K013445 - Best Practices in Process Frameworks 2023 Survey Report APQC

BEST PRACTICES IN APPLYING PROCESS
FRAMEWORKS 2023
Survey Report
June 2023 K013445

01 Use of Process Frameworks
02 Framework Applications
03 Framework Implementation
CONTENTS 04 Challenges and Benefits of Frameworks
05 Process and BPM Teams
06 Focus on the PCF
07 Participant Demographics
©2023 APQC. ALL RIGHTS RESERVED. 2
In May 2023, APQC conducted its bi-annual
“Best Practices in Process Frameworks”
survey to learn how organizations are using
process frameworks, the common adoption
practices, implementation practices, and
the challenges involved.
ABOUT THIS REPORT This report summarizes the thoughts and

experiences of the survey respondents.
235
Valid Global Participants

1 USE OF PROCESS FRAMEWORKS
PROCESS FRAMEWORKS
Cross-Industry
Almost three-fourths of organizations use a process framework; over half of them use APQC’s Process Classification Framework (PCF)®,
followed by ITIL and SCOR.
Use of Process Frameworks Types of Process Framework Used
APQC's Process Classification

60%
Framework (PCF)
ITIL (Information Technology
26% 28%
Infrastructure Library)
SCOR (Supply Chain Operations
15%
Reference)
VRM (Value Reference Model) 7%
eTOM (Enhanced Telecommunications

74% Operations Map)
5%
Custom Framework 4%
Baldridge Excellence Framework 2%

Yes No
N=205 N=205
COMMON FRAMEWORKS DEFINED
Process Classification Framework® (PCF): is a framework developed by APQC that consists of four process levels:
category, process group, process, and activity. There are several versions of the PCF including a comprehensive cross
industry framework and several industry specific frameworks. Each framework consists of a set of 13 process categories,
covering 6 operational areas and 7 support areas. The PCF includes definitions and KPIs for many of the process
elements. This set of frameworks is the most recognized in the process management community around the world.
Information Technology Infrastructure Library (ITIL): is a process framework that focuses on the service processes
that IT provides within the business or as a service to outside businesses. It was created by UK Office of Government
Commerce (OCG) and is maintained by AXELOS.
Supply Chain Operations Reference (SCOR): is a framework developed by the Supply Chain Council and is
predominantly used by organizations with a significant investment in supply chain management. The model is structured
around five high level processes: plan, source, make, deliver, and return and has variations for types and styles of supply
chains.
Value Reference Model (VRM): is a framework that comprises three themes—plan, execute, and govern—for the four
domains: enterprise management, supply chain, customer relations, and product development. The VRM framework is a
three-level process reference model that includes definitions, inputs and outputs, and KPIs.
Enhanced Telecommunications Operations Map (eTOM): is a framework for the analysis and improvement of
telecommunications company processes, with a focus on customer support and customer satisfaction.
Baldridge Excellence Framework: is a framework developed by the National Institute of Standards and Technology
(NIST) that is organized into seven categories representing key areas of an organization: leadership; strategy; customers;
measurement, analysis, and knowledge management; workforce; operations; and results.

Cross-Industry
FRAMEWORK SELECTION CRITERIA

Top 5 Process Framework Selection Criteria
Choosing a framework should depend

Includes suggested KPIs or on what the organization is trying to
61% accomplish with its process
measures
management efforts. There are three
limiting factors to many frameworks
that organizations should keep in mind:
Industry-specificity 52% 1. Does it include all the functional
and industry-related processes I am
focused on?
2. Does it have the level of detail I
Availability of related materials 51% need?
3. Does it include additional
information I need for process
work (e.g., measures or
Includes best practices 48% definitions)?
Breadth 42%
©2023 APQC. ALL RIGHTS RESERVED. 7 N=166

FORMAT & FRAMEWORK MANAGEMENT
Cross-Industry
How is the Framework Managed?
Microsoft Office products 63% Most organizations use a cloud-based or on-

premise SharePoint site to manage their
framework, allowing users to work collaboratively
Interactive online tool 45% on a single document. Twenty percent of
organizations utilize a local shared network drive.
PDF document 36% A cloud-based SaaS (Software

as a Service) application; a web
app tool that hosts the 40%
Included in Enterprise application where the
document is edited
Resource Planning (ERP) 23%
system An on-premise SharePoint
server (a shared network drive),
allowing for collaboration with 38%
N=164
What Format is the Framework In? multiple editors simultaneously
An internal shared network

