time in months to break even for Months
major new or enhanced services
Number of employees who perform the function employees
"manage information technology" / (Total
business entity revenue * 0.000000001)
Number of FTEs who perform the function FTEs
"manage information technology"/(Total business
entity revenue * 0.0000000010)

Copyright 2016 APQC 508 of 715

 Formula Units
(Number of FTEs who perform the function FTEs
"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)

(Number of FTEs who perform the function FTEs

"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 who perform the function FTEs

"manage information technology" * (Percentage
of IT FTEs performing the process area "manage
the business of IT" + Percentage of IT FTEs
performing the process area "Develop and
manage IT customer relationships" + Percentage
of IT FTEs performing the process area "Develop
and implement security, privacy, and data
protection controls")*.01) / (Total business entity
revenue * 0.0000000010)

Average schedule variance for application Percent

development and maintenance projects
Applications are in the enterprise application Applications
portfolio/(Total business entity revenue *
0.000000001)
Average number of function points delivered per Function Points
application development FTE

Copyright 2016 APQC 509 of 715

 Formula Units
Average number of function points delivered per Function Points
application support FTE
Number of end users serviced by the function end users serviced
"manage information technology" / Number of
FTEs who perform the function "manage
information technology"
Percentage of FTEs who perform the function percent
"manage information technology" who are
external FTEs
(Number of FTEs who perform the function FTEs
"manage information technology" * Percentage
of FTEs who perform the function "manage
information technology" who are external FTEs
*.01) / (Total business entity revenue *
0.0000000010)

Percentage of application development and Percent

support FTEs that are for development
Percentage of application development and Percent
support FTEs that are for support
Percentage of respondents claiming to be Percent
satisfied with the IT helpdesk
Percentage of FTEs performing IT processes that Percent
perform application development roles
Percentage of FTEs performing IT processes that Percent
perform application support roles
Percentage of FTEs performing IT processes that Percent
perform executive or administrative roles
Percentage of FTEs performing IT processes that Percent
perform infrastructure operations roles
Percentage of FTEs performing IT processes that Percent
perform infrastructure support roles

Copyright 2016 APQC 510 of 715

 Formula Units
Percentage of FTEs performing IT processes that Percent
perform non-executive leadership roles (typically
first-line manager or team lead)
Percentage of FTEs performing IT processes that Percent
perform perform policy-level executive roles
Percentage of FTEs performing IT processes that Percent
perform program or project management roles

Percentage of FTEs performing IT processes that Percent

perform roles other than executive,
administrative, strategy, planning,
program/project management, application
development/support, infrastructure
operations/support, or user support

Percentage of FTEs performing IT processes that Percent

perform strategy and planning roles
Percentage of FTEs performing IT processes that Percent
perform user support roles
Percentage of IT costs (infrastructure, Percent
applications, people) related to the "Legacy"
environment

Percentage of IT operating cost (excluding Percent

depreciation/amortization) spent on external
business application development and
maintenance services
Percentage of IT operating cost (excluding Percent
depreciation/amortization) spent on externally-
provided cloud services
Percentage of IT operating cost (excluding Percent
depreciation/amortization) spent on externally-
provided infrastructure operations services

Copyright 2016 APQC 511 of 715

 Formula Units
Percentage of IT operating cost (excluding Percent
depreciation/amortization) spent on externally-
provided user support services
(Percentage of IT operating cost (excluding Percent
depreciation/amortization) dedicated to process
"manage enterprise information" + Percentage of
IT operating cost (excluding
depreciation/amortization) dedicated to process
"develop and maintain IT solutions")

(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")

(Percentage of IT operating cost (excluding Percent

depreciation/amortization) dedicated to process
"manage the business of IT" + Percentage of IT
operating cost (excluding
depreciation/amortization) dedicated to process
"develop and manage IT customer relationships"
+ Percentage of IT operating cost (excluding
depreciation/amortization) dedicated to process
"develop and implement security, privacy, and
data protection controls")

Percentage of total IT cost (excluding Percent

depreciation/amortization) dedicated to operating
the business
Percentage of total IT cost (excluding Percent
depreciation/amortization) allocated to
growth/transformation

Copyright 2016 APQC 512 of 715

 Formula Units
(Number of FTEs who perform the function FTEs
"manage information technology" * Percentage
of IT employees reporting internally somewhere
other than IT *.01) / (Total business entity
revenue * 0.0000000010)
(Number of FTEs who perform the function FTEs
"manage information technology" * Percentage
of IT employees reporting into the internal IT
organization *.01) / (Total business entity
revenue * 0.0000000010)
Percentage of IT purchases where the key Percent
decisions are made outside of the IT organization

Percentage allocation of IT costs related to the Percent

"Legacy" environment for other to control and/or
reduce the costs of your legacy environment in
the next 3 to 5 years
Percentage allocation of IT costs related to the Percent
"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
Percentage allocation of IT costs related to the Percent
"Legacy" environment for gradually renewing /
revising / consolidating hardware to control
and/or reduce the costs of the enterprise legacy
environment in the next 3 to 5 years
Percentage allocation of IT costs related to the Percent
"Legacy" environment for renewing hardware,
software and application environment to control
and/or reduce the costs of the enterprise legacy
environment in the next 3 to 5 years

Copyright 2016 APQC 513 of 715

 Formula Units
Percentage allocation of IT costs related to the Percent
"Legacy" environment for using an outsourcing
partner to control and/or reduce the costs of the
enterprise legacy environment in the next 3 to 5
years
Percentage allocation of IT costs related to the Percent
"Legacy" environment for use cloud services to
control and/or reduce the costs of the enterprise
legacy environment in the next 3 to 5 years

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
Percentage of IT cost allocated to operating the percent
business
Percentage of IT cost allocated to growing and percent
transforming the business

((Total cost to perform the process group "deploy percent

IT solutions" + Total cost to perform the process
group "deliver and support IT service" ) / IT costs
during the past year) * 100
(Percentage of IT cost allocated to the process percent
group "manage the business of information
technology"+Percentage of IT cost allocated to
the process group "develop and manage IT
customer relationships"+Percentage of IT cost
allocated to the process group "manage business
resiliency and risk"+Percentage of IT cost for the
process group "manage IT knowledge")

Copyright 2016 APQC 514 of 715

 Formula Units
((Total cost to perform the process "develop percent
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") / IT costs during the past year) *100

Total number of branches forming the branch branches

network
Percentage of your organization's revenue growth percent
over the past three years due to acquisitions

Growth or decline in the count of active finished percent

products/SKUs over the past three years
Growth or decline in the count of active raw percent
material products/SKUs over the past three years

Average project cost from the start of the design dollars

and develop products/services process through
the support product manufacturing or service
delivery process for existing product/service
improvement projects
Average project cost from the start of the design dollars
and develop products/services process through
the support product manufacturing or service
delivery process for new product/service
development projects

Copyright 2016 APQC 515 of 715

 Formula Units
(Total cost to perform the function "develop and dollars
manage products and services" * (Percentage of
FTEs (including external) that perform the
function "develop and manage products and
services" allocated to the process "design and
prototype products and services" + Percentage of
FTEs (including external) that perform the
function "develop and manage products and
services" allocated to the process "test market for
new or revised products and services" +
Percentage of FTEs (including external) that
perform the function "develop and manage
products and services" allocated to the process
"prepare for production/service delivery") * 0.01)
/ (Total business entity revenue * 0.0010)

(Total cost to perform the function "develop and dollars

manage products and services" * (Percentage of
FTEs (including external) that perform the
function "develop and manage products and
services" allocated to the process "design and
prototype products and services" + Percentage of
FTEs (including external) that perform the
function "develop and manage products and
services" allocated to the process "test market for
new or revised products and services" +
Percentage of FTEs (including external) that
perform the function "develop and manage
products and services" allocated to the process
"prepare for production/service delivery") * 0.01)
/ Total number of projects

Copyright 2016 APQC 516 of 715

 Formula Units
(Total cost to perform the function "develop and dollars
manage products and services" * (Percentage of
FTEs (including external) that perform the
function "develop and manage products and
services" allocated to the process "design and
prototype products and services" + Percentage of
FTEs (including external) that perform the
function "develop and manage products and
services" allocated to the process "test market for
new or revised products and services" +
Percentage of FTEs (including external) that
perform the function "develop and manage
products and services" allocated to the process
"prepare for production/service delivery") * 0.01)
/ (Number of FTEs who develop and manage
products and services * (Percentage of total cost
to perform the function "develop and manage
products and services" allocated to the process
"design and prototype products and services" +
Percentage of total cost to perform the function
"develop and manage products and services"
allocated to the process "test market for new or
revised products and services" + Percentage of
total cost to perform the function "develop and
manage products and services" allocated to the
process "prepare for production/service
delivery") * 0.01)

Total cost to support product manufacturing or dollars

service delivery / Number of projects that exit or
complete the test market products/services phase

Copyright 2016 APQC 517 of 715

 Formula Units
(Total cost to generate new product/service ideas dollars
+ Total cost to design and develop
products/services + Total cost to test market
products/services + Total cost to support product
manufacturing or service delivery) / Number of
projects that exit or complete the test market
products/services phase

Cycle time in days from the start of the design days

and develop products/services process through
the completion of the test market
products/services process for new product/service
development projects
Cycle time in days from the start of the design days
and develop products/services process through
the completion of the test market
products/services process for existing
product/service improvement projects

(Number of FTEs who develop and manage FTEs

products and services * (Percentage of total cost
to perform the function "develop and manage
products and services" allocated to the process
"design and prototype products and services" +
Percentage of total cost to perform the function
"develop and manage products and services"
allocated to the process "test market for new or
revised products and services" + Percentage of
total cost to perform the function "develop and
manage products and services" allocated to the
process "prepare for production/service
delivery") * 0.01) / (Total business entity revenue
* 0.000000001)

Copyright 2016 APQC 518 of 715

 Formula Units
Number of projects that enter the design and projects
develop products/services phase / Number of
projects that enter the test market
products/services phase
Number of projects that enter the test market projects
products/services phase / Number of projects that
exit or complete the test market products/services
phase
Total number of projects / (Number of FTEs who projects
develop and manage products and services *
(Percentage of total cost to perform the function
"develop and manage products and services"
allocated to the process "design and prototype
products and services" + Percentage of total cost
to perform the function "develop and manage
products and services" allocated to the process
"test market for new or revised products and
services" + Percentage of total cost to perform
the function "develop and manage products and
services" allocated to the process "prepare for
production/service delivery") * 0.01)

Total cost to generate new product/service ideas / dollars

Total number of concepts in the pre-design phase

Systems cost to generate new product/service dollars

ideas / (Total business entity revenue * 0.000010)

Costs other than personnel, systems, overhead, dollars

and outsourced to generate new product/service
ideas / (Total business entity revenue * 0.0010)
Overhead cost to generate new product/service dollars
ideas / (Total business entity revenue * 0.0010)

Copyright 2016 APQC 519 of 715

 Formula Units
Personnel cost to generate new product/service dollars
ideas / (Total business entity revenue * 0.0010)
Outsourced cost to generate new product/service dollars
ideas / (Total business entity revenue * 0.0010)
Total cost to generate new product/service ideas / dollars
(Total business entity revenue * 0.0010)
Number of FTEs who generate new FTEs
product/service ideas / (Total business entity
revenue * 0.000000001)
Percentage of products are based on common percent
development platforms
Percentage of parts that are common across major percent
product lines
Average lead time in months between subsequent days
product generations

Customer wallet share percent

Market share percent

Percentage of revenue growth for the top 20 percent

percent of customers
Percentage of profitability change for the top 20 percent
percent of customers
Key customer retention rate percent

Relative change in brand performance over the percent

past three years
Percentage of customers who can name your percent
business entity's brand in an unaided recall test
Percentage of customers who would recommend percent
your business entity's product/service to
family/friends

Copyright 2016 APQC 520 of 715

 Formula Units
Percentage of revenue from customers making percent
their first purchase of the brand in the last 12-
month reporting period
(Budget for sales / Total business entity revenue) percent
* 100
Average monthly product family sales forecast percent
error
(Number of FTEs who perform the sales percent
function/Number of business entity FTEs)*100
Average return on investment for marketing/sales percent
campaigns for the website channel
Average return on investment for marketing/sales percent
campaigns for the mobile application channel
Average return on investment for marketing/sales percent
campaigns for the search engine marketing
channel
Average return on investment for marketing/sales percent
campaigns for the social media channel
Average return on investment for marketing/sales percent
campaigns for the face-to-face channel
Average return on investment for marketing/sales percent
campaigns for the indirect marketing channel
Percentage of total annual marketing spending percent
spent on business entity's website
Percentage of total annual marketing spending percent
spent on social media
Percentage of total annual marketing spending percent
spent on mobile applications
Percentage of total annual marketing spending percent
spent on traditional face-to-face contacts
Percentage of total annual marketing spending percent
spent on search engine marketing
Percentage of total annual marketing spending percent
spent on other channels

Copyright 2016 APQC 521 of 715

 Formula Units
Percentage of total annual marketing spending percent
spent on indirect marketing
S25320470QN0001 percent

Budget for sales / Number of FTEs who perform dollars

the sales function
(Budget for marketing / Total business entity percent
revenue) * 100
Budget for marketing / Number of FTEs who dollars
perform the marketing function
Cycle time in days to develop a direct marketing days
campaign
Number of direct marketing campaigns executed campaigns

(Total cost from direct marketing percent

campaigns/Revenue from direct marketing
campaigns)*100
Percentage of revenue growth for the top 20 percent
percent of customers

Cycle time in days from when a sales days

lead/opportunity is identified to when it is closed

Percentage of order inquiry contacts received percent

through new (such as digital/electric) channels
Percentage of qualified leads where the sale is percent
closed
Number of active customers in customer master customers
file/Number of FTEs who perform the sales
function
Percentage of net sales revenue attributable to percent
repeat customers

Copyright 2016 APQC 522 of 715

 Formula Units
Percentage of active customers that are profitable percent

Percentage of the sales force that made their percent

quotas/targets in the last 12-month reporting
period
Sales force turnover percent
Percentage of total cost to perform the supply percent
chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources"
(Total cost to perform the supply chain function * dollars
Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources" * .01) / (Total business
entity revenue * .001)

(Total cost to perform the supply chain function * dollars

Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources" * .01) / Number of FTEs
who perform the process group "plan for and
align supply chain resources"

Copyright 2016 APQC 523 of 715

 Formula Units
(Total cost to perform the supply chain function * dollars
Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources" * Percentage of total cost
of the process group "plan for and align supply
chain resources" allocated to internal cost *
Percentage of internal cost of the process group
"plan for and align supply chain resources"
allocated to personnel cost * .000001) / Number
of FTEs who perform the process group "plan for
and align supply chain resources"

(Total cost to perform the supply chain function * dollars

Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources" * Percentage of total cost
of the process group "plan for and align supply
chain resources" allocated to internal cost *
Percentage of internal cost of the process group
"plan for and align supply chain resources"
allocated to personnel cost * .000001) / (Total
business entity revenue * .001)

Copyright 2016 APQC 524 of 715

 Formula Units
(Total cost to perform the supply chain function * dollars
Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources" * Percentage of total cost
of the process group "plan for and align supply
chain resources" allocated to internal cost *
Percentage of internal cost of the process group
"plan for and align supply chain resources"
allocated to systems cost * .000001) / (Total
business entity revenue * .00001)

(Total cost to perform the supply chain function * dollars

Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources" * Percentage of total cost
of the process group "plan for and align supply
chain resources" allocated to internal cost *
Percentage of internal cost of the process group
"plan for and align supply chain resources"
allocated to overhead/other costs * .000001) /
(Total business entity revenue * .00001)

(Total cost to perform the supply chain function * dollars

Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources" * Percentage of total cost
of the process group "plan for and align supply
chain resources" allocated to external cost
* .0001) / (Total business entity revenue * .001)

Copyright 2016 APQC 525 of 715

 Formula Units
(Total cost to perform the supply chain function * dollars
Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources" * .01) / (Total business
entity revenue * .000000001)

Total cost of quality / (Total business entity dollars

revenue * 0.000010)
Demand/Supply planning cost / (Total business dollars
entity revenue * 0.0010)
Value of inventory carrying costs / (Total dollars
business entity revenue * 0.0010)
Supply chain management cost / (Total business dollars
entity revenue * .001)
Value of forecast accuracy as a percentage of percent
value shipped
Forecast accuracy as a percentage of units percent
shipped
Forecast accuracy one planning period prior to percent
production run
Value added productivity per employee in dollars
revenue value
Number of FTEs who perform the process group FTEs
"plan for and align supply chain resources" /
(Total business entity revenue * .000000001)
Employee retention rate percent

(Total cost to perform the process group "procure percent

materials and services" / Cost of goods sold
(COGS)) * 100
(Total cost to perform the process group "procure percent
materials and services" / Total business entity
revenue) * 100

Copyright 2016 APQC 526 of 715

 Formula Units
Total cost to perform the process group "procure dollars
materials and services" / (Total business entity
revenue * .001)
Total cost to perform the process group "procure dollars
materials and services" / (Value of all materials
and services purchased * .001)
Total cost to perform the process group "procure dollars
materials and services" / (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")

Total cost to perform the process group "procure dollars

materials and services" / Number of purchase
orders placed
Total cost to perform the process group "procure dollars
materials and services" / Number of purchase
order line items processed

Copyright 2016 APQC 527 of 715

 Formula Units
((Systems cost to perform the process "develop percent
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

(Total cost to perform the supply chain function * dollars

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)

Percentage of total cost to perform the supply percent

chain function "deliver products and services"
allocated to process group "procure materials and
services"
Time in days required to pay suppliers from days
purchase order placement until payment complete

Days payable outstanding days

Average supplier lead time on purchased days
materials
Average transaction amount per purchase order dollars

Copyright 2016 APQC 528 of 715

 Formula Units
(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)

Percentage of purchase value from certified percent

vendors
Percentage of the total value of goods and percent
services purchased from your top 10 suppliers
Number of active unique suppliers in vendor active vendors
master file / (Value of all materials and services
purchased * .000001)
(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") / (Total
business entity revenue * .000000001)

Percentage of purchase order line items received percent

with all items complete
(Purchase order line items received damage free / percent
Number of purchase order line items processed) *
100.0
Percentage of purchase order line items percent
transacted using e-procurement enabled catalogue
suppliers

Copyright 2016 APQC 529 of 715

 Formula Units
(Percentage of purchases by currency volume percent
transacted electronically via private online trade
exchange + Percentage of purchases by currency
volume transacted electronically via public online
trade exchange)
Percentage of purchases by currency volume percent
transacted electronically via private online trade
exchange
Percentage of purchases by currency volume percent
transacted electronically via public online trade
exchange
(Number of goods receipts received without item percent
and quantity verification / Number of parts and
materials receipts received) * 100
(Items received that fail inspection / Number of percent
items received) * 100.0

Percentage of purchase orders approved percent

electronically
Percentage of purchase orders received with all percent
items complete
(Number of purchase orders received with all percent
items damage free / Number of purchase orders
placed) * 100
(Number of active suppliers considered strategic percent
suppliers / Number of active unique suppliers in
vendor master file) * 100
Percentage of total purchase value procured via percent
maverick buying
Percentage of supplier orders delivered by percent
original request date

Copyright 2016 APQC 530 of 715

 Formula Units
Number of purchase orders placed / (Number of purchase orders
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 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")

(Value of all materials and services purchased / dollars

(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")) * .001

(Value of all direct materials and services percent

purchased / Value of all materials and services
purchased) * 100
(Value of all indirect materials and services percent
purchased / Value of all materials and services
purchased) * 100

Copyright 2016 APQC 531 of 715

 Formula Units
Percentage of value of purchased materials from percent
vendors that participate in vendor-managed
programs
(Number of active unique suppliers in vendor percent
master file / Number of unique suppliers in
vendor master file) * 100
Value of all materials and services purchased / dollars
(Total business entity revenue * .001)
(Value of all materials and services percent
purchased/Total business entity revenue)*100
Percentage of spend processed by EPC or EPCM Percent
partners

Percentage of transactions processed by EPC or Percent

EPCM partners

(Value of purchases placed by procurement cards percent

/ Value of all materials and services purchased) *
100.0
(Value of purchases placed by individual percent
purchase orders / Value of all materials and
services purchased) * 100.0
(Value of purchases placed by blanket/contract percent
orders / Value of all materials and services
purchased) * 100.0
(Value of purchase order line items submitted by percent
other methods / Value of all materials and
services purchased) * 100.0

Copyright 2016 APQC 532 of 715

 Formula Units
((Value of purchase order line items submitted by percent
internet + Value of purchase order line items
submitted by WAP + Value of purchase order
line items submitted by EDI) / Value of all
materials and services purchased) * 100.0
(Value of purchases placed by other methods / percent
Value of all materials and services purchased) *
100.0
(Value of purchases placed by percent
replenishment/vendor managed inventory / Value
of all materials and services purchased) * 100.0
(Value of purchase order line items submitted by percent
EDI / Value of all materials and services
purchased) * 100.0
(Value of purchase order line items submitted by percent
fax / Value of all materials and services
purchased) * 100.0
(Value of purchase order line items submitted by percent
internet / Value of all materials and services
purchased) * 100.0
(Value of purchase order line items submitted by percent
mail / Value of all materials and services
purchased) * 100.0
(Value of purchase order line items submitted by percent
telephone / Value of all materials and services
purchased) * 100.0
(Value of purchase order line items submitted by percent
WAP / Value of all materials and services
purchased) * 100.0
Percentage of total value of direct materials and percent
services purchased that is sourced outside of the
country

