Référentiel APQC Cross Industry v7 / UE 2.5.1 Logiciels Évolués de Contrôle Et D'audit (I.A.E Bordeaux M 2 DFCGAI)

CROSS INDUSTRY PROCESS CLASSIFICATION
FRAMEWORK
VERSION NUMBER 7.0.4
GENERATED ON 5/3/2016
For more information about the PCF, visit www.apqc.org/pcf
COMPARED TO CROSS INDUSTRY PROCESS CLASSIFICATION FRAMEWORK VERSION 6.1.1
Copyright 2016 APQC

SSIFICATION
EWORK VERSION 6.1.1
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 inten
capabilities.
These pages illustrate the configuration of this file. If you have further questions, please contact APQC dir
pcf_feedback@apqc.org or +1-713-681-4020.
PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used througho
open standards benchmarking as a way to relate measures, questions, and other materials back to specifi
the PCF. The PCF ID for a process element is aligned to the specific concept identified by the process elem
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 eac
number will not be consistent across releases - meaning that a process element may have a different hier
among a set of releases.
Difference index is a score identifying the volume of changes to this process element across releases. T
only computed when a specific release is compared to another specific release. The difference index enca
the changes among all of the process element's descendents, not just the immediate children. The great
number, the more significant the changes between the two releases.
Change details is a sentence explaning the differences in the immediate child-level descendents of the
process element. A "plus" symbol ("+") before a number indicates that the specific process element was
since the last release. A "minus" symbol ("-") before a number indicates that the specific process element
removed since the last release. If the process element was renamed, the sentence will include the phrase
WAS:" followed by the name previously used by the process element. A new element is identified by the w
"NEW". A "c" before a number indicates that the specific process element changed since the compared re
saw elements added, removed, the name changed, or some combination of those three operations.
Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarki
for this specific process element. For more information, please visit http://www.apqc.org/osb
Copyright 2016 APQC

EXAMPLE
In the above image, one can discern that a new process element "8.0 Manage Financial Resources" (170
added to the framework. This new element was added to the file. This new element contains a number
used elements, including a significant change to one of its immediate children, 10731, which was prese
previous release, but under a different parent. Also category 11 saw relatively few changes (difference i
while category 12 saw the most changes (difference index = 121). Develop and manage human capital
number of changes to its immediate children (see the change details) but the structure overall remains
(difference index = 50).
Copyright 2016 APQC

tended to
f its intended
APQC directly on
throughout APQC's
to specific parts of
cess element. It will
nt on each row. This

erent hierarchy ID
leases. The score is

dex encapsulates
The greater the
ts of the specific
ment was added
element was
he phrase "RENAME,
d by the word
mpared release; it
ns.
nchmarking library
Copyright 2016 APQC

ces" (17058) was
number of previously
as present in the
fference index = 2)
n capital had a
remains very simlar
Copyright 2016 APQC

Hierarchy Difference
PCF ID ID Name Index
10002 1.0 Develop Vision and Strategy 62
10003 2.0 Develop and Manage Products and Services 74
10004 3.0 Market and Sell Products and Services 119
20022 4.0 Deliver Physical Products 30
20025 5.0 Deliver Services 67
20085 6.0 Manage Customer Service 80
10007 7.0 Develop and Manage Human Capital 41
10008 8.0 Manage Information Technology (IT) 3
17058 9.0 Manage Financial Resources 36
19207 10.0 Acquire, Construct, and Manage Assets 56
16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and Resiliency 6
10012 12.0 Manage External Relationships 14

10013 13.0 Develop and Manage Business Capabilities 15
Copyright 2016 APQC 7 of 994

Metrics
Change details available?
c10016 Y
+19696, +19698 Y
+20008, -10104 Y
NEW N
+20026, +20040, +20058, NEW Y
+12658, +20110, c10379, c10380, NEW N
+20134, -17056, c17043 Y
RENAME, WAS:Manage Information Technology Y
Y
+19208, +19238, c10937, c10940, NEW N
RENAME, WAS:Manage Enterprise Risk, N
Compliance, Remediation and Resiliency
N
Y

17040 1.1 Define the business concept and long-term vision 12
10017 1.1.1 Assess the external environment 3
19945 1.1.1.1 Identify competitors 1
10021 1.1.1.2 Analyze and Evaluate competition 0
10022 1.1.1.3 Identify economic trends 0
10023 1.1.1.4 Identify political and regulatory issues 0
10024 1.1.1.5 Assess new technology innovations 0
10025 1.1.1.6 Analyze demographics 0
10026 1.1.1.7 Identify social and cultural changes 0
10027 1.1.1.8 Identify ecological concerns 0
16790 1.1.1.9 Identify intellectual property concerns 1
16791 1.1.1.10 Evaluate IP acquisition options 1
10018 1.1.2 Survey market and determine customer needs and wants 4
10028 1.1.2.1 Conduct qualitative/quantitative research and assessments 1
19946 1.1.2.2 Capture customer needs and wants 1

19947 1.1.2.3 Assess customer needs and wants 1
10019 1.1.3 Assess the internal environment 4
10030 1.1.3.1 Analyze organizational characteristics 0

19948 1.1.3.2 Analyze internal operations 1
10031 1.1.3.3 Create baselines for current processes 0
10032 1.1.3.4 Analyze systems and technology 0
10033 1.1.3.5 Analyze financial health 1
10034 1.1.3.6 Identify core competencies 1
10020 1.1.4 Establish strategic vision 1

19949 1.1.4.1 Define the strategic vision 1
10035 1.1.4.2 Align stakeholders around strategic vision 0
10036 1.1.4.3 Communicate strategic vision to stakeholders 0
16792 1.1.5 Conduct organization restructuring opportunities 0

16793 1.1.5.1 Identify restructuring opportunities 0
16794 1.1.5.2 Perform due-diligence 0
16795 1.1.5.3 Analyze deal options 0
16796 1.1.5.3.1 Evaluate acquisition options 0
16797 1.1.5.3.2 Evaluate merger options 0
16798 1.1.5.3.3 Evaluate de-merger options 0
16799 1.1.5.3.4 Evaluate divesture options 0
10015 1.2 Develop business strategy 38
10037 1.2.1 Develop overall mission statement 0
10044 1.2.1.1 Define current business 0
10045 1.2.1.2 Formulate mission 0
10046 1.2.1.3 Communicate mission 0
10038 1.2.2 Define and evaluate strategic options to achieve the objectives 13
10047 1.2.2.1 Define strategic options 0

10048 1.2.2.2 Assess and analyze impact of each option 2
13289 1.2.2.2.1 Identify implications for key operating model business 1
elements that require change
13290 1.2.2.2.2 Identify implications for key technology aspects 1
16800 1.2.2.3 Develop B2B strategy 2
16801 1.2.2.3.1 Develop service as a product strategy 1
16802 1.2.2.4 Develop B2C strategy 1
16803 1.2.2.5 Develop partner/alliance strategy 1
16805 1.2.2.6 Develop merger/demerger/acquisition/exit strategy 1
16806 1.2.2.7 Develop innovation strategy 1
14189 1.2.2.8 Develop sustainability strategy 0
19950 1.2.2.9 Develop global support strategy 1
19951 1.2.2.10 Develop shared services strategy 1
14197 1.2.2.11 Develop lean/continuous improvement strategy 0
19952 1.2.2.12 Develop innovation strategy and framework 1

10039 1.2.3 Select long-term business strategy 0
10040 1.2.4 Coordinate and align functional and process strategies 0
10041 1.2.5 Create organizational design 1
10049 1.2.5.1 Evaluate breadth and depth of organizational structure 0

10050 1.2.5.2 Perform job-specific roles mapping and value-added 0
analyses
10051 1.2.5.3 Develop role activity diagrams to assess hand-off activity 0
10052 1.2.5.4 Perform organization redesign workshops 0
10053 1.2.5.5 Design the relationships between organizational units 0
10054 1.2.5.6 Develop role analysis and activity diagrams for key 0
processes
10055 1.2.5.7 Assess organizational implication of feasible alternatives 0
10056 1.2.5.8 Migrate to new organization 0
10042 1.2.6 Develop and set organizational goals 3
19953 1.2.6.1 Identify organizational goals 1
19954 1.2.6.2 Establish baseline metrics 1
19955 1.2.6.3 Monitor performance against goals 1
10043 1.2.7 Formulate business unit strategies 3
19956 1.2.7.1 Analyze business unit strategies 1
19957 1.2.7.2 Identify core competency for each business unit 1
19958 1.2.7.3 Refine business unit strategies in support of company 1
strategy
19959 1.2.8 Develop customer experience strategy 17
19960 1.2.8.1 Assess customer experience 4
19961 1.2.8.1.1 Identify and review customer touchpoints 1
19962 1.2.8.1.2 Assess customer experience across touchpoints 1
19963 1.2.8.1.3 Perform root cause analysis of problematic customer 1
experiences
19964 1.2.8.2 Design customer experience 8
16612 1.2.8.2.1 Define and manage personas 1

19965 1.2.8.2.2 Create customer journey maps 1
19966 1.2.8.2.3 Define single view of the customer for the organization 1
19967 1.2.8.2.4 Define a vision for the customer experience 1
19968 1.2.8.2.5 Validate with customers 1
19969 1.2.8.2.6 Align experience with brand values and business 1
19970 1.2.8.2.7 strategies
Develop content strategy 1
19971 1.2.8.3 Design customer experience support structure 3
19972 1.2.8.3.1 Identify required capabilities 1
19973 1.2.8.3.2 Identify impact on functional processes 1
19974 1.2.8.4 Develop customer experience roadmap to develop and 1
implement defined capabilities
18916 1.2.9 Communicate strategies internally and externally 1
10016 1.3 Execute and measure strategic initiatives 12
10057 1.3.1 Develop strategic initiatives 3

19975 1.3.1.1 Identify strategic priorities 1
19976 1.3.1.2 Develop strategic initiatives based on business/customer 1
value
19977 1.3.1.3 Review with stakeholders 1
10058 1.3.2 Evaluate strategic initiatives 2
19978 1.3.2.1 Determine business value for each strategic priority 1
19979 1.3.2.2 Determine the customer value for each strategic priority 1
10059 1.3.3 Select strategic initiatives 2
19980 1.3.3.1 Prioritize strategic initiatives 1
19981 1.3.3.2 Communicate strategic initiatives to business units and 1
stakeholders
10060 1.3.4 Establish high-level measures 3
19982 1.3.4.1 Identify business value drivers 1
19983 1.3.4.2 Establish baselines for business value drivers 1
19984 1.3.4.3 Monitor performance against baselines 1
19507 1.3.5 Execute strategic initiatives 1

Metrics
c10016 Y
c10019 N
+19945, +16790, +16791 Y
NEW N
N
N
N
N
N
N
N
NEW N
NEW N
+19946, +19947, -10029, c10028 N
RENAME, WAS:Conduct qualitative/quantitative N
assessments
NEW N
NEW N
+19948, c10033, c10034, RENAME, WAS:Perform N
internal analysis
N
NEW N
N
N
RENAME, WAS:Analyze financial positions N
RENAME, WAS:Identify enterprise core N
competencies
+19949 N
NEW N
N
N
N

Metrics
N
N
N
N
N
N
N
+19959, +18916, c10038, c10041 N
N
N
N
N
+16800, +16802, +16803, +16805, +16806, N
+19950, +19951, +19952, -14190, RENAME,
WAS:Evaluate strategic options to achieve the
objectives
N
+13289, +13290 N
NEW N
NEW N
+16801, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
NEW N
NEW N
N
NEW N

Metrics
N
N
RENAME, WAS:Create organizational design N
(structure, governance, reporting, etc.)
N
N
N
N
N
N
N
N
+19953, +19954, +19955 N
NEW N
NEW N
NEW N
+19956, +19957, +19958 N
NEW N
NEW N
NEW N
+19960, +19964, +19971, +19974, NEW N

+19961, +19962, +19963, NEW N
NEW N
NEW N
NEW N
+16612, +19965, +19966, +19967, +19968, N

+19969, +19970, NEW
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19972, +19973, NEW N
NEW N
NEW N
NEW N
NEW N
+19507, RENAME, WAS:Manage strategic N
initiatives
+19975, +19976, +19977 N
NEW N
NEW N
NEW N
+19978, +19979 N
NEW N
NEW N
+19980, +19981 N
NEW N
NEW N
+19982, +19983, +19984 N

NEW N
NEW N
NEW N
NEW N

19696 2.1 Govern and manage product/service development program 32
10061 2.1.1 Manage product and service portfolio 2
10063 2.1.1.1 Evaluate performance of existing products/services against 0
market opportunities
10066 2.1.1.2 Confirm alignment of product/service concepts with 0
business strategy
10074 2.1.1.3 Prioritize and select new product/service concepts 0
10073 2.1.1.4 Plan and develop cost and quality targets 0
10075 2.1.1.5 Specify development timing targets 0
10076 2.1.1.6 Plan for product/service offering modifications 0
10067 2.1.2 Manage product and service life cycle 9
16824 2.1.2.1 Develop plan for new product/service development and 1
introduction/launch
10077 2.1.2.2 Introduce new products/services 0
10078 2.1.2.3 Retire outdated products/services 0
10079 2.1.2.4 Identify and refine performance indicators 0
11423 2.1.2.5 Conduct post launch review 8
19646 2.1.2.5.1 Carry out post launch analytics to test the acceptability 1
in the market
11424 2.1.2.5.2 Review market performance 1
11425 2.1.2.5.3 Review effectiveness of supply chain and distribution 1
network
19647 2.1.2.5.4 Apply data and analytics to review supply chain 1
methodologies
11426 2.1.2.5.5 Review quality and performance of the product/service 1
11427 2.1.2.5.6 Conduct financial review 1
11428 2.1.2.5.7 Conduct new product development process assessment 1
19985 2.1.3 Manage patents, copyrights, and regulatory requirements 9
19941 2.1.3.1 Conduct mandatory and elective reviews 1

16826 2.1.3.2 Review infringement of patents and copyrights 1
16827 2.1.3.3 Determine patent and copyright needs 1
19697 2.1.3.4 Define product technical documentation management 1
requirements
12771 2.1.3.5 Manage regulatory requirements 4
12772 2.1.3.5.1 Train employees on appropriate regulatory requirements 1
12773 2.1.3.5.2 Maintain records for regulatory agencies 1
12776 2.1.3.5.3 Manage regulatory submission life cycle 1
11740 2.1.4 Manage product and service master data 11
11741 2.1.4.1 Manage materials master lists 1

11742 2.1.4.2 Manage bills of material 1
11743 2.1.4.3 Manage routings 1
11744 2.1.4.4 Manage specifications 1
11745 2.1.4.5 Manage drawings 1
11746 2.1.4.6 Manage product/material classification 1
11747 2.1.4.7 Develop and maintain quality/inspection documents 1
11748 2.1.4.8 Maintain process specification data 1
11749 2.1.4.9 Manage traceability data 1
11750 2.1.4.10 Review and approve data access requests 1
19698 2.2 Generate and define new product/service ideas 18
10065 2.2.1 Perform discovery research 0
10070 2.2.1.1 Identify new technologies 0
10071 2.2.1.2 Develop new technologies 0
10072 2.2.1.3 Assess feasibility of integrating new leading technologies 0
into product/service concepts
19669 2.2.2 Generate new product/service concepts 5
19986 2.2.2.1 Gather new product/service ideas and requirements 1
19987 2.2.2.2 Analyze new product/service ideas and requirements 1
19988 2.2.2.3 Evaluate new product/service inputs and requirements 1
19989 2.2.2.4 Formulate new product/service concepts 1

10068 2.2.2.5 Identify potential improvements to existing products and 0
services
19990 2.2.3 Define product/service development requirements 12
11331 2.2.3.1 Define product/service requirements 9
19991 2.2.3.1.1 Define basic functional requirements 1

16808 2.2.3.1.2 Derive interoperability requirements for products and 1
services
16809 2.2.3.1.3 Derive safety requirements for products and services 1
16810 2.2.3.1.4 Derive security requirements for products and services 1
16811 2.2.3.1.5 Derive regulatory compliance requirements 1
16812 2.2.3.1.6 Derive requirements from industry standards 1
19992 2.2.3.1.7 Develop user experience requirements 1
16814 2.2.3.1.8 Derive ‘services-as-a-product’ offering 1
16815 2.2.3.2 Define post launch support model 1
17389 2.2.3.3 Identify product/service bundling opportunities 1
10062 2.3 Develop products and services 24
19993 2.3.1 Design and prototype products and services 14
10083 2.3.1.1 Assign resources to product/service project 1

19994 2.3.1.1.1 Identify requirements for product/service 1
design/development partners
10084 2.3.1.2 Prepare high-level business case and technical assessment 0
10085 2.3.1.3 Develop product/service design specifications 0
16813 2.3.1.4 Develop user experience design specifications 1
16817 2.3.1.5 Provide warranty-related recommendations 1
10086 2.3.1.6 Document design specifications 0
10087 2.3.1.7 Conduct mandatory and elective external reviews 1

19995 2.3.1.8 Design products/services 7
16819 2.3.1.8.1 Design for manufacturing 1

16820 2.3.1.8.2 Design for product servicing 1
16821 2.3.1.8.3 Design for re-manufacturing 1
16822 2.3.1.8.4 Review product troubleshooting methodology 1
16818 2.3.1.8.5 Design and manage product data, design, and bill of 1
materials
16823 2.3.1.8.6 Design for product upgrades 1
10088 2.3.1.9 Build prototypes/proof of concepts 1
10098 2.3.1.10 Develop and test prototype production and/or service 0
delivery process
10089 2.3.1.11 Eliminate quality and reliability problems 0
10090 2.3.1.12 Conduct in-house product/service testing and evaluate 0
feasibility
10091 2.3.1.13 Identify design/development performance indicators 0
10092 2.3.1.14 Collaborate on design with suppliers and external partners 1
19996 2.3.2 Test market for new or revised products and services 1
10093 2.3.2.1 Prepare detailed market study 0
10094 2.3.2.2 Conduct customer tests and interviews 0
10095 2.3.2.3 Finalize product/service characteristics and business cases 0
10096 2.3.2.4 Finalize technical requirements 0
19997 2.3.3 Prepare for production/service delivery 6
10099 2.3.3.1 Design and obtain necessary capabilities/materials and 1
equipment
10097 2.3.3.2 Identify requirements for changes to manufacturing/delivery 0
processes
11418 2.3.3.3 Request engineering/process change 1
10100 2.3.3.4 Install and validate production/service delivery process 2
11417 2.3.3.4.1 Monitor initial production runs 1

19998 2.3.3.5 Validate launch procedures 1

Metrics
+19696, +19698 Y
+19985, +11740, NEW N
-10064, -14192 Y
N
N
N
N
N
+16824, +11423 N
NEW N
N
N
N
+19646, +11424, +11425, +19647, +11426, N
+11427, +11428, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19941, +16826, +16827, +19697, +12771, NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
+12772, +12773, +12776, NEW N

NEW N
NEW N
NEW N
+11741, +11742, +11743, +11744, +11745, N
+11746, +11747, +11748, +11749, +11750, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19669, +19990, NEW N
Y
N
N
N
+19986, +19987, +19988, +19989, NEW N

NEW N
NEW N
NEW N
NEW N

Metrics
N
+11331, +16815, +17389, NEW N

+19991, +16808, +16809, +16810, +16811, N
+16812, +19992, +16814, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19993, +19996, +19997, -10080, -10081, -10082 Y
+16813, +16817, +19995, c10087, c10088, N

c10092, NEW
+19994 N
NEW N
N
N
NEW N
NEW N
N
RENAME, WAS:Conduct mandatory and elective N
external reviews (legal, regulatory, standards,
internal)

Metrics
+16819, +16820, +16821, +16822, +16818, N
+16823, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
RENAME, WAS:Build prototypes N
N
N
N
N
RENAME, WAS:Collaborate on design with suppliers N
and contract manufacturers
NEW N
N
N
N
N
+19998, c10099, c11418, c10100, NEW N
RENAME, WAS:Design and obtain necessary N
materials and equipment
N
RENAME, WAS:Request engineering change N

c11417, RENAME, WAS:Install and validate N
production process or methodology
RENAME, WAS:Monitor production runs N

Metrics
NEW N

10101 3.1 Understand markets, customers, and capabilities 3
10106 3.1.1 Perform customer and market intelligence analysis 2
10108 3.1.1.1 Conduct customer and market research 0
10109 3.1.1.2 Identify market segments 0
10110 3.1.1.3 Analyze market and industry trends 0
10111 3.1.1.4 Analyze competing organizations, competitive/substitute 1
products/services
10112 3.1.1.5 Evaluate existing products/services 1
10113 3.1.1.6 Assess internal and external business environment 0

10107 3.1.2 Evaluate and prioritize market opportunities 1
10116 3.1.2.1 Quantify market opportunities 0
10117 3.1.2.2 Determine target segments 1
18941 3.1.2.2.1 Identify under-served and saturated market segments 1
10118 3.1.2.3 Prioritize opportunities consistent with capabilities and 0
overall business strategy
10119 3.1.2.4 Validate opportunities 0
10102 3.2 Develop marketing strategy 38
11168 3.2.1 Define offering and customer value proposition 0

11169 3.2.1.1 Define offering and positioning 0
11170 3.2.1.2 Develop value proposition including brand positioning for 0
target segments
11171 3.2.1.3 Validate value proposition with target segments 0
11172 3.2.1.4 Develop new branding 0
10123 3.2.2 Define pricing strategy 5
13169 3.2.2.1 Conduct pricing analysis 1

10124 3.2.2.2 Establish guidelines for applying pricing and discounting of 1
products/services

19999 3.2.2.3 Establish pricing targets 1
10125 3.2.2.4 Approve pricing strategies/policies and targets 1
20000 3.2.3 Define and manage channel strategy 11
20001 3.2.3.1 Determine channels to be supported 1

20002 3.2.3.2 Establish channel objectives 1
10127 3.2.3.3 Determine channel role and fit with target segments 1
10128 3.2.3.4 Select channels for target segments 0

20003 3.2.3.5 Identify required channel capabilities 1
10126 3.2.3.6 Evaluate channel attributes and potential partners 1
20004 3.2.3.7 Orchestrate seamless customer experience across 4

supported channels
16590 3.2.3.7.1 Define omni-channel strategy 1
16591 3.2.3.7.2 Define omni-channel requirements 1
16592 3.2.3.7.3 Develop omni-channel policies and procedures 1
20005 3.2.3.8 Develop and manage execution roadmap 1
20006 3.2.4 Analyze and manage channel performance 6
16573 3.2.4.1 Establish channel-specific metrics and targets 1

16574 3.2.4.2 Monitor and report performance 1
16575 3.2.4.3 Monitor and report events influencing factors 1
16500 3.2.4.4 Analyze performance 1
16501 3.2.4.5 Develop plan for improvements 1
16848 3.2.5 Develop marketing communication strategy 9
16849 3.2.5.1 Develop customer communication calendar 1

16850 3.2.5.2 Define public relations (PR) strategy 1
16851 3.2.5.3 Define direct marketing strategy 1
16852 3.2.5.4 Define internal marketing communication strategy 1

16853 3.2.5.5 Identify new media for marketing communication 1
16854 3.2.5.6 Define new media communication strategy 1
16855 3.2.5.7 Define point of sale (POS) communication strategy 1
18627 3.2.5.8 Define communication guidelines and mechanisms 1
18924 3.2.6 Design and manage customer loyalty program 6
20007 3.2.6.1 Define customer loyalty program 1

18925 3.2.6.2 Acquire members to customer loyalty program 1
18926 3.2.6.3 Build engagement and relationship with members 1
16633 3.2.6.4 Monitor customer loyalty program benefits to the enterprise 1
and the customer
18927 3.2.6.5 Optimize loyalty program value to both the enterprise and 1
the customer
20008 3.3 Develop and manage marketing plans 21
10148 3.3.1 Establish goals, objectives, and metrics for products/services by 1
channel/segment
10149 3.3.2 Establish marketing budgets 1
10155 3.3.2.1 Confirm marketing alignment to business strategy 0
10156 3.3.2.2 Determine costs of marketing 0
10157 3.3.2.3 Create marketing budget 0
17683 3.3.2.4 Determine projected ROI for marketing investment 1
10151 3.3.3 Develop and manage pricing 6
20009 3.3.3.1 Understand resource requirements for each product/service 1

and delivery channel/method
18948 3.3.3.2 Determine corporate incentives 1
10163 3.3.3.3 Determine pricing based on volume/unit forecast 0
10164 3.3.3.4 Execute pricing plan 0
10165 3.3.3.5 Evaluate pricing performance 0
10166 3.3.3.6 Refine pricing as needed 0
11495 3.3.3.7 Implement promotional pricing programs 1
11496 3.3.3.8 Implement other retail pricing programs 1

11497 3.3.3.9 Communicate and implement price changes 1
17684 3.3.3.10 Achieve regulatory approval for pricing 1
20010 3.3.4 Develop and manage promotional activities 2
10167 3.3.4.1 Define promotional concepts and objectives 1
10159 3.3.4.2 Develop marketing messages 0
10160 3.3.4.3 Define target audience 0
10168 3.3.4.4 Plan and test promotional activities 0
10169 3.3.4.5 Execute promotional activities 0
10170 3.3.4.6 Evaluate promotional performance metrics 0
10171 3.3.4.7 Refine promotional performance metrics 0
10172 3.3.4.8 Incorporate learning into future/planned consumer 0
promotions
10153 3.3.5 Track customer management measures 1
10173 3.3.5.1 Determine customer lifetime value 1
10174 3.3.5.2 Analyze customer revenue trend 0

10175 3.3.5.3 Analyze customer attrition and retention rates 0
10176 3.3.5.4 Analyze customer metrics 0
10177 3.3.5.5 Revise customer strategies, objectives, and plans based on 0
metrics
16613 3.3.6 Analyze and respond to customer insight 6
16627 3.3.6.1 Monitor and respond to social media activity 1

16614 3.3.6.2 Analyze customer website activity 1
16615 3.3.6.3 Analyze customer purchase patterns 1
16616 3.3.6.4 Develop business rules to provide personalized offers 1
16617 3.3.6.5 Monitor effectiveness of personalized offers and adjust 1
offers accordingly
10154 3.3.7 Develop and manage packaging strategy 0
10178 3.3.7.1 Plan packaging strategy 0
10179 3.3.7.2 Test packaging options 0
10180 3.3.7.3 Execute packaging strategy 0

10181 3.3.7.4 Refine packaging 0
16629 3.3.8 Manage product marketing content 3
16630 3.3.8.1 Manage product images 1
18130 3.3.8.2 Manage product copy 1
10103 3.4 Develop sales strategy 8
10129 3.4.1 Develop sales forecast 0
10134 3.4.1.1 Gather current and historic order information 0
10135 3.4.1.2 Analyze sales trends and patterns 0
10136 3.4.1.3 Generate sales forecast 0
10137 3.4.1.4 Analyze historical and planned promotions and events 0
10130 3.4.2 Develop sales partner/alliance relationships 7
10138 3.4.2.1 Identify alliance opportunities 0

10139 3.4.2.2 Design alliance programs and methods for selecting and 0
managing relationships
10140 3.4.2.3 Select alliances 0
11465 3.4.2.4 Develop customer trade strategy and customer 1
objectives/targets
11521 3.4.2.5 Define trade programs and funding options 1
11466 3.4.2.6 Conduct planning activities for major trade customers 1
10141 3.4.2.7 Develop partner and alliance management strategies 0
10142 3.4.2.8 Establish partner and alliance management goals 0
18629 3.4.2.9 Establish partner and alliance agreements 1
11522 3.4.2.10 Develop promotional and category management calendars 1
(trade marketing calendars)
11523 3.4.2.11 Create strategic and tactical sales plans by customer 1
11468 3.4.2.12 Communicate planning information to customer teams 1
10131 3.4.3 Establish overall sales budgets 1
17682 3.4.3.1 Calculate product market share 1
10143 3.4.3.2 Calculate product revenue 0
10144 3.4.3.3 Determine variable costs 0
10145 3.4.3.4 Determine overhead and fixed costs 0

10146 3.4.3.5 Calculate net profit 0
10147 3.4.3.6 Create budget 0
10132 3.4.4 Establish sales goals and measures 0
10133 3.4.5 Establish customer management measures 0
10105 3.5 Develop and manage sales plans 48
10182 3.5.1 Manage leads/opportunities 8
10188 3.5.1.1 Identify potential customers 0

10189 3.5.1.2 Identify/receive leads/opportunities 1
18115 3.5.1.3 Validate and qualify leads/opportunities 1
11773 3.5.1.4 Match opportunities to business strategy 1
18116 3.5.1.5 Develop opportunity win plans 1
20011 3.5.1.6 Manage opportunity pipeline 1
10209 3.5.1.7 Determine sales resource allocation 0
10184 3.5.1.8 Manage customer sales calls 2
10190 3.5.1.8.1 Perform sales calls 0

10191 3.5.1.8.2 Perform pre-sales activities 0
20012 3.5.1.8.3 Manage customer meetings/workshops 1
10192 3.5.1.8.4 Close the sale 0
10193 3.5.1.8.5 Record outcome of sales process 0
10183 3.5.2 Manage customers and accounts 4
20013 3.5.2.1 Select key customers/accounts 1
11173 3.5.2.2 Develop sales/key account plan 0
20014 3.5.2.3 Manage sales/key account plan 1
11174 3.5.2.4 Manage customer relationships 0
14208 3.5.2.5 Manage customer master data 2
16598 3.5.2.5.1 Collect and merge internal and third-party customer 1
information
16599 3.5.2.5.2 De-duplicate customer data 1

11779 3.5.3 Develop and manage sales proposals, bids, and quotes 16
11781 3.5.3.1 Receive Request For Proposal (RFP)/Request For Quote (RFQ) 1
11780 3.5.3.2 Refine customer requirements 1

11782 3.5.3.3 Review RFP/RFQ request 1
11783 3.5.3.4 Perform competitive analysis 1
11784 3.5.3.5 Validate with strategy/business plans 1
11785 3.5.3.6 Understand customer business and requirements 1
20015 3.5.3.7 Develop solution and delivery approach 1
11787 3.5.3.8 Identify staffing requirements 1
11788 3.5.3.9 Develop pricing and scheduling estimates 1
11789 3.5.3.10 Conduct profitability analysis 1
20016 3.5.3.11 Manage internal reviews 1
20017 3.5.3.12 Manage internal approvals 1
11790 3.5.3.13 Submit/present bid/proposal/quote to customer 1
20018 3.5.3.14 Revise bid/proposal/quote 1
11793 3.5.3.15 Manage notification outcome 1
10185 3.5.4 Manage sales orders 11
10194 3.5.4.1 Accept and validate sales orders 0
10195 3.5.4.2 Collect and maintain account information 9
10201 3.5.4.2.1 Administer key account details 1

10202 3.5.4.2.2 Retrieve full customer details 1
10203 3.5.4.2.3 Modify involved party details 1
10204 3.5.4.2.4 Record address details 1
10205 3.5.4.2.5 Record contact details 1
10206 3.5.4.2.6 Record key customer communication profile details 1

10207 3.5.4.2.7 Review involved party information 1
10208 3.5.4.2.8 Terminate involved party information 1
10196 3.5.4.3 Determine availability 0
10197 3.5.4.4 Determine fulfillment process 0
10198 3.5.4.5 Enter orders into system 1
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity 1

10199 3.5.4.7 Process back orders and updates 0
10200 3.5.4.8 Handle order inquiries including post-order fulfillment 0
transactions
10187 3.5.5 Manage sales partners and alliances 8
10211 3.5.5.1 Provide sales and product/service training to sales 4
partners/alliances
20019 3.5.5.1.1 Provide certification enablement training 1

20020 3.5.5.1.2 Manage certifications and skills 1
20021 3.5.5.1.3 Provide support to partners/alliances 1
18641 3.5.5.2 Provide marketing materials to sales partners/alliances 1
10214 3.5.5.3 Evaluate partner/alliance results 0
14209 3.5.5.4 Manage sales partner/alliance master data 1

Metrics
+20008, -10104 Y
Y
c10111, c10112 N
N
N
N
RENAME, WAS:Analyze competing organizations, N
competitive/substitute products
RENAME, WAS:Evaluate existing products/brands N
N
Y
N
+18941 N
NEW N
N
N
+20000, +20006, +16848, +18924, -10122, Y
c10123
N
N
N
N
N
+13169, +19999, c10124, c10125, RENAME, N
WAS:Define pricing strategy to align to value
proposition
NEW N
RENAME, WAS:Establish guidelines for applying N
pricing of products/services

Metrics
NEW N
RENAME, WAS:Approve pricing strategies/policies N
+20001, +20002, +20003, +20004, +20005, N

c10127, c10126, NEW
NEW N
NEW N
RENAME, WAS:Determine channel fit with target N
segments
N
NEW N
RENAME, WAS:Evaluate channel attributes and N
partners
+16590, +16591, +16592, NEW N
NEW N
NEW N
NEW N
NEW N
+16573, +16574, +16575, +16500, +16501, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+16849, +16850, +16851, +16852, +16853, N
+16854, +16855, +18627, NEW
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
+20007, +18925, +18926, +16633, +18927, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20010, +16613, +16629, c10148, NEW N

RENAME, WAS:Establish goals, objectives, and N
metrics for products by channels/segments
+17683 Y
N
N
N
NEW N
+20009, +18948, +11495, +11496, +11497, Y
+17684
NEW N
NEW N
N
N
N
N
NEW N
NEW N

Metrics
NEW N
NEW N
c10167, NEW N
RENAME, WAS:Define promotional concepts N
N
N
N
N
N
N
N
c10173 Y
RENAME, WAS:Determine customer loyalty/lifetime N
value
N
N
N
N
+16627, +16614, +16615, +16616, +16617, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
N
N

Metrics
N
+16630, +18130, NEW N
NEW N
NEW N
Y
Y
N
N
N
N
+11521, +11466, +18629, +11522, +11523, N
+11468, +11465
N
N
N
NEW N
NEW N
NEW N
N
N
NEW N
NEW N
NEW N
NEW N
+17682 Y
NEW N
N
N
N

Metrics
N
N
N
N
+11779, -10186, c10182 Y
+18115, +11773, +18116, +20011, c10189, N
c10184, RENAME, WAS:Generate leads
N
RENAME, WAS:Identify leads N
NEW N
NEW N
NEW N
NEW N
N
+20012, RENAME, WAS:Manage customer sales Y
N
N
NEW N
N
N
+20013, +20014 Y
NEW N
N
NEW N
N
+16598, +16599 N
NEW N
NEW N

Metrics
+11781, +11780, +11782, +11783, +11784, N
+11785, +20015, +11787, +11788, +11789,
+20016, +20017, +11790, +20018, +11793, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+17404, c10195, c10198 Y
N
+10201, +10202, +10203, +10204, +10205, N
+10206, +10207, +10208, RENAME, WAS:Collect
and maintain customer account information
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
N
N
RENAME, WAS:Enter orders into system and Y
identify/perform cross-sell/up-sell activity
NEW N
N
N
+18641, -10212, -10213, c10211, c14209 N

+20019, +20020, +20021, RENAME, WAS:Provide N
sales and product training to sales
partners/alliances
NEW N
NEW N
NEW N
NEW N
N
RENAME, WAS:Manage channel partner master N
data

10215 4.1 Plan for and align supply chain resources 16
10221 4.1.1 Develop production and materials strategies 2
10229 4.1.1.1 Define manufacturing goals 0
10230 4.1.1.2 Define labor and materials policies 0
10231 4.1.1.3 Define outsourcing policies 0
10232 4.1.1.4 Define capital expense policies 1
10233 4.1.1.5 Define capacities 0

10234 4.1.1.6 Define production network and supply constraints 0
14193 4.1.1.7 Define production process 0
19551 4.1.1.8 Define standard operating procedures 1
14194 4.1.1.9 Define production workplace layout and infrastructure 0
10222 4.1.2 Manage demand for products and services 0
10235 4.1.2.1 Develop baseline forecasts 0
10236 4.1.2.2 Collaborate with customers 0
10237 4.1.2.3 Develop consensus forecast 0
10238 4.1.2.4 Determine available to promise 0
10239 4.1.2.5 Monitor activity against forecast and revise forecast 0
10240 4.1.2.6 Evaluate and revise forecasting approach 0
10241 4.1.2.7 Measure forecast accuracy 0
10223 4.1.3 Create materials plan 0
10242 4.1.3.1 Create unconstrained plan 0
10243 4.1.3.2 Collaborate with supplier and contract manufacturers 0
10244 4.1.3.3 Identify critical materials and supplier capacity 0
10245 4.1.3.4 Monitor material specifications 0
10246 4.1.3.5 Generate constrained plan 0
14196 4.1.3.6 Define production balance and control 0
10224 4.1.4 Create master production schedule 8

20023 4.1.4.1 Model production network to enable simulation and 1
optimization
20024 4.1.4.2 Create master production schedule 1
17041 4.1.4.3 Maintain master production schedule 1
17042 4.1.5 Plan distribution requirements 4

10252 4.1.5.1 Maintain master data 0
10253 4.1.5.2 Determine finished goods inventory requirements at 0
destination
19555 4.1.5.3 Determine product storage facility requirements 1
10254 4.1.5.4 Calculate requirements at destination 0
10255 4.1.5.5 Calculate consolidation at source 0
10256 4.1.5.6 Manage collaborative replenishment planning 0
10258 4.1.5.7 Calculate and optimize destination dispatch plan 1
10259 4.1.5.8 Manage dispatch plan attainment 0

10260 4.1.5.9 Calculate and optimize destination load plans 1
10261 4.1.5.10 Manage partner load plan 0
10262 4.1.5.11 Manage cost of supply 0
10263 4.1.5.12 Manage capacity utilization 0
10226 4.1.6 Establish distribution planning constraints 1
10267 4.1.6.1 Establish distribution center layout constraints 0
10268 4.1.6.2 Establish inventory management constraints 0
10269 4.1.6.3 Establish transportation management constraints 0
19558 4.1.6.4 Establish storage management constraints 1
10227 4.1.7 Review distribution planning policies 0
10264 4.1.7.1 Review distribution network 0
10265 4.1.7.2 Establish sourcing relationships 0
10266 4.1.7.3 Establish dynamic deployment policies 0
10368 4.1.8 Develop quality standards and procedures 0
10371 4.1.8.1 Establish quality targets 0
10372 4.1.8.2 Develop standard testing procedures 0

10373 4.1.8.3 Communicate quality specifications 0
10216 4.2 Procure materials and services 1
10277 4.2.1 Develop sourcing strategies 1
10281 4.2.1.1 Develop procurement plan 0
10282 4.2.1.2 Clarify purchasing requirements 0
10283 4.2.1.3 Develop inventory strategy 0
10284 4.2.1.4 Match needs to supply capabilities 0
10285 4.2.1.5 Analyze organization’s spend profile 1
10286 4.2.1.6 Seek opportunities to improve efficiency and value 0

10287 4.2.1.7 Collaborate with suppliers to identify sourcing opportunities 0
10278 4.2.2 Select suppliers and develop/maintain contracts 0
10288 4.2.2.1 Select suppliers 0
10289 4.2.2.2 Certify and validate suppliers 0
10290 4.2.2.3 Negotiate and establish contracts 0
10291 4.2.2.4 Manage contracts 0
10279 4.2.3 Order materials and services 0
10292 4.2.3.1 Process/Review requisitions 0
10293 4.2.3.2 Approve requisitions 0
10294 4.2.3.3 Solicit/Track vendor quotes 0
10295 4.2.3.4 Create/Distribute purchase orders 0
10296 4.2.3.5 Expedite orders and satisfy inquiries 0
10297 4.2.3.6 Record receipt of goods 0
10298 4.2.3.7 Research/Resolve exceptions 0
10280 4.2.4 Manage suppliers 0
10299 4.2.4.1 Monitor/Manage supplier information 0
10300 4.2.4.2 Prepare/Analyze procurement and vendor performance 0
10301 4.2.4.3 Support inventory and production processes 0
10302 4.2.4.4 Monitor quality of product delivered 0
10217 4.3 Produce/Manufacture/Deliver product 8
10303 4.3.1 Schedule production 1
19563 4.3.1.1 Model and simulate plant 1

10306 4.3.1.2 Generate line level plan 0
10307 4.3.1.3 Generate detailed schedule 0
10308 4.3.1.4 Schedule production orders and create lots 0
10315 4.3.1.5 Schedule preventive (planned) maintenance (preventive 0
maintenance orders)
10316 4.3.1.6 Schedule requested (unplanned) maintenance (work order 0
cycle)
10309 4.3.1.7 Release production orders and create lots 0
10304 4.3.2 Produce product 5
10310 4.3.2.1 Manage raw material inventory 0
10311 4.3.2.2 Execute detailed line schedule 0
10319 4.3.2.3 Report maintenance issues 0
10313 4.3.2.4 Rerun defective items 0
19566 4.3.2.5 Monitor and optimize production process 5
19567 4.3.2.5.1 Automate and control plant 1
19568 4.3.2.5.2 Perform advanced process control 1
19569 4.3.2.5.3 Perform real-time optimization 1
19570 4.3.2.5.4 Manage plant alarms and alerts 1
10314 4.3.2.6 Assess production performance 0
10369 4.3.3 Perform quality testing 2
10318 4.3.3.1 Calibrate test equipment 0
10374 4.3.3.2 Perform testing using the standard testing procedure 0
10375 4.3.3.3 Record test results 0
12045 4.3.3.4 Track and analyze non-conformance trends 1
12046 4.3.3.5 Perform root cause analysis 1
10370 4.3.4 Maintain production records and manage lot traceability 0
10376 4.3.4.1 Determine lot numbering system 0
10377 4.3.4.2 Determine lot use 0
10219 4.4 Manage logistics and warehousing 4
10338 4.4.1 Provide logistics governance 2

10343 4.4.1.1 Translate customer service requirements into logistics 0
requirements
10344 4.4.1.2 Design logistics network 0
10345 4.4.1.3 Communicate outsourcing needs 0
10346 4.4.1.4 Develop and maintain delivery service policy 0
10347 4.4.1.5 Optimize transportation schedules and costs 0
10348 4.4.1.6 Define key performance measures 0
16905 4.4.1.7 Define reverse logistics strategy 1
10339 4.4.2 Plan and manage inbound material flow 1
10349 4.4.2.1 Plan inbound material receipts 0
10350 4.4.2.2 Manage inbound material flow 0
10351 4.4.2.3 Monitor inbound delivery performance 0
10352 4.4.2.4 Manage flow of returned products 0
12708 4.4.2.5 Control quality of returned parts 1
10340 4.4.3 Operate warehousing 0
10353 4.4.3.1 Track inventory deployment 0
10354 4.4.3.2 Receive, inspect, and store inbound deliveries 0
10355 4.4.3.3 Track product availability 0
10356 4.4.3.4 Pick, pack, and ship product for delivery 0
10357 4.4.3.5 Track inventory accuracy 0
10358 4.4.3.6 Track third-party logistics storage and shipping performance 0
10359 4.4.3.7 Manage physical finished goods inventory 0
10341 4.4.4 Operate outbound transportation 0
10360 4.4.4.1 Plan, transport, and deliver outbound product 0
10361 4.4.4.2 Track carrier delivery performance 0
10362 4.4.4.3 Manage transportation fleet 0
10363 4.4.4.4 Process and audit carrier invoices and documents 0

Metrics
NEW N
-10228, c10224 Y
+19551, c10232 N
N
N
N
RENAME, WAS:Define manufacturing capital N
expense policies
N
N
N
NEW N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+20023, +20024, -10247, -10248, -10249, -10250, N
c17041, RENAME, WAS:Create and manage master
production schedule

Metrics
NEW N
NEW N
RENAME, WAS:Monitor master production schedule N
and plan
+19555, -10257, c10258, c10260 N
N
N
NEW N
N
N
N
RENAME, WAS:Calculate destination dispatch plan N
N
RENAME, WAS:Calculate destination load plans N
N
N
N
+19558 N
N
N
N
NEW N
N
N
N
N
N
N
N

Metrics
N
Y
c10285 Y
Y
N
N
N
RENAME, WAS:Analyze organization's spend profile N
N
N
Y
N
N
N
N
Y
N
N
N
N
N
Y
N
Y
N
N
N
N
Y
+19563 N
NEW N

Metrics
N
N
N
N
N
+19566 Y
N
N
N
N
+19567, +19568, +19569, +19570, NEW N
NEW N
NEW N
NEW N
NEW N
N
+12045, +12046 N
N
Y
N
NEW N
NEW N
N
N
N
-10342, c10338 Y
+16905, RENAME, WAS:Define logistics strategy Y

Metrics
N
N
N
N
N
N
NEW N
+12708 Y
N
N
N
N
NEW N
Y
N
N
N
N
N
N
N
Y
N
N
N
N

20026 5.1 Establish service delivery governance and strategies 14
20027 5.1.1 Establish service delivery governance 5
20028 5.1.1.1 Set up and maintain service delivery governance and 1
management system
20029 5.1.1.2 Manage service delivery performance 1
20030 5.1.1.3 Manage service delivery development and direction 1
20031 5.1.1.4 Solicit feedback from customer on service delivery 1
satisfaction
20032 5.1.2 Develop service delivery strategies 8
20033 5.1.2.1 Define service delivery goals 1

20034 5.1.2.2 Define labor policies 1
20035 5.1.2.3 Evaluate resource availability 1
20036 5.1.2.4 Define service delivery network and supply constraints 1
20037 5.1.2.5 Define service delivery process 1
20038 5.1.2.6 Review and validate service delivery procedures 1
20039 5.1.2.7 Define service delivery workplace layout and infrastructure 1
20040 5.2 Manage service delivery resources 25
20041 5.2.1 Manage service delivery resource demand 9
20042 5.2.1.1 Monitor pipeline 1

20046 5.2.1.5 Determine availability of skills to deliver on current and 1
forecast customer orders
20050 5.2.2 Create resource plan 7

20051 5.2.2.1 Define and manage skills taxonomy 1
20052 5.2.2.2 Create resource plan 1
20053 5.2.2.3 Match resource demand with capacity, skills, and 1
20054 5.2.2.4 capabilities
Collaborate with suppliers and partners to supplement skills 1
and capabilities
20055 5.2.2.5 Identify critical resources and supplier capacity 1
20056 5.2.2.6 Monitor and manage resource capacity and availability 1
12127 5.2.3 Enable service-delivery resources 8
12128 5.2.3.1 Develop training plan 1

12129 5.2.3.2 Develop training materials 1
12131 5.2.3.3 Manage training schedule 1
12132 5.2.3.4 Deliver operations training 1
12133 5.2.3.5 Deliver technical training 1
20057 5.2.3.6 Perform skill and capability testing 1
12135 5.2.3.7 Evaluate training effectiveness 1
20058 5.3 Deliver service to customer 27
20059 5.3.1 Initiate service delivery 10
20060 5.3.1.1 Review contract and agreed terms 1

20061 5.3.1.2 Understand customer requirements and define refine 1
approach
20062 5.3.1.3 Modify/revise and approve project plan 1
20063 5.3.1.4 Review customer business objectives 1
20064 5.3.1.5 Confirm environmental readiness 1
20065 5.3.1.6 Identify, select, and assign resources 3
20066 5.3.1.6.1 Establish people objectives 1
20067 5.3.1.6.2 Establish engagement rules 1
20068 5.3.1.7 Plan for service delivery 1
20069 5.3.2 Execute service delivery 8
20070 5.3.2.1 Analyze environment and customer needs 1

20071 5.3.2.2 Define solution 1
20072 5.3.2.3 Validate solution 1
20073 5.3.2.4 Identify changes 1
20074 5.3.2.5 Obtain approval to proceed 1
20075 5.3.2.6 Make build/buy solution 1
20076 5.3.2.7 Deploy solution 1
20077 5.3.3 Complete service delivery 8
20078 5.3.3.1 Conduct service delivery/project review and evaluate 1

success
20079 5.3.3.2 Complete/finalize financial management activities 1
20080 5.3.3.3 Confirm delivery according to contract terms 1
20081 5.3.3.4 Release resources 1
20082 5.3.3.5 Manage service delivery completion 1
20083 5.3.3.6 Harvest knowledge 1
20084 5.3.3.7 Archive records and update systems 1

Metrics
+20026, +20040, +20058, NEW Y
+20027, +20032, NEW N
+20028, +20029, +20030, +20031, NEW N
NEW N
NEW N
NEW N
NEW N
+20033, +20034, +20035, +20036, +20037, N

+20038, +20039, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20041, +20050, +12127, NEW N
+20042, +20043, +20044, +20045, +20046, N
+20047, +20048, +20049, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20051, +20052, +20053, +20054, +20055, N
+20056, NEW

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12128, +12129, +12131, +12132, +12133, N
+20057, +12135, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20059, +20069, +20077, NEW N
+20060, +20061, +20062, +20063, +20064, N
+20065, +20068, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
+20066, +20067, NEW N
NEW N
NEW N
NEW N
+20070, +20071, +20072, +20073, +20074, N
+20075, +20076, NEW
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20078, +20079, +20080, +20081, +20082, N
+20083, +20084, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

10378 6.1 Develop customer care/customer service strategy 12
20086 6.1.1 Define customer service requirements across the enterprise 1

20087 6.1.2 Define customer service experience 1
20088 6.1.3 Define and manage customer service channel strategy 1
10382 6.1.4 Define customer service policies and procedures 0
10383 6.1.5 Establish target service level for each customer segment 1
20089 6.1.6 Define warranty offering 6
16893 6.1.6.1 Determine and document warranty policies 1

16890 6.1.6.2 Create and manage warranty rules/claim codes for products 1
20090 6.1.6.3 Agree warranty responsibilities with suppliers 1
20091 6.1.6.4 Define warranty related offerings for customers 1
12673 6.1.6.5 Communicate warranty policies and offerings 1
20092 6.1.7 Develop recall strategy 1
10379 6.2 Plan and manage customer service contacts 13
10387 6.2.1 Plan and manage customer service work force 0

10390 6.2.1.1 Forecast volume of customer service contacts 0
10391 6.2.1.2 Schedule customer service work force 0
10392 6.2.1.3 Track work force utilization 0
10393 6.2.1.4 Monitor and evaluate quality of customer interactions with 0
customer service representatives
10388 6.2.2 Manage customer service problems, requests, and inquiries 7
10394 6.2.2.1 Receive customer problems, requests, and inquiries 1
13482 6.2.2.2 Analyze problems, requests, and inquiries 1

10395 6.2.2.3 Resolve customer problems, requests, and inquiries 1
10396 6.2.2.4 Respond to customer problems, requests, and inquiries 1
16928 6.2.2.5 Identify and capture upsell/cross-sell opportunities 1

16937 6.2.2.6 Deliver opportunity to sales team 1
10389 6.2.3 Manage customer complaints 1
10397 6.2.3.1 Receive customer complaints 0
10398 6.2.3.2 Route customer complaints 0
10399 6.2.3.3 Resolve customer complaints 0
10400 6.2.3.4 Respond to customer complaints 0
19072 6.2.3.5 Analyze customer complaints and response/redressal 1
20094 6.2.4 Process returns 3
10364 6.2.4.1 Authorize return 1
20095 6.2.4.2 Process return and record reason 1
12840 6.2.5 Report incidents and risks to regulatory bodies 1
12658 6.3 Service products after sales 27
12669 6.3.1 Process warranty claims 14
20096 6.3.1.1 Receive warranty claim 1

12671 6.3.1.2 Validate warranty claim 1
20097 6.3.1.3 Investigate warranty issues 4
20098 6.3.1.3.1 Define issue 1
20099 6.3.1.3.2 Investigate issue/perform root cause analysis 1
20100 6.3.1.3.3 Receive investigation result/recommendation for 1
corrective action
20101 6.3.1.4 Determine responsible party 1
20102 6.3.1.5 Manage preauthorizations 1
12668 6.3.1.6 Approve or reject warranty claim 1
20103 6.3.1.7 Notify originator of approve/reject decision 1
20104 6.3.1.8 Authorize payment 1

20105 6.3.1.9 Close claim 1
12667 6.3.1.10 Reconcile warranty transaction disposition 1
20106 6.3.2 Manage supplier recovery 3
20107 6.3.2.1 Create supplier recovery claims 1
20108 6.3.2.2 Negotiate recoveries with suppliers 1
10218 6.3.3 Service products 8
10321 6.3.3.1 Identify and schedule resources to meet service 1

requirements
10327 6.3.3.1.1 Create resourcing plan and schedule 0
10328 6.3.3.1.2 Create service order fulfillment schedule 0
10322 6.3.3.2 Provide service to specific customers 3
10330 6.3.3.2.1 Organize daily service order fulfillment schedule 0
10331 6.3.3.2.2 Execute product repair 1
10332 6.3.3.2.3 Manage service order fulfillment 1
10323 6.3.3.3 Ensure quality of service 2

10334 6.3.3.3.1 Identify completed service orders for feedback 1
10335 6.3.3.3.2 Identify incomplete service orders and service failures 1
10336 6.3.3.3.3 Solicit customer feedback on services delivered 0

10337 6.3.3.3.4 Process customer feedback on services delivered 0
20109 6.3.4 Salvage or repair returned products 1
10366 6.3.4.1 Perform salvage activities 0
14195 6.3.4.2 Manage repair/refurbishment and return to customer/stock 0
20110 6.4 Manage product recalls and regulatory audits 7
20111 6.4.1 Initiate recall 1

20112 6.4.2 Assess the likelihood and consequences of occurrence of any 1
hazards
20113 6.4.3 Manage recall related communications 1

20114 6.4.4 Submit regulatory reports 1
20115 6.4.5 Monitor and audit recall effectiveness 1
20116 6.4.6 Manage recall termination 1
10380 6.5 Evaluate customer service operations and customer satisfaction 20
10401 6.5.1 Measure customer satisfaction with customer problems, 8

requests, and inquiries handling
11687 6.5.1.1 Solicit customer feedback on customer service experience 1

11688 6.5.1.2 Analyze customer service data and identify improvement 1
opportunities
18126 6.5.1.3 Provide customer feedback to product management on 1
customer service experience
10402 6.5.2 Measure customer satisfaction with customer- complaint 2
handling and resolution
11236 6.5.2.1 Solicit customer feedback on complaint handling and 0

resolution
11237 6.5.2.2 Analyze customer complaint data and identify improvement 0
opportunities
11689 6.5.2.3 Identify common customer complaints 1
10403 6.5.3 Measure customer satisfaction with products and services 2
11238 6.5.3.1 Gather and solicit post-sale customer feedback on products 0
and services
11239 6.5.3.2 Solicit post-sale customer feedback on ad effectiveness 0
20117 6.5.3.3 Solicit customer feedback on cross-channel experience 1
11240 6.5.3.4 Analyze product and service satisfaction data and identify 0
improvement opportunities
11241 6.5.3.5 Provide feedback and insights to appropriate teams (product 1
design/development, marketing, manufacturing)

12672 6.5.4 Evaluate and manage warranty performance 6
20118 6.5.4.1 Measure customer satisfaction with warranty handling and 1

resolution
12676 6.5.4.2 Monitor and report on warranty management metrics 1
20119 6.5.4.3 Identify improvement opportunities 1
12674 6.5.4.4 Identify opportunities to eliminate warranty waste 1
20120 6.5.4.5 Investigate fraudulent claims 1
20121 6.5.5 Evaluate recall performance 1

Metrics
+12658, +20110, c10379, c10380, NEW N
+20086, +20087, +20088, +20089, +20092, Y
-10381, c10383
NEW N
NEW N
NEW N
N
RENAME, WAS:Establish service levels for Y
customers
+16893, +16890, +20090, +20091, +12673, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20094, +12840, c10388, RENAME, WAS:Plan and Y
manage customer service operations
Y
N
N
N
N
+13482, +16928, +16937, c10394, c10395, Y

c10396, RENAME, WAS:Manage customer service
requests/inquiries
RENAME, WAS:Receive customer requests/inquiries N
NEW N

Metrics
RENAME, WAS:Route customer requests/inquiries N
RENAME, WAS:Respond to customer N

requests/inquiries
NEW N
NEW N
+19072 N
N
N
N
N
NEW N
+20095, c10364, NEW N
RENAME, WAS:Authorize and process returns N
NEW N
NEW N
+12669, +20106, +20109, c10218, NEW Y
+20096, +12671, +20097, +20101, +12668, Y
+20103, +20104, +20105, +12667, +20102, NEW
NEW N
NEW N
+20098, +20099, +20100, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
+20107, +20108, NEW N
NEW N
NEW N
-10320, RENAME, WAS:Deliver service to customer Y
-10329 N
N
N
-10333, c10331, c10332 N
N
RENAME, WAS:Dispatch resources N
RENAME, WAS:Manage order fulfillment progress N
c10334, c10335 N
RENAME, WAS:Identify completed orders for N
feedback
RENAME, WAS:Identify incomplete orders and N
service failures
N
N
NEW N
N
N
+20111, +20112, +20113, +20114, +20115, N
+20116, NEW
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
+12672, +20121, c10401, c10402, RENAME, Y
WAS:Measure and evaluate customer service
operations
+11687, +11688, +18126, -10404, -10405, N
-10406, -10407, RENAME, WAS:Measure customer
satisfaction with customer requests/inquiries
handling
NEW N
NEW N
NEW N
+11689, RENAME, WAS:Measure customer N

satisfaction with customer-complaint handling and
resolution
N
NEW N
+20117, c11241 N
N
N
NEW N
N
RENAME, WAS:Provide customer feedback to N

product management on products and services

Metrics
+20118, +12676, +20119, +12674, +20120, NEW Y
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

17043 7.1 Develop and manage human resources planning, policies, and 8
strategies
17044 7.1.1 Develop human resources strategy 0

10418 7.1.1.1 Identify strategic HR needs 0
10419 7.1.1.2 Define HR and business function roles and accountability 0
10420 7.1.1.3 Determine HR costs 0
10421 7.1.1.4 Establish HR measures 0
10422 7.1.1.5 Communicate HR strategies 0
10432 7.1.1.6 Develop strategy for HR systems/technologies/tools 0
17045 7.1.2 Develop and implement workforce strategy and policies 7
10423 7.1.2.1 Gather skill requirements according to corporate strategy 0

and market environment
10424 7.1.2.2 Plan employee resourcing requirements per business 1
unit/organization
10425 7.1.2.3 Develop compensation plan 1
10210 7.1.2.3.1 Establish incentive plan 1
10426 7.1.2.4 Develop succession plan 0

16938 7.1.2.5 Develop high performers/leadership programs 1
10427 7.1.2.6 Develop employee diversity plan 0
11622 7.1.2.7 Develop training program 1
11623 7.1.2.8 Develop recruitment program 1
10428 7.1.2.9 Develop other HR programs 0
10429 7.1.2.10 Develop HR policies 0
10430 7.1.2.11 Administer HR policies 0
10431 7.1.2.12 Plan employee benefits 0
10433 7.1.2.13 Develop workforce strategy models 1
20122 7.1.2.14 Implement workforce strategy models 1

10417 7.1.3 Monitor and update strategy, plans, and policies 0
10434 7.1.3.1 Measure realization of objectives 0
10435 7.1.3.2 Measure contribution to business strategy 0
10436 7.1.3.3 Communicate plans and provide updates to stakeholders 0
10438 7.1.3.4 Review and revise HR plans 0
17046 7.1.4 Develop competency management models 0
10410 7.2 Recruit, source, and select employees 8
10439 7.2.1 Manage employee requisitions 5
10445 7.2.1.1 Align staffing plan to work force plan and business unit 0
strategies/resource needs
10447 7.2.1.2 Develop and maintain job descriptions 1
10446 7.2.1.3 Open job requisitions 1
10448 7.2.1.4 Post job requisitions 1

10450 7.2.1.5 Modify job requisitions 1
10451 7.2.1.6 Notify hiring manager 0
10452 7.2.1.7 Manage requisition dates 0
10440 7.2.2 Recruit/Source candidates 0
10453 7.2.2.1 Determine recruitment methods and channels 0
10454 7.2.2.2 Perform recruiting activities/events 0
10455 7.2.2.3 Manage recruitment vendors 0
17047 7.2.2.4 Manage employee referral programs 0
17048 7.2.2.5 Manage recruitment channels 0
20123 7.2.3 Screen and select candidates 1
10456 7.2.3.1 Identify and deploy candidate selection tools 0
10457 7.2.3.2 Interview candidates 0
10458 7.2.3.3 Test candidates 0
10459 7.2.3.4 Select and reject candidates 0
10443 7.2.4 Manage new hire/re-hire 0
10463 7.2.4.1 Draw up and make offer 0
10464 7.2.4.2 Negotiate offer 0
10465 7.2.4.3 Hire candidate 0

10444 7.2.5 Manage applicant information 1
10460 7.2.5.1 Obtain candidate background information 0
10466 7.2.5.2 Create applicant record 0
10467 7.2.5.3 Manage/track applicant data 1
20124 7.2.5.3.1 Complete position classification and level of experience 1
10468 7.2.5.4 Archive and retain records of non-hires 0
10411 7.3 Develop and counsel employees 11
10469 7.3.1 Manage employee orientation and deployment 1
10474 7.3.1.1 Create/maintain employee on-boarding program 0
11243 7.3.1.2 Evaluate the effectiveness of the employee on-boarding 1
program
17050 7.3.1.3 Execute onboarding program 0
10470 7.3.2 Manage employee performance 1
10479 7.3.2.1 Define employee performance objectives 1
10480 7.3.2.2 Review, appraise, and manage employee performance 0
10481 7.3.2.3 Evaluate and review performance program 0
10472 7.3.3 Manage employee development 2
10487 7.3.3.1 Define employee development guidelines 0
10488 7.3.3.2 Develop employee career plans and career paths 1
17051 7.3.3.3 Manage employee skill and competency development 1
10473 7.3.4 Develop and train employees 7

10490 7.3.4.1 Align employee with organization development needs 1
16940 7.3.4.2 Define employee competencies 1

10491 7.3.4.3 Align learning programs with competencies 0
10492 7.3.4.4 Establish training needs by analysis of required and 0
available skills
10493 7.3.4.5 Develop, conduct, and manage employee and/or 0
management training programs
20125 7.3.4.6 Manage examinations and certifications 5
20126 7.3.4.6.1 Liaise with external certification authorities 1

20127 7.3.4.6.2 Administer certification tests 1
20128 7.3.4.6.3 Appraise experience qualifications 1
20129 7.3.4.6.4 Administer certificate issue and maintenance 1
17052 7.4 Manage employee relations 0
10483 7.4.1 Manage labor relations 0
10484 7.4.2 Manage collective bargaining process 0
10485 7.4.3 Manage labor management partnerships 0
10531 7.4.4 Manage employee grievances 0
10412 7.5 Reward and retain employees 6
10494 7.5.1 Develop and manage reward, recognition, and motivation 1
programs
10498 7.5.1.1 Develop salary/compensation structure and plan 0
10499 7.5.1.2 Develop benefits and reward plan 0
10500 7.5.1.3 Perform competitive analysis of benefit and rewards 0
10501 7.5.1.4 Identify compensation requirements based on financial, 0
benefits, and HR policies
10502 7.5.1.5 Administer compensation and rewards to employees 0
10503 7.5.1.6 Reward and motivate employees 0
10495 7.5.2 Manage and administer benefits 0
10504 7.5.2.1 Deliver employee benefits program 0
10505 7.5.2.2 Administer benefit enrollment 0
10506 7.5.2.3 Process claims 0
10507 7.5.2.4 Perform benefit reconciliation 0
20131 7.5.3 Manage employee assistance and retention 3
10508 7.5.3.1 Deliver programs to support work/life balance for employees 0
10509 7.5.3.2 Develop family support systems 1
10510 7.5.3.3 Review retention and motivation indicators 0
10511 7.5.3.4 Review compensation plan 1
10497 7.5.4 Administer payroll 0
10413 7.6 Redeploy and retire employees 4
10512 7.6.1 Manage promotion and demotion process 0
10513 7.6.2 Manage separation 0

10514 7.6.3 Manage retirement 0
10515 7.6.4 Manage leave of absence 0
10516 7.6.5 Develop and implement employee outplacement 0
20132 7.6.6 Manage workforce scheduling 3
20133 7.6.6.1 Receive required resources/skills and capabilities 1
10517 7.6.6.2 Manage resource deployment 1
17055 7.6.7 Relocate employees and manage assignments 1
10520 7.6.7.1 Manage expatriates 0

20134 7.7 Manage employee information and analytics 2
10522 7.7.1 Manage reporting processes 0
10523 7.7.2 Manage employee inquiry process 0
10524 7.7.3 Manage and maintain employee data 0
10525 7.7.4 Manage human resource information systems HRIS 1
10526 7.7.5 Develop and manage employee metrics 0

10527 7.7.6 Develop and manage time and attendance systems 0
10530 7.7.7 Manage/Collect employee suggestions and perform employee 0
research
17057 7.8 Manage employee communication 1
10529 7.8.1 Develop employee communication plan 0
16944 7.8.2 Conduct employee engagement surveys 1
10532 7.9 Deliver employee communications 0

Metrics
+20134, -17056, c17043 Y
RENAME, WAS:Develop and manage human N
resources (HR) planning, policies, and strategies
N
N
N
N
N
N
N
+16938, +11622, +11623, +20122, c10424, N
c10433
N
RENAME, WAS:Plan employee resourcing N

requirements per unit/organization
c10210 N
RENAME, WAS:Establish sales force incentive plan N
N
NEW N
N
NEW N
NEW N
N
N
N
N
RENAME, WAS:Develop work force strategy models N
NEW N

Metrics
N
N
N
N
N
N
+20123, -17049 Y
-10449, c10447, c10446, c10448, c10450 N
N
RENAME, WAS:Develop job descriptions N

RENAME, WAS:Develop and open job requisitions N
RENAME, WAS:Post requisitions N

RENAME, WAS:Modify requisitions N
N
N
N
N
N
N
N
N
NEW N
N
N
N
N
Y
N
N
N

Metrics
N
N
N
+20124 N
NEW N
N
Y
c11243 Y
N
RENAME, WAS:Evaluate the effectiveness of N
employee on-boarding program
N
c10479 Y
RENAME, WAS:Define performance objectives N
N
N
c10488, c17051 Y
N
RENAME, WAS:Develop employee career plans N
RENAME, WAS:Manage employee skills N
development
+16940, +20125, c10490 Y
RENAME, WAS:Align employee and organization N
development needs
NEW N
N
N
+20126, +20127, +20128, +20129, NEW N

NEW N

Metrics
NEW N
NEW N
NEW N
N
N
N
N
Y
+10494, +20131, -17053, -17054 Y
NEW Y
N
N
N
N
N
N
N
N
N
N
N
+10509, +10511, NEW N
N
NEW N
N
NEW N
Y
+20132, c17055 Y
N
Y

Metrics
N
N
N
+20133, c10517, NEW N
NEW N
RENAME, WAS:Manage deployment of personnel N
RENAME, WAS:Relocate employees, and manage N

assignments
N
c10525, NEW N
N
Y
N
RENAME, WAS:Manage human resource N
information systems (HRIS)
N
N
N
+16944 N
N
NEW N
N

10563 8.1 Manage the business of information technology 2
10570 8.1.1 Develop the enterprise IT strategy 1
10603 8.1.1.1 Build strategic intelligence 0
10604 8.1.1.2 Identify long-term IT needs of the enterprise in collaboration 0
with stakeholders
10605 8.1.1.3 Define strategic standards, guidelines, and principles 0
10606 8.1.1.4 Define and establish IT architecture and development 0
standards
10607 8.1.1.5 Define strategic vendors for IT components 0
10608 8.1.1.6 Establish IT governance organization and processes 0
10609 8.1.1.7 Build strategic roadmap to develop IT capabilities in support 1
of business objectives
10571 8.1.2 Define the enterprise architecture 1
10611 8.1.2.1 Establish the current and future enterprise architecture 1
definition
10612 8.1.2.2 Confirm enterprise architecture maintenance approach 0
10613 8.1.2.3 Maintain the relevance of the enterprise architecture 0
10614 8.1.2.4 Act as clearinghouse for IT research and innovation 0
10615 8.1.2.5 Govern the enterprise architecture 0
10572 8.1.3 Manage the IT portfolio 0
10616 8.1.3.1 Establish the IT portfolio 0
10617 8.1.3.2 Analyze and evaluate the value of the IT portfolio for the 0
enterprise
10618 8.1.3.3 Provision resources in accordance with strategic priorities 0
10573 8.1.4 Perform IT research and innovation 0
10620 8.1.4.1 Research technologies to innovate IT services and solutions 0
10621 8.1.4.2 Transition viable technologies for IT services and solutions 0
development
10575 8.1.5 Evaluate and communicate IT business value and performance 0
10625 8.1.5.1 Establish and monitor key performance indicators 0

10626 8.1.5.2 Evaluate IT plan performance 0
10627 8.1.5.3 Communicate IT value 0
10564 8.2 Develop and manage IT customer relationships 0
10578 8.2.1 Develop IT services and solutions strategy 0
11244 8.2.1.1 Research IT services and solutions to address business and 0
user requirements
11245 8.2.1.2 Translate business and user requirements into IT services 0
and solutions requirements
11246 8.2.1.3 Formulate IT services and solutions strategic initiatives 0
11247 8.2.1.4 Coordinate strategies with internal stakeholders to ensure 0
alignment
11248 8.2.1.5 Evaluate and select IT services and solutions strategic 0
initiatives
10579 8.2.2 Develop and manage IT service levels 0
10640 8.2.2.1 Create and maintain the IT services and solutions catalog 0
10641 8.2.2.2 Establish and maintain business and IT service-level 0
agreements
10642 8.2.2.3 Evaluate and report service-level attainment results 0
10643 8.2.2.4 Communicate business and IT service-level improvement 0
opportunities
10580 8.2.3 Perform demand-side management (DSM) for IT services 0
10644 8.2.3.1 Analyze IT services and solutions consumption and usage 0
10645 8.2.3.2 Develop and implement incentive programs that improve 0
consumption efficiency
10646 8.2.3.3 Develop volume/unit forecast for IT services and solutions 0
10581 8.2.4 Manage IT customer satisfaction 0
10647 8.2.4.1 Capture and analyze customer satisfaction 0
10648 8.2.4.2 Assess and communicate customer satisfaction patterns 0
10649 8.2.4.3 Initiate improvements based on customer satisfaction 0
patterns
10582 8.2.5 Market IT services and solutions 0
10650 8.2.5.1 Develop IT services and solutions marketing strategy 0

10651 8.2.5.2 Develop and manage IT customer strategy 0
10652 8.2.5.3 Manage IT services and solutions advertising and 0
promotional campaigns
10653 8.2.5.4 Process and track IT services and solutions orders 0
11220 8.3 Develop and implement security, privacy, and data protection 0
controls
11230 8.3.1 Establish information security, privacy, and data protection 0
strategies and levels
11231 8.3.2 Test, evaluate, and implement information security and privacy 0
and data protection controls
10565 8.4 Manage enterprise information 0
10583 8.4.1 Develop information and content management strategies 0
10654 8.4.1.1 Understand information and content management needs 0
and the role of IT services for executing the business
10655 8.4.1.2 strategy
Assess the information and content management 0
implications of new technologies
10656 8.4.1.3 Identify and prioritize information and content management 0
actions
10584 8.4.2 Define the enterprise information architecture 0
10657 8.4.2.1 Define information elements, composite structure, logical 0
relationships and constraints, taxonomy, and derivation
10658 8.4.2.2 rules
Define information access requirements 0
10659 8.4.2.3 Establish data custodianship 0
10660 8.4.2.4 Manage changes to content data architecture requirements 0
10585 8.4.3 Manage information resources 0
10661 8.4.3.1 Define the enterprise information/data policies and 0
10662 8.4.3.2 standards
Develop and implement data and content administration 0
10586 8.4.4 Perform enterprise data and content management 0
10663 8.4.4.1 Define sources and destinations of content data 0
10664 8.4.4.2 Manage technical interfaces to users of content 0
10665 8.4.4.3 Manage retention, revision, and retirement of enterprise 0
information

10566 8.5 Develop and maintain information technology solutions 0
10587 8.5.1 Develop the IT development strategy 0
10666 8.5.1.1 Establish sourcing strategy for IT development 0
10667 8.5.1.2 Define development processes, methodologies, and tools 0
standards
10668 8.5.1.3 Select development methodologies and tools 0
10588 8.5.2 Perform IT services and solutions life cycle planning 0
10669 8.5.2.1 Plan development of new requirements 0
10670 8.5.2.2 Plan development of feature and functionality enhancement 0
10671 8.5.2.3 Develop life cycle plan for IT services and solutions 0
10589 8.5.3 Develop and maintain IT services and solutions architecture 0
10672 8.5.3.1 Create IT services and solutions architecture 0
10673 8.5.3.2 Revise IT services and solutions architecture 0
10674 8.5.3.3 Retire IT services and solutions architecture 0
10590 8.5.4 Create IT services and solutions 0
10675 8.5.4.1 Understand confirmed requirements 0
10676 8.5.4.2 Design IT services and solutions 0
10677 8.5.4.3 Acquire/Develop IT service/solution components 0
10678 8.5.4.4 Train services and solutions resources 0
10679 8.5.4.5 Test IT services/solutions 0
10680 8.5.4.6 Confirm customer acceptance 0
10591 8.5.5 Maintain IT services and solutions 0
10681 8.5.5.1 Understand upkeep/enhance requirements and defect 0
analysis
10682 8.5.5.2 Design change to existing IT service/solution 0
10683 8.5.5.3 Acquire/Develop changed IT service/solution component 0
10684 8.5.5.4 Test IT service/solution change 0
10685 8.5.5.5 Retire solutions and services 0
10567 8.6 Deploy information technology solutions 0
10592 8.6.1 Develop the IT deployment strategy 0
10686 8.6.1.1 Establish IT services and solutions change policies 0

10687 8.6.1.2 Define deployment process, procedures, and tools standards 0
10688 8.6.1.3 Select deployment methodologies and tools 0

10593 8.6.2 Plan and implement changes 0
10689 8.6.2.1 Plan change deployment 0
10690 8.6.2.2 Communicate changes to stakeholders 0
10691 8.6.2.3 Administer change schedule 0
10692 8.6.2.4 Train impacted users 0
10693 8.6.2.5 Distribute and install change 0
10694 8.6.2.6 Verify change 0
10594 8.6.3 Plan and manage releases 0
10695 8.6.3.1 Understand and coordinate release design and acceptance 0
10696 8.6.3.2 Plan release rollout 0
10697 8.6.3.3 Distribute and install release 0
10698 8.6.3.4 Verify release 0
10568 8.7 Deliver and support information technology services 0
10595 8.7.1 Develop IT services and solution delivery strategy 0
10699 8.7.1.1 Establish sourcing strategy for IT delivery 0
10700 8.7.1.2 Define delivery processes, procedures, and tools standards 0
10701 8.7.1.3 Select delivery methodologies and tools 0
10596 8.7.2 Develop IT support strategy 0
10702 8.7.2.1 Establish sourcing strategy for IT support 0
10703 8.7.2.2 Define IT support services 0
10597 8.7.3 Manage IT infrastructure resources 0
10704 8.7.3.1 Manage IT inventory and assets 0
10705 8.7.3.2 Manage IT resource capacity 0
10598 8.7.4 Manage IT infrastructure operations 0
10706 8.7.4.1 Deliver IT services and solutions 0
10707 8.7.4.2 Perform IT operations support services 0
10599 8.7.5 Support IT services and solutions 0
10708 8.7.5.1 Manage availability 0
10709 8.7.5.2 Manage facilities 0