Most frameworks are in a spreadsheet or other drive (like a S:\ drive or an R:\
21%
drive), allowing for only one
Microsoft Office application format. editor at a time
N=169
PLATFORM INTEGRATION
Cross-Industry
There is a good split between different integration platforms organizations use for their frameworks. Intranets are the most used integration,
while ERP systems are at the bottom of the list. Integrating the framework into a tool your organization already uses can help increase buy-in
and use of the framework itself.
Software Platform(s) Integrated with the Framework
53%
47%
37%
31%
Internal business intranet, e.g. Process modeling software Company network/shared Enterprise Resource Planning
SharePoint drive (ERP) system

2 FRAMEWORK APPLICATIONS
Cross-Industry
APPLICATIONS OF A FRAMEWORK
Processes Documented Using Frameworks
Process discovery 69%

Organizations tend to use process
frameworks in the early stages of
their process journeys—typically Performance improvement 67%
for identifying, understanding, and
standardizing their processes.
Organizations will also use a
process framework for managing Technology implementation 48%
the performance of their processes
and identifying improvement
opportunities.
Benchmarking 39%
Content management 31%

PROCESS DISCOVERY Cross-Industry
Organizations rely on process frameworks to serve as refences to identify their current processes and as the building blocks they need for
mapping and modeling.
Process Discovery Subprocesses Documented Using Frameworks
69% Build process maps or models 89%
of organizations
surveyed use the HOW? Identify current processes 83%
framework for
process
discovery. Create process definitions 65%
N=160
Document business capabilities 47%
N=107

PERFORMANCE IMPROVEMENT Cross-Industry
Organizations leverage the pre-existing process measures found in frameworks to help pinpoint the best fit measures for their processes. They
also use process frameworks as a taxonomy to help manage improvement opportunities and ensure efforts aren’t redundant or negatively
affect adjacent processes.
Performance Improvement Subprocesses

Documented Using Frameworks
67% Manage process improvement efforts 88%

of organizations
surveyed use HOW?
the framework
for improving Identify process measures and KPIs 78%
performance.
N=160
Auditing 46%
N=107

TECHNOLOGY IMPLEMENTATION Cross-Industry
Process frameworks are useful tools for technology applications. They are used as the building blocks in process automation efforts, can be
used as a heat map or taxonomy for IT inventory, and as the process library used in ERP systems.
Technology Implementation Subprocesses

Documented Using Frameworks
48% Support process automation efforts 83%

of organizations
surveyed use the HOW?
framework for
Build process library for ERP
technology implementation
63%
implementation.
N=160
Take inventory of IT applications 60%
N=72
BENCHMARKING Cross-Industry
Process frameworks provide a common language for comparison across organizations and KPIs that enable organizations to benchmark and
compare their process performance both internally and externally.
Benchmarking Subprocesses Documented Using

Frameworks
39%
of organizations Compare process
86%
performance
surveyed use HOW?
the framework
for
benchmarking.
N=160 Enable benchmarking
efforts between groups 74%
and partners
N=58
CONTENT MANAGEMENT Cross-Industry
A process framework is, at its simplest, a list of processes in hierarchal order, which enables organizations to use it as a taxonomy for process
repositories and metadata to collate and identify process redundancies or gaps.
Content Management Subprocesses Documented

Using Frameworks
31% Use as a taxonomy to organize

of organizations process knowledge
86%
surveyed use the HOW?
framework for
content
management.
N=160
Reduce redundant content 66%
N=50

3 FRAMEWORK IMPLEMENTATION
WHO TYPICALLY OWNS THE FRAMEWORK?
Cross-Industry
Few organizations have a process steering committee, leaving the framework to be managed independently
within each department or by the internal process team.
Typical Framework Owner or Manager
31%
27%
17%
15%
10%
Organization’s internal Managed independently within Global process owners Enterprise architect Process steering committee
process management office or each function
director of process
management

PERCENT OF FRAMEWORK ALTERED
Cross-Industry
Most organizations will change up to 45 percent of a process framework to include additional elements,
typically at the task or activity level and to match terminology to their organization’s.
Percentage of Framework Modified
27%
18%
16%
15%
10% 11%
3%
No modifications 1 to 15 percent 16 to 30 percent 31 to 45 percent 46 to 60 percent 61 to 75 percent 75 percent or more