Copyright 2016 APQC 533 of 715

 Formula Units
Percentage of purchase order line items percent
transacted via portal
(Number of purchase requisition line items by percent
electronic request direct to internal purchasing
department / Number of purchase requisition line
items processed) * 100.0
(Number of purchase requisition line items by percent
other request methods / Number of purchase
requisition line items processed) * 100.0
(Number of purchase requisition line items by percent
paper request / Number of purchase requisition
line items processed) * 100.0
(Number of purchase requisition line items by percent
telephone request direct to internal purchasing
department / Number of purchase requisition line
items processed) * 100.0
(Number of purchase requisition line items by percent
telephone request direct to vendor / Number of
purchase requisition line items processed) *
100.0
(Number of purchase requisition line items by percent
electronic request direct to vendor / Number of
purchase requisition line items processed) *
100.0
Percentage of total value of purchased material percent
that is supplier certified
Percentage of materials and services purchase percent
value that is included in a TCO model

Percentage of procurement department staff with percent

formal training in negotiations

Copyright 2016 APQC 534 of 715

 Formula Units
Percentage of procurement department staff with percent
over three years of purchasing operations
experience
Percentage of procurement department staff with percent
over three years of strategic sourcing/commodity
management experience
Number of items received / (Number of FTEs items
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")

Percentage of total cost to perform the supply percent

chain function "deliver products and services"
allocated to process group "deliver service to
customer"
(Total cost to perform the supply chain function * dollars
Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "deliver service to
customer" * .01) / (Total business entity revenue
* .001)

(Total cost to perform the supply chain function * dollars

Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "deliver service to
customer" * .01) / (Total business entity revenue
* .000000001)

Maximum sustainable percentage increase in percent

quantity delivered that can be achieved in 30 days
(upside supply chain adaptability)

Copyright 2016 APQC 535 of 715

 Formula Units
Number of days required to achieve an unplanned days
sustainable 20 percentage increase in quantities
delivered (upside supply chain flexibility)

Maximum percentage reduction in quantities percent

ordered sustainable at 30 days prior to deliver
with no inventory or cost penalties (downside
supply chain adaptability)
Total cost to perform the process "develop dollars
sourcing strategies" / Number of FTEs who
perform the process "develop sourcing strategies"

Overhead cost to perform the process "develop dollars

sourcing strategies"/(Total business entity
revenue*0.0010)
Costs other than personnel, systems, overhead, dollars
and outsourced to perform the process "develop
sourcing strategies"/(Total business entity
revenue*0.0010)
Outsourced cost to perform the process "develop dollars
sourcing strategies"/(Total business entity
revenue*0.0010)
Systems cost to perform the process "develop dollars
sourcing strategies" / (Total business entity
revenue * 0.000010)
Systems cost to perform the process "develop dollars
sourcing strategies" / (Value of all materials and
services purchased * 0.000010)
Total cost to perform the process "develop dollars
sourcing strategies" / (Value of all materials and
services purchased * .001)

Copyright 2016 APQC 536 of 715

 Formula Units
Total cost to perform the process "develop dollars
sourcing strategies" / (Total business entity
revenue * .001)
Personnel cost to perform the process "develop dollars
sourcing strategies" / (Total business entity
revenue * 0.0010)
Personnel cost to perform the process "develop dollars
sourcing strategies" / (Value of all materials and
services purchased * 0.0010)
(Number of FTEs who perform the process percent
"develop sourcing strategies" / (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

Number of FTEs who perform the process FTEs

"develop sourcing strategies" / (Value of all
materials and services purchased * .000000001)
Number of FTEs who perform the process FTEs
"develop sourcing strategies" / (Total business
entity revenue * .000000001)
Systems cost to perform the process "select dollars
suppliers and develop/maintain contracts" /
(Value of all materials and services purchased *
0.000010)
Systems cost to perform the process "select dollars
suppliers and develop/maintain contracts" / (Total
business entity revenue * 0.000010)

Copyright 2016 APQC 537 of 715

 Formula Units
Personnel cost to perform the process "select dollars
suppliers and develop/maintain contracts" /
(Value of all materials and services purchased *
0.0010)
Personnel cost to perform the process "select dollars
suppliers and develop/maintain contracts" / (Total
business entity revenue * 0.0010)
Overhead cost to perform the process "select dollars
suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
Costs other than personnel, systems, overhead, dollars
and outsourced to perform the process "select
suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
Outsourced cost to perform the process "select dollars
suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
Total cost to perform the process "select suppliers dollars
and develop/maintain contracts" / (Total business
entity revenue * .001)
Total cost to perform the process "select suppliers dollars
and develop/maintain contracts" / (Value of all
materials and services purchased * .001)

Total cost to perform the process "select suppliers dollars

and develop/maintain contracts" / Number of
FTEs who perform the process "select suppliers
and develop/maintain contracts"

Copyright 2016 APQC 538 of 715

 Formula Units
(Number of FTEs who perform the process percent
"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
Number of FTEs who perform the process "select FTEs
suppliers and develop/maintain contracts" / (Total
business entity revenue * .000000001)
Number of FTEs who perform the process "select FTEs
suppliers and develop/maintain contracts" /
(Value of all materials and services purchased
* .000000001)
(Total cost to perform the process "develop percent
sourcing strategies" / Total cost to perform the
process group "procure materials and services") *
100
Total cost to perform the process "order materials dollars
and services" / Number of FTEs who perform the
process "order materials and services"

Overhead cost to perform the process "order dollars

materials and services" / (Value of all materials
and services purchased * .001)
Costs other than personnel, systems, overhead, dollars
and outsourced to perform the process "order
materials and services" / (Value of all materials
and services purchased * .001)

Copyright 2016 APQC 539 of 715

 Formula Units
Outsourced cost to perform the process "order dollars
materials and services" / (Value of all materials
and services purchased * .001)
Personnel cost to perform the process "order dollars
materials and services" / Number of FTEs who
perform the process "order materials and
services"
Total cost to perform the process "order materials dollars
and services" / (Total business entity revenue
* .001)
Total cost to perform the process "order materials dollars
and services" / (Value of all materials and
services purchased * .001)
Total cost to perform the process "order materials dollars
and services" / Number of purchase orders placed

Total cost to perform the process "order materials dollars

and services" / Number of purchase order line
items processed
Overhead cost to perform the process "order dollars
materials and services" / (Total business entity
revenue * .001)
Costs other than personnel, systems, overhead, dollars
and outsourced to perform the process "order
materials and services" / (Total business entity
revenue * .001)
Outsourced cost to perform the process "order dollars
materials and services" / (Total business entity
revenue * .001)
Personnel cost to perform the process "order dollars
materials and services" / (Total business entity
revenue * .001)

Copyright 2016 APQC 540 of 715

 Formula Units
Personnel cost to perform the process "order dollars
materials and services" / (Value of all materials
and services purchased * .001)
Systems cost to perform the process "order dollars
materials and services" / (Total business entity
revenue * .00001)
Systems cost to perform the process "order dollars
materials and services" / (Value of all materials
and services purchased * .00001)
Cycle time in hours from the receipt of a hours
purchase requisition line item to the purchase
order's transmission to the vendor/contractor
Cycle time from requisition creation to Days
requisition approval
Cycle time from requisition approval to purchase Days
order approval

Number of FTEs who perform the process "order FTEs

materials and services" / (Value of all materials
and services purchased * .000000001)
Number of FTEs who perform the process "order FTEs
materials and services" / (Total business entity
revenue * .000000001)
(Number of FTEs who perform the process percent
"order materials and services" / (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

Copyright 2016 APQC 541 of 715

 Formula Units
Number of purchase requisition line items purchase
processed / Number of FTEs who perform the requisition line
process "order materials and services" items
Number of purchase order line items processed / purchase order
Number of FTEs who perform the process "order line items
materials and services"
Number of purchase orders placed / Number of purchase orders
FTEs who perform the process "order materials
and services"
Purchases made through P-card as a percentage Percent
of total purchase value
Purchases made through T&E card as a Percent
percentage of total purchase value
Purchases made through invoice only (non-PO) Percent
as a percentage of total purchase value

Purchases made through purchase order - internal Percent

catalog as a percentage of total purchase value

Purchases made through purchase order - Percent

external/punch-out catalog as a percentage of
total purchase value
Purchases made through purchase order - "Hands Percent
On" as a percentage of total purchase value

Purchases made through other channels as a Percent

percentage of total purchase value
Purchases made through P-card as a percentage Percent
of total invoice volume
Purchases made through T&E card as a Percent
percentage of total invoice volume

Copyright 2016 APQC 542 of 715

 Formula Units
Purchases made through invoice only (non-PO) Percent
as a percentage of total invoice volume

Purchases made through purchase order - internal Percent

catalog as a percentage of total invoice volume

Purchases made through purchase order - Percent

external/punch-out catalog as a percentage of
total invoice volume
Purchases made through purchase order - "Hands Percent
On" as a percentage of total invoice volume

Purchases made through other channels as a Percent

percentage of total invoice volume
Percentage of purchase orders linked directly to Percent
contracted price in company's system or external
catalog
Percentage of purchase order line items Percent
systematically created

Percentage of purchase orders that go through a Percent

formal notification/acceptance process with
supplier
Value of materials purchases as a percentage of Percent
total purchases
Value of services purchases as a percentage of Percent
total purchases
Value of EPC or EPCM purchases as a Percent
percentage of total purchases
Value of other purchases as a percentage of total Percent
purchases

Copyright 2016 APQC 543 of 715

 Formula Units
(Total cost to perform the process "select percent
suppliers and develop/maintain contracts" / Total
cost to perform the process group "procure
materials and services") * 100
Systems cost to perform the process "appraise dollars
and develop suppliers" / (Value of all materials
and services purchased * 0.000010)
Systems cost to perform the process "appraise dollars
and develop suppliers" / (Total business entity
revenue * 0.000010)
Total cost to perform the process "appraise and dollars
develop suppliers" / (Value of all materials and
services purchased * .001)
Total cost to perform the process "appraise and dollars
develop suppliers" / (Total business entity
revenue * .001)
Personnel cost to perform the process "appraise dollars
and develop suppliers" / (Value of all materials
and services purchased * 0.0010)
Personnel cost to perform the process "appraise dollars
and develop suppliers" / (Total business entity
revenue * 0.0010)
Systems cost to perform the process "appraise dollars
and develop suppliers"/(Total business entity
revenue*0.0010)
Overhead cost to perform the process "appraise dollars
and develop suppliers"/(Total business entity
revenue*0.0010)
Costs other than personnel, systems, overhead, dollars
and outsourced to perform the process "appraise
and develop suppliers"/(Total business entity
revenue*0.0010)

Copyright 2016 APQC 544 of 715

 Formula Units
Total cost to perform the process "appraise and dollars
develop suppliers" / Number of FTEs who
perform the process "appraise and develop
suppliers"
(Number of FTEs who perform the process percent
"appraise and develop suppliers" / (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

Number of FTEs who perform the process FTEs

"appraise and develop suppliers" / (Value of all
materials and services purchased * .000000001)
Number of FTEs who perform the process FTEs
"appraise and develop suppliers" / (Total business
entity revenue * .000000001)
S25320472QN0001 percent

(Total cost to perform the process "order percent

materials and services" / Total cost to perform the
process group "procure materials and services") *
100
(Personnel cost to perform the process "order percent
materials and services" / Total cost to perform the
process "order materials and services") * 100
(Systems cost to perform the process "order percent
materials and services" / Total cost to perform the
process "order materials and services") * 100

Copyright 2016 APQC 545 of 715

 Formula Units
(Overhead cost to perform the process "order percent
materials and services" / Total cost to perform the
process "order materials and services") * 100
(Costs other than personnel, systems, overhead, percent
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 percent
materials and services" / Total cost to perform the
process "order materials and services") * 100
(Total cost to perform the process "appraise and percent
develop suppliers" / Total cost to perform the
process group "procure materials and services") *
100
Total cost to perform the process "record receipt Dollars
of goods" / (Average oil and gas net production
(BOE/day) * .001)
Total cost to perform the process "record receipt Dollars
of goods" / Total operated producing well count
Total cost to perform the process "record receipt Dollars
of goods" / (Average refining throughput * .001)
Total cost to perform the process "record receipt Dollars
of goods" / Total number of miles of pipeline in
service
Number of business entity FTEs who perform FTEs
the process "record receipt of goods" / (Average
oil and gas net production (BOE/day) * .000001)
Number of business entity FTEs who perform FTEs
the process "record receipt of goods" / (Total
operated producing well count * .001)
Number of business entity FTEs who perform FTEs
the process "record receipt of goods" / (Total
number of miles of pipeline in service * .001)

Copyright 2016 APQC 546 of 715

 Formula Units
Number of business entity FTEs who perform FTEs
the process "record receipt of goods" / (Average
refining throughput * .001)
Percentage of purchase orders with receipt of Percent
goods or services
Percentage of goods purchases with receipts Percent
performed after the invoice was received
Percentage of services purchases with receipts Percent
performed after the invoice was received
Percentage of invoices blocked due to goods Percent
receipt issues or price/quantity discrepancies
Percentage of manual sales order interventions percent
caused by contract issues
Percentage of manual sales order interventions percent
caused by pricing issues
Percentage of manual sales order interventions percent
caused by invoicing issues
Percentage of manual sales order interventions percent
caused by incorrect customer master data
Percentage of manual sales order interventions percent
caused by other causes
Personnel cost to perform the process group dollars
"develop customer care/customer service
strategy" / (Total business entity revenue *
0.0010)
Overhead cost to perform the process group dollars
"develop customer care/customer service
strategy" / (Total business entity revenue *
0.0010)
Costs other than personnel, systems, overhead, dollars
and outsourced to perform the process group
"develop customer care/customer service
strategy" / (Total business entity revenue *
0.0010)

Copyright 2016 APQC 547 of 715

 Formula Units
Outsourced cost to perform the process group dollars
"develop customer care/customer service
strategy" / (Total business entity revenue *
0.0010)
Total cost to perform the process group "develop dollars
customer care/customer service strategy" /
Number of FTEs who perform the process group
"develop customer care/customer service
strategy"
Total cost to perform the process group "develop dollars
customer care/customer service strategy" / (Total
business entity revenue * 0.0010)

Total cost to perform the process group "develop dollars

customer care/customer service strategy" /
Number of sales orders placed
Total cost to perform the process group "develop dollars
customer care/customer service strategy" /
Number of sales order line items
Systems cost to perform the process group dollars
"develop customer care/customer service
strategy" / (Total business entity revenue *
0.000010)
Number of FTEs who perform the process group FTEs
"develop customer care/customer service
strategy" / (Total business entity revenue *
0.000000001)
Number of languages supported languages

Copyright 2016 APQC 548 of 715

 Formula Units
(Inbound contacts received through channels percent
other than phone, email, web self-service, web
chat or instant messaging (including virtual
agents), a dedicated mobile application, SMS,
social media, or postal mail, 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

Personnel cost to perform the processes "manage dollars

customer service requests/inquiries" and "manage
customer complaints" / Number of FTEs who
perform the customer service function
(Total annual cost for the process "manage sales dollars
orders" for the category "Personnel cost
(compensation and benefits)" + Personnel cost to
perform the processes "manage customer service
requests/inquiries" and "manage customer
complaints") / (Total business entity revenue *
0.0010)

(Total annual cost for the process "manage sales dollars

orders" for the category "Personnel cost
(compensation and benefits)" + Personnel cost to
perform the processes "manage customer service
requests/inquiries" and "manage customer
complaints") / Number of active customers in
customer master file

Copyright 2016 APQC 549 of 715

 Formula Units
(Total annual cost for the process "manage sales dollars
orders" for the category "Personnel cost
(compensation and benefits)" + Personnel cost to
perform the processes "manage customer service
requests/inquiries" and "manage customer
complaints") / Total number of inbound contacts

(Personnel cost to perform the processes "manage percent

customer service requests/inquiries" and "manage
customer complaints" / Total cost to perform the
processes "manage customer service
requests/inquiries" and "manage customer
complaints") * 100.0

Personnel cost to perform the processes "manage dollars

customer service requests/inquiries" and "manage
customer complaints" / (Total business entity
revenue * 0.0010)
Total cost to perform the processes "manage dollars
customer service requests/inquiries" and "manage
customer complaints" / Number of FTEs who
perform the customer service function
(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 number of inbound contacts

Copyright 2016 APQC 550 of 715

 Formula Units
(Costs other than personnel, systems, overhead, percent
and outsourced to perform the processes "manage
customer service requests/inquiries" and "manage
customer complaints" / Total cost to perform the
processes "manage customer service
requests/inquiries" and "manage customer
complaints") * 100.0

Costs other than personnel, systems, overhead, dollars

and outsourced to perform the processes "manage
customer service requests/inquiries" and "manage
customer complaints" / (Total business entity
revenue * 0.0010)
(Centrally managed systems cost to perform the dollars
process "manage sales orders" + Centrally
managed systems cost to perform the processes
"manage customer service requests/inquiries" and
"manage customer complaints") / Total number
of inbound contacts

(Centrally managed systems cost to perform the dollars

process "manage sales orders" + Centrally
managed systems cost to perform the processes
"manage customer service requests/inquiries" and
"manage customer complaints") / (Total business
entity revenue * 0.0010)

(Centrally managed systems cost to perform the dollars

process "manage sales orders" + Centrally
managed systems cost to perform the processes
"manage customer service requests/inquiries" and
"manage customer complaints") / Number of
active customers in customer master file

Copyright 2016 APQC 551 of 715

 Formula Units
(Contact center systems cost to perform the dollars
process "manage sales orders" + Contact center
systems cost to perform the processes "manage
customer service requests/inquiries" and "manage
customer complaints") / Total number of inbound
contacts

(Contact center systems cost to perform the dollars

process "manage sales orders" + Contact center
systems cost to perform the processes "manage
customer service requests/inquiries" and "manage
customer complaints") / (Total business entity
revenue * 0.0010)

(Contact center systems cost to perform the dollars

process "manage sales orders" + Contact center
systems cost to perform the processes "manage
customer service requests/inquiries" and "manage
customer complaints") / Number of active
customers in customer master file

(Outsourced cost to perform the process "manage dollars

sales orders" + Outsourced cost to perform the
processes "manage customer service
requests/inquiries" and "manage customer
complaints") / (Total business entity revenue *
0.0010)

(Outsourced cost to perform the process "manage dollars

sales orders" + Outsourced cost to perform the
processes "manage customer service
requests/inquiries" and "manage customer
complaints") / Number of active customers in
customer master file

Copyright 2016 APQC 552 of 715

 Formula Units
(Outsourced cost to perform the process "manage dollars
sales orders" + Outsourced cost to perform the
processes "manage customer service
requests/inquiries" and "manage customer
complaints") / Total number of inbound contacts

(Outsourced cost to perform the processes percent

"manage customer service requests/inquiries" and
"manage customer complaints" / Total cost to
perform the processes "manage customer service
requests/inquiries" and "manage customer
complaints") * 100.0

Outsourced cost to perform the processes dollars

"manage customer service requests/inquiries" and
"manage customer complaints" / (Total business
entity revenue * 0.0010)
(Overhead cost to perform the processes "manage percent
customer service requests/inquiries" and "manage
customer complaints" / Total cost to perform the
processes "manage customer service
requests/inquiries" and "manage customer
complaints") * 100.0

Overhead cost to perform the processes "manage dollars

customer service requests/inquiries" and "manage
customer complaints" / (Total business entity
revenue * 0.0010)
Outsourced cost to perform the processes dollars
"manage customer service requests/inquiries" and
"manage customer complaints" / Number of
inbound calls received through IVR DTMF

Copyright 2016 APQC 553 of 715

 Formula Units
Outsourced cost to perform the processes dollars
"manage customer service requests/inquiries" and
"manage customer complaints" / Number of
inbound calls received through IVR speech
Outsourced cost to perform the processes dollars
"manage customer service requests/inquiries" and
"manage customer complaints" / Number of
inbound contacts through web transactions
Percentage of inbound contacts from all channels percent
considered "business to business"
Percentage of inbound contacts from all channels percent
considered "business to consumer"
(Total annual cost for the process "manage sales dollars
orders" for the category "Personnel cost
(compensation and benefits)" + Personnel cost to
perform the processes "manage customer service
requests/inquiries" and "manage customer
complaints") / Total number of FTEs for the
process "manage sales orders" and the function
"manage customer service"

Outsourced cost to perform the processes dollars

"manage customer service requests/inquiries" and
"manage customer complaints" / Inbound
contacts received through web self-service
Total business entity revenue / Total number of dollars
inbound contacts
Total cost to perform the processes "manage dollars
customer service requests/inquiries" and "manage
customer complaints" / (Total business entity
revenue * 0.0010)
Average contact handling time in seconds, seconds
including after-contact work
(Average after-call work time in seconds + seconds
Average talk time in seconds)

Copyright 2016 APQC 554 of 715

 Formula Units
Average speed of answer in seconds for agent seconds
queue calls
Average time in seconds to inbound calls seconds
abandoned
Average agent schedule adherence percent

Bridge rate percent

Number of seats / Number of contact centers seats

included
Number of FTEs who perform the customer FTEs
service function / (Total business entity revenue *
0.000000001)
Average seat utilization percent

Call agent availability rate percent

Call agent occupancy rate percent

Call agent utilization rate percent

First call resolution rate percent

IVR speech recognition rate percent

Caller authentication rate for IVR percent

(Number of total inbound contacts outsourced to percent

a third-party for contacts received through email /
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

Copyright 2016 APQC 555 of 715

 Formula Units
(Percentage of inbound contacts outsourced to percent
third-party for postal mail / 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