10710 8.7.5.3 Manage backup/recovery 0
10711 8.7.5.4 Manage performance and capacity 0
10712 8.7.5.5 Manage incidents 0
10713 8.7.5.6 Manage problems 0
10714 8.7.5.7 Manage inquiries 0

Metrics
Y
c10609 Y
N
N
N
N
N
N
RENAME, WAS:Build strategic plan to support N
business objectives
c10611 N
RENAME, WAS:Establish the enterprise architecture N
definition
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
Y
Y
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N

Metrics
N
N
N
Y
Y
Y
N
Y
N
N
N
N
Y
N
N
Y
N
N
N

Metrics
Y
Y
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
Y
N
N
N
N
N
Y
Y
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N

Metrics
N
N
N
N
N

10728 9.1 Perform planning and management accounting 3
10738 9.1.1 Perform planning/budgeting/forecasting 2
10771 9.1.1.1 Develop and maintain budget policies and procedures 0
10772 9.1.1.2 Prepare periodic budgets and plans 0
20135 9.1.1.3 Operationalize and implement plans to achieve budget 1
10773 9.1.1.4 Prepare periodic financial forecasts 0
20136 9.1.1.5 Perform variance analysis against forecasts and budgets 1
10739 9.1.2 Perform cost accounting and control 1
10774 9.1.2.1 Perform inventory accounting 0
14057 9.1.2.2 Perform profit center accounting 1
10775 9.1.2.3 Perform cost of sales analysis 0
10776 9.1.2.4 Perform product costing 0
10777 9.1.2.5 Perform variance analysis 0
11175 9.1.2.6 Report on profitability 0
10740 9.1.3 Perform cost management 0
10778 9.1.3.1 Determine key cost drivers 0
10779 9.1.3.2 Measure cost drivers 0
10780 9.1.3.3 Determine critical activities 0
10781 9.1.3.4 Manage asset resource deployment and utilization 0
10741 9.1.4 Evaluate and manage financial performance 0
10782 9.1.4.1 Assess customer and product profitability 0
10783 9.1.4.2 Evaluate new products 0
10784 9.1.4.3 Perform life cycle costing 0
10785 9.1.4.4 Optimize customer and product mix 0
10786 9.1.4.5 Track performance of new-customer and product strategies 0
10787 9.1.4.6 Prepare activity-based performance measures 0
10788 9.1.4.7 Manage continuous cost improvement 0
10729 9.2 Perform revenue accounting 4
10742 9.2.1 Process customer credit 2
10789 9.2.1.1 Establish credit policies 0
10790 9.2.1.2 Analyze/Approve new account applications 0

14187 9.2.1.3 Analyze credit scoring history 1
14188 9.2.1.4 Forecast credit scoring requirement 1
10791 9.2.1.5 Review existing accounts 0
10792 9.2.1.6 Produce credit/collection reports 0
10793 9.2.1.7 Reinstate or suspend accounts based on credit policies 0
10743 9.2.2 Invoice customer 0
10794 9.2.2.1 Maintain customer/product master files 0
10795 9.2.2.2 Generate customer billing data 0
10796 9.2.2.3 Transmit billing data to customers 0
10797 9.2.2.4 Post receivable entries 0
10798 9.2.2.5 Resolve customer billing inquiries 0
10744 9.2.3 Process accounts receivable (AR) 0
10799 9.2.3.1 Establish AR policies 0
10800 9.2.3.2 Receive/Deposit customer payments 0
10801 9.2.3.3 Apply cash remittances 0
10802 9.2.3.4 Prepare AR reports 0
10803 9.2.3.5 Post AR activity to the general ledger 0
10745 9.2.4 Manage and process collections 2
10804 9.2.4.1 Establish policies for delinquent accounts 0
10805 9.2.4.2 Analyze delinquent account balances 0
10806 9.2.4.3 Correspond/Negotiate with delinquent accounts 0
10807 9.2.4.4 Discuss account resolution with internal parties 0
10808 9.2.4.5 Process adjustments/write off balances 0
14007 9.2.4.6 Perform recovery workout 1
14008 9.2.4.7 Manage default accounts 1
10746 9.2.5 Manage and process adjustments/deductions 0
10809 9.2.5.1 Establish policies/procedures for adjustments 0
10810 9.2.5.2 Analyze adjustments 0
10811 9.2.5.3 Correspond/Negotiate with customer 0
10812 9.2.5.4 Discuss resolution with internal parties 0
10813 9.2.5.5 Prepare chargeback invoices 0
10814 9.2.5.6 Process related entries 0

10730 9.3 Perform general accounting and reporting 2
10747 9.3.1 Manage policies and procedures 0
10815 9.3.1.1 Negotiate service-level agreements 0
10816 9.3.1.2 Establish accounting policies 0
10817 9.3.1.3 Set and enforce approval limits 0
10818 9.3.1.4 Establish common financial systems 0
10748 9.3.2 Perform general accounting 1
10819 9.3.2.1 Maintain chart of accounts 0
10820 9.3.2.2 Process journal entries 0
10821 9.3.2.3 Process allocations 0
10822 9.3.2.4 Process period end adjustments 1
10823 9.3.2.5 Post and reconcile intercompany transactions 0

10824 9.3.2.6 Reconcile general ledger accounts 0
10825 9.3.2.7 Perform consolidations and process eliminations 0
10826 9.3.2.8 Prepare trial balance 0
10827 9.3.2.9 Prepare and post management adjustments 0
10749 9.3.3 Perform fixed-asset accounting 0
10828 9.3.3.1 Establish fixed-asset policies and procedures 0
10829 9.3.3.2 Maintain fixed-asset master data files 0
10830 9.3.3.3 Process and record fixed-asset additions and retires 0
10831 9.3.3.4 Process and record fixed-asset adjustments, enhancements, 0
revaluations, and transfers
10832 9.3.3.5 Process and record fixed-asset maintenance and repair 0
expenses
10833 9.3.3.6 Calculate and record depreciation expense 0
10834 9.3.3.7 Reconcile fixed-asset ledger 0
10835 9.3.3.8 Track fixed-assets including physical inventory 0
10836 9.3.3.9 Provide fixed-asset data to support tax, statutory, and 0
regulatory reporting
10750 9.3.4 Perform financial reporting 1

10837 9.3.4.1 Prepare business unit financial statements 0
10838 9.3.4.2 Prepare consolidated financial statements 0
10839 9.3.4.3 Perform business unit reporting/review management reports 0
10840 9.3.4.4 Perform consolidated reporting/review of cost management 0
reports
10841 9.3.4.5 Prepare statements for board review 0
10842 9.3.4.6 Produce quarterly/annual filings and shareholder reports 0
10843 9.3.4.7 Produce regulatory reports 0
14074 9.3.4.8 Perform legal and management consolidation 1
10731 9.4 Manage fixed-asset project accounting 0
10751 9.4.1 Perform capital planning and project approval 0
10844 9.4.1.1 Develop capital investment policies and procedures 0
10845 9.4.1.2 Develop and approve capital expenditure plans and budgets 0
10846 9.4.1.3 Review and approve capital projects and fixed-asset 0
acquisitions
10847 9.4.1.4 Conduct financial justification for project approval 0
10752 9.4.2 Perform capital project accounting 0
10848 9.4.2.1 Create project account codes 0
10849 9.4.2.2 Record project-related transactions 0
10850 9.4.2.3 Monitor and track capital projects and budget spending 0
10851 9.4.2.4 Close/capitalize projects 0
10852 9.4.2.5 Measure financial returns on completed capital projects 0
10732 9.5 Process payroll 2
10753 9.5.1 Report time 0
10853 9.5.1.1 Establish policies and procedures 0
10854 9.5.1.2 Collect and record employee time worked 0
10855 9.5.1.3 Analyze and report paid and unpaid leave 0
10856 9.5.1.4 Monitor regular, overtime, and other hours 0
10857 9.5.1.5 Analyze and report employee utilization 0
10754 9.5.2 Manage pay 0
10858 9.5.2.1 Enter employee time worked into payroll system 0
10859 9.5.2.2 Maintain and administer employee earnings information 0

10860 9.5.2.3 Maintain and administer applicable deductions 0
10861 9.5.2.4 Monitor changes in tax status of employees 0
10862 9.5.2.5 Process and distribute payments 0
10863 9.5.2.6 Process and distribute manual checks 0
10864 9.5.2.7 Process period-end adjustments 0
10865 9.5.2.8 Respond to employee payroll inquiries 0
10755 9.5.3 Process payroll taxes 2
14075 9.5.3.1 Develop tax plan 1
14076 9.5.3.2 Manage tax plan 1
10866 9.5.3.3 Calculate and pay applicable payroll taxes 0
10867 9.5.3.4 Produce and distribute employee annual tax statements 0
10868 9.5.3.5 File regulatory payroll tax forms 0
10733 9.6 Process accounts payable and expense reimbursements 0
10756 9.6.1 Process accounts payable (AP) 0
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file 0
10870 9.6.1.2 Maintain/Manage electronic commerce 0
10871 9.6.1.3 Audit invoices and key data in AP system 0
10872 9.6.1.4 Approve payments 0
10873 9.6.1.5 Process financial accruals and reversals 0
10874 9.6.1.6 Process taxes 0
10876 9.6.1.8 Process payments 0
10877 9.6.1.9 Respond to AP inquiries 0
10878 9.6.1.10 Retain records 0
10879 9.6.1.11 Adjust accounting records 0
10757 9.6.2 Process expense reimbursements 0
10880 9.6.2.1 Establish and communicate expense reimbursement policies 0
and approval limits
10881 9.6.2.2 Capture and report relevant tax data 0
10882 9.6.2.3 Approve reimbursements and advances 0
10883 9.6.2.4 Process reimbursements and advances 0
10884 9.6.2.5 Manage personal accounts 0

10734 9.7 Manage treasury operations 23
10758 9.7.1 Manage treasury policies and procedures 0
10885 9.7.1.1 Establish scope and governance of treasury operations 0
10886 9.7.1.2 Establish and publish treasury policies 0
10887 9.7.1.3 Develop treasury procedures 0
10888 9.7.1.4 Monitor treasury procedures 0
10889 9.7.1.5 Audit treasury procedures 0
10890 9.7.1.6 Revise treasury procedures 0
10891 9.7.1.7 Develop and confirm internal controls for treasury 0
10892 9.7.1.8 Define system security requirements 0
10759 9.7.2 Manage cash 0
10893 9.7.2.1 Manage and reconcile cash positions 0
10894 9.7.2.2 Manage cash equivalents 0
10895 9.7.2.3 Process and oversee electronic fund transfers (EFTs) 0
10896 9.7.2.4 Develop cash flow forecasts 0
10897 9.7.2.5 Manage cash flows 0
10898 9.7.2.6 Produce cash management accounting transactions and 0
reports
10899 9.7.2.7 Manage and oversee banking relationships 0
10900 9.7.2.8 Analyze, negotiate, resolve, and confirm bank fees 0
10760 9.7.3 Manage in-house bank accounts 0
10901 9.7.3.1 Manage in-house bank accounts for subsidiaries 0
10902 9.7.3.2 Manage and facilitate inter-company borrowing transactions 0
10903 9.7.3.3 Manage centralized outgoing payments on behalf of 0
subsidiaries
10904 9.7.3.4 Manage central incoming payments on behalf of 0
10905 9.7.3.5 subsidiaries
Manage internal payments and netting transactions 0
10906 9.7.3.6 Calculate interest and fees for in-house bank accounts 0
10907 9.7.3.7 Provide account statements for in-house bank accounts 0
10761 9.7.4 Manage debt and investment 1
14079 9.7.4.1 Establish investment policy 1
10908 9.7.4.2 Manage financial intermediary relationships 0

10909 9.7.4.3 Manage liquidity 0
10910 9.7.4.4 Manage issuer exposure 0
10911 9.7.4.5 Process and oversee debt and investment transactions 0
10912 9.7.4.6 Process and oversee foreign currency transactions 0
10913 9.7.4.7 Produce debt and investment accounting transaction reports 0
14210 9.7.4.8 Process and oversee interest rate transactions 0
11208 9.7.5 Monitor and execute risk and hedging transactions 21
12974 9.7.5.1 Develop risk management/hedging strategy 1
11209 9.7.5.2 Manage interest rate risk 5
19575 9.7.5.2.1 Manage interest rate market data 1

19576 9.7.5.2.2 Determine interest rate exposure for all markets 1
19577 9.7.5.2.3 Determine interest rate hedge requirements in 1
accordance with risk policy
19578 9.7.5.2.4 Execute interest rate trades 1
11210 9.7.5.3 Manage foreign exchange risk 6
19579 9.7.5.3.1 Manage foreign exchange market data 1

19580 9.7.5.3.2 Determine foreign exchange exposure for all currencies 1
19581 9.7.5.3.3 Determine foreign exchange hedge requirements in 1
19582 9.7.5.3.4 Execute foreign exchange trades 1
19583 9.7.5.3.5 Mange foreign exchange balance sheet risk 1
11211 9.7.5.4 Manage exposure risk 4
19584 9.7.5.4.1 Determine current customer exposures and limit 1
exceptions
19585 9.7.5.4.2 Resolve customer exposure limit violations 1
19586 9.7.5.4.3 Manage customer collateral 1
19587 9.7.5.4.4 Perform annual customer credit reviews 1
20137 9.7.5.5 Execute hedging transactions 4
19588 9.7.5.5.1 Measure physical positions 1
19589 9.7.5.5.2 Establish hedges 1

19590 9.7.5.5.3 Unwind hedges 1
11213 9.7.5.5.4 Evaluate and refine hedging positions 0
11215 9.7.5.5.5 Monitor credit 0
11214 9.7.5.6 Produce hedge accounting transactions and reports 0
16958 9.7.6 Manage financial fraud/dispute cases 1
10735 9.8 Manage internal controls 1
10762 9.8.1 Establish internal controls, policies, and procedures 0
10914 9.8.1.1 Establish board of directors and audit committee 0
10915 9.8.1.2 Define and communicate code of ethics 0
10916 9.8.1.3 Assign roles and responsibility for internal controls 0
11250 9.8.1.4 Define business process objectives and risks 0
11251 9.8.1.5 Define entity/unit risk tolerances 0
10763 9.8.2 Operate controls and monitor compliance with internal controls 0
policies and procedures
10917 9.8.2.1 Design and implement control activities 0
10918 9.8.2.2 Monitor control effectiveness 0
10919 9.8.2.3 Remediate control deficiencies 0
10920 9.8.2.4 Create compliance function 0
10921 9.8.2.5 Operate compliance function 0
10922 9.8.2.6 Implement and maintain controls-related enabling 0
technologies and tools
10764 9.8.3 Report on internal controls compliance 1
10923 9.8.3.1 Report to external auditors 0
10924 9.8.3.2 Report to regulators, share-/debt-holders, securities 0
exchanges, etc.
10925 9.8.3.3 Report to third parties 1
10926 9.8.3.4 Report to internal management 0

10736 9.9 Manage taxes 0
10765 9.9.1 Develop tax strategy and plan 0
10927 9.9.1.1 Develop foreign, national, state, and local tax strategy 0
10928 9.9.1.2 Consolidate and optimize total tax plan 0

10929 9.9.1.3 Maintain tax master data 0
10766 9.9.2 Process taxes 0
10930 9.9.2.1 Perform tax planning/strategy 0
10931 9.9.2.2 Prepare returns 0
10932 9.9.2.3 Prepare foreign taxes 0
10933 9.9.2.4 Calculate deferred taxes 0
10934 9.9.2.5 Account for taxes 0
10935 9.9.2.6 Monitor tax compliance 0
10936 9.9.2.7 Address tax inquiries 0
10737 9.10 Manage international funds/consolidation 0
10767 9.10.1 Monitor international rates 0
10768 9.10.2 Manage transactions 0
10769 9.10.3 Monitor currency exposure/hedge currency 0
10770 9.10.4 Report results 0
17059 9.11 Perform global trade services 1
14090 9.11.1 Screen sanctioned party list 0
14091 9.11.2 Control exports and imports 0
14092 9.11.3 Classify products 0
19593 9.11.4 Perform currency conversion 1
14093 9.11.5 Calculate duty 0
14094 9.11.6 Communicate with customs 0
14095 9.11.7 Document trade 0
14096 9.11.8 Process trade preferences 0
14097 9.11.9 Handle restitution 0
14098 9.11.10 Prepare letter of credit 0

Metrics
Y
Y
+20135, +20136 Y
N
N
NEW N
N
NEW N
+14057 Y
N
NEW N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
Y
+14187, +14188 Y
N
N

Metrics
NEW N
NEW N
N
N
N
Y
N
N
N
N
N
Y
N
N
N
N
N
+14007, +14008 Y
N
N
N
N
N
NEW N
NEW N
Y
N
N
N
N
N
N

Metrics
Y
Y
N
N
N
N
c10822 Y
N
N
N
RENAME, WAS:Process period end adjustments N
(e.g., accruals and currency conversions)
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
+14074 Y

Metrics
N
N
N
N
N
N
N
NEW N
Y
Y
N
N
N
N
Y
N
N
N
N
N
Y
Y
N
N
N
N
N
Y
N
N

Metrics
N
N
N
N
N
N
+14075, +14076 Y
NEW N
NEW N
N
N
N
Y
Y
N
N
N
N
N
N
N
Y
N
N
N
Y
N
N
N
N
N

Metrics
+16958 Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+14079 N
NEW N
N

Metrics
N
N
N
N
N
N
+12974, +20137, -11212, c11209, c11210 Y
NEW N
+19575, +19576, +19577, +19578, RENAME, N
WAS:Manage interest-rate risk
NEW N
NEW N
NEW N
NEW N
+19579, +19580, +19581, +19582, +19583, N
RENAME, WAS:Manage foreign-exchange risk
NEW N
NEW N
NEW N
NEW N
NEW N
+19584, +19585, +19586, +19587 N
NEW N
NEW N
NEW N
NEW N
+19588, +19589, +19590, NEW N
NEW N
NEW N

Metrics
NEW N
N
N
N
NEW N
Y
Y
N
N
N
N
N
Y
N
N
N
N
N
N
c10925 Y
N
N
RENAME, WAS:Report to third parties (e.g., N

business partners)
N
Y
N
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+19593 N
N
N
N
NEW N
N
N
N
N
N
N

10937 10.1 Plan and acquire assets 7
10941 10.1.1 Develop property strategy and long term vision 2
10955 10.1.1.1 Confirm alignment of property requirements with business 0

strategy
10956 10.1.1.2 Assess the external environment 0
10957 10.1.1.3 Determine build or buy decision 1
10943 10.1.2 Plan facility 0
10958 10.1.2.1 Design facility 0
10959 10.1.2.2 Analyze budget 0
10960 10.1.2.3 Select property 0
10961 10.1.2.4 Negotiate terms for facility 0
10962 10.1.2.5 Manage construction or modification to building 0
10944 10.1.3 Provide workspace and facilities 3
10963 10.1.3.1 Acquire workspace and facilities 1

10964 10.1.3.2 Change fit/form/function of workspace and facilities 1
10949 10.1.4 Manage facilities operations 0

10965 10.1.4.1 Relocate people 0
10966 10.1.4.2 Relocate material and tools 0
19208 10.2 Design and construct productive assets 22
19209 10.2.1 Manage capital program for productive assets 4
19210 10.2.1.1 Define capital investment plan 1
19211 10.2.1.2 Monitor capital program 1
19212 10.2.1.3 Secure construction financing 1
20139 10.2.2 Design and plan asset construction 6
19220 10.2.2.1 Develop construction strategy 1

11276 10.2.2.2 Perform construction performance management 1
19221 10.2.2.3 Obtain construction permissions 1
19222 10.2.2.4 Design assets 1
19223 10.2.2.5 Plan construction resources 1
19229 10.2.3 Schedule and perform construction work 6
19230 10.2.3.1 Schedule work 1

19231 10.2.3.2 Obtain resources 1
19232 10.2.3.3 Construct new assets 1
19233 10.2.3.4 Augment existing assets 1
19234 10.2.3.5 Renew/Replace assets 1
19224 10.2.4 Manage asset construction 5
19225 10.2.4.1 Monitor work performance 1
19226 10.2.4.2 Undertake quality control 1
19227 10.2.4.3 Create work and asset records 1
19228 10.2.4.4 Manage safety, security, and access to sites 1
19238 10.3 Maintain productive assets 23
19239 10.3.1 Plan asset maintenance 8
19240 10.3.1.1 Develop maintenance strategies 1

10967 10.3.1.2 Analyze assets and predict maintenance requirements 1
19241 10.3.1.3 Specify maintenance policies 1

10968 10.3.1.4 Integrate preventive maintenance into operations schedule 1
19242 10.3.1.5 Identify work management tasks & priorities 1

19243 10.3.1.6 Conduct resource planning 1
19244 10.3.1.7 Create work plans 1
19245 10.3.2 Manage asset maintenance 8

19247 10.3.2.2 Obtain required resources 1
19249 10.3.2.4 Update work and asset records 1
19250 10.3.2.5 Manage maintenance work safety 1
19251 10.3.2.6 Define maintenance performance targets 1
19252 10.3.2.7 Monitor maintenance performance against targets/contracts 1
19253 10.3.3 Perform asset maintenance 6
10947 10.3.3.1 Perform preventative asset maintenance 1

19254 10.3.3.2 Perform routine asset maintenance 1
19255 10.3.3.3 Perform corrective asset maintenance and repairs 1
19256 10.3.3.4 Identify unplanned maintenance requirements 1
19257 10.3.3.5 Perform unplanned maintenance and repairs 1
10940 10.4 Dispose of assets 3
10952 10.4.1 Develop exit strategy 0

19258 10.4.2 Decommission productive assets 1
10953 10.4.3 Perform sale or trade 0
10954 10.4.4 Perform abandonment 0
16970 10.4.5 Perform waste and hazardous goods management 1

Metrics
+19208, +19238, c10937, c10940, NEW N
-10942, c10941, c10944, RENAME, WAS:Design N
and construct/acquire nonproductive assets
c10957, RENAME, WAS:Develop property strategy N

and long-term vision
N
N
RENAME, WAS:Make build-or-buy decision N
N
N
N
N
N
N
c10963, c10964, RENAME, WAS:Provide workspace N
and assets
RENAME, WAS:Acquire workspace and assets N
RENAME, WAS:Change fit/form/function of N
workspace and assets
N
N
N
+19209, +20139, +19229, +19224, NEW N
+19210, +19211, +19212, NEW N
NEW N
NEW N
NEW N
+19220, +11276, +19221, +19222, +19223, NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
+19230, +19231, +19232, +19233, +19234, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19225, +19226, +19227, +19228, NEW N
NEW N
NEW N
NEW N
NEW N
+19239, +19245, +19253, NEW N
+19240, +19241, +19242, +19243, +19244, N
c10967, c10968, NEW
NEW N
RENAME, WAS:Analyze assets, and predict N
maintenance requirements
NEW N
RENAME, WAS:Develop approach to integrate N
preventive maintenance into production schedule
NEW N
NEW N
NEW N
+19246, +19247, +19248, +19249, +19250, N
+19251, +19252, NEW
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+10947, +19254, +19255, +19256, +19257, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19258, +16970, RENAME, WAS:Dispose of N
productive and nonproductive assets
N
NEW N
N
N
NEW N

16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and 6
Resiliency
17060 11.1 Manage enterprise risk 1
16439 11.1.1 Establish the enterprise risk framework and policies 0
16440 11.1.1.1 Determine risk tolerance for organization 0
16441 11.1.1.2 Develop and maintain enterprise risk policies and 0
16442 11.1.1.3 procedures
Identify and implement enterprise risk management tools 0
16443 11.1.1.4 Coordinate the sharing of risk knowledge across the 0
organization
16444 11.1.1.5 Prepare and report enterprise risk to executive management 0
and board
16445 11.1.2 Oversee and coordinate enterprise risk management activities 1
16446 11.1.2.1 Identify enterprise level risks 0
16447 11.1.2.2 Assess risks to determine which to mitigate 0
16448 11.1.2.3 Develop risk mitigation and management strategy and 1
integrate with existing performance management processes
16449 11.1.2.4 Verify business unit and functional risk mitigation plans are 0
implemented
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored 0
16451 11.1.2.6 Report on risk activities 0
16452 11.1.2.7 Coordinate business unit and functional risk management 0
activities
16453 11.1.2.8 Ensure that each business unit/function follows the 0
enterprise risk management process
enterprise risk reporting process
17462 11.1.3 Manage business unit and function risk 0
16456 11.1.3.1 Identify risks 0
16457 11.1.3.2 Assess risks using enterprise risk framework policies and 0
procedures
16458 11.1.3.3 Develop mitigation plans for risks 0

16459 11.1.3.4 Implement mitigation plans for risks 0
16460 11.1.3.5 Monitor risks 0
16461 11.1.3.6 Analyze risk activities and update plans 0
17467 11.2 Manage compliance 4
17468 11.2.1 Establish compliance framework and policies 0
17469 11.2.1.1 Develop enterprise compliance policies and procedures 0
17470 11.2.1.2 Implement enterprise compliance activities 0
14133 11.2.1.3 Manage internal audits 0
14137 11.2.1.4 Maintain controls-related technologies and tools 0
16463 11.2.2 Manage regulatory compliance 4
16464 11.2.2.1 Develop regulatory compliance procedures 0
16465 11.2.2.2 Identify applicable regulatory requirements 0
16466 11.2.2.3 Monitor the regulatory environment for changing or 0
emerging regulations
16467 11.2.2.4 Assess current compliance position and identify weaknesses 1
or shortfalls therein
16468 11.2.2.5 Implement missing or stronger regulatory compliance 0

controls and policies
16469 11.2.2.6 Monitor and test regulatory compliance position and existing 1
controls
19595 11.2.2.7 Compile and communicate compliance scorecard(s) 1

19596 11.2.2.8 Compile and communicate internal and regulatory 1
compliance reports
16470 11.2.2.9 Maintain relationships with regulators as appropriate 0
11185 11.3 Manage remediation efforts 0
11201 11.3.1 Create remediation plans 0
11202 11.3.2 Contact and confer with experts 0

11203 11.3.3 Identify/dedicate resources 0
11204 11.3.4 Investigate legal aspects 0
11205 11.3.5 Investigate damage cause 0
11206 11.3.6 Amend or create policy 0
11216 11.4 Manage business resiliency 0
11221 11.4.1 Develop the business resilience strategy 0
11222 11.4.2 Perform continuous business operations planning 0
11223 11.4.3 Test continuous business operations 0
11224 11.4.4 Maintain continuous business operations 0
16471 11.4.5 Share knowledge of specific risks across other parts of the 0
organization

Metrics
N
N
N
N
N
N
c16448 N
N
N
RENAME, WAS:Develop risk mitigation and N
management strategy, and integrate with existing
performance management processes
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
+19595, +19596, c16467, c16469 N
N
N
N
RENAME, WAS:Assess current compliance position, N

and identify weaknesses or shortfalls therein
RENAME, WAS:Monitor and test, on an ongoing and N

scheduled basis, regulatory compliance position
and existing controls, defining controls that should
be added, removed, or modified as required
NEW N
NEW N
N
N
N
N

Metrics
N
N
N
N
Y
N
N
N
N
N

11010 12.1 Build investor relationships 0
11035 12.1.1 Plan, build, and manage lender relations 0
11036 12.1.2 Plan, build, and manage analyst relations 0
11037 12.1.3 Communicate with shareholders 0
11011 12.2 Manage government and industry relationships 13
11038 12.2.1 Manage government relations 6
12869 12.2.1.1 Assess relationships 1

12870 12.2.1.2 Appoint responsible executives 1
12871 12.2.1.3 Monitor relationships 1
12872 12.2.1.4 Receive input from internal advisors 1
12873 12.2.1.5 Receive input from external advisors 1
12874 12.2.1.6 Liaise with authorities 1
11039 12.2.2 Manage relations with quasi-government bodies 4
12875 12.2.2.1 Establish relationships with agencies 1
12876 12.2.2.2 Respond to audit inquiries 1
12877 12.2.2.3 Maintain documentation of contacts 1
12878 12.2.2.4 Plan and manage meetings 1
11040 12.2.3 Manage relations with trade or industry groups 3
12879 12.2.3.1 Evaluate the requirements for strategic relationships 1
12880 12.2.3.2 Monitor the success of the partnerships 1
12881 12.2.3.3 Extend or change the relationships 1
11041 12.2.4 Manage lobby activities 0
11012 12.3 Manage relations with board of directors 0
11043 12.3.2 Report audit findings 0
11013 12.4 Manage legal and ethical issues 1
11044 12.4.1 Create ethics policies 0
11045 12.4.2 Manage corporate governance policies 0
11046 12.4.3 Develop and perform preventive law programs 0
11047 12.4.4 Ensure compliance 0

11053 12.4.4.1 Plan and initiate compliance program 0
11054 12.4.4.2 Execute compliance program 0
11048 12.4.5 Manage outside counsel 0
11056 12.4.5.1 Assess problem and determine work requirements 0
11057 12.4.5.2 Engage/Retain outside counsel if necessary 0
11058 12.4.5.3 Receive strategy/budget 0
11059 12.4.5.4 Receive work product and manage/monitor case and work 0
performed
11060 12.4.5.5 Process payment for legal services 0
11061 12.4.5.6 Track legal activity/performance 0
11049 12.4.6 Protect intellectual property 1
11062 12.4.6.1 Manage copyrights, patents, and trademarks 1
11063 12.4.6.2 Maintain intellectual property rights and restrictions 0
11064 12.4.6.3 Administer licensing terms 0
11065 12.4.6.4 Administer options 0
11050 12.4.7 Resolve disputes and litigations 0
11051 12.4.8 Provide legal advice/counseling 0
11052 12.4.9 Negotiate and document agreements/contracts 0
11014 12.5 Manage public relations program 0
11066 12.5.1 Manage community relations 0
11067 12.5.2 Manage media relations 0
11068 12.5.3 Promote political stability 0
11069 12.5.4 Create press releases 0
11070 12.5.5 Issue press releases 0

Metrics
N
N
N
N
N
N
+12869, +12870, +12871, +12872, +12873, N
+12874
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12875, +12876, +12877, +12878 N
NEW N
NEW N
NEW N
NEW N
+12879, +12880, +12881 N
NEW N
NEW N
NEW N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
N
c11062 N
RENAME, WAS:Manage copyrights and patents N
N
N
N
N
N
N
N
N
N
N
N
N

16378 13.1 Manage business processes 3
16379 13.1.1 Establish and maintain process management governance 0
16380 13.1.1.1 Define and manage governance approach 0
16381 13.1.1.2 Establish and maintain process tools and templates 0
16382 13.1.1.3 Assign and support process ownership 0
16383 13.1.1.4 Perform process governance activities 0
16384 13.1.2 Define and manage process frameworks 0
16385 13.1.2.1 Establish and maintain process framework 0
16386 13.1.2.2 Identify cross-functional processes 0
16387 13.1.3 Define processes 2
16388 13.1.3.1 Scope processes 0
16389 13.1.3.2 Analyze processes 1
20140 13.1.3.2.1 Identify published best practices 1
16390 13.1.3.3 Model and document processes 1
16391 13.1.3.4 Publish processes 0
16392 13.1.4 Manage process performance 1
16393 13.1.4.1 Provide process training 0
16394 13.1.4.2 Support process execution 0
16395 13.1.4.3 Measure and report process performance 1
20141 13.1.4.3.1 Identify additional metrics as required 1
16396 13.1.5 Improve processes 0
16397 13.1.5.1 Identify and select improvement opportunities 0
16398 13.1.5.2 Manage improvement projects 0
16399 13.1.5.3 Perform continuous improvement activities 0
16400 13.2 Manage portfolio, program, and project 1
16401 13.2.1 Manage portfolio 0
16402 13.2.1.1 Establish portfolio strategy 0
16403 13.2.1.2 Define portfolio governance 0
16404 13.2.1.3 Monitor and control portfolio 0
16405 13.2.2 Manage programs 0
16406 13.2.2.1 Establish program structure and approach 0

16407 13.2.2.2 Manage program stakeholders and partners 0
16408 13.2.2.3 Manage program execution 0
16409 13.2.2.4 Review and report program performance 0
16410 13.2.3 Manage projects 1
16411 13.2.3.1 Establish project scope 0
11117 13.2.3.1.1 Identify project requirements and objectives 0
16412 13.2.3.1.2 Identify project resource requirements 0
11118 13.2.3.1.3 Assess culture and readiness for project management 0
approach
11119 13.2.3.1.4 Identify appropriate project management methodologies 0
11120 13.2.3.1.5 Create business case and obtain funding 0
11121 13.2.3.1.6 Develop project measures and indicators 0
16413 13.2.3.2 Develop project plans 1
11123 13.2.3.2.1 Define roles and resources 0
20142 13.2.3.2.2 Acquire/secure project resources 1
11124 13.2.3.2.3 Identify specific IT requirements 0
11125 13.2.3.2.4 Create training and communication plans 0
11127 13.2.3.2.5 Design recognition and reward approaches 0
11128 13.2.3.2.6 Design and plan launch of project 0
11129 13.2.3.2.7 Deploy the project 0
16414 13.2.3.3 Execute projects 0
11131 13.2.3.3.1 Evaluate impact of project management (strategy and 0
projects) on measures and outcomes
16415 13.2.3.3.2 Report the status of project 0
16416 13.2.3.3.3 Manage project scope 0
11132 13.2.3.3.4 Promote and sustain activity and involvement 0
11133 13.2.3.3.5 Realign and refresh project management strategy and 0
approaches
16417 13.2.3.4 Review and report project performance 0
16418 13.2.3.5 Close projects 0
17471 13.3 Manage enterprise quality 0
17472 13.3.1 Establish quality requirements 0

17473 13.3.1.1 Define critical-to-quality characteristics 0
17474 13.3.1.2 Define preventive quality activities 0
17475 13.3.1.3 Develop quality controls 0
17476 13.3.1.3.1 Define process steps for controls (or integration points) 0
17477 13.3.1.3.2 Define sampling plan 0
17478 13.3.1.3.3 Identify measurement methods 0
17479 13.3.1.3.4 Define required competencies 0
17480 13.3.1.4 Prove capability to assess compliance with requirements 0
17481 13.3.1.5 Finalize quality plan 0
17482 13.3.2 Evaluate performance to requirements 0
17483 13.3.2.1 Test against quality plan 0
17484 13.3.2.1.1 Conduct test and collect data 0
17485 13.3.2.1.2 Record result(s) 0
17486 13.3.2.1.3 Determine disposition of result(s) 0
17487 13.3.2.2 Assess results of tests 0
17488 13.3.2.2.1 Assess sample significance 0
17489 13.3.2.2.2 Summarize result(s) 0
17490 13.3.2.2.3 Recommend actions 0
17491 13.3.2.2.4 Decide next steps 0
17492 13.3.3 Manage non-conformance 0
17493 13.3.3.1 Assess potential impact 0
17494 13.3.3.2 Determine immediate action(s) 0
17495 13.3.3.3 Identify root cause(s) 0
17496 13.3.3.4 Take corrective or preventative action 0
17497 13.3.3.5 Close non-conformance 0
17498 13.3.4 Implement and maintain the enterprise quality management 0
system (EQMS)
17499 13.3.4.1 Define the quality strategy 0
17500 13.3.4.2 Plan and deploy the EQMS scope, targets, and goals 0
17501 13.3.4.3 Identify core EQMS processes, controls, and metrics 0
17502 13.3.4.4 Develop and document EQMS policies, procedures, 0
standards, and measures

17503 13.3.4.5 Assess the EQMS performance 0
17504 13.3.4.6 Create environment and capability for EQMS 0
17505 13.3.4.6.1 improvement(s)
Reward quality excellence 0
17506 13.3.4.6.2 Create and maintain quality partnerships 0
17507 13.3.4.6.3 Maintain talent capabilities and competencies 0
17508 13.3.4.6.4 Incorporate EQMS messaging into communication 0
channels
17509 13.3.4.6.5 Assure independent EQMS management access to 0
appropriate authority in the organization
17510 13.3.4.6.6 Transfer proven EQMS methods 0
11074 13.4 Manage change 6
11134 13.4.1 Plan for change 3
11138 13.4.1.1 Select process improvement methodology 0
11140 13.4.1.2 Determine stakeholders 0
11139 13.4.1.3 Assess readiness for change 0
11141 13.4.1.4 Identify change champion(s) 1
11142 13.4.1.5 Form design team 0
11143 13.4.1.6 Define scope 0
11144 13.4.1.7 Understand current state 0
11145 13.4.1.8 Define future state 0
11146 13.4.1.9 Conduct organizational risk analysis 0
11147 13.4.1.10 Assess cultural issues 0
20143 13.4.1.11 Identify impacted groups 1
20144 13.4.1.12 Determine degree/extent of impact 1
11148 13.4.1.13 Establish accountability for change management 0
11149 13.4.1.14 Identify barriers to change 0
11150 13.4.1.15 Determine change enablers 0
11151 13.4.1.16 Identify resources and develop measures 0
11135 13.4.2 Design the change 1
11152 13.4.2.1 Assess connection to other initiatives 0
11153 13.4.2.2 Develop change management plans 0

11155 13.4.2.4 Develop communication plan 0
20145 13.4.2.5 Assign change champion(s) 1
11156 13.4.2.6 Develop rewards/incentives plan 0
11157 13.4.2.7 Establish change adoption metrics 0
11158 13.4.2.8 Establish/Clarify new roles 0
11159 13.4.2.9 Identify budget/roles 0
11136 13.4.3 Implement change 2
11160 13.4.3.1 Create commitment for improvement/change 0
11161 13.4.3.2 Reengineer business processes and systems 1
11162 13.4.3.3 Support transition to new roles or exit strategies for 0

incumbents
11163 13.4.3.4 Monitor change 0
20146 13.4.3.5 Report on change 1
11137 13.4.4 Sustain improvement 0
11164 13.4.4.1 Monitor improved process performance 0
11165 13.4.4.2 Capture and reuse lessons learned from change process 0
11166 13.4.4.3 Take corrective action as necessary 0
11073 13.5 Develop and manage enterprise-wide knowledge management 0
(KM) capability
11095 13.5.1 Develop KM strategy 0
11100 13.5.1.1 Develop governance model 0
11101 13.5.1.2 Establish central KM core group 0
11102 13.5.1.3 Define roles and accountability of core group versus 0
operating units
11103 13.5.1.4 Develop funding models 0
11104 13.5.1.5 Identify links to key initiatives 0
11105 13.5.1.6 Develop core KM methodologies 0
11106 13.5.1.7 Assess IT needs and engage IT function 0
11107 13.5.1.8 Develop training and communication plans 0
11108 13.5.1.9 Develop change management approaches 0
11109 13.5.1.10 Develop strategic measures and indicators 0

11096 13.5.2 Assess KM capabilities 0
11110 13.5.2.1 Assess maturity of existing KM initiatives 0
11111 13.5.2.2 Evaluate existing KM approaches 0
11112 13.5.2.3 Identify gaps and needs 0
11113 13.5.2.4 Enhance/Modify existing KM approaches 0
11114 13.5.2.5 Develop new KM approaches 0
11115 13.5.2.6 Implement new KM approaches 0
16436 13.6 Measure and benchmark 5
11071 13.6.1 Create and manage organizational performance strategy 0
11075 13.6.1.1 Create enterprise measurement systems model 0
11076 13.6.1.2 Measure process productivity 0
11077 13.6.1.3 Measure cost effectiveness 0
11078 13.6.1.4 Measure staff efficiency 0
11079 13.6.1.5 Measure cycle time 0
11072 13.6.2 Benchmark performance 1
11083 13.6.2.1 Conduct performance assessments 0
11084 13.6.2.2 Develop benchmarking capabilities 0
11085 13.6.2.3 Conduct internal process and external competitive 0
benchmarking
11087 13.6.2.4 Conduct gap analysis 1
11088 13.6.2.5 Establish need for change 0

20147 13.6.3 Evaluate process performance 4
10270 13.6.3.1 Establish appropriate performance indicators (metrics) 0
10271 13.6.3.2 Establish monitoring frequency 0
20148 13.6.3.3 Collect data 1
10272 13.6.3.4 Calculate performance measures 0
10273 13.6.3.5 Identify performance trends 0
10274 13.6.3.6 Analyze performance against benchmark data 1
10275 13.6.3.7 Prepare reports 1

10276 13.6.3.8 Develop performance improvement plan 0

11179 13.7 Manage environmental health and safety (EHS) 0
11180 13.7.1 Determine environmental health and safety impacts 0
11186 13.7.1.1 Evaluate environmental impact of products, services, and 0
operations
11187 13.7.1.2 Conduct health and safety and environmental audits 0
11181 13.7.2 Develop and execute functional EHS program 0
11188 13.7.2.1 Identify regulatory and stakeholder requirements 0
11189 13.7.2.2 Assess future risks and opportunities 0
11190 13.7.2.3 Create EHS policy 0
11191 13.7.2.4 Record and manage EHS events 0
11182 13.7.3 Train and educate functional employees 0
11192 13.7.3.1 Communicate EHS issues to stakeholders and provide 0
support
11183 13.7.4 Monitor and manage functional EHS management program 0
11193 13.7.4.1 Manage EHS costs and benefits 0
11194 13.7.4.2 Measure and report EHS performance 0
11196 13.7.4.3 Implement emergency response program 0
11197 13.7.4.4 Implement pollution prevention program 0
11195 13.7.4.5 Provide employees with EHS support 0

Metrics
Y
N
N
N
N
N
N
N
N
N
c16390 N
N
+20140 N
NEW N
RENAME, WAS:Map processes N
N
N
N
N
+20141 N
NEW N
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
+20142 N
N
NEW N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
+20143, +20144, c11141 N
N
N
N
RENAME, WAS:Engage/Identify champion N
N
N
N
N
N
N
NEW N
NEW N
N
N
N
N
+20145 N
N
N
N

Metrics
N
NEW N
N
N
N
N
+20146, c11161 N
N
RENAME, WAS:Re-engineer business processes and N
systems
N
N
NEW N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
+20147 N
N
N
N
N
N
N
c11087 N
N
N
N
RENAME, WAS:Conduct gap analysis to understand N

need for change and degree needed
N
+20148, c10274, c10275, NEW N
N
N
NEW N
N
N
RENAME, WAS:Analyze performance benchmark N
gaps
RENAME, WAS:Prepare appropriate reports N
N

Metrics
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

17040 1.1 Define the business concept and long-term vision 12
10017 1.1.1 Assess the external environment 3
19945 1.1.1.1 Identify competitors 1
10021 1.1.1.2 Analyze and Evaluate competition 0
10022 1.1.1.3 Identify economic trends 0
10023 1.1.1.4 Identify political and regulatory issues 0
10024 1.1.1.5 Assess new technology innovations 0
10025 1.1.1.6 Analyze demographics 0
10026 1.1.1.7 Identify social and cultural changes 0
10027 1.1.1.8 Identify ecological concerns 0
16790 1.1.1.9 Identify intellectual property concerns 1
16791 1.1.1.10 Evaluate IP acquisition options 1
10018 1.1.2 Survey market and determine customer needs and wants 4
10028 1.1.2.1 Conduct qualitative/quantitative research and assessments 1
19946 1.1.2.2 Capture customer needs and wants 1

19947 1.1.2.3 Assess customer needs and wants 1
10019 1.1.3 Assess the internal environment 4
10030 1.1.3.1 Analyze organizational characteristics 0

19948 1.1.3.2 Analyze internal operations 1
10031 1.1.3.3 Create baselines for current processes 0
10032 1.1.3.4 Analyze systems and technology 0
10033 1.1.3.5 Analyze financial health 1
10034 1.1.3.6 Identify core competencies 1
10020 1.1.4 Establish strategic vision 1

19949 1.1.4.1 Define the strategic vision 1
10035 1.1.4.2 Align stakeholders around strategic vision 0
10036 1.1.4.3 Communicate strategic vision to stakeholders 0
16792 1.1.5 Conduct organization restructuring opportunities 0

16793 1.1.5.1 Identify restructuring opportunities 0
16794 1.1.5.2 Perform due-diligence 0
16795 1.1.5.3 Analyze deal options 0
16796 1.1.5.3.1 Evaluate acquisition options 0
16797 1.1.5.3.2 Evaluate merger options 0
16798 1.1.5.3.3 Evaluate de-merger options 0
16799 1.1.5.3.4 Evaluate divesture options 0
10015 1.2 Develop business strategy 38
10037 1.2.1 Develop overall mission statement 0
10044 1.2.1.1 Define current business 0
10045 1.2.1.2 Formulate mission 0
10046 1.2.1.3 Communicate mission 0
10038 1.2.2 Define and evaluate strategic options to achieve the objectives 13
10047 1.2.2.1 Define strategic options 0

10048 1.2.2.2 Assess and analyze impact of each option 2
13289 1.2.2.2.1 Identify implications for key operating model business 1
elements that require change
13290 1.2.2.2.2 Identify implications for key technology aspects 1
16800 1.2.2.3 Develop B2B strategy 2
16801 1.2.2.3.1 Develop service as a product strategy 1
16802 1.2.2.4 Develop B2C strategy 1
16803 1.2.2.5 Develop partner/alliance strategy 1
16805 1.2.2.6 Develop merger/demerger/acquisition/exit strategy 1
16806 1.2.2.7 Develop innovation strategy 1
14189 1.2.2.8 Develop sustainability strategy 0
19950 1.2.2.9 Develop global support strategy 1
19951 1.2.2.10 Develop shared services strategy 1
14197 1.2.2.11 Develop lean/continuous improvement strategy 0
19952 1.2.2.12 Develop innovation strategy and framework 1

10039 1.2.3 Select long-term business strategy 0
10040 1.2.4 Coordinate and align functional and process strategies 0
10041 1.2.5 Create organizational design 1
10049 1.2.5.1 Evaluate breadth and depth of organizational structure 0

10050 1.2.5.2 Perform job-specific roles mapping and value-added 0
analyses
10051 1.2.5.3 Develop role activity diagrams to assess hand-off activity 0
10052 1.2.5.4 Perform organization redesign workshops 0
10053 1.2.5.5 Design the relationships between organizational units 0
10054 1.2.5.6 Develop role analysis and activity diagrams for key 0
processes
10055 1.2.5.7 Assess organizational implication of feasible alternatives 0
10056 1.2.5.8 Migrate to new organization 0
10042 1.2.6 Develop and set organizational goals 3
19953 1.2.6.1 Identify organizational goals 1
19954 1.2.6.2 Establish baseline metrics 1
19955 1.2.6.3 Monitor performance against goals 1
10043 1.2.7 Formulate business unit strategies 3
19956 1.2.7.1 Analyze business unit strategies 1
19957 1.2.7.2 Identify core competency for each business unit 1
19958 1.2.7.3 Refine business unit strategies in support of company 1
strategy
19959 1.2.8 Develop customer experience strategy 17
19960 1.2.8.1 Assess customer experience 4
19961 1.2.8.1.1 Identify and review customer touchpoints 1
19962 1.2.8.1.2 Assess customer experience across touchpoints 1
19963 1.2.8.1.3 Perform root cause analysis of problematic customer 1
experiences
19964 1.2.8.2 Design customer experience 8
16612 1.2.8.2.1 Define and manage personas 1

19965 1.2.8.2.2 Create customer journey maps 1
19966 1.2.8.2.3 Define single view of the customer for the organization 1
19967 1.2.8.2.4 Define a vision for the customer experience 1
19968 1.2.8.2.5 Validate with customers 1
19969 1.2.8.2.6 Align experience with brand values and business 1
19970 1.2.8.2.7 strategies
Develop content strategy 1
19971 1.2.8.3 Design customer experience support structure 3
19972 1.2.8.3.1 Identify required capabilities 1
19973 1.2.8.3.2 Identify impact on functional processes 1
19974 1.2.8.4 Develop customer experience roadmap to develop and 1
implement defined capabilities
18916 1.2.9 Communicate strategies internally and externally 1
10016 1.3 Execute and measure strategic initiatives 12
10057 1.3.1 Develop strategic initiatives 3

19975 1.3.1.1 Identify strategic priorities 1
19976 1.3.1.2 Develop strategic initiatives based on business/customer 1
value
19977 1.3.1.3 Review with stakeholders 1
10058 1.3.2 Evaluate strategic initiatives 2
19978 1.3.2.1 Determine business value for each strategic priority 1
19979 1.3.2.2 Determine the customer value for each strategic priority 1
10059 1.3.3 Select strategic initiatives 2
19980 1.3.3.1 Prioritize strategic initiatives 1
19981 1.3.3.2 Communicate strategic initiatives to business units and 1
stakeholders
10060 1.3.4 Establish high-level measures 3
19982 1.3.4.1 Identify business value drivers 1
19983 1.3.4.2 Establish baselines for business value drivers 1
19984 1.3.4.3 Monitor performance against baselines 1
19507 1.3.5 Execute strategic initiatives 1

19696 2.1 Govern and manage product/service development program 32
10061 2.1.1 Manage product and service portfolio 2
10063 2.1.1.1 Evaluate performance of existing products/services against 0
10066 2.1.1.2 Confirm alignment of product/service concepts with 0
business strategy
10074 2.1.1.3 Prioritize and select new product/service concepts 0
10073 2.1.1.4 Plan and develop cost and quality targets 0
10075 2.1.1.5 Specify development timing targets 0
10076 2.1.1.6 Plan for product/service offering modifications 0
10067 2.1.2 Manage product and service life cycle 9
16824 2.1.2.1 Develop plan for new product/service development and 1
introduction/launch
10077 2.1.2.2 Introduce new products/services 0
10078 2.1.2.3 Retire outdated products/services 0
10079 2.1.2.4 Identify and refine performance indicators 0
11423 2.1.2.5 Conduct post launch review 8
19646 2.1.2.5.1 Carry out post launch analytics to test the acceptability 1
in the market
11424 2.1.2.5.2 Review market performance 1
11425 2.1.2.5.3 Review effectiveness of supply chain and distribution 1
network
19647 2.1.2.5.4 Apply data and analytics to review supply chain 1
methodologies
11426 2.1.2.5.5 Review quality and performance of the product/service 1
11427 2.1.2.5.6 Conduct financial review 1
11428 2.1.2.5.7 Conduct new product development process assessment 1
19985 2.1.3 Manage patents, copyrights, and regulatory requirements 9
19941 2.1.3.1 Conduct mandatory and elective reviews 1

16826 2.1.3.2 Review infringement of patents and copyrights 1
16827 2.1.3.3 Determine patent and copyright needs 1
19697 2.1.3.4 Define product technical documentation management 1
requirements
12771 2.1.3.5 Manage regulatory requirements 4
12772 2.1.3.5.1 Train employees on appropriate regulatory requirements 1
12773 2.1.3.5.2 Maintain records for regulatory agencies 1
12776 2.1.3.5.3 Manage regulatory submission life cycle 1
11740 2.1.4 Manage product and service master data 11
11741 2.1.4.1 Manage materials master lists 1

11742 2.1.4.2 Manage bills of material 1
11743 2.1.4.3 Manage routings 1
11744 2.1.4.4 Manage specifications 1
11745 2.1.4.5 Manage drawings 1
11746 2.1.4.6 Manage product/material classification 1
11747 2.1.4.7 Develop and maintain quality/inspection documents 1
11748 2.1.4.8 Maintain process specification data 1
11749 2.1.4.9 Manage traceability data 1
11750 2.1.4.10 Review and approve data access requests 1
19698 2.2 Generate and define new product/service ideas 18
10065 2.2.1 Perform discovery research 0
10070 2.2.1.1 Identify new technologies 0
10071 2.2.1.2 Develop new technologies 0
10072 2.2.1.3 Assess feasibility of integrating new leading technologies 0
into product/service concepts
19669 2.2.2 Generate new product/service concepts 5
19986 2.2.2.1 Gather new product/service ideas and requirements 1
19987 2.2.2.2 Analyze new product/service ideas and requirements 1
19988 2.2.2.3 Evaluate new product/service inputs and requirements 1
19989 2.2.2.4 Formulate new product/service concepts 1

10068 2.2.2.5 Identify potential improvements to existing products and 0
services
19990 2.2.3 Define product/service development requirements 12
11331 2.2.3.1 Define product/service requirements 9
19991 2.2.3.1.1 Define basic functional requirements 1

16808 2.2.3.1.2 Derive interoperability requirements for products and 1
services
16809 2.2.3.1.3 Derive safety requirements for products and services 1
16810 2.2.3.1.4 Derive security requirements for products and services 1
16811 2.2.3.1.5 Derive regulatory compliance requirements 1
16812 2.2.3.1.6 Derive requirements from industry standards 1
19992 2.2.3.1.7 Develop user experience requirements 1
16814 2.2.3.1.8 Derive ‘services-as-a-product’ offering 1
16815 2.2.3.2 Define post launch support model 1
17389 2.2.3.3 Identify product/service bundling opportunities 1
10062 2.3 Develop products and services 24
19993 2.3.1 Design and prototype products and services 14
10083 2.3.1.1 Assign resources to product/service project 1

19994 2.3.1.1.1 Identify requirements for product/service 1
design/development partners
10084 2.3.1.2 Prepare high-level business case and technical assessment 0
10085 2.3.1.3 Develop product/service design specifications 0
16813 2.3.1.4 Develop user experience design specifications 1
16817 2.3.1.5 Provide warranty-related recommendations 1
10086 2.3.1.6 Document design specifications 0
10087 2.3.1.7 Conduct mandatory and elective external reviews 1

19995 2.3.1.8 Design products/services 7
16819 2.3.1.8.1 Design for manufacturing 1

16820 2.3.1.8.2 Design for product servicing 1
16821 2.3.1.8.3 Design for re-manufacturing 1
16822 2.3.1.8.4 Review product troubleshooting methodology 1
16818 2.3.1.8.5 Design and manage product data, design, and bill of 1
materials
16823 2.3.1.8.6 Design for product upgrades 1
10088 2.3.1.9 Build prototypes/proof of concepts 1
10098 2.3.1.10 Develop and test prototype production and/or service 0
delivery process
10089 2.3.1.11 Eliminate quality and reliability problems 0
10090 2.3.1.12 Conduct in-house product/service testing and evaluate 0
feasibility
10091 2.3.1.13 Identify design/development performance indicators 0
10092 2.3.1.14 Collaborate on design with suppliers and external partners 1
19996 2.3.2 Test market for new or revised products and services 1
10093 2.3.2.1 Prepare detailed market study 0
10094 2.3.2.2 Conduct customer tests and interviews 0
10095 2.3.2.3 Finalize product/service characteristics and business cases 0
10096 2.3.2.4 Finalize technical requirements 0
19997 2.3.3 Prepare for production/service delivery 6
10099 2.3.3.1 Design and obtain necessary capabilities/materials and 1
equipment
10097 2.3.3.2 Identify requirements for changes to manufacturing/delivery 0
processes
11418 2.3.3.3 Request engineering/process change 1
10100 2.3.3.4 Install and validate production/service delivery process 2
11417 2.3.3.4.1 Monitor initial production runs 1

19998 2.3.3.5 Validate launch procedures 1

10101 3.1 Understand markets, customers, and capabilities 3
10106 3.1.1 Perform customer and market intelligence analysis 2
10108 3.1.1.1 Conduct customer and market research 0
10109 3.1.1.2 Identify market segments 0
10110 3.1.1.3 Analyze market and industry trends 0
10111 3.1.1.4 Analyze competing organizations, competitive/substitute 1
products/services
10112 3.1.1.5 Evaluate existing products/services 1
10113 3.1.1.6 Assess internal and external business environment 0

10107 3.1.2 Evaluate and prioritize market opportunities 1
10116 3.1.2.1 Quantify market opportunities 0
10117 3.1.2.2 Determine target segments 1
18941 3.1.2.2.1 Identify under-served and saturated market segments 1
10118 3.1.2.3 Prioritize opportunities consistent with capabilities and 0
overall business strategy
10119 3.1.2.4 Validate opportunities 0
10102 3.2 Develop marketing strategy 38
11168 3.2.1 Define offering and customer value proposition 0

11169 3.2.1.1 Define offering and positioning 0
11170 3.2.1.2 Develop value proposition including brand positioning for 0
target segments
11171 3.2.1.3 Validate value proposition with target segments 0
11172 3.2.1.4 Develop new branding 0
10123 3.2.2 Define pricing strategy 5
13169 3.2.2.1 Conduct pricing analysis 1

10124 3.2.2.2 Establish guidelines for applying pricing and discounting of 1
products/services

19999 3.2.2.3 Establish pricing targets 1
10125 3.2.2.4 Approve pricing strategies/policies and targets 1
20000 3.2.3 Define and manage channel strategy 11
20001 3.2.3.1 Determine channels to be supported 1

20002 3.2.3.2 Establish channel objectives 1
10127 3.2.3.3 Determine channel role and fit with target segments 1
10128 3.2.3.4 Select channels for target segments 0

20003 3.2.3.5 Identify required channel capabilities 1
10126 3.2.3.6 Evaluate channel attributes and potential partners 1
20004 3.2.3.7 Orchestrate seamless customer experience across 4

supported channels
16590 3.2.3.7.1 Define omni-channel strategy 1
16591 3.2.3.7.2 Define omni-channel requirements 1
16592 3.2.3.7.3 Develop omni-channel policies and procedures 1
20005 3.2.3.8 Develop and manage execution roadmap 1
20006 3.2.4 Analyze and manage channel performance 6
16573 3.2.4.1 Establish channel-specific metrics and targets 1

16574 3.2.4.2 Monitor and report performance 1
16575 3.2.4.3 Monitor and report events influencing factors 1
16500 3.2.4.4 Analyze performance 1
16501 3.2.4.5 Develop plan for improvements 1
16848 3.2.5 Develop marketing communication strategy 9
16849 3.2.5.1 Develop customer communication calendar 1

16850 3.2.5.2 Define public relations (PR) strategy 1
16851 3.2.5.3 Define direct marketing strategy 1
16852 3.2.5.4 Define internal marketing communication strategy 1

16853 3.2.5.5 Identify new media for marketing communication 1
16854 3.2.5.6 Define new media communication strategy 1
16855 3.2.5.7 Define point of sale (POS) communication strategy 1
18627 3.2.5.8 Define communication guidelines and mechanisms 1
18924 3.2.6 Design and manage customer loyalty program 6
20007 3.2.6.1 Define customer loyalty program 1

18925 3.2.6.2 Acquire members to customer loyalty program 1
18926 3.2.6.3 Build engagement and relationship with members 1
16633 3.2.6.4 Monitor customer loyalty program benefits to the enterprise 1
and the customer
18927 3.2.6.5 Optimize loyalty program value to both the enterprise and 1
the customer
20008 3.3 Develop and manage marketing plans 21
10148 3.3.1 Establish goals, objectives, and metrics for products/services by 1
channel/segment
10149 3.3.2 Establish marketing budgets 1
10155 3.3.2.1 Confirm marketing alignment to business strategy 0
10156 3.3.2.2 Determine costs of marketing 0
10157 3.3.2.3 Create marketing budget 0
17683 3.3.2.4 Determine projected ROI for marketing investment 1
10151 3.3.3 Develop and manage pricing 6
20009 3.3.3.1 Understand resource requirements for each product/service 1

and delivery channel/method
18948 3.3.3.2 Determine corporate incentives 1
10163 3.3.3.3 Determine pricing based on volume/unit forecast 0
10164 3.3.3.4 Execute pricing plan 0
10165 3.3.3.5 Evaluate pricing performance 0
10166 3.3.3.6 Refine pricing as needed 0
11495 3.3.3.7 Implement promotional pricing programs 1
11496 3.3.3.8 Implement other retail pricing programs 1

11497 3.3.3.9 Communicate and implement price changes 1
17684 3.3.3.10 Achieve regulatory approval for pricing 1
20010 3.3.4 Develop and manage promotional activities 2
10167 3.3.4.1 Define promotional concepts and objectives 1
10159 3.3.4.2 Develop marketing messages 0
10160 3.3.4.3 Define target audience 0
10168 3.3.4.4 Plan and test promotional activities 0
10169 3.3.4.5 Execute promotional activities 0
10170 3.3.4.6 Evaluate promotional performance metrics 0
10171 3.3.4.7 Refine promotional performance metrics 0
10172 3.3.4.8 Incorporate learning into future/planned consumer 0
promotions
10153 3.3.5 Track customer management measures 1
10173 3.3.5.1 Determine customer lifetime value 1
10174 3.3.5.2 Analyze customer revenue trend 0

10175 3.3.5.3 Analyze customer attrition and retention rates 0
10176 3.3.5.4 Analyze customer metrics 0
10177 3.3.5.5 Revise customer strategies, objectives, and plans based on 0
metrics
16613 3.3.6 Analyze and respond to customer insight 6
16627 3.3.6.1 Monitor and respond to social media activity 1

16614 3.3.6.2 Analyze customer website activity 1
16615 3.3.6.3 Analyze customer purchase patterns 1
16616 3.3.6.4 Develop business rules to provide personalized offers 1
16617 3.3.6.5 Monitor effectiveness of personalized offers and adjust 1
offers accordingly
10154 3.3.7 Develop and manage packaging strategy 0
10178 3.3.7.1 Plan packaging strategy 0
10179 3.3.7.2 Test packaging options 0
10180 3.3.7.3 Execute packaging strategy 0

10181 3.3.7.4 Refine packaging 0
16629 3.3.8 Manage product marketing content 3
16630 3.3.8.1 Manage product images 1
18130 3.3.8.2 Manage product copy 1
10103 3.4 Develop sales strategy 8
10129 3.4.1 Develop sales forecast 0
10134 3.4.1.1 Gather current and historic order information 0
10135 3.4.1.2 Analyze sales trends and patterns 0
10136 3.4.1.3 Generate sales forecast 0
10137 3.4.1.4 Analyze historical and planned promotions and events 0
10130 3.4.2 Develop sales partner/alliance relationships 7
10138 3.4.2.1 Identify alliance opportunities 0

10139 3.4.2.2 Design alliance programs and methods for selecting and 0
managing relationships
10140 3.4.2.3 Select alliances 0
11465 3.4.2.4 Develop customer trade strategy and customer 1
objectives/targets
11521 3.4.2.5 Define trade programs and funding options 1
11466 3.4.2.6 Conduct planning activities for major trade customers 1
10141 3.4.2.7 Develop partner and alliance management strategies 0
10142 3.4.2.8 Establish partner and alliance management goals 0
18629 3.4.2.9 Establish partner and alliance agreements 1
11522 3.4.2.10 Develop promotional and category management calendars 1
(trade marketing calendars)
11523 3.4.2.11 Create strategic and tactical sales plans by customer 1
11468 3.4.2.12 Communicate planning information to customer teams 1
10131 3.4.3 Establish overall sales budgets 1
17682 3.4.3.1 Calculate product market share 1
10143 3.4.3.2 Calculate product revenue 0
10144 3.4.3.3 Determine variable costs 0
10145 3.4.3.4 Determine overhead and fixed costs 0

10146 3.4.3.5 Calculate net profit 0
10147 3.4.3.6 Create budget 0
10132 3.4.4 Establish sales goals and measures 0
10133 3.4.5 Establish customer management measures 0
10105 3.5 Develop and manage sales plans 48
10182 3.5.1 Manage leads/opportunities 8
10188 3.5.1.1 Identify potential customers 0

10189 3.5.1.2 Identify/receive leads/opportunities 1
18115 3.5.1.3 Validate and qualify leads/opportunities 1
11773 3.5.1.4 Match opportunities to business strategy 1
18116 3.5.1.5 Develop opportunity win plans 1
20011 3.5.1.6 Manage opportunity pipeline 1
10209 3.5.1.7 Determine sales resource allocation 0
10184 3.5.1.8 Manage customer sales calls 2
10190 3.5.1.8.1 Perform sales calls 0

10191 3.5.1.8.2 Perform pre-sales activities 0
20012 3.5.1.8.3 Manage customer meetings/workshops 1
10192 3.5.1.8.4 Close the sale 0
10193 3.5.1.8.5 Record outcome of sales process 0
10183 3.5.2 Manage customers and accounts 4
20013 3.5.2.1 Select key customers/accounts 1
11173 3.5.2.2 Develop sales/key account plan 0
20014 3.5.2.3 Manage sales/key account plan 1
11174 3.5.2.4 Manage customer relationships 0
14208 3.5.2.5 Manage customer master data 2
16598 3.5.2.5.1 Collect and merge internal and third-party customer 1
information
16599 3.5.2.5.2 De-duplicate customer data 1

11779 3.5.3 Develop and manage sales proposals, bids, and quotes 16
11781 3.5.3.1 Receive Request For Proposal (RFP)/Request For Quote (RFQ) 1
11780 3.5.3.2 Refine customer requirements 1

11782 3.5.3.3 Review RFP/RFQ request 1
11783 3.5.3.4 Perform competitive analysis 1
11784 3.5.3.5 Validate with strategy/business plans 1
11785 3.5.3.6 Understand customer business and requirements 1
20015 3.5.3.7 Develop solution and delivery approach 1
11787 3.5.3.8 Identify staffing requirements 1
11788 3.5.3.9 Develop pricing and scheduling estimates 1
11789 3.5.3.10 Conduct profitability analysis 1
20016 3.5.3.11 Manage internal reviews 1
20017 3.5.3.12 Manage internal approvals 1
11790 3.5.3.13 Submit/present bid/proposal/quote to customer 1
20018 3.5.3.14 Revise bid/proposal/quote 1
11793 3.5.3.15 Manage notification outcome 1
10185 3.5.4 Manage sales orders 11
10194 3.5.4.1 Accept and validate sales orders 0
10195 3.5.4.2 Collect and maintain account information 9
10201 3.5.4.2.1 Administer key account details 1

10202 3.5.4.2.2 Retrieve full customer details 1
10203 3.5.4.2.3 Modify involved party details 1
10204 3.5.4.2.4 Record address details 1
10205 3.5.4.2.5 Record contact details 1
10206 3.5.4.2.6 Record key customer communication profile details 1

10207 3.5.4.2.7 Review involved party information 1
10208 3.5.4.2.8 Terminate involved party information 1
10196 3.5.4.3 Determine availability 0
10197 3.5.4.4 Determine fulfillment process 0
10198 3.5.4.5 Enter orders into system 1
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity 1

10199 3.5.4.7 Process back orders and updates 0
10200 3.5.4.8 Handle order inquiries including post-order fulfillment 0
transactions
10187 3.5.5 Manage sales partners and alliances 8
10211 3.5.5.1 Provide sales and product/service training to sales 4
partners/alliances
20019 3.5.5.1.1 Provide certification enablement training 1

20020 3.5.5.1.2 Manage certifications and skills 1
20021 3.5.5.1.3 Provide support to partners/alliances 1
18641 3.5.5.2 Provide marketing materials to sales partners/alliances 1
10214 3.5.5.3 Evaluate partner/alliance results 0
14209 3.5.5.4 Manage sales partner/alliance master data 1

10215 4.1 Plan for and align supply chain resources 16
10221 4.1.1 Develop production and materials strategies 2
10229 4.1.1.1 Define manufacturing goals 0
10230 4.1.1.2 Define labor and materials policies 0
10231 4.1.1.3 Define outsourcing policies 0
10232 4.1.1.4 Define capital expense policies 1
10233 4.1.1.5 Define capacities 0

10234 4.1.1.6 Define production network and supply constraints 0
14193 4.1.1.7 Define production process 0
19551 4.1.1.8 Define standard operating procedures 1
14194 4.1.1.9 Define production workplace layout and infrastructure 0
10222 4.1.2 Manage demand for products and services 0
10238 4.1.2.4 Determine available to promise 0
10223 4.1.3 Create materials plan 0
10242 4.1.3.1 Create unconstrained plan 0
10243 4.1.3.2 Collaborate with supplier and contract manufacturers 0
10244 4.1.3.3 Identify critical materials and supplier capacity 0
10245 4.1.3.4 Monitor material specifications 0
10246 4.1.3.5 Generate constrained plan 0
14196 4.1.3.6 Define production balance and control 0
10224 4.1.4 Create master production schedule 8

20023 4.1.4.1 Model production network to enable simulation and 1
optimization
20024 4.1.4.2 Create master production schedule 1
17041 4.1.4.3 Maintain master production schedule 1
17042 4.1.5 Plan distribution requirements 4

10252 4.1.5.1 Maintain master data 0
10253 4.1.5.2 Determine finished goods inventory requirements at 0
destination
19555 4.1.5.3 Determine product storage facility requirements 1
10254 4.1.5.4 Calculate requirements at destination 0
10255 4.1.5.5 Calculate consolidation at source 0
10256 4.1.5.6 Manage collaborative replenishment planning 0
10258 4.1.5.7 Calculate and optimize destination dispatch plan 1
10259 4.1.5.8 Manage dispatch plan attainment 0

10260 4.1.5.9 Calculate and optimize destination load plans 1
10261 4.1.5.10 Manage partner load plan 0
10262 4.1.5.11 Manage cost of supply 0
10263 4.1.5.12 Manage capacity utilization 0
10226 4.1.6 Establish distribution planning constraints 1
10267 4.1.6.1 Establish distribution center layout constraints 0
10268 4.1.6.2 Establish inventory management constraints 0
10269 4.1.6.3 Establish transportation management constraints 0
19558 4.1.6.4 Establish storage management constraints 1
10227 4.1.7 Review distribution planning policies 0
10264 4.1.7.1 Review distribution network 0
10265 4.1.7.2 Establish sourcing relationships 0
10266 4.1.7.3 Establish dynamic deployment policies 0
10368 4.1.8 Develop quality standards and procedures 0
10371 4.1.8.1 Establish quality targets 0
10372 4.1.8.2 Develop standard testing procedures 0

10373 4.1.8.3 Communicate quality specifications 0
10216 4.2 Procure materials and services 1
10277 4.2.1 Develop sourcing strategies 1
10281 4.2.1.1 Develop procurement plan 0
10282 4.2.1.2 Clarify purchasing requirements 0
10283 4.2.1.3 Develop inventory strategy 0
10284 4.2.1.4 Match needs to supply capabilities 0
10285 4.2.1.5 Analyze organization’s spend profile 1
10286 4.2.1.6 Seek opportunities to improve efficiency and value 0

10287 4.2.1.7 Collaborate with suppliers to identify sourcing opportunities 0
10278 4.2.2 Select suppliers and develop/maintain contracts 0
10288 4.2.2.1 Select suppliers 0
10289 4.2.2.2 Certify and validate suppliers 0
10290 4.2.2.3 Negotiate and establish contracts 0
10291 4.2.2.4 Manage contracts 0
10279 4.2.3 Order materials and services 0
10292 4.2.3.1 Process/Review requisitions 0
10293 4.2.3.2 Approve requisitions 0
10294 4.2.3.3 Solicit/Track vendor quotes 0
10295 4.2.3.4 Create/Distribute purchase orders 0
10296 4.2.3.5 Expedite orders and satisfy inquiries 0
10297 4.2.3.6 Record receipt of goods 0
10280 4.2.4 Manage suppliers 0
10299 4.2.4.1 Monitor/Manage supplier information 0
10300 4.2.4.2 Prepare/Analyze procurement and vendor performance 0
10301 4.2.4.3 Support inventory and production processes 0
10302 4.2.4.4 Monitor quality of product delivered 0
10217 4.3 Produce/Manufacture/Deliver product 8
10303 4.3.1 Schedule production 1
19563 4.3.1.1 Model and simulate plant 1

10306 4.3.1.2 Generate line level plan 0
10307 4.3.1.3 Generate detailed schedule 0
10308 4.3.1.4 Schedule production orders and create lots 0
10315 4.3.1.5 Schedule preventive (planned) maintenance (preventive 0
maintenance orders)
10316 4.3.1.6 Schedule requested (unplanned) maintenance (work order 0
cycle)
10309 4.3.1.7 Release production orders and create lots 0
10304 4.3.2 Produce product 5
10310 4.3.2.1 Manage raw material inventory 0
10311 4.3.2.2 Execute detailed line schedule 0
10319 4.3.2.3 Report maintenance issues 0
10313 4.3.2.4 Rerun defective items 0
19566 4.3.2.5 Monitor and optimize production process 5
19567 4.3.2.5.1 Automate and control plant 1
19568 4.3.2.5.2 Perform advanced process control 1
19569 4.3.2.5.3 Perform real-time optimization 1
19570 4.3.2.5.4 Manage plant alarms and alerts 1
10314 4.3.2.6 Assess production performance 0
10369 4.3.3 Perform quality testing 2
10318 4.3.3.1 Calibrate test equipment 0
10374 4.3.3.2 Perform testing using the standard testing procedure 0
10375 4.3.3.3 Record test results 0
12045 4.3.3.4 Track and analyze non-conformance trends 1
12046 4.3.3.5 Perform root cause analysis 1
10370 4.3.4 Maintain production records and manage lot traceability 0
10376 4.3.4.1 Determine lot numbering system 0
10377 4.3.4.2 Determine lot use 0
10219 4.4 Manage logistics and warehousing 4
10338 4.4.1 Provide logistics governance 2

10343 4.4.1.1 Translate customer service requirements into logistics 0
requirements
10344 4.4.1.2 Design logistics network 0
10345 4.4.1.3 Communicate outsourcing needs 0
10346 4.4.1.4 Develop and maintain delivery service policy 0
10347 4.4.1.5 Optimize transportation schedules and costs 0
10348 4.4.1.6 Define key performance measures 0
16905 4.4.1.7 Define reverse logistics strategy 1
10339 4.4.2 Plan and manage inbound material flow 1
10349 4.4.2.1 Plan inbound material receipts 0
10350 4.4.2.2 Manage inbound material flow 0
10351 4.4.2.3 Monitor inbound delivery performance 0
10352 4.4.2.4 Manage flow of returned products 0
12708 4.4.2.5 Control quality of returned parts 1
10340 4.4.3 Operate warehousing 0
10353 4.4.3.1 Track inventory deployment 0
10354 4.4.3.2 Receive, inspect, and store inbound deliveries 0
10355 4.4.3.3 Track product availability 0
10356 4.4.3.4 Pick, pack, and ship product for delivery 0
10357 4.4.3.5 Track inventory accuracy 0
10358 4.4.3.6 Track third-party logistics storage and shipping performance 0
10359 4.4.3.7 Manage physical finished goods inventory 0
10341 4.4.4 Operate outbound transportation 0
10360 4.4.4.1 Plan, transport, and deliver outbound product 0
10361 4.4.4.2 Track carrier delivery performance 0
10362 4.4.4.3 Manage transportation fleet 0
10363 4.4.4.4 Process and audit carrier invoices and documents 0