Cross-Industry
IMPLEMENTATION STEPS
Given that the primary application of process frameworks is discovery, it makes sense that most implementation
steps fall into the documentation and standardization category.
Steps Used in Implementation of Process Frameworks
Document and standardize processes 89%
Improve processes 60%
Establish governance 52%
Train employees 48%
Monitor performance 37%

Cross-Industry
DOCUMENT AND STANDARDIZE

Document and Standardize Processes Used in Framework
Implementation
Map all relevant processes 79%

Organizations use a process
framework as a reference to help
build processes (including end-to-
Build end-to-end process maps 67%
end processes) and enhance
processes with additional
information and relevant systems
or applications. However, few Align business applications to
51%
organizations leverage knowledge processes
maps to identify the necessary
process knowledge. Collect and document necessary
knowledge and templates for each 48%
process
Build a knowledge map to connect

employees to process knowledge
34%
N=140
Cross-Industry
IMPROVE PROCESSES
Improve Process Processes Used in Framework Implementation
Assess current state of processes 84%
When it comes to process

improvement, organizations
Determine “to be” state of processes 81% typically start with understanding
the current state, identifying the to-
be state, and prioritizing
Prioritize process improvement opportunities based on clear
66% selection criteria.
opportunities
Benchmark processes internally 38%
Benchmark processes externally 32%

N=95
Cross-Industry
ESTABLISH GOVERNANCE
Establish Governance Processes Used in Framework Implementation
The majority of organizations 87%

understand the vital role that
governance plays in ensuring the 82%
business is engaged and
accountable for process work.
Furthermore, ensuring there is
explicit management of processes
by identifying process owners
during implementation.
Identify process owners Establish process governance structures
N=84
Cross-Industry
TRAIN EMPLOYEES
Train Employees Processes Used in Framework Implementation
Given that process teams rely on

Train employees on process employees within the business to
68%
development tools support process efforts, it's
surprising that nearly half do not
train employees on process
fundamentals. However, the
organizations that do train tend to
Train employees on process include an array of topics that span
67% the process management life
improvement tools
cycle.
Train employees on process

64%
management methodologies
N=72

Cross-Industry
MONITOR PERFORMANCE
Monitor Performance Processes Used in Framework Implementation
Establish process measures and KPIs 88%

Only about one-third (37 percent)
of organizations monitor process Conduct ongoing process performance
performance as part of their 62%
monitoring
implementation practices.
However, those that do monitor
process performance combine Define process control points 57%
control points with process-specific
KPIs to monitor the health of their Implement a process performance
processes. 55%
tracking tool
Establish enterprise-wide process

43%
performance baselines
Include process performance measures in

41%
employee performance reviews
N=58
4 CHALLENGES AND BENEFITS OF
PROCESS FRAMEWORKS
Cross-Industry
IMPLEMENTATION CHALLENGES
Implementation Challenges Commonly Faced
Buy-in and engagement 64% Most of the challenges that

organizations face have little to
nothing to do with the framework
itself. Instead, the challenges tend
to fall into two evergreen areas:
buy-in and engagement and
Alignment and purpose 62%
alignment and purpose.
Limitations of the framework 30%
N=159
Cross-Industry
BUY-IN AND ENGAGEMENT
The biggest challenges in adoption are related to engaging already overburdened staff to overcome resistance through better communications
on value and providing tangible or intangible incentives for participation.
Buy-In and Engagement: Detailed Challenges
59%
52%
47%
39%
30%
Insufficient communication Lack of incentives for Employee resistance Little to no executive-level “Not invented here” culture
between internal participating in process buy-in
stakeholders work
N=96
Cross-Industry
ALIGNMENT AND PURPOSE
Organizations find it difficult to work cross-functionally on process efforts due to organizational silos. Without strong collaboration, process
efforts will not show a full picture and will lack a clear purpose. Organizations should work closely with cross-functional business units to
create parameters on what processes should be prioritized and how process efforts support organizational goals.
Alignment and Purpose: Detailed Challenges
65%
57% 55%
36% 36% 35% 33%
Operational silos Lack of knowledge Our organization’s “Do it all, all at Power struggles The framework’s The frameworks are
management on lack of pre- once” mentality over process lack of alignment generally not easily
the part of established goals governance with organization’s compatible with our
stakeholders for process strategic goals existing tools and
management software
efforts
N=91
Cross-Industry
LIMITATIONS OF THE FRAMEWORK
Though most organizations do not feel the frameworks themselves are a serious impediment to implementation, there are a few key
enhancements that would improve their applicability.
Limitations of the Framework: Detailed Challenges
61%
57%
55%
52%
Difficulty integrating multiple Lack of clear benchmarks that Lack of clear best practices that Lack of clear employee roles or
frameworks into our business are integrated with the are integrated with the skills integrated with the
process management efforts framework framework framework
N=44
Cross-Industry
BENEFITS OF USING A FRAMEWORK