(Inbound contacts received through web self- percent

service 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 contacts with CTI that have percent

information pop up on the agent’s desktop
Percentage of active customers with service level percent
based on customer segmentation
Calls routed to a live agent as a percentage of percent
total inbound calls
Calls abandoned in the agent queue as a percent
percentage of total inbound calls
(Inbound contacts received through web chat or percent
instant messaging, including virtual agents, 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

Number of agent FTEs / (Number of general agent FTEs

service FTEs employed to manage agents +
Number of vital service FTEs employed to
manage agents)

Copyright 2016 APQC 556 of 715

 Formula Units
Agent FTEs evaluated using percent
sliding/interdependent agent targets as a
percentage of all agent FTEs
(Inbound contacts received through telephone percent
channels 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

(Number of general service FTEs employed to direct supervisors

manage agents + Number of vital service FTEs
employed to manage agents) / Number of agent
FTEs
DTMF IVR self-service resolution rate percent

IVR speech self-service resolution rate percent

Web transactions self-service resolution rate percent

Percentage of inbound calls monitored by QAM percent

and scored by supervisors
Percentage of transferred calls that are percent
misdirected
Percentage of active customers with active web percent
accounts
Transferred calls as a percentage of total inbound percent
calls
Number of inbound calls received through a live calls
agent / Number of agent FTEs
Total number of inbound contacts / Number of contacts
agent FTEs
Percentage of inbound contacts outsourced to percent
third-party for fax

Copyright 2016 APQC 557 of 715

 Formula Units
Percentage of inbound contacts outsourced to percent
third-party for IVR DTMF
Percentage of inbound contacts outsourced to percent
third-party for IVR speech
Percentage of inbound contacts outsourced to percent
third-party for live agent calls
(Number of inbound calls received through a live percent
agent / Number of inbound calls) * 100.0
(Number of inbound calls received through IVR percent
speech / Number of inbound calls) * 100.0
(Number of inbound calls received through IVR percent
DTMF / Number of inbound calls) * 100.0
(Number of inbound calls for billing / Number of percent
inbound calls) * 100.0
(Number of inbound calls for complaints / percent
Number of inbound calls) * 100.0
(Number of inbound calls for new orders / percent
Number of inbound calls) * 100.0
(Number of inbound calls for order modification percent
or inquiry / Number of inbound calls) * 100.0
Percentage of inbound contacts from all channels percent
related to matters other than new orders, order
modification or inquiry, billing, complaints, or
technical support
Percentage of inbound contacts from all channels percent
related to technical support
(Number of inbound contacts through calls / percent
Total number of inbound contacts) * 100.0
(Number of inbound contacts through email / percent
Total number of inbound contacts) * 100.0
(Number of inbound contacts through fax / percent
Number of inbound contacts) * 100.0

Copyright 2016 APQC 558 of 715

 Formula Units
(Number of inbound contacts through online chat percent
/ Total number of inbound contacts) * 100.0

(Inbound contacts received through channels percent

other than phone, email, web self-service, web
chat or instant messaging (including virtual
agents), a dedicated mobile application, SMS,
social media, or postal mail / Total number of
inbound contacts) * 100.0

(Number of inbound contacts through postal mail percent

/ Total number of inbound contacts) * 100.0
(Inbound contacts received through web self- percent
service / Total number of inbound contacts) *
100.0
Percentage of inbound contacts from all channels percent
related to billing
Percentage of inbound contacts from all channels percent
related to complaints
Percentage of inbound contacts from all channels percent
related to new orders
Percentage of inbound contacts from all channels percent
related to order modification or inquiry
( Percentage of your organization's IT headcount percent
in the Middle East/100 percent sum of
organization's IT headcount in the United
States/Canada, Southern Europe, Central Europe,
Western Europe, Australia, New Zealand, Eastern
Europe, Nordic countries, Central/South
America, East Asia, Southeast Asia, South Asia,
China, Russia, Central Asia, Middle East, and
Africa )*100

Copyright 2016 APQC 559 of 715

 Formula Units
( Percentage of your organization's IT headcount percent
in Nordic countries/100 percent sum of
organization's IT headcount in the United
States/Canada, Southern Europe, Central Europe,
Western Europe, Australia, New Zealand, Eastern
Europe, Nordic countries, Central/South
America, East Asia, Southeast Asia, South Asia,
China, Russia, Central Asia, Middle East, and
Africa )*100

( Percentage of your organization's IT headcount percent

in South Asia/100 percent sum of organization's
IT headcount in the United States/Canada,
Southern Europe, Central Europe, Western
Europe, Australia, New Zealand, Eastern Europe,
Nordic countries, Central/South America, East
Asia, Southeast Asia, South Asia, China, Russia,
Central Asia, Middle East, and Africa )*100

( Percentage of your organization's IT headcount percent

in Southeast Asia/100 percent sum of
organization's IT headcount in the United
States/Canada, Southern Europe, Central Europe,
Western Europe, Australia, New Zealand, Eastern
Europe, Nordic countries, Central/South
America, East Asia, Southeast Asia, South Asia,
China, Russia, Central Asia, Middle East, and
Africa )*100

Copyright 2016 APQC 560 of 715

 Formula Units
( Percentage of your organization's IT headcount percent
in Southern Europe/100 percent sum of
organization's IT headcount in the United
States/Canada, Southern Europe, Central Europe,
Western Europe, Australia, New Zealand, Eastern
Europe, Nordic countries, Central/South
America, East Asia, Southeast Asia, South Asia,
China, Russia, Central Asia, Middle East, and
Africa )*100

( Percentage of your organization's IT headcount percent

in the United States or Canada/100 percent sum
of organization's IT headcount in the United
States/Canada, Southern Europe, Central Europe,
Western Europe, Australia, New Zealand, Eastern
Europe, Nordic countries, Central/South
America, East Asia, Southeast Asia, South Asia,
China, Russia, Central Asia, Middle East, and
Africa )*100

( Percentage of your organization's IT headcount percent

in Western Europe/100 percent sum of
organization's IT headcount in the United
States/Canada, Southern Europe, Central Europe,
Western Europe, Australia, New Zealand, Eastern
Europe, Nordic countries, Central/South
America, East Asia, Southeast Asia, South Asia,
China, Russia, Central Asia, Middle East, and
Africa )*100

Copyright 2016 APQC 561 of 715

 Formula Units
( Percentage of your organization's IT headcount percent
in Africa/100 percent sum of organization's IT
headcount in the United States/Canada, Southern
Europe, Central Europe, Western Europe,
Australia, New Zealand, Eastern Europe, Nordic
countries, Central/South America, East Asia,
Southeast Asia, South Asia, China, Russia,
Central Asia, Middle East, and Africa )*100

( Percentage of your organization's IT headcount percent

in Australia or New Zealand/100 percent sum of
organization's IT headcount in the United
States/Canada, Southern Europe, Central Europe,
Western Europe, Australia, New Zealand, Eastern
Europe, Nordic countries, Central/South
America, East Asia, Southeast Asia, South Asia,
China, Russia, Central Asia, Middle East, and
Africa )*100

( Percentage of your organization's IT headcount percent

in Central Europe/100 percent sum of
organization's IT headcount in the United
States/Canada, Southern Europe, Central Europe,
Western Europe, Australia, New Zealand, Eastern
Europe, Nordic countries, Central/South
America, East Asia, Southeast Asia, South Asia,
China, Russia, Central Asia, Middle East, and
Africa )*100

Copyright 2016 APQC 562 of 715

 Formula Units
( Percentage of your organization's IT headcount percent
in Central or South America/100 percent sum of
organization's IT headcount in the United
States/Canada, Southern Europe, Central Europe,
Western Europe, Australia, New Zealand, Eastern
Europe, Nordic countries, Central/South
America, East Asia, Southeast Asia, South Asia,
China, Russia, Central Asia, Middle East, and
Africa )*100

( Percentage of your organization's IT headcount percent

in China, Russia, or Central Asia/100 percent
sum of organization's IT headcount in the United
States/Canada, Southern Europe, Central Europe,
Western Europe, Australia, New Zealand, Eastern
Europe, Nordic countries, Central/South
America, East Asia, Southeast Asia, South Asia,
China, Russia, Central Asia, Middle East, and
Africa )*100

( Percentage of your organization's IT headcount percent

in East Asia/100 percent sum of organization's IT
headcount in the United States/Canada, Southern
Europe, Central Europe, Western Europe,
Australia, New Zealand, Eastern Europe, Nordic
countries, Central/South America, East Asia,
Southeast Asia, South Asia, China, Russia,
Central Asia, Middle East, and Africa )*100

Copyright 2016 APQC 563 of 715

 Formula Units
( Percentage of your organization's IT headcount percent
in Eastern Europe/100 percent sum of
organization's IT headcount in the United
States/Canada, Southern Europe, Central Europe,
Western Europe, Australia, New Zealand, Eastern
Europe, Nordic countries, Central/South
America, East Asia, Southeast Asia, South Asia,
China, Russia, Central Asia, Middle East, and
Africa )*100

(Number of inbound calls for the customer percent

service function / Number of inbound calls) *
100.0
(Number of inbound calls that are business to percent
business / Number of inbound calls) * 100.0
(Number of inbound calls that are business to percent
consumer / Number of inbound calls) * 100.0
Customer attrition rate percent

Service level seconds

Long-term forecast accuracy percent

Short-term forecast accuracy percent

Response time in minutes for contacts received hours

through email
Response time in minutes for contacts received hours
through fax
Response time in minutes for contacts received hours
through postal mail
Response time in minutes for contacts received minutes
through call backs

Copyright 2016 APQC 564 of 715

 Formula Units
Response time in minutes for contacts received minutes
through SMS
Response time in minutes for contacts received minutes
through social media
Response time in minutes for contacts received minutes
through web chat or instant messaging

Average talk time in seconds seconds

First contact resolution rate for contacts from percent

channels other than phone, email, web self-
service, web chat or instant messaging, dedicated
mobile apps, SMS social media, or postal mail

First contact resolution rate for a dedicated percent

mobile application ("app")
First contact resolution rate for email contacts percent

First contact resolution rate for phone contacts percent

First contact resolution rate for postal mail percent

First contact resolution rate for SMS (mobile percent

phone short message service) contacts
First contact resolution rate for social media percent
channels such as Twitter, Facebook, or discussion
forums
First contact resolution rate for web chat or percent
instant messaging including virtual agents
First contact resolution rate for web self-service percent
contacts

Copyright 2016 APQC 565 of 715

 Formula Units
Percentage of inbound contacts from all channels percent
related to the process "manage customer service"

(Inbound contacts received through a dedicated percent

mobile application / Total number of inbound
contacts) * 100.0
(Total number of inbound contacts received percent
through SMS / Total number of inbound
contacts) * 100.0
(Total number of inbound contacts received percent
through social media / Total number of inbound
contacts) * 100.0
(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
(Inbound contacts received through SMS percent
(exclude 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

(Inbound contacts received through social media percent

(including discussion forums, Facebook, Twitter,
etc.) 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

Copyright 2016 APQC 566 of 715

 Formula Units
Percentage of employee time spent working in percent
the social media channel servicing customers
Percentage of employee time spent working in percent
the website channel servicing customers
Percentage of employee time spent working in percent
the social media channel servicing customers
Percentage of employee time spent working in percent
the face-to-face channel servicing customers
Percentage of employee time spent working in percent
the contact center channel servicing customers
Percentage of employee time spent working in percent
B2B channels other than website, mobile
applications, social media, face-to-face contact,
or contact centers channel servicing customers
Allocation of incoming customer contact in percent
finance SSC via phone channel
Allocation of incoming customer contact in percent
finance SSC via email channel
Allocation of incoming customer contact in percent
finance SSC via employee portal channel
Allocation of incoming customer contact in percent
finance SSC via vendor portal channel
Allocation of incoming customer contact in percent
finance SSC via chat channel
Allocation of incoming customer contact in percent
finance SSC via walk-up channel
Allocation of incoming customer contact in percent
finance SSC via channels other than phone,
email, employee or vendor portal, chat, or walk-
up
Percentage of customers claiming to be satisfied percent

Copyright 2016 APQC 567 of 715

 Formula Units
Total cost to perform the process group "recruit, dollars
source, and select" / (Total business entity
revenue * 0.001)
Total cost to perform the process group "recruit, dollars
source, and select" / Number of business entity
employees
Total cost to perform the process group "recruit, dollars
source, and select" / Total number of new hires
(Percentage of internal cost to perform process dollars
group "recruit, source, and select employees"
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)

(Percentage of internal cost to perform process dollars

group "recruit, source, and select employees"
allocated to personnel * 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)

(Percentage of internal cost to perform process dollars

group "recruit, source, and select employees"
allocated to personnel * 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 number of new hires

Copyright 2016 APQC 568 of 715

 Formula Units
(Percentage of internal cost to perform process dollars
group "recruit, source, and select employees"
allocated to personnel * 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") / Number of business entity
employees

Response time in hours for a non-routine inquiry hours

for the process group "recruit, source, and select
employees"
Response time in hours for a routine inquiry for hours
the process group "recruit, source, and select
employees"
Cycle time in days from approval of job days
requisition to acceptance of job offer
Cycle time in days from identifying the need to days
hire a new employee to approval of job
requisition
Percentage of management positions filled by percent
internal promotion versus external recruitment
for senior management/executive employees for
the past three years
Job offer acceptance rate for operational percent
worker/office staff employees
Job offer acceptance rate for senior percent
management/executive employees
Latest captured satisfaction rate of new hires with percent
the recruiting experience
Number of FTEs who perform the process group FTEs
"recruit, source, and select employees" / (Total
business entity revenue * .000000001)

Copyright 2016 APQC 569 of 715

 Formula Units
Job offer acceptance rate for middle percent
management/specialist employees
Number of business entity employees / Number employees
of FTEs who perform the process group "recruit,
source, and select employees"
Number of hours invested by hiring decision hours
makers per senior management/executive new
hire
Number of hours invested by hiring decision hours
makers per middle management/specialist new
hire
Number of hours invested by hiring decision hours
makers per operational worker/office staff new
hire
Total number of new hires / Number of FTEs new hires
who perform the process group "recruit, source,
and select employees"
Number of routine inquiries received monthly for inquiries
the process group "recruit, source, and select
employees" / Number of business entity
employees
Middle management/specialist new hires percent
percentage
Operational workers/office workers new hires percent
percentage
Senior management/executive new hires percent
percentage

Copyright 2016 APQC 570 of 715

 Formula Units
(Number of non-routine inquiries received percent
monthly for the process group "recruit, source,
and select employees" / (Number of routine
inquiries received monthly for the process group
"recruit, source, and select employees" + Number
of non-routine inquiries received monthly for the
process group "recruit, source, and select
employees")) * 100.0

Number of routine inquiries received monthly for percent

the process group "recruit, source, and select
employees"/(Number of routine inquiries
received monthly for the process group "recruit,
source, and select employees"+Number of non-
routine inquiries received monthly for the process
group "recruit, source, and select
employees")*100

Percentage of inquiries received for the process percent

group "recruit, source and select employees"
through digital communication channels
Percentage of the total inquiries received monthly percent
for the process group "recruit, source, and select
employees" via e-mail
Percentage of inquiries received monthly for the percent
process group "recruit, source, and select
employees" via channels other than e-mail,
phone, and face-to-face interaction
Percentage of inquiries received monthly for the percent
process group "recruit, source, and select
employees" via face-to-face interaction
Percentage of inquiries received for the process percent
group "recruit, source and select employees"
through non-digital communication channels

Copyright 2016 APQC 571 of 715

 Formula Units
Percentage of inquiries received monthly for the percent
process group "recruit, source, and select
employees" via phone
Percentage of total cost of the process group percent
"Recruit, source, and select employees" allocated
to external cost
Percentage of inquiries received for the process percent
group "reward and retain employees" through
non-digital communication channels
Percentage of inquiries received for the process percent
group "reward and retain employees" through
digital communication channels
Number of non-routine inquiries received inquiries
monthly for the process group "recruit, source,
and select employees" / Number of business
entity employees
Percentage of new hires from internal employee percent
referrals
Percentage of internal cost to perform process percent
group "recruit, source, and select employees"
allocated to overhead and other costs *
Percentage of total cost of the process group
"Recruit, source, and select employees" allocated
to internal cost * 0.01

Permanent full-time positions as a percentage of percent

total new hires
Permanent part-time positions as a percentage of percent
total new hires
Contingent positions as a percentage of total new percent
hires

Copyright 2016 APQC 572 of 715

 Formula Units
(Percentage of middle management/specialist percent
employees who joined in the past 12 months that
are still within your business entity + Percentage
of operational worker/office staff employees who
joined in the past 12 months who are still within
your business entity + Percentage of senior
management/executive employees who joined in
the past 12 months that are still within your
business entity)/3

Percentage of management positions filled by percent

internal promotion versus external recruitment
for middle management/specialist employees for
the past three years
Percentage of internal cost to perform process percent
group "recruit, source, and select employees"
allocated to systems * Percentage of total cost of
the process group "Recruit, source, and select
employees" allocated to internal cost * 0.01
Percentage of internal cost to perform process percent
group "recruit, source, and select employees"
allocated to personnel * Percentage of total cost
of the process group "Recruit, source, and select
employees" allocated to internal cost * 0.01
(Percentage of internal cost to perform process percent
group "recruit, source, and select employees"
allocated to overhead*Internal cost to perform the
process group "recruit, source, and select")/Total
cost to perform the process group "recruit,
source, and select"

Copyright 2016 APQC 573 of 715

 Formula Units
(Percentage of internal cost to perform process percent
group "recruit, source, and select employees"
allocated to costs other than personnel, systems,
and overhead*Internal cost to perform the
process group "recruit, source, and select")/Total
cost to perform the process group "recruit,
source, and select"

(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)

((Percentage of internal cost to perform the dollars

process group piece "develop and counsel-
learning only" allocated to personnel/100) *
Internal cost to perform the process group piece
"develop and counsel-learning only") / (Total
business entity revenue * .001)

((Percentage of internal cost to perform the dollars

process group piece "develop and counsel-
learning only" allocated to personnel/100) *
Internal cost to perform the process group piece
"develop and counsel-learning only") / Number
of business entity employees

Copyright 2016 APQC 574 of 715

 Formula Units
((Percentage of internal cost to perform the dollars
process group piece "develop and counsel-
performance and employee relations" allocated to
personnel/100) * Internal cost to perform the
process group piece "develop and counsel-
performance and employee relations") / (Total
business entity revenue * .001)

((Percentage of internal cost to perform the dollars

process group piece "develop and counsel-
performance and employee relations" allocated to
personnel/100) * Internal cost to perform the
process group piece "develop and counsel-
performance and employee relations") / Number
of business entity employees

(Percentage of internal cost to perform the dollars

process group "develop and counsel employees"
allocated to personnel cost * Percentage of total
cost to perform the process group "develop and
counsel employees" allocated to internal cost *
0.0001 * Total cost to perform the process group
"develop and counsel employees" ) / (Total
business entity revenue * 0.001)

(Percentage of internal cost to perform the dollars

process group "develop and counsel employees"
allocated to personnel cost * Percentage of total
cost to perform the process group "develop and
counsel employees" allocated to internal cost *
0.0001 * Total cost to perform the process group
"develop and counsel employees" ) / Number of
business entity employees

Copyright 2016 APQC 575 of 715

 Formula Units
(Total cost to perform the process group piece dollars
"develop and counsel-learning only" + Total cost
to perform the process group piece "develop and
counsel-performance and employee relations") /
Number of business entity employees
Labor cost for temporary or contract employees dollars
to maintain and support LMS / Number of
temporary or contract employees required to
maintain and support LMS
Labor cost for full or part-time employees to dollars
maintain and support LMS / Number of full or
part-time employees required to maintain and
support LMS
Consultancy/third-party costs associated with dollars
ownership for your LMS / (Number of employees
who attend e-learning training + Number of
employees who attend classroom training)
Hardware costs associated with ownership for dollars
your LMS / (Number of employees who attend e-
learning training + Number of employees who
attend classroom training)
Software costs associated with ownership for dollars
your LMS / (Number of employees who attend e-
learning training + Number of employees who
attend classroom training)
Upgrade and maintenance costs associated with dollars
ownership for your LMS / (Number of employees
who attend e-learning training + Number of
employees who attend classroom training)

Copyright 2016 APQC 576 of 715

 Formula Units
((Hardware costs associated with ownership for percent
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) /
Systems cost to perform the process group piece
"develop and counsel-learning only" ) * 100

Total cost to perform the process group "develop dollars

and counsel employees" / (Total business entity
revenue * .001)
Total cost to perform the process group piece dollars
"develop and counsel-learning only" / (Total
business entity revenue * .001)
Total cost to perform the process group piece dollars
"develop and counsel-performance and employee
relations" / Number of business entity employees

Total cost to perform the process group piece dollars

"develop and counsel-performance and employee
relations" / (Total business entity revenue * .001)

Total cost to perform the process group piece dollars

"develop and counsel-performance and employee
relations" / Number of business entity employees

Response time in hours for a non-routine inquiry hours

for the process group "develop and counsel
employees"
Response time in hours for a routine inquiry for hours
the process group "develop and counsel
employees"

Copyright 2016 APQC 577 of 715

 Formula Units
(Number of FTEs who perform the process group FTEs
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)

Number of FTEs who perform the process group FTEs

piece "develop and counsel-learning only" /
(Total business entity revenue * .000000001)
Number of FTEs who perform the process group FTEs
piece "develop and counsel-performance and
employee relations" / (Total business entity
revenue * .000000001)
Number of business entity employees / (Number employees
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")