20026 5.1 Establish service delivery governance and strategies 14
20027 5.1.1 Establish service delivery governance 5
20028 5.1.1.1 Set up and maintain service delivery governance and 1
management system
20029 5.1.1.2 Manage service delivery performance 1
20030 5.1.1.3 Manage service delivery development and direction 1
20031 5.1.1.4 Solicit feedback from customer on service delivery 1
satisfaction
20032 5.1.2 Develop service delivery strategies 8
20033 5.1.2.1 Define service delivery goals 1

20034 5.1.2.2 Define labor policies 1
20035 5.1.2.3 Evaluate resource availability 1
20036 5.1.2.4 Define service delivery network and supply constraints 1
20037 5.1.2.5 Define service delivery process 1
20038 5.1.2.6 Review and validate service delivery procedures 1
20039 5.1.2.7 Define service delivery workplace layout and infrastructure 1
20040 5.2 Manage service delivery resources 25
20041 5.2.1 Manage service delivery resource demand 9
20042 5.2.1.1 Monitor pipeline 1

20046 5.2.1.5 Determine availability of skills to deliver on current and 1
forecast customer orders
20050 5.2.2 Create resource plan 7

20051 5.2.2.1 Define and manage skills taxonomy 1
20052 5.2.2.2 Create resource plan 1
20053 5.2.2.3 Match resource demand with capacity, skills, and 1
20054 5.2.2.4 capabilities
Collaborate with suppliers and partners to supplement skills 1
and capabilities
20055 5.2.2.5 Identify critical resources and supplier capacity 1
20056 5.2.2.6 Monitor and manage resource capacity and availability 1
12127 5.2.3 Enable service-delivery resources 8

12129 5.2.3.2 Develop training materials 1
12131 5.2.3.3 Manage training schedule 1
12132 5.2.3.4 Deliver operations training 1
12133 5.2.3.5 Deliver technical training 1
20057 5.2.3.6 Perform skill and capability testing 1
12135 5.2.3.7 Evaluate training effectiveness 1
20058 5.3 Deliver service to customer 27
20059 5.3.1 Initiate service delivery 10
20060 5.3.1.1 Review contract and agreed terms 1

20061 5.3.1.2 Understand customer requirements and define refine 1
approach
20062 5.3.1.3 Modify/revise and approve project plan 1
20063 5.3.1.4 Review customer business objectives 1
20064 5.3.1.5 Confirm environmental readiness 1
20065 5.3.1.6 Identify, select, and assign resources 3
20066 5.3.1.6.1 Establish people objectives 1
20067 5.3.1.6.2 Establish engagement rules 1
20068 5.3.1.7 Plan for service delivery 1
20069 5.3.2 Execute service delivery 8
20070 5.3.2.1 Analyze environment and customer needs 1

20071 5.3.2.2 Define solution 1
20072 5.3.2.3 Validate solution 1
20073 5.3.2.4 Identify changes 1
20074 5.3.2.5 Obtain approval to proceed 1
20075 5.3.2.6 Make build/buy solution 1
20076 5.3.2.7 Deploy solution 1
20077 5.3.3 Complete service delivery 8
20078 5.3.3.1 Conduct service delivery/project review and evaluate 1

success
20079 5.3.3.2 Complete/finalize financial management activities 1
20080 5.3.3.3 Confirm delivery according to contract terms 1
20081 5.3.3.4 Release resources 1
20082 5.3.3.5 Manage service delivery completion 1
20083 5.3.3.6 Harvest knowledge 1
20084 5.3.3.7 Archive records and update systems 1

10378 6.1 Develop customer care/customer service strategy 12
20086 6.1.1 Define customer service requirements across the enterprise 1

20087 6.1.2 Define customer service experience 1
20088 6.1.3 Define and manage customer service channel strategy 1
10382 6.1.4 Define customer service policies and procedures 0
10383 6.1.5 Establish target service level for each customer segment 1
20089 6.1.6 Define warranty offering 6
16893 6.1.6.1 Determine and document warranty policies 1

16890 6.1.6.2 Create and manage warranty rules/claim codes for products 1
20090 6.1.6.3 Agree warranty responsibilities with suppliers 1
20091 6.1.6.4 Define warranty related offerings for customers 1
12673 6.1.6.5 Communicate warranty policies and offerings 1
20092 6.1.7 Develop recall strategy 1
10379 6.2 Plan and manage customer service contacts 13
10387 6.2.1 Plan and manage customer service work force 0

10390 6.2.1.1 Forecast volume of customer service contacts 0
10391 6.2.1.2 Schedule customer service work force 0
10392 6.2.1.3 Track work force utilization 0
10393 6.2.1.4 Monitor and evaluate quality of customer interactions with 0
customer service representatives
10388 6.2.2 Manage customer service problems, requests, and inquiries 7
10394 6.2.2.1 Receive customer problems, requests, and inquiries 1
13482 6.2.2.2 Analyze problems, requests, and inquiries 1

10395 6.2.2.3 Resolve customer problems, requests, and inquiries 1
10396 6.2.2.4 Respond to customer problems, requests, and inquiries 1
16928 6.2.2.5 Identify and capture upsell/cross-sell opportunities 1

16937 6.2.2.6 Deliver opportunity to sales team 1
10389 6.2.3 Manage customer complaints 1
10397 6.2.3.1 Receive customer complaints 0
10398 6.2.3.2 Route customer complaints 0
10399 6.2.3.3 Resolve customer complaints 0
10400 6.2.3.4 Respond to customer complaints 0
19072 6.2.3.5 Analyze customer complaints and response/redressal 1
10398 Route customer complaints 0
20094 6.2.4 Process returns 3
10364 6.2.4.1 Authorize return 1
20095 6.2.4.2 Process return and record reason 1
12840 6.2.5 Report incidents and risks to regulatory bodies 1
12658 6.3 Service products after sales 27
12669 6.3.1 Process warranty claims 14
20096 6.3.1.1 Receive warranty claim 1

12671 6.3.1.2 Validate warranty claim 1
20097 6.3.1.3 Investigate warranty issues 4
20098 6.3.1.3.1 Define issue 1
20099 6.3.1.3.2 Investigate issue/perform root cause analysis 1
20100 6.3.1.3.3 Receive investigation result/recommendation for 1
corrective action
20101 6.3.1.4 Determine responsible party 1
20102 6.3.1.5 Manage preauthorizations 1
12668 6.3.1.6 Approve or reject warranty claim 1
20103 6.3.1.7 Notify originator of approve/reject decision 1

20104 6.3.1.8 Authorize payment 1
20105 6.3.1.9 Close claim 1
12667 6.3.1.10 Reconcile warranty transaction disposition 1
20106 6.3.2 Manage supplier recovery 3
20107 6.3.2.1 Create supplier recovery claims 1
20108 6.3.2.2 Negotiate recoveries with suppliers 1
10218 6.3.3 Service products 8
10321 6.3.3.1 Identify and schedule resources to meet service 1

requirements
10327 6.3.3.1.1 Create resourcing plan and schedule 0
10328 6.3.3.1.2 Create service order fulfillment schedule 0
10322 6.3.3.2 Provide service to specific customers 3
10330 6.3.3.2.1 Organize daily service order fulfillment schedule 0
10331 6.3.3.2.2 Execute product repair 1
10332 6.3.3.2.3 Manage service order fulfillment 1
10323 6.3.3.3 Ensure quality of service 2

10334 6.3.3.3.1 Identify completed service orders for feedback 1
10335 6.3.3.3.2 Identify incomplete service orders and service failures 1
10336 6.3.3.3.3 Solicit customer feedback on services delivered 0

10337 6.3.3.3.4 Process customer feedback on services delivered 0
20109 6.3.4 Salvage or repair returned products 1
10366 6.3.4.1 Perform salvage activities 0
14195 6.3.4.2 Manage repair/refurbishment and return to customer/stock 0
20110 6.4 Manage product recalls and regulatory audits 7
20111 6.4.1 Initiate recall 1

20112 6.4.2 Assess the likelihood and consequences of occurrence of any 1
hazards

20113 6.4.3 Manage recall related communications 1
20114 6.4.4 Submit regulatory reports 1
20115 6.4.5 Monitor and audit recall effectiveness 1
20116 6.4.6 Manage recall termination 1
10380 6.5 Evaluate customer service operations and customer satisfaction 20
10401 6.5.1 Measure customer satisfaction with customer problems, 8

11687 6.5.1.1 Solicit customer feedback on customer service experience 1

11688 6.5.1.2 Analyze customer service data and identify improvement 1
opportunities
18126 6.5.1.3 Provide customer feedback to product management on 1
customer service experience
10402 6.5.2 Measure customer satisfaction with customer- complaint 2
11236 6.5.2.1 Solicit customer feedback on complaint handling and 0

resolution
11237 6.5.2.2 Analyze customer complaint data and identify improvement 0
opportunities
11689 6.5.2.3 Identify common customer complaints 1
10403 6.5.3 Measure customer satisfaction with products and services 2
11238 6.5.3.1 Gather and solicit post-sale customer feedback on products 0
and services
11239 6.5.3.2 Solicit post-sale customer feedback on ad effectiveness 0
20117 6.5.3.3 Solicit customer feedback on cross-channel experience 1
11240 6.5.3.4 Analyze product and service satisfaction data and identify 0
improvement opportunities

11241 6.5.3.5 Provide feedback and insights to appropriate teams (product 1
design/development, marketing, manufacturing)
12672 6.5.4 Evaluate and manage warranty performance 6
20118 6.5.4.1 Measure customer satisfaction with warranty handling and 1

resolution
12676 6.5.4.2 Monitor and report on warranty management metrics 1
20119 6.5.4.3 Identify improvement opportunities 1
12674 6.5.4.4 Identify opportunities to eliminate warranty waste 1
20120 6.5.4.5 Investigate fraudulent claims 1
20121 6.5.5 Evaluate recall performance 1

17043 7.1 Develop and manage human resources planning, policies, and 8
strategies
17044 7.1.1 Develop human resources strategy 0

10418 7.1.1.1 Identify strategic HR needs 0
10419 7.1.1.2 Define HR and business function roles and accountability 0
10420 7.1.1.3 Determine HR costs 0
10421 7.1.1.4 Establish HR measures 0
10422 7.1.1.5 Communicate HR strategies 0
10432 7.1.1.6 Develop strategy for HR systems/technologies/tools 0
17045 7.1.2 Develop and implement workforce strategy and policies 7
10423 7.1.2.1 Gather skill requirements according to corporate strategy 0

and market environment
10424 7.1.2.2 Plan employee resourcing requirements per business 1
unit/organization
10425 7.1.2.3 Develop compensation plan 1
10210 7.1.2.3.1 Establish incentive plan 1
10426 7.1.2.4 Develop succession plan 0

16938 7.1.2.5 Develop high performers/leadership programs 1
10427 7.1.2.6 Develop employee diversity plan 0
11622 7.1.2.7 Develop training program 1
11623 7.1.2.8 Develop recruitment program 1
10428 7.1.2.9 Develop other HR programs 0
10429 7.1.2.10 Develop HR policies 0
10430 7.1.2.11 Administer HR policies 0
10431 7.1.2.12 Plan employee benefits 0
10433 7.1.2.13 Develop workforce strategy models 1
20122 7.1.2.14 Implement workforce strategy models 1

10417 7.1.3 Monitor and update strategy, plans, and policies 0
10434 7.1.3.1 Measure realization of objectives 0
10435 7.1.3.2 Measure contribution to business strategy 0
10436 7.1.3.3 Communicate plans and provide updates to stakeholders 0
10438 7.1.3.4 Review and revise HR plans 0
17046 7.1.4 Develop competency management models 0
10410 7.2 Recruit, source, and select employees 8
10439 7.2.1 Manage employee requisitions 5
10445 7.2.1.1 Align staffing plan to work force plan and business unit 0
strategies/resource needs
10447 7.2.1.2 Develop and maintain job descriptions 1
10446 7.2.1.3 Open job requisitions 1
10448 7.2.1.4 Post job requisitions 1

10450 7.2.1.5 Modify job requisitions 1
10451 7.2.1.6 Notify hiring manager 0
10452 7.2.1.7 Manage requisition dates 0
10440 7.2.2 Recruit/Source candidates 0
10453 7.2.2.1 Determine recruitment methods and channels 0
10454 7.2.2.2 Perform recruiting activities/events 0
10455 7.2.2.3 Manage recruitment vendors 0
17047 7.2.2.4 Manage employee referral programs 0
17048 7.2.2.5 Manage recruitment channels 0
20123 7.2.3 Screen and select candidates 1
10456 7.2.3.1 Identify and deploy candidate selection tools 0
10457 7.2.3.2 Interview candidates 0
10458 7.2.3.3 Test candidates 0
10459 7.2.3.4 Select and reject candidates 0
10443 7.2.4 Manage new hire/re-hire 0
10463 7.2.4.1 Draw up and make offer 0
10464 7.2.4.2 Negotiate offer 0
10465 7.2.4.3 Hire candidate 0

10444 7.2.5 Manage applicant information 1
10460 7.2.5.1 Obtain candidate background information 0
10466 7.2.5.2 Create applicant record 0
10467 7.2.5.3 Manage/track applicant data 1
20124 7.2.5.3.1 Complete position classification and level of experience 1
10468 7.2.5.4 Archive and retain records of non-hires 0
10411 7.3 Develop and counsel employees 11
10469 7.3.1 Manage employee orientation and deployment 1
10474 7.3.1.1 Create/maintain employee on-boarding program 0
11243 7.3.1.2 Evaluate the effectiveness of the employee on-boarding 1
program
17050 7.3.1.3 Execute onboarding program 0
10470 7.3.2 Manage employee performance 1
10479 7.3.2.1 Define employee performance objectives 1
10480 7.3.2.2 Review, appraise, and manage employee performance 0
10481 7.3.2.3 Evaluate and review performance program 0
10472 7.3.3 Manage employee development 2
10487 7.3.3.1 Define employee development guidelines 0
10488 7.3.3.2 Develop employee career plans and career paths 1
17051 7.3.3.3 Manage employee skill and competency development 1
10473 7.3.4 Develop and train employees 7

10490 7.3.4.1 Align employee with organization development needs 1
16940 7.3.4.2 Define employee competencies 1

10491 7.3.4.3 Align learning programs with competencies 0
10492 7.3.4.4 Establish training needs by analysis of required and 0
available skills
10493 7.3.4.5 Develop, conduct, and manage employee and/or 0
management training programs
20125 7.3.4.6 Manage examinations and certifications 5
20126 7.3.4.6.1 Liaise with external certification authorities 1

20127 7.3.4.6.2 Administer certification tests 1
20128 7.3.4.6.3 Appraise experience qualifications 1
20129 7.3.4.6.4 Administer certificate issue and maintenance 1
17052 7.4 Manage employee relations 0
10483 7.4.1 Manage labor relations 0
10484 7.4.2 Manage collective bargaining process 0
10485 7.4.3 Manage labor management partnerships 0
10531 7.4.4 Manage employee grievances 0
10412 7.5 Reward and retain employees 6
10494 7.5.1 Develop and manage reward, recognition, and motivation 1
programs
10498 7.5.1.1 Develop salary/compensation structure and plan 0
10499 7.5.1.2 Develop benefits and reward plan 0
10500 7.5.1.3 Perform competitive analysis of benefit and rewards 0
10501 7.5.1.4 Identify compensation requirements based on financial, 0
benefits, and HR policies
10502 7.5.1.5 Administer compensation and rewards to employees 0
10503 7.5.1.6 Reward and motivate employees 0
10495 7.5.2 Manage and administer benefits 0
10504 7.5.2.1 Deliver employee benefits program 0
10505 7.5.2.2 Administer benefit enrollment 0
10506 7.5.2.3 Process claims 0
10507 7.5.2.4 Perform benefit reconciliation 0
20131 7.5.3 Manage employee assistance and retention 3
10508 7.5.3.1 Deliver programs to support work/life balance for employees 0
10509 7.5.3.2 Develop family support systems 1
10510 7.5.3.3 Review retention and motivation indicators 0
10511 7.5.3.4 Review compensation plan 1
10497 7.5.4 Administer payroll 0
10413 7.6 Redeploy and retire employees 4
10512 7.6.1 Manage promotion and demotion process 0
10513 7.6.2 Manage separation 0

10514 7.6.3 Manage retirement 0
10515 7.6.4 Manage leave of absence 0
10516 7.6.5 Develop and implement employee outplacement 0
20132 7.6.6 Manage workforce scheduling 3
20133 7.6.6.1 Receive required resources/skills and capabilities 1
10517 7.6.6.2 Manage resource deployment 1
17055 7.6.7 Relocate employees and manage assignments 1
10520 7.6.7.1 Manage expatriates 0

20134 7.7 Manage employee information and analytics 2
10522 7.7.1 Manage reporting processes 0
10523 7.7.2 Manage employee inquiry process 0
10524 7.7.3 Manage and maintain employee data 0
10525 7.7.4 Manage human resource information systems HRIS 1
10526 7.7.5 Develop and manage employee metrics 0

10527 7.7.6 Develop and manage time and attendance systems 0
10530 7.7.7 Manage/Collect employee suggestions and perform employee 0
research
17057 7.8 Manage employee communication 1
10529 7.8.1 Develop employee communication plan 0
16944 7.8.2 Conduct employee engagement surveys 1
10532 7.9 Deliver employee communications 0

10563 8.1 Manage the business of information technology 2
10570 8.1.1 Develop the enterprise IT strategy 1
10603 8.1.1.1 Build strategic intelligence 0
10604 8.1.1.2 Identify long-term IT needs of the enterprise in collaboration 0
with stakeholders
10605 8.1.1.3 Define strategic standards, guidelines, and principles 0
10606 8.1.1.4 Define and establish IT architecture and development 0
standards
10607 8.1.1.5 Define strategic vendors for IT components 0
10608 8.1.1.6 Establish IT governance organization and processes 0
10609 8.1.1.7 Build strategic roadmap to develop IT capabilities in support 1
of business objectives
10571 8.1.2 Define the enterprise architecture 1
10611 8.1.2.1 Establish the current and future enterprise architecture 1
definition
10612 8.1.2.2 Confirm enterprise architecture maintenance approach 0
10613 8.1.2.3 Maintain the relevance of the enterprise architecture 0
10614 8.1.2.4 Act as clearinghouse for IT research and innovation 0
10615 8.1.2.5 Govern the enterprise architecture 0
10572 8.1.3 Manage the IT portfolio 0
10616 8.1.3.1 Establish the IT portfolio 0
10617 8.1.3.2 Analyze and evaluate the value of the IT portfolio for the 0
enterprise
10618 8.1.3.3 Provision resources in accordance with strategic priorities 0
10573 8.1.4 Perform IT research and innovation 0
10620 8.1.4.1 Research technologies to innovate IT services and solutions 0
10621 8.1.4.2 Transition viable technologies for IT services and solutions 0
development
10575 8.1.5 Evaluate and communicate IT business value and performance 0
10625 8.1.5.1 Establish and monitor key performance indicators 0

10626 8.1.5.2 Evaluate IT plan performance 0
10627 8.1.5.3 Communicate IT value 0
10564 8.2 Develop and manage IT customer relationships 0
10578 8.2.1 Develop IT services and solutions strategy 0
11244 8.2.1.1 Research IT services and solutions to address business and 0
user requirements
11245 8.2.1.2 Translate business and user requirements into IT services 0
and solutions requirements
11246 8.2.1.3 Formulate IT services and solutions strategic initiatives 0
11247 8.2.1.4 Coordinate strategies with internal stakeholders to ensure 0
alignment
11248 8.2.1.5 Evaluate and select IT services and solutions strategic 0
initiatives
10579 8.2.2 Develop and manage IT service levels 0
10640 8.2.2.1 Create and maintain the IT services and solutions catalog 0
10641 8.2.2.2 Establish and maintain business and IT service-level 0
agreements
10642 8.2.2.3 Evaluate and report service-level attainment results 0
10643 8.2.2.4 Communicate business and IT service-level improvement 0
opportunities
10580 8.2.3 Perform demand-side management (DSM) for IT services 0
10644 8.2.3.1 Analyze IT services and solutions consumption and usage 0
10645 8.2.3.2 Develop and implement incentive programs that improve 0
consumption efficiency
10646 8.2.3.3 Develop volume/unit forecast for IT services and solutions 0
10581 8.2.4 Manage IT customer satisfaction 0
10647 8.2.4.1 Capture and analyze customer satisfaction 0
10648 8.2.4.2 Assess and communicate customer satisfaction patterns 0
10649 8.2.4.3 Initiate improvements based on customer satisfaction 0
patterns
10582 8.2.5 Market IT services and solutions 0
10650 8.2.5.1 Develop IT services and solutions marketing strategy 0

10651 8.2.5.2 Develop and manage IT customer strategy 0
10652 8.2.5.3 Manage IT services and solutions advertising and 0
promotional campaigns
10653 8.2.5.4 Process and track IT services and solutions orders 0
11220 8.3 Develop and implement security, privacy, and data protection 0
controls
11230 8.3.1 Establish information security, privacy, and data protection 0
strategies and levels
11231 8.3.2 Test, evaluate, and implement information security and privacy 0
and data protection controls
10565 8.4 Manage enterprise information 0
10583 8.4.1 Develop information and content management strategies 0
10654 8.4.1.1 Understand information and content management needs 0
and the role of IT services for executing the business
10655 8.4.1.2 strategy
Assess the information and content management 0
implications of new technologies
10656 8.4.1.3 Identify and prioritize information and content management 0
actions
10584 8.4.2 Define the enterprise information architecture 0
10657 8.4.2.1 Define information elements, composite structure, logical 0
relationships and constraints, taxonomy, and derivation
10658 8.4.2.2 rules
Define information access requirements 0
10659 8.4.2.3 Establish data custodianship 0
10660 8.4.2.4 Manage changes to content data architecture requirements 0
10585 8.4.3 Manage information resources 0
10661 8.4.3.1 Define the enterprise information/data policies and 0
10662 8.4.3.2 standards
Develop and implement data and content administration 0
10586 8.4.4 Perform enterprise data and content management 0
10663 8.4.4.1 Define sources and destinations of content data 0
10664 8.4.4.2 Manage technical interfaces to users of content 0
10665 8.4.4.3 Manage retention, revision, and retirement of enterprise 0
information

10566 8.5 Develop and maintain information technology solutions 0
10587 8.5.1 Develop the IT development strategy 0
10666 8.5.1.1 Establish sourcing strategy for IT development 0
10667 8.5.1.2 Define development processes, methodologies, and tools 0
standards
10668 8.5.1.3 Select development methodologies and tools 0
10588 8.5.2 Perform IT services and solutions life cycle planning 0
10669 8.5.2.1 Plan development of new requirements 0
10670 8.5.2.2 Plan development of feature and functionality enhancement 0
10671 8.5.2.3 Develop life cycle plan for IT services and solutions 0
10589 8.5.3 Develop and maintain IT services and solutions architecture 0
10672 8.5.3.1 Create IT services and solutions architecture 0
10673 8.5.3.2 Revise IT services and solutions architecture 0
10674 8.5.3.3 Retire IT services and solutions architecture 0
10590 8.5.4 Create IT services and solutions 0
10675 8.5.4.1 Understand confirmed requirements 0
10676 8.5.4.2 Design IT services and solutions 0
10677 8.5.4.3 Acquire/Develop IT service/solution components 0
10678 8.5.4.4 Train services and solutions resources 0
10679 8.5.4.5 Test IT services/solutions 0
10680 8.5.4.6 Confirm customer acceptance 0
10591 8.5.5 Maintain IT services and solutions 0
10681 8.5.5.1 Understand upkeep/enhance requirements and defect 0
analysis
10682 8.5.5.2 Design change to existing IT service/solution 0
10683 8.5.5.3 Acquire/Develop changed IT service/solution component 0
10684 8.5.5.4 Test IT service/solution change 0
10685 8.5.5.5 Retire solutions and services 0
10567 8.6 Deploy information technology solutions 0
10592 8.6.1 Develop the IT deployment strategy 0
10686 8.6.1.1 Establish IT services and solutions change policies 0

10687 8.6.1.2 Define deployment process, procedures, and tools standards 0
10688 8.6.1.3 Select deployment methodologies and tools 0

10593 8.6.2 Plan and implement changes 0
10689 8.6.2.1 Plan change deployment 0
10690 8.6.2.2 Communicate changes to stakeholders 0
10691 8.6.2.3 Administer change schedule 0
10692 8.6.2.4 Train impacted users 0
10693 8.6.2.5 Distribute and install change 0
10694 8.6.2.6 Verify change 0
10594 8.6.3 Plan and manage releases 0
10695 8.6.3.1 Understand and coordinate release design and acceptance 0
10696 8.6.3.2 Plan release rollout 0
10697 8.6.3.3 Distribute and install release 0
10698 8.6.3.4 Verify release 0
10568 8.7 Deliver and support information technology services 0
10595 8.7.1 Develop IT services and solution delivery strategy 0
10699 8.7.1.1 Establish sourcing strategy for IT delivery 0
10700 8.7.1.2 Define delivery processes, procedures, and tools standards 0
10701 8.7.1.3 Select delivery methodologies and tools 0
10596 8.7.2 Develop IT support strategy 0
10702 8.7.2.1 Establish sourcing strategy for IT support 0
10703 8.7.2.2 Define IT support services 0
10597 8.7.3 Manage IT infrastructure resources 0
10704 8.7.3.1 Manage IT inventory and assets 0
10705 8.7.3.2 Manage IT resource capacity 0
10598 8.7.4 Manage IT infrastructure operations 0
10706 8.7.4.1 Deliver IT services and solutions 0
10707 8.7.4.2 Perform IT operations support services 0
10599 8.7.5 Support IT services and solutions 0
10708 8.7.5.1 Manage availability 0
10709 8.7.5.2 Manage facilities 0

10710 8.7.5.3 Manage backup/recovery 0
10711 8.7.5.4 Manage performance and capacity 0
10712 8.7.5.5 Manage incidents 0
10713 8.7.5.6 Manage problems 0
10714 8.7.5.7 Manage inquiries 0

10728 9.1 Perform planning and management accounting 3
10738 9.1.1 Perform planning/budgeting/forecasting 2
10771 9.1.1.1 Develop and maintain budget policies and procedures 0
10772 9.1.1.2 Prepare periodic budgets and plans 0
20135 9.1.1.3 Operationalize and implement plans to achieve budget 1
10773 9.1.1.4 Prepare periodic financial forecasts 0
20136 9.1.1.5 Perform variance analysis against forecasts and budgets 1
10739 9.1.2 Perform cost accounting and control 1
10774 9.1.2.1 Perform inventory accounting 0
14057 9.1.2.2 Perform profit center accounting 1
10775 9.1.2.3 Perform cost of sales analysis 0
10776 9.1.2.4 Perform product costing 0
10777 9.1.2.5 Perform variance analysis 0
11175 9.1.2.6 Report on profitability 0
10740 9.1.3 Perform cost management 0
10778 9.1.3.1 Determine key cost drivers 0
10779 9.1.3.2 Measure cost drivers 0
10780 9.1.3.3 Determine critical activities 0
10781 9.1.3.4 Manage asset resource deployment and utilization 0
10741 9.1.4 Evaluate and manage financial performance 0
10782 9.1.4.1 Assess customer and product profitability 0
10783 9.1.4.2 Evaluate new products 0
10784 9.1.4.3 Perform life cycle costing 0
10785 9.1.4.4 Optimize customer and product mix 0
10786 9.1.4.5 Track performance of new-customer and product strategies 0
10787 9.1.4.6 Prepare activity-based performance measures 0
10788 9.1.4.7 Manage continuous cost improvement 0
10729 9.2 Perform revenue accounting 4
10742 9.2.1 Process customer credit 2
10789 9.2.1.1 Establish credit policies 0
10790 9.2.1.2 Analyze/Approve new account applications 0

14187 9.2.1.3 Analyze credit scoring history 1
14188 9.2.1.4 Forecast credit scoring requirement 1
10791 9.2.1.5 Review existing accounts 0
10792 9.2.1.6 Produce credit/collection reports 0
10793 9.2.1.7 Reinstate or suspend accounts based on credit policies 0
10743 9.2.2 Invoice customer 0
10794 9.2.2.1 Maintain customer/product master files 0
10795 9.2.2.2 Generate customer billing data 0
10796 9.2.2.3 Transmit billing data to customers 0
10797 9.2.2.4 Post receivable entries 0
10798 9.2.2.5 Resolve customer billing inquiries 0
10744 9.2.3 Process accounts receivable (AR) 0
10799 9.2.3.1 Establish AR policies 0
10800 9.2.3.2 Receive/Deposit customer payments 0
10801 9.2.3.3 Apply cash remittances 0
10802 9.2.3.4 Prepare AR reports 0
10803 9.2.3.5 Post AR activity to the general ledger 0
10745 9.2.4 Manage and process collections 2
10804 9.2.4.1 Establish policies for delinquent accounts 0
10805 9.2.4.2 Analyze delinquent account balances 0
10806 9.2.4.3 Correspond/Negotiate with delinquent accounts 0
10807 9.2.4.4 Discuss account resolution with internal parties 0
10808 9.2.4.5 Process adjustments/write off balances 0
14007 9.2.4.6 Perform recovery workout 1
14008 9.2.4.7 Manage default accounts 1
10746 9.2.5 Manage and process adjustments/deductions 0
10809 9.2.5.1 Establish policies/procedures for adjustments 0
10810 9.2.5.2 Analyze adjustments 0
10811 9.2.5.3 Correspond/Negotiate with customer 0
10812 9.2.5.4 Discuss resolution with internal parties 0
10813 9.2.5.5 Prepare chargeback invoices 0
10814 9.2.5.6 Process related entries 0

10730 9.3 Perform general accounting and reporting 2
10747 9.3.1 Manage policies and procedures 0
10815 9.3.1.1 Negotiate service-level agreements 0
10816 9.3.1.2 Establish accounting policies 0
10817 9.3.1.3 Set and enforce approval limits 0
10818 9.3.1.4 Establish common financial systems 0
10748 9.3.2 Perform general accounting 1
10819 9.3.2.1 Maintain chart of accounts 0
10820 9.3.2.2 Process journal entries 0
10821 9.3.2.3 Process allocations 0
10822 9.3.2.4 Process period end adjustments 1
10823 9.3.2.5 Post and reconcile intercompany transactions 0

10824 9.3.2.6 Reconcile general ledger accounts 0
10825 9.3.2.7 Perform consolidations and process eliminations 0
10826 9.3.2.8 Prepare trial balance 0
10827 9.3.2.9 Prepare and post management adjustments 0
10749 9.3.3 Perform fixed-asset accounting 0
10828 9.3.3.1 Establish fixed-asset policies and procedures 0
10829 9.3.3.2 Maintain fixed-asset master data files 0
10830 9.3.3.3 Process and record fixed-asset additions and retires 0
10831 9.3.3.4 Process and record fixed-asset adjustments, enhancements, 0
revaluations, and transfers
10832 9.3.3.5 Process and record fixed-asset maintenance and repair 0
expenses
10833 9.3.3.6 Calculate and record depreciation expense 0
10834 9.3.3.7 Reconcile fixed-asset ledger 0
10835 9.3.3.8 Track fixed-assets including physical inventory 0
10836 9.3.3.9 Provide fixed-asset data to support tax, statutory, and 0
regulatory reporting
10750 9.3.4 Perform financial reporting 1

10837 9.3.4.1 Prepare business unit financial statements 0
10838 9.3.4.2 Prepare consolidated financial statements 0
10839 9.3.4.3 Perform business unit reporting/review management reports 0
10840 9.3.4.4 Perform consolidated reporting/review of cost management 0
reports
10841 9.3.4.5 Prepare statements for board review 0
10842 9.3.4.6 Produce quarterly/annual filings and shareholder reports 0
10843 9.3.4.7 Produce regulatory reports 0
14074 9.3.4.8 Perform legal and management consolidation 1
10731 9.4 Manage fixed-asset project accounting 0
10751 9.4.1 Perform capital planning and project approval 0
10844 9.4.1.1 Develop capital investment policies and procedures 0
10845 9.4.1.2 Develop and approve capital expenditure plans and budgets 0
10846 9.4.1.3 Review and approve capital projects and fixed-asset 0
acquisitions
10847 9.4.1.4 Conduct financial justification for project approval 0
10752 9.4.2 Perform capital project accounting 0
10848 9.4.2.1 Create project account codes 0
10849 9.4.2.2 Record project-related transactions 0
10850 9.4.2.3 Monitor and track capital projects and budget spending 0
10851 9.4.2.4 Close/capitalize projects 0
10852 9.4.2.5 Measure financial returns on completed capital projects 0
10732 9.5 Process payroll 2
10753 9.5.1 Report time 0
10853 9.5.1.1 Establish policies and procedures 0
10854 9.5.1.2 Collect and record employee time worked 0
10855 9.5.1.3 Analyze and report paid and unpaid leave 0
10856 9.5.1.4 Monitor regular, overtime, and other hours 0
10857 9.5.1.5 Analyze and report employee utilization 0
10754 9.5.2 Manage pay 0
10858 9.5.2.1 Enter employee time worked into payroll system 0
10859 9.5.2.2 Maintain and administer employee earnings information 0

10860 9.5.2.3 Maintain and administer applicable deductions 0
10861 9.5.2.4 Monitor changes in tax status of employees 0
10862 9.5.2.5 Process and distribute payments 0
10863 9.5.2.6 Process and distribute manual checks 0
10864 9.5.2.7 Process period-end adjustments 0
10865 9.5.2.8 Respond to employee payroll inquiries 0
10755 9.5.3 Process payroll taxes 2
14075 9.5.3.1 Develop tax plan 1
14076 9.5.3.2 Manage tax plan 1
10866 9.5.3.3 Calculate and pay applicable payroll taxes 0
10867 9.5.3.4 Produce and distribute employee annual tax statements 0
10868 9.5.3.5 File regulatory payroll tax forms 0
10733 9.6 Process accounts payable and expense reimbursements 0
10756 9.6.1 Process accounts payable (AP) 0
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file 0
10870 9.6.1.2 Maintain/Manage electronic commerce 0
10871 9.6.1.3 Audit invoices and key data in AP system 0
10872 9.6.1.4 Approve payments 0
10873 9.6.1.5 Process financial accruals and reversals 0
10874 9.6.1.6 Process taxes 0
10876 9.6.1.8 Process payments 0
10877 9.6.1.9 Respond to AP inquiries 0
10878 9.6.1.10 Retain records 0
10879 9.6.1.11 Adjust accounting records 0
10757 9.6.2 Process expense reimbursements 0
10880 9.6.2.1 Establish and communicate expense reimbursement policies 0
and approval limits
10881 9.6.2.2 Capture and report relevant tax data 0
10882 9.6.2.3 Approve reimbursements and advances 0
10883 9.6.2.4 Process reimbursements and advances 0
10884 9.6.2.5 Manage personal accounts 0

10734 9.7 Manage treasury operations 23
10758 9.7.1 Manage treasury policies and procedures 0
10885 9.7.1.1 Establish scope and governance of treasury operations 0
10886 9.7.1.2 Establish and publish treasury policies 0
10887 9.7.1.3 Develop treasury procedures 0
10888 9.7.1.4 Monitor treasury procedures 0
10889 9.7.1.5 Audit treasury procedures 0
10890 9.7.1.6 Revise treasury procedures 0
10891 9.7.1.7 Develop and confirm internal controls for treasury 0
10892 9.7.1.8 Define system security requirements 0
10759 9.7.2 Manage cash 0
10893 9.7.2.1 Manage and reconcile cash positions 0
10894 9.7.2.2 Manage cash equivalents 0
10895 9.7.2.3 Process and oversee electronic fund transfers (EFTs) 0
10896 9.7.2.4 Develop cash flow forecasts 0
10897 9.7.2.5 Manage cash flows 0
10898 9.7.2.6 Produce cash management accounting transactions and 0
reports
10899 9.7.2.7 Manage and oversee banking relationships 0
10900 9.7.2.8 Analyze, negotiate, resolve, and confirm bank fees 0
10760 9.7.3 Manage in-house bank accounts 0
10901 9.7.3.1 Manage in-house bank accounts for subsidiaries 0
10902 9.7.3.2 Manage and facilitate inter-company borrowing transactions 0
10903 9.7.3.3 Manage centralized outgoing payments on behalf of 0
subsidiaries
10904 9.7.3.4 Manage central incoming payments on behalf of 0
10905 9.7.3.5 subsidiaries
Manage internal payments and netting transactions 0
10906 9.7.3.6 Calculate interest and fees for in-house bank accounts 0
10907 9.7.3.7 Provide account statements for in-house bank accounts 0
10761 9.7.4 Manage debt and investment 1
14079 9.7.4.1 Establish investment policy 1
10908 9.7.4.2 Manage financial intermediary relationships 0

10909 9.7.4.3 Manage liquidity 0
10910 9.7.4.4 Manage issuer exposure 0
10911 9.7.4.5 Process and oversee debt and investment transactions 0
10912 9.7.4.6 Process and oversee foreign currency transactions 0
10913 9.7.4.7 Produce debt and investment accounting transaction reports 0
14210 9.7.4.8 Process and oversee interest rate transactions 0
11208 9.7.5 Monitor and execute risk and hedging transactions 21
12974 9.7.5.1 Develop risk management/hedging strategy 1
11209 9.7.5.2 Manage interest rate risk 5
19575 9.7.5.2.1 Manage interest rate market data 1

19576 9.7.5.2.2 Determine interest rate exposure for all markets 1
19577 9.7.5.2.3 Determine interest rate hedge requirements in 1
19578 9.7.5.2.4 Execute interest rate trades 1
11210 9.7.5.3 Manage foreign exchange risk 6
19579 9.7.5.3.1 Manage foreign exchange market data 1

19580 9.7.5.3.2 Determine foreign exchange exposure for all currencies 1
19581 9.7.5.3.3 Determine foreign exchange hedge requirements in 1
19582 9.7.5.3.4 Execute foreign exchange trades 1
19583 9.7.5.3.5 Mange foreign exchange balance sheet risk 1
11211 9.7.5.4 Manage exposure risk 4
19584 9.7.5.4.1 Determine current customer exposures and limit 1
exceptions
19585 9.7.5.4.2 Resolve customer exposure limit violations 1
19586 9.7.5.4.3 Manage customer collateral 1
19587 9.7.5.4.4 Perform annual customer credit reviews 1
20137 9.7.5.5 Execute hedging transactions 4
19588 9.7.5.5.1 Measure physical positions 1
19589 9.7.5.5.2 Establish hedges 1

19590 9.7.5.5.3 Unwind hedges 1
11213 9.7.5.5.4 Evaluate and refine hedging positions 0
11215 9.7.5.5.5 Monitor credit 0
11214 9.7.5.6 Produce hedge accounting transactions and reports 0
16958 9.7.6 Manage financial fraud/dispute cases 1
10735 9.8 Manage internal controls 1
10762 9.8.1 Establish internal controls, policies, and procedures 0
10914 9.8.1.1 Establish board of directors and audit committee 0
10915 9.8.1.2 Define and communicate code of ethics 0
10916 9.8.1.3 Assign roles and responsibility for internal controls 0
11250 9.8.1.4 Define business process objectives and risks 0
11251 9.8.1.5 Define entity/unit risk tolerances 0
10763 9.8.2 Operate controls and monitor compliance with internal controls 0
policies and procedures
10917 9.8.2.1 Design and implement control activities 0
10918 9.8.2.2 Monitor control effectiveness 0
10919 9.8.2.3 Remediate control deficiencies 0
10920 9.8.2.4 Create compliance function 0
10921 9.8.2.5 Operate compliance function 0
10922 9.8.2.6 Implement and maintain controls-related enabling 0
technologies and tools
10764 9.8.3 Report on internal controls compliance 1
10923 9.8.3.1 Report to external auditors 0
10924 9.8.3.2 Report to regulators, share-/debt-holders, securities 0
exchanges, etc.
10925 9.8.3.3 Report to third parties 1
10926 9.8.3.4 Report to internal management 0

10736 9.9 Manage taxes 0
10765 9.9.1 Develop tax strategy and plan 0
10927 9.9.1.1 Develop foreign, national, state, and local tax strategy 0
10928 9.9.1.2 Consolidate and optimize total tax plan 0

10929 9.9.1.3 Maintain tax master data 0
10766 9.9.2 Process taxes 0
10930 9.9.2.1 Perform tax planning/strategy 0
10931 9.9.2.2 Prepare returns 0
10932 9.9.2.3 Prepare foreign taxes 0
10933 9.9.2.4 Calculate deferred taxes 0
10934 9.9.2.5 Account for taxes 0
10935 9.9.2.6 Monitor tax compliance 0
10936 9.9.2.7 Address tax inquiries 0
10737 9.10 Manage international funds/consolidation 0
10767 9.10.1 Monitor international rates 0
10768 9.10.2 Manage transactions 0
10769 9.10.3 Monitor currency exposure/hedge currency 0
17059 9.11 Perform global trade services 1
14090 9.11.1 Screen sanctioned party list 0
14091 9.11.2 Control exports and imports 0
14092 9.11.3 Classify products 0
19593 9.11.4 Perform currency conversion 1
14093 9.11.5 Calculate duty 0
14094 9.11.6 Communicate with customs 0
14095 9.11.7 Document trade 0
14096 9.11.8 Process trade preferences 0
14097 9.11.9 Handle restitution 0
14098 9.11.10 Prepare letter of credit 0

10937 10.1 Plan and acquire assets 7
10941 10.1.1 Develop property strategy and long term vision 2
10955 10.1.1.1 Confirm alignment of property requirements with business 0

strategy
10956 10.1.1.2 Assess the external environment 0
10957 10.1.1.3 Determine build or buy decision 1
10943 10.1.2 Plan facility 0
10958 10.1.2.1 Design facility 0
10959 10.1.2.2 Analyze budget 0
10960 10.1.2.3 Select property 0
10961 10.1.2.4 Negotiate terms for facility 0
10962 10.1.2.5 Manage construction or modification to building 0
10944 10.1.3 Provide workspace and facilities 3
10963 10.1.3.1 Acquire workspace and facilities 1

10964 10.1.3.2 Change fit/form/function of workspace and facilities 1
10949 10.1.4 Manage facilities operations 0

10965 10.1.4.1 Relocate people 0
10966 10.1.4.2 Relocate material and tools 0
19208 10.2 Design and construct productive assets 22
19209 10.2.1 Manage capital program for productive assets 4
19210 10.2.1.1 Define capital investment plan 1
19211 10.2.1.2 Monitor capital program 1
19212 10.2.1.3 Secure construction financing 1
20139 10.2.2 Design and plan asset construction 6
19220 10.2.2.1 Develop construction strategy 1

11276 10.2.2.2 Perform construction performance management 1
19221 10.2.2.3 Obtain construction permissions 1
19222 10.2.2.4 Design assets 1
19223 10.2.2.5 Plan construction resources 1
19229 10.2.3 Schedule and perform construction work 6

19231 10.2.3.2 Obtain resources 1
19232 10.2.3.3 Construct new assets 1
19233 10.2.3.4 Augment existing assets 1
19234 10.2.3.5 Renew/Replace assets 1
19224 10.2.4 Manage asset construction 5
19225 10.2.4.1 Monitor work performance 1
19227 10.2.4.3 Create work and asset records 1
19228 10.2.4.4 Manage safety, security, and access to sites 1
19238 10.3 Maintain productive assets 23
19239 10.3.1 Plan asset maintenance 8
19240 10.3.1.1 Develop maintenance strategies 1

10967 10.3.1.2 Analyze assets and predict maintenance requirements 1
19241 10.3.1.3 Specify maintenance policies 1

10968 10.3.1.4 Integrate preventive maintenance into operations schedule 1
19242 10.3.1.5 Identify work management tasks & priorities 1

19243 10.3.1.6 Conduct resource planning 1
19244 10.3.1.7 Create work plans 1
19245 10.3.2 Manage asset maintenance 8

19247 10.3.2.2 Obtain required resources 1
19249 10.3.2.4 Update work and asset records 1
19250 10.3.2.5 Manage maintenance work safety 1
19251 10.3.2.6 Define maintenance performance targets 1
19252 10.3.2.7 Monitor maintenance performance against targets/contracts 1
19253 10.3.3 Perform asset maintenance 6
10947 10.3.3.1 Perform preventative asset maintenance 1

19254 10.3.3.2 Perform routine asset maintenance 1
19255 10.3.3.3 Perform corrective asset maintenance and repairs 1
19256 10.3.3.4 Identify unplanned maintenance requirements 1
19257 10.3.3.5 Perform unplanned maintenance and repairs 1
10940 10.4 Dispose of assets 3
10952 10.4.1 Develop exit strategy 0

19258 10.4.2 Decommission productive assets 1
10953 10.4.3 Perform sale or trade 0
10954 10.4.4 Perform abandonment 0
16970 10.4.5 Perform waste and hazardous goods management 1

16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and 6
Resiliency
17060 11.1 Manage enterprise risk 1
16439 11.1.1 Establish the enterprise risk framework and policies 0
16440 11.1.1.1 Determine risk tolerance for organization 0
16441 11.1.1.2 Develop and maintain enterprise risk policies and 0
16442 11.1.1.3 procedures
Identify and implement enterprise risk management tools 0
16443 11.1.1.4 Coordinate the sharing of risk knowledge across the 0
organization
16444 11.1.1.5 Prepare and report enterprise risk to executive management 0
and board
16445 11.1.2 Oversee and coordinate enterprise risk management activities 1
16446 11.1.2.1 Identify enterprise level risks 0
16447 11.1.2.2 Assess risks to determine which to mitigate 0
16448 11.1.2.3 Develop risk mitigation and management strategy and 1
integrate with existing performance management processes
16449 11.1.2.4 Verify business unit and functional risk mitigation plans are 0
implemented
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored 0
16452 11.1.2.7 Coordinate business unit and functional risk management 0
activities
enterprise risk management process
enterprise risk reporting process
17462 11.1.3 Manage business unit and function risk 0
16456 11.1.3.1 Identify risks 0
16457 11.1.3.2 Assess risks using enterprise risk framework policies and 0
procedures
16458 11.1.3.3 Develop mitigation plans for risks 0

16459 11.1.3.4 Implement mitigation plans for risks 0
16460 11.1.3.5 Monitor risks 0
16461 11.1.3.6 Analyze risk activities and update plans 0
17467 11.2 Manage compliance 4
17468 11.2.1 Establish compliance framework and policies 0
17469 11.2.1.1 Develop enterprise compliance policies and procedures 0
17470 11.2.1.2 Implement enterprise compliance activities 0
14133 11.2.1.3 Manage internal audits 0
14137 11.2.1.4 Maintain controls-related technologies and tools 0
16463 11.2.2 Manage regulatory compliance 4
16464 11.2.2.1 Develop regulatory compliance procedures 0
16465 11.2.2.2 Identify applicable regulatory requirements 0
16466 11.2.2.3 Monitor the regulatory environment for changing or 0
emerging regulations
16467 11.2.2.4 Assess current compliance position and identify weaknesses 1
or shortfalls therein
16468 11.2.2.5 Implement missing or stronger regulatory compliance 0

controls and policies
16469 11.2.2.6 Monitor and test regulatory compliance position and existing 1
controls
19595 11.2.2.7 Compile and communicate compliance scorecard(s) 1

19596 11.2.2.8 Compile and communicate internal and regulatory 1
compliance reports
16470 11.2.2.9 Maintain relationships with regulators as appropriate 0
11185 11.3 Manage remediation efforts 0
11201 11.3.1 Create remediation plans 0
11202 11.3.2 Contact and confer with experts 0

11203 11.3.3 Identify/dedicate resources 0
11204 11.3.4 Investigate legal aspects 0
11205 11.3.5 Investigate damage cause 0
11206 11.3.6 Amend or create policy 0
11216 11.4 Manage business resiliency 0
11221 11.4.1 Develop the business resilience strategy 0
11222 11.4.2 Perform continuous business operations planning 0
11223 11.4.3 Test continuous business operations 0
11224 11.4.4 Maintain continuous business operations 0
16471 11.4.5 Share knowledge of specific risks across other parts of the 0
organization

11010 12.1 Build investor relationships 0
11035 12.1.1 Plan, build, and manage lender relations 0
11036 12.1.2 Plan, build, and manage analyst relations 0
11037 12.1.3 Communicate with shareholders 0
11011 12.2 Manage government and industry relationships 13
11038 12.2.1 Manage government relations 6
12869 12.2.1.1 Assess relationships 1

12870 12.2.1.2 Appoint responsible executives 1
12871 12.2.1.3 Monitor relationships 1
12872 12.2.1.4 Receive input from internal advisors 1
12873 12.2.1.5 Receive input from external advisors 1
12874 12.2.1.6 Liaise with authorities 1
11039 12.2.2 Manage relations with quasi-government bodies 4
12875 12.2.2.1 Establish relationships with agencies 1
12876 12.2.2.2 Respond to audit inquiries 1
12877 12.2.2.3 Maintain documentation of contacts 1
12878 12.2.2.4 Plan and manage meetings 1
11040 12.2.3 Manage relations with trade or industry groups 3
12879 12.2.3.1 Evaluate the requirements for strategic relationships 1
12880 12.2.3.2 Monitor the success of the partnerships 1
12881 12.2.3.3 Extend or change the relationships 1
11041 12.2.4 Manage lobby activities 0
11012 12.3 Manage relations with board of directors 0
11043 12.3.2 Report audit findings 0
11013 12.4 Manage legal and ethical issues 1
11044 12.4.1 Create ethics policies 0
11045 12.4.2 Manage corporate governance policies 0
11046 12.4.3 Develop and perform preventive law programs 0
11047 12.4.4 Ensure compliance 0

11053 12.4.4.1 Plan and initiate compliance program 0
11054 12.4.4.2 Execute compliance program 0
11048 12.4.5 Manage outside counsel 0
11056 12.4.5.1 Assess problem and determine work requirements 0
11057 12.4.5.2 Engage/Retain outside counsel if necessary 0
11058 12.4.5.3 Receive strategy/budget 0
11059 12.4.5.4 Receive work product and manage/monitor case and work 0
performed
11060 12.4.5.5 Process payment for legal services 0
11061 12.4.5.6 Track legal activity/performance 0
11049 12.4.6 Protect intellectual property 1
11062 12.4.6.1 Manage copyrights, patents, and trademarks 1
11063 12.4.6.2 Maintain intellectual property rights and restrictions 0
11064 12.4.6.3 Administer licensing terms 0
11065 12.4.6.4 Administer options 0
11050 12.4.7 Resolve disputes and litigations 0
11051 12.4.8 Provide legal advice/counseling 0
11052 12.4.9 Negotiate and document agreements/contracts 0
11014 12.5 Manage public relations program 0
11066 12.5.1 Manage community relations 0
11067 12.5.2 Manage media relations 0
11068 12.5.3 Promote political stability 0
11069 12.5.4 Create press releases 0
11070 12.5.5 Issue press releases 0

16378 13.1 Manage business processes 3
16379 13.1.1 Establish and maintain process management governance 0
16380 13.1.1.1 Define and manage governance approach 0
16381 13.1.1.2 Establish and maintain process tools and templates 0
16382 13.1.1.3 Assign and support process ownership 0
16383 13.1.1.4 Perform process governance activities 0
16384 13.1.2 Define and manage process frameworks 0
16385 13.1.2.1 Establish and maintain process framework 0
16386 13.1.2.2 Identify cross-functional processes 0
16387 13.1.3 Define processes 2
16388 13.1.3.1 Scope processes 0
16389 13.1.3.2 Analyze processes 1
20140 13.1.3.2.1 Identify published best practices 1
16390 13.1.3.3 Model and document processes 1
16391 13.1.3.4 Publish processes 0
16392 13.1.4 Manage process performance 1
16393 13.1.4.1 Provide process training 0
16394 13.1.4.2 Support process execution 0
16395 13.1.4.3 Measure and report process performance 1
20141 13.1.4.3.1 Identify additional metrics as required 1
16396 13.1.5 Improve processes 0
16397 13.1.5.1 Identify and select improvement opportunities 0
16398 13.1.5.2 Manage improvement projects 0
16399 13.1.5.3 Perform continuous improvement activities 0
16400 13.2 Manage portfolio, program, and project 1
16401 13.2.1 Manage portfolio 0
16402 13.2.1.1 Establish portfolio strategy 0
16403 13.2.1.2 Define portfolio governance 0
16404 13.2.1.3 Monitor and control portfolio 0
16405 13.2.2 Manage programs 0
16406 13.2.2.1 Establish program structure and approach 0

16407 13.2.2.2 Manage program stakeholders and partners 0
16408 13.2.2.3 Manage program execution 0
16409 13.2.2.4 Review and report program performance 0
16410 13.2.3 Manage projects 1
16411 13.2.3.1 Establish project scope 0
11117 13.2.3.1.1 Identify project requirements and objectives 0
16412 13.2.3.1.2 Identify project resource requirements 0
11118 13.2.3.1.3 Assess culture and readiness for project management 0
approach
11119 13.2.3.1.4 Identify appropriate project management methodologies 0
11120 13.2.3.1.5 Create business case and obtain funding 0
11121 13.2.3.1.6 Develop project measures and indicators 0
16413 13.2.3.2 Develop project plans 1
11123 13.2.3.2.1 Define roles and resources 0
20142 13.2.3.2.2 Acquire/secure project resources 1
11124 13.2.3.2.3 Identify specific IT requirements 0
11125 13.2.3.2.4 Create training and communication plans 0
11127 13.2.3.2.5 Design recognition and reward approaches 0
11128 13.2.3.2.6 Design and plan launch of project 0
11129 13.2.3.2.7 Deploy the project 0
16414 13.2.3.3 Execute projects 0
11131 13.2.3.3.1 Evaluate impact of project management (strategy and 0
projects) on measures and outcomes
16415 13.2.3.3.2 Report the status of project 0
16416 13.2.3.3.3 Manage project scope 0
11132 13.2.3.3.4 Promote and sustain activity and involvement 0
11133 13.2.3.3.5 Realign and refresh project management strategy and 0
approaches
16417 13.2.3.4 Review and report project performance 0
16418 13.2.3.5 Close projects 0
17471 13.3 Manage enterprise quality 0
17472 13.3.1 Establish quality requirements 0

17473 13.3.1.1 Define critical-to-quality characteristics 0
17474 13.3.1.2 Define preventive quality activities 0
17475 13.3.1.3 Develop quality controls 0
17476 13.3.1.3.1 Define process steps for controls (or integration points) 0
17477 13.3.1.3.2 Define sampling plan 0
17478 13.3.1.3.3 Identify measurement methods 0
17479 13.3.1.3.4 Define required competencies 0
17480 13.3.1.4 Prove capability to assess compliance with requirements 0
17481 13.3.1.5 Finalize quality plan 0
17482 13.3.2 Evaluate performance to requirements 0
17483 13.3.2.1 Test against quality plan 0
17484 13.3.2.1.1 Conduct test and collect data 0
17485 13.3.2.1.2 Record result(s) 0
17486 13.3.2.1.3 Determine disposition of result(s) 0
17487 13.3.2.2 Assess results of tests 0
17488 13.3.2.2.1 Assess sample significance 0
17489 13.3.2.2.2 Summarize result(s) 0
17490 13.3.2.2.3 Recommend actions 0
17491 13.3.2.2.4 Decide next steps 0
17492 13.3.3 Manage non-conformance 0
17493 13.3.3.1 Assess potential impact 0
17494 13.3.3.2 Determine immediate action(s) 0
17495 13.3.3.3 Identify root cause(s) 0
17496 13.3.3.4 Take corrective or preventative action 0
17497 13.3.3.5 Close non-conformance 0
17498 13.3.4 Implement and maintain the enterprise quality management 0
system (EQMS)
17499 13.3.4.1 Define the quality strategy 0
17500 13.3.4.2 Plan and deploy the EQMS scope, targets, and goals 0
17501 13.3.4.3 Identify core EQMS processes, controls, and metrics 0
17502 13.3.4.4 Develop and document EQMS policies, procedures, 0
standards, and measures

17503 13.3.4.5 Assess the EQMS performance 0
17504 13.3.4.6 Create environment and capability for EQMS 0
17505 13.3.4.6.1 improvement(s)
Reward quality excellence 0
17506 13.3.4.6.2 Create and maintain quality partnerships 0
17507 13.3.4.6.3 Maintain talent capabilities and competencies 0
17508 13.3.4.6.4 Incorporate EQMS messaging into communication 0
channels
17509 13.3.4.6.5 Assure independent EQMS management access to 0
appropriate authority in the organization
17510 13.3.4.6.6 Transfer proven EQMS methods 0
11074 13.4 Manage change 6
11134 13.4.1 Plan for change 3
11138 13.4.1.1 Select process improvement methodology 0
11140 13.4.1.2 Determine stakeholders 0
11139 13.4.1.3 Assess readiness for change 0
11141 13.4.1.4 Identify change champion(s) 1
11142 13.4.1.5 Form design team 0
11143 13.4.1.6 Define scope 0
11144 13.4.1.7 Understand current state 0
11145 13.4.1.8 Define future state 0
11146 13.4.1.9 Conduct organizational risk analysis 0
11147 13.4.1.10 Assess cultural issues 0
20143 13.4.1.11 Identify impacted groups 1
20144 13.4.1.12 Determine degree/extent of impact 1
11148 13.4.1.13 Establish accountability for change management 0
11149 13.4.1.14 Identify barriers to change 0
11150 13.4.1.15 Determine change enablers 0
11151 13.4.1.16 Identify resources and develop measures 0
11135 13.4.2 Design the change 1
11152 13.4.2.1 Assess connection to other initiatives 0
11153 13.4.2.2 Develop change management plans 0

11155 13.4.2.4 Develop communication plan 0
20145 13.4.2.5 Assign change champion(s) 1
11156 13.4.2.6 Develop rewards/incentives plan 0
11157 13.4.2.7 Establish change adoption metrics 0
11158 13.4.2.8 Establish/Clarify new roles 0
11159 13.4.2.9 Identify budget/roles 0
11136 13.4.3 Implement change 2
11160 13.4.3.1 Create commitment for improvement/change 0
11161 13.4.3.2 Reengineer business processes and systems 1
11162 13.4.3.3 Support transition to new roles or exit strategies for 0

incumbents
11163 13.4.3.4 Monitor change 0
20146 13.4.3.5 Report on change 1
11137 13.4.4 Sustain improvement 0
11164 13.4.4.1 Monitor improved process performance 0
11165 13.4.4.2 Capture and reuse lessons learned from change process 0
11166 13.4.4.3 Take corrective action as necessary 0
11073 13.5 Develop and manage enterprise-wide knowledge management 0
(KM) capability
11095 13.5.1 Develop KM strategy 0
11100 13.5.1.1 Develop governance model 0
11101 13.5.1.2 Establish central KM core group 0
11102 13.5.1.3 Define roles and accountability of core group versus 0
operating units
11103 13.5.1.4 Develop funding models 0
11104 13.5.1.5 Identify links to key initiatives 0
11105 13.5.1.6 Develop core KM methodologies 0
11106 13.5.1.7 Assess IT needs and engage IT function 0
11107 13.5.1.8 Develop training and communication plans 0
11108 13.5.1.9 Develop change management approaches 0
11109 13.5.1.10 Develop strategic measures and indicators 0

11096 13.5.2 Assess KM capabilities 0
11110 13.5.2.1 Assess maturity of existing KM initiatives 0
11111 13.5.2.2 Evaluate existing KM approaches 0
11112 13.5.2.3 Identify gaps and needs 0
11113 13.5.2.4 Enhance/Modify existing KM approaches 0
11114 13.5.2.5 Develop new KM approaches 0
11115 13.5.2.6 Implement new KM approaches 0
16436 13.6 Measure and benchmark 5
11071 13.6.1 Create and manage organizational performance strategy 0
11075 13.6.1.1 Create enterprise measurement systems model 0
11076 13.6.1.2 Measure process productivity 0
11077 13.6.1.3 Measure cost effectiveness 0
11078 13.6.1.4 Measure staff efficiency 0
11079 13.6.1.5 Measure cycle time 0
11072 13.6.2 Benchmark performance 1
11083 13.6.2.1 Conduct performance assessments 0
11084 13.6.2.2 Develop benchmarking capabilities 0
11085 13.6.2.3 Conduct internal process and external competitive 0
benchmarking
11087 13.6.2.4 Conduct gap analysis 1
11088 13.6.2.5 Establish need for change 0

20147 13.6.3 Evaluate process performance 4
10270 13.6.3.1 Establish appropriate performance indicators (metrics) 0
10271 13.6.3.2 Establish monitoring frequency 0
20148 13.6.3.3 Collect data 1
10272 13.6.3.4 Calculate performance measures 0
10273 13.6.3.5 Identify performance trends 0
10274 13.6.3.6 Analyze performance against benchmark data 1
10275 13.6.3.7 Prepare reports 1

10276 13.6.3.8 Develop performance improvement plan 0

11179 13.7 Manage environmental health and safety (EHS) 0
11180 13.7.1 Determine environmental health and safety impacts 0
11186 13.7.1.1 Evaluate environmental impact of products, services, and 0
operations
11187 13.7.1.2 Conduct health and safety and environmental audits 0
11181 13.7.2 Develop and execute functional EHS program 0
11188 13.7.2.1 Identify regulatory and stakeholder requirements 0
11189 13.7.2.2 Assess future risks and opportunities 0
11190 13.7.2.3 Create EHS policy 0
11191 13.7.2.4 Record and manage EHS events 0
11182 13.7.3 Train and educate functional employees 0
11192 13.7.3.1 Communicate EHS issues to stakeholders and provide 0
support
11183 13.7.4 Monitor and manage functional EHS management program 0
11193 13.7.4.1 Manage EHS costs and benefits 0
11194 13.7.4.2 Measure and report EHS performance 0
11196 13.7.4.3 Implement emergency response program 0
11197 13.7.4.4 Implement pollution prevention program 0
11195 13.7.4.5 Provide employees with EHS support 0

Metrics
c10016 Y
c10019 N
+19945, +16790, +16791 Y
NEW N
N
N
N
N
N
N
N
NEW N
NEW N
+19946, +19947, -10029, c10028 N
RENAME, WAS:Conduct qualitative/quantitative N
assessments
NEW N
NEW N
+19948, c10033, c10034, RENAME, WAS:Perform N
internal analysis
N
NEW N
N
N
RENAME, WAS:Analyze financial positions N
RENAME, WAS:Identify enterprise core N
competencies
+19949 N
NEW N
N
N
N

Metrics
N
N
N
N
N
N
N
+19959, +18916, c10038, c10041 N
N
N
N
N
+16800, +16802, +16803, +16805, +16806, N
+19950, +19951, +19952, -14190, RENAME,
WAS:Evaluate strategic options to achieve the
objectives
N
+13289, +13290 N
NEW N
NEW N
+16801, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
NEW N
NEW N
N
NEW N

Metrics
N
N
RENAME, WAS:Create organizational design N
(structure, governance, reporting, etc.)
N
N
N
N
N
N
N
N
+19953, +19954, +19955 N
NEW N
NEW N
NEW N
+19956, +19957, +19958 N
NEW N
NEW N
NEW N
+19960, +19964, +19971, +19974, NEW N

+19961, +19962, +19963, NEW N
NEW N
NEW N
NEW N
+16612, +19965, +19966, +19967, +19968, N

+19969, +19970, NEW
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19972, +19973, NEW N
NEW N
NEW N
NEW N
NEW N
+19507, RENAME, WAS:Manage strategic N
initiatives
+19975, +19976, +19977 N
NEW N
NEW N
NEW N
+19978, +19979 N
NEW N
NEW N
+19980, +19981 N
NEW N
NEW N
+19982, +19983, +19984 N

NEW N
NEW N
NEW N
NEW N

Metrics
+19696, +19698 Y
+19985, +11740, NEW N
-10064, -14192 Y
N
N
N
N
N
+16824, +11423 N
NEW N
N
N
N
+19646, +11424, +11425, +19647, +11426, N
+11427, +11428, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19941, +16826, +16827, +19697, +12771, NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
+12772, +12773, +12776, NEW N

NEW N
NEW N
NEW N
+11741, +11742, +11743, +11744, +11745, N
+11746, +11747, +11748, +11749, +11750, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19669, +19990, NEW N
Y
N
N
N
+19986, +19987, +19988, +19989, NEW N

NEW N
NEW N
NEW N
NEW N

Metrics
N
+11331, +16815, +17389, NEW N

+19991, +16808, +16809, +16810, +16811, N
+16812, +19992, +16814, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19993, +19996, +19997, -10080, -10081, -10082 Y
+16813, +16817, +19995, c10087, c10088, N

c10092, NEW
+19994 N
NEW N
N
N
NEW N
NEW N
N
RENAME, WAS:Conduct mandatory and elective N
external reviews (legal, regulatory, standards,
internal)

Metrics
+16819, +16820, +16821, +16822, +16818, N
+16823, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
RENAME, WAS:Build prototypes N
N
N
N
N
RENAME, WAS:Collaborate on design with suppliers N
and contract manufacturers
NEW N
N
N
N
N
+19998, c10099, c11418, c10100, NEW N
RENAME, WAS:Design and obtain necessary N
materials and equipment
N
RENAME, WAS:Request engineering change N

c11417, RENAME, WAS:Install and validate N
production process or methodology
RENAME, WAS:Monitor production runs N

Metrics
NEW N

Metrics
+20008, -10104 Y
Y
c10111, c10112 N
N
N
N
RENAME, WAS:Analyze competing organizations, N
competitive/substitute products
RENAME, WAS:Evaluate existing products/brands N
N
Y
N
+18941 N
NEW N
N
N
+20000, +20006, +16848, +18924, -10122, Y
c10123
N
N
N
N
N
+13169, +19999, c10124, c10125, RENAME, N
WAS:Define pricing strategy to align to value
proposition
NEW N
RENAME, WAS:Establish guidelines for applying N
pricing of products/services

Metrics
NEW N
RENAME, WAS:Approve pricing strategies/policies N
+20001, +20002, +20003, +20004, +20005, N

c10127, c10126, NEW
NEW N
NEW N
RENAME, WAS:Determine channel fit with target N
segments
N
NEW N
RENAME, WAS:Evaluate channel attributes and N
partners
+16590, +16591, +16592, NEW N
NEW N
NEW N
NEW N
NEW N
+16573, +16574, +16575, +16500, +16501, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+16849, +16850, +16851, +16852, +16853, N
+16854, +16855, +18627, NEW
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
+20007, +18925, +18926, +16633, +18927, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20010, +16613, +16629, c10148, NEW N

RENAME, WAS:Establish goals, objectives, and N
metrics for products by channels/segments
+17683 Y
N
N
N
NEW N
+20009, +18948, +11495, +11496, +11497, Y
+17684
NEW N
NEW N
N
N
N
N
NEW N
NEW N

Metrics
NEW N
NEW N
c10167, NEW N
RENAME, WAS:Define promotional concepts N
N
N
N
N
N
N
N
c10173 Y
RENAME, WAS:Determine customer loyalty/lifetime N
value
N
N
N
N
+16627, +16614, +16615, +16616, +16617, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
N
N

Metrics
N
+16630, +18130, NEW N
NEW N
NEW N
Y
Y
N
N
N
N
+11521, +11466, +18629, +11522, +11523, N
+11468, +11465
N
N
N
NEW N
NEW N
NEW N
N
N
NEW N
NEW N
NEW N
NEW N
+17682 Y
NEW N
N
N
N

Metrics
N
N
N
N
+11779, -10186, c10182 Y
+18115, +11773, +18116, +20011, c10189, N
c10184, RENAME, WAS:Generate leads
N
RENAME, WAS:Identify leads N
NEW N
NEW N
NEW N
NEW N
N
+20012, RENAME, WAS:Manage customer sales Y
N
N
NEW N
N
N
+20013, +20014 Y
NEW N
N
NEW N
N
+16598, +16599 N
NEW N
NEW N

Metrics
+11781, +11780, +11782, +11783, +11784, N
+11785, +20015, +11787, +11788, +11789,
+20016, +20017, +11790, +20018, +11793, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+17404, c10195, c10198 Y
N
+10201, +10202, +10203, +10204, +10205, N
+10206, +10207, +10208, RENAME, WAS:Collect
and maintain customer account information
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
N
N
RENAME, WAS:Enter orders into system and Y
identify/perform cross-sell/up-sell activity
NEW N
N
N
+18641, -10212, -10213, c10211, c14209 N

+20019, +20020, +20021, RENAME, WAS:Provide N
sales and product training to sales
partners/alliances
NEW N
NEW N
NEW N
NEW N
N
RENAME, WAS:Manage channel partner master N
data

Metrics
NEW N
-10228, c10224 Y
+19551, c10232 N
N
N
N
RENAME, WAS:Define manufacturing capital N
expense policies
N
N
N
NEW N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+20023, +20024, -10247, -10248, -10249, -10250, N
c17041, RENAME, WAS:Create and manage master
production schedule

Metrics
NEW N
NEW N
RENAME, WAS:Monitor master production schedule N
and plan
+19555, -10257, c10258, c10260 N
N
N
NEW N
N
N
N
RENAME, WAS:Calculate destination dispatch plan N
N
RENAME, WAS:Calculate destination load plans N
N
N
N
+19558 N
N
N
N
NEW N
N
N
N
N
N
N
N

Metrics
N
Y
c10285 Y
Y
N
N
N
RENAME, WAS:Analyze organization's spend profile N
N
N
Y
N
N
N
N
Y
N
N
N
N
N
Y
N
Y
N
N
N
N
Y
+19563 N
NEW N

Metrics
N
N
N
N
N
+19566 Y
N
N
N
N
+19567, +19568, +19569, +19570, NEW N
NEW N
NEW N
NEW N
NEW N
N
+12045, +12046 N
N
Y
N
NEW N
NEW N
N
N
N
-10342, c10338 Y
+16905, RENAME, WAS:Define logistics strategy Y

Metrics
N
N
N
N
N
N
NEW N
+12708 Y
N
N
N
N
NEW N
Y
N
N
N
N
N
N
N
Y
N
N
N
N

Metrics
+20026, +20040, +20058, NEW Y
+20027, +20032, NEW N
+20028, +20029, +20030, +20031, NEW N
NEW N
NEW N
NEW N
NEW N
+20033, +20034, +20035, +20036, +20037, N

+20038, +20039, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20041, +20050, +12127, NEW N
+20042, +20043, +20044, +20045, +20046, N
+20047, +20048, +20049, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20051, +20052, +20053, +20054, +20055, N
+20056, NEW

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12128, +12129, +12131, +12132, +12133, N
+20057, +12135, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20059, +20069, +20077, NEW N
+20060, +20061, +20062, +20063, +20064, N
+20065, +20068, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
+20066, +20067, NEW N
NEW N
NEW N
NEW N
+20070, +20071, +20072, +20073, +20074, N
+20075, +20076, NEW
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20078, +20079, +20080, +20081, +20082, N
+20083, +20084, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+12658, +20110, c10379, c10380, NEW N
+20086, +20087, +20088, +20089, +20092, Y
-10381, c10383
NEW N
NEW N
NEW N
N
RENAME, WAS:Establish service levels for Y
customers
+16893, +16890, +20090, +20091, +12673, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20094, +12840, c10388, RENAME, WAS:Plan and Y
manage customer service operations
Y
N
N
N
N
+13482, +16928, +16937, c10394, c10395, Y

c10396, RENAME, WAS:Manage customer service
requests/inquiries
RENAME, WAS:Receive customer requests/inquiries N
NEW N

Metrics
RENAME, WAS:Route customer requests/inquiries N
RENAME, WAS:Respond to customer N

requests/inquiries
NEW N
NEW N
+19072 N
N
N
N
N
NEW N
N
+20095, c10364, NEW N
RENAME, WAS:Authorize and process returns N
NEW N
NEW N
+12669, +20106, +20109, c10218, NEW Y
+20096, +12671, +20097, +20101, +12668, Y
+20103, +20104, +20105, +12667, +20102, NEW
NEW N
NEW N
+20098, +20099, +20100, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
+20107, +20108, NEW N
NEW N
NEW N
-10320, RENAME, WAS:Deliver service to customer Y
-10329 N
N
N
-10333, c10331, c10332 N
N
RENAME, WAS:Dispatch resources N
RENAME, WAS:Manage order fulfillment progress N
c10334, c10335 N
RENAME, WAS:Identify completed orders for N
feedback
RENAME, WAS:Identify incomplete orders and N
service failures
N
N
NEW N
N
N
+20111, +20112, +20113, +20114, +20115, N
+20116, NEW
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
+12672, +20121, c10401, c10402, RENAME, Y
WAS:Measure and evaluate customer service
operations
+11687, +11688, +18126, -10404, -10405, N
-10406, -10407, RENAME, WAS:Measure customer
satisfaction with customer requests/inquiries
handling
NEW N
NEW N
NEW N
+11689, RENAME, WAS:Measure customer N

satisfaction with customer-complaint handling and
resolution
N
NEW N
+20117, c11241 N
N
N
NEW N
N

Metrics
RENAME, WAS:Provide customer feedback to N
product management on products and services
+20118, +12676, +20119, +12674, +20120, NEW Y
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+20134, -17056, c17043 Y
RENAME, WAS:Develop and manage human N
resources (HR) planning, policies, and strategies
N
N
N
N
N
N
N
+16938, +11622, +11623, +20122, c10424, N
c10433
N
RENAME, WAS:Plan employee resourcing N

requirements per unit/organization
c10210 N
RENAME, WAS:Establish sales force incentive plan N
N
NEW N
N
NEW N
NEW N
N
N
N
N
RENAME, WAS:Develop work force strategy models N
NEW N

Metrics
N
N
N
N
N
N
+20123, -17049 Y
-10449, c10447, c10446, c10448, c10450 N
N
RENAME, WAS:Develop job descriptions N

RENAME, WAS:Develop and open job requisitions N
RENAME, WAS:Post requisitions N

RENAME, WAS:Modify requisitions N
N
N
N
N
N
N
N
N
NEW N
N
N
N
N
Y
N
N
N

Metrics
N
N
N
+20124 N
NEW N
N
Y
c11243 Y
N
RENAME, WAS:Evaluate the effectiveness of N
employee on-boarding program
N
c10479 Y
RENAME, WAS:Define performance objectives N
N
N
c10488, c17051 Y
N
RENAME, WAS:Develop employee career plans N
RENAME, WAS:Manage employee skills N
development
+16940, +20125, c10490 Y
RENAME, WAS:Align employee and organization N
development needs
NEW N
N
N
+20126, +20127, +20128, +20129, NEW N

