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The Process Classification Framework was originally envisioned as
a taxonomy of business processes. The initial design involved more
than 80 organizations from the United States and worldwide. Since
its inception, the PCF has been updated several times to reflect
changes in the way organizations do business.
In response to feedback from users of the PCF, APQC regularly
engages practitioners, consultants, and academics to develop
definitions based on real-world experience with the processes.
That collaborative effort resulted in this document: a listing of
processes with definitions and selected key performance indicators
from APQCs Open Standards Benchmarking repository. This
particular document was developed with assistance from IBM.
The definitions contained in this document are to be considered
in conjunction with the PCF. The content in this document will be
updated according to research performed by APQC and subsequent
updates to the PCF. This document was created using PCF version
6.0.0.
Version 2.0.0 December 2012
oPeraTIng Processes
1.0
develop
vision
and
strategy
>>>
2.0
develop
and manage
Products and
services
>>>
3.0
4.0
>>>
market
and sell
Products and
services
>>>
deliver
Products
and
services
7.0
8.0
9.0
10.0
11.0
12.0
5.0
manage
customer
service
TABLE OF CONTENTS
About APQC
Permission granted to photocopy for personal use. 2012 APQC. ALL RIGHTS RESERVED.
Category 1.0 Develop vision and strategy establishes a direction and vision for an organization. It involves defining the business
concept and long-term vision, as well as developing the business strategy and managing strategic initiatives. Processes in this
category focus on creating a vision, a mission, and strategic objectives, and culminate in creating measures to ensure that the
organization is moving in the desired direction.
Key Performance Indicators:
Gross revenue
Net income
Process Insight:
These key performance indicators can be viewed per full-time equivalent employee (FTE), in year-over-year growth, or in a way that
makes sense given the needs of the individual organization.
The Define the business concept and long-term vision process group encompasses four processes related to developing an
organizations strategy and business design. First, the organization assesses the external environment, which provides insight
into the operating framework. Next, the organization surveys the market, which provides insight into business opportunities and
customer desires. Third, there is an internal analysis of the organizations characteristics, which assesses how it matches market
requirements and opportunities; this process results in the ability to define internal core capabilities. Finally, the organization defines
a strategic vision that states long-term goals. This process group forms an organizations strategic direction.
1.1.2 Survey market and determine customer needs and wants (10018)
Survey market and determined customer needs and wants consists of establishing and developing insight into long-term
business opportunities so that existing customers are better served and new ones are found. Approaches, methods, and
tools can be similar to those found in process 3.1.1 Perform customer and market intelligence analysis, but the purpose and
practices are different. This process consists of qualitative and quantitative market assessments that uncover conditions and
trends affecting different opportunities. The process also includes capturing and assessing customer needs and wants in an
effort to address changing expectations and identify opportunities.
The Develop business strategy process group encompasses the development of an organizations mission statement, strategy,
and business design. The first step is to develop a mission statement that clarifies the reason for the organization. The next step
is to define key steps in realizing the vision and develop strategic options to achieve objectives. Implications of strategic options
should match the organizations internal capabilities, which are then transformed into a long-term business strategy. After the
organizations strategy is defined, functional and process strategies are developed to coordinate with the overarching vision. Based
on the requirements set through these processes, an organizational design is created and goals are defined. The formulation of
business unit strategies is the final process in this group.
Permission granted to photocopy for personal use. 2012 APQC. ALL RIGHTS RESERVED.
Manage strategic initiatives focuses on actions, projects, or programs that enable an organization to realize its strategy and achieve
goals. It includes analyzing the operating environment for the development of strategic initiatives. Strategic initiatives are evaluated
and the most appropriate initiatives are selected for execution. It is critical to follow the progress of execution so that the impact
of the initiatives is identified. Refer to 12.2 Manage portfolio, program, and project for additional information on managing strategic
initiatives.
1.3.1 Develop strategic initiatives (10057)
Develop strategic initiatives involves responding to organizational performance or changes in the operating environment. The
process starts with an analysis of current performance and the identification of conditions that affect it. Based on the analysis,
initiatives are developed so that identified issues or exploit opportunities are addressed.
Permission granted to photocopy for personal use. 2012 APQC. ALL RIGHTS RESERVED.