Number of business entity employees / Number employees

of FTEs who perform the process group piece
"develop and counsel-learning only"
Number of business entity employees / Number employees
of FTEs who perform the process group piece
"develop and counsel-performance and employee
relations"
Number of non-routine inquiries received inquiries
monthly for the process group "develop and
counsel" / Number of business entity employees

Copyright 2016 APQC 578 of 715

 Formula Units
Number of routine inquiries received monthly for percent
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

Percentage of inquiries received monthly for the percent

process group "develop and counsel employees"
via channels other than e-mail, phone, and face-
to-face interaction
Percentage of inquiries received for the process percent
group "develop and counsel employees"
employees" through digital communication
channels
Percentage of inquiries received monthly for the percent
process group "develop and counsel" via e-mail
Percentage of inquiries received monthly for the percent
process group "develop and counsel employees"
via face-to-face interaction
Percentage of inquiries received for the process percent
group "develop and counsel employees"
employees" through non-digital communication
channels
Percentage of inquiries received monthly for the percent
process group "develop and counsel" via phone
Number of non-routine inquiries received percent
monthly 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

Copyright 2016 APQC 579 of 715

 Formula Units
Number of routine inquiries received monthly for inquiries
the process group "develop and counsel" /
Number of business entity employees
(Outsourced cost to perform the process group percent
piece "develop and counsel-learning only"/Total
cost to perform the process group piece "develop
and counsel-learning only")*100
(Outsourced cost to perform the process group percent
piece "develop and counsel-performance and
employee relations"/Total cost to perform the
process group piece "develop and counsel-
performance and employee relations")*100
(Percentage of internal cost to perform the percent
process group piece "develop and counsel-
learning only" allocated to costs other than
personnel, systems, and overhead*Internal cost to
perform the process group piece "develop and
counsel-learning only")/Total cost to perform the
process group piece "develop and counsel-
learning only"

(Percentage of internal cost to perform the percent

process 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"

Copyright 2016 APQC 580 of 715

 Formula Units
(Percentage of internal cost to perform the percent
process group piece "develop and counsel-
learning only" allocated to overhead*Internal cost
to perform the process group piece "develop and
counsel-learning only")/Total cost to perform the
process group piece "develop and counsel-
learning only"

(Percentage of internal cost to perform the percent

process group piece "develop and counsel-
performance and employee relations" allocated to
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"

(Percentage of internal cost to perform the percent

process group piece "develop and counsel-
learning only" allocated to personnel*Internal
cost to perform the process group piece "develop
and counsel-learning only")/Total cost to perform
the process group piece "develop and counsel-
learning only"

(Percentage of internal cost to perform the percent

process 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 counsel-
performance and employee relations"

Copyright 2016 APQC 581 of 715

 Formula Units
(Percentage of internal cost to perform the percent
process group piece "develop and counsel-
learning only" allocated to systems*Internal cost
to perform the process group piece "develop and
counsel-learning only")/Total cost to perform the
process group piece "develop and counsel-
learning only"

(Percentage of internal cost to perform the percent

process group piece "develop and counsel-
performance and employee relations" allocated to
systems*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"

Percentage of internal cost to perform the process percent

group "develop and counsel employees" allocated
to personnel cost * 0.01 * Percentage of total cost
to perform the process group "develop and
counsel employees" allocated to internal cost

Percentage of internal cost to perform the process percent

group "develop and counsel employees" allocated
to systems cost * 0.01 * Percentage of total cost
to perform the process group "develop and
counsel employees" allocated to internal cost
Percentage of internal cost to perform the process percent
group "develop and counsel employees" allocated
to overhead and other costs * 0.01 * Percentage
of total cost to perform the process group
"develop and counsel employees" allocated to
internal cost

Copyright 2016 APQC 582 of 715

 Formula Units
Percentage of total cost to perform the process percent
group "develop and counsel employees" allocated
to external cost
(Total base pay for middle management/specialist dollars
employees + Total overtime pay for middle
management/specialist employees + Total
variable pay for middle management/specialist
employees) / Number of middle
management/specialist employees

(Total base pay for operational worker/office dollars

staff employees + Total overtime pay for
operational worker/office staff employees + Total
variable pay for operational worker/office staff
employees) / Number of operational
worker/office staff employees

(Total base pay for senior management/executive dollars

employees + Total overtime pay for senior
management/executive employees + Total
variable pay for senior management/executive
employees) / Number of senior
management/executive employees

Total cost to perform the process group "reward dollars

and retain employees" / (Total business entity
revenue * .001)
Total cost to perform the process group "reward dollars
and retain employees" / Number of business
entity employees
((Percentage of internal cost to perform the dollars
process group "reward and retain employees"
allocated to personnel * Internal cost to perform
the process group "reward and retain employees")
/ 100) / (Total business entity revenue * .001)

Copyright 2016 APQC 583 of 715

 Formula Units
((Percentage of internal cost to perform the dollars
process group "reward and retain employees"
allocated to personnel * Internal cost to perform
the process group "reward and retain employees")
/ 100) / Number of business entity employees

Response time in hours for a non-routine inquiry hours

for the process group "reward and retain
employees"
Response time in hours for a routine inquiry for hours
the process group "reward and retain employees"
Average tenure in months for business entity months
agents
Number of FTEs who perform the process group FTEs
"reward and retain employees" / (Total business
entity revenue * .000000001)
Number of business entity employees / Number employees
of FTEs who perform the process group "reward
and retain employees"
Number of routine inquiries received monthly for inquiries
the process group "reward and retain
employees" / Number of business entity
employees
Outsourced cost to perform the process group percent
"reward and retain employees"/Total cost to
perform the process group "reward and retain
employees"*100
Number of days absent due to sickness excluding days
maternity and paternity leave per employee

Number of days absent due to sickness, days

maternity, and paternity leave per employee
Number of vacation days per year per employee days

Copyright 2016 APQC 584 of 715

 Formula Units
Percentage of inquiries received monthly for the percent
process group "reward and retain employees" via
face-to-face interaction
Number of non-routine inquiries received percent
monthly for the process group "reward and retain
employees"/(Number of routine inquiries
received monthly for the process group "reward
and retain employees"+Number of non-routine
inquiries received monthly for the process group
"reward and retain employees")*100

Number of routine inquiries received monthly for percent

the process group "reward and retain
employees" / (Number of routine inquiries
received monthly for the process group "reward
and retain employees" + Number of non-routine
inquiries received monthly for the process group
"reward and retain employees") * 100

Percentage of inquiries received monthly for the percent

process group "reward and retain employees" via
channels other than e-mail, phone, and face-to-
face interaction
Percentage of inquiries received monthly for the percent
process group "reward and retain employees" via
e-mail
Percentage of inquiries received monthly for the percent
process group "reward and retain employees" via
phone
Number of non-routine inquiries received inquiries
monthly for the process group "reward and retain
employees" / Number of business entity
employees

Copyright 2016 APQC 585 of 715

 Formula Units
(Total overtime pay for senior percent
management/executive employees/Total pay for
senior management/executive employees)*100
(Total overtime pay for middle percent
management/specialist employees/Total pay for
middle management/specialist employees)*100
(Total overtime pay for operational worker/office percent
staff employees/Total pay for operational
worker/office staff employees)*100
(Percentage of internal cost of the process group percent
"Reward and retain employees" allocated to
overhead and other costs * Percentage of total
cost of the process group "Reward and retain
employees" allocated to internal cost * 0.01)
(Percentage of internal cost to perform the percent
process group "reward and retain employees"
allocated to 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 internal cost to perform the percent

process group "reward and retain employees"
allocated to personnel*Internal cost to perform
the process group "reward and retain
employees")/Total cost to perform the process
group "reward and retain employees"

(Percentage of internal cost to perform the percent

process group "reward and retain employees"
allocated to overhead*Internal cost to perform the
process group "reward and retain
employees")/Total cost to perform the process
group "reward and retain employees"

Copyright 2016 APQC 586 of 715

 Formula Units
Total base pay for middle management/specialist dollars
employees / Number of middle
management/specialist employees
Total base pay for operational worker/office staff dollars
employees / Number of operational worker/office
staff employees
Total base pay for senior management/executive dollars
employees / Number of senior
management/executive employees
(Percentage of internal cost to perform the percent
process group "reward and retain employees"
allocated to costs other than personnel, systems,
and overhead*Internal cost to perform the
process group "reward and retain
employees")/Total cost to perform the process
group "reward and retain employees"

((Percentage of internal cost to perform the dollars

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

((Percentage of internal cost to perform the dollars

process group "redeploy and retire employees"
allocated to personnel * Internal cost to perform
the process group "redeploy and retire
employees") / 100) / (Total business entity
revenue * .001)

Total cost to perform the process group "redeploy dollars

and retire employees" / Number of business
entity employees

Copyright 2016 APQC 587 of 715

 Formula Units
Total cost to perform the process group "redeploy dollars
and retire employees" / (Total business entity
revenue * .001)
Response time in hours for a routine inquiry for hours
the process group "redeploy and retire
employees"
Response time in hours for a non-routine inquiry hours
for the process group "redeploy and retire
employees"
Number of FTEs who perform the process group FTEs
"redeploy and retire employees" / (Total business
entity revenue * .000000001)
Number of business entity employees / Number employees
of FTEs who perform the process group
"redeploy and retire employees"
Number of vacancies filled by internal candidates internal hires
/ Number of FTEs who perform the process
group "redeploy and retire employees"
Number of routine inquiries received monthly for inquiries
the process group "redeploy and retire
employees" / Number of business entity
employees
Percentage of inquiries received for the process percent
group "redeploy and retire employees"
employees" through digital communication
channels
Percentage of inquiries received for the process percent
group "redeploy and retire employees"
employees" through non-digital communication
channels

Copyright 2016 APQC 588 of 715

 Formula Units
Number of non-routine inquiries received percent
monthly for the process group "redeploy and
retire employees"/(Number of routine inquiries
received monthly for the process group "redeploy
and retire employees"+Number of non-routine
inquiries received monthly for the process group
"redeploy and retire employees")*100

Number of routine inquiries received monthly for percent

the process group "redeploy and retire
employees"/(Number of routine inquiries
received monthly for the process group "redeploy
and retire employees"+Number of non-routine
inquiries received monthly for the process group
"redeploy and retire employees")*100

Number of non-routine inquiries received inquiries

monthly for the process group "redeploy and
retire employees" / Number of business entity
employees
Outsourced cost to perform the process group percent
"redeploy and retire employees"/Total cost to
perform the process group "redeploy and retire
employees"*100
Percentage of inquiries received monthly for the percent
process group "redeploy and retire" via face-to-
face interaction
Percentage of inquiries received monthly for the percent
process group "redeploy and retire" via channels
other than e-mail, phone, and face-to-face
interaction
Percentage of inquiries received monthly for the percent
process group "redeploy and retire" via e-mail
Percentage of inquiries received monthly for the percent
process group "redeploy and retire" via phone

Copyright 2016 APQC 589 of 715

 Formula Units
(Percentage of internal cost to perform the percent
process group "redeploy and retire employees"
allocated 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"

(Percentage of internal cost to perform the percent

process group "redeploy and retire employees"
allocated to overhead*Internal cost to perform the
process group "redeploy and retire
employees")/Total cost to perform the process
group "redeploy and retire employees"

(Percentage of internal cost to perform the percent

process group "redeploy and retire employees"
allocated to personnel*Internal cost to perform
the process group "redeploy and retire
employees")/Total cost to perform the process
group "redeploy and retire employees"

(Percentage of internal cost to perform the percent

process 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"

(Percentage of total cost to perform the process percent

group "redeploy and retire employees" allocated
to internal costs * Percentage of internal costs of
the process group "Redeploy and retire
employees" allocated to overhead and other
costs) / 100

Copyright 2016 APQC 590 of 715

 Formula Units
Cycle time in days from identifying the need to days
hire a new employee to approval of job
requisition + Cycle time in days from approval of
job requisition to acceptance of job offer + Cycle
time in days from job offer acceptance until new
hire begins in the agreed position, including time
for orientation and initial set-up

Cycle time in days from job offer acceptance days

until new hire begins in the agreed position,
including time for orientation and initial set-up
Percentage of senior management/executive percent
employees who joined in the past 12 months that
are still within your business entity
Percentage of middle management/specialist percent
employees who joined in the past 12 months that
are still within your business entity
Percentage of operational worker/office staff percent
employees who joined in the past 12 months who
are still within your business entity
Annual number of job requisitions/ Number of job requisitions
FTEs who perform the process group "recruit,
source, and select employees"
(Total number of new hires / Annual number of percent
job requisitions) * 100
(Total number of new hires / Number of business percent
entity employees) * 100
Percentage of management positions filled by percent
internal promotion versus external recruitment
for operational worker/office staff employees for
the past three years

Copyright 2016 APQC 591 of 715

 Formula Units
(Percentage of total cost to perform the process dollars
group "develop and counsel employees" allocated
to the process "manage employee orientation and
deployment" * 0.01 * Total cost to perform the
process group "develop and counsel employees" )
/ Number of business entity employees

(Percentage of total cost to perform the process dollars

group "develop and counsel employees" allocated
to the process "manage employee orientation and
deployment" * 0.01 * Total cost to perform the
process group "develop and counsel employees" )
/ (Total business entity revenue * 0.001)

Percentage of total cost to perform the process percent

group "develop and counsel employees" allocated
to the process "manage employee orientation and
deployment"
(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" ) / (Total
business entity revenue * 0.001)

(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

Cycle time in days from start to finish for a days

formal performance review for a middle
management/specialist employee

Copyright 2016 APQC 592 of 715

 Formula Units
Cycle time in days from start to finish for a days
formal performance review for an operational
worker/office staff employee
Cycle time in days from start to finish for a days
formal performance review for a senior
management/executive employee
Percentage of operational worker/office staff percent
employees who receive a formal performance
review
Percentage of middle management/specialist percent
employees who receive a formal performance
review
Percentage of senior management/executive percent
employees who receive a formal performance
review
Percentage of total cost to perform the process percent
group "develop and counsel employees" allocated
to the process "manage employee performance"

(Percentage of total cost to perform the process dollars

group "develop and counsel employees" allocated
to the process "manage employee development" *
0.01 * Total cost to perform the process group
"develop and counsel employees" ) / Number of
business entity employees

(Percentage of total cost to perform the process dollars

group "develop and counsel employees" allocated
to the process "manage employee development" *
0.01 * Total cost to perform the process group
"develop and counsel employees" ) / (Total
business entity revenue * 0.001)

Copyright 2016 APQC 593 of 715

 Formula Units
Percentage of total cost to perform the process percent
group "develop and counsel employees" allocated
to the process "manage employee development"

Total cost to perform the process "Develop and dollars

train employees" / (Total business entity revenue
* 0.001)
Total cost to perform the process "Develop and dollars
train employees" / Number of business entity
employees
(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)

(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) / Number of business entity employees

Internal cost for learning administration / (Total dollars

business entity revenue * 0.0010)
Internal cost for learning administration/ Number dollars
of business entity employees
Budget for learning for the process group dollars
"develop and counsel-learning only"/Number of
business entity employees

Copyright 2016 APQC 594 of 715

 Formula Units
Number of calendar days per employee to close days
an identified skill or capability gap through
training
Cycle time in days to close an identified skill or days
capability gap through training for an operational
worker/office staff employee
Cycle time in days to close an identified skill or days
capability gap through training for a middle
management/specialist employee
Cycle time in days to close an identified skill or days
capability gap through training for a senior
management/executive
Percentage of senior management/executives who percent
attend management development programs
Percentage of middle management/specialists percent
who attend management development programs

Percentage of operational worker/office staff who percent

attend management development programs
Number of FTEs who perform the process FTEs
"Develop and train employees" / (Total business
entity revenue * .000000001)
Number of hours for developing classroom hours
training / Number of employees who attend
classroom training
Number of hours for developing e-learning hours
training / Number of employees who attend e-
learning training
Number of FTEs who perform learning FTEs
administrative activities (exclude the activities
for processing and distributing payments) / (Total
business entity revenue*.000000001)

Copyright 2016 APQC 595 of 715

 Formula Units
Percentage of CEO and senior leadership time percent
put toward leadership development
Number of business entity employees / Number employees
of FTEs who perform learning administrative
activities (exclude the activities for processing
and distributing payments)
Number of business entity employees / Number employees
of FTEs who perform the process "Develop and
train employees"
Number of days dedicated to formal learning per days
employee
Number of days dedicated to formal learning per days
middle management/specialist employee
Number of days dedicated to formal learning per days
operational worker/office staff employee
Number of days per employee dedicated to days
learning for senior management/executive
employees
Percentage of total cost to perform the process percent
group "develop and counsel employees" allocated
to the process "develop and train employees"

Percentage of internal cost of the process percent

"Develop and train employees" allocated to
personnel cost * 0.01 * Percentage of total cost of
the process "Develop and train employees"
allocated to internal cost
Percentage of internal cost of the process percent
"Develop and train employees" allocated to
systems cost * 0.01 * Percentage of total cost of
the process "Develop and train employees"
allocated to internal cost

Copyright 2016 APQC 596 of 715

 Formula Units
Percentage of internal cost of the process percent
"Develop and train employees" allocated to
overhead and other costs * 0.01 * Percentage of
total cost of the process "Develop and train
employees" allocated to internal cost
Percentage of total cost of the process "Develop percent
and train employees" allocated to external cost

Percentage of per-employee learning days percent

delivered using computer based training
Percentage of per-employee learning days percent
delivered using correspondence courses and or
virtual, instructor-led classroom-based training
delivered online
Percentage of learning days delivered through percent
classroom instruction provided by your
organization
Percentage of learning days delivered through percent
computer-based training (self-instruction)
installed from CD-ROM
Percentage of learning days delivered through a percent
computer-based training (self-instruction) over
the web (either directly or downloaded)

Percentage of learning days delivered through percent

correspondence courses
Percentage of learning days delivered through e- percent
learning (interactive)
Percentage of learning days delivered through percent
external classroom instruction
Percentage of per-employee learning days percent
delivered using on-the-job training

Copyright 2016 APQC 597 of 715

 Formula Units
Percentage of learning days delivered through percent
other types of training methods
Percentage of learning days delivered through percent
streaming video
Percentage of learning days delivered through a percent
virtual or classroom-based training online
Percentage of training programs developed percent
externally
Percentage of training programs developed percent
internally
Percentage of training programs developed percent
through other channels
Percentage of training programs developed percent
through partnerships with external specialists
Internal cost for payroll administration / (Total dollars
business entity revenue * 0.0010)
Internal cost for payroll administration/Number dollars
of business entity employees
Number of FTEs who perform payroll FTEs
administrative activities (exclude the activities
for processing and distributing payments) / (Total
business entity revenue*.000000001)
Number of business entity employees / Number employees
of FTEs who perform payroll administrative
activities (exclude the activities for processing
and distributing payments)
(Total expenditure for expatriation / Total costs percent
of continuing operations)*100
(Total cost of relocation expenses paid to percent
employees / Total costs of continuing
operations)*100
(Total expenditure for repatriation / Total costs of percent
continuing operations)*100

Copyright 2016 APQC 598 of 715

 Formula Units
Cycle time in days from request for leave of days
absence to confirmation of absence to employee

Cycle time in days for the internal transfer days

process
Cycle time in days to process an employee's days
retirement
Cycle time in days to process an expatriation days
from identification of need for expatriation to
date of transfer
Cycle time in days to process a repatriation from days
identification of need for repatriation to date of
transfer
Agent voluntary attrition rate percent

Agent involuntary attrition rate percent

(Number of involuntary employee percent

terminations/Number of business entity
employees)*100
Percentage of employees redeployed for reasons percent
other than filling a vacancy

(Number of voluntary employee percent

terminations/Number of business entity
employees)*100
(Number of involuntary employee terminations percent
for middle management/specialist employees /
Number of involuntary employee
terminations)*100

Copyright 2016 APQC 599 of 715

 Formula Units
(Number of involuntary employee terminations percent
for operational worker/office staff employees /
Number of involuntary employee
terminations)*100
(Number of involuntary senior percent
management/executive employee terminations /
Number of involuntary employee
terminations)*100
((Number of voluntary employee percent
terminations+Number of involuntary employee
terminations)/Number of business entity
employees)*100
(Number of voluntary senior percent
management/executive employee terminations /
Number of voluntary employee
terminations)*100
(Number of middle management/specialist percent
employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100
(Number of operational worker/office staff percent
employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100
(Number of senior management/executive percent
employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100
(Number of voluntary employee terminations for percent
middle management/specialist employees /
Number of voluntary employee
terminations)*100
(Number of voluntary employee terminations for percent
operational worker/office staff employees /
Number of voluntary employee
terminations)*100

Copyright 2016 APQC 600 of 715

 Formula Units
Percentage of business entity's work force that percent
are expatriates
(Number of employees relocated within your percent
country / Number of business entity
employees)*100
Percentage of vacancies at your business entity percent
that are filled by internal candidates
Response time in hours for a non-routine inquiry hours
for the process group "manage employee
information"
Response time in hours for a routine inquiry for hours
the process group "manage employee
information"
Cycle time in days for the function "develop and days
manage human capital" to fulfill an ad hoc
information request
Number of non-routine inquiries received inquiries
monthly for the process group "manage employee
information" / Number of business entity
employees
Number of non-routine inquiries received percent
monthly 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

Copyright 2016 APQC 601 of 715

 Formula Units
Number of routine inquiries received monthly for percent
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

Percentage of inquiries received monthly for the percent

process group "manage employee information"
via channels other than e-mail, phone, and face-
to-face interaction
Percentage of inquiries received for the process percent
group "manage employee information"
employees" through digital communication
channels
Percentage of inquiries received monthly for the percent
process group "manage employee information"
via e-mail
Percentage of inquiries received monthly for the percent
process group "manage employee information"
via face-to-face interaction
Percentage of inquiries received for the process percent
group "manage employee information"
employees" through non-digital communication
channels
Percentage of inquiries received monthly for the percent
process group "manage employee information"
via phone
Number of routine inquiries received monthly for inquiries
the process group "manage employee
information" / Number of business entity
employees