NEW N

Metrics
NEW N
NEW N
NEW N
N
N
N
N
Y
+10494, +20131, -17053, -17054 Y
NEW Y
N
N
N
N
N
N
N
N
N
N
N
+10509, +10511, NEW N
N
NEW N
N
NEW N
Y
+20132, c17055 Y
N
Y

Metrics
N
N
N
+20133, c10517, NEW N
NEW N
RENAME, WAS:Manage deployment of personnel N
RENAME, WAS:Relocate employees, and manage N

assignments
N
c10525, NEW N
N
Y
N
RENAME, WAS:Manage human resource N
information systems (HRIS)
N
N
N
+16944 N
N
NEW N
N

Metrics
Y
c10609 Y
N
N
N
N
N
N
RENAME, WAS:Build strategic plan to support N
business objectives
c10611 N
RENAME, WAS:Establish the enterprise architecture N
definition
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
Y
Y
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N

Metrics
N
N
N
Y
Y
Y
N
Y
N
N
N
N
Y
N
N
Y
N
N
N

Metrics
Y
Y
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
Y
N
N
N
N
N
Y
Y
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
Y
N
N

Metrics
N
N
N
N
N

Metrics
Y
Y
+20135, +20136 Y
N
N
NEW N
N
NEW N
+14057 Y
N
NEW N
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
Y
+14187, +14188 Y
N
N

Metrics
NEW N
NEW N
N
N
N
Y
N
N
N
N
N
Y
N
N
N
N
N
+14007, +14008 Y
N
N
N
N
N
NEW N
NEW N
Y
N
N
N
N
N
N

Metrics
Y
Y
N
N
N
N
c10822 Y
N
N
N
RENAME, WAS:Process period end adjustments N
(e.g., accruals and currency conversions)
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
+14074 Y

Metrics
N
N
N
N
N
N
N
NEW N
Y
Y
N
N
N
N
Y
N
N
N
N
N
Y
Y
N
N
N
N
N
Y
N
N

Metrics
N
N
N
N
N
N
+14075, +14076 Y
NEW N
NEW N
N
N
N
Y
Y
N
N
N
N
N
N
N
Y
N
N
N
Y
N
N
N
N
N

Metrics
+16958 Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+14079 N
NEW N
N

Metrics
N
N
N
N
N
N
+12974, +20137, -11212, c11209, c11210 Y
NEW N
+19575, +19576, +19577, +19578, RENAME, N
WAS:Manage interest-rate risk
NEW N
NEW N
NEW N
NEW N
+19579, +19580, +19581, +19582, +19583, N
RENAME, WAS:Manage foreign-exchange risk
NEW N
NEW N
NEW N
NEW N
NEW N
+19584, +19585, +19586, +19587 N
NEW N
NEW N
NEW N
NEW N
+19588, +19589, +19590, NEW N
NEW N
NEW N

Metrics
NEW N
N
N
N
NEW N
Y
Y
N
N
N
N
N
Y
N
N
N
N
N
N
c10925 Y
N
N
RENAME, WAS:Report to third parties (e.g., N

business partners)
N
Y
N
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+19593 N
N
N
N
NEW N
N
N
N
N
N
N

Metrics
+19208, +19238, c10937, c10940, NEW N
-10942, c10941, c10944, RENAME, WAS:Design N
and construct/acquire nonproductive assets
c10957, RENAME, WAS:Develop property strategy N

and long-term vision
N
N
RENAME, WAS:Make build-or-buy decision N
N
N
N
N
N
N
c10963, c10964, RENAME, WAS:Provide workspace N
and assets
RENAME, WAS:Acquire workspace and assets N
RENAME, WAS:Change fit/form/function of N
workspace and assets
N
N
N
+19209, +20139, +19229, +19224, NEW N
+19210, +19211, +19212, NEW N
NEW N
NEW N
NEW N
+19220, +11276, +19221, +19222, +19223, NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
+19230, +19231, +19232, +19233, +19234, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19225, +19226, +19227, +19228, NEW N
NEW N
NEW N
NEW N
NEW N
+19239, +19245, +19253, NEW N
+19240, +19241, +19242, +19243, +19244, N
c10967, c10968, NEW
NEW N
RENAME, WAS:Analyze assets, and predict N
maintenance requirements
NEW N
RENAME, WAS:Develop approach to integrate N
preventive maintenance into production schedule
NEW N
NEW N
NEW N
+19246, +19247, +19248, +19249, +19250, N
+19251, +19252, NEW
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+10947, +19254, +19255, +19256, +19257, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19258, +16970, RENAME, WAS:Dispose of N
productive and nonproductive assets
N
NEW N
N
N
NEW N

Metrics
N
N
N
N
N
N
c16448 N
N
N
RENAME, WAS:Develop risk mitigation and N
management strategy, and integrate with existing
performance management processes
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
+19595, +19596, c16467, c16469 N
N
N
N
RENAME, WAS:Assess current compliance position, N

and identify weaknesses or shortfalls therein
RENAME, WAS:Monitor and test, on an ongoing and N

scheduled basis, regulatory compliance position
and existing controls, defining controls that should
be added, removed, or modified as required
NEW N
NEW N
N
N
N
N

Metrics
N
N
N
N
Y
N
N
N
N
N

Metrics
N
N
N
N
N
N
+12869, +12870, +12871, +12872, +12873, N
+12874
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12875, +12876, +12877, +12878 N
NEW N
NEW N
NEW N
NEW N
+12879, +12880, +12881 N
NEW N
NEW N
NEW N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
N
c11062 N
RENAME, WAS:Manage copyrights and patents N
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
Y
N
N
N
N
N
N
N
N
N
c16390 N
N
+20140 N
NEW N
RENAME, WAS:Map processes N
N
N
N
N
+20141 N
NEW N
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
+20142 N
N
NEW N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
+20143, +20144, c11141 N
N
N
N
RENAME, WAS:Engage/Identify champion N
N
N
N
N
N
N
NEW N
NEW N
N
N
N
N
+20145 N
N
N
N

Metrics
N
NEW N
N
N
N
N
+20146, c11161 N
N
RENAME, WAS:Re-engineer business processes and N
systems
N
N
NEW N
N
N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
+20147 N
N
N
N
N
N
N
c11087 N
N
N
N
RENAME, WAS:Conduct gap analysis to understand N

need for change and degree needed
N
+20148, c10274, c10275, NEW N
N
N
NEW N
N
N
RENAME, WAS:Analyze performance benchmark N
gaps
RENAME, WAS:Prepare appropriate reports N
N

Metrics
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

Process
Element Hierarchy
ID ID Process element
10001 Root
10002 1.0 Develop Vision and Strategy
17040 1.1 Define the business concept and long-term vision

Process
Element Hierarchy
10015 1.2 Develop business strategy
10016 1.3 Execute and measure strategic initiatives
10003 2.0 Develop and Manage Products and Services

Process
Element Hierarchy
10061 2.1.1 Manage product and service portfolio
10063 2.1.1.1 Evaluate performance of existing products/services against


Process
Element Hierarchy
10066 2.1.1.2 Confirm alignment of product/service concepts with business
strategy
10067 2.1.2 Manage product and service life cycle
16824 2.1.2.1 Develop plan for new product/service development and

introduction/launch
16826 2.1.3.2 Review infringement of patents and copyrights

Process
Element Hierarchy
10072 2.2.1.3 Assess feasibility of integrating new leading technologies into
product/service concepts
16808 2.2.3.1.2 Derive interoperability requirements for products and

services
16809 2.2.3.1.3 Derive safety requirements for products and services
16810 2.2.3.1.4 Derive security requirements for products and services
16811 2.2.3.1.5 Derive regulatory compliance requirements

16812 2.2.3.1.6 Derive requirements from industry standards

Process
Element Hierarchy
16814 2.2.3.1.8 Derive ‘services-as-a-product’ offering
16815 2.2.3.2 Define post launch support model

10062 2.3 Develop products and services
16813 2.3.1.4 Develop user experience design specifications

16817 2.3.1.5 Provide warranty-related recommendations
16819 2.3.1.8.1 Design for manufacturing
16820 2.3.1.8.2 Design for product servicing

16821 2.3.1.8.3 Design for re-manufacturing
16822 2.3.1.8.4 Review product troubleshooting methodology
16818 2.3.1.8.5 Design and manage product data, design, and bill of materials
16823 2.3.1.8.6 Design for product upgrades

Process
Element Hierarchy
10004 3.0 Market and Sell Products and Services
10101 3.1 Understand markets, customers, and capabilities
10106 3.1.1 Perform customer and market intelligence analysis

Process
Element Hierarchy
10107 3.1.2 Evaluate and prioritize market opportunities
10102 3.2 Develop marketing strategy
11168 3.2.1 Define offering and customer value proposition

Process
Element Hierarchy
10123 3.2.2 Define pricing strategy
18924 3.2.6 Design and manage customer loyalty program
10148 3.3.1 Establish goals, objectives, and metrics for products/services

by channel/segment
10149 3.3.2 Establish marketing budgets

Process
Element Hierarchy
10151 3.3.3 Develop and manage pricing
10153 3.3.5 Track customer management measures
10154 3.3.7 Develop and manage packaging strategy

Process
Element Hierarchy
10103 3.4 Develop sales strategy
10129 3.4.1 Develop sales forecast
10130 3.4.2 Develop sales partner/alliance relationships
11465 3.4.2.4 Develop customer trade strategy and customer

objectives/targets
10131 3.4.3 Establish overall sales budgets
10132 3.4.4 Establish sales goals and measures

Process
Element Hierarchy
10133 3.4.5 Establish customer management measures

Process
Element Hierarchy
10105 3.5 Develop and manage sales plans
10182 3.5.1 Manage leads/opportunities
10184 3.5.1.8 Manage customer sales calls

Process
Element Hierarchy
10183 3.5.2 Manage customers and accounts
10185 3.5.4 Manage sales orders
10187 3.5.5 Manage sales partners and alliances
10215 4.1 Plan for and align supply chain resources

Process
Element Hierarchy
10222 4.1.2 Manage demand for products and services
10223 4.1.3 Create materials plan

Process
Element Hierarchy
10216 4.2 Procure materials and services

Process
Element Hierarchy
10277 4.2.1 Develop sourcing strategies
10278 4.2.2 Select suppliers and develop/maintain contracts

Process
Element Hierarchy
10279 4.2.3 Order materials and services
10280 4.2.4 Manage suppliers
10217 4.3 Produce/Manufacture/Deliver product
10303 4.3.1 Schedule production

Process
Element Hierarchy
10304 4.3.2 Produce product
10219 4.4 Manage logistics and warehousing
10338 4.4.1 Provide logistics governance

Process
Element Hierarchy
10339 4.4.2 Plan and manage inbound material flow
10340 4.4.3 Operate warehousing
10341 4.4.4 Operate outbound transportation
10378 6.1 Develop customer care/customer service strategy

Process
Element Hierarchy
10382 6.1.4 Define customer service policies and procedures
10383 6.1.5 Establish target service level for each customer segment
10379 6.2 Plan and manage customer service contacts

Process
Element Hierarchy
10387 6.2.1 Plan and manage customer service work force
10388 6.2.2 Manage customer service problems, requests, and inquiries

Process
Element Hierarchy
10389 6.2.3 Manage customer complaints
10398 6.2.3.2 Route customer complaints

10400 6.2.3.4 Respond to customer complaints
19072 6.2.3.5 Analyze customer complaints and response/redressal
10398 Route customer complaints

Process
Element Hierarchy
12658 6.3 Service products after sales
20102 6.3.1.5 Manage preauthorizations

10218 6.3.3 Service products
10321 6.3.3.1 Identify and schedule resources to meet service requirements
10322 6.3.3.2 Provide service to specific customers
10323 6.3.3.3 Ensure quality of service

Process
Element Hierarchy
10380 6.5 Evaluate customer service operations and customer
satisfaction

Process
Element Hierarchy
10401 6.5.1 Measure customer satisfaction with customer problems,

Process
Element Hierarchy
10402 6.5.2 Measure customer satisfaction with customer- complaint

Process
Element Hierarchy
10403 6.5.3 Measure customer satisfaction with products and services

Process
Element Hierarchy
10007 7.0 Develop and Manage Human Capital
17043 7.1 Develop and manage human resources planning, policies, and
strategies
10433 7.1.2.13 Develop workforce strategy models

Process
Element Hierarchy
10417 7.1.3 Monitor and update strategy, plans, and policies
10410 7.2 Recruit, source, and select employees
10439 7.2.1 Manage employee requisitions
10440 7.2.2 Recruit/Source candidates
10443 7.2.4 Manage new hire/re-hire
10444 7.2.5 Manage applicant information
10468 7.2.5.4 Archive and retain records of non-hires

10411 7.3 Develop and counsel employees

Process
Element Hierarchy
10469 7.3.1 Manage employee orientation and deployment
10470 7.3.2 Manage employee performance
10472 7.3.3 Manage employee development
10473 7.3.4 Develop and train employees
17052 7.4 Manage employee relations
10483 7.4.1 Manage labor relations
10484 7.4.2 Manage collective bargaining process

Process
Element Hierarchy
10485 7.4.3 Manage labor management partnerships
10412 7.5 Reward and retain employees
10494 7.5.1 Develop and manage reward, recognition, and motivation

programs
10495 7.5.2 Manage and administer benefits
10497 7.5.4 Administer payroll

Process
Element Hierarchy
10413 7.6 Redeploy and retire employees
10512 7.6.1 Manage promotion and demotion process
10513 7.6.2 Manage separation
10514 7.6.3 Manage retirement
10515 7.6.4 Manage leave of absence
10516 7.6.5 Develop and implement employee outplacement
10517 7.6.6.2 Manage resource deployment
10520 7.6.7.1 Manage expatriates

Process
Element Hierarchy
10522 7.7.1 Manage reporting processes
10523 7.7.2 Manage employee inquiry process
10524 7.7.3 Manage and maintain employee data
10525 7.7.4 Manage human resource information systems HRIS
10526 7.7.5 Develop and manage employee metrics
10527 7.7.6 Develop and manage time and attendance systems
17057 7.8 Manage employee communication
10008 8.0 Manage Information Technology (IT)

Process
Element Hierarchy
10563 8.1 Manage the business of information technology
10570 8.1.1 Develop the enterprise IT strategy
10571 8.1.2 Define the enterprise architecture
10572 8.1.3 Manage the IT portfolio

Process
Element Hierarchy
10573 8.1.4 Perform IT research and innovation
10575 8.1.5 Evaluate and communicate IT business value and performance
10564 8.2 Develop and manage IT customer relationships

Process
Element Hierarchy
10578 8.2.1 Develop IT services and solutions strategy
10579 8.2.2 Develop and manage IT service levels
10580 8.2.3 Perform demand-side management (DSM) for IT services

Process
Element Hierarchy
10581 8.2.4 Manage IT customer satisfaction
10582 8.2.5 Market IT services and solutions

Process
Element Hierarchy
11220 8.3 Develop and implement security, privacy, and data protection
controls
10565 8.4 Manage enterprise information
10583 8.4.1 Develop information and content management strategies
10584 8.4.2 Define the enterprise information architecture
10585 8.4.3 Manage information resources
10586 8.4.4 Perform enterprise data and content management

Process
Element Hierarchy
10566 8.5 Develop and maintain information technology solutions
10587 8.5.1 Develop the IT development strategy
10588 8.5.2 Perform IT services and solutions life cycle planning
10589 8.5.3 Develop and maintain IT services and solutions architecture

Process
Element Hierarchy
10590 8.5.4 Create IT services and solutions
10591 8.5.5 Maintain IT services and solutions
10567 8.6 Deploy information technology solutions
10592 8.6.1 Develop the IT deployment strategy

Process
Element Hierarchy
10593 8.6.2 Plan and implement changes
10594 8.6.3 Plan and manage releases
10568 8.7 Deliver and support information technology services
10595 8.7.1 Develop IT services and solution delivery strategy
10596 8.7.2 Develop IT support strategy

Process
Element Hierarchy
10597 8.7.3 Manage IT infrastructure resources
10598 8.7.4 Manage IT infrastructure operations
17058 9.0 Manage Financial Resources

Process
Element Hierarchy
10728 9.1 Perform planning and management accounting
10738 9.1.1 Perform planning/budgeting/forecasting
10739 9.1.2 Perform cost accounting and control

Process
Element Hierarchy
10740 9.1.3 Perform cost management
10741 9.1.4 Evaluate and manage financial performance
10729 9.2 Perform revenue accounting

Process
Element Hierarchy
10742 9.2.1 Process customer credit
10743 9.2.2 Invoice customer
10744 9.2.3 Process accounts receivable (AR)

Process
Element Hierarchy
10745 9.2.4 Manage and process collections
10746 9.2.5 Manage and process adjustments/deductions
10730 9.3 Perform general accounting and reporting
10747 9.3.1 Manage policies and procedures

Process
Element Hierarchy
10748 9.3.2 Perform general accounting
10749 9.3.3 Perform fixed-asset accounting
10750 9.3.4 Perform financial reporting

Process
Element Hierarchy
10731 9.4 Manage fixed-asset project accounting
10751 9.4.1 Perform capital planning and project approval
10752 9.4.2 Perform capital project accounting
10732 9.5 Process payroll

Process
Element Hierarchy
10753 9.5.1 Report time
10754 9.5.2 Manage pay
10755 9.5.3 Process payroll taxes

Process
Element Hierarchy
10733 9.6 Process accounts payable and expense reimbursements
10756 9.6.1 Process accounts payable (AP)
10757 9.6.2 Process expense reimbursements
10734 9.7 Manage treasury operations

Process
Element Hierarchy
10758 9.7.1 Manage treasury policies and procedures
10759 9.7.2 Manage cash
10760 9.7.3 Manage in-house bank accounts
10761 9.7.4 Manage debt and investment
11208 9.7.5 Monitor and execute risk and hedging transactions

Process
Element Hierarchy
10735 9.8 Manage internal controls
10762 9.8.1 Establish internal controls, policies, and procedures
10763 9.8.2 Operate controls and monitor compliance with internal

controls policies and procedures
10764 9.8.3 Report on internal controls compliance
10736 9.9 Manage taxes
10765 9.9.1 Develop tax strategy and plan
10766 9.9.2 Process taxes

Process
Element Hierarchy
10737 9.10 Manage international funds/consolidation
10767 9.10.1 Monitor international rates
10768 9.10.2 Manage transactions
10769 9.10.3 Monitor currency exposure/hedge currency
10770 9.10.4 Report results
17059 9.11 Perform global trade services
19207 10.0 Acquire, Construct, and Manage Assets

Process
Element Hierarchy
19208 10.2 Design and construct productive assets
10940 10.4 Dispose of assets
16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and

Resiliency
17060 11.1 Manage enterprise risk
17467 11.2 Manage compliance

Process
Element Hierarchy
11185 11.3 Manage remediation efforts
11216 11.4 Manage business resiliency
10012 12.0 Manage External Relationships
11011 12.2 Manage government and industry relationships
11012 12.3 Manage relations with board of directors
11013 12.4 Manage legal and ethical issues

Process
Element Hierarchy
11014 12.5 Manage public relations program
10013 13.0 Develop and Manage Business Capabilities
16400 13.2 Manage portfolio, program, and project
17471 13.3 Manage enterprise quality

Process
Element Hierarchy
17472 13.3.1 Establish quality requirements
17473 13.3.1.1 Define critical-to-quality characteristics

Process
Element Hierarchy
17474 13.3.1.2 Define preventive quality activities
17475 13.3.1.3 Develop quality controls
17481 13.3.1.5 Finalize quality plan

Process
Element Hierarchy
17482 13.3.2 Evaluate performance to requirements
17484 13.3.2.1.1 Conduct test and collect data
17485 13.3.2.1.2 Record result(s)
17486 13.3.2.1.3 Determine disposition of result(s)

Process
Element Hierarchy
17488 13.3.2.2.1 Assess sample significance
17489 13.3.2.2.2 Summarize result(s)
17491 13.3.2.2.4 Decide next steps
17493 13.3.3.1 Assess potential impact

Process
Element Hierarchy
11074 13.4 Manage change
11134 13.4.1 Plan for change
11135 13.4.2 Design the change

Process
Element Hierarchy
11136 13.4.3 Implement change
11137 13.4.4 Sustain improvement

Process
Element Hierarchy
11073 13.5 Develop and manage enterprise-wide knowledge management
(KM) capability

Process
Element Hierarchy
11095 13.5.1 Develop KM strategy
11096 13.5.2 Assess KM capabilities

Process
Element Hierarchy
16436 13.6 Measure and benchmark

Process
Element Hierarchy
11071 13.6.1 Create and manage organizational performance strategy

Process
Element Hierarchy
11075 13.6.1.1 Create enterprise measurement systems model
11076 13.6.1.2 Measure process productivity

Process
Element Hierarchy
11077 13.6.1.3 Measure cost effectiveness

Process
Element Hierarchy
11078 13.6.1.4 Measure staff efficiency

Process
Element Hierarchy
11079 13.6.1.5 Measure cycle time
11072 13.6.2 Benchmark performance
11083 13.6.2.1 Conduct performance assessments

Process
Element Hierarchy
11084 13.6.2.2 Develop benchmarking capabilities
11087 13.6.2.4 Conduct gap analysis
11179 13.7 Manage environmental health and safety (EHS)

Definition
This is the root of the PCF hierarchy
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.
The Define the business concept and long-term vision process group
encompasses four processes related to developing an organization’s
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 organization’s 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 organization’s strategic
direction.

Definition
The Develop business strategy process group encompasses the
development of an organization’s mission statement, strategy, and
business design. The first step is to develop a mission statement that
clarifies the reason for the organization. The next steps are to define
key steps in realizing the vision and to develop strategic options to
achieve objectives. Implications of strategic options should match the
organization’s internal capabilities, which are then transformed into a
long-term business strategy. After the organization’s 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.
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.
Develop and manage products and services represents the process

groups "management of the product and service portfolio" and
"develop of products and services."

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

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

Definition
Having evaluated the market needs and specified the requirements
for new product or services, the Confirm alignment of product/service
concepts with business strategy process is a reality check prior to
significant investment by the organization. It ensures that the new
product/service concepts are in line with overall business strategy.
This process plans and develops the cost, quality, and risk targets for
the new products/services. This process can also be used in the
prioritization and timing of development activities if there are a
number of concepts vying for funding or other scarce resources. This
process is most useful when the business strategy is current. If the
strategy is outdated, this process may trigger a review of the
corporate business direction and drivers.
The Manage product and service life cycle process describes how new
products and services are conceived, introduced to the market,
supported, and retired. This process also encompasses how new
product performance in the marketplace is monitored and
continuously improved. Introduction of the new product/service may
be timed to coincide with key marketing opportunities. Products and
services should be retired when their marketplace or cost
effectiveness begins to decline below a predetermined threshold.
Once a product or service has reached marketplace maturity, its
performance indicators should be continuously refined.
Program Development & Management Perspective
Review Patentability & Infringement Activities : Usage of Open Source

in commercial Product development to be reviewed with regard to
licensing, community development etc.

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

Electrical + SoftwareInteroperability - Ability of products and services
to work together, exchange and use information in a multi-vendor,
multi-network and multi-service environment.
Safety environmental, Occupational Health and Safety, Community
health and safety…
Authentication / Encryption of CE device data stream. Cryptographic
protocols,Hardware security (smart cards)
RoHS,WEEE,ELV,REACH
CE Industry standards etc. developed by CEA.

Definition
Service Strategy / Packaging the service ('Productizing the service') -
define the scope of service / cost. 'Target market' for the service.
Making the service more tangible
Define SLA's and Service level KPI's
This process group relates to the design, development, and in-service
configuration control of products and services. It encompasses
traditional design, build, and evaluation processes; configuration and
change management; manufacturing and production process
planning; final product validation and verification; as well as data
management, control, and exchange inter and intraenterprise. This
process is where most of the product or service risk is identified,
controlled, and mitigated. Typically, this process group consumes
approximately 60 percent of all costs associated with bringing a new
product or service to market.
Usability and User Experience have a very high business impact

Warranty Plan & Pricing
Design appropriately for manufacture, prevent wrong assembly ?
[design the application, design the product hardware, plastic, mold,
casting, mechanical, electrical ]
application service view, product service + refurbishing
replacement of a core component + re-publishing
Review the design and approach for troubleshooting the product
Design BOM-Bill of material, Manufacture BOM & Service BOMA bill of
materials lists all the raw materials and components / parts used in
the manufacture of an end product.
Hardware and Software upgrade techniques

Definition
The "market and sell products and services" category contains
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.
This process group includes all processes required to research and
understand customers, the market, and the organization’s related
opportunities. It also addresses developing and managing brands,
defining and managing a channel strategy and aggregating and
managing customer marketing. Pre-planning clinics are conducted,
demand information is collected, customer profiles are created, and
unconstrained and constrained forecasts are developed.
In the Perform customer and market intelligence analysis process, an

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

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

concrete terms. It takes the research accomplished in process element
“develop marketing, distribution, and channel strategy” and develops
specific offerings, pricing plans, and channel strategies according to
the value these efforts would provide to the organization.
The Define offering and customer value proposition process includes

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

Definition
In the Define pricing strategy to align to value proposition process, the
organization determines the pricing that will be applied to specific
customer offerings and gets the proper approval for that pricing plan
For many organizations, pricing is not one size fits all. In typical
business-to-business service offerings, for example, the price depends
entirely on the scope of the project or service.
A loyalty program is a key part of airline marketing, with elaborate
strategy and process for acquiring, retaining and engaging with
members
The Establish goals, objectives, and metrics for products by
channels/segments process relies on customer segments and
channels set in process groups 3.1 and 3.2. In this process, the
organization determines its priorities and the metrics that will reflect
how well those priorities are being achieved. To do this, the
organization looks at measures identified in processes 3.3.4 Establish
sales goals and measures and 3.3.5 Establish customer management
measures and applies these to specific customer segments, basing its
choices on current top goals and strategic initiatives.
In the Establish marketing budgets process, an organization ensures

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

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

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

organizations determine how to physically package their products to
facilitate transportation, preservation, and brand communication.
Marketing, product development, and supply chain functions typically
work together in this process to develop packaging that functions
properly (for transport, storage, delivery, etc.), informs the customer
of how to use the product, attracts customer attention, and grows
brand awareness. This process includes the planning and testing of
packaging for a product as well as the actual execution and ongoing
improvement of the packaging. Execution activities will vary by
organization depending on which departments handle the actual
design, manufacturing, and application of the physical package.
Marketing may hand off these tasks completely or may remain
involved. In any case, marketing should evaluate the effectiveness
and value of the packaging on an ongoing basis.

Definition
Process group “develop sales strategy” includes the processes for
creating concrete sales plans including forecasts, budgets,
partnerships, goals, and measures.
In the Develop sales forecast process, an organization analyzes its
historic sales order trends to generate a new forecast for the products
and services currently in the portfolio. It also looks at patterns and
results related to past promotions and events in order to predict
outcomes of those planned for the future.
The Develop sales partner/alliance relationships process deals with
the activities needed to identify, research, negotiate, and finalize
partnerships and alliances with other entities. These relationships
should further the organization’s goals and align with market strategy
developed in process group 3.2 Develop marketing strategy.
The Establish overall sales budgets process includes all activities

related to setting up a financial plan for sales. During this process, the
organization calculates revenue, costs, and profit; compares these to
forecasted and historical data; and creates a budget based on actual
and reasonable assumptions and goals
During the Establish sales goals and measures process, the
organization analyzes historical sales data and the performance of
sales personnel. It compares forecasts to actuals and looks at the
assessment of the market as created within process group 3.1
Understand markets, customers, and capabilities. Based on this
information, the organization establishes its sales goals along with
measures that align with overall business strategy.

Definition
During the Establish customer management measures process, the
organization analyzes historic and current customer data as well as
information related to how the organization has traditionally managed
those customers. By assessing customer behavior and forecasting
future customer attitudes and actions, the organization determines
which measures are appropriate to track customer feedback;
customer activity; organization responsiveness to customer needs;
and general data related to how the organization is managing
customer accounts, leads, and contacts. Some organizations include
customer satisfaction survey data in these measures, but the specific
measures depend on the nature of the business, the type and size of
customer base, strategic goals, as well as the model used to structure
sales and customer relationships. Performance according to these
measures is tracked and evaluated in process 3.4.6 Track customer
management measures; process 3.3.5 is concerned primarily with
identifying what the appropriate customer management measures
would be. If sales operations at an organization are linked tightly with
customer service, some of these measures may also be applied in
process group 5.3 Measure and evaluate customer service operations,
but this will depend on the interconnectedness of sales and customer
service within an organization.

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

based on strategy and market research conducted in process group
3.1 Understand markets, customers, and capabilities. This process
covers the discovery of leads, whether this process is accomplished
through an IT application, cold calling, reference/network
development, or other sales methodology. Every organization can
usually generate leads, but it takes extra work to identify quality
leads. Develop a well-defined scoring model to determine which leads
to prioritize.
The Manage customer sales process includes the basic activities

required to open and close a sale. It covers initial sales calls and all
the preparatory work required to make sure that customers get the
information they need and that you completely understand what they
want before the sale is made. It also encompasses the actual closing
of the sale, along with any administrative activities related to data
entry and the processing of the sale. Entering lessons learned,
updating customer or sales information, and transferring information
to billing or other departments as part of making and closing out the
sale also fall within this category.

Definition
During the Manage customers and accounts process, the organization
develops and executes customer relationship management plans. This
includes the accumulation of customer data in the appropriate tools
(IT applications and systems) and the administrative management of
proactive and responsive customer contact and facilitation methods
(processes you have mapped for responding to customer inquiries and
making scheduled contact).
Once a sale has been achieved, the Manage sales orders process
begins. It involves the acceptance/validation of sales orders,
coordination with other departments required to fulfill the orders, data
entry, and follow-up activities such as inquiries and reports of
transactions.
The Manage sales partners and alliances process incorporates
activities required to manage working relationships with external sales
or channel entities. The process involves training new partners in the
organization’s offerings and sales strategy, developing a cooperative
forecast based on the expected output of the partner and their
requirements of the organization, determining appropriate
compensation, measuring and evaluating the results, tracking data,
and analyzing progress. The organization should regularly review,
prioritize, and update these partnerships in process 3.3.2 Develop
sales partner/alliance relationships.
This category includes all processes that are involved in planning,

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

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

materials needed to execute operations necessary to meet customer
demand. In products-related businesses, materials plans consider
hard goods, while in services oriented businesses, materials plans
consider management of service delivery resources. Critical to the
success of this process is the definition and maintenance of item
nomenclature for products based industries and skills taxonomies for
services based industries. Without common nomenclatures,
mismatches between suppliers and producers can occur. This process
begins with generating an unconstrained plan. Additional steps
include collaborating with suppliers or contractors, identifying critical
materials and supplier constraints, anticipating special events that
restrict supply flow, and generating a constrained plan. Demand may
be geographic, regional, and global, and the material plan must take
into account the most practical means to satisfy the demand using
identified resources

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

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

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

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

managing programs and policies for interacting with suppliers and
measuring/improving their performance. This includes monitoring and
managing supplier information, preparing/analyzing spend and vendor
performance (including meeting quality standards) supporting
inventory and production processes, and the creation/implementation
of suppler training and certification programs
The process group “produce/manufacture/deliver product” comprises

three main high-level processes: scheduling production, producing the
product and delivering it to the appropriate site, and scheduling and
performing maintenance on the capital equipment used during
production. Manufacturing is the physical production of finished
goods.
This process includes two activities: generating a sitelevel plan and
generating an optional detailed schedule. The sitelevel plan should
include the rough forecast quantities of each product to be produced
by the site over a given time period (e.g., one month). The optional
detailed schedule comprises the exact quantities of each product to
be produced on a given day or week, as well as the machines the
products will be run on, setup times, etc.

Definition
Through the production process, it is most efficient to execute the
detailed schedule that was created during the “schedule production”
step. This process will vary depending on the product produced, level
of automation, labor force skill, and manufacturing strategy. Some
common manufacturing practices include quick changeover
techniques, focused factory production systems, employee
empowerment, ISO 9000, TPS/lean/pull, kaizen events, errorproofing,
JIT/continuous flow, 5S, standardized work, and cellular
manufacturing.
“Manage logistics and warehousing” is the process that plans,

implements, and controls the forward and reverse flow and storage of
goods, services, and related information between the point of origin
and the point of consumption in order to meet customers’
requirements. This includes defining a logistics strategy and
managing inbound transportation, warehousing, and outbound
transportation.
Defining logistics strategy refers to the process of translating

customer service requirements into capacity requirements and lead
time requirements; designing the logistics network required to meet
these requirements, including network components such as
warehouse and distribution center (DC) assets, transportation assets,
technology infrastructure, and inventory deployment; working with
procurement to identify, negotiate, and maintain outsourcing
agreements; defining delivery service policy elements such as lead
times, delivery performance levels, and shipping days; and defining
key performance measures such as logistics costs, inbound delivery
performance, space utilization, asset utilization, and outbound carrier
delivery performance. It also includes managing third-party resources
and global/international logistics strategies.

Definition
This is the process of planning, transporting, and tracking the delivery
of all incoming materials; monitoring inbound transportation carrier
performance; and managing the flow of returned materials.
Warehousing is the process of receiving, inspecting, and storing

incoming materials; picking, packing, and shipping product for
outbound delivery; and tracking inventory deployment. Warehousing
supports inbound and outbound transportation services. It may
include raw materials, finished goods, products for consumer
fulfillment, and/or vendor-managed inventory (VMI). It also includes
the evaluation and implementation of private, contract, and public
warehousing options.
“Operate outbound transportation” is the process of preparing the

goods for delivery from a warehouse to a receiving location. It
typically comprises activities like the notification of goods to be
supplied from a warehouse to a customer, carrier selection, loading,
advanced shipping notification, proof of delivery from the receiving
location and freight bill auditing. Many of these services are provided
by transportation management systems.
Process group 5.1 Develop customer care/customer service strategy

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

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

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

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

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

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

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

customer profiling e.g. claims for lost baggage or refunds on cancelled
tickets

Definition
This process group encompasses the management of warranty claims.
It begins with the development and administration of warranty claim
transactions, progresses to the processing of the claim, adjustments,
approvals and other service events and ends with the management of
the warranty experience, which includes the management of parts
returns.
This category includes all of the processes that are included in

servicing products produced elsewhere in the supply chain. These
processes include confirming the specific service requirements,
identifying and scheduling resources to meet the service delivery
requirements, providing the specific service to the customer, and
ensuring that the quality standards are met and the quality of the
service is acceptable to the customer.
This process requires creating a resource plan/schedule and an order

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

product service orders and solicit customer feedback on delivery
expectations as a part of the improvement process.

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

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

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

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

Definition
"Develop and manage human capital" is the top-most category
responsible for 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.
The process group "develop and manage human resources (HR)

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

Definition
Monitor and update HR plans is the process of measuring the
outcomes of HR activities and the contributions of HR to business
strategy. It involves communicating/updating HR plans to
stakeholders, determining the value added from the HR function, and
reviewing and revising HR plans.
The process group "recruit, source, and select employees" includes
creating and developing employee requisitions, recruiting and
sourcing candidates, screening and selecting candidates, managing
pre-placement verification, managing new hires/rehires, and tracking
candidates.
The Create and develop employee requisitions process includes
aligning the work force plan to business unit strategies/ resource
needs, developing and opening job requisitions, preparing job
descriptions, posting job requisitions, managing internal/external job
posting Web sites, changing/updating requisitions, notifying hiring
managers, and managing requisition dates.
The Recruit/source candidates process involves selecting recruiting
methods, performing recruiting activities, holding/ participating in
recruiting events, and managing recruitment vendors.
The Manage new hire/rehire process includes drawing up and making

a job offer, negotiating an offer, and hiring a candidate.
The Track candidates process involves creating an applicant record;
managing/tracking applicant data; and archiving and retaining records
of non-hires.
The "develop and counsel employees" process group consists of

managing employee orientation and deployment, managing employee
performance, managing employee relations, and managing and
implementing employee development plans.

Definition
The Manage employee orientation and deployment process involves
creating/maintaining employee onboarding programs, introducing new
hires to their managers and to the work place, and evaluating the
effectiveness of employee onboarding programs.
The Manage employee performance process consists of defining
performance objectives; reviewing, appraising, and managing
employee performance; and evaluating and reviewing the
performance management program.
The Manage employee development process includes creating short
and long-term career goals, reviewing organizational career ladders,
and identifying training and development opportunities.
The Develop and train employees process includes aligning employee
and organization development needs; developing competencies;
conducting training needs analyses; and developing, conducting, and
managing employee and/or management training programs.
Managing employee relations includes the activities around managing

labor relations, collective bargaining, management of employee
grievances, and maintenance of labor/management partnerships.
Covers all dealings between employer and employees about

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

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

developing and managing reward, recognition, and motivation
programs; managing employee assistance and retention; managing
and administering benefits; and administering payroll.
The Develop and manage reward, recognition, and motivation
programs process consists of developing a salary/ compensation
structure and plan; developing a benefits and reward plan; performing
competitive analyses of benefits and rewards; identifying
compensation requirements based on compensation, benefits, and HR
policies; administering compensation and rewards to employees; and
rewarding and motivating employees.
The manage and administer benefits process includes delivering the

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

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

administration and execution of employee promotion and demotion. It
also includes the processing of employee records and payroll and
benefits transactions.
The manage separation process includes the administration and
execution of employee separations. It includes the creation and
generation of final payments, turnover reports, and vendor
notification. This process also includes communications with former
employees regarding benefits options
The Manage retirement process includes management of the
organization’s retirement systems, tools, and processes. It does not
include execution of the Manage retirement process itself.
The Manage leaves of absence process includes managing and
administering the leave of absence policy for employees who are
taking leaves in excess of their annual allowance.
The Develop and implement employee outplacement process involves
creating and providing career transition information and advice to
employees whose roles have been eliminated.
The Manage deployment of personnel process includes managing the
movement of employees to different roles within an organization.
The Manage expatriates process includes activities associated with

both the expatriation and repatriation of employees within the
organization.

Definition
The manage reporting process consists of providing key HR data and
reporting capabilities for varying levels of management.
The manage employee inquiry process involves receiving, responding
to, and recording information on employee inquiries.
The manage and maintain employee data process includes making
revisions to personal data such as changing beneficiary designations
or employee status.
The manage human resource information systems process involves
managing the day-to-day running of human resource information
systems
The develop and manage employee metrics process consists of
collecting and managing work force data that is used to report on
human capital program outcomes, workforce trends, demographics,
and performance.
The develop and manage time and attendance process includes
collecting, editing, approving, and entering data related to hours
worked and paid time off. This process does not include the actual
processing of time and attendance data.
Employee communication management includes activities around
developing and maintaining the communications plan and actually
delivering specific employee communications from the enterprise.
The "manage information technology" category contains 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."

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

required to define and maintain a business-focused enterprise IT
strategy. This includes building strategic intelligence for the
enterprise, collaborating with stakeholders to identify the long-term IT
needs of the enterprise, and the development and maintenance of the
business-focused strategy.
The purpose of defining the enterprise architecture is to assess the
interrelationships of the business process architecture, the information
architecture, the components and services architectures, and the
infrastructure architectures to ensure their continued relevance.
Execution of this process requires establishing the enterprise
architecture definition, confirming the enterprise architecture
maintenance, acting as a clearinghouse for IT research and
innovation, and governing the enterprise architecture.
Management of the IT portfolio results in the establishment of criteria

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

Definition
This consists of exploring new technologies in pursuit of IT services
and solutions innovations, formulating a development project to build
and deploy selected technologies, and transitioning those
technologies to the development pipeline.
Evaluating and communicating IT business value and performance
consists of establishing key performance measures, monitoring trends
and key performance indicators, linking business technology
investments to business outcomes, and communicating business
technology value contributions.
Developing and managing IT customer relationships involves
managing communications and interactions between the customers of
IT and the providers of IT services and solutions; gathering business
requirements; helping customers develop justifications for requested
IT services and solutions; providing the initial interface to IT architects
responsible for designing the IT services and solutions; and
monitoring the customers’ satisfaction with the development,
deployment, and ongoing support of the IT services and solutions.

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

maintaining the IT services and solutions catalog, establishing and
maintaining business and IT service level agreements, evaluating and
reporting service level attainment results, and communicating
business and IT service level improvement opportunities.
Performing DSM for IT services consists of understanding IT services
and solutions consumption and usage, developing and implementing
incentive programs that improve consumption efficiency, and
developing the volume/unit forecast for IT services and solutions.
Development of IT services and solutions requires modeling the effect
of incentive programs on the baseline forecast and generating a DSM
influenced volume/unit forecast

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

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

Definition
Developing and implementing security, privacy, and data protection
controls includes the establishment of information security, privacy,
and data protection strategies and levels as well as the testing,
evaluation, and implementation of information security, privacy, and
data protection controls.
Managing enterprise information is defined as understanding what
information is important to the enterprise; determining how, when
and from where that information is collected; defining how that
information is structured and organized; and establishing the policies
and controls needed to guide the collection and use of that
information.
Developing information and content management strategies within
the IT organization includes understanding information needs and the
role of IT services in executing the business strategy, assessing the
information and IT knowledge management implications of new
technologies, and planning information and IT knowledge
management actions and priorities.
Defining the enterprise information architecture includes defining
information elements, composite structure, logical relationships,
constraints, and derivation rules; defining information access
requirements; and establishing data custodianship.
Managing information resources includes defining the enterprise
information/data policies and standards as well as developing and
implementing data and content administration.
Performing enterprise data and content management requires the IT
organization to ensure that the collection, storage, and use of
information and data are in accordance with the established
information/data policies. Tasks include monitoring, controlling, and
managing exceptions per policies and standards.

Definition
Developing and managing information technology solutions involves
producing, developing, and testing new, enhanced, and improved
solutions; enabling services that meet all confirmed requirements;
maintaining and managing solutions; supporting services to continue
meeting all confirmed requirements; and "sun setting"
solutions/discontinuing services no longer needed.
Developing the IT development strategy includes defining a consistent
approach to IT development; ensuring the repeatability of
development and maintenance activities; and allowing these activities
and their outcomes to be measured, thereby enabling continuous
improvement.
Performing IT services and solutions life cycle planning includes tasks
to maintain the long-term viability of a family of services and solutions
from “cradle to grave.” This includes ensuring that new solutions are
created and new services enabled when needed and that existing
services and solutions are properly repaired/enhanced or
sunset/discontinued in an orderly fashion when no longer needed.
Developing and maintaining IT services and solutions architecture

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

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

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

enhanced, or improved functionality into the environment with
minimal or no disruption to the services schedules; ensuring
consideration of appropriate security and contractual constraints; and
properly balancing business benefit with technical and business risk.
Developing the IT deployment strategy includes creating a consistent

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

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

changes and executing all necessary planning activities to prepare for
the actual release implementation. Tasks include understanding
release design, coordinating release acceptance, planning rollout, and
coordinating training.
Delivering and supporting information technology services involves
delivering IT services and solutions within the budget provided;
meeting service commitments as measured by customer defined
service criteria; and achieving customer satisfaction targets.
Developing the IT services and solutions strategy consists of defining
the organizational approach for IT service and delivery. Tasks include
developing a strategy for delivering IT infrastructure services and
determining sourcing strategies.
Developing the IT support strategy requires defining the
organizational approach to delivering key enabling services and
assisting in the use of information technology. This strategy would
address help desk activities, desk-side support, and third level
technical support. Tasks include coordination of vendor support and
evaluation of sourcing alternatives.

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

manage the organizational workload and operation of physical assets,
irrespective of their physical location. This includes providing and
executing the requested services, preparing and handling customer
input and data, managing security requests, and releasing resources
employed in the delivery of the requested service and subsequently
returning them to the resource pool.
Management of financial resources is a key back-office category for

organizations. This category includes process groups related to
planning and management accounting, revenue accounting, general
accounting and reporting, fixed-asset project accounting, payroll,
accounts payable and expense reimbursements, treasury operations,
internal controls, tax management, international funds/consolidation,
and global trade services.

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

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

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

Definition
This is the process of developing and implementing methods and
approaches to analyze cost drivers, improve business processes,
benchmark, deploy/utilize assets and resources, and evaluate value
drivers. Within this process, the critical success factors and
performance indicators should be determined and linked with activity
based measures.
This is the process of developing and implementing a framework that
guides internal decision makers as they deploy resources—financial,
human, technical, etc.—in the pursuit of sustainable, profitable
growth. It ensures that decisions are aligned with stated
organizational goals by measuring performance against
predetermined targets and managing the corrective action process.
This process includes: assessing customer and product profitability,
evaluating new products, lifecycle costing, optimizing the customer
and product mix, tracking the performance of new customer and
product strategies, preparing activity based performance measures,
and managing continuous cost improvement.
The "perform revenue accounting" process group includes the

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

Definition
This is the process of evaluating customers’ creditworthiness. Typically
performed in conjunction with the generation of an order or the
creation of a new customer, this process encompasses all operations
associated with credit checking— including the establishment of credit
policies, the analysis/approval of new account applications, the review
of existing accounts, and the generation of credit/collection reports.
This is the process of developing and delivering customer invoices. It

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

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

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

adjustments and deductions resulting from warranties, claims,
returns, and recalls of products and/or services. This process includes
the establishment of policies/procedures for adjustments, the analysis
of adjustments, correspondence and negotiation with customers,
internal discussions around account resolution, the preparation of
chargeback invoices, and the processing of related entries
The "perform general accounting and reporting" process group

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

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

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

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

performance data and presenting snapshots of financial results for
corporate-level, business unit-level, or department-level decision
makers. These snapshots take the form of highly structured financial
statements and may show comparisons with previous periods, various
profitability or growth ratios, cost consumption rates, or even FTE
deployment data.

Definition
The "manage fixed-asset project accounting" process group
encompasses the financial planning and supervising of projects
involving fixed assets (capital projects), including additions, retires,
transfers, adjustments and depreciation expenses. This group
typically relates to the acquisition or disposal of fixed assets.
This is the process of developing capital investment policies and
procedures and implementing them to create and approve the capital
expenditure plan and budget. This includes performing justification for
project approvals as well as reviewing and approving capital projects
and fixed asset acquisitions. This process covers the construction of a
business case for a capital project
This is the process of managing and accounting for ongoing activities

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

managing pay, and processing taxes. Payroll administration tasks as
defined elsewhere in the PCF are not considered in scope for "process
payroll."

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

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

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

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

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

and reimbursements for employee expenses on the organization’s
behalf as well as capturing and reporting relevant tax data and
managing personal accounts. This process often dovetails with the
processing of accounts payable and includes the development and
use of policies and procedures.
The "manage treasury operations" process group includes the
management of treasury policies and procedures, cash, bank
accounts, debts, investments, and financial risks.

Definition
This process involves establishing the scope and governance of
treasury operations; creating and publishing treasury policies;
developing, monitoring, auditing, and revising treasury procedures;
developing and confirming internal treasury controls; and defining
system security requirements.
This process includes managing and reconciling cash positions;
managing cash equivalents; processing and overseeing electronic
fund transfers; developing cash flow forecasts; managing cash flows;
producing cash management accounting transactions and reports;
managing and overseeing banking relationships; and analyzing,
negotiating, resolving, and confirming bank fees.
The activities used to manage in-house bank accounts include
managing in-house bank accounts for subsidiaries; managing and
facilitating intercompany borrowing transactions; managing
centralized outgoing payments on behalf of subsidiaries; managing
central incoming payments on behalf of subsidiaries; managing
internal payments and netting transactions; calculating interest and
fees for in-house bank accounts; and providing account statements for
in-house bank accounts.
This process involves managing financial intermediary relationships;

managing liquidity and issuer exposure; processing and overseeing
debts and investments; making foreign currency transactions; and
producing debt and investment accounting transaction reports.
This process includes managing interest rate, foreign exchange, and

exposure risks; developing and executing hedging transactions;
evaluating and refining hedging positions; producing hedge
accounting transactions and reports; and monitoring credit.

Definition
The "manage internal controls" process group consists of operating
controls, monitoring compliance with internal controls policies and
procedures, and reporting on internal controls compliance. Internal
controls do NOT include external audit activities.
This process covers the establishment of boards of directors and audit

committees; the development and communication of a code of ethics;
the assignment of roles and responsibilities for internal controls; the
definition of business process objectives; the identification of risks;
and the evaluation of defining entity/unit risk tolerance
This process incorporates the planning, management, operation, and

monitoring of internal control mechanisms, policies, and procedures. It
includes designing and implementing control activities; monitoring
control effectiveness; remediating control deficiencies; creating
compliance functions; operating compliance functions; and
implementing and maintaining technologies and tools to enable the
controls-related activities.
This process includes reporting to external auditors, regulators,

shareholders, debt holders, securities exchanges, business partners,
internal management, and any other bona fide third parties.
The "manage taxes" process group includes the processes associated

with estimating an organization’s periodic tax liabilities and ensuring
that appropriate taxing authorities receive tax return filings and
payments when due.
This process includes setting targets for periodic tax liabilities and
assessing the tax impact of various activities, such as the acquisition
or disposal of fixed assets or a deliberate change in employee
population.
This is the process of accounting for taxes collected or paid.

Definition
The "manage international funds/consolidation" process is the process
of managing cash collections and disbursements made by operating
units across the enterprise and, when appropriate, transferring cash
from those units to parent level bank accounts managed by the
organization’s treasury team.
This is the process of forecasting and monitoring changes in foreign
currency value or interest rates around the world.
This is the process of converting cash from one currency to another in
the course of conducting cross-border trade or investment.
This process involves assessing an organization’s exposures to

potential financial losses that could occur as a result of changes in the
relative value of currencies globally. Hedging currency exposures
refers to the process of forecasting the impacts of movements in
foreign currency values and entering into financial transactions
designed to offset or limit an organization’s potential exposure to loss.
This process involves making accounting entries to formally report

financial gains or losses experienced as a result of foreign exchange
activity.
Global trade services represents the collection of processes related to
cross-border collaboration and compliance with international
regulations including import/export controls, product classification,
duty calculation, relationships with customs, trade communications
and documentation, restitution, and international letters of credit.
This category has been expanded in the E&U model to include both
the original non-productive assets (such as property, buildings and
facilities) plus utility networks and major plant assets.

Definition
Previously these processes might have been covered under 9.1. But
9.1 was a poor representation of utility plant and network design and
construction processes. The new 9.2 process group for E&U provides a
more comprehensive and accurate description of this core utility
function, leaving 9.1 to describe processes applicable to property and
buildings (as was its original intent).
The process "dispose of productive and nonproductive assets"
involves planning how to discontinue the use of an asset at the end of
its life cycle. This process group includes developing an exit strategy,
performing a sale or trade of assets, and performing asset
abandonment.
The process group "manage enterprise risk, compliance, remediation,
and resiliency" is responsible for ensuring that an organization
effectively manages its risk. Process groups are aligned with
traditional risk management activities.
The "manage enterprise risk" process group addresses enterprise risk
management. Risk is the probability or threat of a negative
occurrence caused by potential events. Strategic, operational,
financial, and hazard risks categories are included in this group.
Manage enterprise risk includes establishing an enterprise risk
management framework and policies, overseeing enterprise risk
management activities across the organization, and coordinating
business unit/functional risk management processes. Based on the
enterprise-level risk management frameworks and policies, business
unit/functional risk management activities are executed and
managed. This process group also covers the management of
regulatory compliance to ensure the organization has the required
procedures in place and follows regulatory requirements.
The "manage compliance" process group is responsible for the

development of internal and external compliance activities.

Definition
Remediation efforts are those processes necessary to repair damage
to assets created by the occurrence of a risk, be it a new risk or a risk
under existing management.
Managing business resiliency and risk includes the processes required
to enable firms to rapidly adapt and respond to any internal or
external opportunity, demand, disruption, or threat; continue
operations without significant impact to the business; and develop a
more dynamic, strategic, and integrated approach to managing
compliance obligations.
External relationships are those relationships with stakeholders of the
entity, including investors, government and industry, the board of
directors, and the general public. This is not related to customer
management.
Strong government and industry relationships are essential to the
longevity of any company. This process group is responsible for
managing government relations, trade and industry group
relationships, and lobbying activities.
The "manage relations with board of directors" process group
encompasses the processes required to select, appoint, govern, and
communicate with the organization’s board of directors while
complying with the organization’s bylaws. These processes include
"report results" and "report audit findings."
"Manage legal and ethical issues" includes a variety of processes that
address the legal and moral framework of the organization and policy
development and enforcement.

Definition
"Manage public relations" includes processes related to the flow of
information from an organization to the public. It includes the
processes "manage community relations, "manage media relations,"
"promote political stability," "create press releases," and "issue press
releases." Public relations processes influence the public view of an
organization and its products or services. These programs may include
but are not limited to: corporate social responsibility (CSR) programs,
corporate giving, volunteerism, and community partnerships. These
programs may use a variety of avenues including media outlets,
personalities, social resources, networks, or lobbying.
Business capabilities are those activities performed 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.
The "manage portfolio, program, and project" process group focuses

on identifying projects and initiatives; initiating, executing, and
closing projects; monitoring the overall project performance and
status; and making projects visible to organizational decision-makers.
The "manage quality" process group creates a quality strategy, plans

and supports the staff that oversee quality work force, and conducts
quality assessments.

Definition
The purpose of the Establish Quality Requirements is to define a
specific plan for quality within the execution of work. This requires a
complete understanding (e.g., an inventory) of all stakeholder
requirements (e.g., product, service, or process) and an associated set
of critical-to-quality characteristics (CtQCs) that can be measured for
each of these requirement—to prove the requirements are met. These
CtQCs are used to evaluate the current capabilities of the organization
to meet the requirements and identify any potential gaps that may
lead to a nonconformance prior to the execution of work. A
determination is made to mitigate the gap with preventive activities
or deemed an acceptable risk. As an output, the plan for quality
provides documentation about how Quality will be ensured (e.g.,
preventive, control, assurance) and all actions that will be taken if a
nonconformance occurs.
All stakeholder requirements that describe the characteristics of a

product, service, or process must be documented and gathered, in an
accessible format, in preparation for establishing quality
requirements. The actual establishment of these requirements is not
within the scope of the EQ Framework, but is a critical input used
throughout planning for Quality. Stakeholders, in this instance, include
any internal or external party (e.g., customers, government agencies,
industry standards, enterprise policies, business or functional
performance targets) that have expressed a requirement (often
described as critical-to-customer (CtC) characteristics). CtQCs are
measurable elements of the process, product, or service whose
performance standards or specifications must be met to satisfy the
established requirement. Each stakeholder requirement must have an
associated CtQCs, unless the requirement itself fully defines all
elements that must exist. The CtQCs must be documented and
aligned to the specific requirement being fulfilled.

Definition
Analysis is conducted to assess the current state of the processes to
achieve the CtQCs. This analysis must include, but is not limited to, all
required activities established in the organization's Risk Management
standards. All identified gaps are documented and a determination is
made as to 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.
The purpose of quality assurance and control design is to ensure all

processes can create products or services that meet the CtQCs, by
minimizing defects from occurring (or meeting the specified
tolerances for performance). For example, the implementation,
alignment, and adherence of work activities to the EQ Framework is
considered a quality assurance activity. In planning Quality assurance
and activities, the concepts of ‘fit for purpose’ (does the product or
service meet the intended purpose) and ‘right the first time’
(elimination of mistakes, errors, or defects) must be considered.
A plan for quality defines how the CTQ characteristics will be

achieved, controlled, assured and managed throughout the entire
lifecycle of a product or service. The definition of this may be a
separate quality plan or can be the inclusion/alignment of the EQ
Framework in existing plans. At a minimum, all plans for quality must
include the following: requirements, CtQCs, a preventive quality
assessment, description of how the product or service is going to be
verified, criteria against which the verification is to be assessed, how
any nonconformance to those requirements will be managed, and the
records that will be kept to demonstrate conformity.

Definition
Evaluation compares the work outcomes with respect to quality
characteristics against the intended results as designed. It serves as a
check for: • Initiating non-conformance management • Identifying
long-term root cause analyses • Providing test and compliance data
for future analyses Requirements may include both in-process or
output standards in addition to customer outcome standards. In
particular, key process indicators (KPI’s) and critical to quality (CTQ)
characteristics must be used as the basis for any evaluation and test
methodology.
The evaluation of performance is done through periodic or episodic

testing against the established standards for quality characteristics.
For periodic tests/audits, a schedule is created which is designed to
provide sufficient time to make any required adjustments to the
process or system to maintain the desired level of quality. Episodic
testing is conducted whenever a known non-conformance or fault
occurs which results in outputs or outcomes known to be
unsatisfactory to performance requirements
The purpose of recording results is to provide documented evidence

for (minimally): • Audit requirements by external parties • Non-
conformance management • Management reporting requirements
• Trend analysis and quality improvement Results should be
maintained electronically, in corporate standard format(s), and owned
by a designated function or role. Access to results should be provided
on an as needed basis to appropriate stakeholders with appropriate
levels of editing rights.
Dispositioning of results is the action of deciding whether to take

additional action based upon the results of the test(s)/audit(s). For
conforming outputs and outcomes, the only additional actions may be
to record the results of the decision. For non-conforming output or
outcomes, the decisions will be determined by the non-conformance
management process.

Definition
The purpose of determining sample significance includes: •
Determining whether or not the sample is representative of the larger
output or outcome • Determining if the sample meets or does not
meet the requirements • Identifying the conditions for acceptance,
rejection, remediation, and prevention For each key process indicator
(KPI), CtQCs, or other dimension assessed, significance is assigned
individually.
Summarizing results of the test(s)/audit(s) provides insights and

indicators derived from the raw data. It serves as a basis for informing
post-assessment actions by providing information separating
significant from insignificant results. Summaries may be shown in
various forms, including charts, tables, statistical test results, or
written findings and conclusions.
(input into non-conformance or drive improvement)
This process includes the effort to analyze nonconformance events

and determine the need for corrective and/or preventative action(s).
The level of analysis may include root cause, risk exposure and other
evaluations that will be necessary to properly review and
approve/reject subsequent actions. Recommended actions may
include corrective, preventative or no action based upon the impact
and likelihood of reoccurrence. Approval will be based upon
cost/benefit, risk exposure and other pertinent factors. Determination
of not only what action(s) but also timing and assignment of
responsibility will occur. If correct/preventive actions are needed, this
will trigger the Preventive Action process.

Definition
The "manage change" process group includes all processes involved
in implementing and facilitating major changes throughout an
organization or in a selected unit, department, division, etc. The
needed changes are typically identified in process groups "create and
manage organizational performance strategy," "benchmark
performance," or "manage strategic initiatives." "Manage change"
deals with the activities necessary to plan, develop, implement, and
monitor those changes. These are often project related processes for
activities that may have a set start and end date. However, activities
in the process "sustain improvement" may continue periodically well
into the future. In some organizations, monitoring and sustaining
improvement takes place within the other process categories specific
to the area of the business where the change occurred, and those
organizations track change-related processes in those appropriate
categories.
The Plan for change process involves all processes, from selecting the
methodology for implementation to identifying stakeholders,
resources, and preliminary measures. It also includes the identification
of any barriers to the change and the formation of the team who will
implement the change. Although the change methodology is selected
in this process, the change itself is not extensively designed until
process 12.4.2 Design the change. 12.4.1 is a planning and foundation
laying process.
During the Design the change process, the change team aligns the
change with other activities already in place or planned for the
organization. It develops specific training and implementation plans,
including communication schedules, new role assignments, and
budgets.

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

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

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

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

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

Definition
The process "measure and benchmark" encompasses the processes
required to develop a strategy for monitoring and improving the
performance of an organization including creating and managing
organizational performance strategy and benchmarking performance.

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

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

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

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

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

Definition
The Measure cycle time process includes all activities associated with
measuring how long it takes to perform certain processes or cycles of
action. This process will vary depending on which activities and
business components are being measured. Organizations typically
include the measurement of cycles like customer response time,
invoicing, or order to cash under this process. Some organizations
choose to include measurement analysis in this process. Actions taken
based on the measurement typically exist as activities within process
group 12.4 Manage change or within the other function specific
categories. (For example, if measures indicate that the invoicing cycle
is taking too long or is inconsistent, the resulting actions would take
place within process 8.2.2 Invoice customer.)
Process group 12.2 Benchmark performance encompasses all the

processes required to compare organizational performance internally
or externally with other organizations. Some organizations run
benchmarking through a central group or department. In other cases,
benchmarking takes place as part of a specific project or within a
particular department that sees the need to compare its performance
with other departments or organizations
In order to benchmark, an organization must first examine its own

performance. The Conduct performance assessments process includes
activities related to measuring, researching, and recording the
performance of people, processes, mechanisms, or other areas of the
business that the organization wants to benchmark or track. Usually,
these assessments are performed on a regular cycle to monitor long-
term performance. But this can also refer to an in-depth pre
benchmarking exercise to look at specific process that might not be
regularly assessed.

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

degree needed process, the organization examines its performance
against that of the benchmarked organizations or entities. It notes the
differences between organizational performance and that of the
benchmarked standard and studies those differences to identify what
specific changes need to be made. The organization determines how
much its performance needs to change to meet expectations and help
the organization reach its strategic goals.
The process group "manage environmental health and safety"

concerns the management of environmental, health, and safety risks,
including: environment, occupational health and safety, community
health and safety, and construction/decommissioning. This process
group includes determining the environmental, health, and safety
impacts of an organization’s products, services, and operations;
developing and executing business unit/functional EHS programs; and
training and educating employees. It also covers monitoring and
managing business unit/functional EHS management programs,
ensuring compliance with regulations, and managing remediation
efforts.

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID
10002 1.0 Develop Vision and Strategy Process Efficiency 101337
10002 1.0 Develop Vision and Strategy Process Efficiency 101339
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100694

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Cycle Time 103464

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Process Efficiency 100946

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Staff Productivity 104463

Process
Element Hierarchy

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Supplemental 102458
Information
Information
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information
Information
Information
Information
Information
Information
Information
10004 3.0 Market and Sell Products and Services Process Efficiency 101833

Process
Element Hierarchy
10004 3.0 Market and Sell Products and Services Supplemental 101831
Information
Information
Information
Information
Information
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information
Information
Information
Information
Information
Information
Information
Information
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 103486

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10007 7.0 Develop and Manage Human Capital Process Efficiency 105354

Process
Element Hierarchy
10007 7.0 Develop and Manage Human Capital Staff Productivity 101335

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10007 7.0 Develop and Manage Human Capital Supplemental 105388

Information
Information
Information

Information
Information
Information

Process
Element Hierarchy
Information

Information
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information
Information

Information

Information

Information

Information

Information

Information

Information
Information

Process
Element Hierarchy
Information

Information

Information

Information
10008 8.0 Manage Information Technology (IT) Cost Effectiveness 100441

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10008 8.0 Manage Information Technology (IT) Cycle Time 105051

Process
Element Hierarchy

Process
Element Hierarchy
10008 8.0 Manage Information Technology (IT) Process Efficiency 100970

Process
Element Hierarchy
10008 8.0 Manage Information Technology (IT) Staff Productivity 105061
10008 8.0 Manage Information Technology (IT) Supplemental 101770

Information

Process
Element Hierarchy
Information

Information

Information

Information

Process
Element Hierarchy
Information

Information
Information
Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information
Information
Information
Information
Information
Information

Information

Process
Element Hierarchy
Information

Information

Information
Information
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information
Information
Information
10017 1.1.1 Assess the external environment Supplemental 101747
Information
10061 2.1.1 Manage product and service portfolio Cost Effectiveness 105214
10061 2.1.1 Manage product and service portfolio Process Efficiency 105213

Process
Element Hierarchy
10061 2.1.1 Manage product and service portfolio Supplemental 105217
Information

Information

Information

Information
10062 2.3 Develop products and services Cost Effectiveness 103512
10062 2.3 Develop products and services Cost Effectiveness 103924
10062 2.3 Develop products and services Process Efficiency 103119

Process
Element Hierarchy
10062 2.3 Develop products and services Process Efficiency 103120
10062 2.3 Develop products and services Supplemental 105221

Information
10062 2.3 Develop products and services Supplemental 105226

Information
10065 2.2.1 Perform discovery research Supplemental 105240

Information
10065 2.2.1 Perform discovery research Supplemental 105241
Information
10101 3.1 Understand markets, customers, and capabilities Supplemental 104740
Information

Information

Information

Information

Process
Element Hierarchy
Information
10102 3.2 Develop marketing strategy Process Efficiency 100479
10103 3.4 Develop sales strategy Cost Effectiveness 100027
10105 3.5 Develop and manage sales plans Process Efficiency 100213
10105 3.5 Develop and manage sales plans Supplemental 102530

Information

Process
Element Hierarchy
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104751
10129 3.4.1 Develop sales forecast Process Efficiency 104838
10131 3.4.3 Establish overall sales budgets Cost Effectiveness 103165
10149 3.3.2 Establish marketing budgets Cost Effectiveness 100025
10149 3.3.2 Establish marketing budgets Cost Effectiveness 100859
10151 3.3.3 Develop and manage pricing Cost Effectiveness 104639

Process
Element Hierarchy
10153 3.3.5 Track customer management measures Supplemental 104631
Information
10183 3.5.2 Manage customers and accounts Supplemental 104763

Information
10184 3.5.1.8 Manage customer sales calls Cycle Time 104636
10184 3.5.1.8 Manage customer sales calls Process Efficiency 102339
10184 3.5.1.8 Manage customer sales calls Process Efficiency 102456
10184 3.5.1.8 Manage customer sales calls Staff Productivity 104769
10184 3.5.1.8 Manage customer sales calls Supplemental 104638

Information
10184 3.5.1.8 Manage customer sales calls Supplemental 104764
Information
10185 3.5.4 Manage sales orders Cost Effectiveness 100126

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10185 3.5.4 Manage sales orders Cycle Time 100170
10185 3.5.4 Manage sales orders Process Efficiency 100731

Process
Element Hierarchy
10185 3.5.4 Manage sales orders Staff Productivity 102529

Process
Element Hierarchy
10185 3.5.4 Manage sales orders Supplemental 100772
Information
Information
Information
Information
Information
Information
Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information
Information
Information

Information
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information
10198 3.5.4.5 Enter orders into system Supplemental 105246
Information
10215 4.1 Plan for and align supply chain resources Cost Effectiveness 100654

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10215 4.1 Plan for and align supply chain resources Process Efficiency 104175

Process
Element Hierarchy
10215 4.1 Plan for and align supply chain resources Staff Productivity 101218
10215 4.1 Plan for and align supply chain resources Staff Productivity 104193
10215 4.1 Plan for and align supply chain resources Supplemental 100687
Information
10216 4.2 Procure materials and services Cost Effectiveness 103387

Process
Element Hierarchy
10216 4.2 Procure materials and services Cycle Time 103094

Process
Element Hierarchy
10216 4.2 Procure materials and services Process Efficiency 100385

Process
Element Hierarchy

Process
Element Hierarchy
10216 4.2 Procure materials and services Staff Productivity 104129

Process
Element Hierarchy
10216 4.2 Procure materials and services Supplemental 102424

Information
Information

Information

Information
Information
Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Information

Information
Information

Process
Element Hierarchy
Information
10217 4.3 Produce/Manufacture/Deliver product Cost Effectiveness 100820

Process
Element Hierarchy
10217 4.3 Produce/Manufacture/Deliver product Cycle Time 100690
10217 4.3 Produce/Manufacture/Deliver product Cycle Time 100697

10217 4.3 Produce/Manufacture/Deliver product Process Efficiency 100790
10217 4.3 Produce/Manufacture/Deliver product Staff Productivity 104202

Process
Element Hierarchy
10217 4.3 Produce/Manufacture/Deliver product Staff Productivity 105248
10218 6.3.3 Service products Cost Effectiveness 104782
10218 6.3.3 Service products Supplemental 100683

Information

Information

Information
10219 4.4 Manage logistics and warehousing Cost Effectiveness 103505

Process
Element Hierarchy

Process
Element Hierarchy
10219 4.4 Manage logistics and warehousing Cycle Time 100509

Process
Element Hierarchy
10219 4.4 Manage logistics and warehousing Process Efficiency 100706

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10219 4.4 Manage logistics and warehousing Staff Productivity 105152
10219 4.4 Manage logistics and warehousing Supplemental 100744

Information

Process
Element Hierarchy
Information

Information

Information
10277 4.2.1 Develop sourcing strategies Cost Effectiveness 102904

Process
Element Hierarchy
10277 4.2.1 Develop sourcing strategies Process Efficiency 100666

Process
Element Hierarchy
10278 4.2.2 Select suppliers and develop/maintain contracts Cost Effectiveness 104477

Process
Element Hierarchy
10278 4.2.2 Select suppliers and develop/maintain contracts Process Efficiency 103171

Process
Element Hierarchy
10278 4.2.2 Select suppliers and develop/maintain contracts Supplemental 105194

Information
10279 4.2.3 Order materials and services Cost Effectiveness 102978

Process
Element Hierarchy

Process
Element Hierarchy
10279 4.2.3 Order materials and services Cycle Time 104915
10279 4.2.3 Order materials and services Process Efficiency 101071
10279 4.2.3 Order materials and services Staff Productivity 105162

Process
Element Hierarchy
10279 4.2.3 Order materials and services Supplemental 104897

Information
Information
Information

Information

Information

Information

Information
Information
Information
Information

Process
Element Hierarchy
Information

Information

Information

Information
Information

Information

Information

Information
Information
Information
Information
Information

Process
Element Hierarchy
10280 4.2.4 Manage suppliers Cost Effectiveness 102863

Process
Element Hierarchy
10280 4.2.4 Manage suppliers Process Efficiency 100102
10280 4.2.4 Manage suppliers Supplemental 105206

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information
10281 4.2.1.1 Develop procurement plan Supplemental 105207

Information
10297 4.2.3.6 Record receipt of goods Cost Effectiveness 105035

Process
Element Hierarchy
10297 4.2.3.6 Record receipt of goods Staff Productivity 105031
10297 4.2.3.6 Record receipt of goods Supplemental 105015

Information
Information
Information
Information
10304 4.3.2 Produce product Cycle Time 100854
10304 4.3.2 Produce product Process Efficiency 103126

Process
Element Hierarchy
10338 4.4.1 Provide logistics governance Cost Effectiveness 101470

Process
Element Hierarchy
10338 4.4.1 Provide logistics governance Process Efficiency 100648
10338 4.4.1 Provide logistics governance Process Efficiency 101224
10339 4.4.2 Plan and manage inbound material flow Cost Effectiveness 101510

Process
Element Hierarchy
10339 4.4.2 Plan and manage inbound material flow Process Efficiency 101235
10339 4.4.2 Plan and manage inbound material flow Supplemental 103075
Information
10340 4.4.3 Operate warehousing Cost Effectiveness 101507

Process
Element Hierarchy
10340 4.4.3 Operate warehousing Cycle Time 103072
10340 4.4.3 Operate warehousing Cycle Time 100677
10340 4.4.3 Operate warehousing Process Efficiency 100712

Process
Element Hierarchy
10340 4.4.3 Operate warehousing Staff Productivity 100882
10340 4.4.3 Operate warehousing Staff Productivity 100888
10340 4.4.3 Operate warehousing Supplemental 101439

Information

Process
Element Hierarchy
10340 4.4.3 Operate warehousing Supplemental 102067
Information
10341 4.4.4 Operate outbound transportation Cost Effectiveness 101505

Process
Element Hierarchy
10341 4.4.4 Operate outbound transportation Cycle Time 100520
10341 4.4.4 Operate outbound transportation Process Efficiency 102597

Process
Element Hierarchy
10341 4.4.4 Operate outbound transportation Supplemental 102592

Information
Information

Information
10374 4.3.3.2 Perform testing using the standard testing Cost Effectiveness 105027
procedure
procedure

Process
Element Hierarchy
procedure
procedure
10374 4.3.3.2 Perform testing using the standard testing Staff Productivity 105023
procedure
procedure
procedure
procedure
10378 6.1 Develop customer care/customer service strategy Cost Effectiveness 101465

Process
Element Hierarchy
10378 6.1 Develop customer care/customer service strategy Process Efficiency 100992
10378 6.1 Develop customer care/customer service strategy Supplemental 104538

Information
10379 6.2 Plan and manage customer service contacts Additional 105420
Operational Metrics

Process
Element Hierarchy
10379 6.2 Plan and manage customer service contacts Additional 105421
Operational Metrics
10379 6.2 Plan and manage customer service contacts Cost Effectiveness 104502

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10379 6.2 Plan and manage customer service contacts Cycle Time 103145
10379 6.2 Plan and manage customer service contacts Process Efficiency 100320

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10379 6.2 Plan and manage customer service contacts Staff Productivity 104121
10379 6.2 Plan and manage customer service contacts Staff Productivity 104123
10379 6.2 Plan and manage customer service contacts Supplemental 102102
Information

Process
Element Hierarchy
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information
Information
Information
Information
Information
Information
Information
Information
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information
Information
Information
Information
10380 6.5 Evaluate customer service operations and Process Efficiency 100495
customer satisfaction
10383 6.1.5 Establish target service level for each customer Process Efficiency 103177
segment
10387 6.2.1 Plan and manage customer service work force Process Efficiency 100735
10387 6.2.1 Plan and manage customer service work force Process Efficiency 100736
10388 6.2.2 Manage customer service problems, requests, and Cycle Time 104515
inquiries
inquiries
inquiries
inquiries

Process
Element Hierarchy
inquiries
10388 6.2.2 Manage customer service problems, requests, and Process Efficiency 104503
inquiries
inquiries
inquiries
inquiries
inquiries
inquiries
inquiries
inquiries
inquiries
10388 6.2.2 Manage customer service problems, requests, and Supplemental 104528
inquiries Information

Process
Element Hierarchy

Process
Element Hierarchy
10410 7.2 Recruit, source, and select employees Cost Effectiveness 103877

Process
Element Hierarchy
10410 7.2 Recruit, source, and select employees Cycle Time 100565

Process
Element Hierarchy
10410 7.2 Recruit, source, and select employees Process Efficiency 100869
10410 7.2 Recruit, source, and select employees Staff Productivity 100493

Process
Element Hierarchy
10410 7.2 Recruit, source, and select employees Staff Productivity 101348
10410 7.2 Recruit, source, and select employees Supplemental 101365

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Information

Information

Information
Information

Process
Element Hierarchy
Information

Information

Information

Information

Information
Information
Information

Process
Element Hierarchy
Information
Information
Information
Information

Information
10411 7.3 Develop and counsel employees Cost Effectiveness 100110

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10411 7.3 Develop and counsel employees Cycle Time 100293
10411 7.3 Develop and counsel employees Cycle Time 100295
10411 7.3 Develop and counsel employees Process Efficiency 100999
10411 7.3 Develop and counsel employees Staff Productivity 100484

Process
Element Hierarchy
10411 7.3 Develop and counsel employees Supplemental 101363

Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information
Information

Information

Information
Information
10412 7.5 Reward and retain employees Cost Effectiveness 103894

Process
Element Hierarchy
10412 7.5 Reward and retain employees Cycle Time 100299
10412 7.5 Reward and retain employees Cycle Time 100302
10412 7.5 Reward and retain employees Process Efficiency 100324

Process
Element Hierarchy
10412 7.5 Reward and retain employees Process Efficiency 101137
10412 7.5 Reward and retain employees Staff Productivity 100492
10412 7.5 Reward and retain employees Supplemental 100907

Information

Information
Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information
10413 7.6 Redeploy and retire employees Cost Effectiveness 103878

Process
Element Hierarchy
10413 7.6 Redeploy and retire employees Cycle Time 100298
10413 7.6 Redeploy and retire employees Cycle Time 100301
10413 7.6 Redeploy and retire employees Process Efficiency 101124
10413 7.6 Redeploy and retire employees Staff Productivity 101276
10413 7.6 Redeploy and retire employees Staff Productivity 100491
10413 7.6 Redeploy and retire employees Supplemental 104714

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information
Information
10443 7.2.4 Manage new hire/re-hire Cycle Time 100571
10443 7.2.4 Manage new hire/re-hire Cycle Time 104723
10443 7.2.4 Manage new hire/re-hire Process Efficiency 102606

Process
Element Hierarchy
10443 7.2.4 Manage new hire/re-hire Supplemental 102326

Information
10443 7.2.4 Manage new hire/re-hire Supplemental 101340

Information
10469 7.3.1 Manage employee orientation and deployment Cost Effectiveness 104566
10469 7.3.1 Manage employee orientation and deployment Cost Effectiveness 104571

Process
Element Hierarchy
10469 7.3.1 Manage employee orientation and deployment Supplemental 104576
Information
10470 7.3.2 Manage employee performance Cost Effectiveness 104567
10470 7.3.2 Manage employee performance Cost Effectiveness 104572
10470 7.3.2 Manage employee performance Cycle Time 104029
10470 7.3.2 Manage employee performance Process Efficiency 102302

Process
Element Hierarchy
10470 7.3.2 Manage employee performance Supplemental 104577

Information
10472 7.3.3 Manage employee development Cost Effectiveness 104569
10472 7.3.3 Manage employee development Cost Effectiveness 104574
10472 7.3.3 Manage employee development Supplemental 104579

Information
10473 7.3.4 Develop and train employees Cost Effectiveness 100823

Process
Element Hierarchy
10473 7.3.4 Develop and train employees Cycle Time 104595

Process
Element Hierarchy
10473 7.3.4 Develop and train employees Process Efficiency 101040

Process
Element Hierarchy
10473 7.3.4 Develop and train employees Staff Productivity 104585
10473 7.3.4 Develop and train employees Staff Productivity 100488
10473 7.3.4 Develop and train employees Supplemental 104580

Information

Information
Information
Information
Information

Information

Information

Process
Element Hierarchy
Information

Information
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102245
management training programs Information

Process
Element Hierarchy
10494 7.5.1 Develop and manage reward, recognition, and Cost Effectiveness 100109
motivation programs
10494 7.5.1 Develop and manage reward, recognition, and Process Efficiency 102292
motivation programs
motivation programs
motivation programs
10497 7.5.4 Administer payroll Cost Effectiveness 104046
10497 7.5.4 Administer payroll Cost Effectiveness 104047

Process
Element Hierarchy
10497 7.5.4 Administer payroll Process Efficiency 101082
10497 7.5.4 Administer payroll Staff Productivity 100490
10513 7.6.2 Manage separation Cost Effectiveness 104147
10513 7.6.2 Manage separation Cycle Time 100523
10513 7.6.2 Manage separation Process Efficiency 101293

Process
Element Hierarchy
10513 7.6.2 Manage separation Supplemental 104125

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information
Information
10523 7.7.2 Manage employee inquiry process Cycle Time 100303

Process
Element Hierarchy
10523 7.7.2 Manage employee inquiry process Supplemental 101364

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information
10531 7.4.4 Manage employee grievances Cycle Time 100584
10563 8.1 Manage the business of information technology Cost Effectiveness 102943

Process
Element Hierarchy

Process
Element Hierarchy
10563 8.1 Manage the business of information technology Cycle Time 103433
10563 8.1 Manage the business of information technology Cycle Time 103437
10563 8.1 Manage the business of information technology Process Efficiency 100831
10563 8.1 Manage the business of information technology Supplemental 104995

Information

Process
Element Hierarchy
Information

Information

Information

Information
Information
Information
Information

Process
Element Hierarchy
Information
10564 8.2 Develop and manage IT customer relationships Cost Effectiveness 101483

Process
Element Hierarchy
10564 8.2 Develop and manage IT customer relationships Process Efficiency 100830

Process
Element Hierarchy
10564 8.2 Develop and manage IT customer relationships Process Efficiency 101310
10564 8.2 Develop and manage IT customer relationships Supplemental 104552

Information

Information

Information

Process
Element Hierarchy
Information
10565 8.4 Manage enterprise information Cost Effectiveness 103942

Process
Element Hierarchy
10565 8.4 Manage enterprise information Cost Effectiveness 105007
10565 8.4 Manage enterprise information Cycle Time 100338
10565 8.4 Manage enterprise information Process Efficiency 103485

Process
Element Hierarchy
10565 8.4 Manage enterprise information Supplemental 104994

Information

Information

Information

Process
Element Hierarchy
Information

Information

Process
Element Hierarchy
10566 8.5 Develop and maintain information technology Cost Effectiveness 101482
solutions
solutions
solutions
solutions
solutions
solutions
solutions

Process
Element Hierarchy
10566 8.5 Develop and maintain information technology Cycle Time 105065
solutions
solutions
solutions
solutions
solutions
solutions
solutions
solutions
solutions

Process
Element Hierarchy
solutions
solutions
solutions
solutions
10566 8.5 Develop and maintain information technology Process Efficiency 100829
solutions
solutions
solutions
solutions
solutions
solutions
solutions

Process
Element Hierarchy
solutions
solutions
solutions
10566 8.5 Develop and maintain information technology Supplemental 104351

solutions Information




Process
Element Hierarchy






10567 8.6 Deploy information technology solutions Cost Effectiveness 101476

Process
Element Hierarchy
10567 8.6 Deploy information technology solutions Cycle Time 104930
10567 8.6 Deploy information technology solutions Process Efficiency 100828

Process
Element Hierarchy
10567 8.6 Deploy information technology solutions Supplemental 104555

Information
Information

Process
Element Hierarchy
Information

Information
10568 8.7 Deliver and support information technology Cost Effectiveness 101475
services
services
services
services
services
services

Process
Element Hierarchy
services
services
services
services
10568 8.7 Deliver and support information technology Cycle Time 100333
services
10568 8.7 Deliver and support information technology Process Efficiency 100827
services
services
services

Process
Element Hierarchy
services
services
services
services
services
10568 8.7 Deliver and support information technology Supplemental 102729

services Information



Process
Element Hierarchy
10570 8.1.1 Develop the enterprise IT strategy Process Efficiency 104655
10575 8.1.5 Evaluate and communicate IT business value and Cost Effectiveness 104653
performance
performance
performance
10575 8.1.5 Evaluate and communicate IT business value and Process Efficiency 104647
performance
10575 8.1.5 Evaluate and communicate IT business value and Process Efficiency 104648
performance
10575 8.1.5 Evaluate and communicate IT business value and Staff Productivity 104677
performance
10578 8.2.1 Develop IT services and solutions strategy Cost Effectiveness 104672
10578 8.2.1 Develop IT services and solutions strategy Cycle Time 104643

Process
Element Hierarchy
10578 8.2.1 Develop IT services and solutions strategy Cycle Time 104644
10578 8.2.1 Develop IT services and solutions strategy Process Efficiency 104651
10578 8.2.1 Develop IT services and solutions strategy Staff Productivity 104678
10581 8.2.4 Manage IT customer satisfaction Cost Effectiveness 104673
10581 8.2.4 Manage IT customer satisfaction Process Efficiency 104649
10581 8.2.4 Manage IT customer satisfaction Staff Productivity 104676

Process
Element Hierarchy
10583 8.4.1 Develop information and content management Cost Effectiveness 101484
strategies
strategies
strategies
strategies
strategies
strategies
10583 8.4.1 Develop information and content management Process Efficiency 101304
strategies

Process
Element Hierarchy
10583 8.4.1 Develop information and content management Supplemental 101846
strategies Information
10584 8.4.2 Define the enterprise information architecture Cost Effectiveness 101469
10584 8.4.2 Define the enterprise information architecture Process Efficiency 101297

Process
Element Hierarchy
10584 8.4.2 Define the enterprise information architecture Supplemental 101840
Information
10585 8.4.3 Manage information resources Cost Effectiveness 101497
10585 8.4.3 Manage information resources Process Efficiency 101315

Process
Element Hierarchy
10585 8.4.3 Manage information resources Supplemental 101848
Information
10586 8.4.4 Perform enterprise data and content management Cost Effectiveness 101509

Process
Element Hierarchy
10586 8.4.4 Perform enterprise data and content management Process Efficiency 101326
10586 8.4.4 Perform enterprise data and content management Supplemental 101850
Information
10587 8.5.1 Develop the IT development strategy Cost Effectiveness 104656
10587 8.5.1 Develop the IT development strategy Cost Effectiveness 104657
10590 8.5.4 Create IT services and solutions Cost Effectiveness 104662

Process
Element Hierarchy
10590 8.5.4 Create IT services and solutions Cycle Time 104645
10590 8.5.4 Create IT services and solutions Cycle Time 104646
10590 8.5.4 Create IT services and solutions Process Efficiency 104642
10590 8.5.4 Create IT services and solutions Staff Productivity 104679
10591 8.5.5 Maintain IT services and solutions Process Efficiency 104666
10592 8.6.1 Develop the IT deployment strategy Supplemental 104982

Information
10592 8.6.1 Develop the IT deployment strategy Supplemental 104983
Information
10599 8.7.5 Support IT services and solutions Cost Effectiveness 104675
10599 8.7.5 Support IT services and solutions Process Efficiency 104665

Process
Element Hierarchy
10599 8.7.5 Support IT services and solutions Process Efficiency 104669
10599 8.7.5 Support IT services and solutions Staff Productivity 104680
10599 8.7.5 Support IT services and solutions Supplemental 104976

Information
10599 8.7.5 Support IT services and solutions Supplemental 104977
Information
10728 9.1 Perform planning and management accounting Cost Effectiveness 103065

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10728 9.1 Perform planning and management accounting Process Efficiency 101089
10728 9.1 Perform planning and management accounting Process Efficiency 101172
10728 9.1 Perform planning and management accounting Supplemental 102050

Information
10729 9.2 Perform revenue accounting Cost Effectiveness 103514

Process
Element Hierarchy
10729 9.2 Perform revenue accounting Cost Effectiveness 105082
10729 9.2 Perform revenue accounting Process Efficiency 101042
10729 9.2 Perform revenue accounting Supplemental 102017

Information
10730 9.3 Perform general accounting and reporting Cost Effectiveness 103550

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10730 9.3 Perform general accounting and reporting Cycle Time 100613
10730 9.3 Perform general accounting and reporting Process Efficiency 100981

Process
Element Hierarchy
10730 9.3 Perform general accounting and reporting Process Efficiency 104843
10730 9.3 Perform general accounting and reporting Supplemental 102048

Information
10731 9.4 Manage fixed-asset project accounting Process Efficiency 101161
10731 9.4 Manage fixed-asset project accounting Supplemental 102039

Information

Process
Element Hierarchy
10732 9.5 Process payroll Cost Effectiveness 103945

Process
Element Hierarchy
10732 9.5 Process payroll Cycle Time 100152

Process
Element Hierarchy
10732 9.5 Process payroll Process Efficiency 105268
10732 9.5 Process payroll Staff Productivity 101372
10732 9.5 Process payroll Staff Productivity 100920
10732 9.5 Process payroll Supplemental 102057

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information
Information
Information

Process
Element Hierarchy
Information
Information

Information
10733 9.6 Process accounts payable and expense Cost Effectiveness 103971
reimbursements
reimbursements

Process
Element Hierarchy
reimbursements
reimbursements

Process
Element Hierarchy
reimbursements
reimbursements
reimbursements
reimbursements
10733 9.6 Process accounts payable and expense Process Efficiency 101095
reimbursements

Process
Element Hierarchy
10733 9.6 Process accounts payable and expense Supplemental 102018
reimbursements Information


Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10734 9.7 Manage treasury operations Cost Effectiveness 104806
10734 9.7 Manage treasury operations Process Efficiency 101167
10734 9.7 Manage treasury operations Process Efficiency 103152

Process
Element Hierarchy
10734 9.7 Manage treasury operations Staff Productivity 104617
10734 9.7 Manage treasury operations Supplemental 104776

Information
10734 9.7 Manage treasury operations Supplemental 102045
Information
10735 9.8 Manage internal controls Cost Effectiveness 103051

Process
Element Hierarchy

Process
Element Hierarchy
10735 9.8 Manage internal controls Process Efficiency 101163

Process
Element Hierarchy
10735 9.8 Manage internal controls Supplemental 102041
Information
10736 9.9 Manage taxes Cost Effectiveness 104807
10736 9.9 Manage taxes Cost Effectiveness 104894
10736 9.9 Manage taxes Process Efficiency 101165
10736 9.9 Manage taxes Supplemental 102043

Information
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 101574

Process
Element Hierarchy

Process
Element Hierarchy
10738 9.1.1 Perform planning/budgeting/forecasting Cycle Time 100160
10738 9.1.1 Perform planning/budgeting/forecasting Process Efficiency 100892

Process
Element Hierarchy
10738 9.1.1 Perform planning/budgeting/forecasting Staff Productivity 105134
10738 9.1.1 Perform planning/budgeting/forecasting Supplemental 102027

Information
10739 9.1.2 Perform cost accounting and control Supplemental 102059

Information
10739 9.1.2 Perform cost accounting and control Supplemental 105140

Information
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 102921

Process
Element Hierarchy

Process
Element Hierarchy
10741 9.1.4 Evaluate and manage financial performance Cycle Time 100616
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 101019

Process
Element Hierarchy
10741 9.1.4 Evaluate and manage financial performance Staff Productivity 103159
10741 9.1.4 Evaluate and manage financial performance Supplemental 100684

Information

Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information
10742 9.2.1 Process customer credit Cost Effectiveness 103010
10742 9.2.1 Process customer credit Cycle Time 100561

10742 9.2.1 Process customer credit Process Efficiency 101078

Process
Element Hierarchy
10742 9.2.1 Process customer credit Process Efficiency 101114
10742 9.2.1 Process customer credit Staff Productivity 100878
10742 9.2.1 Process customer credit Staff Productivity 100902
10742 9.2.1 Process customer credit Supplemental 102034

Information
10743 9.2.2 Invoice customer Cost Effectiveness 101561

Process
Element Hierarchy
10743 9.2.2 Invoice customer Cycle Time 100558
10743 9.2.2 Invoice customer Cycle Time 100164
10743 9.2.2 Invoice customer Process Efficiency 101035

Process
Element Hierarchy
10743 9.2.2 Invoice customer Staff Productivity 101280
10743 9.2.2 Invoice customer Staff Productivity 101287
10743 9.2.2 Invoice customer Supplemental 101870

Information

Information

Information
Information
Information
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 101581

Process
Element Hierarchy

Process
Element Hierarchy
10744 9.2.3 Process accounts receivable (AR) Cycle Time 100178
10744 9.2.3 Process accounts receivable (AR) Cycle Time 100581
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 103167

Process
Element Hierarchy
10744 9.2.3 Process accounts receivable (AR) Staff Productivity 101395
10744 9.2.3 Process accounts receivable (AR) Supplemental 101278

Information
Information

Information

Process
Element Hierarchy
Information

Information
10745 9.2.4 Manage and process collections Cost Effectiveness 101563

Process
Element Hierarchy
10745 9.2.4 Manage and process collections Process Efficiency 101048
10745 9.2.4 Manage and process collections Staff Productivity 104115
10745 9.2.4 Manage and process collections Staff Productivity 100796

Process
Element Hierarchy
10745 9.2.4 Manage and process collections Supplemental 102013
Information
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 101562
10746 9.2.5 Manage and process adjustments/deductions Cycle Time 100628

Process
Element Hierarchy
10746 9.2.5 Manage and process adjustments/deductions Process Efficiency 101043
10746 9.2.5 Manage and process adjustments/deductions Staff Productivity 100880
10746 9.2.5 Manage and process adjustments/deductions Supplemental 102012

Information
10747 9.3.1 Manage policies and procedures Cost Effectiveness 101593

Process
Element Hierarchy
10747 9.3.1 Manage policies and procedures Process Efficiency 101054
10747 9.3.1 Manage policies and procedures Supplemental 102015

Information

Process
Element Hierarchy
10747 9.3.1 Manage policies and procedures Supplemental 104846
Information
10748 9.3.2 Perform general accounting Cost Effectiveness 101596

Process
Element Hierarchy
10748 9.3.2 Perform general accounting Cycle Time 104615
10748 9.3.2 Perform general accounting Cycle Time 100625
10748 9.3.2 Perform general accounting Process Efficiency 100848

Process
Element Hierarchy
10748 9.3.2 Perform general accounting Staff Productivity 101330
10748 9.3.2 Perform general accounting Staff Productivity 100875
10748 9.3.2 Perform general accounting Supplemental 100874

Information
Information

Information

Information

Process
Element Hierarchy
10749 9.3.3 Perform fixed-asset accounting Cost Effectiveness 100456

Process
Element Hierarchy

Process
Element Hierarchy
10749 9.3.3 Perform fixed-asset accounting Cycle Time 100591

10749 9.3.3 Perform fixed-asset accounting Process Efficiency 100307

Process
Element Hierarchy
10749 9.3.3 Perform fixed-asset accounting Staff Productivity 101329
10749 9.3.3 Perform fixed-asset accounting Supplemental 100868

Information
Information

Process
Element Hierarchy
Information

Information

Information

Information
10750 9.3.4 Perform financial reporting Cost Effectiveness 101599

Process
Element Hierarchy
10750 9.3.4 Perform financial reporting Cycle Time 100162

Process
Element Hierarchy
10750 9.3.4 Perform financial reporting Process Efficiency 101090
10750 9.3.4 Perform financial reporting Supplemental 104852

Information
10750 9.3.4 Perform financial reporting Supplemental 102021

Information
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 100008

Process
Element Hierarchy
10751 9.4.1 Perform capital planning and project approval Cycle Time 100586
10751 9.4.1 Perform capital planning and project approval Process Efficiency 101086

Process
Element Hierarchy
10751 9.4.1 Perform capital planning and project approval Supplemental 102019
Information
10752 9.4.2 Perform capital project accounting Cost Effectiveness 101577
10752 9.4.2 Perform capital project accounting Process Efficiency 100896
10752 9.4.2 Perform capital project accounting Process Efficiency 101088

Process
Element Hierarchy
10752 9.4.2 Perform capital project accounting Supplemental 102020
Information
10753 9.5.1 Report time Cost Effectiveness 101604

Process
Element Hierarchy
10753 9.5.1 Report time Cycle Time 100540
10753 9.5.1 Report time Process Efficiency 101130
10753 9.5.1 Report time Staff Productivity 101422

Process
Element Hierarchy
10753 9.5.1 Report time Supplemental 102037
Information
10753 9.5.1 Report time Supplemental 102389

Information
10754 9.5.2 Manage pay Cost Effectiveness 101602

Process
Element Hierarchy
10754 9.5.2 Manage pay Cycle Time 100529

Process
Element Hierarchy
10754 9.5.2 Manage pay Process Efficiency 101057
10754 9.5.2 Manage pay Staff Productivity 101334
10754 9.5.2 Manage pay Staff Productivity 101370
10754 9.5.2 Manage pay Supplemental 102014

Information

Process
Element Hierarchy
Information

Information
10755 9.5.3 Process payroll taxes Cost Effectiveness 101605

Process
Element Hierarchy
10755 9.5.3 Process payroll taxes Cycle Time 100534
10755 9.5.3 Process payroll taxes Process Efficiency 101120
10755 9.5.3 Process payroll taxes Process Efficiency 101128

Process
Element Hierarchy
10755 9.5.3 Process payroll taxes Supplemental 102007
Information
10755 9.5.3 Process payroll taxes Supplemental 102387

Information
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105043

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10756 9.6.1 Process accounts payable (AP) Cycle Time 104923
10756 9.6.1 Process accounts payable (AP) Process Efficiency 101108

Process
Element Hierarchy
10756 9.6.1 Process accounts payable (AP) Staff Productivity 101283
10756 9.6.1 Process accounts payable (AP) Supplemental 101285

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information
Information
Information

Information

Information

Process
Element Hierarchy
Information

Information

Information
10757 9.6.2 Process expense reimbursements Cost Effectiveness 101583

Process
Element Hierarchy

Process
Element Hierarchy
10757 9.6.2 Process expense reimbursements Cycle Time 100587
10757 9.6.2 Process expense reimbursements Process Efficiency 101995

Process
Element Hierarchy
10757 9.6.2 Process expense reimbursements Staff Productivity 101419
10757 9.6.2 Process expense reimbursements Staff Productivity 100952
10757 9.6.2 Process expense reimbursements Supplemental 100955

Information
Information

Information

Information

Information

Process
Element Hierarchy
Information
10759 9.7.2 Manage cash Cost Effectiveness 104814
10759 9.7.2 Manage cash Cost Effectiveness 104815
10759 9.7.2 Manage cash Cycle Time 100171
10759 9.7.2 Manage cash Staff Productivity 104810

Process
Element Hierarchy
10762 9.8.1 Establish internal controls, policies, and procedures Cost Effectiveness 101554
10762 9.8.1 Establish internal controls, policies, and procedures Process Efficiency 101018
10762 9.8.1 Establish internal controls, policies, and procedures Supplemental 102006
Information
Information

Process
Element Hierarchy
Information
Information
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information
Information
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 103315
internal controls policies and procedures

Process
Element Hierarchy
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100140

Process
Element Hierarchy
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 100899
10763 9.8.2 Operate controls and monitor compliance with Supplemental 101912
internal controls policies and procedures Information

Process
Element Hierarchy
10764 9.8.3 Report on internal controls compliance Cost Effectiveness 101584
10764 9.8.3 Report on internal controls compliance Process Efficiency 102391
10764 9.8.3 Report on internal controls compliance Process Efficiency 101125
10764 9.8.3 Report on internal controls compliance Supplemental 101459

Information

Information
Information
Information

Process
Element Hierarchy
10876 9.6.1.8 Process payments Process Efficiency 104604
11208 9.7.5 Monitor and execute risk and hedging transactions Cost Effectiveness 104817
11208 9.7.5 Monitor and execute risk and hedging transactions Staff Productivity 104821
11208 9.7.5 Monitor and execute risk and hedging transactions Staff Productivity 104813
11216 11.4 Manage business resiliency Cycle Time 103439

Process
Element Hierarchy
11216 11.4 Manage business resiliency Process Efficiency 101318
11216 11.4 Manage business resiliency Supplemental 104558

Information
11220 8.3 Develop and implement security, privacy, and data Cost Effectiveness 105001
protection controls
11220 8.3 Develop and implement security, privacy, and data Process Efficiency 105218
protection controls
11220 8.3 Develop and implement security, privacy, and data Supplemental 105219
protection controls Information

Process
Element Hierarchy
11220 8.3 Develop and implement security, privacy, and data Supplemental 104991
protection controls Information
12658 6.3 Service products after sales Cost Effectiveness 104854
12658 6.3 Service products after sales Cycle Time 104855
12658 6.3 Service products after sales Process Efficiency 104856
12658 6.3 Service products after sales Supplemental 104889

Information
12669 6.3.1 Process warranty claims Cost Effectiveness 104861

Process
Element Hierarchy

Process
Element Hierarchy
12669 6.3.1 Process warranty claims Cycle Time 104870
12669 6.3.1 Process warranty claims Process Efficiency 104871

Process
Element Hierarchy

Process
Element Hierarchy
12672 6.5.4 Evaluate and manage warranty performance Supplemental 104888

Information
17058 9.0 Manage Financial Resources Supplemental 105083
Information
Information
Information

Information

Information

Information
20025 5.0 Deliver Services Additional 105402

Operational Metrics

Process
Element Hierarchy
20025 5.0 Deliver Services Cost Effectiveness 105401
20025 5.0 Deliver Services Staff Productivity 105403
20025 5.0 Deliver Services Supplemental 105410

Information

Information

Information

Information

Information

Metric name Formula Units
Number of new businesses launched over the past Number of new businesses/services launched over new businesses
three reporting periods per $1 billion revenue the past three years / (Total business entity
revenue * 0.000000001)
Number of new businesses launched over the past Number of new businesses/services launched over new businesses
three reporting periods per $100 million R&D the past three years / (Research and development
spend (R&D) costs over the past three reporting periods *
0.000000010)
Engineering change order (ECO) costs as a Engineering change-order costs as a percentage of percent
percentage of the total new product development total new product development costs
cost
Compound annual growth rate of R&D costs over (((Costs of research and development (R&D) / percent
the past three reporting periods Research and development (R&D) costs over the
past three reporting periods) ^ 0.3333) - 1) * 100.0
Cost of existing product/service extension Cost of new product/service opportunities from dollars
opportunities per $1,000 revenue existing product/service extensions / (Total
business entity revenue * 0.0010)
Cost of existing product/service extension Cost of new product/service opportunities from dollars
opportunities per product/service extensions existing product/service extensions / Number of
opportunity product/service opportunities that are existing
product/service extensions
Cost of existing product/service improvement Cost of new product/service opportunities from dollars
opportunities per $1,000 revenue existing product/service improvements / (Total
Cost of existing product/service improvement Cost of new product/service opportunities from dollars
opportunities per product/service improvement existing product/service improvements / Number of
opportunity product/service opportunities that are existing
product/service improvements
Cost of new product/service development Cost of new product/service opportunities from dollars
opportunities per $1,000 revenue new product/service developments / (Total

Cost of new product/service development Cost of new product/service opportunities from dollars
opportunities per new product/service opportunity new product/service developments / Number of
product/service opportunities that are new
product/service developments
Budget for research and development (R&D) as a (Budget for research and development (R&D) / percent
percentage of revenue Total business entity revenue) * 100.0
Average project cost from the start of the design Average project cost from the start of the design dollars
and develop products/services process through the and develop products/services process through the
support product manufacturing or service delivery support product manufacturing or service delivery
process for existing product/service extension process for existing product/service extension
projects projects
process for existing product/service extension process for existing product/service extension
projects per $1,000 revenue projects / (Total business entity revenue * 0.0010)
Average project cost of existing product/service Average project cost from the start of the design dollars
improvements and extensions from start of design and develop products/services process through the
and develop product/service process through support product manufacturing or service delivery
support product manufacturing or service delivery process for existing product/service improvement
process projects
process for existing product/service improvement process for existing product/service improvement

process for new product/service development process for new product/service development
Average project cost of new product/service Average project cost from the start of the design dollars
developments from start of design and develop and develop products/services process through the
product/service process through support product support product manufacturing or service delivery
manufacturing or service delivery process process for new product/service development
projects
Percentage growth in R&D cost over the past three ((Costs of research and development (R&D) - percent
reporting periods 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
Other cost to generate new product/service ideas Costs other than personnel, systems, overhead, dollars
per new product/service opportunity and outsourced to generate new product/service
ideas / Total number of product/service
opportunities
Other cost of the process "support product Costs other than personnel, systems, overhead, dollars
manufacturing or service delivery" per $1,000 and outsourced to support product manufacturing
revenue or service delivery / (Total business entity revenue
* 0.0010)
Outsourced cost to generate new product/service Outsourced cost to generate new product/service dollars
ideas per new product/service opportunity ideas / Total number of product/service
opportunities
Outsourced cost of the process "support product Outsourced cost to support product manufacturing dollars
manufacturing or service delivery" per $1,000 or service delivery / (Total business entity revenue
revenue * 0.0010)

Overhead cost to generate new product/service Overhead cost to generate new product/service dollars
opportunities
Overhead cost of the process "support product Overhead cost to support product manufacturing or dollars
manufacturing or service delivery" per $1,000 service delivery / (Total business entity revenue *
revenue 0.0010)
Personnel cost to generate new product/service Personnel cost to generate new product/service dollars
opportunities
Personnel cost of the process "support product Personnel cost to support product manufacturing or dollars
revenue 0.0010)
Research and development (R&D) budget per R&D Budget for research and development (R&D) / dollars
FTE Number of FTEs who perform research and
development (R&D)
Research and development (R&D) cost per $1,000 Costs of research and development (R&D) / (Total dollars
revenue business entity revenue * 0.0010)
Research and development (R&D) cost related to ((Percentage of research and development (R&D) dollars
new product development projects per $1,000 cost related to new product development projects *
revenue 0.010) * Costs of research and development (R&D))
/ (Total business entity revenue * 0.001)
Research and development (R&D) cost related to ((Percentage of research and development (R&D) dollars
product improvements and extensions per $1,000 cost related to new product development projects *
revenue -0.01 + 1) * Costs of research and development
(R&D)) / (Total business entity revenue * 0.0010)
Systems cost to generate new product/service Systems cost to generate new product/service dollars
opportunities

Systems cost of the process "support product Systems cost to support product manufacturing or dollars
revenue 0.000010)
Systems cost to support product manufacturing or Systems cost to support product manufacturing or dollars
service delivery per project that exits or completes service delivery / Number of projects that exit or
the test market products/services phase complete the test market products/services phase
Total cost to generate new product/service ideas Total cost to generate new product/service ideas / dollars
per concept in the pre-design phase that is an Number of concepts in the pre-design phase that
existing product/service improvement or extension are existing product/service improvements and
extensions
Total cost to generate new product/service ideas Total cost to generate new product/service ideas / dollars
concept in the pre-design phase that is a new Number of concepts in the pre-design phase that
product/service development are new product/service developments
Total cost of the process "support product Total cost to support product manufacturing or dollars
revenue 0.0010)
Total cost of the function "develop and manage (Total cost to generate new product/service ideas + dollars
products and services" per $1,000 revenue 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)
Total R&D cost as a percentage of revenue over the (Research and development (R&D) costs over the percent
past three reporting periods past three reporting periods / Total revenue over
the past three reporting periods) * 100.0
Total R&D cost per $1,000 revenue over the past Research and development (R&D) costs over the dollars
three reporting periods past three reporting periods / (Total revenue over
the past three reporting periods * 0.0010)
Total R&D cost per business entity employee for Costs of research and development (R&D) / dollars
the current reporting period Number of business entity employees

Equipment cost as a percentage of total cost to Percentage of total annual cost for new percent
perform the function "develop and manage product/service development allocated to
products and services" equipment cost
Material cost as a percentage of total cost to Percentage of total annual cost for new percent
perform the function "develop and manage product/service development allocated to material
products and services" cost
Personnel cost as a percentage of total cost to Percentage of total annual cost for new percent
perform the function "develop and manage product/service development allocated to internal
products and services" personnel cost
Systems cost as a percentage of total cost to Percentage of total annual cost for new percent
products and services" systems cost
Outsourced cost as a percentage of total cost to Percentage of total annual cost for new percent
perform the function "develop and manage product/service development allocated to
products and services" outsourced cost
Overhead cost as a percentage of total cost to Percentage of total annual cost for new percent
products and services" overhead cost
Other costs as a percentage of total cost to Percentage of total annual cost for new percent
perform the function "develop and manage product/service development allocated tocosts
products and services" other than equipment, material, personnel,
systems, outsourced, or overhead costs
Fixed cost to perform the function "develop and Percentage of total annual cost for new percent
manage products and services" as a percentage of product/service development allocated to fixed
total cost cost
Variable cost to perform the function "develop and Percentage of total annual cost for new percent
manage products and services" as a percentage of product/service development allocated to variable
total cost cost
Total infrastructure cost for new product/service Total annual infrastructure cost for new dollars
development per $1,000 revenue product/service development / (Total business
entity revenue * 0.0010)

The total annual cost of poor quality per $1,000 Total annual cost of poor quality / (Total business dollars
revenue entity revenue * 0.0010)
Average time-to-market in days for existing Average time-to-market in days from the start of days
product/service extension projects the design and develop products/services process
until the existing product/service extension project
is ready for sale
Time-to-market in days for existing product/service Average time-to-market in days from the start of days
improvement and extension projects 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 existing Average time-to-profitability in months for existing months
product/service extension projects product/service extension projects
Time-to-market in days for new product/service Average time-to-market in days from the start of days
development projects the design and develop products/services process
until the new product/service development project
ready for sale
Average design cycle time in days for all products Average design cycle time in days for all products days
Cycle time in days from the start of the design and Cycle time in days from the start of the design and days
develop products/services process through the develop products/services process through the
completion of the test market for products/services completion of the test market for products/services
for existing product/service extension projects for existing product/service extension projects
Cycle time in days from start of design and Cycle time in days from the start of the design and days
develop product/service through completion of test develop products/services process through the
market product/service for existing product/service completion of the test market products/services
improvement and extension projects process for existing product/service improvement
projects

Cycle time in days from start of design and Cycle time in days from the start of the design and days
develop product/service through completion of test develop products/services process through the
market product/service for new product/service completion of the test market products/services
development projects process for new product/service development
projects
Average time-to-market in days for all products Average time-to-market in days for all products days
(including product improvements and extensions)
Average time-to-profitability in months for existing Average time-to-profitability in months for existing months
product/service improvement and extension product/service improvement projects
projects
Average time-to-profitability in months for new Average time-to-profitability in months for new months
product/service development projects product/service development projects
Number of concepts in the pre-design phase that Number of concepts in the pre-design phase that concepts
are existing product/service improvements and are existing product/service improvements and
extensions per $1,000 revenue extensions / (Total business entity revenue *
0.0010)
Average generate new ideas hours for existing Average number of hours to generate new hours
product/service extension projects product/service ideas for existing product/service
extension projects
Average generate new ideas hours for existing Average number of hours to generate new hours
product/service improvement projects product/service ideas for existing product/service
improvement projects
Average generate new ideas hours for new Average number of hours to generate new hours
product/service development projects product/service ideas for new product/service
development projects
Average percentage variance from budget for Average percentage variance from budget for percent
existing product/service extension projects existing product/service extension projects
Average percentage variance from budget for Average percentage variance from budget for percent
existing product/service improvement projects existing product/service improvement projects
Average percentage variance from budget for new Average percentage variance from budget for new percent
product/service development projects product/service development projects

Average design and develop hours for existing Average number of hours to design and develop hours
product/service extension projects products/services for existing product/service
extension projects
Average design and develop hours for existing Average number of hours to design and develop hours
product/service improvement projects products/services for existing product/service
improvement projects
Average design and develop hours for new Average number of hours to design and develop hours
product/service development projects products/services for new product/service
development projects
Average team size in FTEs for existing Average team size in FTEs for existing FTEs
product/service extension projects per $1 billion product/service extension projects / (Total business
product/service extension projects product/service extension projects
product/service improvement projects per $1 product/service improvement projects / (Total
billion revenue business entity revenue * 0.000000001)
product/service improvement projects product/service improvement projects
Average team size in FTEs for new product/service Average team size in FTEs for new product/service FTEs
development projects per $1 billion revenue development projects / (Total business entity
revenue * 0.000000001)
Average team size in FTEs for new product/service Average team size in FTEs for new product/service FTEs
development projects development projects
Ratio of the number of projects to concepts in the Number of existing product/service improvement projects
pre-design phase for existing product/service and extension projects / Number of concepts in the
extensions and improvements pre-design phase that are existing product/service
improvements and extensions

Ratio of the number of projects to concepts in the Number of new product/service developments projects
pre-design phase for new product/service projects / Number of concepts in the pre-design
developments phase that are new product/service developments
Ratio of the total numbers of projects to pre-design Total number of projects / Total number of concepts projects
concepts in the pre-design phase
Number of product/service extensions generated Number of product/service opportunities that are extensions
per $1,000 revenue existing product/service extensions / (Total
Research and development (R&D) FTEs as a (Number of FTEs who perform research and percent
percentage of total business entity FTEs development (R&D) / Number of business entity
FTEs) * 100.0
Percentage of revenue from product/services Percentage of revenue from products/services percent
launched in the past year launched in the last 12-month reporting period
Percentage of new idea development from internal Percentage of new ideas from internal sources percent
sources
Percentage of new product/service development Percentage of new product/service development percent
projects launched on budget projects launched on budget
Percentage of new product/service development Percentage of new product/service development percent
projects launched on time projects launched on time
Percentage of product/service development Percentage of new product/service development percent
projects launched as commercial products/services projects that are commercially launched
annually
Percentage of existing product/service extension Percentage of existing product/service extension percent
projects launched on budget projects launched on budget
Percentage of existing product/service extension Percentage of existing product/service extension percent
projects launched on time projects launched on time
Percentage of existing product/service Percentage of existing product/service percent
improvement and extension projects launched on improvement projects launched on budget
budget

Percentage of existing product/service Percentage of existing product/service percent
improvement and extension projects launched on improvement projects launched on time
time
Number of existing product/service improvement Number of existing product/service improvement projects
and extension projects per $1 billion revenue and extension projects / (Total business entity
revenue * 0.000000001)
Number of FTEs that perform the process "support (Number of FTEs who develop and manage FTEs
product manufacturing or service delivery" per $1 products and services * Percentage of FTEs
billion revenue performing product/service development are
allocated to preparing for production or service
delivery * 0.01) / (Total business entity revenue *
0.000000001)
Number of FTEs in the product development Number of FTEs who develop and manage products FTEs
function per $1 billion revenue and services / (Total business entity revenue *
0.000000001)
Number of concepts in the pre-design phase that Number of concepts in the pre-design phase that concepts
are new product/service developments per are new product/service developments / (Total
$100,000 revenue business entity revenue * 0.000010)
Number of new product/service development Number of new product/service developments projects
projects per $1 billion revenue projects / (Total business entity revenue *
0.000000001)
Number of new product/service opportunities Number of product/service opportunities that are opportunities
generated per $1,000 revenue new product/service developments / (Total
Number of product/service improvements Number of product/service opportunities that are improvements
generated per $1,000 revenue existing product/service improvements / (Total
Number of research and development (R&D) FTEs Number of FTEs who perform research and FTEs
per $1 billion revenue development (R&D) / (Total business entity
revenue * .000000001)

Number of product/service extensions generated Number of product/service opportunities that are extensions
per generate new product/service ideas FTE existing product/service extensions / Number of
FTEs who generate new product/service ideas
Number of new product/service development Number of new product/service developments projects
projects per FTE involved from the start of the projects / (((Percentage of FTEs who develop and
design and develop products/services process manage products and services who design and
through the support product manufacturing or develop products/services + Percentage of FTEs
service delivery process 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 new product/service development Number of product/service opportunities that are concepts
concepts per generate new product/service ideas new product/service developments / Number of
FTE FTEs who generate new product/service ideas
Percentage of employees tasked with at least one Percentage of employees tasked with at least one percent
innovation goal innovation goal
Number of product/service improvements Number of product/service opportunities that are improvements
generated per generate new product/service ideas existing product/service improvements / Number of
FTE FTEs who generate new product/service ideas

Number of existing product/service improvement Number of existing product/service improvement projects
and extension projects per FTE involved from the and extension projects / (((Percentage of FTEs who
start of the design and develop products/services develop and manage products and services who
process through the support product design and develop products/services +
manufacturing or service delivery process 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 existing product/service improvement Number of concepts in the pre-design phase that concepts
and extension concepts per generate new are existing product/service improvements and
product/service ideas FTE 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)
Percentage of R&D cost related to new product Percentage of research and development (R&D) percent
development projects cost related to new product development projects
Percentage of R&D cost related to product (100 - Percentage of research and development percent
improvements and extensions (R&D) cost related to new product development
projects)
Percentage of external ideas from Percentage of external ideas from percent
clients/customers clients/customers
Percentage of external ideas from competitors Percentage of external ideas from competitors percent
Percentage of external ideas from consultants Percentage of external ideas from consultants percent

Percentage of external ideas from other sources Percentage of external ideas from other sources percent
Percentage of external ideas from partners Percentage of external ideas from partners percent
Percentage of external ideas from suppliers Percentage of external ideas from suppliers percent
Percentage of total innovation spend allocated to Percentage of total innovation spend allocated to percent
enhancements to existing enhancements to existing
products/processes/business models products/processes/business models
major extensions to existing major extensions to products/processes/business
products/processes/business models models
new or white space opportunities new or white space opportunities
categories other than enhancements, extensions, other categories
and new or white space opportunities
Percentage of new ideas from external sources Percentage of new ideas from external sources percent
Research and development (R&D) cost as a (Costs of research and development (R&D) / Total percent
percentage of revenue business entity revenue) * 100.0
Percentage of active customers who transact via Percentage of active customers who transact via percent
an electronic marketplace an electronic marketplace
Percentage of customer accounts set up for (Customer accounts set up for EDI to submit sales percent
electronic data interchange (EDI) orders / Number of customers in the customer
master file) * 100.0
Marketing, sales, and R&D FTEs as a percentage of ((Number of FTEs who perform the marketing percent
total business entity FTEs 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

Value of sales order line items not fulfilled due to Total value of sales order line items lost due to lack dollars
stockouts per $1 million revenue of production capacity/stockouts / (Total business
Customer retention rate for all customers over the Customer retention rate over the past three years percent
past three reporting periods
Number of marketing FTEs per $1 billion in revenue Number of FTEs who perform the marketing FTEs
function / (Total business entity revenue *
0.000000001)
Number of sales FTEs per $1 billion in revenue Number of FTEs who perform the sales function / FTEs
(Total business entity revenue * 0.000000001)
Net Promoter Score Net Promoter Score percent
Customer retention rate Customer retention rate for all customers percent
Percentage of active customers that are profitable Percentage of active customers that are profitable percent
Percentage of customers targeted through Percentage of customers targeted through percent

campaigns using the website channel campaigns using the website channel
campaigns using the mobile application channel campaigns using the mobile application channel
campaigns using the search engine marketing campaigns using the search engine marketing
channel channel
campaigns using the social media channel campaigns using the social media channel
campaigns using the traditional face-to-face campaigns using the traditional face-to-face
contact channel contact channel
campaigns using the direct mail channel campaigns using the direct mail channel
campaigns using the indirect marketing channel campaigns using the indirect marketing channel

Revenue received from orders through a direct (Revenue received from orders through a direct percent
connection to the system as a percentage of total connection to the system / Total business entity
business entity revenue revenue) * 100.0
Revenue received from EDI orders as a percentage (Revenue received from EDI orders / Total business percent
of total business entity revenue entity revenue) * 100.0
Revenue received from email orders as a (Revenue received from email orders / Total percent
percentage of total business entity revenue business entity revenue) * 100.0
Revenue received from fax and mail orders as a (Revenue received from fax and mail orders / Total percent
Revenue received from internet orders as a (Revenue received from internet orders / Total percent
Revenue received from orders through other (Revenue received from orders through other percent
methods as a percentage of total business entity methods / Total business entity revenue) * 100.0
revenue
Revenue received from telephone orders as a (Revenue received from telephone orders / Total percent
Revenue received from WAP orders as a (Revenue received from WAP orders / Total percent
Revenue received from internet orders, WAP ((Revenue received from internet orders + percent
orders, EDI orders, and orders from a direct Revenue received from WAP orders + Revenue
connection to the system as a percentage of total received from EDI orders + Revenue received from
business entity revenue orders through a direct connection to the system) /
Total business entity revenue) * 100.0
Marketing FTEs as a percentage of total business (Number of FTEs who perform the marketing percent
entity FTEs function/Number of business entity FTEs)*100
Total budget for the HR function per $1,000 Budget to perform the function "develop and dollars
revenue manage human capital" / (Total business entity
revenue*.001)
Total budget for the HR function per business entity Budget to perform the function "develop and dollars
FTE manage human capital" / Number of business
entity FTEs

Budget for the HR function per business entity Budget to perform the function "develop and dollars
employee manage human capital" / Number of business
entity employees
Total business entity personnel cost per $1,000 Personnel cost for all employees / (Total business dollars
revenue entity revenue * .001)
Total cost to perform the HR function per $1,000 Total cost to perform the function "develop and dollars
revenue manage human capital" / (Total business entity
revenue*.001)
Total cost to perform the HR function per "develop Total cost to perform the function "develop and dollars
and counsel employees" FTE manage human capital" / Number of FTEs who
perform the process group "develop and counsel
employees"
Total cost to perform the HR function per "manage Total cost to perform the function "develop and dollars
employee information" FTE manage human capital" / Number of FTEs who
perform the process group "manage employee
information"
Total cost to perform the HR function per "recruit, Total cost to perform the function "develop and dollars
source, and select employees" FTE manage human capital" / Number of FTEs who
perform the process group "recruit, source, and
select employees"
Total cost to perform the HR function per "redeploy Total cost to perform the function "develop and dollars
and retire employees" FTE manage human capital" / Number of FTEs who
perform the process group "redeploy and retire
employees"
Total cost to perform the HR function per "reward Total cost to perform the function "develop and dollars
and retain employees" FTE manage human capital" / Number of FTEs who
perform the process group "reward and retain
employees"

Total cost to perform the HR function per "develop Total cost to perform the function "develop and dollars
and manage HR planning, policies, and strategies" manage human capital" / Number of FTEs who
FTE perform the process group "develop and manage
human resources (HR) planning, policies, and
strategies"
Total cost to perform the HR function per HR Total cost to perform the function "develop and dollars
function FTE manage human capital" / Number of FTEs who
perform the function "develop and manage human
capital"
Total cost to perform the HR function per business Total cost to perform the function "develop and dollars
entity employee manage human capital" / Number of business
entity employees
Total cost to perform the HR function per business Total cost to perform the function "develop and dollars
entity FTE manage human capital" / Number of business
entity FTEs
Internal cost to perform HR administration Internal cost for HR administration / (Total business dollars
activities per $1,000 revenue entity revenue * 0.0010)
Internal cost to perform HR administration Internal cost for HR administration / Number of dollars
activities per business entity employee business entity employees
Personnel cost of temporary staff/contractor per Personnel cost of temporary staff/contractors / dollars
temporary staff/contractor Number of temporary staff/contractors
Average fully loaded salary for middle Personnel cost for all middle dollars
management or specialists management/specialist employees / Number of
middle management/specialist employees
Average fully loaded salary for operational workers Personnel cost for all operational worker/office staff dollars
or office staff employees / Number of operational worker/office
staff employees
Average fully loaded salary for senior management Personnel cost for all senior dollars
or executives management/executive employees / Number of
senior management/executive employees
Personnel cost for the business entity per business Personnel cost for all employees / Number of dollars
entity employee business entity employees

Personnel cost to perform the HR function per (Total cost to perform the function "develop and dollars
$1,000 revenue 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)
business entity FTE manage human capital" * Percentage of cost to
Number of business entity FTEs
business entity employee manage human capital" * Percentage of cost to
Number of business entity employees
Annual overhead and other cost of the HR function ((Total cost to perform the function "develop and percent
as a percentage of total HR function cost manage human capital" * Percentage of cost to
function allocated to overhead and other costs * .
0001) / Total cost to perform the function "develop
and manage human capital") * 100
Total cost of the North American Shared Services (Total in-house operating cost for your HR service dollars
Center as a percentage of revenue center for North American center + Total of all
outsourcing costs associated with HR service
center for North American center) / Total
organization revenue

Total service center cost per customer (employees (Total in-house operating cost for your HR service dollars
+ retirees) center for North American center + Total of all
outsourcing costs associated with HR service
center for North American center) / (Total
employee headcount served by shared services
organization + Total retiree headcount served by
shared services organization)
Systems cost to perform the HR function per (Total cost to perform the function "develop and dollars
$1,000 revenue manage human capital" * Percentage of cost to
function allocated to systems costs * .0001) / (Total
business entity revenue*.001)
Systems cost to perform the HR function per (Total cost to perform the function "develop and dollars
business entity employee manage human capital" * Percentage of cost to
function allocated to systems costs * .0001) /
Total service center in-house cost per transaction CUSTOM dollars
Total service center in-house cost per volume unit CUSTOM dollars
Total service center cost (in-house + outsourced) CUSTOM dollars

per employee served
Average speed to answer for North American Average speed to answer in seconds for your HR seconds
Shared Services Center service center for North American center
First contact resolution for North American Shared First contact resolution rate for North American percent
Services Center center

Number of FTEs that perform HR administration Number of FTEs who perform HR administrative FTEs
activities per $1 billion revenue activities (exclude the activities for processing and
distributing payments) / (Total business entity
revenue*.000000001)
Number of FTEs that perform the HR function per Number of FTEs who perform the function "develop FTEs
$1 billion revenue and manage human capital" / (Total business entity
revenue*.000000001)
Number of middle management/specialists Number of middle management/specialist employees
employees per HR function FTE employees / Number of FTEs who perform the
function "develop and manage human capital"
Number of operational workers/office staff Number of operational worker/office staff employees
Number of senior management/executive Number of senior management/executive employees
Number of business entity employees per HR Number of business entity employees / Number of employees
function FTE FTEs who perform the function "develop and
manage human capital"
Number of business entity employees per FTE in Number of business entity employees / Number of employees
HR administration FTEs who perform HR administrative activities
(exclude the activities for processing and
distributing payments)
Number of transactions per Center 1 employee Transaction volume for Center 1 / Total employee transactions
headcount for Center 1
Number of calls/inquiries per Center 1 employee Call/inquiry volume for Center 1 / Total employee calls
Number of employees served per Center 1 Employees served by Center 1 / Total employee employees
employee headcount for Center 1
Number of retirees served per Center 1 employee Retirees served by Center 1 / Total employee retirees


Total company employees per tier 1 headcount Total employee headcount served by shared employees
services organization / (Tier 1 representative
headcount for Center 1 + Tier 1 representative
headcount for Center 7)

Total company employees per tier 2 headcount Total employee headcount served by shared employees
services organization / (Tier 2 representative
headcount for Center 7)
Total customers (employees + retirees) per total (Total employee headcount served by shared customers
HR headcount services organization + Total retiree headcount
served by shared services organization) / Total HR
headcount for overall HR organization
Total company employees per HRIS headcount Total employee headcount served by shared employees
services organization / HRIS headcount for overall
HR organization
Total company employees per talent acquisition Total employee headcount served by shared employees
CoE headcount services organization / Talent acquisition CoE
headcount for entire shared services operation
Total company employees per talent management Total employee headcount served by shared employees
CoE headcount services organization / Talent management CoE
Total company employees per compensation CoE Total employee headcount served by shared employees
headcount services organization / Compensation CoE
Total company employees per benefits CoE Total employee headcount served by shared employees
headcount services organization / Benefits CoE headcount for
entire shared services operation
Total company employees per employee and labor Total employee headcount served by shared employees
relations CoE headcount services organization / Employee and labor
relations CoE headcount for entire shared services
operation

Total company employees per continuous Total employee headcount served by shared employees
improvement headcount services organization / Dedicated continuous
improvement headcount for overall HR
organization
Tier 1 employees per Tier 1 manager/supervisors Tier 1 representative headcount for Center 1 / employees
for Center 1 Manager/supervisor headcount for Center 1
Transaction volume per Tier 1 employee for Center Transaction volume for Center 1 / Tier 1 transactions
1 representative headcount for Center 1
Call/inquiry volume per Tier 1 employee for Center Call/inquiry volume for Center 1 / Tier 1 calls


Call/inquiry volume per Tier 2 employee for Center Call/inquiry volume for Center 7 / Transaction calls
7 volume for Center 7
Tier 1 employees per Tier 1 manager/supervisors CUSTOM employees
Transaction volume per Tier 1 employee CUSTOM transactions

Call/inquiry volume per Tier 1 employee CUSTOM calls/inquiries
Tier 2 employees per Tier 2 manager/supervisors CUSTOM employees
Transaction volume per Tier 2 employee CUSTOM transactions

Call/inquiry volume per Tier 2 employee CUSTOM calls/inquiries

Total company employees per Tier 1 headcount CUSTOM employees
Total company employees per Tier 2 headcount CUSTOM employees
Total company employees per North American Total employee headcount served by shared employees
Shared recruiting/staffing service center specialist services organization / Recruiting/staffing service
headcount center specialist headcount for North American
Center
Total requisitions per North American Shared Number of job requisitions handled by SSO for requisitions
Services Center recruiting/staffing specialist North American center / Recruiting/staffing service
headcount center specialist headcount for North American
Center
Total hires handled per North American Shared Number of hires handled by SSO for North hires
Services Center recruiting/staffing specialist American center / Recruiting/staffing service center
headcount specialist headcount for North American Center
Shared Services Center workforce administration services organization / Workforce administration
specialist headcount service center specialist headcount for North
American Center
Shared Services Center training administration services organization / Training administration
specialist headcount service center specialist headcount for North
American Center
Shared Services Center leave of absence services organization / Leave of absence
administration specialist headcount administration service center specialist headcount
for North American Center
Shared Services Center employee relations services organization / Employee relations service
specialist headcount center specialist headcount for North American
Center
Self-service transaction volume per employee for Self-service transaction volume for Center 1 / Total transactions
Center 1 employee headcount for Center 1

Self-service inquiry per employee for Center 1 Self-service inquiry volume for Center 1 / Total inquiry
Total company employees per HR business partner Total employee headcount served by shared employees
headcount services organization / HR business partners for
overall HR organization
Total company employees per HR generalist Total employee headcount served by shared employees
headcount services organization / HR generalists for overall
HR organization

Total company employees per HR administrator Total employee headcount served by shared employees
headcount services organization / HR administrators for
Total company employees per field HR headcount Total employee headcount served by shared employees
services organization / Total field HR headcount for
Number of transactions per service center CUSTOM transactions
employee
Number of calls/inquiries per service center CUSTOM calls/inquiries
employee
Number of employees served per service center CUSTOM employees
employee
Number of retirees served per service center CUSTOM retirees
employee
Self-service transaction volume per employee CUSTOM transactions
Self-service inquiry per employee CUSTOM inquiries
Portal hits per 1,000 employees for North American Number of portal hits for North American center / portal hits
Shared Services Center (Total employee headcount served by shared
services organization * 0.001)
Percentage of total employees who are remote Percentage of total employees who are remote percent
employees employees
HR service center employee turnover for North HR service center employee turnover rate for North percent
American Shared Services Center American center
Middle management/specialists as a percentage of (Number of middle management/specialist percent
total business entity employees employees / Number of business entity employees)
* 100

Other cost to perform the HR function as a (Costs other than personnel, systems, overhead, percent
percentage of the total cost to perform the function and outsourced to perform the function "develop
and manage human capital" / Total cost to perform
the function "develop and manage human capital")
* 100.0
Outsourced cost to perform the HR function as a Percentage of cost to perform the HR function percent
percentage of total HR function cost allocated to external costs
Overhead cost to perform the HR function as a (Overhead cost to perform the function "develop percent
percentage of the total cost to perform the function and manage human capital" / Total cost to perform
the function "develop and manage human capital")
* 100.0
Personnel cost to perform the HR function as a ((Total cost to perform the function "develop and percent
percentage of total HR function cost manage human capital" * Percentage of cost to
Total cost to perform the function "develop and
manage human capital") * 100
Systems cost to perform the HR function as a ((Total cost to perform the function "develop and percent
percentage of total HR function cost manage human capital" * Percentage of cost to
function allocated to systems costs * .0001) / Total
cost to perform the function "develop and manage
human capital") * 100
Personnel cost for senior management or executive (Personnel cost for all senior percent
employees as a percentage of total business entity management/executive employees / Personnel cost
personnel cost for all employees) * 100.0
Personnel cost for middle management or (Personnel cost for all middle percent
specialist as a percentage of total business entity management/specialist employees / Personnel cost
personnel cost for all employees) * 100

Personnel cost for operational workers or office (Personnel cost for all operational worker/office percent
staff as a percentage of total business entity staff employees / Personnel cost for all employees)
personnel cost * 100.0
Total cost for the learning management system as ((Hardware costs associated with ownership for percent
a percentage of the total cost to perform the HR your LMS + Software costs associated with
function ownership for your LMS + Upgrade and
maintenance costs associated with ownership for
your LMS + Consultancy/third-party costs
associated with ownership for your LMS) / Total
cost to perform the function "develop and manage
human capital") * 100.0
Operational workers/office staff as a percentage of (Number of operational worker/office staff percent

* 100
Percentage of business entity employees with 15 ((Number of employees employed between 15 and percent
years of tenure or more 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
Percentage of business entity employees with 20 ((Number of employees employed between 20 and percent
years of tenure or more 25 years + Number of employees employed
greater than 25 years) / Number of business entity
employees) * 100.0
Percentage of business entity employees with 25 (Number of employees employed greater than 25 percent
years or more of tenure years / Number of business entity employees) *
100.0
Percentage of business entity employees with less (Number of employees employed less than 1 year / percent
than 1 year of tenure Number of business entity employees) * 100.0

Percentage of business entity employees with less ((Number of employees employed less than 1 year percent
than 5 years of tenure + Number of employees employed between 1 and
5 years) / Number of business entity employees) *
100.0
Percentage of business entity employees who are (Number of employees greater than 60 years old / percent
60 years old or greater Number of business entity employees) * 100.0
Percentage of business entity employees who are (Number of employees between 25 and 30 years percent
at least 25 but less than 30 years old old / Number of business entity employees) * 100.0
Percentage of business entity employees who are (Number of employees less than 25 years old / percent
less than 25 years old Number of business entity employees) * 100.0
Percentage of FTEs who perform the HR function Percentage of FTEs who perform the function percent
that do not directly report to the HR organization "develop and manage human capital" that do not
directly report to the HR organization

Percentage of middle management/specialists that (Number of female middle management/specialist percent
are female employees / Number of middle
management/specialist employees) * 100.0
Percentage of operational workers/office staff that (Number of female operational worker/office staff percent
are female employees / Number of operational worker/office
staff employees) * 100.0
Percentage of senior management/executives that (Number of female senior management/executive percent
are female employees / Number of senior
management/executive employees) * 100.0
Senior management/executives as a percentage of (Number of senior management/executive percent

* 100
Total cost of IT development and maintenance, (Total cost to perform the process "develop dollars
including depreciation/amortization, per $1,000 information and content management strategies"
revenue + 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)
Total cost of IT operations, including (((Percentage of IT cost allocated to the process dollars
depreciation/amortization, per $1,000 revenue 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 cost of IT planning and management, (Total cost to perform the process group "manage dollars
including depreciation/amortization, per $1,000 the business of IT" + Total cost to perform the
revenue 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 expense, including depreciation/amortization, IT costs during the past year / Number of business dollars
per employee entity employees
Other cost to perform the function "manage (Total annual IT cost (excluding Dollars
information technology", excluding depreciation/amortization) * Percentage of total IT
depreciation/amortization, per $1,000 revenue 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)
Overhead cost to perform the function "manage (Total annual IT cost (excluding Dollars
depreciation/amortization) allocated to
facilities/overhead *.0001) / (Total business entity
revenue * 0.0010)
Total IT budget, including (IT budget for the past year / Total business entity percent
depreciation/amortization, as a percentage of revenue) * 100.0
revenue

Total IT budget, including IT budget for the past year / Number of business dollars
depreciation/amortization, per employee entity employees
Total IT budget, including IT budget for the past year / Number of business dollars
depreciation/amortization, per FTE entity FTEs
Total IT cost, including depreciation/amortization, IT costs during the past year / (Total business dollars
per $1,000 revenue entity revenue * 0.0010)
Total IT cost, including depreciation/amortization, IT costs during the past year / Number of business dollars
per business entity FTE entity FTEs
Total IT cost, including depreciation/amortization, IT costs during the past year / Number of FTEs who dollars
per IT function FTE perform the function "manage information
technology"
Personnel cost to perform the function "manage (Total annual IT cost (excluding Dollars
allocated to IT operating cost * (Percentage of IT
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)

Systems cost to perform the function "manage (Total annual IT cost (excluding Dollars
depreciation/amortization) allocated to hardware +
Percentage of IT operating cost (excluding
depreciation/amortization) allocated to software +
depreciation/amortization) allocated to data and
voice networks)*.0001) / (Total business entity
revenue * 0.0010)
Total cost of IT development and maintenance, (Total annual IT cost (excluding Dollars
excluding depreciation/amortization, per $1,000 depreciation/amortization) * Percentage of total IT
revenue cost (excluding depreciation/amortization)
depreciation/amortization) dedicated to process
"manage enterprise information" + Percentage of
IT operating cost (excluding
"develop and maintain IT solutions")*.0001) / (Total

Total cost of IT operations, excluding (Total annual IT cost (excluding Dollars
depreciation/amortization, per $1,000 revenue depreciation/amortization) * Percentage of total IT
cost (excluding depreciation/amortization)
"deploy IT solutions" + Percentage of IT operating
dedicated to process "deliver and support IT
services")*.0001) / (Total business entity revenue *
0.0010)
Total cost of IT planning and management, (Total annual IT cost (excluding Dollars
excluding depreciation/amortization, per $1,000 depreciation/amortization) * Percentage of total IT
revenue cost (excluding depreciation/amortization)
"manage the business of IT" + Percentage of IT
"develop and manage IT customer relationships" +
"develop and implement security, privacy, and
data protection controls")*.0001) / (Total business
Total IT capital cost, excluding (Total annual IT cost (excluding Dollars

depreciation/amortization, per business entity FTE depreciation/amortization) * Percentage of total IT
allocated to IT capital cost * .01) / Number of
business entity FTEs

Total IT cost, excluding depreciation/amortization, Total annual IT cost (excluding Dollars
per $1,000 revenue depreciation/amortization) / (Total business entity
revenue * 0.0010)
per business entity FTE depreciation/amortization) / Number of business
entity FTEs
per IT function FTE depreciation/amortization) / Number of FTEs who
perform the function "manage information
technology"
Total IT operating cost, excluding (Total annual IT cost (excluding Dollars
depreciation/amortization, per business entity FTE depreciation/amortization) * Percentage of total IT
allocated to IT operating cost * .01) / Number of
business entity FTEs
Total IT outsourced cost, excluding (Total annual IT cost (excluding Dollars
depreciation/amortization, per $1,000 revenue depreciation/amortization) * Percentage of total IT
depreciation/amortization) that is outsourced * .
0001) / (Total business entity revenue * 0.0010)
Personnel cost to perform the function "manage (IT costs during the past year * (Percentage of IT dollars
information technology", including cost allocated to internal personnel cost +
depreciation/amortization, per $1,000 revenue Percentage of IT cost allocated to external
personnel cost) * 0.01) / (Total business entity
revenue * 0.0010)
Total IT budget to support product development, IT budget dedicated to supporting product dollars
including depreciation/amortization, per associated development / IT FTEs supporting product
IT FTE development

Systems cost to perform the function "manage (IT costs during the past year * (Percentage of IT dollars
information technology", including cost allocated to hardware + Percentage of IT cost
depreciation/amortization, per $1,000 revenue allocated to software + Percentage of IT cost
allocated to data and voice networks) * .01) / (Total
business entity revenue * .0010)
Overhead cost to perform the function "manage (IT costs during the past year * Percentage of IT dollars
information technology", including cost allocated to facilities and overhead * .01) /
depreciation/amortization, per $1,000 revenue (Total business entity revenue * .0010)
Other cost to perform the function "manage (IT costs during the past year * Percentage of IT dollars
information technology", including cost allocated to cost other than personnel,
depreciation/amortization, per $1,000 revenue systems, overhead, and outsourced * .01) / (Total
Average IT budget variance for application Average budget variance for application Percent
development and maintenance projects development and maintenance projects
Average build-to-launch time in months for major Average build-to-launch time in months for major Months
new or enhanced IT services in the investment new or enhanced IT services in the investment
level of $1 million - $100 million USD level of $1 million - $100 million USD
Average build-to-launch time in months for major Average build-to-launch time in months for major Months
new or enhanced IT services in the investment new or enhanced IT services in the investment
level of greater than $100 million USD level of greater than $100 million USD
Average cycle time in months to break even for Average cycle time in months to break even for Months
major new or enhanced services major new or enhanced services
Average time in months to fulfill a funded business Average time in months to fulfill a funded business Months
need with relevant IT solutions for major new or need with relevant IT solutions for major new or
enhanced IT services in the investment level enhanced IT services in the investment level
$100,000-$250,000 USD $100,000-$250,000 USD
$250,000-$500,000 USD $250,000-$500,000 USD

$500,000-$1 million USD $500,000-$1 million USD
enhanced IT services in the investment level less enhanced IT services in the investment level less
than $100,000 USD than $100,000 USD
Time in months to break even for new or enhanced Time in months to break even for new or enhanced months
IT services for investments between $500,000 and IT services for investments between $500,000 and
$1 million $1 million
IT services for investments less than $100,000 IT services for investments less than $100,000
Time in months to break even for new or enhanced Time to break even for new or enhanced IT months
IT services for investments greater than $100 services with an investment level more than $100
million million
IT services for investments between $1 million and IT services for investments between $ 1 million and
$100 million $100 million
$250,000 $250,000
$500,000 $500,000
Time-to-market (build-to-launch) in months for Average build-to-launch time in months for major months
major new/enhanced IT services investments less new or enhanced IT services in the investment
than $100,000 USD level of less than $100,000 USD

major new/enhanced IT services investments new or enhanced IT services in the investment
greater than $100 million USD level of greater than $100 million USD
between $1 million and $100 million USD level of $1 million - $100 million USD
between $100,000 and $250,000 USD level of $100,000-$250,000 USD
between $250,000 and $500,000 USD level of $250,000-$500,000 USD
between $500,000 and $1 million USD level of $500,000-$1 million USD
Number of FTEs that perform IT development and (Number of FTEs who perform the function FTEs
maintenance per $1 billion revenue "manage information technology" * (Percentage of
IT FTEs performing the process area "Manage
enterprise information" + Percentage of IT FTEs
performing the process area "Develop and
maintain information technology solutions")*.01) /
Number of FTEs that perform IT operations per $1 (Number of FTEs who perform the function FTEs
billion revenue "manage information technology" * (Percentage of
IT FTEs performing the process area "Deploy
information technology solutions" + Percentage of
IT FTEs performing the process area "Deliver and
support information technology services")*.01) /

Number of FTEs that perform IT planning and (Number of FTEs who perform the function FTEs
management per $1 billion revenue "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)
Number of FTEs that perform IT processes per $1 Number of FTEs who perform the function "manage FTEs
billion revenue information technology"/(Total business entity
revenue * 0.0000000010)
Number of employees performing IT processes per Number of employees who perform the function employees
$1 billion revenue "manage information technology" / (Total business
Average schedule variance for application Average schedule variance for application Percent
development and maintenance projects development and maintenance projects
Number of applications in the enterprise portfolio Applications are in the enterprise application Applications
per $1 billion in revenue. portfolio/(Total business entity revenue *
0.000000001)
Average number of function points delivered per Average number of function points delivered per Function Points
application development FTE application development FTE
Average number of function points delivered per Average number of function points delivered per Function Points
application support FTE application support FTE
Number of end users serviced by the IT function Number of end users serviced by the function end users serviced
per IT function FTE "manage information technology" / Number of FTEs
who perform the function "manage information
technology"
Percentage of FTEs who perform the function Percentage of FTEs who perform the function percent
"manage information technology" who are external "manage information technology" who are external
service providers FTEs

Percentage of total IT cost, including ((Total cost to perform the process group "deploy IT percent
depreciation/amortization, allocated to IT solutions" + Total cost to perform the process
operations group "deliver and support IT service" ) / IT costs
during the past year) * 100
Percentage of total IT cost, including (Percentage of IT cost allocated to the process percent
depreciation/amortization, allocated to IT planning group "manage the business of information
and management 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")
Percentage of total IT cost, including ((Total cost to perform the process "develop percent
depreciation/amortization, allocated to IT information and content management strategies"
development and maintenance + Total cost to perform the process "define the
solutions") / IT costs during the past year) *100
Number of external service provider FTEs who (Number of FTEs who perform the function FTEs
perform the function "manage information "manage information technology" * Percentage of
technology" per $1 billion revenue FTEs who perform the function "manage
information technology" who are external FTEs
*.01) / (Total business entity revenue *
0.0000000010)

Percentage of IT purchases where the key decisions Percentage of IT purchases where the key decisions Percent
are made outside of the IT organization are made outside of the IT organization
Percentage of total IT cost allocated for Percentage of IT cost allocated to operating the percent
operating/maintaining the business business
Percentage of total IT cost allocated for Percentage of IT cost allocated to growing and percent
growth/transformation of the business transforming the business
Percentage allocation of IT costs related to other Percentage allocation of IT costs related to the Percent
costs to control / reduce the costs of your legacy "Legacy" environment for other to control and/or
environment, excluding depreciation/amortization, reduce the costs of your legacy environment in the
in the next 3 to 5 years next 3 to 5 years
Percentage allocation of IT costs related to Percentage allocation of IT costs related to the Percent
rationalizing the application portfolio to "Legacy" environment for rationalizing the
control/reduce the costs of the enterprise legacy application portfolio to control and/or reduce the
environment, excluding depreciation/amortization, costs of the enterprise legacy environment in the
in the next 3 to 5 years next 3 to 5 years
renewing / revising / consolidating hardware to "Legacy" environment for gradually renewing /
control / reduce the costs of the enterprise legacy revising / consolidating hardware to control and/or
environment, excluding depreciation/amortization, reduce the costs of the enterprise legacy
in the next 3 to 5 years environment in the next 3 to 5 years
renewing hardware, software and application "Legacy" environment for renewing hardware,
environment to control / reduce the costs of the software and application environment to control
enterprise legacy environment, excluding and/or reduce the costs of the enterprise legacy
depreciation/amortization, in the next 3 to 5 years environment in the next 3 to 5 years

Percentage allocation of IT costs related to the use Percentage allocation of IT costs related to the Percent
of an outsourcing partner to control / reduce the "Legacy" environment for using an outsourcing
costs of the enterprise legacy environment, partner to control and/or reduce the costs of the
excluding depreciation/amortization, in the next 3 enterprise legacy environment in the next 3 to 5
to 5 years years
Percentage allocation of IT costs related to the use Percentage allocation of IT costs related to the Percent
of cloud services to control / reduce the costs of "Legacy" environment for use cloud services to
the enterprise legacy environment, excluding control and/or reduce the costs of the enterprise
depreciation/amortization, in the next 3 to 5 years legacy environment in the next 3 to 5 years
wrapping / isolating the legacy environment from "Legacy" environment for wrapping / isolating the
new activities to control /reduce the costs of the legacy environment from new activities to control
enterprise legacy environment, excluding and/or reduce the costs of the enterprise legacy
depreciation/amortization, in the next 3 to 5 years environment in the next 3 to 5 years
Percentage of FTEs performing IT processes that Percentage of FTEs performing IT processes that Percent
perform application development roles perform application development roles
perform application support roles perform application support roles
perform executive or administrative roles perform executive or administrative roles
perform infrastructure operations roles perform infrastructure operations roles
perform infrastructure support roles perform infrastructure support roles
perform non-executive leadership roles (typically perform non-executive leadership roles (typically
first-line manager or team lead) first-line manager or team lead)
perform policy-level executive roles perform perform policy-level executive roles

perform program or project management roles perform program or project management roles
perform roles other than executive, administrative, perform roles other than executive, administrative,
strategy, planning, program/project management, strategy, planning, program/project management,
application development/support, infrastructure application development/support, infrastructure
operations/support, or user support operations/support, or user support
perform strategy and planning roles perform strategy and planning roles
perform user support roles perform user support roles
Percentage of IT cost (infrastructure, applications, Percentage of IT costs (infrastructure, applications, Percent
people), excluding depreciation/amortization, people) related to the "Legacy" environment
related to the "Legacy" environment
Percentage of IT operating cost, excluding Percentage of IT operating cost (excluding Percent

depreciation/amortization, spent on external depreciation/amortization) spent on external
business application development and business application development and
maintenance services maintenance services
depreciation/amortization, spent on externally- depreciation/amortization) spent on externally-
provided cloud services provided cloud services
provided infrastructure operations services provided infrastructure operations services
provided user support services provided user support services

Percentage of total IT cost, excluding Percentage of total IT cost (excluding Percent
depreciation/amortization, allocated to depreciation/amortization) allocated to
growth/transformation of the business growth/transformation
Percentage of total IT cost, excluding (Percentage of IT operating cost (excluding Percent
depreciation/amortization, allocated to IT depreciation/amortization) dedicated to process
development and maintenance "manage enterprise information" + Percentage of
IT operating cost (excluding
"develop and maintain IT solutions")
depreciation/amortization, allocated to IT depreciation/amortization) dedicated to process
operations "deploy IT solutions" + Percentage of IT operating
dedicated to process "deliver and support IT
services")
depreciation/amortization, allocated to IT planning depreciation/amortization) dedicated to process
and management "manage the business of IT" + Percentage of IT
"develop and manage IT customer relationships" +
data protection controls")
Percentage of total IT cost, excluding Percentage of total IT cost (excluding Percent

depreciation/amortization, allocated to depreciation/amortization) dedicated to operating
operating/maintaining the business the business

Number of IT FTEs reporting internally somewhere (Number of FTEs who perform the function FTEs
other than IT per $1 billion revenue "manage information technology" * Percentage of
IT employees reporting internally somewhere other
than IT *.01) / (Total business entity revenue *
0.0000000010)
Number of IT FTEs reporting into the internal IT (Number of FTEs who perform the function FTEs
organization per $1 billion revenue "manage information technology" * Percentage of
IT employees reporting into the internal IT
organization *.01) / (Total business entity revenue *
0.0000000010)
Percentage of application development and Percentage of application development and Percent
support FTEs that are for development support FTEs that are for development
Percentage of application development and Percentage of application development and Percent
support FTEs that are for support support FTEs that are for support
Percentage of respondents claiming to be satisfied Percentage of respondents claiming to be satisfied Percent
with the IT helpdesk with the IT helpdesk
Percentage of your organization's revenue growth Percentage of your organization's revenue growth percent
over the past three years due to acquisitions over the past three years due to acquisitions
Overall governance and management cost of the (Total annual cost for new product/service dollars
function "develop and manage products and development * Percentage of total annual cost for
services" per $1,000 revenue new product/service development allocated to
overall governance and program management *
0.01) / (Total business entity revenue * 0.0010)
Number of FTEs for overall governance and (Number of FTEs who develop and manage FTEs
management of the function "develop and manage products and services * Percentage of FTEs
products and services" per $1 billion revenue performing product/service development are
allocated to overall governance and program
management * 0.01) / (Total business entity
revenue * 0.000000001)