Top 5 Benefits Derived From Process Framework Use
Though standardization is a
Established transparency on processes 64% meaningful benefit, organizations
will often need to build a business
case or outline tangible value for
adopting a framework. In previous
Clarified communications across groups 54% years, the top benefits focused on
communications and buy-in for
process work. However, teams
Reduced number of redundant processes 48% have matured in their value-
capture and two of the top three
benefits are more tangible and
include saved time and reduced
Saved time 44% redundancies.
Reduced operational silos 41%
N=160
Cross-Industry
WHY ORGANIZATIONS DON’T ADOPT

A FRAMEWORK
Top 5 Reasons
No formal process management within

the organization
57%
Organizations that do not use a
framework have no formal process
management program. Of those Internal political or cultural resistance 38%
that do, they struggle getting
organizational and leadership
support for adoption. No support from management to adopt
a process framework
37%
Do not understand how it can be used 28%
Not able to determine the value of

adoption
25%

5 PROCESS AND BPM TEAMS
BPM PROGRAM EFFECTIVENESS Cross-Industry
The majority of BPM programs feel that they are effective.
How effective do you feel your process management efforts are?
51%
27%
8%
9%
5%
Very ineffective Ineffective Neither effective nor ineffective Effective Very effective

Cross-Industry
BPM PROGRAM TOP FOCUSES

17%
Support a culture of continuous improvement
Process teams have traditionally
supported driving efficiencies in cost, cycle
time, and throughput. Over the last few 15%
years, process teams have begun to shift
Establish business agility through standardization
back from organizational drivers to focus
again on continuous improvement and
business agility. 14%
BPM teams also cite strategic purposes as Understand processes through documentation
a top focus. Over the last two years, BPM
teams have been tapped to help their
organizations by driving an improvement- 14%
focused culture and improving the
customer experience. Support the execution of strategic initiatives
12%
Improve customer experience

Initiated—There are no organized processes, all processes are ad hoc, Cross-Industry
BPM MATURITY LEVEL

and success typically depends on skillful employees rather than
standardized processes.
Developed—Some organized processes and projects are planned,

standardized, and measured. The established process management
discipline helps to ensure that existing practices are retained, and
projects are performed and managed according to documented plans.
8%
Standardized—Most of the organization’s process are organized, 20%
7%
defined, understood, and documented through procedures, tools, and
methods. Standards, descriptions, and tasks stem from enterprise-
wide processes, are performed consistently across the organization,
and are managed with acknowledgment of interrelationships.
Processes are qualitatively predictable, but generally there are no
measurements to enforce it.
25%
Optimized—Sub-level processes contribute to overall performance
and are controlled using statistical and other quantitative techniques.
Performance measures are based on the needs of the customer, end
users, the organization, and process implementers. Process variations 39%
are identified and corrected, and performance is both controlled and
predictable.
Innovative—Processes are continually improved based on

quantitative measures of common causes of variation in
Initiated Developed Standardized Optimized Innovative
processes. Quantitative process-improvement objectives are
established, revised, and used to manage process improvement.
Improvements are evaluated against organizational objectives, and
an empowered workforce executes them.
6 FOCUS ON THE PROCESS
CLASSIFICATION FRAMEWORK (PCF)
APPLYING THE PCF Cross-Industry
Most respondents have used the PCF for one to five years. It is typically applied collaboratively between
two or more business units or organization-wide.
Number of Years Using the PCF Level of PCF Adoption
31%
14% 28%
25%
21%
15% 20%
45%
Organization-wide Collaboratively In silos by one or At the individual

between two or more business level for projects
Less than a year One to five years Five to ten years More than ten years more business units
units
N=111 N=114
VALUE OF THE PCF Cross-Industry
The majority of PCF users feel that it adds value to their business processes.
To what extent do you agree with the statement:

“Our use of the PCF adds value to our business processes.”
64%
24%
1% 10%
1%
Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree
N=118
6 PARTICIPANT DEMOGRAPHICS
RESPONDENT DEMOGRAPHICS
Percent of Time Spent on PM Activities
None 3%
Top 8 Roles
1 percent to 20 percent 24%
Director of Process Management 22%
Process Consultant 17%
BPM Expert 11%
Enterprise Architect 8%
Process Steering Committee 6% Years of Experience in PM

No experience 3%
Business Process Analyst 5%
Less than 3 years 9%
Process Owner 5%
3 to 5 years 14%
Subject Matter Expert 5% 11%
6 to 8 years
9 to 11 years 9%
More than 11 years 54%

ORGANIZATION DEMOGRAPHICS
Annual Revenue
Less than $100 million USD 36%
Top 10 Industries
$100 million to less than $500 million USD 17%
Services 22%
$500 million to less than $1 billion USD 11%
Software/Technology 11%
$1 billion to less than $5 billion USD 14%
Government/Military 7%
$5 billion to less than $10 billion USD 4%
$10 billion to less than $20 billion USD 6% Industrial Products 7%
$20 billion or greater USD 12% Utility 5%
Financial Services/Banking 5%
FTEs
Fewer than 100 21% Pharmaceutical 4%
100-999 24% Petroleum/Chemical 4%
1,000-9,999 30% Aerospace 4%

10,000-49,999 13% Education 3%
50,000-99,999 5%
100,000 or more 7%
CONTACT US
Madison Lundquist Kelli South

Principal Research Lead, Research Manager
Process and Performance Management
mlundquist@apqc.org ksouth@apqc.org
www.apqc.org 800-766-9676
www.apqc.org/linkedin
@apqc
CONNECT www.apqc.org/blog
WITH US
www.apqc.org/facebook
www.youtube.com/apqc

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BEST PRACTICES IN APPLYING PROCESS

June 2023 K013445

CONTENTS 04 Challenges and Benefits of Frameworks

05 Process and BPM Teams

06 Focus on the PCF

ABOUT THIS REPORT This report summarizes the thoughts and

©2023 APQC. ALL RIGHTS RESERVED. 3

Use of Process Frameworks Types of Process Framework Used

APQC's Process Classification

VRM (Value Reference Model) 7%

eTOM (Enhanced Telecommunications

Baldridge Excellence Framework 2%

©2023 APQC. ALL RIGHTS RESERVED. 6

FRAMEWORK SELECTION CRITERIA

Choosing a framework should depend

©2023 APQC. ALL RIGHTS RESERVED. 7 N=166

How is the Framework Managed?

Microsoft Office products 63% Most organizations use a cloud-based or on-

PDF document 36% A cloud-based SaaS (Software

An internal shared network

Software Platform(s) Integrated with the Framework

©2023 APQC. ALL RIGHTS RESERVED. 9 N=118

Process discovery 69%

Content management 31%

©2023 APQC. ALL RIGHTS RESERVED. 11 N=160

Process Discovery Subprocesses Documented Using Frameworks

69% Build process maps or models 89%

Document business capabilities 47%

©2023 APQC. ALL RIGHTS RESERVED. 12

Performance Improvement Subprocesses

67% Manage process improvement efforts 88%

©2023 APQC. ALL RIGHTS RESERVED. 13

Technology Implementation Subprocesses

48% Support process automation efforts 83%

Take inventory of IT applications 60%

Benchmarking Subprocesses Documented Using

Content Management Subprocesses Documented

31% Use as a taxonomy to organize

©2023 APQC. ALL RIGHTS RESERVED. 16

Typical Framework Owner or Manager

©2023 APQC. ALL RIGHTS RESERVED. 18 N=169

Percentage of Framework Modified

No modifications 1 to 15 percent 16 to 30 percent 31 to 45 percent 46 to 60 percent 61 to 75 percent 75 percent or more

©2023 APQC. ALL RIGHTS RESERVED. 19 N=167

Steps Used in Implementation of Process Frameworks

Document and standardize processes 89%

Improve processes 60%

Establish governance 52%

Train employees 48%

Monitor performance 37%

©2023 APQC. ALL RIGHTS RESERVED. 20 N=163

DOCUMENT AND STANDARDIZE

Map all relevant processes 79%

Build a knowledge map to connect

Assess current state of processes 84%

When it comes to process

Benchmark processes internally 38%

Benchmark processes externally 32%

The majority of organizations 87%

Identify process owners Establish process governance structures

Given that process teams rely on

Train employees on process

©2023 APQC. ALL RIGHTS RESERVED. 24