Copyright 2016 APQC 602 of 715

 Formula Units
Cycle time in days to resolve an employee days
grievance
Total cost to perform the process group "manage dollars
the business of IT" / (Total business entity
revenue * 0.0010)
Total cost to perform the process group "manage dollars
business resiliency and risk" / (Total business
entity revenue * 0.0010)
(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
"manage the business of IT" *.0001) / (Total
business entity revenue * 0.0010)

Costs other than personnel, systems, overhead, dollars

and outsourced to perform the process group
"manage business resiliency and risk" / (Total
business entity revenue * 0.000010)
Costs other than personnel, systems, overhead, dollars
and outsourced to perform the process group
"manage the business of IT" / (Total business
entity revenue * 0.000010)
Personnel cost to perform the process group dollars
"manage business resiliency and risk" / (Total
business entity revenue * 0.0010)
Overhead cost to perform the process group dollars
"manage the business of information technology"
/ (Total business entity revenue * 0.000010)

Copyright 2016 APQC 603 of 715

 Formula Units
Overhead cost to perform the process group dollars
"manage business resiliency and risk" / (Total
business entity revenue * 0.000010)
Outsourced cost to perform the process group dollars
"manage business resiliency and risk" / (Total
business entity revenue * 0.000010)
Outsourced cost to perform the process group dollars
"manage the business of IT" / (Total business
entity revenue * 0.000010)
Personnel cost to perform the process group dollars
"manage the business of IT" / (Total business
entity revenue * 0.0010)
Systems cost to perform the process group dollars
"manage business resiliency and risk" / (Total
business entity revenue * 0.000010)
Systems cost to perform the process group dollars
"manage the business of information technology"
/ (Total business entity revenue * 0.000010)

Time in months to respond to a major business months

shift
Time in weeks to close an identified IT skill or weeks
capability gap
Hours of training per employee supporting hours per year
product development

(Number of FTEs who perform the function FTEs

"manage information technology" * Percentage
of IT FTEs performing the process area "manage
the business of IT" *.01) / (Total business entity
revenue * 0.0000000010)

Copyright 2016 APQC 604 of 715

 Formula Units
Average level of experience in years for FTEs years
who perform the process group "manage business
resiliency and risk"
Average level of experience in years for FTEs years
who perform the process group "manage the
business of IT"
Percentage of IT operating cost (excluding Percent
depreciation/amortization) dedicated to process
"manage the business of IT"

Percentage of IT FTEs performing the process percent

area "manage the business of IT"

Percentage of IT cost allocated to the process percent

group "manage business resiliency and risk"

Percentage of IT workforce expected to be newly percent

hired within 1 year
Percentage of IT workforce expected to be percent
replaced for other reasons within 1 year
Percentage of IT workforce expected to retire percent
within 1 year

Copyright 2016 APQC 605 of 715

 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

(IT budget allocated to the process group percent

"manage business resiliency and risk" / IT budget
for the past year) * 100.0

(IT budget allocated to the process group percent

"manage the business of information technology"
/ IT budget for the past year) * 100.0

Systems cost to perform the process group dollars

"develop and manage IT customer
relationships" / (Total business entity revenue *
0.000010)

Copyright 2016 APQC 606 of 715

 Formula Units
Total cost to perform the process group "develop dollars
and manage IT customer relationships" / (Total
business entity revenue * 0.0010)

Overhead cost to perform the process group dollars

"develop and manage IT customer
relationships" / (Total business entity revenue *
0.000010)
Outsourced cost to perform the process group dollars
"develop and manage IT customer
relationships" / (Total business entity revenue *
0.000010)
Personnel cost to perform the process group dollars
"develop and manage IT customer
relationships" / (Total business entity revenue *
0.0010)
Costs other than personnel, systems, overhead, dollars
and outsourced to perform the process group
"develop and manage IT customer
relationships" / (Total business entity revenue *
0.000010)
(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
"develop and manage IT customer relationships"
*.0001) / (Total business entity revenue * 0.0010)

Average level of experience in years for FTEs years

who perform the process group "develop and
manage IT customer relationships"

Copyright 2016 APQC 607 of 715

 Formula Units
(Number of FTEs who perform the function FTEs
"manage information technology" * Percentage
of IT FTEs performing the process area "Develop
and manage IT customer relationships" *.01) /
(Total business entity revenue * 0.0000000010)

(IT budget allocated to the process group percent

"develop and manage IT customer
relationships" / IT budget for the past year) *
100.0
(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

Copyright 2016 APQC 608 of 715

 Formula Units
Percentage of IT FTEs performing the process percent
area "Develop and manage IT customer
relationships"
Percentage of IT operating cost (excluding Percent
depreciation/amortization) dedicated to process
"develop and manage IT customer relationships"

(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
"manage enterprise information" *.0001) / (Total
business entity revenue * 0.0010)

(Total cost to perform the process "develop dollars

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 business entity revenue *
0.0010)

Average time in weeks to create the enterprise weeks

information management strategic plan
Average time in weeks to set up a complex weeks
technical interface

Average time in weeks to set up a medium weeks

complex technical interface

Copyright 2016 APQC 609 of 715

 Formula Units
Average time in weeks to set up a simple weeks
technical interface

Time in weeks to report on compliance status of weeks

the information architecture
Percentage change in detected exceptions to the percent
information architecture per year

(Number of FTEs who perform the function FTEs

"manage information technology" * Percentage
of IT FTEs performing the process area "Manage
enterprise information" *.01) / (Total business
entity revenue * 0.0000000010)
Percentage of information elements with assigned percent
and active data custodians
Percentage of data assessed for compliance with percent
information policies and standards
Percentage of data managed centrally as percent
enterprise information assets
Percentage of data that has defined policy, percent
definition, and change control responsibility
Percentage of information assets that are common percent
across all business units
Length in years of information architecture years
planning horizon
Average level of experience in years for FTEs years
who perform the process group "manage
enterprise information"
Average number of revisions to the published revisions
enterprise information architecture
Percentage of data and content are managed as Percent
enterprise information assets

Copyright 2016 APQC 610 of 715

 Formula Units
Number of FTEs classified as IT architects / FTEs
(Total business entity revenue * 0.000000001)
Percentage of IT operating cost (excluding Percent
depreciation/amortization) dedicated to process
"manage enterprise information"
Percentage of IT FTEs performing the process percent
area "Manage enterprise information"

(IT budget allocated to the process group percent

"manage enterprise information" / IT budget for
the past year) * 100.0

Copyright 2016 APQC 611 of 715

 Formula Units
((Total cost to perform the process "develop percent
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 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

Copyright 2016 APQC 612 of 715

 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
"develop and maintain IT solutions" *.0001) /
(Total business entity revenue * 0.0010)

Personnel cost to perform the process "develop dollars

and maintain information technology solutions" /
(Total business entity revenue * 0.0010)

Costs other than personnel, systems, overhead, dollars

and outsourced to perform the process "develop
and maintain information technology solutions" /
(Total business entity revenue * 0.000010)
Overhead cost to perform the process "develop dollars
and maintain information technology solutions" /
(Total business entity revenue * 0.000010)

Outsourced cost to perform the process "develop dollars

and maintain information technology solutions" /
(Total business entity revenue * 0.000010)

Total cost to perform the process "develop and dollars

maintain information technology solutions" /
(Total business entity revenue * 0.0010)

Systems cost to perform the process "develop and dollars

maintain information technology solutions" /
(Total business entity revenue * 0.000010)

Average time in weeks to fulfill a complex weeks

information need

Copyright 2016 APQC 613 of 715

 Formula Units
Average time in weeks to fulfill a medium weeks
complex information need
Average time in weeks to fulfill a simple weeks
information need
Average time in hours to resolve the highest hours
priority problem
Average time in hours to respond to the highest hours
priority problem
Average time in months to fulfill a funded months
business need with relevant IT solutions for
major new or enhanced IT services in the
investment level $1 million-$100 million USD
Average time in months to fulfill a funded months
business need with relevant IT solutions for
major new or enhanced IT services in the
investment level $100,000-$250,000 USD
Average time in months to fulfill a funded months
business need with relevant IT solutions for
major new or enhanced IT services in the
investment level $250,000-$500,000 USD
Average time in months to fulfill a funded months
business need with relevant IT solutions for
major new or enhanced IT services in the
investment level $500,000-$1 million USD
Average time in months to fulfill a funded months
business need with relevant IT solutions for
major new or enhanced IT services in the
investment level greater than $100 million USD
Average time in months to fulfill a funded months
business need with relevant IT solutions for
major new or enhanced IT services in the
investment level less than $100,000 USD

Copyright 2016 APQC 614 of 715

 Formula Units
Average time in minutes for the IT service Minutes
management team to resolve highest priority
problems
Average time in minutes for the IT service Minutes
management team to respond to highest priority
problems
Percentage of planned return on investment percent
(ROI) for application development and
maintenance projects in the most recent year
(Number of break or fix requests that require percent
rework / Average backlog) * 100.0

Average number of production defects in both Points

enhancements and new developments per 1,000
function points
Percentage of application development and percent
maintenance projects in the most recent year
delivered on or below budget
Percentage of application development and percent
maintenance projects in the most recent year
delivered on time or early
Percentage of IT budget allocated towards service percent
oriented architecture (SOA)

Average level of experience in years for FTEs years

who perform the process group "develop and
maintain IT solutions"
Percentage of initially planned functionality percent
delivered for application
development/maintenance projects in the most
recent year
Number of services oriented architecture (SOA) services
services implemented in production

Copyright 2016 APQC 615 of 715

 Formula Units
(Number of FTEs who perform the function FTEs
"manage information technology" * Percentage
of IT FTEs performing the process area "Develop
and maintain information technology solutions"
*.01) / (Total business entity revenue *
0.0000000010)

Number of application development projects with development

values between $1 million and $100 million for projects
the current year
Number of application development projects with development
values between $100,000 and $250,000 for the projects
current year
Number of application development projects with development
values between $250,000 and $500,000 for the projects
current year
Number of application development projects with development
values between $500,000 and $1 million for the projects
current year
Number of application development projects with development
values greater than $100 million for the current projects
year
Number of application development projects with development
values less than $100,000 for the current year projects
Average backlog number of
break/fix requests
(IT budget allocated to the process group percent
"develop and maintain information technology
solutions" / IT budget for the past year) * 100.0

Percentage of IT cost allocated to the process percent

group "develop and maintain information
technology solutions"

Copyright 2016 APQC 616 of 715

 Formula Units
Percentage of service oriented architecture (SOA) percent
services published or exposed externally
Percentage of IT FTEs performing the process percent
area "Develop and maintain information
technology solutions"
Percentage of IT operating cost (excluding Percent
depreciation/amortization) dedicated to process
"develop and maintain IT solutions"

Percentage of unplanned outages due to the Percent

implementation of changes into the infrastructure
resulting from a change request
Percentage of unplanned outages due to the Percent
introduction of a new software release
Percentage of service oriented architecture (SOA) percent
services published or exposed internally
Systems cost to perform the process group dollars
"deploy IT solutions" / (Total business entity
revenue * 0.000010)

Overhead cost to perform the process group dollars

"deploy IT solutions" / (Total business entity
revenue * 0.000010)

Outsourced cost to perform the process group dollars

"deploy IT solutions" / (Total business entity
revenue * 0.000010)
Personnel cost to perform the process group dollars
"deploy IT solutions" / (Total business entity
revenue * 0.0010)

Copyright 2016 APQC 617 of 715

 Formula Units
Costs other than personnel, systems, overhead, dollars
and outsourced to perform the process group
"deploy IT solutions" / (Total business entity
revenue * 0.000010)
(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" *.0001) / (Total business
entity revenue * 0.0010)

((Percentage of IT cost allocated to the process dollars

group "deploy IT solutions"/100) * IT costs
during the past year) / (Total business entity
revenue * 0.0010)
Time in weeks to make a change into the weeks
production environment
Time in weeks to deploy a new release into the weeks
production environment
Average time in days to deploy new computing Days
capacity
(Number of FTEs who perform the function FTEs
"manage information technology" * Percentage
of IT FTEs performing the process area "Deploy
information technology solutions" *.01) / (Total
business entity revenue * 0.0000000010)
Average level of experience in years for FTEs years
who perform the process group "deploy IT
solutions"
Percentage of unscheduled outages related to or percent
resulting from a change request

Copyright 2016 APQC 618 of 715

 Formula Units
Percentage of unscheduled outages related to or percent
resulting from a release introduction
Percentage of IT operating cost (excluding Percent
depreciation/amortization) dedicated to process
"deploy IT solutions"
Percentage of IT FTEs performing the process percent
area "Deploy information technology solutions"
(Total cost to perform the process group "deploy percent
IT solutions" / (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

(IT budget allocated to the process group "deploy percent

IT solutions" / IT budget for the past year) *
100.0

Copyright 2016 APQC 619 of 715

 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
"deliver and support IT services" *.0001) / (Total
business entity revenue * 0.0010)

IT budget dedicated to supporting product dollars

development / Users of IT systems supporting
product development
Fixed-to-variable cost ratio for IT budget fixed to variable
supporting product development cost

IT operating cost reduction target percent

Costs other than personnel, systems, overhead, dollars

and outsourced to perform the process group
"deliver and support IT service" / (Total business
entity revenue * 0.000010)
Personnel cost to perform the process group dollars
"deliver and support IT service" / (Total business
entity revenue * 0.0010)

Outsourced costs to perform the process group dollars

"deliver and support IT service" / (Total business
entity revenue * 0.000010)

Overhead cost to perform the process group dollars

"deliver and support IT service" / (Total business
entity revenue * 0.000010)

Copyright 2016 APQC 620 of 715

 Formula Units
Systems cost to perform the process group dollars
"deliver and support IT service" / (Total business
entity revenue * 0.000010)

Total cost to perform the process group "deliver dollars

and support IT service" / (Total business entity
revenue * 0.0010)

Time in hours to resolve a service commitment hours

disruption
(Number of business process service percent
tickets/transactions meeting agreed quality /
Number of business process service
tickets/transactions * 100)
(Number of ITIS tickets/transactions meeting percent
agreed quality / Number of ITIS
tickets/transactions * 100)
(Number of production support percent
tickets/transactions meeting agreed quality /
Number of production support
tickets/transactions * 100)
(Number of business process service percent
tickets/transactions meeting agreed turn-around
time / Number of business process service
tickets/transactions) * 100
(Number of ITIS tickets/transactions meeting percent
agreed turn-around time / Number of ITIS
tickets/transactions) * 100
(Number of production support percent
tickets/transactions meeting agreed turn-around
time / Number of production support
tickets/transactions) * 100

Copyright 2016 APQC 621 of 715

 Formula Units
Average level of experience in years for FTEs years
who perform the process group "deliver and
support IT services"
(Number of FTEs who perform the function FTEs
"manage information technology" * Percentage
of IT FTEs performing the process area "Deliver
and support information technology services"
*.01) / (Total business entity revenue *
0.0000000010)

(IT budget allocated to the process group "deliver percent

and support IT services" / IT budget for the past
year) * 100.0

Percentage of IT cost allocated to the process percent

group "deliver and support IT services"

Percentage of IT FTEs performing the process percent

area "Deliver and support information technology
services"
Percentage of IT operating cost (excluding Percent
depreciation/amortization) dedicated to process
"deliver and support IT services"

Planning horizon in years for IT solutions aligned years

with organizational strategy
(IT budget dedicated to supporting product dollars
development*Percentage of the IT budget
dedicated to "evaluate and communicate IT
business value and performance"*0.01) / (Total
business entity revenue* 0.0010)

Copyright 2016 APQC 622 of 715

 Formula Units
Average ROI for level-5 solutions percent

Average ROI for non-level-5 solutions percent

Average IT solution impact for Level 5 solutions benefit to cost

Average IT solution impact for non-Level 5 benefit to cost

solutions
Number of IT FTEs supporting the process FTEs
"evaluate and communicate IT business value and
performance" / (Total business entity revenue *
0.000000001)
(IT budget dedicated to supporting product dollars
development*Percentage of the IT budget
dedicated to "develop IT services and solutions
strategy"*0.01) / (Total business entity revenue*
0.0010)
Cycle time from lead identification to hand-off days
for Level 5 solutions
Cycle time from lead identification to hand-off days
for non-Level 5 solutions

Level 5 solutions provided for and accepted by percent

the customer as a percentage of total potential
solutions
Non-Level 5 solutions provided for and accepted percent
by the customer as a percentage of total potential
solutions
Percentage of solutions meeting IT strategy percent

Copyright 2016 APQC 623 of 715

 Formula Units
Percentage of solutions for repeat customers percent

Number of IT FTEs supporting the process FTEs

"develop IT services and solutions strategy" /
(Total business entity revenue * 0.000000001)
(IT budget dedicated to supporting product dollars
development*Percentage of the IT budget
dedicated to "manage IT customer
satisfaction"*0.01) / (Total business entity
revenue* 0.0010)
NPS for IT solutions percent

Percentage of IT solutions meeting schedule for percent

Level 5 solutions
Percentage of IT solutions meeting schedule for percent
non-Level 5 solutions
Number of IT FTEs supporting the process FTEs
"manage IT customer satisfaction" / (Total
business entity revenue * 0.000000001)
Total cost to perform the process "develop dollars
information and content management strategies" /
(Total business entity revenue * 0.0010)
Systems cost to perform the process "develop dollars
information and content management strategies" /
(Total business entity revenue * 0.000010)

Overhead cost to perform the process "develop dollars

information and content management strategies" /
(Total business entity revenue * 0.000010)

Copyright 2016 APQC 624 of 715

 Formula Units
Outsourced cost to perform the process "develop dollars
information and content management strategies" /
(Total business entity revenue * 0.000010)

Personnel cost to perform the process "develop dollars

information and content management strategies" /
(Total business entity revenue * 0.0010)

Costs other than personnel, systems, overhead, dollars

and outsourced to perform the process "develop
information and content management strategies" /
(Total business entity revenue * 0.000010)
Number of FTEs who perform the process group FTEs
"manage enterprise information" who perform the
process "develop information and content
management strategies" / (Total business entity
revenue * 0.000000001)
(IT budget related to the process group "manage percent
enterprise information" allocated to the process
"develop information and content management
strategies" / IT budget allocated to the process
group "manage enterprise information") * 100.0
Costs other than personnel, systems, overhead, dollars
and outsourced to perform the process "define the
enterprise information architecture" / (Total
business entity revenue * 0.000010)
Personnel cost to perform the process "define the dollars
enterprise information architecture" / (Total
business entity revenue * 0.0010)
Outsourced cost to perform the process "define dollars
the enterprise information architecture" / (Total
business entity revenue * 0.000010)

Copyright 2016 APQC 625 of 715

 Formula Units
Overhead cost to perform the process "define the dollars
enterprise information architecture" / (Total
business entity revenue * 0.000010)
Systems cost to perform the process "define the dollars
enterprise information architecture" / (Total
business entity revenue * 0.000010)
Total cost to perform the process "define the dollars
enterprise information architecture" / (Total
business entity revenue * 0.0010)
Number of FTEs who perform the process group FTEs
"manage enterprise information" who perform the
process "define the enterprise information
architecture" / (Total business entity revenue *
0.000000001)
(IT budget related to the process group "manage percent
enterprise information" allocated to the process
"define the enterprise information architecture" /
IT budget allocated to the process group "manage
enterprise information") * 100.0
Total cost to perform the process "manage dollars
information resources" / (Total business entity
revenue * 0.0010)
Systems cost to perform the process "manage dollars
information resources" / (Total business entity
revenue * 0.000010)
Personnel cost to perform the process "manage dollars
information resources" / (Total business entity
revenue * 0.0010)
Outsourced cost to perform the process "manage dollars
information resources" / (Total business entity
revenue * 0.000010)

Copyright 2016 APQC 626 of 715

 Formula Units
Overhead cost to perform the process "manage dollars
information resources" / (Total business entity
revenue * 0.000010)
Costs other than personnel, systems, overhead, dollars
and outsourced to perform the process "manage
information resources" / (Total business entity
revenue * 0.000010)
Number of FTEs who perform the process group FTEs
"manage enterprise information" who perform the
process "manage information resources" / (Total
business entity revenue * 0.000000001)
(IT budget related to the process group "manage percent
enterprise information" allocated to the process
"manage information resources" / IT budget
allocated to the process group "manage enterprise
information") * 100.0
Costs other than personnel, systems, overhead, dollars
and outsourced to perform the process "perform
enterprise data and content management" / (Total
business entity revenue * 0.000010)
Overhead cost to perform the process "perform dollars
enterprise data and content management" / (Total
business entity revenue * 0.000010)

Outsourced cost to perform the process "perform dollars

enterprise data and content management" / (Total
business entity revenue * 0.000010)

Personnel cost to perform the process "perform dollars

enterprise data and content management" / (Total
business entity revenue * 0.0010)

Copyright 2016 APQC 627 of 715

 Formula Units
Systems cost to perform the process "perform dollars
enterprise data and content management" / (Total
business entity revenue * 0.000010)
Total cost to perform the process "perform dollars
enterprise data and content management" / (Total
business entity revenue * 0.0010)
Number of FTEs who perform the process group FTEs
"manage enterprise information" who perform the
process "perform enterprise data and content
management" / (Total business entity revenue *
0.000000001)
(IT budget related to the process group "manage percent
enterprise information" allocated to the process
"perform enterprise data and content
management" / IT budget allocated to the process
group "manage enterprise information") * 100.0