Number of overall governance and program Percentage of FTEs performing product/service percent
management FTEs as a percentage of function development are allocated to overall governance
"develop and manage products and services" FTEs and program management
Number of FTEs that perform the process Percentage of FTEs performing product/service percent
"generate new product/service ideas" as a development are allocated to generating and
percentage of total function "develop and manage defining product/service ideas
products and services" FTEs
Total cost of overall governance and program Percentage of total annual cost for new percent
management as a percentage of the function product/service development allocated to overall
"develop and manage products and services" governance and program management
Total cost of the process "generate new Percentage of total annual cost for new percent
product/service ideas" as a percentage of the product/service development allocated to
function "develop and manage products and generating and defining product/service ideas
services"
Total cost to develop and manage products and (Total cost to generate new product/service ideas + dollars
services per project that exits or completes the Total cost to design and develop products/services
test market products/services phase + 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
Total cost to support product manufacturing or Total cost to support product manufacturing or dollars
service delivery per project that exits or completes service delivery / Number of projects that exit or
the test market products/services phase complete the test market products/services phase
Ratio of projects that enter the design and develop Number of projects that enter the design and projects
products/services phase to projects that enter the develop products/services phase / Number of
test market products/services phase projects that enter the test market
products/services phase

Ratio of projects that enter the test market Number of projects that enter the test market projects
products/services phase to projects that exit or products/services phase / Number of projects that
complete the test market products/services phase exit or complete the test market products/services
phase
Number of FTEs that perform the process "design Percentage of FTEs performing product/service percent
and develop product/service" as a percentage of development are allocated to designing, building,
total function "develop and manage products and and testing products/services
services" FTEs
Total cost of the process "design and develop Percentage of total annual cost for new percent
product/service" as a percentage of the function product/service development allocated to
"develop and manage products and services" designing, building, and testing products/services
The percentage of products that are based on Percentage of products are based on common percent
common development platforms development platforms
The percentage of parts that are common across Percentage of parts that are common across major percent
major product lines product lines
Percentage of customers using your business Percentage of your customers uses your website percent
entity's website for information gathering on your (your company name.com) for information
business entity's products/services gathering or research on your products/services
Percentage of customers using social media for Percentage of your customers uses social media percent
information gathering on your business entity's (interactions via social platforms external to your
products/services company website) for information gathering or
research on your products/services
Percentage of customers using mobile applications Percentage of your customers uses mobile percent
for information gathering on your business entity's applications for information gathering or research
products/services on your products/services
Percentage of customers using traditional face-to- Percentage of your customers uses traditional face- percent
face contact for information gathering on your to-face contact for information gathering or
business entity's products/services research on your products/services

Percentage of customers using indirect marketing Percentage of your customers uses indirect percent
for information gathering on your business entity's marketing such as billboards, print, broadcasting
products/services (radio/TV) for information gathering or research on
your products/services
Customer wallet share Customer wallet share percent
Market share Market share percent
Key customer growth Percentage of revenue growth for the top 20 percent
percent of customers
Key customer profitability Percentage of profitability change for the top 20 percent
percent of customers
Key customer retention rate Key customer retention rate percent
Relative change in brand performance over the Relative change in brand performance over the percent
past three years past three years
Percentage of customers who can name brand in Percentage of customers who can name your percent
unaided recall test business entity's brand in an unaided recall test
Percentage of customers who would recommend Percentage of customers who would recommend percent
product/service to family/friends your business entity's product/service to
family/friends
Percentage of revenue attributed to customers who Percentage of revenue from customers making percent
made first purchase of the brand their first purchase of the brand in the last 12-
month reporting period
Percentage of customers claiming to be satisfied Percentage of customers claiming to be satisfied percent
Budget for sales as a percentage of revenue (Budget for sales / Total business entity revenue) * percent
100
Average monthly sales forecast error within a Average monthly product family sales forecast percent
product family error
Sales FTEs as a percentage of total business entity (Number of FTEs who perform the sales percent
FTEs function/Number of business entity FTEs)*100

Average return on investment on website channel Average return on investment for marketing/sales percent
marketing/sales campaigns campaigns for the website channel
Average return on investment on mobile Average return on investment for marketing/sales percent
application channel marketing/sales campaigns campaigns for the mobile application channel
Average return on investment on search engine Average return on investment for marketing/sales percent
marketing channel marketing/sales campaigns campaigns for the search engine marketing
channel
Average return on investment on social media Average return on investment for marketing/sales percent
marketing channel marketing/sales campaigns campaigns for the social media channel
Average return on investment on traditional face- Average return on investment for marketing/sales percent
to-face channel marketing/sales campaigns campaigns for the face-to-face channel
Average return on investment on indirect Average return on investment for marketing/sales percent
marketing channel marketing/sales campaigns campaigns for the indirect marketing channel
Average monthly national/global forecast error S25320470QN0001 percent

measured by the mean absolute percentage error
(MAPE)
Sales budget per sales FTE Budget for sales / Number of FTEs who perform the dollars
sales function
Budget for marketing as a percentage of revenue (Budget for marketing / Total business entity percent
revenue) * 100
Marketing budget per marketing FTE Budget for marketing / Number of FTEs who dollars
perform the marketing function
Total annual cost incurred to execute direct (Total cost from direct marketing percent
marketing campaigns as a percentage of revenue campaigns/Revenue from direct marketing
generated by direct marketing campaigns campaigns)*100

Percentage of business entity's growth in revenues Percentage of revenue growth for the top 20 percent
from the top twenty percent of customers percent of customers
Percentage of active customers who are repeat Percentage of active customers who are repeat percent
customers customers
Average sales cycle time in calendar days from Cycle time in days from when a sales days
the time the lead/opportunity is identified and the lead/opportunity is identified to when it is closed
sale is closed
Percentage of order inquiry contacts received Percentage of order inquiry contacts received percent
through new (such as digital/electric) channels through new (such as digital/electric) channels
Percentage of qualified leads where the sale is Percentage of qualified leads where the sale is percent
closed closed
Number of active customers per sales FTE Total number of active customers/Number of FTEs customers
who perform the sales function
Percentage of active customers who are profitable Percentage of active customers that are profitable percent
Percentage of annual net sales revenue Percentage of net sales revenue attributable to percent
attributable to repeat customers repeat customers
Average cost per sales order for orders received Average cost per sales order received through new dollars
through new channels (such as digital/electric) channels
Average cost per sales order for orders received Average cost per sales order received through dollars
through traditional channels traditional channels
Average cost to resolve a service-after-sales Average cost to resolve a service-after-sales dollars
request for contact centers or similar remote request for contact centers or similar remote
assistance channel assistance channel
request for the customer self-service channel request for the customer self-service channel
request for on-site visits request for on-site visits

Combined personnel and systems costs of the ((Personnel cost to perform the process group percent
customer order management function as a "develop customer care/customer service strategy"
percentage of the total cost the function + Systems cost to perform the process group
"develop customer care/customer service strategy"
+ Personnel cost to perform the process "manage
sales orders" + Systems cost to perform the
process "manage sales orders" + Personnel cost to
perform the process "service customers" +
Systems cost to perform the process "service
customers" + Personnel cost to perform the
process "manage returns; manage reverse
logistics" + Systems cost to perform the process
"manage returns; manage reverse logistics") /
(Total cost to perform the process group "develop
customer care/customer service strategy" + Total
cost to perform the process "manage sales orders"
+ Total cost to perform the process "service
customers" + Total cost to perform the process
"manage returns; manage reverse logistics")) *
100.0

Other cost of the customer order management ((Costs other than personnel, systems, overhead, percent
function as a percentage of the total cost of the and outsourced to perform the process group
function "develop customer care/customer service strategy"
+ Costs other than personnel, systems, overhead,
and outsourced to perform the process "manage
sales orders" + Costs other than personnel,
systems, overhead, and outsourced to perform the
process "service customers" + Costs other than
personnel, systems, overhead, and outsourced to
perform the process "manage returns; manage
reverse logistics") / (Total cost to perform the
process group "develop customer care/customer
service strategy" + Total cost to perform the
process "manage sales orders" + Total cost to
perform the process "service customers" + Total
cost to perform the process "manage returns;
manage reverse logistics")) * 100.0
Other cost of the process "manage sales orders" Costs other than personnel, systems, overhead, dollars
per $1,000 revenue and outsourced to perform the process "manage
sales orders" / (Total business entity revenue *
0.0010)
Other cost to perform the process "manage sales (Costs other than personnel, systems, overhead, percent
orders" as a percentage of total cost of the process and outsourced to perform the process "manage
sales orders" / Total cost to perform the process
"manage sales orders") * 100.0

Outsourced cost of the customer order ((Outsourced cost to perform the process group percent
management function as a percentage of the total "develop customer care/customer service strategy"
cost of the function + Outsourced cost to perform the process "manage
sales orders" + Outsourced cost to perform the
process "service customers" + Outsourced cost to
Outsourced cost of the process "manage sales Outsourced cost to perform the process "manage dollars
orders" per $1,000 revenue sales orders" / (Total business entity revenue *
0.0010)
Outsourced cost to perform the process "manage (Outsourced cost to perform the process "manage percent
sales orders" as a percentage of the total cost to sales orders" / Total cost to perform the process
perform the process "manage sales orders") * 100.0
Outsourced cost to perform the process "manage (Outsourced cost to perform the process "manage dollars
sales orders", "manage customer sales orders" + Outsourced cost to perform the
requests/inquiries", and "manage customer processes "manage customer service
complaints" per call contact requests/inquiries" and "manage customer
complaints") / Number of inbound calls received
through a live agent

Overhead cost of the customer order management ((Overhead cost to perform the process group percent
function as a percentage of the total cost of the "develop customer care/customer service strategy"
function + Overhead cost to perform the process "manage
sales orders" + Overhead cost to perform the
process "service customers" + Overhead cost to
Overhead cost of the process "manage sales Overhead cost to perform the process "manage dollars
orders" per $1,000 revenue sales orders" / (Total business entity revenue *
0.0010)
Overhead cost to perform the process "manage (Overhead cost to perform the process "manage percent
sales orders" as a percentage of the total cost to sales orders" / Total cost to perform the process
perform the process "manage sales orders") * 100.0
Overhead cost to perform the processes "manage (Overhead cost to perform the process "manage dollars
sales orders", "manage customer service sales orders" + Overhead cost to perform the
complaints" per inbound contact requests/inquiries" and "manage customer
complaints") / Total number of inbound contacts

Personnel cost of the customer order management ((Personnel cost to perform the process group percent
function as a percentage of the total cost of the "develop customer care/customer service strategy"
function + Personnel cost to perform the process "manage
sales orders" + Personnel cost to perform the
process "service customers" + Personnel cost to
Personnel cost to perform the process "manage Total annual cost for the process "manage sales dollars
sales orders" per $1,000 revenue orders" for the category "Personnel cost
(compensation and benefits)" / (Total business
Personnel cost to perform the process "manage (Total annual cost for the process "manage sales percent
sales orders" as a percentage of the total cost to orders" for the category "Personnel cost
perform the process (compensation and benefits)" / Total cost to
perform the process "manage sales orders") *
100.0
Personnel cost to perform the process "manage Total annual cost for the process "manage sales dollars
sales orders" per process agent FTE orders" for the category "Personnel cost
(compensation and benefits)" / Number of agent
FTEs that perform the process "manage sales
orders"

Systems cost to perform the process "manage (Percentage of total cost of the process "Manage dollars
sales orders" per $100,000 revenue sales orders" allocated to internal cost *
Percentage of internal cost of the process "Manage
sales orders" allocated to systems cost * Total cost
to perform the process "manage sales orders" * .
0001) / (Total business entity revenue * .00001)
Total cost to perform the processes "manage sales (Total cost to perform the process "manage sales dollars
orders", "manage customer service orders" + Total cost to perform the processes
requests/inquiries", and "manage customer "manage customer service requests/inquiries" and
complaints" per active customer "manage customer complaints") / Number of total
customers in customer master file that are active
Total cost of to perform the processes "manage (Total cost to perform the process "manage sales dollars
sales orders", "manage customer service orders" + Total cost to perform the processes
complaints" per inbound contact "manage customer complaints") / Total number of
inbound contacts
Total cost of the customer order management (Total cost to perform the process group "develop dollars
function per $1,000 revenue customer care/customer service strategy" + Total

function per function FTE customer care/customer service strategy" + Total
(Number of FTEs who perform the process group
+ Number of FTEs who perform the process
"manage sales orders" + Number of FTEs who
Number of FTEs who perform the process "manage
returns; manage reverse logistics")
function per sales order customer care/customer service strategy" + Total
Number of sales orders placed
function per sales order line item customer care/customer service strategy" + Total
Number of sales order line items

Total cost of the process "manage sales orders" per Total cost to perform the process "manage sales dollars
process FTE orders" / Number of agent FTEs that perform the
process "manage sales orders"
Total cost to perform the process "manage sales Total cost to perform the process "manage sales dollars
orders" per $1,000 revenue orders" / (Total business entity revenue * 0.0010)
orders" per sales order placed orders" / Total annual number of sales orders
placed
Total cost to perform the processes "manage sales (Total cost to perform the process "manage sales dollars
orders", "manage customer service orders" + Total cost to perform the processes
complaints" per business entity FTE "manage customer complaints") / Total number of
FTEs for the process "Manage sales orders" and the
function "Manage customer service"
orders" per sales order line item orders" / Number of sales order line items
Total revenue per sales order Total business entity revenue / Total annual number dollars
of sales orders placed
Overhead/other cost of the process "Manage sales (Percentage of total cost of the process "Manage dollars
orders" per $100,000 revenue sales orders" allocated to internal cost *
Percentage of internal cost of the process "Manage
sales orders" allocated to overhead and other
costs * Total cost to perform the process "manage
sales orders" * .0001) / (Total business entity
revenue * .00001)
Outsourced cost of the process "Manage sales (Percentage of total cost of the process "Manage dollars
orders" per $1,000 revenue sales orders" allocated to external cost * Total cost
to perform the process "manage sales orders" * .
01) / (Total business entity revenue * .001)

Cycle time in hours from the time a sales order is Cycle time in hours from the time a sales order is hours
received until the time manufacturing/logistics is received until the time manufacturing/logistics is
notified notified
First contact resolution rate for inquiries on existing First contact resolution rate for inquiries on existing percent
orders and service-after-sales requests orders and service-after-sales requests
Number of FTEs that perform the customer order (Number of FTEs who perform the process group FTEs
management function per $1 billion revenue "develop customer care/customer service strategy"
"manage sales orders" + Number of FTEs who
returns; manage reverse logistics") / (Total
Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
sales orders" per $1 billion revenue sales orders" / (Total business entity revenue * .
000000001)
Value of sales order line items not fulfilled due to Value of sales order line items not fulfilled due to percent
production capacity or stockouts as a percentage production capacity or stockouts as a percentage
of revenue of revenue
Number of FTEs who perform order entry/order (Number of agent FTEs who perform the process percent
processing as a percentage of total FTEs for the "manage sales orders" who perform order
"manage sales orders" process entry/order processing / Number of agent FTEs that
perform the process "manage sales orders") *
100.0
Number of FTEs who perform order inquiry as a (Number of agent FTEs who perform the process percent
percentage of total FTEs for the "manage sales "manage sales orders" who perform order inquiry /
orders" process Number of agent FTEs that perform the process
"manage sales orders") * 100.0

Inbound calls for the process "manage sales (Number of inbound calls for the process "manage percent
orders" as a percentage of total inbound calls sales orders" / Number of inbound calls) * 100.0
Cross-sell/up-sell close rate Percentage of inbound contacts that completed an percent

additional cross-sell or up-sell
Percentage of sales order line items delivered on (Sales order line items delivered on time as percent
time scheduled / Number of sales order line items) *
100.0
Percentage of sales order line items requiring no Percentage of sales order line items requiring no percent
human intervention to create, modify, or fulfill manual intervention to create, modify, or fulfill
Percentage of sales orders transacted via a portal Percentage of sales orders transacted via portal percent
Percentage of sales orders received through new Percentage of sales orders received through new percent
(such as digital/electric) channels (such as digital/electric) channels
Percentage of sales orders requiring no human Percentage of sales orders requiring no manual percent
intervention to create, modify, or fulfill intervention to create, modify, or fulfill
Percentage of total sales order line items placed (Sales order line items received by EDI / Number of percent
through EDI sales order line items) * 100.0
Percentage of sales orders delivered on time over Percentage of sales orders delivered on time over percent
the past three reporting periods the past three reporting periods
Percentage of sales orders received through non- Percentage of sales orders received through percent
digital channels (such as face-to-face, phone calls, traditional channels
fax, post)
Percentage of the sales force that made their Percentage of the sales force that made their percent
quotas/targets in the last 12-month reporting quotas/targets in the last 12-month reporting
period period
Number of sales order line items per FTE that Number of sales order line items / Number of FTEs sales order line
performs the process "manage sales orders" who perform the process "manage sales orders" items
Number of sales orders per FTE that performs the Total annual number of sales orders placed / sales orders
process "manage sales orders" Number of agent FTEs that perform the process
"manage sales orders"

Percentage of revenue attributed to indirect Percentage of revenue attributed to indirect percent
sources three reporting periods ago sources three reporting periods ago
Percentage of revenue attributed to indirect Percentage of revenue attributed to indirect percent
sources for the current period sources for the current period
Percentage of revenue attributed to direct sources Percentage of revenue attributed to direct sources percent
for the current period for the current period
Percentage of revenue attributed to direct sources Percentage of revenue attributed to direct sources percent
three reporting periods ago over the past three reporting periods
Percentage of revenue attributed to e-commerce Percentage of revenue attributed to e-commerce percent
for the current period for the current period
Percentage of revenue attributed to e-commerce Percentage of revenue attributed to e-commerce percent
three reporting periods ago over the past three reporting periods
Percentage of sales order line items changed after (Number of sales order line items changed after percent
initial order placement through direct connection initial order placement through direct connection
to the system to the system / Number of sales order line items
changed by the customer after the initial order
placement) * 100.0
initial order placement through electronic data initial order placement through EDI / Number of
interchange (EDI) sales order line items changed by the customer
after the initial order placement) * 100.0
initial order placement through e-mail initial order placement through e-mail / Number of
sales order line items changed by the customer
initial order placement through fax and mail initial order placement through fax and mail /
Number of sales order line items changed by the
customer after the initial order placement) * 100.0

initial order placement through other methods initial order changed through methods other than
the internet, WAP, EDI, direct connection to the
system, e-mail, fax and mail, and the telephone /
initial order placement through telephone initial order placement through telephone /
initial order placement through the internet initial order placement through the internet /
initial order placement through WAP initial order placement through WAP / Number of
sales order line items changed by the customer
Percentage of finance function FTEs allocated to (Number of FTEs who perform the process percent
the process "manage sales orders" "manage sales orders" / Number of FTEs who
perform the function "manage financial resources")
* 100
Percentage of sales order line items changed by (Number of sales order line items changed by the percent
the customer following initial order entry customer after the initial order placement /
Number of sales order line items) * 100.0
Inbound contacts for the process "manage sales Percentage of inbound contacts from all channels percent
orders" as a percentage of total inbound contacts related to the process "manage inbound sales
orders"

Percentage of total sales order line items not (Number of sales orders line items not fulfilled due percent
fulfilled due to lack of production to lack of production capacity/stockouts / Number
capacity/stockouts of sales order line items) * 100.0
Percentage of sales orders not fulfilled due to lack Percentage of sales orders not fulfilled due to lack percent
of production capacity/stockouts of production capacity/stockouts
Percentage of sales orders changed by the Percentage of sales orders changed by the percent
customer after the initial order placement customer after the initial order placement
Percentage of total annual sales revenue Percentage of total annual sales revenue percent
attributable to sales completed on your business attributable to your website channel
entity's website
attributable to sales completed on social media attributable to social media
attributable to sales completed on mobile attributable to mobile applications
applications
attributable to sales completed through traditional attributable to the face-to-face channel
face-to-face channels
attributable to sales completed through human- attributable to a human-assisted sales method
assisted channels other than face-to-face contact other than face-to-face contact
attributable to sales completed through digital attributable to a digital channel other than your
channels other than social media, website, or website, social media, or mobile applications
mobile applications
Personnel cost of the process "Manage sales Percentage of internal cost of the process "Manage percent
orders" as a percentage of total process cost sales orders" allocated to personnel cost *
Percentage of total cost of the process "Manage
sales orders" allocated to internal cost * .01

Systems cost of the process "Manage sales orders" Percentage of internal cost of the process "Manage percent
as a percentage of total process cost sales orders" allocated to systems cost *
Percentage of total cost of the process "Manage
sales orders" allocated to internal cost * .01
Overhead/other cost of the process "Manage sales Percentage of internal cost of the process "Manage percent
orders" as a percentage of total process cost sales orders" allocated to overhead and other
costs * Percentage of total cost of the process
"Manage sales orders" allocated to internal cost * .
01
Outsourced cost of the process "Manage sales Percentage of total cost of the process "Manage percent
orders" as a percentage of total process cost sales orders" allocated to external cost
Percentage of total annual revenue that is Percentage of revenue generated from cross- percent
generated from up-sell/cross-selling services selling and up-selling services associated with
associated with product purchases product purchase
Demand/supply planning costs per $1,000 revenue Demand/Supply planning cost / (Total business dollars
Inventory carrying cost per $1,000 revenue Value of inventory carrying costs / (Total business dollars
Percentage of the total cost of the supply chain Percentage of total cost to perform the supply percent
function allocated to the process group "Plan for chain function "deliver products and services"
and align supply chain resources" allocated to process group "plan for and align
supply chain resources"
Total cost of the process group "Plan for and align (Total cost to perform the supply chain function * dollars
supply chain resources" per $1,000 revenue 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 of the process group "plan for and align (Total cost to perform the supply chain function * dollars
supply chain resources" per $1 billion revenue Percentage of total cost to perform the supply
supply chain resources" * .01) / (Total business
Total cost to perform the process group "Plan for (Total cost to perform the supply chain function * dollars
and align supply chain resources" per process Percentage of total cost to perform the supply
group FTE chain function "deliver products and services"
supply chain resources" * .01) / Number of FTEs
who perform the process group "plan for and align
supply chain resources"
Personnel cost to perform the process group "Plan (Total cost to perform the supply chain function * dollars
for and align supply chain resources" per process Percentage of total cost to perform the supply
group FTE chain function "deliver products and services"
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"

Personnel cost to perform the process group "plan (Total cost to perform the supply chain function * dollars
for and align supply chain resources" per $1,000 Percentage of total cost to perform the supply
revenue chain function "deliver products and services"
allocated to personnel cost * .000001) / (Total
Systems cost to perform the process group "plan (Total cost to perform the supply chain function * dollars
for and align supply chain resources" per $100,000 Percentage of total cost to perform the supply
allocated to systems cost * .000001) / (Total

Overhead and other costs to perform the process (Total cost to perform the supply chain function * dollars
group "Plan for and align supply chain resources" Percentage of total cost to perform the supply
per $100,000 revenue chain function "deliver products and services"
allocated to overhead/other costs * .000001) /
(Total business entity revenue * .00001)
Outsourced cost to perform the process group (Total cost to perform the supply chain function * dollars
"Plan for and align supply chain resources" per Percentage of total cost to perform the supply
$1,000 revenue chain function "deliver products and services"
chain resources" allocated to external cost * .0001)
/ (Total business entity revenue * .001)
Supply chain management costs per $1,000 Supply chain management cost / (Total business dollars
Total cost of quality per $100,000 revenue Total cost of quality / (Total business entity revenue dollars
* 0.000010)
Forecast accuracy as a percentage of units shipped Forecast accuracy as a percentage of units shipped percent
Forecast accuracy one planning period prior to Forecast accuracy one planning period prior to percent
production run production run
Value of forecast accuracy as a percentage of value Value of forecast accuracy as a percentage of value percent
shipped shipped

Number of FTEs that perform the process group Number of FTEs who perform the process group FTEs
"plan for and align supply chain resources" per $1 "plan for and align supply chain resources" / (Total
billion revenue business entity revenue * .000000001)
Value added productivity per employee Value added productivity per employee in revenue dollars
value
Employee retention rate Employee retention rate percent
Systems cost of the procurement process group as ((Systems cost to perform the process "develop percent
a percentage of total cost of the process group sourcing strategies" + Systems cost to perform the
process "select suppliers and develop/maintain
contracts" + Systems cost to perform the process
"order materials and services" + Systems cost to
perform the process "appraise and develop
suppliers") / (Total cost to perform the process
"develop sourcing strategies" + Total cost to
perform the process "select suppliers and
develop/maintain contracts" + Total cost to
perform the process "order materials and services"
+ Total cost to perform the process "appraise and
develop suppliers")) * 100.0
Total cost to perform the procurement process (Total cost to perform the process group "procure percent
group as a percentage of cost of goods sold (COGS) materials and services" / Cost of goods sold
(COGS)) * 100
Total cost to perform the procurement process (Total cost to perform the process group "procure percent
group as a percentage of revenue materials and services" / Total business entity
revenue) * 100
Total cost to perform the process group "procure Total cost to perform the process group "procure dollars
materials and services" per $1,000 revenue materials and services" / (Total business entity
revenue * .001)

Total cost to perform the procurement process Total cost to perform the process group "procure dollars
group per $1,000 purchases materials and services" / (Value of all materials and
services purchased * .001)
group per process group FTE materials and services" / (Number of FTEs who
perform the process "develop sourcing strategies"
+ Number of FTEs who perform the process group
"select suppliers and develop/maintain contracts"
"order materials and services" + Number of FTEs
who perform the process "appraise and develop
suppliers")
group per purchase order materials and services" / Number of purchase
orders placed
group per purchase order line item materials and services" / Number of purchase order
line items processed
function allocated to the process group "Procure chain function "deliver products and services"
materials and services" allocated to process group "procure materials and
services"
Total cost of the process group "Procure materials (Total cost to perform the supply chain function * dollars
and services" per $1 billion revenue Percentage of total cost to perform the supply
allocated to process group "procure materials and
services" * .01) / (Total business entity revenue * .
000000001)
Procure to pay cycle time in days Time in days required to pay suppliers from days
purchase order placement until payment complete
Days payable Days payable outstanding days

Average supplier lead time on purchased materials Average supplier lead time on purchased materials days
Transaction amount per purchase order Average transaction amount per purchase order dollars
Number of FTEs that perform the procurement (Number of FTEs who perform the process "develop FTEs
process group per $1 billion purchases sourcing strategies" + Number of FTEs who
perform the process group "select suppliers and
develop/maintain contracts" + Number of FTEs
who perform the process group "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 total value of goods and services Percentage of the total value of goods and services percent
purchased from top ten suppliers purchased from your top 10 suppliers
Percentage of purchase value from certified Percentage of purchase value from certified percent
vendors vendors
Percentage of purchase orders approved Percentage of purchase orders approved percent
electronically electronically
Percentage of purchase orders received complete Percentage of purchase orders received with all percent
items complete
Percentage of purchase orders received damage (Number of purchase orders received with all items percent
free damage free / Number of purchase orders placed) *
100
Percentage of purchase value transacted via an (Percentage of purchases by currency volume percent
electronic marketplace transacted electronically via private online trade
exchange + Percentage of purchases by currency
volume transacted electronically via public online
trade exchange)
Percentage of purchase value transacted via a Percentage of purchases by currency volume percent
private electronic marketplace transacted electronically via private online trade
exchange

Percentage of purchase value transacted via a Percentage of purchases by currency volume percent
public electronic marketplace transacted electronically via public online trade
exchange
Percentage of supplier orders received by original Percentage of supplier orders delivered by original percent
request date (on time) request date
Percentage of total number of goods receipts (Number of goods receipts received without item percent
received without item and quantity verification and quantity verification / Number of parts and
materials receipts received) * 100
Percentage of total number of items purchased and (Items received that fail inspection / Number of percent
received failing inspection (incoming material items received) * 100.0
quality)
Percentage of total purchases procured via Percentage of total purchase value procured via percent
maverick buying maverick buying
Percentage of purchase order line items received Percentage of purchase order line items received percent
complete with all items complete
Percentage of purchase order line items received (Purchase order line items received damage free / percent
damage free Number of purchase order line items processed) *
100.0
Percentage of purchase order line items transacted Percentage of purchase order line items transacted percent
using e-procurement enabled catalogue suppliers using e-procurement enabled catalogue suppliers
Strategic suppliers as a percentage of all active (Number of active suppliers considered strategic percent
suppliers suppliers / Number of active unique suppliers in
vendor master file) * 100

Number of FTEs that perform the procurement (Number of FTEs who perform the process "develop FTEs
process group per $1 billion revenue sourcing strategies" + Number of FTEs who
process "appraise and develop suppliers") / (Total
Number of active vendors in the master file per $1 Number of active unique suppliers in vendor active vendors
million purchases master file / (Value of all materials and services
purchased * .000001)
Number of purchase orders processed per Number of purchase orders placed / (Number of purchase orders
procurement process group FTE FTEs who perform the process "develop sourcing
strategies" + Number of FTEs who perform the
process group "select suppliers and
process "appraise and develop suppliers")
Total purchase value (spend, in thousands of [Value of all materials and services purchased / dollars
dollars) per procurement process group FTE (Number of FTEs who perform the process "develop
sourcing strategies" + Number of FTEs who
process "appraise and develop suppliers")] * .001

Number of active suppliers in vendor master file Number of active unique suppliers in vendor active suppliers
per procurement process group FTE master file / (Number of FTEs who perform the
process "develop sourcing strategies" + Number of
FTEs who perform the process group "select
suppliers and develop/maintain contracts" +
Number of FTEs who perform the process group
suppliers")
Percentage of purchase order line items transacted Percentage of purchase order line items transacted percent
via a portal via portal
Direct materials and services value as a (Value of all direct materials and services percent
percentage of total value of purchases purchased / Value of all materials and services
purchased) * 100
Indirect materials and services value as a (Value of all indirect materials and services percent
percentage of total value of purchases purchased / Value of all materials and services
purchased) * 100
Value of materials and services per $1,000 revenue Value of all materials and services purchased / dollars
Ratio of Purchases to Revenue (Value of all materials and services purchased/Total percent
business entity revenue)*100
Percentage of spend that is processed by the Percentage of spend processed by EPC or EPCM Percent
business entity’s EPC (Engineering, Procurement, partners
and Construction) or EPCM (Engineering,
Procurement, and Construction Management)
partners
Percentage of transactions that are processed by Percentage of transactions processed by EPC or Percent
the business entity’s EPC (Engineering, EPCM partners
Procurement, and Construction) or EPCM
(Engineering, Procurement, and Construction
Management) partners

Number of items received by the business entity Number of items received / (Number of FTEs who items
per procurement process group FTE perform the process "develop sourcing strategies"
suppliers")
Percentage of unique suppliers who are active (Number of active unique suppliers in vendor percent
suppliers master file / Number of unique suppliers in vendor
master file) * 100
Percentage of total value of materials and services Percentage of materials and services purchase percent
purchases included in total cost of ownership value that is included in a TCO model
model
Percentage of total value of purchases allocated (Value of purchases placed by other methods / percent
among the following purchase arrangement type: Value of all materials and services purchased) *
other 100.0
Percentage of total value of purchases allocated (Value of purchases placed by percent
among the following purchase arrangement type: replenishment/vendor managed inventory / Value
replenishment/vendor management inventor of all materials and services purchased) * 100.0
Percentage of total value of purchases allocated (Value of purchase order line items submitted by percent
among the following submission method: electronic EDI / Value of all materials and services purchased)
data interchange * 100.0
among the following submission method: fax fax / Value of all materials and services purchased)
* 100.0
among the following submission method: internet internet / Value of all materials and services
purchased) * 100.0

among the following submission method: mail mail / Value of all materials and services
purchased) * 100.0
among the following submission method: telephone / Value of all materials and services
telephone purchased) * 100.0
among the following submission method: wireless WAP / Value of all materials and services
application protocol purchased) * 100.0
Percentage of total value of direct materials and Percentage of total value of direct materials and percent
services purchased outside of country services purchased that is sourced outside of the
country
Percentage of value of supplier certified purchased Percentage of total value of purchased material percent
material that is supplier certified
Percentage of the total value of purchases (Value of purchases placed by procurement cards / percent
allocated among the following purchase Value of all materials and services purchased) *
arrangement type: procurement cards 100.0
Percentage of the total value of purchases (Value of purchases placed by individual purchase percent
allocated among the following purchase orders / Value of all materials and services
arrangement type: individual purchase orders purchased) * 100.0
Percentage of the total value of purchases (Value of purchases placed by blanket/contract percent
allocated among the following purchase orders / Value of all materials and services
arrangement type: blanket/contract orders purchased) * 100.0
Percentage of the total value of purchases (Value of purchase order line items submitted by percent
allocated among the following submission method: other methods / Value of all materials and services
other purchased) * 100.0
Percentage of the total value of purchases placed ((Value of purchase order line items submitted by percent
by non-traditional submission methods (without a internet + Value of purchase order line items
buyer or purchasing agent being involved to submitted by WAP + Value of purchase order line
process the transaction) items submitted by EDI) / Value of all materials and
services purchased) * 100.0

Percentage of purchase requisition line items (Number of purchase requisition line items by percent
allocated among the following request method: electronic request direct to internal purchasing
electronic request direct to internal purchasing department / Number of purchase requisition line
department items processed) * 100.0
allocated among the following request method: other request methods / Number of purchase
other requisition line items processed) * 100.0
allocated among the following request method: paper request / Number of purchase requisition line
paper items processed) * 100.0
allocated among the following request method: telephone request direct to internal purchasing
telephone request direct to internal purchasing department / Number of purchase requisition line
department items processed) * 100.0
allocated among the following request method: telephone request direct to vendor / Number of
telephone request direct to vendor purchase requisition line items processed) * 100.0
allocated among the following request method: electronic request direct to vendor / Number of
electronic request direct to vendor purchase requisition line items processed) * 100.0
Percentage of value of purchased material that is Percentage of value of purchased materials from percent
received from vendors that participate in vendor- vendors that participate in vendor-managed
managed inventory programs programs
Percentage of procurement process group staff Percentage of procurement department staff with percent
with formal training in negotiations formal training in negotiations
with over three years of purchasing operations over three years of purchasing operations
experience experience

with over three years of strategic over three years of strategic sourcing/commodity
sourcing/commodity management experience management experience
Labor costs as a percentage of cost of goods sold Labor cost as a percentage of cost of goods sold percent
Manufacturing controllable cost as a percentage of (Manufacturing controllable costs / Total business percent
revenue entity revenue) * 100.0
Material costs as a percentage of cost of goods Material cost as a percentage of cost of goods sold percent
sold
Overhead costs as a percentage of cost of goods Overhead cost as a percentage of cost of goods percent
sold sold
Scrap and rework costs as a percentage of sales Scrap and rework costs as a percentage of sales percent
Total cost to manufacture per $1,000 revenue Total cost to manufacture / (Total business entity dollars
revenue * .001)
function allocated to the process group chain function "deliver products and services"
"Produce/Manufacture/Deliver product" allocated to process group
"produce/manufacture/deliver product"
Total cost of the process group (Total cost to perform the supply chain function * dollars
"Produce/Manufacture/Deliver product" per $1,000 Percentage of total cost to perform the supply
allocated to process group
"produce/manufacture/deliver product" * .01) /
Total cost of the process group (Total cost to perform the supply chain function * dollars
"Produce/Manufacture/Deliver product" per $1 Percentage of total cost to perform the supply
billion revenue chain function "deliver products and services"
allocated to process group
"produce/manufacture/deliver product" * .01) /

Scrap and rework costs as a percentage of cost of What is your scrap and rework cost as a percent
goods sold (COGS) percentage of cost of goods sold?
Maximum elapsed time it takes to engineer, select, Maximum elapsed time it takes to engineer, select, hours
and negotiate with suppliers and order materials and negotiate with suppliers and order materials
for customized configuration of non-standard items for customized configuration of non-standard items
(capability model engineer-to-order only) (capability model engineer-to-order only)
Engineering change order (ECO) cycle time Engineering change-order cycle time in days days
Inventory obsolescence as a percentage of total Value of inventory obsolescence as a percentage of percent
inventory total inventory value
Personnel turnover rate as percentage of total work Personnel turnover rate as percentage of total work percent
force for the most recent fiscal year force for the most recent fiscal year
Percentage of defective parts per million Percentage of defective parts per million percent
Percentage of total labor used in manufacturing Percentage of total labor used in manufacturing percent
classified as direct labor classified as direct labor
Costs of production material handling damage as a Costs of production material handling damage as a percent
percentage of total material costs percentage of total material costs
Unplanned machine downtime as a percentage of Unplanned machine downtime as a percentage of percent
scheduled run time scheduled run time
Asset turns Total asset turn rate turns
Direct labor availability Percentage of direct labor in manufacturing that is percent

available for manufacturing activities
Average defective number of parts per million Percentage of defective parts per million parts per million
Value of plant shipments per manufacturing What is the total annual value of plant shipments dollars
employee per manufacturing employee?
Warranty costs (repair and replacement) as a Warranty costs as a percentage of sales percent
percentage of sales
Value of plant shipments per employee Most recent fiscal year's approximate currency dollars
value of plant shipments per employee

Percentage of manufacturing workforce that has What percentage of your manufacturing workforce percent
completed Six Sigma training has completed Six Sigma training?
function allocated to the process group "Deliver chain function "deliver products and services"
service to customer" allocated to process group "deliver service to
customer"
Total cost of the process group "Deliver service to (Total cost to perform the supply chain function * dollars
customer" per $1,000 revenue Percentage of total cost to perform the supply
allocated to process group "deliver service to
customer" * .01) / (Total business entity revenue * .
001)
Total cost of the process group "Deliver service to (Total cost to perform the supply chain function * dollars
customer" per $1 billion revenue Percentage of total cost to perform the supply
allocated to process group "deliver service to
customer" * .01) / (Total business entity revenue * .
000000001)
Downside Supply Adaptability Maximum percentage reduction in quantities percent
ordered sustainable at 30 days prior to deliver with
no inventory or cost penalties (downside supply
chain adaptability)
Upside Supply Chain Adaptability Maximum sustainable percentage increase in percent
quantity delivered that can be achieved in 30 days
(upside supply chain adaptability)
Upside Supply Chain Flexibility Number of days required to achieve an unplanned days
sustainable 20 percentage increase in quantities
delivered (upside supply chain flexibility)
Total cost to perform the process group "manage (Total cost to perform the process group "manage percent
logistics and warehousing" as a percentage of logistics and warehousing" / Cost of goods sold
costs of goods sold (COGS)) * 100

Total cost to perform the process group "manage (Total cost to perform the process "define logistics dollars
logistics and warehousing" per $1,000 revenue strategy" + Total cost to perform the process "plan
and manage inbound material flow" + Total cost to
perform the process "operate warehousing" + Total
cost to perform the process "operate outbound
transportation") / (Total business entity revenue * .
001)
Total cost to perform the logistics process group Total cost to perform the process group "manage dollars
"manage logistics and warehousing" per "define logistics and warehousing" / (Number of FTEs who
logistics strategy", "plan and manage inbound perform the process "define logistics strategy" +
material flow", "operate warehousing", and Number of FTEs who perform the process "plan and
"operate outbound transportation" process FTE manage inbound material flow" + Number of FTEs
who perform the process "operate warehousing" +
Number of FTEs who perform the process "operate
outbound transportation")
Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
logistics and warehousing" per sales order fulfilled logistics and warehousing" /Number of sales orders
fulfilled
Total cost to perform the process group "manage Total logistics cost as a percentage of sales percent
logistics and warehousing" as a percentage of
sales
Total transportation cost per $1,000 revenue Transportation cost / (Total business entity revenue dollars
* .001)
Percentage of the total cost of the supply chain (Transportation cost / Total cost to perform the percent
function allocated to transportation supply chain function) * 100
function allocated to the process group "Manage chain function "deliver products and services"
logistics and warehousing" allocated to process group "manage logistics and
warehousing"

Total cost of the process group "Manage logistics (Total cost to perform the supply chain function * dollars
and warehousing" per $1 billion revenue Percentage of total cost to perform the supply
allocated to process group "manage logistics and
warehousing" * .01) / (Total business entity
revenue * .000000001)
Total cost to perform the process group "Manage (Total cost to perform the supply chain function * dollars
logistics and warehousing" per sales order Percentage of total cost to perform the supply
allocated to process group "manage logistics and
warehousing" * .01) / Number of sales orders
placed
Total cost of the process group "manage logistics (Total cost to perform the process group "manage percent
and warehousing" as a percentage of the cost of logistics and warehousing"/Total costs of continuing
continuing operations operations)*100
Total cost of the process group "manage logistics (Total cost to perform the process "define logistics dollars
and warehousing" per FTE that performs the strategy" + Total cost to perform the process "plan
process group and manage inbound material flow" + Total cost to
perform the process "operate warehousing" + Total
cost to perform the process "operate outbound
transportation") / (Number of FTEs who perform
the process "define logistics strategy" + Number of
FTEs who perform the process "plan and manage
inbound material flow" + Number of FTEs who
perform the process "operate warehousing" +
outbound transportation")
Cycle time in hours from receiving a customer's Cycle time in hours from receiving a customer's hours
order to completing the order's preparation order to completing the order's preparation

Expedited costs as a percentage of total cost of the Percentage of total logistics costs that are percent
logistics process group "manage logistics and expedited
warehousing"
Number of FTEs that perform the process group (Number of FTEs who perform the process "define FTEs
"manage logistics and warehousing" per $1 billion logistics strategy" + Number of FTEs who perform
revenue the process "plan and manage inbound material
flow" + Number of FTEs who perform the process
"operate warehousing" + Number of FTEs who
perform the process "operate outbound
transportation") / (Total business entity revenue * .
000000001)
Turnover rate of logistics personnel Turnover rate of logistics personnel percent
Cost of damaged product as a percentage of sales Cost of damaged product as a percentage of sales percent
Value of inventory shrinkage as a percentage of What is your shrinkage, as a percentage of cost of percent
cost of goods sold (COGS) goods sold? Shrinkage is defined as the costs
associated with breakage, pilferage, and
deterioration of inventories.
Gross value of on-hand balance for typical parts (Gross value of on-hand balance for typical percent
that have sales or usage of 0 units as a percentage products that have zero sales or usage / Total gross
of total gross typical parts inventory value value of on-hand balance for all typical products) *
100.0
Gross value of on-hand balance for typical parts Percentage of on-hand balance value for SKUs with percent
that have sales or usage between 101 and 1,000 sales between 101 and 1000
units as a percentage of total gross typical parts
inventory value
Gross value of on-hand balance for typical parts (Gross value of on-hand balance for typical percent
that have sales or usage between 1 and 100 units products that have sales or usage between 1 and
as a percentage of total gross typical parts 100 units / Total gross value of on-hand balance for
inventory value all typical products) * 100.0

Gross value of on-hand balance for typical parts Percentage of on-hand balance value for SKUs with percent
that have sales or usage of more than 1,000 units sales greater than 1000
as a percentage of total gross typical parts
inventory value
Number of FTEs that perform the process group (Number of FTEs who perform the process "operate FTEs
"manage logistics and warehousing" excluding outbound transportation" + Number of FTEs who
"manage returns; manage reverse logistics" per $1 perform the process "operate warehousing" +
billion revenue Number of FTEs who perform the process "plan and
manage inbound material flow" + Number of FTEs
who perform the process "define logistics
strategy") / (Total business entity revenue * .
000000001)
Perfect order performance Perfect order performance percent
Percentage of business entity's total number of Percentage of expedited orders resulting from percent
expedited orders caused by: documentation errors documentation error
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from inaccurate demand forecasts inaccurate demand forecasts
from information technology/system failure information technology/system failure
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from late percent
from late delivery/loss in transit delivery/loss in transit
from manufacturing equipment failure manufacturing equipment failure
from network stock re-balances network stock re-balances
from other issues other issues
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from poor percent
from poor transportation planning transportation planning

from production schedule changes production schedule changes
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from raw percent
from raw material shortages material shortages
from unavailable transport equipment unavailable transport equipment
from transportation equipment failure transportation equipment failure
Direct labor as a percentage of total labor used in Percentage of labor used in process group percent
the process group "manage logistics and "manage logistics and warehousing" that is direct
warehousing" labor
Percentage of orders expedited Percentage of sales orders considered expedited percent
Percentage of sales orders filled completely from Percentage of sales orders completely filled from percent
the primary sourcing location primary sourcing location
Percentage of ship from stock orders delivered in Percentage of ship from stock orders delivered in percent
full within 24 hours of order receipt full within 24 hours of order receipt
Percentage of supplier on-time delivery Percentage of supplier on-time delivery percent
Number of SKUs for service/repair parts that have (Number of SKUs for service/repair parts that have percent
zero sales as a percentage of the total number of zero sales / Total number of SKUs for service/repair
SKUs for service/repair parts parts) * 100.0
Number of SKUs for typical products that have zero Percentage of SKUs for typical products with zero percent
sales as a percentage of the total number of SKUs sales
for typical products
Number of SKUs for typical products that have (Number of SKUs for typical products that have percent
sales between 101 and 1,000 as a percentage of sales between 101 and 1,000 / Total number of
the total number of SKUs for typical products SKUs for typical products) * 100.0
Number of SKUs for typical products that have Percentage of SKUs for typical products with sales percent
sales between 1 and 100 as a percentage of the between 1 and 100
total number of SKUs for typical products

Number of SKUs for typical products that have (Number of SKUs for typical products that have percent
sales greater than 1,000 as a percentage of the sales greater than 1,000 / Total number of SKUs for
total number of SKUs for typical products typical products) * 100.0
Number of SKUs for service/repair parts that have Percentage of total parts with sales between 101 percent
sales between 101 and 1,000 as a percentage of and 1000
the total number of SKUs for service/repair parts
Number of SKUs for service/repair parts that have (Number of SKUs for service/repair parts that have percent
sales between 1 and 100 as a percentage of the sales between 1 and 100 / Total number of SKUs for
total number of SKUs for service/repair parts service/repair parts) * 100.0
Number of SKUs for service/repair parts that have Percentage of total parts with sales greater than percent
sales greater than 1,000 as a percentage of the 1000
total number of SKUs for service/repair parts
Number of FTEs that perform the process group ((Number of FTEs who perform the process "define percent
"manage logistics and warehousing" as a logistics strategy" + Number of FTEs who perform
percentage of total business entity FTEs the process "plan and manage inbound material
flow" + Number of FTEs who perform the process
transportation" + Number of FTEs who perform the
process "manage returns; manage reverse
logistics")/Number of business entity FTEs)*100
Gross value of on-hand balance for service/repair (Gross value of on-hand balance for service/repair percent
parts that have sales or usage of 0 units as a parts for products with zero sales or usage / Total
percentage of total gross service/repair parts gross value of on-hand balance for all products'
inventory value service/repair parts) * 100.0

Gross value of on-hand balance for service/repair Percentage of on-hand balance for parts with sales percent
parts that have sales or usage between 101 and between 101 and 1000
1,000 units as a percentage of total gross
service/repair parts inventory value
Gross value of on-hand balance for service/repair (Gross value of on-hand balance for service/repair percent
parts that have sales or usage between 1 and 100 parts for products with sales or usage between 1
units as a percentage of total gross service/repair and 100 units / Total gross value of on-hand
parts inventory value balance for all products' service/repair parts) *
100.0
Gross value of on-hand balance for service/repair Percentage of on-hand balance for parts with sales percent
parts that have sales or usage of more than 1,000 greater than 1000
units as a percentage of total gross service/repair
parts inventory value
Personnel cost to perform the process "develop Personnel cost to perform the process "develop dollars
sourcing strategies" per $1,000 revenue sourcing strategies" / (Total business entity
revenue * 0.0010)
Personnel cost to perform the process "develop Personnel cost to perform the process "develop dollars
sourcing strategies" per $1,000 purchases sourcing strategies" / (Value of all materials and
services purchased * 0.0010)
Systems cost to perform the process "develop Systems cost to perform the process "develop dollars
sourcing strategies" per $100,000 revenue sourcing strategies" / (Total business entity
revenue * 0.000010)
Systems cost to perform the process "develop Systems cost to perform the process "develop dollars
sourcing strategies" per $100,000 purchases sourcing strategies" / (Value of all materials and
Total cost to perform the process "develop sourcing Total cost to perform the process "develop sourcing dollars
strategies" per $1,000 purchases strategies" / (Value of all materials and services
purchased * 0.0010)
strategies" per $1,000 revenue strategies" / (Total business entity revenue *
0.0010)

Overhead cost of the process "develop sourcing Overhead cost to perform the process "develop dollars
strategies" per $1,000 revenue sourcing strategies"/(Total business entity
revenue*0.0010)
Other cost of the process "develop sourcing Costs other than personnel, systems, overhead, dollars
strategies" per $1,000 revenue and outsourced to perform the process "develop
sourcing strategies"/(Total business entity
revenue*0.0010)
Outsourced cost of the process "develop sourcing Outsourced cost to perform the process "develop dollars
strategies" per $1,000 revenue sourcing strategies"/(Total business entity
revenue*0.0010)
strategies" per $1,000 purchases strategies" / (Value of all materials and services
purchased * .001)
strategies" per $1,000 revenue strategies" / (Total business entity revenue * .001)
strategies" per process FTE strategies" / Number of FTEs who perform the
process "develop sourcing strategies"
Number of FTEs that perform the process "develop (Number of FTEs who perform the process "develop percent
sourcing strategies" as a percentage of sourcing strategies" / (Number of FTEs who
procurement process group FTEs perform the process "develop sourcing strategies"
suppliers")) * 100

Number of FTEs that perform the process "develop Number of FTEs who perform the process "develop FTEs
sourcing strategies" per $1 billion purchases sourcing strategies" / (Value of all materials and
Number of FTEs that perform the process "develop Number of FTEs who perform the process "develop FTEs
sourcing strategies" per $1 billion revenue sourcing strategies" / (Total business entity
revenue * .000000001)
Overhead cost of the process "select suppliers and Overhead cost to perform the process "select dollars
develop/maintain contracts" per $1,000 revenue suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
Other cost of the process "select suppliers and Costs other than personnel, systems, overhead, dollars
develop/maintain contracts" per $1,000 revenue and outsourced to perform the process "select
suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
Outsourced cost of the process "select suppliers Outsourced cost to perform the process "select dollars
and develop/maintain contracts" per $1,000 suppliers and develop/maintain contracts"/(Total
revenue business entity revenue*0.0010)
Total cost to perform the process "select suppliers Total cost to perform the process "select suppliers dollars
and develop/maintain contracts" per $1,000 and develop/maintain contracts" / (Value of all
purchases materials and services purchased * .001)
and develop/maintain contracts" per $1,000 and develop/maintain contracts" / (Total business
and develop/maintain contracts" per process FTE and develop/maintain contracts" / Number of FTEs
who perform the process group "select suppliers
and develop/maintain contracts"

Systems cost to perform the process "select Systems cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Value
$100,000 purchases of all materials and services purchased * 0.000010)
Systems cost to perform the process "select Systems cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Total
and develop/maintain contracts" per $1,000 and develop/maintain contracts" / (Total business
and develop/maintain contracts" per $1,000 and develop/maintain contracts" / (Value of all
purchases materials and services purchased * 0.0010)
Personnel cost to perform the process "select Personnel cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Value
$1,000 purchases of all materials and services purchased * 0.0010)
Personnel cost to perform the process "select Personnel cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Total
Number of FTEs that perform the process "select (Number of FTEs who perform the process group percent
suppliers and develop/maintain contracts" as a "select suppliers and develop/maintain contracts" /
percentage of procurement process group FTEs (Number of FTEs who perform the process "develop
sourcing strategies" + Number of FTEs who
process "appraise and develop suppliers")) * 100

Number of FTEs that perform the process "select Number of FTEs who perform the process group FTEs
suppliers and develop/maintain contracts" per $1 "select suppliers and develop/maintain contracts" /
billion purchases (Value of all materials and services purchased * .
000000001)
Number of FTEs that perform the process "select Number of FTEs who perform the process group FTEs
suppliers and develop/maintain contracts" per $1 "select suppliers and develop/maintain contracts" /
billion revenue (Total business entity revenue * .000000001)
Total cost to perform the process "develop sourcing (Total cost to perform the process "develop percent
strategies" as a percentage of total procurement sourcing strategies" / Total cost to perform the
process group cost process group "procure materials and services") *
100
Personnel cost to perform the process "order Personnel cost to perform the process "order dollars
revenue * .001)
materials and services" per $1,000 purchases materials and services" / (Value of all materials and
Systems cost to perform the process "order Systems cost to perform the process "order dollars
revenue * .00001)
Systems cost to perform the process "order Systems cost to perform the process "order dollars
Total cost to perform the process "order materials Total cost to perform the process "order materials dollars
and services" per $1,000 revenue and services" / (Total business entity revenue * .
001)
and services" per $1,000 purchases and services" / (Value of all materials and services
purchased * .001)

and services" per purchase order and services" / Number of purchase orders placed
and services" per purchase order line item and services" / Number of purchase order line
items processed
Overhead cost to perform the process "order Overhead cost to perform the process "order dollars
revenue * .001)
Other cost to perform the process "order materials Costs other than personnel, systems, overhead, dollars
and services" per $1,000 revenue and outsourced to perform the process "order
materials and services" / (Total business entity
revenue * .001)
Outsourced cost to perform the process "order Outsourced cost to perform the process "order dollars
revenue * .001)
Overhead cost to perform the process "order Overhead cost to perform the process "order dollars
Other cost to perform the process "order materials Costs other than personnel, systems, overhead, dollars
and services" per $1,000 purchases and outsourced to perform the process "order
materials and services" / (Value of all materials and
Outsourced cost to perform the process "order Outsourced cost to perform the process "order dollars
materials and services" per process FTE materials and services" / Number of FTEs who
perform the process group "order materials and
services"

and services" per process FTE and services" / Number of FTEs who perform the
process group "order materials and services"
Average cycle time (in calendar days) from Cycle time from requisition creation to requisition Days
requisition creation to requisition approval approval
Average cycle time (in calendar days) from Cycle time from requisition approval to purchase Days
requisition approval date of purchase order order approval
approval date
Cycle time in hours to place a purchase order Cycle time in hours from the receipt of a purchase hours
requisition line item to the purchase order's
transmission to the vendor/contractor
Number of FTEs that perform the process "order Number of FTEs who perform the process group FTEs
materials and services" per $1 billion purchases "order materials and services" / (Value of all
materials and services purchased * .000000001)
Number of FTEs that perform the process "order Number of FTEs who perform the process group FTEs
materials and services" per $1 billion revenue "order materials and services" / (Total business
Number of FTEs that perform the process "order (Number of FTEs who perform the process group percent
materials and services" as a percentage of "order materials and services" / (Number of FTEs
procurement process group FTEs who perform the process "develop sourcing
Number of purchase requisition line items Number of purchase requisition line items purchase
processed per "order materials/services" FTE processed / Number of FTEs who perform the requisition line
process group "order materials and services" items

Number of purchase order line items processed per Number of purchase order line items processed / purchase order line
"order materials and services" FTE Number of FTEs who perform the process group items
"order materials and services"
Number of purchase orders processed per "order Number of purchase orders placed / Number of purchase orders
materials and services" FTE FTEs who perform the process group "order
materials and services"
Purchases made through P-card as a percentage of Purchases made through P-card as a percentage of Percent
total purchase value total purchase value
Purchases made through T&E card as a percentage Purchases made through T&E card as a percentage Percent
of total purchase value of total purchase value
Purchases made through invoice only (non- Purchases made through invoice only (non-PO) as a Percent
purchase order) as a percentage of total purchase percentage of total purchase value
value
Purchases made through purchase order - internal Purchases made through purchase order - internal Percent
catalog as a percentage of total purchase value catalog as a percentage of total purchase value
Purchases made through purchase order - external Purchases made through purchase order - Percent
catalog as a percentage of total purchase value external/punch-out catalog as a percentage of total
purchase value
Purchases made through purchase order - "hands Purchases made through purchase order - "Hands Percent
on" as a percentage of total purchase value On" as a percentage of total purchase value
Purchases made through other channels as a Purchases made through other channels as a Percent
percentage of total purchase value percentage of total purchase value
Purchases made through P-card as a percentage of Purchases made through P-card as a percentage of Percent
total invoice volume total invoice volume
Purchases made through T&E card as a percentage Purchases made through T&E card as a percentage Percent
of total invoice volume of total invoice volume
Purchases made through invoice only (non- Purchases made through invoice only (non-PO) as a Percent
purchase order) as a percentage of total invoice percentage of total invoice volume
volume

Purchases made through purchase order - internal Purchases made through purchase order - internal Percent
catalog as a percentage of total invoice volume catalog as a percentage of total invoice volume
Purchases made through purchase order - external Purchases made through purchase order - Percent
catalog as a percentage of total invoice volume external/punch-out catalog as a percentage of total
invoice volume
Purchases made through purchase order - "hands Purchases made through purchase order - "Hands Percent
on" as a percentage of total invoice volume On" as a percentage of total invoice volume
Purchases made through other channels as a Purchases made through other channels as a Percent
percentage of total invoice volume percentage of total invoice volume
Percentage of purchase orders that link directly to Percentage of purchase orders linked directly to Percent
a contracted price loaded in the company's system contracted price in company's system or external
or external catalog catalog
Percentage of purchase order line items that are Percentage of purchase order line items Percent
systematically created with no manual systematically created
involvement or intervention by a buyer
Percentage of purchase orders that go through a Percentage of purchase orders that go through a Percent
formal notification/acceptance process with formal notification/acceptance process with
supplier supplier
Value of materials purchases as a percentage of Value of materials purchases as a percentage of Percent
total purchases total purchases
Value of services purchases as a percentage of Value of services purchases as a percentage of Percent
Value of EPC or EPCM purchases as a percentage of Value of EPC or EPCM purchases as a percentage of Percent
Value of other purchases as a percentage of total Value of other purchases as a percentage of total Percent
purchases purchases
Total cost to perform the process "select suppliers (Total cost to perform the process "select suppliers percent
and develop/maintain contracts" as a percentage and develop/maintain contracts" / Total cost to
of total procurement process group cost perform the process group "procure materials and
services") * 100

Personnel cost to perform the process "appraise Personnel cost to perform the process "appraise dollars
and develop suppliers" per $1,000 purchases and develop suppliers" / (Value of all materials and
Personnel cost to perform the process "appraise Personnel cost to perform the process "appraise dollars
and develop suppliers" per $1,000 revenue and develop suppliers" / (Total business entity
revenue * 0.0010)
Systems cost to perform the process "appraise and Systems cost to perform the process "appraise and dollars
develop suppliers" per $100,000 purchases develop suppliers" / (Value of all materials and
Systems cost to perform the process "appraise and Systems cost to perform the process "appraise and dollars
develop suppliers" per $100,000 revenue develop suppliers" / (Total business entity revenue
* 0.000010)
Total cost to perform the process "appraise and Total cost to perform the process "appraise and dollars
* 0.0010)
Overhead cost of the process "appraise and Systems cost to perform the process "appraise and dollars
develop suppliers" per $1,000 revenue develop suppliers"/(Total business entity
revenue*0.0010)
Other cost of the process "appraise and develop Overhead cost to perform the process "appraise dollars
suppliers" per $1,000 revenue and develop suppliers"/(Total business entity
revenue*0.0010)
Outsourced cost of the process "appraise and Costs other than personnel, systems, overhead, dollars
develop suppliers" per $1,000 revenue and outsourced to perform the process "appraise
and develop suppliers"/(Total business entity
revenue*0.0010)

* .001)
develop suppliers" per process FTE develop suppliers" / Number of FTEs who perform
the process "appraise and develop suppliers"
Number of FTEs that perform the process "manage (Number of FTEs who perform the process percent
suppliers" as a percentage of procurement process "appraise and develop suppliers" / (Number of FTEs
group FTEs who perform the process "develop sourcing
Number of FTEs that perform the process "appraise Number of FTEs who perform the process "appraise FTEs
and develop suppliers" per $1 billion purchases and develop suppliers" / (Value of all materials and
Number of FTEs that perform the process "appraise Number of FTEs who perform the process "appraise FTEs
and develop suppliers" per $1 billion revenue and develop suppliers" / (Total business entity
revenue * .000000001)
Supplier first-pass quality yield S25320472QN0001 percent
Total cost to perform the process "order materials (Total cost to perform the process "order materials percent
and services" as a percentage of total procurement and services" / Total cost to perform the process
process group cost group "procure materials and services") * 100

Personnel cost to perform the process "order (Personnel cost to perform the process "order percent
materials and services" as a percentage of total materials and services" / Total cost to perform the
process cost process "order materials and services") * 100
Systems cost to perform the process "order (Systems cost to perform the process "order percent
Overhead cost to perform the process "order (Overhead cost to perform the process "order percent
Other cost to perform the process "order materials (Costs other than personnel, systems, overhead, percent
and services" as a percentage of total process cost and outsourced to perform the process "order
materials and services" / Total cost to perform the
process "order materials and services") * 100
Outsourced cost to perform the process "order (Outsourced cost to perform the process "order percent
Total cost to perform the process "appraise and (Total cost to perform the process "appraise and percent
develop suppliers" as a percentage of total develop suppliers" / Total cost to perform the
procurement process group cost process group "procure materials and services") *
100
Total cost to perform the process "record receipt of Total cost to perform the process "record receipt of Dollars
goods" per thousand barrel of oil equivalent (BOE) goods" / (Average oil and gas net production
net production (BOE/day) * .001)
goods" per gross operated producing well goods" / Total operated producing well count

goods" per mile of pipe goods" / Total number of miles of pipeline in
service
goods" per thousand barrels throughput goods" / (Average refining throughput * .001)
Number of FTEs who perform the process "record Number of business entity FTEs who perform the FTEs
receipt of goods" per million barrel of oil equivalent process "record receipt of goods" / (Average oil and
(BOE) gas net production (BOE/day) * .000001)
receipt of goods" per thousand gross operated process "record receipt of goods" / (Total operated
producing wells producing well count * .001)
receipt of goods" per thousand miles of pipe process "record receipt of goods" / (Total number of
miles of pipeline in service * .001)
receipt of goods" per thousand barrels throughput process "record receipt of goods" / (Average
refining throughput * .001)
Percentage of purchase orders with receipt of Percentage of purchase orders with receipt of Percent
goods or services goods or services
Percentage of goods purchases with receipts Percentage of goods purchases with receipts Percent
performed after the invoice was received performed after the invoice was received
Percentage of services purchases with receipts Percentage of services purchases with receipts Percent
performed after the invoice was received performed after the invoice was received
Percentage of invoices blocked due to goods Percentage of invoices blocked due to goods Percent
receipt issues or price/quantity discrepancies receipt issues or price/quantity discrepancies
Primary product manufacturing cycle time in hours Primary product manufacturing cycle time in hours hours
Raw material inventory days of supply Raw material days of supply days
Work-in-process (WIP) inventory days of supply Work-in-process days of supply days

Work-in-process (WIP) inventory turns WIP inventory turn rate in turns turns
Actual production rate as a percentage of the Actual production rate as a percentage of the percent
maximum capable production rate maximum for primary products
Raw material inventory turns Raw material inventory turn rate turns
Production schedule attainment during a primary Production schedule attainment during a primary percent
products planning period products planning period
Finished-product first-pass quality yield for primary Finished-product first-pass quality yield for primary percent
products products
Other cost to perform the process "define logistics Costs other than personnel, systems, overhead, dollars
strategy" per $1,000 revenue and outsourced to perform the process "define
logistics strategy" / (Total business entity revenue *
0.0010)
Outsourced cost to perform the process "define Outsourced cost to perform the process "define dollars
logistics strategy" per $1,000 revenue logistics strategy" / (Total business entity revenue *
0.0010)
Overhead cost to perform the process "define Overhead cost to perform the process "define dollars
0.0010)
Personnel cost to perform the process "define Personnel cost to perform the process "define dollars
0.0010)
Systems cost to perform the process "define Systems cost to perform the process "define dollars
0.000010)
Total cost to perform the process "define logistics Total cost to perform the process "define logistics dollars
strategy" per process FTE strategy" / Number of FTEs who perform the
process "define logistics strategy"
Total cost to perform the process "define logistics Total cost to perform the process "define logistics dollars
strategy" per $1,000 revenue strategy" / (Total business entity revenue * 0.0010)

Total cost of the process "Define logistics strategy" Total cost to perform the process "define logistics dollars
per $1,000 revenue strategy" / (Total business entity revenue * .001)
Number of FTEs that perform the process "define (Number of FTEs who perform the process "define percent
logistics strategy" as a percentage of FTEs that logistics strategy" /(Number of FTEs who perform
perform the process group "manage logistics and the process "define logistics strategy" + Number of
warehousing" (excluding "manage returns; manage FTEs who perform the process "plan and manage
reverse logistics) inbound material flow" + Number of FTEs who
outbound transportation")) *100
Number of FTEs that perform the process "define Number of FTEs who perform the process "define FTEs
logistics strategy" per $1 billion revenue logistics strategy" /(Total business entity revenue
* .000000001)
Other cost to perform the process "plan and Costs other than personnel, systems, overhead, dollars
manage inbound material flow" per $1,000 and outsourced to perform the process "plan and
revenue manage inbound material flow" /(Total business
Outsourced cost to perform the process "plan and Outsourced cost to perform the process "plan and dollars
manage inbound material flow" per $1,000 manage inbound material flow" /(Total business
Overhead cost to perform the process "plan and Overhead cost to perform the process "plan and dollars
Personnel cost to perform the process "plan and Personnel cost to perform the process "plan and dollars
Systems cost to perform the process "plan and Systems cost to perform the process "plan and dollars

Total cost to perform the process "plan and Total cost to perform the process "plan and dollars
manage inbound material flow" per process FTE manage inbound material flow" /Number of FTEs
who perform the process "plan and manage
inbound material flow"
Total cost to perform the process "plan and Total cost to perform the process "plan and dollars
manage inbound material flow" per $1,000 manage inbound material flow" / (Total business
Personnel cost of the process "operate outbound Personnel cost to perform the process "operate dollars
transportation" per process FTE outbound transportation" / Number of FTEs who
transportation"
Number of FTEs that perform the process "plan and Number of FTEs who perform the process "plan FTEs
manage inbound material flow" per $1 billion and manage inbound material flow" / (Total
revenue business entity revenue * .000000001)
Number of FTEs that perform the process "plan and (Number of FTEs who perform the process "plan percent
manage inbound material flow" as a percentage of and manage inbound material flow" / (Number of
FTEs that perform the process group "manage FTEs who perform the process "define logistics
logistics and warehousing" (excluding "manage strategy" + Number of FTEs who perform the
returns; manage reverse logistics) process "plan and manage inbound material flow"
transportation")) *100
Other cost to perform the process "operate Costs other than personnel, systems, overhead, dollars
warehousing" per $1,000 revenue and outsourced to perform the process "operate
warehousing" / (Total business entity revenue * .
001)
Outsourced cost to perform the process "operate Outsourced cost to perform the process "operate dollars
warehousing" per $1,000 revenue warehousing" / (Total business entity revenue * .
001)

Overhead cost to perform the process "operate Overhead cost to perform the process "operate dollars
001)
Systems cost to perform the process "operate Systems cost to perform the process "operate dollars
00001)
Total cost to perform the process "operate (Total cost to perform the process "operate percent
warehousing" as a percentage of cost of goods sold warehousing" /Cost of goods sold (COGS)) * 100
Total cost to perform the process "operate Total cost to perform the process "operate dollars
warehousing" per process FTE warehousing" / Number of FTEs who perform the
process "operate warehousing"
warehousing" per $1,000 revenue warehousing" /(Total business entity revenue * .
001)
warehousing" per sales order warehousing" /Number of sales orders fulfilled
Personnel cost to perform the process "operate Personnel cost to perform the process "operate dollars
001)
Personnel cost of the process "operate Personnel cost to perform the process "operate dollars
warehousing" per process FTE warehousing" / Number of FTEs who perform the
process "operate warehousing"
Pick-to-ship cycle time in hours for customer orders Pick-to-ship cycle time in hours for customer orders hours
Dock-to-stock cycle time in hours for supplier Dock-to-stock cycle time for supplier deliveries in hours
deliveries hours
Field finished goods inventory days of supply Field finished goods inventory days of supply days
Inventory accuracy Inventory accuracy percent

Inventory value per $1,000 total revenue Gross value of inventory /(Total business entity dollars
revenue * .001)
Warehouse slot utilization Warehouse slot utilization percent
Number of FTEs that perform the process "operate Number of FTEs who perform the process "operate FTEs
warehousing" per $1 billion revenue warehousing" /(Total business entity revenue * .
000000001)
Order fill rate Order fill rate percent
Order line fill rate Order line fill rate percent
On-site finished goods inventory days of supply Finished goods inventory days of supply days
Unit fill rate Unit fill rate percent
Percentage of SKUs tracked by radio frequency Percentage of SKUs tracked by radio frequency percent
Number of sales order line items filled per "operate Number of sales order line items / Number of FTEs sales order line
warehousing" FTE who perform the process "operate warehousing" items
Number of annual sales orders filled per "operate Number of sales orders fulfilled / Number of FTEs sales orders
warehousing" FTE who perform the process "operate warehousing"
Number of FTEs that perform the process "operate (Number of FTEs who perform the process "operate percent
warehousing" as a percentage of FTEs that perform warehousing" / (Number of FTEs who perform the
the process group "manage logistics and process "define logistics strategy" + Number of
warehousing" (excluding "manage returns; manage FTEs who perform the process "plan and manage
reverse logistics) inbound material flow" + Number of FTEs who

Percentage of finished goods inventory requiring Percentage of finished goods inventory requiring percent
special handling or storage special handling or storage
Other cost to perform the process "operate Costs other than personnel, systems, overhead, dollars
outbound transportation" per $1,000 revenue outsourced and freight to perform the process
"operate outbound transportation" /(Total business
Outsourced cost to perform the process "operate Outsourced cost (excluding freight) to perform the dollars
outbound transportation" per $1,000 revenue process "operate outbound transportation" /(Total
Overhead cost to perform the process "operate Overhead cost to perform the process "operate dollars
outbound transportation" per $1,000 revenue outbound transportation" /(Total business entity
revenue * .001)
Freight cost to perform the process "operate (Freight cost to perform the process "operate percent
outbound transportation" as a percentage of the outbound transportation" / (Total cost to perform
total logistics process group "manage logistics and the process "define logistics strategy" + Total cost
warehousing" excluding "manage returns; manage to perform the process "plan and manage inbound
reverse logistics" cost material flow" + Total cost to perform the process
"operate warehousing" + Total cost to perform the
process "operate outbound transportation")) *
100.0
Freight cost to perform the process "operate Freight cost to perform the process "operate dollars
outbound transportation" per $1,000 revenue outbound transportation" / (Total business entity
revenue * .001)
Premium freight charges as a percentage of total Premium freight charges as a percentage of total percent
freight charges freight
revenue * .00001)
Total cost to perform the process "operate (Total cost to perform the process "operate percent
outbound transportation" as a percentage of cost outbound transportation" / Cost of goods sold
of goods sold (COGS)) * 100

outbound transportation" per process FTE outbound transportation" /Number of FTEs who
transportation"
outbound transportation" per $1,000 revenue outbound transportation" / (Total business entity
revenue * .001)
outbound transportation" per sales order outbound transportation" / Number of sales orders
fulfilled
Transportation cost per mile Transportation cost per mile dollars
Personnel cost of the process "plan and manage Personnel cost to perform the process "plan and dollars
inbound material flow" per process FTE manage inbound material flow" / Number of FTEs
who perform the process "plan and manage
inbound material flow"
revenue * .001)
Customer shipment to delivery cycle time in days Customer shipment to delivery cycle time in days
hours / 24
Percentage of sales orders shipped as part of full- Percentage of sales orders shipped in full-load percent
load shipments shipments
Percentage of sales orders shipped on core carriers Percentage of sales orders shipped on core carriers percent
Perfect condition rate Perfect condition rate percent
outbound transportation" per $1 billion revenue outbound transportation" / (Total business entity
revenue * .000000001)
Full trailer-load or full container-load capacity Full trailer load or full container load capacity percent
utilization utilization

Percentage of orders delivered complete and on Percentage of sales orders delivered complete and percent
time on time
Percentage of orders shipped complete and on Percentage of sales orders shipped complete and percent
time on time
Percentage of outbound transport containers with Percentage of outbound transport containers with percent
multiple-customer orders multiple-customer orders
Percentage of sales orders delivered on time Percentage of sales orders delivered on time percent
Accurate documentation rate Accurate documentation rate percent
Percentage of sales orders scheduled to customer Percentage of sales orders scheduled according to percent
request customer request
Number of FTEs that perform the process "operate (Number of FTEs who perform the process "operate percent
outbound transportation" as a percentage of FTEs outbound transportation" /(Number of FTEs who
that perform the process group "manage logistics perform the process "define logistics strategy" +
and warehousing" (excluding "manage returns; Number of FTEs who perform the process "plan and
manage reverse logistics) manage inbound material flow" + Number of FTEs
who perform the process "operate warehousing" +
Approved preferred/core carriers for primary (Number of approved preferred/core carriers for percent
transportation as a percentage of total carriers primary transportation mode / Number of carriers
used for primary transportation used for primary transportation mode in the last
twelve months) * 100.0
Total cost to perform the process "order materials Total cost to perform the process "order materials Dollars
and services" per thousand barrel of oil equivalent and services" / (Average oil and gas net production
(BOE) (BOE/day) * .001)
and services" per gross operated producing well and services" / Total operated producing well count

and services" per mile of pipe and services" / Total number of miles of pipeline in
service
and services" per thousand barrels throughput and services" / (Average refining throughput * .
001)
Number of FTEs who perform the process "order Number of FTEs who perform the process group FTEs
materials and services" per million barrel of oil "order materials and services" / (Average oil and
equivalent (BOE) gas net production (BOE/day) * .000001)
materials and services" per thousand gross "order materials and services" / (Total operated
operated producing wells producing well count * .001)
materials and services" per thousand miles of pipe "order materials and services" / (Total number of
miles of pipeline in service * .001)
materials and services" per thousand barrels "order materials and services" / (Average refining
throughput throughput * .001)
Other cost of the process group "develop customer Costs other than personnel, systems, overhead, dollars
care/customer service strategy" per $1,000 and outsourced to perform the process group
revenue "develop customer care/customer service strategy"
/ (Total business entity revenue * 0.0010)
Outsourced cost to perform the process group Outsourced cost to perform the process group dollars
"develop customer care/customer service strategy" "develop customer care/customer service strategy"
per $1,000 revenue / (Total business entity revenue * 0.0010)
Overhead cost to perform the process group Overhead cost to perform the process group dollars

Personnel cost to perform the process group Personnel cost to perform the process group dollars
Systems cost to perform the process group Systems cost to perform the process group dollars
Total cost to perform the process group "develop Total cost to perform the process group "develop dollars
customer care/customer service strategy" per customer care/customer service strategy" /
process FTE Number of FTEs who perform the process group
customer care/customer service strategy" per customer care/customer service strategy" / (Total
customer care/customer service strategy" per sales customer care/customer service strategy" /
order Number of sales orders placed
customer care/customer service strategy" per sales customer care/customer service strategy" /
order line item Number of sales order line items
per $1 billion revenue / (Total business entity revenue * 0.000000001)
Number of languages supported at the business Number of languages supported languages

entity
Business to business inbound calls as a percentage (Number of inbound calls that are business to percent
of total inbound calls business / Number of inbound calls) * 100.0