Cost performance index at completion for Level CPI

5 solutions

Cost performance index at completion for non- CPI

Level 5 solutions

(IT budget dedicated to supporting product dollars

development*Percentage of the IT budget
dedicated to "create IT services and
solutions"*0.01) / (Total business entity revenue*
0.0010)
Percentage of the IT budget supporting product percent
development allocated to new platforms/or
markets

Copyright 2016 APQC 628 of 715

 Formula Units
Percentage of IT budget supporting product percent
development for NEW products released this year

Percentage of IT budget supporting product percent

development for product UPGRADES released
this year

Cycle time from disposition to customer work days

acceptance for Level 5 solutions
Cycle time from disposition to customer work days
acceptance for non-Level 5 solutions
Ratio of post-operational defects to total-lifecycle percent
defects
Number of IT FTEs supporting the process FTEs
"create IT services and solutions" / (Total
business entity revenue * 0.000000001)
MTTR for critical incidents on IT systems hours
supporting product development
MTTR for high incidents on IT systems hours
supporting product development
MTTR for routine incidents on IT systems hours
supporting product development
Percentage of legacy applications moved to cloud Percent
technology
Percentage of new business applications deployed Percent
using cloud technology
(IT budget dedicated to supporting product dollars
development*Percentage of the IT budget
dedicated to "support IT services and
solutions"*0.01) / (Total business entity revenue*
0.0010)
Percentage of issues resolved within SLA percent
(monthly)

Copyright 2016 APQC 629 of 715

 Formula Units
100-Average unplanned machine downtime for percent
systems supporting product development
Number of IT FTEs supporting the process FTEs
"support IT services and solutions" / (Total
business entity revenue * 0.000000001)
Percentage of IT FTEs performing user support Percent
roles that perform deskside (local) support
Percentage of IT FTEs performing user support Percent
roles that perform helpdesk (remote) support
((Percentage of total cost of the process dollars
"planning, 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)

Copyright 2016 APQC 630 of 715

 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)

Copyright 2016 APQC 631 of 715

 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)

Copyright 2016 APQC 632 of 715

 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")

Copyright 2016 APQC 633 of 715

 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)

(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") / (Total business
entity revenue * .001)

Copyright 2016 APQC 634 of 715

 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")

(Percentage of internal costs of the processes dollars

"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 * 0.0001 * Total cost to
perform the processes "perform cost accounting
and control" and "perform cost management") /
(Total business entity revenue * 0.00001)

(Percentage of total cost of the process "perform dollars

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") / Number of FTEs who perform
the processes "perform cost accounting and
control" and "perform cost management"

Copyright 2016 APQC 635 of 715

 Formula Units
((Percentage of total cost of the process dollars
"planning, 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")

Total cost to perform the processes "perform cost dollars

accounting and control" and "perform cost
management" / (Total business entity revenue *
0.001)
Total cost to perform the processes "perform cost dollars
accounting and control" and "perform cost
management" / Number of FTEs who perform the
processes "perform cost accounting and control"
and "perform cost management"

Copyright 2016 APQC 636 of 715

 Formula Units
(Percentage of internal cost of the processes dollars
"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 * 0.0001 * Total cost to perform the
processes "perform cost accounting and control"
and "perform cost management") / (Total
business entity revenue * 0.00001)

(Percentage of internal costs of the processes dollars

"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 * 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"

(Percentage of internal costs of the processes dollars

"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 * 0.0001 * Total cost to perform
the processes "perform cost accounting and
control" and "perform cost management") / (Total
business entity revenue * 0.001)

Copyright 2016 APQC 637 of 715

 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)

Number of FTEs who perform the processes FTEs

"perform cost accounting and control" and
"perform cost management" / (Total business
entity revenue * .000000001)
(Number of FTEs who perform the process FTEs
"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") / (Total business entity
revenue * .000000001)

((Number of FTEs who perform the process percent

"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") / Number of FTEs who
perform the function "manage financial
resources") * 100

(Total cost to perform the process "process dollars

customer credit" + Total cost to perform the
process "manage sales orders" + Total cost to
perform the process "invoice customer") / (Total
business entity revenue * .0010)

Copyright 2016 APQC 638 of 715

 Formula Units
(Total cost to perform the process "process dollars
customer credit" + Total cost to perform the
process "invoice customer" + Total cost to
perform the process "process accounts receivable
(AR)" + Total cost to perform the process
"manage and process adjustments/deductions" +
Total cost to perform the process "manage and
process collections") / (Total business entity
revenue * 0.001)

(Number of FTEs who perform the process FTEs

"process accounts receivable (AR)" + Number of
FTEs who perform the process "manage and
process collections" + Number of FTEs who
perform the process "manage and process
adjustments/deductions") / (Total business entity
revenue * .000000001)

((Number of FTEs who perform the process percent

"manage sales orders" + Number of FTEs who
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

(Number of active customers in customer master percent

file / Number of customers in the customer
master file) * 100.0

Copyright 2016 APQC 639 of 715

 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 fixed-asset accounting" +
Number of FTEs who perform the process
"perform financial reporting")

Copyright 2016 APQC 640 of 715

 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)

(Total cost to perform the process "manage dollars

policies and procedures" + Total cost to perform
the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / (Total business entity revenue *
0.001)

((Total cost to perform the process "manage percent

policies and procedures" + Total cost to perform
the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / Total business entity revenue) * 100

Copyright 2016 APQC 641 of 715

 Formula Units
(Total cost to perform the process "manage dollars
policies and procedures" + Total cost to perform
the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / (Total business entity revenue
* .000000001)

(Total cost to perform the process "manage dollars

policies and procedures" + Total cost to perform
the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / (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 financial reporting")

Cycle time in calendar days between running trial days

balance to completing the consolidated financial
statements
(Number of FTEs who perform the process FTEs
"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 financial reporting") / (Total
business entity revenue * .000000001)

Copyright 2016 APQC 642 of 715

 Formula Units
(Number of FTEs who perform the process FTEs
"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 fixed-asset accounting" +
Number of FTEs who perform the process
"perform financial reporting") / (Total business
entity revenue * .000000001)

((Number of FTEs who perform the process percent

"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 financial reporting") / Number
of FTEs who perform the function "manage
financial resources") * 100

(Number of FTEs who perform the process FTEs

"perform capital planning and project approval" +
Number of FTEs who perform the process
"perform capital project accounting") / (Total
business entity revenue * .000000001)
((Number of FTEs who perform the process percent
"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

((Total cost to perform the process "report time" percent

+ Total cost to perform the process "manage pay"
+ Total cost to perform the process "process
payroll taxes") / Total costs of continuing
operations) * 100

Copyright 2016 APQC 643 of 715

 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")/(Total business
entity revenue * .001)
((Total cost to perform the process "report time" percent
+ Total cost to perform the process "manage pay"
+ Total cost to perform the process "process
payroll taxes") / Total business entity revenue) *
100
(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")

(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") / (Total business entity revenue * 0.001)

(Total cost to perform the process "report dollars

time"+Total cost to perform the process "manage
pay"+Total cost to perform the process "process
payroll taxes")/Number of payroll disbursements

(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") / Total number of employees paid

Copyright 2016 APQC 644 of 715

 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 payroll disbursements *
Percentage of payroll disbursements that were
manual cheques * .01)

(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 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 payroll inquiries received

Cycle time in business days to process payroll days

from HR/benefits system cut-off to payroll
transmit date
(Number of FTEs who perform the process FTEs
"report 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)
Percentage of payroll inquiries resolved during percent
the initial contact

Copyright 2016 APQC 645 of 715

 Formula Units
(Number of FTEs who perform the process FTEs
"report time" + Number of FTEs who perform the
process "manage pay" + Number of FTEs who
perform the process "process payroll taxes") /
(Total business entity revenue * .000000001)
Number of payroll inquiries received / (Number payroll inquiries
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 number of employees paid / (Number of employees
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")
((Number of FTEs who perform the process percent
"report 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

(Number of employees paid that are salaried percent

(exempt) employees / Total number of employees
paid) * 100

Copyright 2016 APQC 646 of 715

 Formula Units
(((Percentage of internal cost of the process percent
"Report 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")
+ (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

Copyright 2016 APQC 647 of 715

 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

(Number of employees paid that are hourly (non- percent

exempt) employees / Total number of employees
paid) * 100
(Number of employees paid that are retired percent
employees receiving payments from payroll /
Total number of employees paid) * 100
(Number of employees paid weekly / Total percent
number of employees paid) * 100
(Number of employees paid every two weeks / percent
Total number of employees paid) * 100
(Number of employees paid twice per month / percent
Total number of employees paid) * 100

Copyright 2016 APQC 648 of 715

 Formula Units
(Number of employees paid monthly / Total percent
number of employees paid) * 100
(Number of employees paid other than weekly, percent
every two weeks, twice per month, or monthly /
Total number of employees paid) * 100
Percentage of payroll disbursements which percent
included garnished wages
(Total cost to perform the process "process dollars
accounts payable (AP)" + Total cost to perform
the process "process expense reimbursements") /
(Total business entity revenue * 0.001)
((Total cost to perform the process "process percent
accounts payable (AP)" + Total cost to perform
the process "process expense reimbursements") /
Total business entity revenue ) * 100
(Total cost to perform the process "process dollars
accounts payable (AP)" + Total cost to perform
the process "process expense reimbursements") /
(Total business entity revenue * 0.000000001)
(Total cost to perform the process "process dollars
accounts payable (AP)" + Total cost to perform
the process "process expense reimbursements") /
(Number of FTEs who perform the process
"process accounts payable (AP)" + Number of
FTEs who perform the process "process expense
reimbursements")

Copyright 2016 APQC 649 of 715

 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)

(((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)

Copyright 2016 APQC 650 of 715

 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)) / (Number of FTEs who perform the
process "process accounts payable (AP)" +
Number of FTEs who perform the process
"process expense reimbursements")

((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)

Copyright 2016 APQC 651 of 715

 Formula Units
(Number of FTEs who perform the process FTEs
"process accounts payable (AP)" + Number of
FTEs who perform the process "process expense
reimbursements") / (Total business entity revenue
* .000000001)
(((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

(((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

Copyright 2016 APQC 652 of 715

 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 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

(((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 systems 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 systems cost /
10000)) / (Total cost to perform the process
"process accounts payable (AP)" + Total cost to
perform the process "process expense
reimbursements")) * 100

Copyright 2016 APQC 653 of 715

 Formula Units
((Number of FTEs who perform the process percent
"process accounts payable (AP)" + Number of
FTEs who perform the process "process expense
reimbursements") / Number of FTEs who
perform the function "manage financial
resources") * 100

((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

(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") / (Total business entity revenue *
0.000000001)

(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") / (Total business entity revenue *
0.0010)

Copyright 2016 APQC 654 of 715

 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")

(Systems cost to perform the process "establish dollars

internal controls, policies, and procedures" +
Systems cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" + Systems cost
to perform the process "report on internal
controls compliance") / (Total business entity
revenue * 0.000010)

(Personnel cost to perform the process "establish dollars

internal controls, policies, and procedures" +
Personnel cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" + Personnel
cost to perform the process "report on internal
controls compliance") / (Total business entity
revenue * 0.0010)

Copyright 2016 APQC 655 of 715

 Formula Units
(Number of FTEs who perform the process FTEs
"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") / (Total business entity revenue
* .000000001)
((Number of FTEs who perform the process percent
"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

Total cost to perform the process group "manage dollars

taxes" / (Total business entity revenue * .001)

Total cost to perform the process group "manage dollars

taxes" / (Total business entity revenue
* .000000001)
Number of FTEs who perform the process group FTEs
"manage taxes" / (Total business entity revenue *
.000000001)
(Number of FTEs who perform the process group percent
"manage taxes" / Number of FTEs who perform
the function "manage financial resources") * 100

Copyright 2016 APQC 656 of 715

 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") /
Number of FTEs who perform the process
"perform planning/budgeting/forecasting"

(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 * 0.0001 *
Total cost to perform the process "perform
planning/budgeting/forecasting") / (Total
business entity revenue * 0.00001)

(Total cost to perform the process "perform percent

planning/budgeting/forecasting" / Total business
entity revenue) * 100
Total cost to perform the process "perform dollars
planning/budgeting/forecasting" / Number of
FTEs who perform the process "perform
planning/budgeting/forecasting"
Total cost to perform the process "perform dollars
planning/budgeting/forecasting" / (Total business
entity revenue * 0.001)

Copyright 2016 APQC 657 of 715

 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 * 0.0001 *
Total cost to perform the process "perform
planning/budgeting/forecasting") / Number of
FTEs who perform the process "perform
planning/budgeting/forecasting"

(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 * 0.0001 *
Total cost to perform the process "perform
planning/budgeting/forecasting") / (Total
business entity revenue * 0.001)

(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 * 0.0001 * Total cost to
perform the process "perform
planning/budgeting/forecasting") / (Total
business entity revenue * 0.00001)

(Percentage of total cost of the process "planning, dollars

budgeting, and forecasting" allocated to external
costs * Total cost to perform the process
"perform planning/budgeting/forecasting" * 0.01)
/ (Total business entity revenue * 0.001)
Cycle time in days to complete the budget days
Cycle time in days to update/revise the rolling days
forecast

Copyright 2016 APQC 658 of 715

 Formula Units
Cycle time in days to prepare the financial days
forecast
Number of budget versions produced before final budget versions
approval
Number of FTEs who perform the process FTEs
"perform planning/budgeting/forecasting" / (Total
business entity revenue * .000000001)
Percentage error for the inventory cost forecast percent

Percentage error for the personnel cost forecast percent

Percentage error for the total sales forecast percent

Number of line items budgeted for the complete line items

budget / Number of FTEs who perform the
process "perform
planning/budgeting/forecasting"
(Number of FTEs who perform the process percent
"perform planning/budgeting/forecasting" /
Number of FTEs who perform the function
"manage financial resources") * 100
(Number of FTEs who perform the processes percent
"perform cost accounting and control" and
"perform cost management" / Number of FTEs
who perform the function "manage financial
resources") * 100
Percentage of costs base from activity-based percent
costing
(Percentage of total cost of the process "evaluate dollars
and manage financial performance" allocated to
external costs * 0.01 * Total cost to perform the
process "evaluate and manage financial
performance") / (Total business entity revenue *
0.001)

Copyright 2016 APQC 659 of 715

 Formula Units
(Percentage of internal costs of the process dollars
"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
* 0.0001 * Total cost to perform the process
"evaluate and manage financial performance") /
Number of FTEs who perform the process
"evaluate and manage financial performance"

(Percentage of internal costs of the process dollars

"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
* 0.0001 * Total cost to perform the process
"evaluate and manage financial performance") /
(Total business entity revenue * 0.001)

Total cost to perform the process "evaluate and dollars

manage financial performance" / Number of
FTEs who perform the process "evaluate and
manage financial performance"
Total cost to perform the process "evaluate and dollars
manage financial performance" / (Total business
entity revenue * 0.001)
(Percentage of internal costs of the process dollars
"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
* 0.0001 * Total cost to perform the process
"evaluate and manage financial performance") /
(Total business entity revenue * 0.00001)

Copyright 2016 APQC 660 of 715

 Formula Units
Total business entity revenue / Number of active dollars
customers in customer master file
(Percentage of internal costs of the process dollars
"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 * 0.0001 * Total cost to perform
the process "evaluate and manage financial
performance") / (Total business entity revenue *
0.00001)

(Percentage of total cost of the process "evaluate dollars

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 "evaluate and manage financial
performance"

Cycle time in days to perform financial days

evaluation of new customers
Cycle time in days to perform financial days
evaluation of new markets
Cycle time in days to perform financial days
evaluation of new products
Number of FTEs who perform the process FTEs
"evaluate and manage financial performance" /
(Total business entity revenue * .000000001)
Total business entity revenue / Number of dollars
business entity employees
(Number of employees with compensation percent
affected by profit / Number of business entity
employees) * 100.0

Copyright 2016 APQC 661 of 715

 Formula Units
(Number of employees with compensation percent
affected by budget versus actual variances /
Number of business entity employees) * 100.0
((Earnings before interest, taxes, depreciation and percent
amortization for the current 12-month period -
Earnings before interest, taxes, depreciation and
amortization over the past three reporting
periods) / Earnings before interest, taxes,
depreciation and amortization over the past three
reporting periods) * 100.0

(((Total business entity revenue / Total revenue percent

over the past three reporting periods) ^ 0.3333) -
1) * 100.0
(Earnings before interest, taxes, depreciation and percent
amortization for the current 12-month period /
Total business entity revenue) * 100.0
(((Earnings before interest, taxes, depreciation percent
and amortization for the current 12-month
period /Earnings before interest, taxes,
depreciation and amortization over the past three
reporting periods) ^ 0.3333) - 1) * 100.0
(Number of FTEs who perform the process percent
"evaluate and manage financial performance" /
Number of FTEs who perform the function
"manage financial resources") * 100
((Total business entity revenue - Total revenue percent
over the past three reporting periods) / Total
revenue over the past three reporting periods) *
100.0

Copyright 2016 APQC 662 of 715

 Formula Units
(Percentage of total cost of the process "process dollars
customer credit" allocated to internal costs *
Percentage of internal costs of the process
"process customer credit" allocated to overhead
and other costs * 0.0001 * Total cost to perform
the process "process customer credit") / (Total
business entity revenue * 0.00001)

(Percentage of total cost of the process "process dollars

customer credit" allocated to internal costs *
Percentage of internal costs of the process
"process customer credit" allocated to personnel
cost * 0.0001 * Total cost to perform the process
"process customer credit") / Number of FTEs
who perform the process "process customer
credit"

Total cost to perform the process "process dollars

customer credit" / Number of active customers in
customer master file
Total cost to perform the process "process dollars
customer credit" / Number of customers in the
customer master file
(Total cost to perform the process "process percent
customer credit" / Total business entity revenue)
* 100
Total cost to perform the process "process dollars
customer credit" / Number of FTEs who perform
the process "process customer credit"
Total cost to perform the process "process dollars
customer credit" / (Total business entity revenue
* .000000001)

Copyright 2016 APQC 663 of 715

 Formula Units
Total cost to perform the process "process dollars
customer credit" / (Total business entity revenue
* .001)
(Percentage of total cost of the process "process dollars
customer credit" allocated to internal costs *
Percentage of internal costs of the process
"process customer credit" allocated to personnel
cost * 0.0001 * Total cost to perform the process
"process customer credit") / (Total business entity
revenue * 0.001)

(Total cost to perform the process "process dollars

customer credit" * Percentage of total cost of the
process "process customer credit" allocated to
external costs * 0.01) / (Total business entity
revenue * 0.001)
Cycle time in days for credit approval days
(Number of FTEs who perform the process FTEs
"manage sales orders" + Number of FTEs who
perform the process "process customer credit" +
Number of FTEs who perform the process
"invoice customer") / (Total business entity
revenue * 0.000000001)

Number of FTEs who perform the process FTEs

"process customer credit" / (Total business entity
revenue * .000000001)
Number of customers in the customer master customer accounts
file / Number of FTEs who perform the process
"process customer credit"
Credit reviews performed at account level by credit reviews
credit staff / Number of FTEs who perform the
process "process customer credit"

Copyright 2016 APQC 664 of 715

 Formula Units
Number of active customers in customer master active customers
file / Number of FTEs who perform the process
"process customer credit"
(Number of FTEs who perform the process percent
"process customer credit" / Number of FTEs who
perform the function "manage financial
resources") * 100
(Number of FTEs who perform the process percent
"process customer credit" who perform
management activities / Number of FTEs who
perform the process "process customer credit") *
100.0
(Percentage of total cost of the process "invoice dollars
customer" allocated to internal costs * Percentage
of internal costs of the process "invoice
customer" allocated to personnel cost * 0.0001 *
Total cost to perform the process "invoice
customer") / (Total business entity revenue *
0.001)

(Total cost to perform the process "invoice dollars

customer" * Percentage of total cost of the
process "invoice customer" allocated to external
costs * 0.01) / (Total business entity revenue *
0.001)
(Percentage of total cost of the process "invoice dollars
customer" allocated to internal costs * Percentage
of internal cost of the process "Invoice customer"
allocated to systems costs * 0.0001 * Total cost
to perform the process "invoice customer") /
(Total business entity revenue * 0.00001)

Copyright 2016 APQC 665 of 715

 Formula Units
(Total cost to perform the process "invoice percent
customer" / Total business entity revenue) *
100.0
Total cost to perform the process "invoice dollars
customer" / Number of FTEs who perform the
process "invoice customer"
Total cost to perform the process "invoice dollars
customer" / (Total business entity revenue *
0.000000001)
Total cost to perform the process "invoice dollars
customer" / (Total business entity revenue * .001)
Total cost to perform the process "invoice dollars
customer" / Number of line items billed/invoiced
Total cost to perform the process "invoice dollars
customer" / Number of invoices billed to
customer
(Percentage of total cost of the process "process dollars
customer credit" allocated to internal costs *
Percentage of internal cost of the process
"Process customer credit" allocated to systems
costs * 0.0001 * Total cost to perform the process
"process customer credit") / (Total business entity
revenue * 0.00001)

Total cost to perform the process "invoice dollars

customer" / Number of active customers in
customer master file
Total cost to perform the process "invoice dollars
customer" / Number of customers in the customer
master file

Copyright 2016 APQC 666 of 715

 Formula Units
(Percentage of internal costs of the process dollars
"invoice customer" allocated to personnel cost *
Percentage of total cost of the process "invoice
customer" allocated to internal costs * 0.0001 *
Total cost to perform the process "invoice
customer") / Number of FTEs who perform the
process "invoice customer"

(Percentage of internal costs of the process dollars

"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)

Cycle time in calendar days from the days

transmission of an invoice/bill to
shipping/providing the good/service
Cycle time in days to generate complete and days
correct billing data
Number of FTEs who perform the process FTEs
"invoice customer" / (Total business entity
revenue * .000000001)
Percentage of invoice line items processed error percent
free the first time
Percentage of invoice line items invoiced using percent
electronic or automatic methods
Percentage of invoices automatically generated percent
based on event triggers
Number of customers in the customer master customer accounts
file / Number of FTEs who perform the process
"invoice customer"

Copyright 2016 APQC 667 of 715

 Formula Units
Number of active customers in customer master active customers
file / Number of FTEs who perform the process
"invoice customer"
Number of updates to customer master file / updates
Number of FTEs who perform the process
"invoice customer"
Number of line items billed/invoiced / Number of invoice line items
FTEs who perform the process "invoice
customer"
Number of invoices billed to customer / Number invoices
of FTEs who perform the process "invoice
customer"
(Number of FTEs who perform the process percent
"invoice customer" / Number of FTEs who
perform the function "manage financial
resources") * 100
Percentage of invoices billed with credit terms percent

(Number of invoice line items billed/invoiced percent

that offer a discount / Number of line items
billed/invoiced) * 100
Total value of line items billed/invoiced / dollars
Number of line items billed/invoiced
Number of line items billed/invoiced / Number of invoice line items
invoices billed to customer
(Number of FTEs who perform the process percent
"invoice customer" who perform management
activities / Number of FTEs who perform the
process "invoice customer") * 100.0
Percentage of line items billed/invoiced offering percent
a discount for which the discount is taken

Copyright 2016 APQC 668 of 715

 Formula Units
(Total cost to perform the process "process percent
accounts receivable (AR)" / Total business entity
revenue) * 100
Total cost to perform the process "process dollars
accounts receivable (AR)" / Number of FTEs
who perform the process "process accounts
receivable (AR)"
Total cost to perform the process "process dollars
accounts receivable (AR)" / (Total business entity
revenue * .000000001)
Total cost to perform the process "process dollars
accounts receivable (AR)" / (Total business entity
revenue * .001)
Total cost to perform the process "process dollars
accounts receivable (AR)" / Number of receipts
processed
(Percentage of internal cost of the process dollars
"Process accounts receivable (AR)" allocated to
systems 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 * .00001)

(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)") /
Number of FTEs who perform the process
"process accounts receivable (AR)"

Copyright 2016 APQC 669 of 715

 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)

Outsourced cost to perform the process "process dollars

accounts receivable (AR)" / (Total business entity
revenue *.0010)
Average days sales outstanding in accounts days
receivable
Cycle time in calendar days from invoicing a days
customer to the receipt of payment
(Number of receipts processed error-free first percent
time / Number of receipts processed) * 100
(Number of receipts that are automatically percent
matched to open items in the accounts receivable
sub ledger / Number of receipts processed) * 100

(Number of billed/invoiced line items that are percent

paid on time / Number of line items
billed/invoiced) * 100.0
(Number of receipts processed that are received percent
manually / Number of receipts processed) * 100.0

Percentage of line items billed/invoiced into the percent

system through an automated method

Value of accounts receivable outstanding / (Total dollars

business entity revenue * 0.0010)

Copyright 2016 APQC 670 of 715

 Formula Units
(Number of billed/invoiced line items that are percent
paid in full the first time / Number of line items
billed/invoiced) * 100
Average days sales outstanding in accounts days
receivable / Standard payment terms in calendar
days for accounts receivable
Percentage of receipts received electronically or percent
automatically
Number of FTEs who perform the process FTEs
"process accounts receivable (AR)" / (Total
business entity revenue * .000000001)
Number of customers in the customer master customer accounts
file / Number of FTEs who perform the process
"process accounts receivable (AR)"
Number of invoices billed to customer / Number invoices
of FTEs who perform the process "process
accounts receivable (AR)"
Number of receipts processed / Number of FTEs receipts
who perform the process "process accounts
receivable (AR)"
Number of line items billed/invoiced / Number of invoice line items
receipts processed
(Number of FTEs who perform the process percent
"process accounts receivable (AR)" / Number of
FTEs who perform the function "manage
financial resources") * 100

Copyright 2016 APQC 671 of 715

 Formula Units
((Number of FTEs who perform the process percent
"process accounts receivable (AR)" + Number of
FTEs who perform the process "manage and
process collections" + Number of FTEs who
perform the process "manage and process
adjustments/deductions") / Number of FTEs who
perform the function "manage financial
resources") * 100

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
Percentage of internal cost of the process percent
"Process accounts receivable (AR)" allocated to
systems costs * Percentage of total cost of the
process "process accounts receivable" allocated
to internal costs * 0.01
Number of receipts processed / (Total business receipts
entity revenue * 0.001)
(Percentage of internal costs of the process dollars
"manage and process collections" allocated to
personnel cost * 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
* .001)

Outsourced cost to perform the process "manage dollars

and process collections" / (Total business entity
revenue *.0010)

Copyright 2016 APQC 672 of 715

 Formula Units
(Percentage of internal cost of the process dollars
"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)

(Total cost to perform the process "manage and percent

process collections" / Total business entity
revenue) * 100
Total cost to perform the process "manage and dollars
process collections" / (Total business entity
revenue * .000000001)
Total cost to perform the process "manage and dollars
process collections" / (Total business entity
revenue * .001)
Total cost to perform the process "manage and dollars
process collections" / Number of active
customers in customer master file
Total cost to perform the process "manage and dollars
process collections" / Number of FTEs who
perform the process "manage and process
collections"
(Total cost to perform the process "manage and dollars
process collections"/Number of receipts
processed)
Number of FTEs who perform the process FTEs
"manage and process collections" / (Total
business entity revenue * .000000001)
(Number of billed/invoiced line items that are percent
adjusted prior to paying / Number of line items
billed/invoiced) * 100

Copyright 2016 APQC 673 of 715

 Formula Units
(Total value of uncollectable balances / Total percent
business entity revenue) * 100
(Number of invoices billed with credit terms / percent
Number of invoices billed to customer) * 100.0
Number of invoices billed to customer/Number invoices
of FTEs who perform the process "manage and
process collections"
Number of active customers in customer master customers
file / Number of FTEs who perform the process
"manage and process collections"
(Number of FTEs who perform the process percent
"manage and process collections" / Number of
FTEs who perform the function "manage
financial resources") * 100
Total cost to perform the process "manage and dollars
process adjustments/deductions" / (Total business
entity revenue * .001)
(Percentage of internal cost of the process dollars
"Manage and process adjustments/deductions"
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)

Outsourced cost to perform the process "manage dollars

and process adjustments/deductions" / (Total
business entity revenue *.0010)

Copyright 2016 APQC 674 of 715

 Formula Units
(Percentage of internal costs of the process dollars
"manage and process adjustments/deductions"
allocated to personnel cost * 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 * .001)

Cycle time in calendar days from identifying an days

adjustment to fully resolving and reflecting it in
the accounting records
Number of FTEs who perform the process FTEs
"manage and process adjustments/deductions" /
(Total business entity revenue * .000000001)
Number of adjustments/deductions / Number of adjustments and
FTEs who perform the process "manage and deductions
process adjustments/deductions"
(Number of FTEs who perform the process percent
"manage and process adjustments/deductions" /
Number of FTEs who perform the function
"manage financial resources") * 100
Outsourced cost to perform the process "manage dollars
policies and procedures" / (Total business entity
revenue *.0010)
(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 business entity
revenue * 0.001)

Copyright 2016 APQC 675 of 715

 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
systems cost * .0001) / (Total business entity
revenue * 0.00001)

Total cost to perform the process "manage dollars

policies and procedures" / (Total business entity
revenue * 0.001)
Total cost to perform the process "manage dollars
policies and procedures" / Number of FTEs who
perform the process "manage policies and
procedures" (general accounting and reporting)
(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) / Number of FTEs who
perform the process "manage policies and
procedures" (general accounting and reporting)

Number of FTEs who perform the process FTEs

"manage policies and procedures" (general
accounting and reporting) / (Total business entity
revenue * .000000001)
(Number of FTEs who perform the process percent
"manage policies and procedures" (general
accounting and reporting) / Number of FTEs who
perform the function "manage financial
resources") * 100

Copyright 2016 APQC 676 of 715

 Formula Units
(Number of FTEs who perform the process percent
"manage policies and procedures" (general
accounting and reporting) * 100) / (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 fixed-
asset accounting" + Number of FTEs who
perform the process "perform financial
reporting")

Total cost to perform the process "perform dollars

general accounting" / (Total business entity
revenue * 0.001)
Total cost to perform the process "perform dollars
general accounting" / Number of journal entry
line items processed
Total cost to perform the process "perform dollars
general accounting" / Number of FTEs who
perform the process "perform general
accounting"
(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)

Copyright 2016 APQC 677 of 715

 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 personnel cost * .0001) / (Total
business entity revenue * 0.001)

(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 personnel cost * .0001) / Number of
FTEs who perform the process "perform general
accounting"

Outsourced cost to perform the process "perform dollars

general accounting" / (Total business entity
revenue *.0010)
Cycle time in calendar days from running the days
initial trial balance to completing the period-end
management report
Cycle time in days to complete monthly financial days
close
Number of FTEs who perform the process FTEs
"perform general accounting" / (Total business
entity revenue * .000000001)
Percentage of journal entry line items from a percent
manual recurring source + Percentage of journal
entry line items from a manual non-recurring
source
Percentage of journal entry line items processed percent
error free the first time

Copyright 2016 APQC 678 of 715

 Formula Units
Percentage change in business entity's gross percent
margin over the past three years
Number of accounts in the chart of accounts / accounts
Number of FTEs who perform the process
"perform general accounting"
Number of journal entry line items processed / journal entry line
Number of FTEs who perform the process items
"perform general accounting"
(Number of FTEs who perform the process percent
"perform general accounting" / Number of FTEs
who perform the function "manage financial
resources") * 100
(Number of standard accounts in chart of percent
accounts / Number of accounts in the chart of
accounts) * 100.0
Number of accounts in the chart of accounts accounts

(Number of FTEs who perform the process percent

"perform general accounting" * 100) / (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 fixed-
asset accounting" + Number of FTEs who
perform the process "perform financial
reporting")

Outsourced cost to perform the process "perform dollars

fixed-asset accounting" / (Total business entity
revenue *.0010)

Copyright 2016 APQC 679 of 715

 Formula Units
(Total cost to perform the process "perform dollars
capital 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 * 0.0010)

(Systems cost to perform the process "perform dollars

capital planning and project approval" + Systems
cost to perform the process "perform capital
project accounting" + Systems cost to perform
the process "perform fixed-asset accounting") /
(Total business entity revenue * 0.000010)

Personnel cost to perform the process "perform dollars

fixed-asset accounting" / (Total business entity
revenue * 0.001)
Personnel cost to perform the process "perform dollars
fixed-asset accounting" / Number of fixed asset
transactions
Depreciation expense for fixed assets / (Total dollars
business entity revenue * 0.0010)
Systems cost to perform the process "perform dollars
fixed-asset accounting" / (Total business entity
revenue * 0.000010)
Cost to repair and maintain fixed assets / (Gross dollars
value of fixed assets * 0.0010)
((Total cost to perform the process "perform percent
capital 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

Copyright 2016 APQC 680 of 715

 Formula Units
(Total cost to perform the process "perform dollars
capital 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)

(Total cost to perform the process "perform dollars

capital planning and project approval" + Total
cost to perform the process "perform capital
project accounting" + Total cost to perform the
process "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 process "perform fixed-
asset accounting")

Total cost to perform the process "perform fixed- dollars

asset accounting" / (Total business entity revenue
* 0.0010)
Total cost to perform the process "perform fixed- dollars
asset accounting" / Number of fixed asset
transactions
(Total cost to perform the process "perform dollars
capital planning and project approval"+Total cost
to perform the process "perform capital project
accounting"+Total cost to perform the process
"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
process "perform fixed-asset accounting")

Copyright 2016 APQC 681 of 715

 Formula Units
Personnel cost to perform the process "perform dollars
fixed-asset accounting" / Number of FTEs who
perform the process "perform fixed-asset
accounting"
Cycle time in calendar days to capitalize a fixed days
asset purchase
Cycle time in days to close a capital project days
Cycle time in days to complete an approved days
capital expenditure plan
(Number of FTEs who perform the process FTEs
"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") / (Total business entity
revenue * .000000001)

Percentage of approved capital projects percent

considered within or on budget for spending
((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
Percentage of capital projects completed on time percent

Total business entity revenue / Net book value of percent

fixed assets
Return on fixed assets percent

Number of FTEs who perform the process FTEs

"perform fixed-asset accounting" / (Total
business entity revenue * 0.000000001)

Copyright 2016 APQC 682 of 715

 Formula Units
Number of journal entry line items processed to journal entry line
record fixed asset transactions / Number of FTEs items
who perform the process "perform fixed-asset
accounting"
Number of fixed assets managed / Number of fixed assets
FTEs who perform the process "perform fixed-
asset accounting"
Number of fixed asset transactions / Number of fixed asset
FTEs who perform the process "perform fixed- transactions
asset accounting"
(Number of fixed asset transactions from physical percent
inventories / Number of fixed asset transactions)
* 100.0
(Net book value of fixed assets / Gross value of percent
fixed assets) * 100.0
((Number of FTEs who perform the process percent
"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

(Number of FTEs who perform the process percent

"perform fixed-asset accounting" / Number of
FTEs who perform the function "manage
financial resources") * 100

Copyright 2016 APQC 683 of 715

 Formula Units
(Number of FTEs who perform the process percent
"perform fixed-asset accounting" * 100) /
(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 fixed-asset accounting" +
Number of FTEs who perform the process
"perform financial reporting")

Total value of Assets Under Management for the dollars

overall organization / (Total annual revenue for
retail banking operation * .001)
(Total cost to perform the process "perform dollars
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 "perform financial
reporting"

Total cost to perform the process "perform dollars

financial reporting" / Number of FTEs who
perform the process "perform financial reporting"
(Total cost to perform the process "perform dollars
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 systems cost * .0001) / (Total
business entity revenue * 0.00001)

Copyright 2016 APQC 684 of 715

 Formula Units
Total cost to perform the process "perform dollars
financial reporting" / (Total business entity
revenue * 0.001)
(Total cost to perform the process "perform dollars
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 * 0.001)

Outsourced cost to perform the process "perform dollars

financial reporting" / (Total business entity
revenue *.0010)
Cycle time in days to between running the days
business entity monthly trial balance and monthly
consolidated financial statements
Cycle time in calendar days from producing flash days
reports and completing the consolidated financial
statements
Cycle time in calendar days from producing days
monthly flash reports and completing the
monthly consolidated financial statements
Cycle time in days between completion of days
consolidated financial statements and the release
of earnings
Cycle time in days between completion of days
quarterly consolidated financial statements and
the release of earnings
Number of FTEs who perform the process FTEs
"perform financial reporting" / (Total business
entity revenue * 0.000000001)

Copyright 2016 APQC 685 of 715

 Formula Units
(Number of FTEs who perform the process percent
"perform financial reporting" * 100) / (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 fixed-
asset accounting" + Number of FTEs who
perform the process "perform financial
reporting")

(Number of FTEs who perform the process percent

"perform financial reporting" / Number of FTEs
who perform the function "manage financial
resources") * 100
Outsourced cost to perform the process "perform dollars
capital planning and project approval" / (Total
business entity revenue *.0010)
(Actual capital spending two years prior / Capital percent
expenditure budget two years prior) * 100.0
(Actual capital spending one year prior / Capital percent
expenditure budget one year prior) * 100.0
Personnel cost to perform the process "perform dollars
capital planning and project approval" / (Total
business entity revenue * 0.001)
Systems cost to perform the process "perform dollars
capital planning and project approval" / (Total
business entity revenue * 0.000010)
Total cost to perform the process "perform capital dollars
planning and project approval" / (Total business
entity revenue * 0.0010)

Copyright 2016 APQC 686 of 715

 Formula Units
Personnel cost to perform the process "perform dollars
capital planning and project approval" / Number
of FTEs who perform the process "perform
capital planning and project approval"
Cycle time in days to approve a capital project days
(Actual capital spending for most recent year / percent
Capital expenditure budget for most recent year)
* 100.0
Number of FTEs who perform the process FTEs
"perform capital planning and project approval" /
(Total business entity revenue * .000000001)
Number of capital projects approved in the past approved projects
12 months / Number of FTEs who perform the
process "perform capital planning and project
approval"
(Number of FTEs who perform the process percent
"perform capital planning and project approval" /
Number of FTEs who perform the function
"manage financial resources") * 100
Total cost to perform the process "perform capital dollars
project accounting" / (Total business entity
revenue * 0.0010)
Total cost to perform the process "perform capital dollars
project accounting" / Number of capital projects
approved in the past 12 months
(Total cost to perform the process "perform dollars
capital project accounting"/Number of FTEs who
perform the process "perform capital project
accounting")
Personnel cost to perform the process "perform dollars
capital project accounting" / (Total business
entity revenue * 0.001)

Copyright 2016 APQC 687 of 715

 Formula Units
Systems cost to perform the process "perform dollars
capital project accounting" / (Total business
entity revenue * 0.000010)
Outsourced cost to perform the process "perform dollars
capital project accounting" / (Total business
entity revenue *.0010)
Number of FTEs who perform the process FTEs
"perform capital project accounting" / (Total
business entity revenue * 0.000000001)
(Approved and non-budgeted capital projects / percent
Number of capital projects approved in the past
12 months) * 100.0
(Number of FTEs who perform the process percent
"perform capital project accounting" / Number of
FTEs who perform the function "manage
financial resources") * 100
(Total cost to perform the process "report time" * dollars
Percentage of total cost to perform the process
"report time" allocated to external costs *
.01)/(Total business entity revenue * 0.001)
(Percentage of internal cost of the process dollars
"Report 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

Personnel cost to perform the process "report dollars

time" / (Total business entity revenue *.0010)

Copyright 2016 APQC 688 of 715

 Formula Units
(Percentage of internal costs of the process dollars
"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")
/ Total number of employees paid

Total cost to perform the process "report time" / dollars

(Total business entity revenue * 0.001)
Total cost to perform the process "report time" / dollars
Total number of employees paid
Total cost to perform the process "report time" / dollars
Number of time records processed
(Total cost to perform the process "report time" * dollars
Percentage of total cost to perform the process
"report time" allocated to external costs * .01) /
Total number of employees paid
(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

(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 business entity revenue * 0.001)

Cycle time in business days from receiving the days

time record from the employee and entering the
data into the payroll system

Copyright 2016 APQC 689 of 715

 Formula Units
Number of FTEs who perform the process "report FTEs
time" / (Total business entity revenue
* .000000001)
Number of FTEs who perform the process "report FTEs
time" / (Total number of employees paid * 0.001)

Percentage of time records submitted percent

electronically
Percentage of time records entered manually percent

Percentage of time records processed error-free percent

the first time
Percentage of time records returned to the the percent
field for validation and/or correction

Number of time records processed / Number of time records

FTEs who perform the process "report time"
(Number of FTEs who perform the process percent
"report time" / Number of FTEs who perform the
function "manage financial resources") * 100
(Number of FTEs who perform the process percent
"report time" /(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") ) * 100

(Total cost to perform the process "manage pay" dollars

* Percentage of total cost of the process "manage
pay" allocated to internal costs * Percentage of
internal costs of the process "manage pay"
allocated to overhead and other costs *
.0001)/Total number of employees paid

Copyright 2016 APQC 690 of 715

 Formula Units
(Total cost to perform the process "manage pay" dollars
* Percentage of total cost of the process "manage
pay" allocated to internal costs * Percentage of
internal costs of the process "manage pay"
allocated to overhead and other costs *
.0001)/(Total business entity revenue * 0.001)

(Total cost to perform the process "manage pay" dollars

* Percentage of total cost of the process "manage
pay" allocated to external costs * .01)/Total
number of employees paid
Personnel cost to perform the process "manage dollars
pay" / (Total business entity revenue *.0010)
(Percentage of internal costs of the process dollars
"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" ) /
Total number of employees paid

(Percentage of internal cost of the process dollars

"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" ) /
Total number of employees paid

Total cost to perform the process "manage pay" / dollars

(Total business entity revenue * 0.001)
Total cost to perform the process "manage pay" / dollars
Total number of employees paid
Total cost to perform the process "manage pay" / dollars
Number of payroll disbursements

Copyright 2016 APQC 691 of 715

 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)
Cycle time in business days from the effective days
date of hire for a new employee until they are
included in the payroll system
Cycle time in business days from the effective days
date that an employee is terminated until they are
removed from the payroll system
Cycle time in business days from when an error days
is identified/reported to when it is fully resolved
and reflected in the accounting records
Cycle time in business days from the payroll days
system cut-off date until payroll transmit date
Cycle time in business days between the time days
period cut-off for employees and the payroll
transmit date
Cycle time in business days from HR/benefits days
system cut-off until payroll system cut-off date
Percentage of payroll disbursements that were percent
manual cheques
Percentage of payroll disbursements that were or percent
included retroactive pay adjustments
Number of FTEs who perform the process FTEs
"manage pay" / (Total business entity revenue
* .000000001)
Number of FTEs who perform the process FTEs
"manage pay" / (Total number of employees paid
* 0.001)
Percentage of employees receiving payroll percent
disbursements via direct deposit