Business to consumer inbound calls as a (Number of inbound calls that are business to percent
percentage of total inbound calls consumer / Number of inbound calls) * 100.0
Outsourced cost to perform the processes "manage Outsourced cost to perform the processes "manage dollars
customer service requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" per web self-service contact customer complaints" / Inbound contacts received
through web self-service
Centrally managed systems cost to perform the (Centrally managed systems cost to perform the dollars
processes "manage sales orders", "manage process "manage sales orders" + Centrally
customer service requests/inquiries", and "manage managed systems cost to perform the processes
customer complaints" per inbound contact "manage customer service requests/inquiries" and
"manage customer complaints") / Total number of
inbound contacts
customer complaints" per $1,000 revenue "manage customer service requests/inquiries" and
"manage customer complaints") / (Total business
customer complaints" per active customer "manage customer service requests/inquiries" and
"manage customer complaints") / Number of total

Contact center systems cost to perform the (Contact center systems cost to perform the dollars
processes "manage sales orders", "manage process "manage sales orders" + Contact center
customer service requests/inquiries", and "manage systems cost to perform the processes "manage
customer complaints" per inbound contact customer service requests/inquiries" and "manage
customer complaints") / Total number of inbound
contacts
customer complaints" per $1,000 revenue customer service requests/inquiries" and "manage
customer complaints") / (Total business entity
revenue * 0.0010)
customer complaints" per active customer customer service requests/inquiries" and "manage
customer complaints") / Number of total customers
in customer master file that are active
Other cost to perform the processes "manage sales (Costs other than personnel, systems, overhead, dollars
orders", "manage customer service and outsourced to perform the process "manage
requests/inquiries", and "manage customer sales orders" + Costs other than personnel,
complaints" per inbound contact systems, overhead, and outsourced to perform the
processes "manage customer service
requests/inquiries" and "manage customer

Other cost to perform the processes "manage (Costs other than personnel, systems, overhead, percent
customer requests/inquiries" and "manage and outsourced to perform the processes "manage
customer complaints" as a percentage of the total customer service requests/inquiries" and "manage
cost to perform the processes customer complaints" / Total cost to perform the
processes "manage customer service
complaints") * 100.0
Other cost to perform the processes "manage Costs other than personnel, systems, overhead, dollars
customer requests/inquiries" and "manage and outsourced to perform the processes "manage
customer complaints" per $1,000 revenue customer service requests/inquiries" and "manage
customer complaints" / (Total business entity
revenue * 0.0010)
customer requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" per $1,000 revenue customer complaints" / (Total business entity
revenue * 0.0010)
Outsourced cost to perform the processes "manage (Outsourced cost to perform the process "manage dollars
sales orders", "manage customer service sales orders" + Outsourced cost to perform the
complaints" per $1,000 revenue requests/inquiries" and "manage customer
complaints") / (Total business entity revenue *
0.0010)
complaints" per active customer requests/inquiries" and "manage customer
complaints") / Number of total customers in
customer master file that are active

complaints" per inbound contact requests/inquiries" and "manage customer
Outsourced cost to perform the processes "manage (Outsourced cost to perform the processes percent
customer requests/inquiries" and "manage "manage customer service requests/inquiries" and
customer complaints" as a percentage of the total "manage customer complaints" / Total cost to
cost of the processes perform the processes "manage customer service
customer complaints" per inbound call received customer complaints" / Number of inbound calls
through IVR DTMF received through IVR DTMF
customer complaints" per call received through IVR customer complaints" / Number of inbound calls
speech received through IVR speech
customer complaints" per web transactions contact customer complaints" / Number of inbound
contacts through web transactions
Overhead cost to perform the processes "manage (Overhead cost to perform the processes "manage percent
customer complaints" as a percentage of the total customer complaints" / Total cost to perform the
cost to perform the processes processes "manage customer service

Overhead cost to perform the processes "manage Overhead cost to perform the processes "manage dollars
revenue * 0.0010)
Business to business inbound contacts as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts considered "business to business"
Business to consumer inbound contacts as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts considered "business to consumer"
Personnel cost to perform the processes "manage (Total annual cost for the process "manage sales dollars
sales orders", "manage customer service orders" for the category "Personnel cost
requests/inquiries", and "manage customer (compensation and benefits)" + Personnel cost to
complaints" per business entity FTE perform the processes "manage customer service
complaints") / Total number of FTEs for the process
"Manage sales orders" and the function "Manage
customer service"
Personnel cost to perform the processes "manage Personnel cost to perform the processes "manage dollars
customer complaints" per process FTE customer complaints" / Number of FTEs who
perform the customer service function
complaints" per $1,000 revenue perform the processes "manage customer service
complaints") / (Total business entity revenue *
0.0010)

complaints" per active customer perform the processes "manage customer service
complaints") / Number of total customers in
customer master file that are active
complaints" per inbound contact perform the processes "manage customer service
Personnel cost to perform the processes "manage (Personnel cost to perform the processes "manage percent
customer complaints" as a percentage of the total customer complaints" / Total cost to perform the
cost to perform the processes processes "manage customer service
Personnel cost to perform the processes "manage Personnel cost to perform the processes "manage dollars
revenue * 0.0010)
Total cost to perform the processes "manage Total cost to perform the processes "manage dollars
customer complaints" per customer service FTE customer complaints" / Number of FTEs who
perform the customer service function

Total cost to perform the processes "manage Total cost to perform the processes "manage dollars
revenue * 0.0010)
Total revenue per inbound contact Total business entity revenue / Total number of dollars
inbound contacts
Response time in minutes for inbound requests Average actual response time in minutes for hours
coming from e-mail contacts received through email, excluding
automated acknowledgements of email receipt
coming from fax contacts received through facsimile
coming from postal mail contact type "Postal Mail" including outsourced and
direct contacts
Average time in seconds to inbound calls Average time in seconds to inbound calls seconds
abandoned abandoned
Average contact handling time in seconds Average contact handling time in seconds, seconds
including after-contact work
Average speed of answer in seconds for agent Average speed of answer in seconds for agent seconds
queue calls queue calls
Average call handling time in seconds (Average after-call work time in seconds + Average seconds
talk time in seconds)
Average seat utilization Average seat utilization percent
Percentage of web chat or instant messaging (Inbound contacts received through web chat or percent
contacts outsourced to a third-party provider 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

Bridge rate Bridge rate percent
Call agent availability rate Call agent availability rate percent
Call agent occupancy rate Call agent occupancy rate percent
Call agent utilization rate Call agent utilization rate percent
Percentage of inbound postal mail contacts (Percentage of inbound contacts outsourced to percent
outsourced to a third-party provider 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
Percentage of inbound web transaction contacts (Inbound contacts received through web self- percent
outsourced to a third-party provider 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 Percentage of contacts with CTI that have percent
information pop up on the agent's desktop information pop up on the agent’s desktop
Percentage of active customers with service level Percentage of active customers with service level percent
based on customer segmentation based on customer segmentation
Direct supervisors per agent FTE (Number of general service FTEs employed to direct supervisors
manage agents + Number of vital service FTEs
employed to manage agents) / Number of agent
FTEs
Calls routed to a live agent as a percentage of total Calls routed to a live agent as a percentage of total percent
inbound calls inbound calls
Calls abandoned in the agent queue as a Calls abandoned in the agent queue as a percent
percentage of total inbound calls percentage of total inbound calls

Percentage of inbound email contacts outsourced (Number of total inbound contacts outsourced to a percent
to a third-party provider 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
First call resolution rate First call resolution rate percent
IVR speech recognition rate IVR speech recognition rate percent
Average number of contact center seats per Number of seats / Number of contact centers seats
contact center included
Number of FTEs who perform the customer service Number of FTEs who perform the customer service FTEs
function per $1 billion revenue function / (Total business entity revenue *
0.000000001)
Agent schedule adherence Average agent schedule adherence percent
Caller authentication rate for IVR Caller authentication rate for IVR percent
DTMF IVR self-service resolution rate DTMF IVR self-service resolution rate percent
IVR speech self-service resolution rate IVR speech self-service resolution rate percent
Web transactions self-service resolution rate Web transactions self-service resolution rate percent
Percentage of active customers with active web Percentage of active customers with active web percent
accounts accounts
Transferred calls as a percentage of total inbound Transferred calls as a percentage of total inbound percent
calls calls
Percentage of transferred calls that are misdirected Percentage of transferred calls that are misdirected percent

Agent FTEs evaluated using sliding/interdependent Agent FTEs evaluated using sliding/interdependent percent
agent targets as a percentage of all agent FTEs agent targets as a percentage of all agent FTEs
Percentage of inbound calls monitored by QAM and Percentage of inbound calls monitored by QAM and percent
scored by supervisors scored by supervisors
Percentage of inbound contacts through "other" (Inbound contacts received through channels other percent
channels outsourced to a third-party provider 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
Percentage of inbound phone contacts outsourced (Inbound contacts received through telephone percent
to a third-party provider 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 agent FTEs per direct supervisor FTE Number of agent FTEs / (Number of general service agent FTEs
FTEs employed to manage agents + Number of
vital service FTEs employed to manage agents)
Inbound live agent calls per agent FTE Number of inbound calls received through a live calls
agent / Number of agent FTEs
Inbound contacts per agent FTE Total number of inbound contacts / Number of contacts
agent FTEs
Number of inbound calls for the customer service (Number of inbound calls for the customer service percent
function as a percentage of total inbound calls function / Number of inbound calls) * 100.0

Africa contact center employees as a percentage of ( Percentage of your organization's IT headcount in percent
total contact center employees 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
Australia and New Zealand contact center ( Percentage of your organization's IT headcount in percent
employees as a percentage of total contact center Australia or New Zealand/100 percent sum of
employees 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
Central Europe contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees 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

Central/South America contact center employees ( Percentage of your organization's IT headcount in percent
as a percentage of total contact center employees Central or South America/100 percent sum of
organization's IT headcount in the United
China, Russia, and Central Asia contact center ( Percentage of your organization's IT headcount in percent
employees as a percentage of total contact center China, Russia, or Central Asia/100 percent sum of
employees organization's IT headcount in the United
East Asia contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees East Asia/100 percent sum of organization's IT

Eastern Europe contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Eastern Europe/100 percent sum of organization's
Inbound contacts related to billing as a percentage Percentage of inbound contacts from all channels percent
of total inbound contacts related to billing
Inbound contacts related to complaints as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts related to complaints
Inbound contacts related to new orders as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts related to new orders
Inbound contacts related to order modification or Percentage of inbound contacts from all channels percent
inquiry as a percentage of total inbound contacts related to order modification or inquiry
Middle East contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees the Middle East/100 percent sum of organization's

Nordic countries contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Nordic countries/100 percent sum of organization's
South Asia contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees South Asia/100 percent sum of organization's IT
Southeast Asia contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Southeast Asia/100 percent sum of organization's

Southern Europe contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Southern Europe/100 percent sum of organization's
US contact center employees as a percentage of ( Percentage of your organization's IT headcount in percent

total contact center employees the United States or Canada/100 percent sum of
organization's IT headcount in the United
Western Europe contact center employees as a ( Percentage of your organization's IT headcount in percent
percentage of total contact center employees Western Europe/100 percent sum of organization's
Percentage of inbound fax contacts outsourced to a Percentage of inbound contacts outsourced to percent
third-party provider third-party for fax
Percentage of inbound IVR DTMF contacts Percentage of inbound contacts outsourced to percent
outsourced to a third-party provider third-party for IVR DTMF

Percentage of inbound IVR speech contacts Percentage of inbound contacts outsourced to percent
outsourced to a third-party provider third-party for IVR speech
Percentage of inbound live agent call contacts Percentage of inbound contacts outsourced to percent
outsourced to third-party provider third-party for live agent calls
Inbound contacts received via phone as a (Number of inbound contacts through calls / Total percent
percentage of total inbound contacts number of inbound contacts) * 100.0
Inbound contacts received via email as a (Number of inbound contacts through email / Total percent
percentage of total inbound contacts number of inbound contacts) * 100.0
Inbound contacts received via fax as a percentage (Number of inbound contacts through fax / Number percent
of total inbound contacts of inbound contacts) * 100.0
Inbound contacts received via web chat or instant (Number of inbound contacts through online chat / percent
messaging as a percentage of total inbound Total number of inbound contacts) * 100.0
contacts
Number of inbound contacts through channels (Inbound contacts received through channels other percent
other than phone, email, web self-service, web than phone, email, web self-service, web chat or
chat or instant messaging, dedicated mobile apps, instant messaging (including virtual agents), a
SMS, social media, or postal mail as a percentage dedicated mobile application, SMS, social media, or
of total inbound contacts postal mail / Total number of inbound contacts) *
100.0
Inbound contacts received via postal mail as a (Number of inbound contacts through postal mail / percent
percentage of total inbound contacts Total number of inbound contacts) * 100.0
Inbound contacts received via web self-service as a (Inbound contacts received through web self- percent
percentage of total inbound contacts service / Total number of inbound contacts) * 100.0
Number of inbound calls received through a live (Number of inbound calls received through a live percent
agent as a percentage of total inbound calls agent / Number of inbound calls) * 100.0
Number of inbound calls received through IVR (Number of inbound calls received through IVR percent
speech as a percentage of total inbound calls speech / Number of inbound calls) * 100.0
Number of inbound calls received through IVR (Number of inbound calls received through IVR percent
DTMF as a percentage of total inbound calls DTMF / Number of inbound calls) * 100.0
Inbound calls related to billing as a percentage of (Number of inbound calls for billing / Number of percent
total inbound calls inbound calls) * 100.0

Inbound calls related to complaints as a (Number of inbound calls for complaints / Number percent
percentage of total inbound calls of inbound calls) * 100.0
Inbound calls related to new orders as a (Number of inbound calls for new orders / Number percent
percentage of total inbound calls of inbound calls) * 100.0
Inbound calls related to order modification or (Number of inbound calls for order modification or percent
inquiry as a percentage of total inbound calls inquiry / Number of inbound calls) * 100.0
Number of inbound calls for requirements other Percentage of inbound contacts from all channels percent
than new orders, order modifications or inquiry, related to matters other than new orders, order
billing, complaints, or technical support as a modification or inquiry, billing, complaints, or
percentage of total inbound calls technical support
Inbound contacts related to technical support as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts related to technical support
Percentage of inbound contacts through "other" Percentage of inbound contacts outsourced to percent
channels outsourced to a third-party provider third-party for other receipt
Customer attrition (or churn) rate Customer attrition rate percent
Call service level Service level seconds
Forecast accuracy for long-term planning Long-term forecast accuracy percent
Forecast accuracy for short-term planning Short-term forecast accuracy percent
Response time in minutes for inbound requests Average actual response time in minutes for minutes
coming from call backs contacts from call backs
coming from SMS contacts from SMS
coming from social media contacts from social media
coming from web chat or instant messaging contacts from web chat or instant messaging,
including virtual agents including virtual agents

Average talk time in seconds, including agent hold Average talk time in seconds seconds
time
First contact resolution rate for contacts received First contact resolution rate for contacts from percent
through "other" channels channels other than phone, email, web self-service,
web chat or instant messaging, dedicated mobile
apps, SMS social media, or postal mail
First contact resolution rate for dedicated mobile First contact resolution rate for a dedicated mobile percent
applications ("apps") application ("app")
First contact resolution rate for email contacts First contact resolution rate for email contacts percent
First contact resolution rate for phone contacts First contact resolution rate for phone contacts percent
First contact resolution rate for postal mail First contact resolution rate for postal mail percent
First contact resolution rate for SMS First contact resolution rate for SMS (mobile phone percent
short message service) contacts
First contact resolution rate for social media First contact resolution rate for social media percent
channels such as Twitter, Facebook, or discussion
forums
First contact resolution rate for web chat or instant First contact resolution rate for web chat or instant percent
messaging including virtual agents messaging including virtual agents
First contact resolution rate for web self-service First contact resolution rate for web self-service percent
contacts contacts
Inbound contacts for the process "manage Percentage of inbound contacts from all channels percent
customer service" as a percentage of total inbound related to the process "manage customer service"
contacts
Inbound contacts received via dedicated mobile (Inbound contacts received through a dedicated percent
app as a percentage of total inbound contacts mobile application / Total number of inbound
contacts) * 100.0

Inbound contacts received via SMS as a percentage (Total number of inbound contacts received percent
of total inbound contacts through SMS / Total number of inbound contacts) *
100.0
Inbound contacts received via social media as a (Total number of inbound contacts received percent
percentage of total inbound contacts through social media / Total number of inbound
contacts) * 100.0
Percentage of inbound dedicated mobile app (Inbound contacts received through a dedicated percent
contacts outsourced to a third-party provider mobile application from all outsourced providers /
100 percent sum of inbound contacts outsourced
to a third-party for live agent calls, IVR speech,
IVR DTMF, fax, postal mail, web transactions,
online chats, and other receipts) * 100.0
Percentage of inbound SMS contacts outsourced to (Inbound contacts received through SMS (exclude percent
a third-party provider mobile messaging other than SMS) from all
outsourced providers / 100 percent sum of inbound
contacts outsourced to a third-party for live agent
calls, IVR speech, IVR DTMF, fax, postal mail, web
transactions, online chats, and other receipts) *
100.0
Percentage of inbound social media contacts (Inbound contacts received through social media percent
outsourced to a third-party provider (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
Inbound requests received via phone as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via phone channel
Inbound requests received via email as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via email channel

Inbound requests received via employee portal as Allocation of incoming customer contact in finance percent
a percentage of total inbound requests SSC via employee portal channel
Inbound requests received via vendor portal as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via vendor portal channel
Inbound requests received via chat as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via chat channel
Inbound requests received via walk-up as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via walk-up channel
Inbound requests received via other channels as a Allocation of incoming customer contact in finance percent
percentage of total inbound requests SSC via channels other than phone, email,
employee or vendor portal, chat, or walk-up
Percentage of employee time spent servicing Percentage of employee time spent working in the percent
customers via social media channels social media channel servicing customers
customers via website channel website channel servicing customers
customers via social media channel social media channel servicing customers
customers via traditional face-to-face channel face-to-face channel servicing customers
customers via contact center channel contact center channel servicing customers
Percentage of employee time spent servicing Percentage of employee time spent working in B2B percent
customers via business-to-business channel channels other than website, mobile applications,
social media, face-to-face contact, or contact
centers channel servicing customers
Total cost to perform the process group "recruit, Total cost to perform the process group "recruit, dollars
source, and select employees" per $1,000 revenue source, and select" / (Total business entity revenue
* 0.001)
source, and select employees" per business entity source, and select" / Number of business entity
employee employees

source, and select employees" per new hire source, and select" / Total number of new hires
Personnel cost to perform the process group ((Percentage of internal cost to perform process dollars
"recruit, source, and select employees" per $1,000 group "recruit, source, and select employees"
revenue allocated to personnel /100) * Internal cost to
select")/ (Total business entity revenue * 0.001)
Personnel cost to perform the process group ((Percentage of internal cost to perform process dollars
"recruit, source, and select employees" per new group "recruit, source, and select employees"
hire allocated to personnel * Internal cost to perform
the process group "recruit, source, and
select")/100) /Total number of new hires
Personnel cost to perform the process group (Percentage of internal cost to perform process dollars
"recruit, source, and select employees" per group "recruit, source, and select employees"
business entity employee 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
Systems cost to perform the process group (Percentage of internal cost to perform process dollars
"recruit, source, and select employees" per $1,000 group "recruit, source, and select employees"
revenue allocated to systems * Percentage of total cost of
the process group "Recruit, source, and select
employees" allocated to internal cost * 0.0001 *
Total cost to perform the process group "recruit,
source, and select") / (Total business entity
revenue * 0.001)
Cycle time in days from approval of job requisition Cycle time in days from approval of job requisition days
to acceptance of job offer to acceptance of job offer

Cycle time in days from identifying the need to hire Cycle time in days from identifying the need to hire days
a new employee to approval of the job requisition a new employee to approval of job requisition
Response time in hours for non-routine "recruit, Response time in hours for a non-routine inquiry hours
source, and select employees" inquiries for the process group "recruit, source, and select
employees"
Response time in hours for routine "recruit, source, Response time in hours for a routine inquiry for the hours
and select employees" inquiries process group "recruit, source, and select
employees"
New hire satisfaction rate for the recruiting process Latest captured satisfaction rate of new hires with percent
the recruiting experience
"recruit, source, and select employees" per $1 "recruit, source, and select employees" / (Total
Percentage of job offers made to senior Number of hours invested by the hiring manager percent
management/executive candidates that are per senior management/executive new hire
ultimately accepted
Percentage of job offers made to middle Number of hours invested by the hiring manager percent
management/specialist candidates that are per middle management/specialist new hire
ultimately accepted
Percentage of job offers made to operational Number of hours invested by the hiring manager percent
worker/office staff candidates that are ultimately per operational worker/office staff new hire
accepted
Percentage of senior management/executive Percentage of management positions filled by percent
positions filled by internal promotion for the past 3 internal promotion versus external recruitment for
years senior management/executive employees for the
past three years
Number of business entity employees per FTE that Number of business entity employees / Number of employees
performs the process group "Recruit, source, and FTEs who perform the process group "recruit,
select employees" source, and select employees"

Number of new hires per "recruit, source, and Total number of new hires / Number of FTEs who new hires
select employees" FTE perform the process group "recruit, source, and
select employees"
Number of monthly non-routine "recruit, source, Number of non-routine inquiries received monthly inquiries
and select employees" inquiries per business entity for the process group "recruit, source, and select
employee employees" / Number of business entity employees
Number of monthly routine "recruit, source, and Number of routine inquiries received monthly for inquiries
select employees" inquiries per business entity the process group "recruit, source, and select
Outsourced cost of the process group "recruit, Percentage of total cost of the process group percent
source, and select employees" as a percentage of "Recruit, source, and select employees" allocated
the total cost to perform the process group to external cost
Percentage of "recruit, source, and select Number of non-routine inquiries received monthly percent
employees" inquiries received that are non-routine 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
Percentage of "recruit, source, and select Number of routine inquiries received monthly for percent
employees" inquiries received that are routine the process group "recruit, source, and select
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 "recruit, source, and select Percentage of inquiries received for the process percent
employees" inquiries received via digital group "recruit, source and select employees"
communication channels through digital communication channels
Percentage of "recruit, source, and select Percentage of the total inquiries received monthly percent
employees" inquiries received via e-mail for the process group "recruit, source, and select
employees" via e-mail
Percentage of "recruit, source, and select Percentage of inquiries received monthly for the percent
employees" inquiries received via channels other process group "recruit, source, and select
than e-mail, phone, and face-to-face employees" via channels other than e-mail, phone,
and face-to-face interaction
employees" inquiries received via face-to-face process group "recruit, source, and select
employees" via face-to-face interaction
Percentage of "recruit, source, and select Percentage of inquiries received for the process percent
employees" inquiries received via non-digital group "recruit, source and select employees"
communication channels through non-digital communication channels
employees" inquiries received via phone process group "recruit, source, and select
employees" via phone
Percentage of "reward and retain employees" Percentage of inquiries received for the process percent
inquiries received via digital communication group "reward and retain employees" through
channels digital communication channels
Percentage of "reward and retain employees" Percentage of inquiries received for the process percent
inquiries received via non-digital communication group "reward and retain employees" through non-
channels digital communication channels
Percentage of new hires that originated from Percentage of new hires from internal employee percent
employee referrals referrals
Percentage of middle management/specialist Percentage of management positions filled by percent
years middle management/specialist employees for the
past three years

Other cost to perform the process group "recruit, (Percentage of internal cost to perform process percent
source, and select employees" as a percentage of group "recruit, source, and select employees"
total cost to perform the process allocated to costs other than personnel, systems,
and overhead*Internal cost to perform the process
group "recruit, source, and select")/Total cost to
select"
Overhead cost to perform the process group (Percentage of internal cost to perform process percent
"recruit, source, and select employees" as a group "recruit, source, and select employees"
percentage of the total cost to perform the process allocated to overhead*Internal cost to perform the
group process group "recruit, source, and select")/Total
cost to perform the process group "recruit, source,
and select"
Personnel cost to perform the process group (Percentage of internal cost to perform process percent
percentage of the total cost to perform the process allocated to personnel*Internal cost to perform the
group process group "recruit, source, and select")/Total
cost to perform the process group "recruit, source,
and select"
Systems cost to perform the process group Percentage of internal cost to perform process percent
percentage of the total cost to perform the process allocated to systems * Percentage of total cost of
group the process group "Recruit, source, and select
employees" allocated to internal cost * 0.01
Middle management/specialists new hires as a Middle management/specialist new hires percent

percentage of total new hires percentage
Operational workers/office staff new hires as a Operational workers/office workers new hires percent
Senior management/executives new hires as a Senior management/executive new hires percent

Permanent full-time new hires as a percentage of Permanent full-time positions as a percentage of percent
total new hires total new hires
Permanent part-time new hires as a percentage of Permanent part-time positions as a percentage of percent
total new hires total new hires
Contingent new hires as a percentage of total new Contingent positions as a percentage of total new percent
hires hires
Overhead and other costs of the process group Percentage of internal cost to perform process percent
"Recruit, source, and select employees" as a group "recruit, source, and select employees"
percentage of the total cost to perform the process allocated to overhead and other costs * Percentage
group of total cost of the process group "Recruit, source,
and select employees" allocated to internal cost *
0.01
Percentage of new hire retention after 12 months (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
Learning management system consultancy/third- Consultancy/third-party costs associated with dollars

party cost per employee attending classroom or e- ownership for your LMS / (Number of employees
learning training who attend e-learning training + Number of
employees who attend classroom training)
Learning management system hardware cost per Hardware costs associated with ownership for your dollars
employee attending classroom or e-learning LMS / (Number of employees who attend e-learning
training training + Number of employees who attend
classroom training)

Learning management system software cost per Software costs associated with ownership for your dollars
employee attending classroom or e-learning LMS / (Number of employees who attend e-learning
training training + Number of employees who attend
classroom training)
Learning management system upgrade and Upgrade and maintenance costs associated with dollars
maintenance cost per employee attending ownership for your LMS / (Number of employees
classroom or e-learning training who attend e-learning training + Number of
employees who attend classroom training)
Cost to maintain and support the learning Labor cost for full or part-time employees to dollars
management system per employee dedicated to maintain and support LMS / Number of full or part-
the activity time employees required to maintain and support
LMS
Cost to maintain and support the learning Labor cost for temporary or contract employees to dollars
management system per temporary maintain and support LMS / Number of temporary
staff/contractor dedicated to the activity or contract employees required to maintain and
support LMS
Total cost for the learning management system per (Hardware costs associated with ownership for dollars
employee attending classroom or e-learning your LMS + Software costs associated with
training ownership for your LMS + Upgrade and
maintenance costs associated with ownership for
associated with ownership for your LMS) / (Number
of employees who attend e-learning training +
Number of employees who attend classroom
training)
Total cost to perform the process group "develop Total cost to perform the process group "Develop dollars
and counsel employees" per $1,000 revenue and counsel employees" / (Total business entity
revenue * .001)
Total cost to perform the processes "manage Total cost to perform the process group "develop dollars
employee development" and "develop and train and counsel-learning only" / (Total business entity
employees" per $1,000 revenue revenue * .001)

employee development" and "develop and train and counsel-performance and employee
employees" per business entity employee relations" / Number of business entity employees
employee orientation and deployment," "manage and counsel-performance and employee
employee performance," and "manage employee relations" / (Total business entity revenue * .001)
relations" per $1,000 revenue
employee performance," and "manage employee relations" / Number of business entity employees
relations" per business entity employee
Total cost to perform the process group "develop (Total cost to perform the process group "develop dollars
and counsel employees" per business entity and counsel-learning only" + Total cost to perform
employee the process group "develop and counsel-
performance and employee relations") / Number of
business entity employees
Personnel cost to perform the processes "manage ((Percentage of internal cost to perform the dollars
employee development" and "develop and train process group "develop and counsel-learning only"
employees" per $1,000 revenue allocated to personnel/100) * Total internal cost to
perform the process group "develop and counsel-
learning only") / (Total business entity revenue * .
001)
employee development" and "develop and train process group "develop and counsel-learning only"
employees" per business entity employee allocated to personnel/100) * Total internal cost to
learning only") / Number of business entity
employees

employee orientation and deployment," "manage process group "develop and counsel employees"
employee performance," and "manage employee allocated to personnel/100) * Internal cost to
relations" per $1,000 revenue perform the process group "develop and counsel-
performance and employee relations") / (Total
employee orientation and deployment," "manage process group "develop and counsel employees"
employee performance," and "manage employee allocated to personnel/100) * Internal cost to
relations" per business entity employee perform the process group "develop and counsel-
performance and employee relations") / Number of
Personnel cost to perform the process group (Percentage of internal cost of the process group dollars
"develop and counsel employees" per $1,000 "Develop and counsel employees" allocated to
revenue personnel cost * Percentage of total cost of 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)
Personnel cost to perform the process group (Percentage of internal cost of the process group dollars
"Develop and counsel employees" per business "Develop and counsel employees" allocated to
entity employee personnel cost * Percentage of total cost of 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

Total cost for the learning management system as ((Hardware costs associated with ownership for percent
a percentage of the system cost to perform the your LMS + Software costs associated with
processes "manage employee development" and ownership for your LMS + Upgrade and
"develop and train employees" maintenance costs associated with ownership for
associated with ownership for your LMS) / Systems
cost to perform the process group "develop and
counsel-learning only" ) * 100
Response time in hours for non-routine "develop Response time in hours for a non-routine inquiry hours
and counsel employees" inquiries for the process group "develop and counsel
employees"
Response time in hours for routine "develop and Response time in hours for a routine inquiry for the hours
counsel employees" inquiries process group "develop and counsel employees"
Number of FTEs that perform the process group (Number of FTEs who perform the process group FTEs
"develop and counsel employees" per $1 billion "develop and counsel employees" + Number of
revenue FTEs who perform the process group "develop and
counsel-learning only") / (Total business entity
revenue * .000000001)
Number of FTEs that perform the processes Number of FTEs who perform the process group FTEs
"manage employee development" and "develop "develop and counsel-learning only" / (Total
and train employees" per $1 billion revenue business entity revenue * .000000001)
Number of FTEs that perform the processes Number of FTEs who perform the process group FTEs
"manage employee orientation and deployment," "develop and counsel employees" / (Total business
"manage employee performance," and "manage entity revenue * .000000001)
employee relations" per $1 billion revenue
Number of business entity employees per FTE that Number of business entity employees / (Number of employees
performs the process group "develop and counsel FTEs who perform the process group "develop and
employees" counsel employees" + Number of FTEs who
learning only")

Number of business entity employees per "manage Number of business entity employees / Number of employees
employee development" and "develop and train FTEs who perform the process group "develop and
business entity employees" FTE counsel-learning only"
Number of business entity employees per "manage Number of business entity employees / Number of employees
employee orientation and deployment," "manage FTEs who perform the process group "develop and
employee performance," and "manage employee counsel employees"
relations" FTE
Number of monthly non-routine "develop and Number of non-routine inquiries received monthly inquiries
counsel employees" inquiries per business entity for the process group "develop and counsel" /
employee Number of business entity employees
Number of monthly routine "develop and counsel Number of routine inquiries received monthly for inquiries
employees" inquiries per business entity employee the process group "develop and counsel" / Number
of business entity employees
Personnel cost to perform the process group Percentage of internal cost of the process group percent
"Develop and counsel employees" as a percentage "Develop and counsel employees" allocated to
of the total cost to perform the process group personnel cost * 0.01 * Percentage of total cost of
the process group "Develop and counsel
employees" allocated to internal cost
Systems cost to perform the process group Percentage of internal cost of the process group percent
"Develop and counsel employees" as a percentage "Develop and counsel employees" allocated to
of the total cost to perform the process group systems cost * 0.01 * Percentage of total cost of
the process group "Develop and counsel
employees" allocated to internal cost
Overhead and other costs to perform the process Percentage of internal cost of the process group percent
group "Develop and counsel employees" as a "Develop and counsel employees" allocated to
percentage of the total cost to perform the process overhead and other costs * 0.01 * Percentage of
group total cost of the process group "Develop and
counsel employees" allocated to internal cost
Outsourced cost of the process group "Develop and Percentage of total cost of the process group percent
counsel employees" as a percentage of the total "Develop and counsel employees" allocated to
cost to perform the process group external cost

Other cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employee development" and "develop and train group "develop and counsel-learning only"
employees" as a percentage of total cost to allocated to costs other than personnel, systems,
perform the processes and overhead*Total internal cost to perform the
process group "develop and counsel-learning
only")/Total cost to perform the process group
"develop and counsel-learning only"
Other cost of the processes "manage employee (Percentage of internal cost to perform the process percent
orientation and deployment," "manage employee group "develop and counsel-performance and
performance," and "manage employee relations" employee relations" allocated to costs other than
as a percentage of total cost to perform the personnel, systems, overhead, and
processes outsourced*Internal cost to perform the process
group "develop and counsel-performance and
employee relations")/Total cost to perform the
process group "develop and counsel-performance
and employee relations"
Overhead cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employees" as a percentage of the total cost to allocated to overhead*Total internal cost to perform
perform the processes the process group "develop and counsel-learning

Overhead cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employee orientation and deployment," "manage group "develop and counsel employees" allocated
employee performance," and "manage employee to overhead*Internal cost to perform the process
relations" as a percentage of the total cost to group "develop and counsel-performance and
perform the processes employee relations")/Total cost to perform the
Personnel cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employees" as a percentage of the total cost to allocated to personnel*Total internal cost to
perform the processes perform the process group "develop and counsel-
learning only")/Total cost to perform the process
group "develop and counsel-learning only"
Personnel cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employee performance," and "manage employee to personnel*Internal cost to perform the process
Systems cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employees" as a percentage of the total cost to allocated to systems*Total internal cost to perform
perform the processes the process group "develop and counsel-learning

Systems cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employee performance," and "manage employee to systems*Internal cost to perform the process
Outsourced cost of the processes "manage (Outsourced cost to perform the process group percent
employee development" and "develop and train "develop and counsel-learning only"/Total cost to
employees" as a percentage of the total cost to perform the process group "develop and counsel-
perform the processes learning only")*100
Outsourced cost of the processes "manage (Outsourced cost of the process group "develop percent
employee performance," and "manage employee relations"/Total cost to perform the process group
relations" as a percentage of the total cost to "develop and counsel-performance and employee
perform the processes relations")*100
Percentage of "develop and counsel employees" Number of routine inquiries received monthly for percent
inquiries received that are routine 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 "develop and counsel employees" Percentage of inquiries received monthly for the percent
inquiries received via channels other than e-mail, process group "develop and counsel employees"
phone, and face-to-face via channels other than e-mail, phone, and face-to-
face interaction
Percentage of "develop and counsel employees" Percentage of inquiries received for the process percent
inquiries received via digital communication group "develop and counsel employees"
channels employees" through digital communication
channels

inquiries received via e-mail process group "develop and counsel" via e-mail
inquiries received via face-to-face process group "develop and counsel employees"
via face-to-face interaction
Percentage of "develop and counsel employees" Percentage of inquiries received for the process percent
inquiries received via non-digital communication group "develop and counsel employees"
channels employees" through non-digital communication
channels
inquiries received via phone process group "develop and counsel" via phone
Percentage of "develop and counsel employees" Number of non-routine inquiries received monthly percent
inquiries received that are non-routine 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
Total cost to perform the process group "reward Total cost to perform the process group "reward dollars
and retain employees" per $1,000 revenue and retain employees" / (Total business entity
revenue * .001)
Total cost to perform the process group "reward Total cost to perform the process group "reward dollars
and retain employees" per business entity and retain employees" / Number of business entity
employee employees
Personnel cost to perform the process group ((Percentage of internal cost to perform the dollars
"reward and retain employees" per business entity process group "reward and retain employees"
employee allocated to personnel * Internal cost to perform
the process group "reward and retain
employees") / 100) / Number of business entity
employees

"reward and retain employees" per $1,000 revenue 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)
Average salary including base, overtime, and (Total base pay for middle management/specialist dollars
variable pay for middle management or specialists employees + Total overtime pay for middle
management/specialist employees + Total variable
pay for middle management/specialist
employees) / Number of middle
management/specialist employees
Average salary including base, overtime, and (Total base pay for operational worker/office staff dollars
variable pay for operational workers or office 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
Average salary including base, overtime, and (Total base pay for senior management/executive dollars
variable pay for senior management or executives employees + Total overtime pay for senior
management/executive employees + Total variable
pay for senior management/executive
employees) / Number of senior
management/executive employees
Response time in hours for non-routine "reward Response time in hours for a non-routine inquiry hours
and retain employees" inquiries for the process group "reward and retain
employees"
Response time in hours for routine "reward and Response time in hours for a routine inquiry for the hours
retain employees" inquiries process group "reward and retain employees"
Average tenure in months for business entity Average tenure in months for business entity months
agents agents

"reward and retain employees" per $1 billion "reward and retain employees" / (Total business
performs the process group "Reward and retain FTEs who perform the process group "reward and
employees" retain employees"
Number of days absent per employee excluding Number of days absent due to sickness excluding days
maternity and paternity leave maternity and paternity leave per employee
Number of days absent per employee including Number of days absent due to sickness, maternity, days
maternity and paternity leave and paternity leave per employee
Number of monthly non-routine "reward and retain Number of non-routine inquiries received monthly inquiries
employees" inquiries per business entity employee for the process group "reward and retain
employees" / Number of business entity employees
Number of monthly routine "reward and retain Number of routine inquiries received monthly for inquiries
employees" inquiries per business entity employee the process group "reward and retain employees" /
Outsourced cost of the process group "reward and Outsourced cost to perform the process group percent
retain employees" as a percentage of the total cost "reward and retain employees"/Total cost to
to perform the process group perform the process group "reward and retain
employees"*100
Percentage of "reward and retain employees" Percentage of inquiries received monthly for the percent
inquiries received via face-to-face process group "reward and retain employees" via
face-to-face interaction

Percentage of "reward and retain employees" Number of non-routine inquiries received monthly percent
inquiries received that are non-routine for the process group "reward and retain
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 "reward and retain employees" Number of routine inquiries received monthly for percent
inquiries received that are routine 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
inquiries received via channels other than e-mail, process group "reward and retain employees" via
phone, and face-to-face channels other than e-mail, phone, and face-to-
face interaction
inquiries received via e-mail process group "reward and retain employees" via
e-mail
inquiries received via phone process group "reward and retain employees" via
phone
Overhead and other costs of the process group (Percentage of internal cost of the process group percent
"reward and retain employees" as a percentage of "Reward and retain employees" allocated to
the total cost to perform the process group overhead and other costs * Percentage of total cost
of the process group "Reward and retain
employees" allocated to internal cost * 0.01)

Senior management or executive overtime pay as (Total overtime pay for senior percent
a percentage of total pay management/executive employees/Total pay for
senior management/executive employees)*100
Middle management or specialist overtime pay as (Total overtime pay for middle percent
a percentage of total pay (including cost of management/specialist employees/Total pay for
benefits) middle management/specialist employees)*100
Operational workers or office staff overtime pay as (Total overtime pay for operational worker/office percent
a percentage of total pay (including cost of staff employees/Total pay for operational
benefits) worker/office staff employees)*100
Other cost to perform the process group "reward (Percentage of internal cost to perform the process percent
and retain employees" as a percentage of total group "reward and retain employees" allocated to
cost to perform the process costs other than personnel, systems, and
overhead*Internal cost to perform the process
group "reward and retain employees")/Total cost to
employees"
Overhead cost to perform the process group (Percentage of internal cost to perform the process percent
"reward and retain employees" as a percentage of group "reward and retain employees" allocated to
the total cost to perform the process group overhead*Internal cost to perform the process
employees"
Personnel cost to perform the process group (Percentage of internal cost to perform the process percent
"reward and retain employees" as a percentage of group "reward and retain employees" allocated to
the total cost to perform the process group personnel*Internal cost to perform the process
employees"

Systems cost to perform the process group "reward (Percentage of internal cost to perform the process percent
and retain employees" as a percentage of the total group "reward and retain employees" allocated to
cost to perform the process group systems*Internal cost to perform the process group
"reward and retain employees")/Total cost to
employees"
Base pay per middle management or specialist Total base pay for middle management/specialist dollars
employee employees / Number of middle
management/specialist employees
Base pay per operational worker or office staff Total base pay for operational worker/office staff dollars
employee employees / Number of operational worker/office
staff employees
Base pay per senior management or executive Total base pay for senior management/executive dollars
employee employees / Number of senior
management/executive employees
Number of vacation days per year per employee Number of vacation days per year per employee days
Total cost to perform the process group "redeploy Total cost to perform the process group "redeploy dollars
and retire employees" per $1,000 revenue and retire employees" / (Total business entity
revenue * .001)
Total cost to perform the process group "redeploy Total cost to perform the process group "redeploy dollars
and retire employees" per business entity and retire employees" / Number of business entity
employee employees
"redeploy and retire employees" per $1,000 process group "redeploy and retire employees"
revenue allocated to personnel * Internal cost to perform
the process group "redeploy and retire
employees") / 100) / (Total business entity revenue
* .001)

"redeploy and retire employees" per business process group "redeploy and retire employees"
entity employee allocated to personnel * Internal cost to perform
the process group "redeploy and retire
employees")/ 100) / Number of business entity
employees
Response time in hours for non-routine "redeploy Response time in hours for a non-routine inquiry hours
and retire employees" inquiries for the process group "redeploy and retire
employees"
Response time in hours for routine "redeploy and Response time in hours for a routine inquiry for the hours
retire employees" inquiries process group "redeploy and retire employees"
"redeploy and retire employees" per $1 billion "redeploy and retire employees" / (Total business
Number of internal hires per "redeploy and retire Number of vacancies filled by internal candidates / internal hires
employees" FTE Number of FTEs who perform the process group
"redeploy and retire employees"
performs the process group "Redeploy and retire FTEs who perform the process group "redeploy and
employees" retire employees"
Overhead and other cost to perform the process (Percentage of total cost of the process group percent
group "Redeploy and retire employees" as a "Redeploy and retire employees" allocated to
percentage of the total cost to perform the process internal costs * Percentage of internal costs of the
group process group "Redeploy and retire employees"
allocated to overhead and other costs) / 100

Other cost to perform the process group "redeploy (Percentage of internal cost to perform the process percent
and retire employees" as a percentage of the total group "redeploy and retire employees" allocated to
cost to perform the process group 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"
Overhead cost to perform the process group (Percentage of internal cost to perform the process percent
"redeploy and retire employees" as a percentage group "redeploy and retire employees" allocated to
of the total cost to perform the process group overhead*Internal cost to perform the process
employees"
Personnel cost to perform the process group (Percentage of internal cost to perform the process percent
of the total cost to perform the process group personnel*Internal cost to perform the process
employees"
Systems cost to perform the process group (Percentage of internal cost to perform the process percent
of the total cost to perform the process group systems*Internal cost to perform the process group
"redeploy and retire employees")/Total cost to
perform the process group "redeploy and retire
employees"
Number of monthly non-routine "redeploy and Number of non-routine inquiries received monthly inquiries
retire employees" inquiries per business entity for the process group "redeploy and retire

Number of monthly routine "redeploy and retire Number of routine inquiries received monthly for inquiries
employees" inquiries per business entity employee the process group "redeploy and retire
employees" / Number of business entity employees
Outsourced cost of the process group "redeploy Outsourced cost to perform the process group percent
and retire employees" as a percentage of the total "redeploy and retire employees"/Total cost to
cost to perform the process group perform the process group "redeploy and retire
employees"*100
Percentage of "redeploy and retire employees" Percentage of inquiries received for the process percent
inquiries received via digital communication group "redeploy and retire employees" employees"
channels through digital communication channels
Percentage of "redeploy and retire employees" Percentage of inquiries received for the process percent
inquiries received via non-digital communication group "redeploy and retire employees" employees"
channels through non-digital communication channels
Percentage of "redeploy and retire employees" Number of non-routine inquiries received monthly percent
inquiries received that are non-routine for the process group "redeploy and retire
monthly for the process group "redeploy and retire
received monthly for the process group "redeploy
and retire employees")*100
Percentage of "redeploy and retire employees" Number of routine inquiries received monthly for percent
inquiries received that are routine the process group "redeploy and retire
monthly for the process group "redeploy and retire
received monthly for the process group "redeploy
and retire employees")*100

Percentage of "redeploy and retire employees" Percentage of inquiries received monthly for the percent
inquiries received via face-to-face process group "redeploy and retire" via face-to-
face interaction
process inquiries received via channels other than process group "redeploy and retire" via channels
e-mail, phone, and face-to-face other than e-mail, phone, and face-to-face
interaction
process inquiries received via e-mail process group "redeploy and retire" via e-mail
process inquiries received via phone process group "redeploy and retire" via phone
Cycle time in days from job acceptance until new Cycle time in days from job offer acceptance until days
hire begins in the agreed position new hire begins in the agreed position, including
time for orientation and initial set-up
Cycle time in days from identifying the need to hire Cycle time in days from identifying the need to hire days
a new employee until new hire begins in the a new employee to approval of job requisition +
agreed position 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
Percentage of senior management/executive new Percentage of senior management/executive percent

hire retention after 12 months employees who joined in the past 12 months that
are still within your business entity
Number of approved job requisitions per "recruit, Annual number of job requisitions/ Number of FTEs job requisitions
source, and select employees" FTE who perform the process group "recruit, source,
and select employees"
Number of new hires as a percentage of approved (Total number of new hires / Annual number of job percent
job requisitions requisitions) * 100
Job offer acceptance rate for middle Job offer acceptance rate for middle percent
management/specialists management/specialist employees

Job offer acceptance rate for operational Job offer acceptance rate for operational percent
workers/office staff worker/office staff employees
Job offer acceptance rate for senior Job offer acceptance rate for senior percent
management/executives management/executive employees
Percentage of middle management/specialist new Percentage of middle management/specialist percent
hire retention after 12 months employees who joined in the past 12 months that
Percentage of operational worker/office staff new Percentage of operational worker/office staff percent
hire retention after 12 months employees who joined in the past 12 months who
Percentage of operational workers/office staff Percentage of management positions filled by percent
years operational worker/office staff employees for the
past three years
New employees as a percentage of total business (Total number of new hires / Number of business percent
entity employees entity employees) * 100
Total cost to perform the process "Manage (Percentage of total annual cost of the process dollars
employee orientation and deployment" per $1,000 group "Develop and counsel employees" allocated
revenue to the process "Manage employee orientation and
deployment" * 0.01 * Total cost to perform the
process group "Develop and counsel employees" ) /
employee orientation and deployment" per group "Develop and counsel employees" allocated
business entity employee to the process "Manage employee orientation and
deployment" * 0.01 * Total cost to perform the
process group "Develop and counsel employees" ) /

Cost to perform the process "manage employee Percentage of total annual cost of the process percent
orientation and deployment" as a percentage of group "Develop and counsel employees" allocated
the total cost to perform the process group to the process "Manage employee orientation and
"develop and counsel employees" deployment"
employee performance" per $1,000 revenue 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
employee performance" per business entity group "Develop and counsel employees" allocated
employee to the process "Manage employee performance" *
"Develop and counsel employees" ) / Number of
Cycle time in days for the formal performance Cycle time in days from start to finish for a formal days
review process from start to finish for middle performance review for a middle
management/specialists management/specialist employee
review process from start to finish for Operational performance review for an operational
workers/office staff worker/office staff employee
review process from start to finish for senior performance review for a senior
management/executives management/executive employee
Percentage of middle management/specialists that Percentage of middle management/specialist percent
receive a formal performance review employees who receive a formal performance
review

Percentage of operational workers/office staff that Percentage of operational worker/office staff percent
review
Percentage of senior management/executives that Percentage of senior management/executive percent
review
performance" as a percentage of the total cost to group "Develop and counsel employees" allocated
perform the process group "develop and counsel to the process "Manage employee performance"
employees"
employee development" per $1,000 revenue group "Develop and counsel employees" allocated
to the process "Manage employee development" *
"Develop and counsel employees" ) / (Total
employee development" per business entity group "Develop and counsel employees" allocated
employee to the process "Manage employee development" *
"Develop and counsel employees" ) / Number of
development" as a percentage of the total cost to group "Develop and counsel employees" allocated
perform the process group "develop and counsel to the process "Manage employee development"
employees"
Learning budget per business entity employee Budget for learning for the process group "develop dollars
and counsel-learning only"/Number of business
entity employees

Internal cost to perform learning administration Internal cost for learning administration / (Total dollars
activities per $1,000 revenue business entity revenue * 0.0010)
Internal cost to perform learning administration Internal cost for learning administration/ Number of dollars
Total cost to perform the process "Develop and Total cost to perform the process "Develop and dollars
train employees" per $1,000 revenue train employees" / (Total business entity revenue *
0.001)
Total cost to perform the process "Develop and Total cost to perform the process "Develop and dollars
train employees" per business entity employee train employees" / Number of business entity
employees
Personnel cost to perform the process "develop (Percentage of internal cost of the process dollars
and train employees" per $1,000 revenue "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
Personnel cost to perform the process "Develop (Percentage of internal cost of the process dollars
and train employees" per business entity employee "Develop and train employees" allocated to
to internal cost * Total cost to perform the process
"Develop and train employees" * 0.0001) /
Average time in days to close an identified skill or Number of calendar days per employee to close an days
capability gap through training for an employee identified skill or capability gap through training
Average time in days to close an identified skill or Cycle time in days to close an identified skill or days
capability gap through training for an operational capability gap through training for an operational
workers/office staff employee worker/office staff employee

capability gap through training for a middle capability gap through training for a middle
management/specialists employee management/specialist employee
capability gap through training for a senior capability gap through training for a senior
management/executives employee management/executive
Number of FTEs that perform learning Number of FTEs who perform learning FTEs
administration activities per $1 billion revenue administrative activities (exclude the activities for
processing and distributing payments) / (Total
business entity revenue*.000000001)
Percentage of CEO and senior leadership time Percentage of CEO and senior leadership time put percent
spent on leadership development toward leadership development
Percentage of middle management/specialists who Percentage of middle management/specialists who percent
attended management development programs attend management development programs
Percentage of operational staff/office staff who Percentage of operational worker/office staff who percent
attended management development programs attend management development programs
Percentage of senior management/executives who Percentage of senior management/executives who percent

attend management development programs attend management development programs
Hours spent developing new classroom training Number of hours for developing classroom hours
content per trainee training / Number of employees who attend
classroom training
Hours spent developing new e-learning training Number of hours for developing e-learning hours
content per trainee training / Number of employees who attend e-
learning training
Number of FTEs that perform the process "develop Number of FTEs who perform the process "Develop FTEs
and train employees" per $1 billion revenue and train employees" / (Total business entity
revenue * .000000001)

Number of business entity employees per "Develop Number of business entity employees / Number of employees
and train employees" FTE FTEs who perform the process "Develop and train
employees"
learning administration FTEs who perform learning administrative activities
Cost to perform the process "develop and train Percentage of total annual cost of the process percent
employees" as a percentage of the total cost to group "Develop and counsel employees" allocated
perform the process group "develop and counsel to the process "Develop and train employees"
employees"
Number of learning days per employee Number of days dedicated to formal learning per days
employee
Number of learning days per middle Number of days dedicated to formal learning per days
management/specialists employee middle management/specialist employee
Number of learning days per operational Number of days dedicated to formal learning per days
workers/office staff employee operational worker/office staff employee
Number of learning days per senior Number of days per employee dedicated to days
management/executive employee learning for senior management/executive
employees
Personnel cost to perform the process "Develop Percentage of internal cost of the process "Develop percent
and train employees" as a percentage of the total and train employees" allocated to personnel cost *
cost to perform the process 0.01 * Percentage of total cost of the process
"Develop and train employees" allocated to
internal cost
Systems cost to perform the process "Develop and Percentage of internal cost of the process "Develop percent
train employees" as a percentage of the total cost and train employees" allocated to systems cost *
to perform the process 0.01 * Percentage of total cost of the process
"Develop and train employees" allocated to
internal cost

Overhead and other costs to perform the process Percentage of internal cost of the process "Develop percent
"Develop and train employees" as a percentage of and train employees" allocated to overhead and
the total cost to perform the process other costs * 0.01 * Percentage of total cost of the
to internal cost
Outsourced cost of the process "Develop and train Percentage of total cost of the process "Develop percent
employees" as a percentage of the total cost to and train employees" allocated to external cost
perform the process
Percentage of learning days delivered using Percentage of learning days delivered through percent
classroom instruction provided by your classroom instruction provided by your
organization organization
computer-based training (self-instruction) installed computer-based training (self-instruction) installed
from CD-ROM from CD-ROM
Percentage of learning days delivered using Percentage of learning days delivered through a percent
computer-based training (self-instruction) delivered computer-based training (self-instruction) over the
over the Web (either directly or downloaded) web (either directly or downloaded)
correspondence courses correspondence courses
Percentage of learning days delivered using e- Percentage of learning days delivered through e- percent
learning (interactive) learning (interactive)
external classroom instruction external classroom instruction
Percentage of learning days delivered using on-the- Percentage of per-employee learning days percent
job training delivered using on-the-job training
Percentage of learning days delivered using other Percentage of learning days delivered through percent
methods other types of training methods
streaming video streaming video

Percentage of learning days delivered using virtual, Percentage of learning days delivered through a percent
classroom-based training delivered online virtual or classroom-based training online
Percentage of training programs developed Percentage of training programs developed percent

externally externally
internally internally
through other channels through other channels
through partnerships with external specialists through partnerships with external specialists
Percentage of learning days delivered using Percentage of per-employee learning days percent
computer based training delivered using computer based training
Percentage of learning days delivered using Percentage of per-employee learning days percent
correspondence courses and virtual, instructor-led delivered using correspondence courses and or
classroom-based training delivered online virtual, instructor-led classroom-based training
delivered online
Average agent salary Average agent salary dollars
Percentage of middle management/specialist Percentage of salaries for all middle percent

salary that is performance-related pay management/specialist employees that is
performance-related pay
Percentage of operational workers/office staff Percentage of salaries for all operational percent
salary that is performance-related pay worker/office staff employees that is performance-
related pay
Percentage of senior management/executive salary Percentage of salaries for all senior percent
that is performance-related pay management/executive employees that is
performance-related pay
Internal cost to perform payroll administration Internal cost for payroll administration / (Total dollars
activities per $1,000 revenue business entity revenue * 0.0010)
Internal cost to perform payroll administration Internal cost for payroll administration/Number of dollars

Number of FTEs that perform payroll administration Number of FTEs who perform payroll administrative FTEs
activities per $1 billion revenue activities (exclude the activities for processing and
distributing payments) / (Total business entity
revenue*.000000001)
payroll administration FTEs who perform payroll administrative activities
Total relocation expenses as a percentage of total (Total cost of relocation expenses paid to percent
cost of continuing operations employees / Total costs of continuing
operations)*100
Total expenditure for repatriation as a percentage (Total expenditure for repatriation / Total costs of percent
of total cost of continuing operations continuing operations)*100
Total expatriation cost as a percentage of total cost (Total expenditure for expatriation / Total costs of percent
of continuing operations continuing operations)*100
Cycle time in days for processing an employee's Cycle time in days to process an employee's days
retirement retirement
Cycle time in days from identification of need for Cycle time in days to process an expatriation from days
expatriation to date of transfer identification of need for expatriation to date of
transfer
Cycle time in days from identification of need for Cycle time in days to process a repatriation from days
repatriation to date of transfer identification of need for repatriation to date of
transfer
Cycle time in days from receipt of leave of absence Cycle time in days from request for leave of days
request to confirmation of approval/non-approval absence to confirmation of absence to employee
issued to employee
Cycle time in days from request for internal Cycle time in days for the internal transfer process days
transfer to completion of transfer
Involuntary terminations as a percentage of total (Number of involuntary employee percent
business entity employees terminations/Number of business entity
employees)*100

Voluntary terminations as a percentage of total (Number of voluntary employee percent
business entity employees terminations/Number of business entity
employees)*100
Percentage of business entity employees that were Percentage of employees redeployed for reasons percent
redeployed for reasons other than filling a vacancy other than filling a vacancy
Middle management/specialists involuntary (Number of involuntary employee terminations for percent

terminations as a percentage of total involuntary middle management/specialist employees /
terminations Number of involuntary employee
terminations)*100
Operational workers/office staff involuntary (Number of involuntary employee terminations for percent
terminations as a percentage of total involuntary operational worker/office staff employees / Number
terminations of involuntary employee terminations)*100
Senior management/executives involuntary (Number of involuntary senior percent

terminations as a percentage of total involuntary management/executive employee terminations /
terminations Number of involuntary employee
terminations)*100
Employee turnover rate ((Number of involuntary employee terminations + percent
Number of voluntary employee terminations) /
Number of business entity employees) * 100
Agent involuntary attrition rate Agent involuntary attrition rate percent
Agent voluntary attrition rate Agent voluntary attrition rate percent
Employees relocated within a country as a (Number of employees relocated within your percent
percentage of total business entity employees country / Number of business entity
employees)*100
Middle management/specialists voluntary (Number of voluntary employee terminations for percent
terminations as a percentage of total voluntary middle management/specialist employees /
terminations Number of voluntary employee terminations)*100

Senior management/executives voluntary (Number of voluntary senior percent
terminations as a percentage of total voluntary management/executive employee terminations /
terminations Number of voluntary employee terminations)*100
Percentage of vacancies filled by internal (Number of middle management/specialist percent

candidates for middle management/specialists employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100
Percentage of vacancies filled by internal (Number of operational worker/office staff percent
candidates for operational workers/office staff employee vacancies filled by internal candidates /
candidates)*100
Percentage of vacancies filled by internal (Number of senior management/executive percent
candidates for senior management/executives employee vacancies filled by internal candidates /
candidates)*100
Operational workers/office staff voluntary (Number of voluntary employee terminations for percent
terminations as a percentage of total voluntary operational worker/office staff employees / Number
terminations of voluntary employee terminations)*100
Percentage of the work force that are expatriates Percentage of business entity's work force that are percent
expatriates
Percentage of total vacancies filled by internal Percentage of vacancies at your business entity percent
candidates that are filled by internal candidates
Response time in hours for non-routine "manage Response time in hours for a non-routine inquiry hours
employee information" inquiries for the process group "manage employee
information"
Response time in hours for routine "manage Response time in hours for a routine inquiry for the hours
employee information" inquiries process group "manage employee information"

Average time in days to fulfill an ad hoc Cycle time in days for the function "develop and days
information request manage human capital" to fulfill an ad hoc
information request
Number of monthly non-routine "manage Number of non-routine inquiries received monthly inquiries
employee information" inquiries per business for the process group "manage employee
entity employee information" / Number of business entity
employees
Number of monthly routine "manage employee Number of routine inquiries received monthly for inquiries
information" inquiries per business entity the process group "manage employee information"
employee / Number of business entity employees
Percentage of "manage employee information" Number of non-routine inquiries received monthly percent
inquiries received that are non-routine 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
Percentage of "manage employee information" Number of routine inquiries received monthly for percent
inquiries received that are routine 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 "manage employee information" Percentage of inquiries received monthly for the percent
inquiries received via channels other than e-mail, process group "manage employee information" via
phone, and face-to-face channels other than e-mail, phone, and face-to-
face interaction

Percentage of "manage employee information" Percentage of inquiries received for the process percent
inquiries received via digital communication group "manage employee information" employees"
channels through digital communication channels
inquiries received via e-mail process group "manage employee information" via
e-mail
inquiries received via face-to-face process group "manage employee information" via
face-to-face interaction
Percentage of "manage employee information" Percentage of inquiries received for the process percent
inquiries received via non-digital communication group "manage employee information" employees"
channels through non-digital communication channels
inquiries received via phone process group "manage employee information" via
phone
Cycle time in days required to resolve an employee Cycle time in days to resolve an employee days
grievance grievance
Personnel cost of the process group "manage Personnel cost to perform the process group dollars
business resiliency and risk", including "manage business resiliency and risk" / (Total
depreciation/amortization, per $1,000 revenue business entity revenue * 0.0010)
Personnel cost of the process group "manage the Personnel cost to perform the process group dollars
business of information technology", including "manage the business of IT" / (Total business entity
depreciation/amortization, per $1,000 revenue revenue * 0.0010)
Systems cost of the process group "manage Systems cost to perform the process group dollars

Systems cost of the process group "manage the Systems cost to perform the process group dollars
Other cost of the process group "manage business Costs other than personnel, systems, overhead, dollars
resiliency and risk", including and outsourced to perform the process group
depreciation/amortization, per $100,000 revenue "manage business resiliency and risk" / (Total
Other cost of the process group "manage the Costs other than personnel, systems, overhead, dollars
business of information technology", including and outsourced to perform the process group
depreciation/amortization, per $100,000 revenue "manage the business of IT" / (Total business entity
revenue * 0.000010)
Outsourced cost of the process group "manage Outsourced cost to perform the process group dollars
Outsourced cost of the process group "manage the Outsourced cost to perform the process group dollars
Overhead cost of the process group "manage Overhead cost to perform the process group dollars
Overhead cost of the process group "manage the Overhead cost to perform the process group dollars
Total cost of the process "manage business Total cost to perform the process group "manage dollars
resiliency and risk", including business resiliency and risk" / (Total business entity
Total cost of the process "manage the business of Total cost to perform the process group "manage dollars
IT", including depreciation/amortization, per $1,000 the business of IT" / (Total business entity revenue
revenue * 0.0010)

Total cost of the process group "manage the (Total annual IT cost (excluding Dollars
business of IT", excluding depreciation/amortization) * Percentage of total IT
"manage the business of IT" *.0001) / (Total
Time in months to respond to major business shifts Time in months to respond to a major business months
shift
Time in weeks to close an identified IT skill or Time in weeks to close an identified IT skill or weeks
capability gap capability gap
Level of FTE experience in years for the process Average level of experience in years for FTEs who years
group "manage business resiliency and risk" perform the process group "manage business
resiliency and risk"
group "manage the business of information perform the process group "manage the business
technology" of IT"
Number of IT FTEs for the process group "manage (Number of FTEs who perform the function FTEs
the business of information technology" per $1 "manage information technology" * Percentage of
billion revenue IT FTEs performing the process area "manage the
business of IT" *.01) / (Total business entity
revenue * 0.0000000010)
Average number of hours per year of technical Hours of training per employee supporting product hours per year
training per IT (or service line) employee development
supporting product development
Percentage of total IT cost, excluding Percentage of IT operating cost (excluding Percent
depreciation/amortization, allocated to process depreciation/amortization) dedicated to process
group "manage the business of information "manage the business of IT"
technology"

Percentage of business entity IT FTEs who perform Percentage of IT FTEs performing the process area percent
the process group "manage the business of "manage the business of IT"
information technology"
Percentage of IT budget, including (IT budget allocated to the process group "manage percent
depreciation/amortization, allocated to the process business resiliency and risk" / IT budget for the
group "manage business resiliency and risk" past year) * 100.0
depreciation/amortization, allocated to the process the business of information technology" / IT budget
group "manage the business of information for the past year) * 100.0
technology"
Percentage of IT work force to be newly hired Percentage of IT workforce expected to be newly percent
within 1 year hired within 1 year
Percentage of IT work force to be replaced for other Percentage of IT workforce expected to be replaced percent
reasons within 1 year for other reasons within 1 year
Percentage of IT work force to retire within 1 year Percentage of IT workforce expected to retire percent
within 1 year
Percentage of total IT cost, including Percentage of IT cost allocated to the process percent
depreciation/amortization, allocated to process group "manage business resiliency and risk"
group "manage business resiliency and risk"

Percentage of total IT cost, including (Total cost to perform the process group "manage percent
depreciation/amortization, allocated to process the business of IT" / (Total cost to perform the
group "manage the business of information process group "manage the business of IT" + Total
technology" 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
Other cost of the process group "develop and Costs other than personnel, systems, overhead, dollars
manage information technology customer and outsourced to perform the process group
relationships", including depreciation/amortization, "develop and manage IT customer relationships" /
per $100,000 revenue (Total business entity revenue * 0.000010)
Outsourced cost of the process group "develop and Outsourced cost to perform the process group dollars
manage information technology customer "develop and manage IT customer relationships" /
relationships", including depreciation/amortization, (Total business entity revenue * 0.000010)
per $100,000 revenue

Overhead cost of the process group "develop and Overhead cost to perform the process group dollars
manage IT customer relationships", including "develop and manage IT customer relationships" /
depreciation/amortization, per $100,000 revenue (Total business entity revenue * 0.000010)
Personnel cost of the process group "develop and Personnel cost to perform the process group dollars
Systems cost of the process group "develop and Systems cost to perform the process group dollars
Total cost of the process group "develop and Total cost to perform the process group "develop dollars
manage IT customer relationships", including and manage IT customer relationships" / (Total
Total cost of the process group "develop and (Total annual IT cost (excluding Dollars
manage IT customer relationships", excluding depreciation/amortization) * Percentage of total IT
"develop and manage IT customer relationships"
*.0001) / (Total business entity revenue * 0.0010)
group "develop and manage information perform the process group "develop and manage IT
technology customer relationships" customer relationships"

Number of IT FTEs for the process group "develop (Number of FTEs who perform the function FTEs
and manage information technology customer "manage information technology" * Percentage of
relationships" per $1 billion revenue IT FTEs performing the process area "Develop and
manage IT customer relationships" *.01) / (Total
the process group "develop and manage it "Develop and manage IT customer relationships"
customer relationships"
group "develop and manage IT customer "develop and manage IT customer relationships"
relationships"
Percentage of IT budget, including (IT budget allocated to the process group "develop percent
depreciation/amortization, allocated to the process and manage IT customer relationships" / IT budget
group "develop and manage IT customer for the past year) * 100.0
relationships"

Percentage of total IT cost, including (Total cost to perform the process group "develop percent
depreciation/amortization, allocated to process and manage IT customer relationships" / (Total cost
group "develop and manage IT customer to perform the process group "manage the
relationships" 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
solutions" + Total cost to perform the process
group "deploy IT solutions" + Total cost to perform
the process group "deliver and support IT
service")) * 100
Total cost of the process group "manage enterprise (Total cost to perform the process "develop dollars
information", including depreciation/amortization, information and content management strategies"
per $1,000 revenue + Total cost to perform the process "define the
management") / (Total business entity revenue *
0.0010)

Total cost of the process group "manage enterprise (Total annual IT cost (excluding Dollars
information", excluding depreciation/amortization, depreciation/amortization) * Percentage of total IT
per $1,000 revenue cost (excluding depreciation/amortization)
"manage enterprise information" *.0001) / (Total
Average time in weeks to create the enterprise Average time in weeks to create the enterprise weeks
information management strategic plan information management strategic plan
Average time in weeks to set up a complex Average time in weeks to set up a complex weeks
technical interface for a user of a defined data technical interface
content source
Average time in weeks to set up a medium Average time in weeks to set up a medium weeks
technical interface for a user of a defined data complex technical interface
content source
Average time in weeks to set up a simple technical Average time in weeks to set up a simple technical weeks
interface for a user of a defined data content interface
source
Time in weeks to report on compliance status of Time in weeks to report on compliance status of weeks
the information architecture the information architecture
Total number of revisions to the published Average number of revisions to the published revisions
enterprise information architecture enterprise information architecture
Length in years of information architecture Length in years of information architecture years
planning horizon planning horizon
group "manage enterprise information" perform the process group "manage enterprise
information"

Number of IT FTEs for the process group "manage (Number of FTEs who perform the function FTEs
enterprise information" per $1 billion revenue "manage information technology" * Percentage of
IT FTEs performing the process area "Manage
enterprise information" *.01) / (Total business
Percentage of common data across all business Percentage of information assets that are common percent
units across all business units
Percentage of data assessed for compliance with Percentage of data assessed for compliance with percent
information policies and standards information policies and standards
Percentage of data managed centrally as Percentage of data managed centrally as percent
enterprise information assets enterprise information assets
Percentage of data that has defined policy, Percentage of data that has defined policy, percent
definition, and change control responsibility definition, and change control responsibility
Percentage of information elements with assigned Percentage of information elements with assigned percent
and active data custodians and active data custodians
Percentage of data and content managed as Percentage of data and content are managed as Percent
enterprise information assets enterprise information assets
Average percentage change in detected exceptions Percentage change in detected exceptions to the percent
to the information architecture per year information architecture per year

group "manage enterprise information" "manage enterprise information"
the process group "manage enterprise information" "Manage enterprise information"
depreciation/amortization, allocated to the process enterprise information" / IT budget for the past
group "manage enterprise information" year) * 100.0

Percentage of total IT cost, including ((Total cost to perform the process "develop percent
depreciation/amortization, allocated to process information and content management strategies"
group "manage enterprise information" + Total cost to perform the process "define the
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
Number of FTEs classified as IT architects per $1 Number of FTEs classified as IT architects / (Total FTEs
billion revenue business entity revenue * 0.000000001)

Other cost of the process group "develop and Costs other than personnel, systems, overhead, dollars
maintain information technology solutions", and outsourced to perform the process "develop
including depreciation/amortization, per $100,000 and maintain information technology solutions" /
revenue (Total business entity revenue * 0.000010)
Outsourced cost of the process group "develop and Outsourced cost to perform the process "develop dollars
maintain information technology solutions", and maintain information technology solutions" /
including depreciation/amortization, per $100,000 (Total business entity revenue * 0.000010)
revenue
Overhead cost of the process group "develop and Overhead cost to perform the process "develop dollars
revenue
Systems cost of the process group "develop and Systems cost to perform the process "develop and dollars
maintain information technology solutions", maintain information technology solutions" / (Total
including depreciation/amortization, per $100,000 business entity revenue * 0.000010)
revenue
Personnel cost of the process group "develop and Personnel cost to perform the process "develop dollars
revenue
Total cost of the process group "develop and Total cost to perform the process "develop and dollars
maintain information technology solutions", maintain information technology solutions" / (Total
including depreciation/amortization, per $1,000 business entity revenue * 0.0010)
revenue
maintain information technology solutions", depreciation/amortization) * Percentage of total IT
excluding depreciation/amortization, per $1,000 cost (excluding depreciation/amortization)
revenue allocated to IT operating cost * Percentage of IT
"develop and maintain IT solutions" *.0001) / (Total

Average time in minutes to resolve highest priority Average time in minutes for the IT service Minutes
problems (current year) management team to resolve highest priority
problems
Average time in minutes to respond to highest Average time in minutes for the IT service Minutes
priority problem (current year) management team to respond to highest priority
problems
Time in months to fulfill a business need with Average time in months to fulfill a funded business months
relevant IT solutions for major new/enhanced IT need with relevant IT solutions for major new or
services investments between $1 million and $100 enhanced IT services in the investment level $1
million USD million-$100 million USD
services investments between $100,000 and enhanced IT services in the investment level
$250,000 USD $100,000-$250,000 USD
services investments between $250,000 and enhanced IT services in the investment level
$500,000 USD $250,000-$500,000 USD
services investments between $500,000 and $1 enhanced IT services in the investment level
million USD $500,000-$1 million USD
services investments greater than $100 million enhanced IT services in the investment level
USD greater than $100 million USD
services investments less than $100,000 USD enhanced IT services in the investment level less
than $100,000 USD
Average time in hours to resolve highest priority Average time in hours to resolve the highest hours
problems for the current year priority problem

Average time in hours to respond to highest Average time in hours to respond to the highest hours
priority problem for the current year priority problem
Average time in weeks to fulfill a complex Average time in weeks to fulfill a complex weeks
information need information need
Average time in weeks to fulfill a medium Average time in weeks to fulfill a medium complex weeks
Average time in weeks to fulfill a simple Average time in weeks to fulfill a simple weeks
group "develop and maintain information perform the process group "develop and maintain
technology solutions" IT solutions"
Number of break/fix requests requiring rework as a (Number of break or fix requests that require percent
percentage of average backlog for the current year rework / Average backlog) * 100.0
and maintain information technology solutions" per "manage information technology" * Percentage of
$1 billion revenue IT FTEs performing the process area "Develop and
maintain information technology solutions" *.01) /
Number of service oriented architecture services Number of services oriented architecture (SOA) services
implemented services implemented in production
Percentage of initially planned functionality that is Average percentage of planned functionality that percent
delivered for application development and was delivered for application development and
maintenance projects in the most recent year maintenance projects fully completed during the
past year
Percentage of IT budget, including Percentage of IT budget allocated towards service percent
depreciation/amortization, allocated towards oriented architecture (SOA)
service oriented architecture (SOA)
Percentage of application development and Percentage of application development and percent
maintenance projects in the most recent year maintenance projects in the most recent year
delivered on or below budget delivered on or below budget

Percentage of application development and Percentage of application development and percent
maintenance projects in the most recent year maintenance projects in the most recent year
delivered on time or early delivered on time or early
Average number of production defects in both Average number of production defects in both Points
enhancements and new developments per 1,000 enhancements and new developments per 1,000
function points function points
Percentage of planned return on investment (ROI) Percentage of planned return on investment (ROI) percent
for application development and maintenance for application development and maintenance
projects projects in the most recent year
Percentage of service oriented architecture Percentage of service oriented architecture (SOA) percent
services that are internal services published or exposed internally
Percentage of unplanned outages due to the Percentage of unplanned outages due to the Percent
implementation of changes into the infrastructure implementation of changes into the infrastructure
resulting from a change request resulting from a change request
Percentage of unplanned outages due to the Percentage of unplanned outages due to the Percent
introduction of a new software release introduction of a new software release
Percentage of service oriented architecture Percentage of service oriented architecture (SOA) percent
services that are external services published or exposed externally
depreciation/amortization, allocated to process group "develop and maintain information
group "develop and maintain information technology solutions"
technology solutions"
Percentage of IT budget, including (IT budget allocated to the process group "develop percent
depreciation/amortization, allocated to the process and maintain information technology solutions" / IT
group "develop and maintain information budget for the past year) * 100.0
the process group "develop and maintain "Develop and maintain information technology
information technology solutions" solutions"

group "develop and maintain information "develop and maintain IT solutions"
Average backlog for the current year Average backlog number of
break/fix requests
Number of development projects for the current Number of application development projects with development
year between $1 million and $100 million values between $1 million and $100 million for the projects
current year
year between $100,000 and $250,000 values between $100,000 and $250,000 for the projects
current year
year between $250,000 and $500,000 values between $250,000 and $500,000 for the projects
current year
year between $500,000 and $1 million values between $500,000 and $1 million for the projects
current year
year greater than $100 million values greater than $100 million for the current projects
year
year less than $100,000 values less than $100,000 for the current year projects
Other cost of the process group "deploy Costs other than personnel, systems, overhead, dollars
information technology solutions", including and outsourced to perform the process group
depreciation/amortization, per $100,000 revenue "deploy IT solutions" / (Total business entity
revenue * 0.000010)
Outsourced cost of the process group "deploy Outsourced cost to perform the process group dollars
information technology solutions", including "deploy IT solutions" / (Total business entity