Copyright 2016 APQC 692 of 715

 Formula Units
Percentage of payroll disbursements with errors percent
identified after distribution
(Number of checks/payments voided during the percent
year / Number of payroll disbursements) * 100
(Number of payroll inquiries received / Number percent
of payroll disbursements) * 100
(Number of payroll disbursements * Percentage manual checks
of payroll disbursements that were manual
cheques * .01) / (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")

Number of payroll disbursements / Number of disbursements

FTEs who perform the process "manage pay"
Number of business days HR/Benefit system is days
open for employee data changes, new hires, and
terminations during payroll period
(Number of FTEs who perform the process percent
"manage pay" / Number of FTEs who perform
the function "manage financial resources") * 100
(Number of FTEs who perform the process percent
"manage pay" / (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")) * 100

(Total cost to perform the process "process dollars

payroll taxes" * Percentage of total cost to
perform the process "process payroll taxes"
allocated to external costs * .01)/(Total business
entity revenue * 0.001)

Copyright 2016 APQC 693 of 715

 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

Personnel cost to perform the process "process dollars

payroll taxes" / (Total business entity revenue
*.0010)
(Percentage of internal costs of the process dollars
"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 number of
employees paid

(Total cost to perform the process "process dollars

payroll taxes" * Percentage of total cost to
perform the process "process payroll taxes"
allocated to external costs * .01)/Total number of
employees paid
(Total cost to perform the process "process dollars
payroll taxes" * Percentage of total cost to
perform the process "process payroll taxes"
allocated to internal costs * Percentage of internal
costs of the process "report payroll taxes"
allocated to overhead and other costs *
.0001)/Total number of employees paid

Copyright 2016 APQC 694 of 715

 Formula Units
(Total cost to perform the process "process dollars
payroll taxes" * Percentage of total cost to
perform the process "process payroll taxes"
allocated to internal costs * Percentage of internal
costs of the process "report payroll taxes"
allocated to overhead and other costs *
.0001)/(Total business entity revenue * 0.001)

Total cost to perform the process "process payroll dollars

taxes" / (Total business entity revenue * 0.001)

Total cost to perform the process "process payroll dollars

taxes" / Total number of employees paid
Cycle time in business days from notification of days
required garnishment to the time the garnishment
is processed in the payroll system and scheduled
for withholding
Number of FTEs who perform the process FTEs
"process payroll taxes" / (Total number of
employees paid * 0.001)
Number of FTEs who perform the process FTEs
"process payroll taxes" / (Total business entity
revenue * .000000001)
(Number of FTEs who perform the process percent
"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")) * 100

(Number of FTEs who perform the process percent

"process payroll taxes" / Number of FTEs who
perform the function "manage financial
resources") * 100

Copyright 2016 APQC 695 of 715

 Formula Units
(Total cost to perform the process "process percent
accounts payable (AP)" / Total business entity
revenue ) * 100
Total cost to perform the process "process dollars
accounts payable (AP)" / Number of FTEs who
perform the process "process accounts payable
(AP)"
Total cost to perform the process "process dollars
accounts payable (AP)" / (Total business entity
revenue * 0.000000001)
Total cost to perform the process "process dollars
accounts payable (AP)" / (Value of all materials
and services purchased * 0.001)
Total cost to perform the process "process dollars
accounts payable (AP)" / (Total business entity
revenue * 0.001)
Total cost to perform the process "process dollars
accounts payable (AP)" / Total number of
disbursements excluding T&E disbursements
Total cost to perform the process "process dollars
accounts payable (AP)" / Number of invoice line
items processed
((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) / (Value of all
materials and services purchased * 0.00001)

Copyright 2016 APQC 696 of 715

 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
business entity revenue * 0.00001)

Total cost to perform the process "process Dollars

accounts payable (AP)" / (Average oil and gas net
production (BOE/day) * .001)
Total cost to perform the process "process Dollars
accounts payable (AP)" / Total operated
producing well count
Total cost to perform the process "process Dollars
accounts payable (AP)" / Total number of miles
of pipeline in service
Total cost to perform the process "process Dollars
accounts payable (AP)" / (Average refining
throughput * .001)
Value of all materials and services purchased / dollars
(Number of FTEs who perform the process
"process accounts payable (AP)" * 1000000)
((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) / Number of
FTEs who perform the process "process accounts
payable (AP)"

Copyright 2016 APQC 697 of 715

 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) / (Value of
all materials and services purchased * 0.001)

((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
business entity revenue * 0.001)

(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) / (Total business
entity revenue * 0.001)
Total cost to perform the process "process dollars
accounts payable (AP)" / Number of invoices
processed
Cycle time in calendar days from the receipt of days
an invoice to its approval and scheduling
Cycle time in calendar days from receipt of an days
invoice until payment is transmitted
Cycle time in calendar days from discovering an days
invoice error to its resolution
Cycle time in hours from the receipt of an invoice hours
to its entry into the accounts payable/invoicing
system

Copyright 2016 APQC 698 of 715

 Formula Units
Average cycle time from the first time an invoice Days
is blocked/parked until it is unblocked/unparked

Number of FTEs who perform the process FTEs

"process accounts payable (AP)" / (Total business
entity revenue * .000000001)
Percentage of invoice line items that is matched percent
with a purchase order
Percentage of invoice line items paid on time percent

Percentage of invoice line items received percent

electronically
Percentage of invoice line items that is matched percent
the first time
Percentage of disbursements that is processed percent
error-free the first time
(Number of invoice line items that are paid percent
within the discount period / Number of invoice
line items received that offer a discount) * 100
Value of accounts payable / (Total business entity dollars
revenue * 0.0010)
(Number of invoices paid within discount percent
period / Number of invoices processed) * 100.0
Percentage of invoice line items that is entered percent
into the financial system by manual keying
Number of FTEs who perform the process FTEs
"process accounts payable (AP)" / (Value of all
materials and services purchased * 0.000000001)

Number of FTEs who perform the process FTEs

"process accounts payable (AP)" / (Average oil
and gas net production (BOE/day) * .000001)

Copyright 2016 APQC 699 of 715

 Formula Units
Number of FTEs who perform the process FTEs
"process accounts payable (AP)" / (Total
operated producing well count * .001)
Number of FTEs who perform the process FTEs
"process accounts payable (AP)" / (Total number
of miles of pipeline in service * .001)
Number of FTEs who perform the process FTEs
"process accounts payable (AP)" / (Average
refining throughput * .001)
Number of invoices processed / Number of FTEs invoices
who perform the process "process accounts
payable (AP)"
Number of invoice line items processed / Number invoice line items
of FTEs who perform the process "process
accounts payable (AP)"
Total number of disbursements excluding T&E disbursements
disbursements / Number of FTEs who perform
the process "process accounts payable (AP)"
(Number of FTEs who perform the process percent
"process accounts payable (AP)" / Number of
FTEs who perform the function "manage
financial resources") * 100
Number of invoice line items processed / (Value invoice line items
of all materials and services purchased * 0.001)
(Percentage of total cost of the process "Process percent
accounts payable" allocated to internal cost *
Percentage of internal cost of the process
"Process accounts payable" allocated to
personnel cost) *.01

Copyright 2016 APQC 700 of 715

 Formula Units
(Percentage of total cost of the process "Process percent
accounts payable" allocated to internal cost *
Percentage of internal cost of the process
"Process accounts payable" allocated to systems
cost) *.01
Percentage of invoices paid on time Percent

(Percentage of total cost of the process "Process percent

accounts payable" allocated to internal cost *
Percentage of internal cost of the process
"Process accounts payable" allocated to
overhead and other costs) *.01
Percentage of total cost of the process "Process percent
accounts payable" allocated to external cost

Percentage of invoices processed through self- Percent

invoicing
Number of payments sent through electronic Percent
funds transfer (EFT) as a percentage of total
payments sent
Number of payments sent through automated Percent
clearing house (ACH) as a percentage of total
payments sent
Number of payments sent through paper check as Percent
a percentage of total payments sent

Number of payments sent through ePayable as a Percent

percentage of total payments sent

Number of payments sent through electronic Percent

funds transfer (EFT) as a percentage of total
payments sent

Copyright 2016 APQC 701 of 715

 Formula Units
Number of invoices processed / (Value of all invoices
materials and services purchased * 0.001)
(Percentage of total cost of the process "Process dollars
expense reimbursements" allocated to external
cost * Total cost to perform the process "process
expense reimbursements" / 100) / (Total business
entity revenue * 0.001)
(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
personnel cost * .0001) / Number of FTEs who
perform the process "process expense
reimbursements"

(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
personnel cost * .0001) / (Total business entity
revenue * 0.001)

(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)

Copyright 2016 APQC 702 of 715

 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
personnel cost * .0001) / (Total value of T&E
expenditures * 0.00001)

(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 value of T&E
expenditures * 0.00001)

(Total cost to perform the process "process percent

expense reimbursements" / Total business entity
revenue ) * 100
Total cost to perform the process "process dollars
expense reimbursements" / Number of FTEs who
perform the process "process expense
reimbursements"
Total cost to perform the process "process dollars
expense reimbursements" / (Total business entity
revenue * 0.000000001)
Total cost to perform the process "process dollars
expense reimbursements" / (Total value of T&E
expenditures * 0.001)
Total cost to perform the process "process dollars
expense reimbursements" / (Total business entity
revenue * 0.001)

Copyright 2016 APQC 703 of 715

 Formula Units
Total cost to perform the process "process dollars
expense reimbursements" / Number of T&E
disbursements
Cycle time in calendar days from the receipt of days
an expense report to its approval and scheduling
for payment
Number of FTEs who perform the process FTEs
"process expense reimbursements" / (Total value
of T&E expenditures * 0.000001)
(Total value of cash advances / Total value of percent
T&E expenditures) * 100.0
(Number of expense report line items with percent
exceptions / Expense report line items) * 100
Number of FTEs who perform the process FTEs
"process expense reimbursements" / (Total
business entity revenue * .000000001)
Number of T&E disbursements / Number of disbursements
FTEs who perform the process "process expense
reimbursements"
Expense report line items / Number of FTEs who expense report
perform the process "process expense line items
reimbursements"
Expense report line items / (Total value of T&E expense report
expenditures * 0.001) line items
(Number of FTEs who perform the process percent
"process expense reimbursements" / Number of
FTEs who perform the function "manage
financial resources") * 100
(Percentage of total cost of the process "Process percent
expense reimbursements" allocated to internal
cost * Percentage of internal cost of the process
"Process expense reimbursements" allocated to
personnel cost) * .01

Copyright 2016 APQC 704 of 715

 Formula Units
(Percentage of total cost of the process "Process percent
expense reimbursements" allocated to internal
cost * Percentage of internal cost of the process
"Process expense reimbursements" allocated to
systems cost) *.01
(Percentage of total cost of the process "Process percent
expense reimbursements" allocated to internal
cost * Percentage of internal cost of the process
"Process expense reimbursements" allocated to
overhead and other costs) *.01
Percentage of total cost of the process "Process percent
expense reimbursements" allocated to external
cost
Total cost to perform the process group "manage dollars
treasury operations" / Number of banks used in
organization's cash collection network

Total cost to perform the process group "manage dollars

treasury operations" / Number of banks used in
organization's cash disbursement network

Cycle time in hours to initiate, approve, and hours

dispatch a wire transfer
Cycle time in days to reconcile a single bank hours
account from bank account statement receipt
through ending book balance reconciliation
Cycle time in calendar days to refresh cash flow days
forecast
Number of banks used in organization's cash banks
collection network / Number of FTEs who
perform the process group "manage treasury
operations"

Copyright 2016 APQC 705 of 715

 Formula Units
Number of banks used in organization's cash banks
disbursement network / Number of FTEs who
perform the process group "manage treasury
operations"
Number of banks used in organization's cash banks
collection network / (Total business entity
revenue * .000000001)
Number of banks used in organization's cash banks
disbursement network / (Total business entity
revenue * .000000001)
Total cost to perform the process "establish dollars
internal controls, policies, and procedures" /
(Total business entity revenue * 0.0010)
Percentage of cost to perform the process percent
"establish internal controls, policies, and
procedures" allocated to risk assessment
Systems cost to perform the process "establish dollars
internal controls, policies, and procedures" /
(Total business entity revenue * 0.000010)
Personnel cost to perform the process "establish dollars
internal controls, policies, and procedures" /
(Total business entity revenue * 0.0010)
Outsourced cost to perform the process "establish dollars
internal controls, policies, and procedures" /
(Total business entity revenue *.0010)

Number of FTEs who perform the process FTEs

"establish internal controls, policies, and
procedures" / (Total business entity revenue *
0.000000001)

Copyright 2016 APQC 706 of 715

 Formula Units
(Number of audit committee independent percent
members / (Number of audit committee
officers/employees + Number of other non-
independent members on the audit committee +
Number of audit committee independent
members)) * 100.0

(Number of compensation committee percent

independent members / (Number of
compensation committee officers/employees +
Number of other non-independent members on
the compensation committee + Number of
compensation committee independent members))
* 100.0

(Number of governance committee independent percent

members / (Number of governance committee
officers/employees + Number of other non-
independent members on the governance
committee + Number of governance committee
independent members)) * 100.0

(Number of independent or outside directors on percent

the board / Number of directors on the board) *
100.0
(Number of FTEs who perform the process percent
"establish internal controls, policies, and
procedures" / Number of FTEs who perform the
function "manage financial resources") * 100
(Number of other non-independent members on percent
the audit committee / (Number of audit
committee officers/employees + Number of other
non-independent members on the audit
committee + Number of audit committee
independent members)) * 100.0

Copyright 2016 APQC 707 of 715

 Formula Units
(Number of other non-independent members on percent
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

(Number of other non-independent members on percent

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

(Number of audit committee officers/employees / percent

(Number of audit committee officers/employees
+ Number of other non-independent members on
the audit committee + Number of audit
committee independent members)) * 100.0
(Number of compensation committee percent
officers/employees / (Number of compensation
committee officers/employees + Number of other
non-independent members on the compensation
committee + Number of compensation committee
independent members)) * 100.0

(Number of governance committee percent

officers/employees / (Number of governance
committee officers/employees + Number of other
non-independent members on the governance
committee + Number of governance committee
independent members)) * 100.0

Copyright 2016 APQC 708 of 715

 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)
Systems cost to perform the process "operate dollars
controls and monitor compliance with internal
controls policies and procedures" / (Total
business entity revenue * 0.000010)
Personnel cost to perform the process "operate dollars
controls and monitor compliance with internal
controls policies and procedures" / (Total
business entity revenue * 0.0010)
Total cost to perform the process "operate dollars
controls and monitor compliance with internal
controls policies and procedures" / (Total
business entity revenue * 0.0010)
Cycle time in calendar days (including weekends) days
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

Cycle time in calendar days (including weekends) days

from the identification of a control violation until
the violation is reported/communicated to the
control or process owner
Cycle time in days from reporting of a control days
violation until investigation is completed and
remediation steps/control changes are developed
Cycle time in days to deploy change in enabling days
technology

Copyright 2016 APQC 709 of 715

 Formula Units
Number of control violations in last twelve control violations
months pertaining to financial
reporting/accounting and/or security/access to
financial records / (Number of business entity
employees * 0.0010)
Number of FTEs who perform the process FTEs
"operate controls and monitor compliance with
internal controls policies and procedures" / (Total
business entity revenue * 0.000000001)
Number of times employees used existing times
communication channels to report suspected
improprieties in past 12 months / (Number of
business entity employees * 0.0010)
Number of identified primary controls / (Number controls
of business entity employees * 0.0010)
(Number of automated primary controls / percent
Number of identified primary controls) * 100.0
(Number of detective primary controls / Number percent
of identified primary controls) * 100.0
(Number of preventative primary controls / percent
Number of identified primary controls) * 100.0
Percentage of conducting risk assessment cost percent
toward self assessments
(Number of FTEs who perform the process percent
"operate controls and monitor compliance with
internal controls policies and procedures" /
Number of FTEs who perform the function
"manage financial resources") * 100
(Number of new control violations in last twelve percent
months / Number of control violations in last
twelve months pertaining to financial
reporting/accounting and/or security/access to
financial records) * 100.0

Copyright 2016 APQC 710 of 715

 Formula Units
Total cost to perform the process "report on dollars
internal controls compliance" / (Total business
entity revenue * 0.0010)
Personnel cost to perform the process "report on dollars
internal controls compliance" / (Total business
entity revenue * 0.0010)
Systems cost to perform the process "report on dollars
internal controls compliance" / (Total business
entity revenue * 0.000010)
Outsourced cost to perform the process "report on dollars
internal controls compliance" / (Total business
entity revenue *.0010)
(Number of previously identified control percent
violations in last twelve months / Number of
control violations in last twelve months) * 100.0
Number of FTEs who perform the process "report FTEs
on internal controls compliance" / (Total business
entity revenue * 0.000000001)
Percentage of conducting risk assessment cost percent
toward independent internal resources
(Number of FTEs who perform the process percent
"report on internal controls compliance" /
Number of FTEs who perform the function
"manage financial resources") * 100
Percentage of the total cost of conducting risk percent
assessments for costs other than self assessments,
independent internal resources, and outside
consultants
Percentage of conducting risk assessment cost percent
toward outside consultants

Copyright 2016 APQC 711 of 715

 Formula Units
(Number of FTEs who perform the process percent
"process customer credit" who review existing
accounts / Number of FTEs who perform the
process "process customer credit") * 100.0
(Number of FTEs who perform the process percent
"process customer credit" who produce
credit/collection reports / Number of FTEs who
perform the process "process customer credit") *
100.0
Number of updates to customer master file / updates
Number of FTEs who perform the process
"invoice customer" who maintain
customer/product master files
Number of active customers in customer master active customers
file / Number of FTEs who perform the process
"invoice customer" who maintain
customer/product master files
(Number of FTEs who perform the process percent
"invoice customer" who maintain
customer/product master files / Number of FTEs
who perform the process "invoice customer") *
100.0
(Number of FTEs who perform the process percent
"invoice customer" who generate customer
billing data / Number of FTEs who perform the
process "invoice customer") * 100.0
(Number of FTEs who perform the process percent
"invoice customer" who transmit billing data to
customer / Number of FTEs who perform the
process "invoice customer") * 100.0
(Number of FTEs who perform the process percent
"invoice customer" who post accounts receivable
entries / Number of FTEs who perform the
process "invoice customer") * 100.0

Copyright 2016 APQC 712 of 715

 Formula Units
(Number of FTEs who perform the process percent
"invoice customer" who resolve customer billing
inquiries / Number of FTEs who perform the
process "invoice customer") * 100.0
Percentage of disbursements processed that are percent
submitted electronically
Total cost to perform the process group "manage dollars
treasury operations" / Number of foreign
currencies involved in foreign exchange hedging
program
Number of foreign currencies involved in foreign foreign currencies
exchange hedging program / (Total business
entity revenue * .000000001)
Number of foreign currencies involved in foreign foreign currencies
exchange hedging program / Number of FTEs
who perform the process group "manage treasury
operations"
Time in weeks to complete projects that address weeks
an identified business exposure or opportunity
(less than 20 percent of total revenue)
Time in weeks to complete projects that address weeks
an identified business exposure or opportunity
(between 20 and 40 percent of total revenue)

Time in weeks to complete projects that address weeks

an identified business exposure or opportunity
(between 40 and 60 percent of total revenue)

Time in weeks to complete projects that address weeks

an identified business exposure or opportunity
(between 60 and 80 percent of total revenue)

Copyright 2016 APQC 713 of 715

 Formula Units
Time in weeks to complete projects that address weeks
an identified business exposure or opportunity
(greater than 80 percent of total revenue)
Number of FTEs who perform the process group FTEs
"manage business resiliency and risk" / (Total
business entity revenue * 0.000000001)
(Number of FTEs who perform the process group percent
"manage business resiliency and risk"/Number of
FTEs who perform the function "manage
information technology") * 100.0
(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
"develop and implement security, privacy, and
data protection controls" *.0001) / (Total
business entity revenue * 0.0010)

(Number of FTEs who perform the function FTEs

"manage information technology" * Percentage
of IT FTEs performing the process area "Develop
and implement security, privacy, and data
protection controls" *.01) / (Total business entity
revenue * 0.0000000010)

Percentage of IT operating cost (excluding Percent

depreciation/amortization) dedicated to process
"develop and implement security, privacy, and
data protection controls"
Percentage of IT FTEs performing the process percent
area "Develop and implement security, privacy,
and data protection controls"

Copyright 2016 APQC 714 of 715

 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
ABOUT
knowledge, IBM training, and tools they need to succeed.
At IBM, we
Founded collaborate
in 1977, APQCwith our clients, bringing
is a member-based
together
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serving organizations around research
the worldand in
technology
all sectors oftobusiness,
give themeducation,
a distinct and advantage
government. in
today’s
APQC israpidly also a changing
proud winner environment.
of the 2003, Through
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integrated
2008, 2012, approach
and 2013 toNorth
business design Most
American and
execution,
Admired Knowledge we help turn strategies(MAKE)
Enterprises into action. And
awards.
with
This expertise
award is based in 17 on industries
a studyand global a
by Teleos,
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European
APQC and IBM basedthatgrant
hereby span
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the case and weKNOW
the can
of organizations, yourhelp
members) a
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network.
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Industry PCFs, providedFor more
that (a) you useinformation,
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only within your
organization and do not disseminate it to any third party, and (b) you include the
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following copyright acknowledgement in all copies of such Industry PCF(s) and all
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• “This Industry Process Classification Framework was jointly developed by

APQC and IBM to facilitate improvement through process management and
benchmarking. ©2018 APQC and IBM. ALL RIGHTS RESERVED.”

Under no circumstance may you (or anyone on your behalf) impose a royalty, fee or
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Copyright 2016 APQC