Overhead cost of the process group "deploy Overhead cost to perform the process group dollars
Personnel cost of the process group "deploy Personnel cost to perform the process group dollars
Systems cost of the process group "deploy Systems cost to perform the process group "deploy dollars
information technology solutions", including IT solutions" / (Total business entity revenue *
depreciation/amortization, per $100,000 revenue 0.000010)
Total cost of the process group "deploy information ((Percentage of IT cost allocated to the process dollars
technology solutions", including group "deploy IT solutions"/100) * IT costs during
depreciation/amortization, per $1,000 revenue the past year) / (Total business entity revenue *
0.0010)
Total cost of the process group "deploy information (Total annual IT cost (excluding Dollars
technology solutions", excluding depreciation/amortization) * Percentage of total IT
"deploy IT solutions" *.0001) / (Total business
Average time in days to deploy new computing Average time in days to deploy new computing Days
capacity capacity
Average time in weeks to deploy a new release into Time in weeks to deploy a new release into the weeks
the production environment production environment
Average time in weeks to make a change to the Time in weeks to make a change into the weeks
production environment production environment
group "deploy information technology solutions" perform the process group "deploy IT solutions"

Number of IT FTEs for the process group "deploy (Number of FTEs who perform the function FTEs
information technology solutions" per $1 billion "manage information technology" * Percentage of
revenue IT FTEs performing the process area "Deploy
information technology solutions" *.01) / (Total
Percentage of unscheduled outages from change Percentage of unscheduled outages related to or percent
requests resulting from a change request
Percentage of unscheduled outages from release Percentage of unscheduled outages related to or percent
introductions resulting from a release introduction
the process group "deploy it solutions" "Deploy information technology solutions"
Percentage of total IT cost, including (Total cost to perform the process group "deploy IT percent
depreciation/amortization, allocated to process solutions" / (Total cost to perform the process
group "deploy information technology solutions" 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

group "deploy information technology solutions" "deploy IT solutions"
Percentage of IT budget, including (IT budget allocated to the process group "deploy percent
depreciation/amortization, allocated to the process IT solutions" / IT budget for the past year) * 100.0
group "deploy information technology solutions"
Other cost of the process group "deliver and Costs other than personnel, systems, overhead, dollars
support information technology services", including and outsourced to perform the process group
depreciation/amortization, per $100,000 revenue "deliver and support IT service" / (Total business
Outsourced cost of the process group "deliver and Outsourced costs to perform the process group dollars
support information technology services", including "deliver and support IT service" / (Total business
depreciation/amortization, per $100,000 revenue entity revenue * 0.000010)
Overhead cost of the process group "deliver and Overhead cost to perform the process group dollars
Personnel cost of the process group "deliver and Personnel cost to perform the process group dollars
Systems cost of the process group "deliver and Systems cost to perform the process group "deliver dollars
support information technology services", including and support IT service" / (Total business entity
Total cost of the process group "deliver and support Total cost to perform the process group "deliver dollars
information technology services", including and support IT service" / (Total business entity

Total IT budget to support product development, IT budget dedicated to supporting product dollars
including depreciation/amortization, per user development / Users of IT systems supporting
product development
Annual fixed vs. variable cost ratio for the IT Fixed-to-variable cost ratio for IT budget supporting fixed to variable
budget to support product development, including product development cost
depreciation/amortization,
IT operating cost reduction target for product IT operating cost reduction target percent
development, including depreciation/amortization,
Total cost of the process group "deliver and support (Total annual IT cost (excluding Dollars
information technology services", excluding depreciation/amortization) * Percentage of total IT
"deliver and support IT services" *.0001) / (Total
Average time in hours to resolve a service Time in hours to resolve a service commitment hours
commitment disruption disruption
group "deliver and support information technology perform the process group "deliver and support IT
services" services"
Number of IT FTEs for the process group "deliver (Number of FTEs who perform the function FTEs
and support information technology services" per "manage information technology" * Percentage of
$1 billion revenue IT FTEs performing the process area "Deliver and
support information technology services" *.01) /
Tickets and transactions meeting agreed quality as (Number of business process service percent
a percentage of total business process services tickets/transactions meeting agreed quality /
tickets and transactions Number of business process service
tickets/transactions * 100)

Tickets and transactions meeting agreed quality as (Number of ITIS tickets/transactions meeting percent
a percentage of total ITIS tickets and transactions agreed quality / Number of ITIS tickets/transactions
* 100)
Tickets and transactions meeting agreed quality as (Number of production support tickets/transactions percent
a percentage of total production support tickets meeting agreed quality / Number of production
and transactions support tickets/transactions * 100)
Tickets and transactions meeting agreed turn- (Number of business process service percent
around time as a percentage of total tickets and tickets/transactions meeting agreed turn-around
transactions for business process services time / Number of business process service
tickets/transactions) * 100
Tickets and transactions meeting agreed turn- (Number of ITIS tickets/transactions meeting percent
around time as a percentage of total tickets and agreed turn-around time / Number of ITIS
transactions for ITIS tickets/transactions) * 100
Tickets and transactions meeting agreed turn- (Number of production support tickets/transactions percent
around time as a percentage of total tickets and meeting agreed turn-around time / Number of
transactions for production support production support tickets/transactions) * 100
depreciation/amortization, allocated to process group "deliver and support IT services"
group "deliver and support information technology
services"
the process group "deliver and support it services" "Deliver and support information technology
services"
Percentage of IT budget, including (IT budget allocated to the process group "deliver percent
depreciation/amortization, allocated to the process and support IT services" / IT budget for the past
group "deliver and support information technology year) * 100.0
services"

group "deliver and support information technology "deliver and support IT services"
services"
Solutions planning horizon Planning horizon in years for IT solutions aligned years
with organizational strategy
Average percentage of planned return on Average ROI for level-5 solutions percent
investment (ROI) that was achieved for: Level 5
solutions
Average percentage of planned return on Average ROI for non-level-5 solutions percent
investment (ROI) that was achieved for: all other
solutions other than Level 5
Total IT budget to perform the process "evaluate (IT budget dedicated to supporting product dollars
and communicate IT business value and development*Percentage of the IT budget
performance" in support of product development, dedicated to "evaluate and communicate IT
including depreciation/amortization, per $1,000 of business value and performance"*0.01) / (Total
revenue business entity revenue* 0.0010)
Average solution impact ratio for: Level 5 solutions Average IT solution impact for Level 5 solutions benefit to cost
Average solution impact ratio for: all other Average IT solution impact for non-Level 5 benefit to cost
solutions other than Level 5 solutions
Number of IT FTEs for the process "Evaluate and Number of IT FTEs supporting the process FTEs
communicate IT business value and performance" "evaluate and communicate IT business value and
per $1 billion revenue performance" / (Total business entity revenue *
0.000000001)
Total IT budget to perform the process "develop IT (IT budget dedicated to supporting product dollars
services and solutions strategy" in support of development*Percentage of the IT budget
product development, including dedicated to "develop IT services and solutions
depreciation/amortization, per $1,000 of revenue strategy"*0.01) / (Total business entity revenue*
0.0010)
Average cycle time from identification of demand Cycle time from lead identification to hand-off for days
to disposition for: Level 5 solutions Level 5 solutions

Average cycle time from identification of demand Cycle time from lead identification to hand-off for days
to disposition for: all other Levels other than Level non-Level 5 solutions
5
Solutions capture rate for: Level 5 solutions Level 5 solutions provided for and accepted by the percent
customer as a percentage of total potential
solutions
Solutions capture rate for:all other solutions other Non-Level 5 solutions provided for and accepted by percent
than Level 5 the customer as a percentage of total potential
solutions
Percentage of solutions provided that are directly Percentage of solutions meeting IT strategy percent
meeting IT strategy
Percentage of solutions provided that are for Percentage of solutions for repeat customers percent
repeat customers
Number of IT FTEs for the process "Develop IT Number of IT FTEs supporting the process "develop FTEs
services and solutions strategy" per $1 billion IT services and solutions strategy" / (Total business
Total IT budget to perform the process "manage IT (IT budget dedicated to supporting product dollars
customer satisfaction" in support of product development*Percentage of the IT budget
development, including depreciation/amortization, dedicated to "manage IT customer
per $1,000 of revenue satisfaction"*0.01) / (Total business entity revenue*
0.0010)
Percent on-time performance for: Level 5 solutions Percentage of IT solutions meeting schedule for percent
Level 5 solutions
Percent on-time performance for: all other Percentage of IT solutions meeting schedule for percent
solutions other than Level 5 non-Level 5 solutions
Net Promoter Score (NPS) NPS for IT solutions percent
Number of IT FTEs for the process "Manage IT Number of IT FTEs supporting the process "manage FTEs
customer satisfaction" per $1 billion revenue IT customer satisfaction" / (Total business entity
revenue * 0.000000001)

Other cost of the process "develop information and Costs other than personnel, systems, overhead, dollars
content management strategies", including and outsourced to perform the process "develop
depreciation/amortization, per $100,000 revenue information and content management strategies" /
Outsourced cost of the process "develop Outsourced cost to perform the process "develop dollars
information and content management strategies", information and content management strategies" /
revenue
Overhead cost of the process "develop information Overhead cost to perform the process "develop dollars
and content management strategies", including information and content management strategies" /
Personnel cost of the process "develop information Personnel cost to perform the process "develop dollars
Systems cost of the process "develop information Systems cost to perform the process "develop dollars
Total cost of the process "develop information and Total cost to perform the process "develop dollars
content management strategies", including information and content management strategies" /
Number of IT FTEs for the process "develop Number of FTEs who perform the process group FTEs
information and content management strategies" "manage enterprise information" who perform the
per $1 billion revenue process "develop information and content
management strategies" / (Total business entity
revenue * 0.000000001)

Percentage of IT budget for the process group (IT budget related to the process group "manage percent
"manage enterprise information", including enterprise information" allocated to the process
depreciation/amortization, allocated to the process "develop information and content management
"develop information and content management strategies" / IT budget allocated to the process
strategies" group "manage enterprise information") * 100.0
Other cost of the process "define enterprise Costs other than personnel, systems, overhead, dollars
information architecture", including and outsourced to perform the process "define the
depreciation/amortization, per $100,000 revenue enterprise information architecture" / (Total
Outsourced cost of the process "define enterprise Outsourced cost to perform the process "define the dollars
information architecture", including enterprise information architecture" / (Total
Overhead cost of the process "define enterprise Overhead cost to perform the process "define the dollars
Personnel cost of the process "define enterprise Personnel cost to perform the process "define the dollars
Systems cost of the process "define enterprise Systems cost to perform the process "define the dollars
Total cost of the process "define enterprise Total cost to perform the process "define the dollars
Number of IT FTEs for the process "define the Number of FTEs who perform the process group FTEs
enterprise information architecture" per $1 billion "manage enterprise information" who perform the
revenue process "define the enterprise information
architecture" / (Total business entity revenue *
0.000000001)

depreciation/amortization, allocated to the process "define the enterprise information architecture" / IT
"define the enterprise information architecture" budget allocated to the process group "manage
enterprise information") * 100.0
Other cost of the process "manage information Costs other than personnel, systems, overhead, dollars
resources", including depreciation/amortization, and outsourced to perform the process "manage
per $100,000 revenue information resources" / (Total business entity
revenue * 0.000010)
Outsourced cost of the process "manage Outsourced cost to perform the process "manage dollars
information resources", including information resources" / (Total business entity
Overhead cost of the process "manage information Overhead cost to perform the process "manage dollars
resources", including depreciation/amortization, information resources" / (Total business entity
per $100,000 revenue revenue * 0.000010)
Personnel cost of the process "manage information Personnel cost to perform the process "manage dollars
Systems cost of the process "manage information Systems cost to perform the process "manage dollars
Total cost of the process "manage information Total cost to perform the process "manage dollars
Number of IT FTEs for the process "manage Number of FTEs who perform the process group FTEs
information resources" per $1 billion revenue "manage enterprise information" who perform the
process "manage information resources" / (Total

depreciation/amortization, allocated to the process "manage information resources" / IT budget
"manage information resources" allocated to the process group "manage enterprise
information") * 100.0
Other cost of the process "perform enterprise data Costs other than personnel, systems, overhead, dollars
and content management", including and outsourced to perform the process "perform
depreciation/amortization, per $100,000 revenue enterprise data and content management" / (Total
Outsourced cost of the process "perform enterprise Outsourced cost to perform the process "perform dollars
data and content management", including enterprise data and content management" / (Total
Overhead cost of the process "perform enterprise Overhead cost to perform the process "perform dollars
Personnel cost of the process "perform enterprise Personnel cost to perform the process "perform dollars
Systems cost of the process "perform enterprise Systems cost to perform the process "perform dollars
Total cost of the process "perform enterprise data Total cost to perform the process "perform dollars
and content management", including enterprise data and content management" / (Total

Number of IT FTEs for the process "perform Number of FTEs who perform the process group FTEs
enterprise data and content management" per $1 "manage enterprise information" who perform the
billion revenue process "perform enterprise data and content
management" / (Total business entity revenue *
0.000000001)
depreciation/amortization, allocated to the process "perform enterprise data and content
"perform enterprise data and content management" / IT budget allocated to the process
management" group "manage enterprise information") * 100.0
Average cost performance index (CPI) at Cost performance index at completion for Level 5 CPI
completion of project/solution for Level 5 solutions solutions
Average cost performance index (CPI) at Cost performance index at completion for non- CPI
completion of project/solution for all solutions other Level 5 solutions
than Level 5
Percentage of IT budget for product development, Percentage of the IT budget supporting product percent
including depreciation/amortization, that supports development allocated to new platforms/or
new platforms/markets completed or released to markets
production
Percentage of IT budget for product development, Percentage of IT budget supporting product percent
including depreciation/amortization, that supports development for NEW products released this year
new products completed or released to production
Percentage of IT budget for product development, Percentage of IT budget supporting product percent
including depreciation/amortization, that supports development for product UPGRADES released this
product upgrades completed or released to year
production

Total IT budget to perform the process "create IT (IT budget dedicated to supporting product dollars
services and solutions" in support of product development*Percentage of the IT budget
development, including depreciation/amortization, dedicated to "create IT services and
per $1,000 of revenue solutions"*0.01) / (Total business entity revenue*
0.0010)
Average time from disposition to customer Cycle time from disposition to customer work days
acceptance for: Level 5 solutions acceptance for Level 5 solutions
Average time from disposition to customer Cycle time from disposition to customer work days
acceptance for: all other levels acceptance for non-Level 5 solutions
Defect removal effectiveness percentage (pre/post Ratio of post-operational defects to total-lifecycle percent
operations) defects
Number of IT FTEs for the process "Create IT Number of IT FTEs supporting the process "create FTEs
services and solutions" per $1 billion revenue IT services and solutions" / (Total business entity
revenue * 0.000000001)
Mean time to resolution (MTTR) in hours: critical MTTR for critical incidents on IT systems supporting hours
incidents product development
Mean time to resolution (MTTR) in hours: high MTTR for high incidents on IT systems supporting hours
incidents product development
Mean time to resolution (MTTR) in hours: all other MTTR for routine incidents on IT systems hours
incidents supporting product development
Percentage of legacy applications already moved Percentage of legacy applications moved to cloud Percent
to cloud technology technology
Percentage of new business applications deployed Percentage of new business applications deployed Percent
using cloud technology using cloud technology
Total IT budget to perform the process "support IT (IT budget dedicated to supporting product dollars
services and solutions" in support of product development*Percentage of the IT budget
development, including depreciation/amortization, dedicated to "support IT services and
per $1,000 of revenue solutions"*0.01) / (Total business entity revenue*
0.0010)
Annual uptime percentage for IT systems 100-Average unplanned machine downtime for percent
supporting product development systems supporting product development

Avg. monthly percentage of issues resolved within Percentage of issues resolved within SLA (monthly) percent
SLA
Number of IT FTEs for the process "Support IT Number of IT FTEs supporting the process "support FTEs
services and solutions" per $1 billion revenue IT services and solutions" / (Total business entity
revenue * 0.000000001)
Percentage of IT FTEs performing IT processes that Percentage of IT FTEs performing user support Percent
perform deskside (local) support roles that perform deskside (local) support
Percentage of IT FTEs performing user support Percentage of IT FTEs performing user support Percent
roles that perform helpdesk (remote) support roles that perform helpdesk (remote) support
Personnel cost to perform the processes "perform (Percentage of internal costs of the processes dollars
cost accounting and control" and "perform cost "perform cost accounting and control" and
management" per process FTE "perform cost management" allocated to personnel
"perform cost accounting and control" and
"perform cost management" allocated to internal
costs * 0.0001 * Total cost to perform the
processes "perform cost accounting and control"
and "perform cost management") / Number of FTEs
who perform the processes "perform cost
accounting and control" and "perform cost
management"
Personnel cost to perform the processes "perform (Percentage of internal costs of the processes dollars
management" per $1,000 revenue "perform cost management" allocated to personnel
and "perform cost management") / (Total business

Systems cost to perform the processes "perform (Percentage of internal cost of the processes dollars
management" per $100,000 revenue "perform cost management" allocated to systems
Total cost to perform the processes "perform cost Total cost to perform the processes "perform cost dollars
accounting and control" and "perform cost accounting and control" and "perform cost
management" per $1,000 revenue management" / (Total business entity revenue *
0.001)
Total cost to perform the processes "perform cost Total cost to perform the processes "perform cost dollars
accounting and control" and "perform cost accounting and control" and "perform cost
management" per process FTE management" / Number of FTEs who perform the
and "perform cost management"

Outsourced cost to perform the process group ((Percentage of total cost of the process "planning, dollars
"perform planning and management accounting" budgeting, and forecasting" allocated to external
per $1,000 revenue 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
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

Overhead and other cost to perform the process ((Percentage of internal costs of the process dollars
group "perform planning and management "planning, budgeting, and forecasting" allocated to
accounting" per $100,000 revenue overhead and other costs * Percentage of total cost
of the process "planning, budgeting, and
forecasting" allocated to internal costs * .0001 *
planning/budgeting/forecasting") + (Percentage of
internal costs of the processes "perform cost
management" allocated to overhead and other
costs * .0001 * Total cost to perform the processes
"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
performance" allocated to internal costs * .0001 *
manage financial performance")) / (Total business

Overhead and other costs to perform the process (Percentage of internal costs of the processes dollars
"perform cost accounting and control" and "perform cost accounting and control" and
"perform cost management" per $100,000 revenue "perform cost management" allocated to overhead
and other costs * Percentage of total cost of the
process "perform cost accounting and control" and

Personnel cost to perform the process group ((Percentage of internal costs of the process dollars
"perform planning and management accounting" "planning, budgeting, and forecasting" allocated to
per $1,000 revenue 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
management" allocated to personnel costs *
Percentage of total cost of the process "perform
management" allocated to internal costs * .0001 *
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
performance")) / (Total business entity revenue * .
001)

Personnel cost to perform the process group ((Percentage of internal costs of the process dollars
per process group FTE personnel costs * Percentage of total cost of the
management" allocated to personnel costs *
performance" allocated to personnel cost *
performance")) / (Number of FTEs who perform the
process "perform planning/budgeting/forecasting"
+ Number of FTEs who perform the processes
"perform cost management" + Number of FTEs
who perform the process "evaluate and manage
financial performance")

Systems cost to perform the process group ((Percentage of internal costs of the process dollars
per $100,000 revenue systems costs * Percentage of total cost of the
internal cost of the processes "perform cost
management" allocated to systems costs *
performance" allocated to systems costs *
performance")) / (Total business entity revenue * .
00001)
Total cost to perform the process group "perform (Total cost to perform the process "perform dollars
planning and management accounting" per $1,000 planning/budgeting/forecasting" + Total cost to
revenue perform the processes "perform cost accounting
and control" and "perform cost management" +
manage financial performance") / (Total business

Total cost to perform the process group "perform (Total cost to perform the process "perform dollars
planning and management accounting" per planning/budgeting/forecasting" + Total cost to
process group FTE perform the processes "perform cost accounting
and control" and "perform cost management" +
manage financial performance") / (Number of FTEs
who perform the process "perform
planning/budgeting/forecasting" + Number of FTEs
management" + Number of FTEs who perform the
performance")
Total internal cost to perform the process "perform (Percentage of total cost of the process "perform dollars
cost accounting and control" and "perform cost cost accounting and control" and "perform cost
management" per process FTE management" allocated to internal costs * .01 *
management") / Number of FTEs who perform the
and "perform cost management"

Total internal cost to perform the process group ((Percentage of total cost of the process "planning, dollars
"perform planning and management accounting" budgeting, and forecasting" allocated to internal
per process group FTE costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") +
(Percentage of total cost of the process "perform
management") + (Percentage of total cost of the
performance" allocated to internal costs * .01 *
manage financial performance")) / (Number of FTEs
planning/budgeting/forecasting" + Number of FTEs
performance")
Outsourced cost to perform the processes "perform (Percentage of total cost of the process "perform dollars
cost accounting and control" and "perform cost cost accounting and control" and "perform cost
management" per $1,000 revenue management" allocated to external costs * 0.01 *
management") / (Total business entity revenue *
0.001)

Number of FTEs that perform the processes Number of FTEs who perform the processes FTEs
"perform cost accounting and control" and "perform cost accounting and control" and
"perform cost management" per $1 billion revenue "perform cost management" / (Total business entity
revenue * .000000001)
Number of FTEs that perform the process group (Number of FTEs who perform the process "perform FTEs
"perform planning and management accounting" planning/budgeting/forecasting" + Number of FTEs
per $1 billion revenue who perform the processes "perform cost
performance") / (Total business entity revenue * .
000000001)
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process percent
to the process group "perform planning and "perform planning/budgeting/forecasting" +
management accounting" Number of FTEs who perform the processes
"perform cost management" + Number of FTEs
financial performance") / Number of FTEs who
* 100
Total cost to perform the order to invoice processes (Total cost to perform the process "process dollars
per $1,000 revenue customer credit" + Total cost to perform the
perform the process "invoice customer") / (Total

Total cost to perform the process group "perform (Total cost to perform the process "process dollars
revenue accounting" per $1,000 revenue 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 that perform the processes (Number of FTEs who perform the process "process FTEs
"manage and process accounts receivable", accounts receivable (AR)" + Number of FTEs who
"manage and process collections", and "manage perform the process "manage and process
and process adjustments/deductions" per $1 billion collections" + Number of FTEs who perform the
revenue process "manage and process
adjustments/deductions") / (Total business entity
revenue * .000000001)
to the processes "manage sales orders", "process "manage sales orders" + Number of FTEs who
customer credit", and "invoice customer" perform the process "process customer credit" +
Number of FTEs who perform the process "invoice
customer") / Number of FTEs who perform the
function "manage financial resources") * 100
Total cost to perform the process group "Perform (Total cost to perform the process "manage policies dollars
general accounting and reporting" (excluding fixed and procedures" + Total cost to perform the
assets) per $1,000 revenue 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 group "perform ((Total cost to perform the process "manage percent
general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform
assets) as a percentage of revenue the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / Total business entity revenue) * 100
assets) per $1 billion revenue process "perform general accounting" + Total cost
reporting") / (Total business entity revenue * .
000000001)
assets) per process group FTE process "perform general accounting" + Total cost
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"
"perform financial reporting")

Personnel cost to perform the process group ((Total cost to perform the process "manage dollars
"Perform general accounting and reporting" per policies and procedures" * Percentage of total cost
process group FTE 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
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 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")

Personnel cost to perform the process group ((Total cost to perform the process "manage dollars
"perform general accounting and reporting" per policies and procedures" * Percentage of total cost
$1,000 revenue of the process "Manage policies and procedures"
procedures" allocated to personnel cost * .0001) +
(Total cost to perform the process "perform general
accounting" * Percentage of total cost of the
personnel cost * .0001) + Personnel cost to
accounting" + (Total cost to perform the process
"perform financial reporting" * Percentage of total
allocated to personnel cost * .0001)) / (Total
Cycle time in days to perform annual close at the Cycle time in calendar days between running trial days
site level balance to completing the consolidated financial
statements
Number of FTEs that perform the process group (Number of FTEs who perform the process FTEs
"perform general accounting and reporting" "manage policies and procedures" (general
(excluding fixed assets) per $1 billion revenue accounting and reporting) + Number of FTEs who
"perform financial reporting") / (Total business

"perform general accounting and reporting" per $1 "manage policies and procedures" (general
billion revenue accounting and reporting) + Number of FTEs who
"perform fixed-asset accounting" + Number of
FTEs who perform the process "perform financial
reporting") / (Total business entity revenue * .
000000001)
to the process group "perform general accounting "manage policies and procedures" (general
and reporting" (excluding fixed asset accounting) accounting and reporting) + Number of FTEs who
"perform financial reporting") / Number of FTEs
who perform the function "manage financial
resources") * 100
Number of FTEs that perform the process group (Number of FTEs who perform the process "perform FTEs
"manage fixed-asset project accounting" per $1 capital planning and project approval" + Number of
billion revenue FTEs who perform the process "perform capital
project accounting") / (Total business entity
revenue * .000000001)
to the process group "manage fixed asset project "perform capital planning and project approval"+
accounting" Number of FTEs who perform the process "perform
capital project accounting") / Number of FTEs who
* 100

Total cost to perform the process group "process (Total cost to perform the process "report time" + dollars
payroll" per $1,000 revenue Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / (Total business entity revenue * 0.0010)
Total cost to perform the process group "process (Total cost to perform the process "report dollars
payroll" per disbursement time"+Total cost to perform the process "manage
pay"+Total cost to perform the process "process
payroll taxes")/Number of payroll disbursements
payroll" per employee paid Total cost to perform the process "manage pay" +
taxes") / Total number of employees paid
payroll" per manual check/payment Total cost to perform the process "manage pay" +
taxes") / Number of payroll disbursements that are
manual checks
payroll" per payroll FTE Total cost to perform the process "manage pay" +
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")

payroll" per payroll inquiry Total cost to perform the process "manage pay" +
taxes") / Number of payroll inquiries received
Personnel cost of the process group "process (Personnel cost to perform the process "report dollars
payroll" per "process payroll" FTE 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 the process group "process payroll" as a ((Total cost to perform the process "report time" + percent
percentage of cost of continuing operations Total cost to perform the process "manage pay" +
taxes") / Total costs of continuing operations) *
100.0
Personnel cost to perform the process group (Personnel cost to perform the process "report dollars
"process payroll" per $1,000 revenue time"+Personnel cost to perform the process
"manage pay"+Personnel cost to perform the
process "process payroll taxes")/(Total business
Total cost to perform the process group "process ((Total cost to perform the process "report time" + percent
payroll" as a percentage of revenue Total cost to perform the process "manage pay" +
taxes") / Total business entity revenue) * 100
Cycle time in business days to process the payroll Cycle time in business days to process payroll from days
HR/benefits system cut-off to payroll transmit date

First contact resolution rate for payroll inquiries Percentage of payroll inquiries resolved during the percent
initial contact
Number of FTEs that perform the process group (Number of FTEs who perform the process "report FTEs
"process payroll" per $1 billion revenue time" + Number of FTEs who perform the process
"manage pay" + Number of FTEs who perform the
process "process payroll taxes") / (Total business
Number of FTEs that perform the process group (Number of FTEs who perform the process "report FTEs
"process payroll" per 1,000 employees paid time" + Number of FTEs who perform the process
process "process payroll taxes") / (Total number of
employees paid * 0.0010)
Number of payroll inquiries per "process payroll" Number of payroll inquiries received / (Number of payroll inquiries
FTE FTEs who perform the process "report time" +
pay" + Number of FTEs who perform the process
"process payroll taxes")
Number of employees paid per FTE that performs Total number of employees paid / (Number of FTEs employees
the process "process payroll" 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")
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process "report percent
to the process group "process payroll" time" + Number of FTEs who perform the process
process "process payroll taxes") / Number of FTEs
resources") * 100

Personnel cost of the process group "process ((Personnel cost to perform the process "report percent
payroll" as a percentage of the total cost to time" + Personnel cost to perform the process
perform the process group "manage pay" + Personnel 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")) *
100.0
Systems cost to perform the process group ((Systems cost to perform the process "report percent
"process payroll" as a percentage of the total cost time" + Systems cost to perform the process
of the process group "manage pay" + Systems 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")) *
100.0
Percentage of paid employees that are exempt (Number of employees paid that are salaried percent
employees (exempt) employees / Total number of employees
paid) * 100
Percentage of paid employees that are non-exempt (Number of employees paid that are hourly (non- percent
employees exempt) employees / Total number of employees
paid) * 100
Percentage of paid employees that are retired (Number of employees paid that are retired percent
employees employees receiving payments from payroll / Total
number of employees paid) * 100
Percentage of paid employees that are paid weekly (Number of employees paid weekly / Total number percent
of employees paid) * 100
Percentage of paid employees that are paid bi- (Number of employees paid every two weeks / percent
weekly Total number of employees paid) * 100
Percentage of paid employees that are paid semi- (Number of employees paid twice per month / Total percent
monthly number of employees paid) * 100

Percentage of paid employees that are paid (Number of employees paid monthly / Total number percent
monthly of employees paid) * 100
Percentage of paid employees that are paid other (Number of employees paid other than weekly, percent
than monthly, semi-monthly, bi-weekly, or weekly every two weeks, twice per month, or monthly /
Total number of employees paid) * 100
Percentage of payroll disbursements that include Percentage of payroll disbursements which percent
garnished wages included garnished wages
Total cost to perform the process group "process (Total cost to perform the process "process dollars
accounts payable and expense reimbursements" accounts payable (AP)" + Total cost to perform the
per $1,000 revenue process "process expense reimbursements") /
Personnel cost to perform the process group (((Total cost to perform the process "process dollars
"process accounts payable and expense accounts payable (AP)" * Percentage of total cost
reimbursements" per $1,000 revenue of the process "Process accounts payable"
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"
cost of the process "Process expense
reimbursements" allocated to personnel cost * .
0001)) / (Total business entity revenue * 0.001)

Personnel cost to perform the process group ((Total cost to perform the process "process dollars
reimbursements" per process group FTE of the process "Process accounts payable"
allocated to personnel cost *.0001) + (Total cost to
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")
Systems cost to perform the process group ((Total cost to perform the process "process dollars
reimbursements" per $100,000 revenue of the process "Process accounts payable"
allocated to systems cost *.0001) + (Total cost to
reimbursements" allocated to systems cost * .

Total cost to perform the process group "process ((Total cost to perform the process "process percent
as a percentage of revenue process "process expense reimbursements") / Total
business entity revenue ) * 100
per $1 billion revenue process "process expense reimbursements") /
per process FTE process "process expense reimbursements") /
(Number of FTEs who perform the process "process
accounts payable (AP)" + Number of FTEs who
reimbursements")
Outsourced cost to perform the process group ((Percentage of total cost of the process "Process dollars
"process accounts payable and expense accounts payable" allocated to external cost *
reimbursements" per $1,000 revenue 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" /
Number of FTEs that perform the process group (Number of FTEs who perform the process "process FTEs
"process accounts payable and expense accounts payable (AP)" + Number of FTEs who
reimbursements" per $1 billion revenue perform the process "process expense
reimbursements") / (Total business entity revenue *
.000000001)

to the process group "perform accounts payable "process accounts payable (AP)" + Number of FTEs
and expense reimbursements" who perform the process "process expense
reimbursements") / Number of FTEs who perform
the function "manage financial resources") * 100
Outsourced cost to perform the process group (((Total cost to perform the process "process percent
reimbursements" as a percentage of the total cost of the process "Process accounts payable"
of the process group allocated to external cost / 100) + (Total cost to
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

Systems cost to perform the process group (((Total cost to perform the process "process percent
of the process group allocated to internal cost * Percentage of internal
allocated to systems cost / 10000) + (Total cost to
reimbursements" allocated to systems cost /
10000)) / (Total cost to perform the process
"process accounts payable (AP)" + Total cost to
reimbursements")) * 100

Overhead and other cost to perform the process (((Total cost to perform the process "process percent
group "process accounts payable and expense accounts payable (AP)" * Percentage of total cost
allocated to overhead and other costs / 10000) +
(Total cost to perform the process "process
expense reimbursements" * Percentage of total
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

Personnel cost to perform the process group (((Total cost to perform the process "process percent
allocated to personnel cost / 10000) + (Total cost
to perform the process "process expense
reimbursements" allocated to personnel cost /
10000)) / (Total cost to perform the process
"process accounts payable (AP)" + Total cost to
treasury operations" per $1 billion revenue treasury operations" / (Total business entity
revenue * .000000001)
Total cost of the process group "Manage treasury Total cost to perform the process group "manage dollars
operations" per global legal entity supported treasury operations" / Number of global legal
entities supported by treasury management
operation
operations" per $1,000 revenue treasury operations" / (Total business entity
revenue * .001)
"manage treasury operations" per $1 billion "manage treasury operations" / (Total business
Return on invested capital Return on invested capital percent

Number of bank accounts per "manage treasury Number of corporate bank accounts managed by bank accounts
operations" FTE this finance SSC / Number of FTEs who perform the
process group "manage treasury operations"
Number of global legal entities supported per $1 Number of global legal entities supported by entities
billion revenue treasury management operation / (Total business
Number of global legal entities supported per FTE Number of global legal entities supported by entities
that performs the process group "Manage treasury treasury management operation / Number of FTEs
operations" who perform the process group "manage treasury
operations"
Return on working capital Return on working capital percent
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group percent
to the process group "manage treasury operations" "manage treasury operations" / Number of FTEs
resources") * 100
Personnel cost to perform the process group (Personnel cost to perform the process "establish dollars
"manage internal controls" per $1,000 revenue 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)

Systems cost to perform the process group (Systems cost to perform the process "establish dollars
"manage internal controls" per $100,000 revenue 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)
Total cost to perform the process group "manage ((Total cost to perform the process "establish percent
internal controls" as a percentage of revenue 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 group "manage (Total cost to perform the process "establish dollars
internal controls" per $1 billion revenue internal controls, policies, and procedures" + Total

internal controls" per $1,000 revenue internal controls, policies, and procedures" + Total
internal controls" per process FTE internal controls, policies, and procedures" + Total
(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")
"manage internal controls" per $1 billion revenue "establish internal controls, policies, and
on internal controls compliance") / (Total business

to the process group "manage internal controls" "establish internal controls, policies, and
on internal controls compliance") / Number of FTEs
resources") * 100
taxes" per $1 billion revenue taxes" / (Total business entity revenue * .
000000001)
Total cost of the process group "Manage taxes" per Total cost to perform the process group "manage dollars
$1,000 revenue taxes" / (Total business entity revenue * .001)
"manage taxes" per $1 billion revenue "manage taxes" / (Total business entity revenue * .
000000001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group percent
to the process group "manage taxes" "manage taxes" / Number of FTEs who perform the
Outsourced cost to perform the process "perform (Percentage of total cost of the process "planning, dollars
planning/budgeting/forecasting" per $1,000 budgeting, and forecasting" allocated to external
revenue costs * Total cost to perform the process "perform
planning/budgeting/forecasting" * 0.01) / (Total

Personnel cost to perform the process "perform (Percentage of internal costs of the process dollars
planning/budgeting/forecasting" per process FTE "planning, budgeting, and forecasting" allocated to
personnel costs * Percentage of total cost of the
allocated to internal costs * 0.0001 * Total cost to
planning/budgeting/forecasting") / Number of FTEs
planning/budgeting/forecasting"
Personnel cost to perform the process "perform (Percentage of internal costs of the process dollars
planning/budgeting/forecasting" per $1,000 "planning, budgeting, and forecasting" allocated to
revenue personnel costs * Percentage of total cost of the
planning/budgeting/forecasting") / (Total business
Systems cost to perform the process "perform (Percentage of internal costs of the process dollars
planning/budgeting/forecasting" per $100,000 "planning, budgeting, and forecasting" allocated to
revenue systems costs * Percentage of total cost of the
Total cost to perform the process "perform (Total cost to perform the process "perform percent
planning/budgeting/forecasting" as a percentage of planning/budgeting/forecasting" / Total business
revenue entity revenue) * 100
Total cost to perform the process "perform Total cost to perform the process "perform dollars
planning/budgeting/forecasting" per process FTE planning/budgeting/forecasting" / Number of FTEs

Total cost to perform the process "perform Total cost to perform the process "perform dollars
planning/budgeting/forecasting" per $1,000 planning/budgeting/forecasting" / (Total business
Overhead and other costs to perform the process (Percentage of internal costs of the process dollars
"perform planning/budgeting/forecasting" per "planning, budgeting, and forecasting" allocated to
$100,000 revenue overhead and other costs * Percentage of total cost
of the process "planning, budgeting, and
forecasting" allocated to internal costs * 0.0001 *
Total internal cost to perform the process "perform (Percentage of total cost of the process "planning, dollars
planning/budgeting/forecasting" per process FTE budgeting, and forecasting" allocated to internal
costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") /
Number of FTEs who perform the process "perform
Cycle time in days to complete the annual budget Cycle time in days to complete the budget days
Cycle time in days to prepare the financial forecast Cycle time in days to prepare the financial forecast days
Cycle time in days to update/revise the rolling Cycle time in days to update/revise the rolling days
forecast forecast
Number of budget versions produced before final Number of budget versions produced before final budget versions
approval approval
Number of FTEs that perform the process "perform Number of FTEs who perform the process "perform FTEs
planning/budgeting/forecasting" per $1 billion planning/budgeting/forecasting" / (Total business
Percentage error for the inventory cost forecast Percentage error for the inventory cost forecast percent

Percentage error for the personnel cost forecast Percentage error for the personnel cost forecast percent
Percentage error for the total sales forecast Percentage error for the total sales forecast percent
Number of budget line items per FTE that performs Number of line items budgeted for the complete line items
the process "perform budget / Number of FTEs who perform the process
planning/budgeting/forecasting" "perform planning/budgeting/forecasting"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "perform percent
to the process "perform planning/ budgeting/ planning/budgeting/forecasting" / Number of FTEs
forecasting" who perform the function "manage financial
resources") * 100
Percentage of total finance function FTEs allocated (Number of FTEs who perform the processes percent
to the processes "perform cost accounting and "perform cost accounting and control" and
control" and "perform cost management" "perform cost management" / Number of FTEs who
* 100
Percentage of cost base accounted for by activity- Percentage of costs base from activity-based percent
based costing costing
Personnel cost to perform the process "evaluate (Percentage of internal costs of the process dollars
and manage financial performance" per process "evaluate and manage financial performance"
FTE allocated to personnel cost * Percentage of total
cost of the process "evaluate and manage financial
performance" allocated to internal costs * 0.0001 *
manage financial performance") / Number of FTEs
financial performance"

Personnel cost to perform the process "evaluate (Percentage of internal costs of the process dollars
and manage financial performance" per $1,000 "evaluate and manage financial performance"
revenue allocated to personnel cost * Percentage of total
Systems cost to perform the process "evaluate and (Percentage of internal costs of the process dollars
manage financial performance" per $100,000 "evaluate and manage financial performance"
revenue allocated to systems costs * Percentage of total
Total cost to perform the process "evaluate and Total cost to perform the process "evaluate and dollars
manage financial performance" per process FTE manage financial performance" / Number of FTEs
financial performance"
Total cost to perform the process "evaluate and Total cost to perform the process "evaluate and dollars
manage financial performance" per $1,000 manage financial performance" / (Total business
Total revenue per active customer Total business entity revenue / Number of total dollars

Overhead and other costs to perform the process (Percentage of internal costs of the process dollars
"evaluate and manage financial performance" per "evaluate and manage financial performance"
$100,000 revenue allocated to overhead and other costs * Percentage
of total cost of the process "evaluate and manage
financial performance" allocated to internal costs *
0.0001 * Total cost to perform the process
"evaluate and manage financial performance") /
Total internal cost to perform the process "evaluate (Percentage of total cost of the process "evaluate dollars
and manage financial performance" per process and manage financial performance" allocated to
FTE internal costs * .01 * Total cost to perform the
performance") / Number of FTEs who perform the
performance"
Outsourced cost to perform the process "evaluate (Percentage of total cost of the process "evaluate dollars
and manage financial performance" per $1,000 and manage financial performance" allocated to
revenue external costs * 0.01 * Total cost to perform the
performance") / (Total business entity revenue *
0.001)
Cycle time in days to perform financial evaluation Cycle time in days to perform financial evaluation days
of new customers of new customers
of new markets of new markets
of new products of new products
Number of FTEs that perform the process "evaluate Number of FTEs who perform the process "evaluate FTEs
and manage financial performance" per $1 billion and manage financial performance" / (Total

Revenue per employee for the current reporting Total business entity revenue / Number of business dollars
period entity employees
EBITDA margin (current reporting period) (Earnings before interest, taxes, depreciation and percent
amortization for the current 12-month period / Total
business entity revenue) * 100.0
Percentage growth in EBITDA over the past three ((Earnings before interest, taxes, depreciation and percent
reporting periods 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
Percentage of employees with compensations (Number of employees with compensation affected percent
affected by profit by profit / Number of business entity employees) *
100.0
Percentage of employees with compensations (Number of employees with compensation affected percent
affected by budget versus actual variances by budget versus actual variances / Number of
business entity employees) * 100.0
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process percent
to the process "evaluate and manage financial "evaluate and manage financial performance" /
performance" Number of FTEs who perform the function "manage
financial resources") * 100
Revenue growth over the past three reporting ((Total business entity revenue - Total revenue over percent
periods the past three reporting periods) / Total revenue
over the past three reporting periods) * 100.0
Compounded annual growth rate in earnings (((Earnings before interest, taxes, depreciation and percent
before interest, tax, depreciation and amortization amortization for the current 12-month period
over the past three reporting periods /Earnings before interest, taxes, depreciation and
amortization over the past three reporting periods)
^ 0.3333) - 1) * 100.0

Compounded annual growth rate of revenue over (((Total business entity revenue / Total revenue percent
the past three reporting periods over the past three reporting periods) ^ 0.3333) -
1) * 100.0
Personnel cost to perform the process "process (Percentage of total cost of the process "process dollars
customer credit" per $1,000 revenue 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 (Total cost to perform the process "process percent
customer credit" as a percentage of revenue customer credit" / Total business entity revenue) *
100
Total cost to perform the process "process Total cost to perform the process "process dollars
customer credit" per process FTE customer credit" / Number of FTEs who perform the
process "process customer credit"
customer credit" per $1 billion revenue customer credit" / (Total business entity revenue * .
000000001)
customer credit" per $1,000 revenue customer credit" / (Total business entity revenue * .
001)
Outsourced cost to perform the process "process Outsourced cost to perform the process "process dollars
customer credit" per $1,000 revenue customer credit" / (Total business entity revenue
*.0010)
Cycle time in days for credit approval Cycle time in days for credit approval days
Number of FTEs for the order to invoice cycle per (Number of FTEs who perform the process FTEs
$1 billion revenue "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 that perform the process "process Number of FTEs who perform the process "process FTEs
customer credit" per $1 billion revenue customer credit" / (Total business entity revenue * .
000000001)
Number of active customers per "process customer Number of active customers in business entity's active customers
credit" FTE customer master file / Number of FTEs who
perform the process "process customer credit"
Number of credit reviews per "process customer Credit reviews performed at account level by credit credit reviews
credit" FTE staff / Number of FTEs who perform the process
"process customer credit"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "process percent
to the process "process customer credit" customer credit" / Number of FTEs who perform the
Outsourced cost to perform the process "invoice Outsourced cost to perform the process "invoice dollars
customer" per $1,000 revenue customer" / (Total business entity revenue *.0010)
Personnel cost to perform the process "invoice (Percentage of total cost of the process "invoice dollars
customer" per $1,000 revenue customer" allocated to internal costs * Percentage
of internal costs of the process "invoice customer"
allocated to personnel cost * 0.0001 * Total cost to
Systems cost to perform the process "invoice (Percentage of total cost of the process "invoice dollars
customer" per $100,000 revenue customer" allocated to internal costs * Percentage
of internal cost of the process "Invoice customer"
allocated to systems costs * 0.0001 * Total cost to

Systems cost to perform the process "process (Percentage of total cost of the process "process dollars
customer credit" per $100,000 revenue customer credit" allocated to internal costs *
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 (Total cost to perform the process "invoice percent
customer" as a percentage of revenue customer" / Total business entity revenue) * 100.0
Total cost to perform the process "invoice Total cost to perform the process "invoice dollars
customer" per process FTE customer" / Number of FTEs who perform the
process "invoice customer"
customer" per $1 billion revenue customer" / (Total business entity revenue *
0.000000001)
customer" per $1,000 revenue customer" / (Total business entity revenue * .001)
customer" per invoice line item processed customer" / Number of line items billed/invoiced
customer" per invoice processed customer" / Number of invoices billed to customer
Cycle time in days between transmission of invoice Cycle time in calendar days from the transmission days
and shipment of goods or delivery of services of an invoice/bill to shipping/providing the
good/service
Cycle time in days to generate complete and Cycle time in days to generate complete and days
correct billing data correct billing data
Number of FTEs that perform the process "invoice Number of FTEs who perform the process "invoice FTEs
customer" per $1 billion revenue customer" / (Total business entity revenue * .
000000001)

Percentage of invoice line items invoiced using Percentage of invoice line items invoiced using percent
electronic or automatic methods electronic or automatic methods
Percentage of invoice line items processed error Percentage of invoice line items processed error percent
free the first time free the first time
Percentage of invoices automatically generated Percentage of invoices automatically generated percent
based on event triggers based on event triggers
Number of invoice line items processed per Number of line items billed/invoiced / Number of invoice line items
"invoice customer" FTE FTEs who perform the process "invoice customer"
Number of invoices processed per "invoice Number of invoices billed to customer / Number of invoices
customer" FTE FTEs who perform the process "invoice customer"
Percentage of billed/invoiced line items offering a (Number of invoice line items billed/invoiced that percent
discount offer a discount / Number of line items
billed/invoiced) * 100
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "invoice percent
to the process "invoice customer" customer" / Number of FTEs who perform the
Average number of line items per invoice Number of line items billed/invoiced / Number of invoice line items
invoices billed to customer
Average value per line item billed Total value of line items billed/invoiced / Number of dollars
line items billed/invoiced
Percentage of invoice line items that are (Number of line items billed/invoiced in a foreign percent
denominated in a foreign currency currency / Number of line items billed/invoiced) *
100
Outsourced cost to perform the process "process Outsourced cost to perform the process "process dollars
accounts receivable (AR)" per $1,000 revenue accounts receivable (AR)" / (Total business entity
revenue *.0010)

Personnel cost to perform the process "process (Percentage of internal costs of the process dollars
accounts receivable" per process FTE "process accounts receivable" allocated to
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)"
Personnel cost to perform the process "process (Percentage of internal costs of the process dollars
accounts receivable" per $1,000 revenue "process accounts receivable" allocated to
process "process accounts receivable (AR)") / (Total
Systems cost to perform the process "process (Percentage of internal cost of the process "Process dollars
accounts receivable" per $100,000 revenue accounts receivable (AR)" allocated to systems
"process accounts receivable" allocated to internal
costs * 0.0001 * Total cost to perform the process
"process accounts receivable (AR)") / (Total
Total cost to perform the process "process accounts (Total cost to perform the process "process percent
receivable" as a percentage of revenue accounts receivable (AR)" / Total business entity
revenue) * 100
Total cost to perform the process "process accounts Total cost to perform the process "process accounts dollars
receivable" per process FTE receivable (AR)" / Number of FTEs who perform the
process "process accounts receivable (AR)"

receivable" per $1 billion revenue receivable (AR)" / (Total business entity revenue * .
000000001)
receivable" per $1,000 revenue receivable (AR)" / (Total business entity revenue * .
001)
receivable" per customer receipt receivable (AR)" / Number of receipts processed
Days sales outstanding Average days sales outstanding in accounts days

receivable
Cycle time in days from transmission of invoice to Cycle time in calendar days from invoicing a days
receipt of payment customer to the receipt of payment
Accounts receivable per $1,000 revenue Value of accounts receivable outstanding / (Total dollars
Percentage of invoice line items paid in full the first (Number of billed/invoiced line items that are paid percent
time in full the first time / Number of line items
Percentage of line items billed/invoiced paid on (Number of billed/invoiced line items that are paid percent
time on time / Number of line items billed/invoiced) *
100.0
Percentage of manual receipts (Number of receipts processed that are received percent
manually / Number of receipts processed) * 100.0
Percentage of receipts automatically matched to (Number of receipts that are automatically percent
open items in the accounts receivable sub ledger matched to open items in the accounts receivable
sub ledger / Number of receipts processed) * 100
Outstanding payment days as a proportion of Average days sales outstanding in accounts days
standard payment days receivable / Standard payment terms in calendar
days for accounts receivable

Percentage of total receipts that are processed (Number of receipts processed error-free first time / percent
error free the first time Number of receipts processed) * 100
Percentage of receipts received electronically or Percentage of receipts received electronically or percent
automatically automatically
accounts receivable (AR)" per $1 billion revenue accounts receivable (AR)" / (Total business entity
revenue * .000000001)
Number of receipts processed per "process Number of receipts processed / Number of FTEs receipts
accounts receivable" FTE who perform the process "process accounts
receivable (AR)"
Number of invoices per "process accounts Number of invoices billed to customer/Number of invoices
receivable" FTE FTEs who perform the process "process accounts
receivable (AR)"
Number of customer accounts per "process Number of customers in the customer master file / customer accounts
accounts receivable" FTE Number of FTEs who perform the process "process
accounts receivable (AR)"
Number of invoice line items per receipt Number of line items billed/invoiced / Number of invoice line items
receipts processed
to the processes "process accounts receivable "process accounts receivable (AR)" + Number of
(AR)," "manage and process collections," and FTEs who perform the process "manage and
"manage and process adjustments/deductions" process collections" + Number of FTEs who
adjustments/deductions") / Number of FTEs who
* 100
to the process "process accounts receivable (AR)" accounts receivable (AR)" / Number of FTEs who
* 100

Personnel cost to perform the process "process Percentage of internal costs of the process percent
accounts receivable" as a percentage of the total "process accounts receivable" allocated to
cost for the process personnel costs * Percentage of total cost of the
internal costs * 0.01
Systems cost to perform the process "process Percentage of internal cost of the process "Process percent
accounts receivable" as a percentage of the total accounts receivable (AR)" allocated to systems
cost of the process costs * Percentage of total cost of the process
"process accounts receivable" allocated to internal
costs * 0.01
Outsourced cost to perform the process "manage Outsourced cost to perform the process "manage dollars
and process collections" per $1,000 revenue and process collections" / (Total business entity
revenue *.0010)
Personnel cost to perform the process "manage (Percentage of internal costs of the process dollars
and process collections" per $1,000 revenue "manage and process collections" allocated to
process "manage and process collections"
collections") / (Total business entity revenue * .
001)
Systems cost to perform the process "manage and (Percentage of internal cost of the process dollars
process collections" per $100,000 revenue "Manage and process collections" allocated to
systems costs * Percentage of total cost of the
process "manage and process collections"
collections") / (Total business entity revenue * .
00001)
Total cost to perform the process "manage and (Total cost to perform the process "manage and percent
process collections" as a percentage of revenue process collections" / Total business entity
revenue) * 100

Total cost to perform the process "manage and Total cost to perform the process "manage and dollars
process collections" per $1 billion revenue process collections" / (Total business entity
revenue * .000000001)
process collections" per $1,000 revenue process collections" / (Total business entity
revenue * .001)
process collections" per active customer process collections" / Number of active customers
in business entity's customer master file
process collections" per process FTE process collections" / Number of FTEs who perform
the process "manage and process collections"
Total cost to perform the process "manage and (Total cost to perform the process "manage and dollars
process collections" per customer receipt process collections"/Number of receipts processed)
and process collections" per $1 billion revenue and process collections" / (Total business entity
revenue * .000000001)
Percentage of invoice line items that are adjusted (Number of billed/invoiced line items that are percent
by the customer prior to payment adjusted prior to paying / Number of line items
Total uncollectable balances as a percentage of (Total value of uncollectable balances / Total percent
revenue business entity revenue) * 100
Number of active customers managed annually per Number of active customers in business entity's customers
"manage and process collections" FTE customer master file / Number of FTEs who
collections"
Number of invoices per "manage and process Number of invoices billed to customer/Number of invoices
collections" FTE FTEs who perform the process "manage and
process collections"

to the process "manage and process collections" "manage and process collections" / Number of FTEs
resources") * 100
and process adjustments/deductions" per $1,000 and process adjustments/deductions" / (Total
revenue business entity revenue *.0010)
and process adjustments/deductions" per $1,000 "manage and process adjustments/deductions"
revenue 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") /
Systems cost to perform the process "manage and (Percentage of internal cost of the process dollars
process adjustments/deductions" per $100,000 "Manage and process adjustments/deductions"
revenue allocated to systems costs * Percentage of total
cost of the process "manage and process
adjustments/deductions" allocated to internal costs
* 0.0001 * Total cost to perform the process
"manage and process adjustments/deductions") /
process adjustments/deductions" per $1,000 process adjustments/deductions" / (Total business
Cycle time in days to resolve adjustments Cycle time in calendar days from identifying an days
adjustment to fully resolving and reflecting it in the
accounting records

and process adjustments/deductions" per $1 billion and process adjustments/deductions" / (Total
Number of adjustments and deductions per Number of adjustments/deductions / Number of adjustments and
"manage and process adjustments/deductions" FTE FTEs who perform the process "manage and deductions
process adjustments/deductions"
to the process "manage and process "manage and process adjustments/deductions" /
adjustments/deductions" Number of FTEs who perform the function "manage
financial resources") * 100
policies and procedures" per $1,000 revenue policies and procedures" / (Total business entity
revenue *.0010)
Personnel cost to perform the process "manage (Total cost to perform the process "manage policies dollars
financial policies and procedures" per $1,000 and procedures" * Percentage of total cost of the
revenue process "Manage policies and procedures"
procedures" allocated to personnel cost * .0001) /
Systems cost to perform the process "manage (Total cost to perform the process "manage policies dollars
financial policies and procedures" per $100,000 and procedures" * Percentage of total cost of the
revenue process "Manage policies and procedures"
procedures" allocated to systems cost * .0001) /
Total cost to perform the process "Manage financial Total cost to perform the process "manage policies dollars
policies and procedures" per $1,000 revenue and procedures" / (Total business entity revenue *
0.001)

Total cost to perform the process "Manage policies Total cost to perform the process "manage policies dollars
and procedures" per process FTE and procedures" / Number of FTEs who perform the
process "manage policies and procedures" (general
accounting and reporting)
Personnel cost to perform the process "Manage (Total cost to perform the process "manage policies dollars
policies and procedures" per process FTE and procedures" * Percentage of total cost of the
process "Manage policies and procedures"
procedures" allocated to personnel cost * .0001) /
policies and procedures" (general accounting and
reporting)
financial policies and procedures" per $1 billion policies and procedures" (general accounting and
revenue reporting) / (Total business entity revenue * .
000000001)
to the process "manage policies and procedures" "manage policies and procedures" (general
accounting and reporting) / Number of FTEs who
* 100

Percentage of FTEs who perform the process group (Number of FTEs who perform the process percent
"Perform general accounting and reporting" "manage policies and procedures" (general
allocated to the process "Manage policies and accounting and reporting) * 100) / (Number of FTEs
procedures" who perform the process "manage policies and
procedures" (general accounting and reporting) +
general accounting" + Number of FTEs who
Outsourced cost to perform the process "perform Outsourced cost to perform the process "perform dollars
general accounting" per $1,000 revenue general accounting" / (Total business entity
revenue *.0010)
Personnel cost to perform the process "perform (Total cost to perform the process "perform general dollars
general accounting" per $1,000 revenue accounting" * Percentage of total cost of the
personnel cost * .0001) / (Total business entity
revenue * 0.001)
Personnel cost to perform the process "perform (Total cost to perform the process "perform general dollars
general accounting" per process FTE accounting" * Percentage of total cost of the
personnel cost * .0001) / Number of FTEs who

Systems cost to perform the process "perform (Total cost to perform the process "perform general dollars
general accounting" per $100,000 revenue accounting" * Percentage of total cost of the
systems cost * .0001) / (Total business entity
revenue * 0.00001)
Total cost to perform the process "perform general Total cost to perform the process "perform general dollars
accounting" per $1,000 revenue accounting" / (Total business entity revenue *
0.001)
Total cost to perform the process "perform general Total cost to perform the process "perform general dollars
accounting" per journal entry line item accounting" / Number of journal entry line items
processed
Total cost to perform the process "Perform general Total cost to perform the process "perform general dollars
accounting" per process FTE accounting" / Number of FTEs who perform the
process "perform general accounting"
Cycle time in days to complete the monthly Cycle time in days to complete monthly financial days
financial close close
Cycle time in days to produce period-end Cycle time in calendar days from running the initial days
management reports trial balance to completing the period-end
management report
Manual journal entry line item percentage Percentage of journal entry line items from a percent
manual recurring source + Percentage of journal
entry line items from a manual non-recurring
source
general accounting" per $1 billion revenue general accounting" / (Total business entity
revenue * .000000001)
Percentage change in business entity's gross Percentage change in business entity's gross percent
margin over the past three years margin over the past three years

Percentage of journal entry line items processed Percentage of journal entry line items processed percent
error free the first time error free the first time
Number of journal entry line items per FTE that Number of journal entry line items processed / journal entry line
performs the process "perform general accounting" Number of FTEs who perform the process "perform items
general accounting"
Number of accounts per FTE that performs the Number of accounts in the chart of accounts / accounts
process "perform general accounting" Number of FTEs who perform the process "perform
general accounting"
Number of accounts in the chart of accounts Number of accounts in the chart of accounts accounts
Percentage of accounts that are standard with the (Number of standard accounts in chart of percent
business units reporting to your site accounts / Number of accounts in the chart of
accounts) * 100.0
to the process "perform general accounting" general accounting" / Number of FTEs who perform
Percentage of FTEs who perform the process group (Number of FTEs who perform the process "perform percent
"Perform general accounting and reporting" general accounting" * 100) / (Number of FTEs who
allocated to the process "Perform general perform the process "manage policies and
accounting" procedures" (general accounting and reporting) +

Total cost to perform the fixed assets cycle per (Total cost to perform the process "perform capital dollars
$1,000 revenue planning and project approval" + Total cost to
perform the process "perform capital project
accounting" + Total cost to perform the process
"perform fixed-asset accounting") / (Total business
Personnel cost to perform the process "perform Personnel cost to perform the process "perform dollars
fixed-asset accounting" per $1,000 revenue fixed-asset accounting" / (Total business entity
revenue * 0.001)
fixed-asset accounting" per fixed asset transaction fixed-asset accounting" / Number of fixed asset
transactions
Systems cost of the fixed assets cycle per (Systems cost to perform the process "perform dollars
$100,000 revenue 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
Systems cost of the process "perform fixed-asset Systems cost to perform the process "perform dollars
accounting" per $100,000 revenue fixed-asset accounting" / (Total business entity
revenue * 0.000010)
Total cost of repair and maintenance per $1,000 Cost to repair and maintain fixed assets / (Gross dollars
gross value of fixed assets value of fixed assets * 0.0010)
Total cost of the depreciation expense per $1,000 Depreciation expense for fixed assets / (Total dollars
Total cost to perform the fixed assets cycle as ((Total cost to perform the process "perform capital percent
percentage of revenue planning and project approval" + Total cost to
"perform fixed-asset accounting") / Total business
entity revenue) * 100.0

Total cost to perform the fixed assets cycle per $1 (Total cost to perform the process "perform capital dollars
billion revenue planning and project approval" + Total cost to
"perform fixed-asset accounting") / (Total business
fixed assets cycle FTE planning and project approval" + Total cost to
"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
process "perform fixed-asset accounting")
Total cost to perform the process "perform fixed- Total cost to perform the process "perform fixed- dollars
asset accounting" per $1,000 revenue asset accounting" / (Total business entity revenue *
0.0010)
Total cost to perform the process "perform fixed- Total cost to perform the process "perform fixed- dollars
asset accounting" per fixed asset transaction asset accounting" / Number of fixed asset
transactions

cycle FTE planning and project approval"+Total cost to
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
accounting"+Number of FTEs who perform the
process "perform fixed-asset accounting")
Personnel cost to perform the process "Perform Personnel cost to perform the process "perform dollars
fixed-asset accounting" per process FTE fixed-asset accounting" / Number of FTEs who
accounting"
fixed-asset accounting" per $1,000 revenue fixed-asset accounting" / (Total business entity
revenue *.0010)
Cycle time in days to capitalize a fixed asset Cycle time in calendar days to capitalize a fixed days
purchase asset purchase
Cycle time in days to close a capital project Cycle time in days to close a capital project days
Cycle time in days to complete an approved capital Cycle time in days to complete an approved capital days
expenditure plan expenditure plan
Return on fixed assets Return on fixed assets percent
Percentage of approved capital projects considered Percentage of approved capital projects considered percent
within or on budget for spending within or on budget for spending
Percentage of capital projects budgeted and ((Number of capital projects approved in the past percent
approved in the capital expenditure plan 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 Percentage of capital projects completed on time percent
Fixed asset turnover Total business entity revenue / Net book value of percent
fixed assets
fixed-asset accounting" per $1 billion revenue fixed-asset accounting" / (Total business entity
revenue * 0.000000001)
Number of FTEs to perform the fixed assets cycle (Number of FTEs who perform the process "perform FTEs
per $1 billion revenue 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 journal entry line items for fixed asset Number of journal entry line items processed to journal entry line
transactions per fixed asset accounting FTE record fixed asset transactions / Number of FTEs items
who perform the process "perform fixed-asset
accounting"
Number of fixed assets managed per FTE that Number of fixed assets managed / Number of FTEs fixed assets
performs the process "perform fixed-asset who perform the process "perform fixed-asset
accounting" accounting"
Number of fixed assets transactions per FTE that Number of fixed asset transactions / Number of fixed asset
performs the process "perform fixed-asset FTEs who perform the process "perform fixed-asset transactions
accounting" accounting"
Net value of fixed assets as a percentage of gross (Net book value of fixed assets / Gross value of percent
value of fixed assets fixed assets) * 100.0
to the process "perform fixed asset accounting" fixed-asset accounting" / Number of FTEs who
* 100

to the fixed assets cycle "perform fixed-asset accounting" + Number of
FTEs who perform the process "perform capital
planning and project approval" + Number of FTEs
who perform the process "perform capital project
accounting") / Number of FTEs who perform the
Fixed asset transactions resulting from physical (Number of fixed asset transactions from physical percent
inventories as a percentage of total fixed asset inventories / Number of fixed asset transactions) *
transactions 100.0
"Perform general accounting and reporting" fixed-asset accounting" * 100) / (Number of FTEs
allocated to the process "Perform fixed-asset who perform the process "manage policies and
accounting" procedures" (general accounting and reporting) +
Total value of Assets Under Management per Total value of Assets Under Management for the dollars
$1,000 revenue overall organization / (Total annual revenue for
retail banking operation * .001)
financial reporting" per $1,000 revenue financial reporting" / (Total business entity revenue
*.0010)

Personnel cost to perform the process "perform (Total cost to perform the process "perform dollars
financial reporting" per $1,000 revenue financial reporting" * Percentage of total cost of the
process "Perform financial reporting" allocated to
personnel cost * .0001) / (Total business entity
revenue * 0.001)
Systems cost to perform the process "perform (Total cost to perform the process "perform dollars
financial reporting" per $100,000 revenue financial reporting" * Percentage of total cost of the
systems cost * .0001) / (Total business entity
revenue * 0.00001)
Total cost to perform the process "perform financial Total cost to perform the process "perform financial dollars
reporting" per $1,000 revenue reporting" / (Total business entity revenue * 0.001)
Total cost to perform the process "perform financial Total cost to perform the process "perform financial dollars
reporting" per process FTE reporting" / Number of FTEs who perform the
process "perform financial reporting"
Personnel cost to perform the process "Perform (Total cost to perform the process "perform dollars
financial reporting" per process FTE financial reporting" * Percentage of total cost of the
personnel cost * .0001) / Number of FTEs who
perform the process "perform financial reporting"
Cycle time in days to complete the monthly Cycle time in days to between running the days
consolidated financial statements business entity monthly trial balance and monthly
consolidated financial statements

Cycle time in days between completion of annual Cycle time in days between completion of days
consolidated financial statements and the release consolidated financial statements and the release
of earnings of earnings
Cycle time in days between completion of Cycle time in days between completion of days
quarterly consolidated financial statements and quarterly consolidated financial statements and
the release of earnings the release of earnings
Cycle time in days from producing annual flash Cycle time in calendar days from producing flash days
reports to completing consolidated annual financial reports and completing the consolidated financial
statements statements
Cycle time in calendar days from producing Cycle time in calendar days from producing days
monthly flash reports to completing the monthly monthly flash reports and completing the monthly
consolidated financial statements consolidated financial statements
financial reporting" per $1 billion revenue financial reporting" / (Total business entity revenue
* 0.000000001)
"Perform general accounting and reporting" financial reporting" * 100) / (Number of FTEs who
allocated to the process "Perform financial perform the process "manage policies and
reporting" procedures" (general accounting and reporting) +
to the process "perform financial reporting" financial reporting" / Number of FTEs who perform
Actual capital expenditure as a percentage of (Actual capital spending one year prior / Capital percent
budgeted capital expenditures for one year prior expenditure budget one year prior) * 100.0

Actual capital expenditure as a percentage of (Actual capital spending two years prior / Capital percent
budgeted capital expenditures for two years prior expenditure budget two years prior) * 100.0
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
revenue business entity revenue *.0010)
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
Systems cost to perform the process "perform Systems cost to perform the process "perform dollars
capital planning and project approval" per capital planning and project approval" / (Total
Total cost of the process "perform capital planning Total cost to perform the process "perform capital dollars
and project approval" per $1,000 revenue planning and project approval" / (Total business
capital planning and project approval" per process capital planning and project approval" / Number of
FTE FTEs who perform the process "perform capital
planning and project approval"
Cycle time in days to approve a capital project Cycle time in days to approve a capital project days
capital planning and project approval" per $1 capital planning and project approval" / (Total
Actual capital expenditure as a percentage of (Actual capital spending for most recent year / percent
budgeted capital expenditures for the most recent Capital expenditure budget for most recent year) *
year 100.0
Number of approved capital projects per FTE for Number of capital projects approved in the past 12 approved projects
the process "perform capital planning and project months / Number of FTEs who perform the process
approval" "perform capital planning and project approval"

to the process "perform capital planning and capital planning and project approval" / Number of
project approval" FTEs who perform the function "manage financial
resources") * 100
capital project accounting" per $1,000 revenue capital project accounting" / (Total business entity
revenue *.0010)
revenue * 0.001)
Systems cost to perform the process "perform Systems cost to perform the process "perform dollars
revenue * 0.000010)
Total cost to perform the process "perform capital Total cost to perform the process "perform capital dollars
project accounting" per $1,000 revenue project accounting" / (Total business entity revenue
* 0.0010)
Total cost of the process "perform capital project Total cost to perform the process "perform capital dollars
accounting" per approved capital project project accounting" / Number of capital projects
approved in the past 12 months
Total cost to perform the process "perform capital (Total cost to perform the process "perform capital dollars
project accounting" per process FTE project accounting"/Number of FTEs who perform
the process "perform capital project accounting")
Number of capital projects not budgeted as a (Approved and non-budgeted capital projects / percent
percentage of approved projects Number of capital projects approved in the past 12
months) * 100.0
capital project accounting" per $1 billion revenue capital project accounting" / (Total business entity
revenue * 0.000000001)

to the process "perform capital project accounting" capital project accounting" / Number of FTEs who
* 100
Outsourced cost to perform the process "report (Total cost to perform the process "report time" * dollars
time" per $1,000 revenue Percentage of total cost of the process "report
time" allocated to external costs * .01)/(Total
Outsourced cost to perform the process "report (Total cost to perform the process "report time" * dollars
time" per employee paid Percentage of total cost of the process "report
time" allocated to external costs * .01) / Total
number of employees paid
Overhead and other costs to perform the process (Total cost to perform the process "report time" * dollars
"report time" per employee paid Percentage of total cost of 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
Overhead cost and other costs to perform the (Total cost to perform the process "report time" * dollars
process "report time" per $1,000 revenue Percentage of total cost of 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
Personnel cost to perform the process "report time" Personnel cost to perform the process "report time" dollars
per $1,000 revenue / (Total business entity revenue *.0010)
Personnel cost to perform the process "report time" (Percentage of internal costs of the process "report dollars
per employee paid time" allocated to personnel costs * Percentage of
total cost of the process "report time" allocated to
process "report time") / Total number of employees
paid

Systems cost to perform the process "report time" (Percentage of internal cost of the process "Report dollars
per employee paid time" allocated to systems costs * Percentage of
total cost of the process "report time" allocated to
process "report time") / Total number of employees
paid
Total cost to perform the process "report time" per Total cost to perform the process "report time" / dollars
$1,000 revenue (Total business entity revenue * 0.001)
employee paid Total number of employees paid
time record processed Number of time records processed
Cycle time in business days to process time record Cycle time in business days from receiving the days
data and enter into payroll system time record from the employee and entering the
data into the payroll system
Number of FTEs that perform the process "report Number of FTEs who perform the process "report FTEs
time" per $1 billion revenue time" / (Total business entity revenue * .
000000001)
time" per 1,000 employees paid time" / (Total number of employees paid * 0.001)
Percentage of time records that are submitted Percentage of time records submitted electronically percent
electronically
Percentage of time records that are entered Percentage of time records entered manually percent
manually into the payroll system
Percentage of time records that are processed first Percentage of time records processed error-free the percent
time error free first time
Percentage of time records that are returned to the Percentage of time records returned to the the field percent
employee/field for validation and/or correction for validation and/or correction
Number of time records processed per "report Number of time records processed / Number of time records
time" FTE FTEs who perform the process "report time"

Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "report percent
to the process "report time" time" / Number of FTEs who perform the function
"manage financial resources") * 100
Percentage of total payroll FTEs performing the (Number of FTEs who perform the process "report percent
"report time" process 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
Outsourced cost to perform the process "manage (Total cost to perform the process "manage pay" * dollars
pay" per $1,000 revenue Percentage of total cost of the process "manage
pay" allocated to external costs * .01)/(Total
Personnel cost to perform the process "manage Personnel cost to perform the process "manage dollars
pay" per $1,000 revenue pay" / (Total business entity revenue *.0010)
pay" per employee paid "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
Systems cost to perform the process "manage pay" Systems cost to perform the process "manage pay" dollars
per employee paid / Total number of employees paid
Total cost to perform the process "manage pay" per Total cost to perform the process "manage pay" / dollars
$1,000 revenue (Total business entity revenue * 0.001)
employee paid Total number of employees paid
payroll disbursement Number of payroll disbursements

Overhead and other costs to perform the process (Total cost to perform the process "manage pay" * dollars
"manage pay" per employee paid 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
Overhead cost and other costs to perform the (Total cost to perform the process "manage pay" * dollars
process "manage pay" per $1,000 revenue 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)/
Outsourced cost to perform the process "manage (Total cost to perform the process "manage pay" * dollars
pay" per employee paid Percentage of total cost of the process "manage
pay" allocated to external costs * .01)/Total number
of employees paid
Cycle time in business days between the time Cycle time in business days between the time days
period cut-off for employees and the payroll period cut-off for employees and the payroll
transmit date transmit date
Cycle time in business days from HR/benefits Cycle time in business days from HR/benefits days
system cut-off until payroll system cut-off date system cut-off until payroll system cut-off date
Cycle time in business days from the payroll Cycle time in business days from the payroll days
system cut-off date until payroll transmit date system cut-off date until payroll transmit date
Cycle time in business days to reflect a new Cycle time in business days from the effective date days
employee in the payroll system of hire for a new employee until they are included
in the payroll system
Cycle time in business days to remove a Cycle time in business days from the effective date days
terminated employee from the payroll system that an employee is terminated until they are
removed from the payroll system

Cycle time in business days to resolve a payroll Cycle time in business days from when an error is days
error identified/reported to when it is fully resolved and
reflected in the accounting records
pay" per $1 billion revenue pay" / (Total business entity revenue * .000000001)
pay" per 1,000 employees paid pay" / (Total number of employees paid * 0.001)
Payment errors as a percentage of total payroll Percentage of payroll disbursements with errors percent
disbursements identified after distribution
Percentage of employees receiving payroll Percentage of employees receiving payroll percent
disbursements via direct deposit disbursements via direct deposit
Number of payroll-related inquiries as a percentage (Number of payroll inquiries received / Number of percent
of payroll disbursements payroll disbursements) * 100
Number of voided checks/payments as a (Number of checks/payments voided during the percent
percentage of payroll disbursements year / Number of payroll disbursements) * 100.0
Percentage of payroll disbursements that are Percentage of payroll disbursements that were percent
manual checks/payments manual cheques
Percentage of payroll disbursements that include Percentage of payroll disbursements that were or percent
retroactive pay adjustments included retroactive pay adjustments
Number of manual checks/payments per "process Number of payroll disbursements that are manual manual checks
payroll" FTE checks / (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 processed per Number of payroll disbursements / Number of FTEs disbursements
"manage pay" FTE who perform the process "manage pay"
to the process "manage pay" "manage pay" / Number of FTEs who perform the

Business days the HR/Benefits system is open for Number of business days HR/Benefit system is days
employee data changes, new hires and termination open for employee data changes, new hires, and
during payroll period terminations during payroll period
Percentage of total payroll FTEs performing the (Number of FTEs who perform the process percent
"manage pay" process "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
Outsourced cost to perform the process "process (Total cost to perform the process "process payroll dollars
payroll taxes" per $1,000 revenue taxes" * Percentage of total cost of the process
"report payroll taxes" allocated to external costs * .
01)/(Total business entity revenue * 0.001)
Personnel cost to perform the process "process Personnel cost to perform the process "process dollars
payroll taxes" per $1,000 revenue payroll taxes" / (Total business entity revenue
*.0010)
Personnel cost to perform the process "process (Percentage of internal costs of the process "report dollars
payroll taxes" per employee paid payroll taxes" allocated to personnel costs *
Percentage of total cost of the process "report
payroll taxes" allocated to internal costs * 0.0001 *
taxes") / Total number of employees paid
Systems cost to perform the process "process Systems cost to perform the process "process dollars
payroll taxes" per employee paid payroll taxes" / Total number of employees paid
Total cost to perform the process "process payroll Total cost to perform the process "process payroll dollars
taxes" per $1,000 revenue taxes" / (Total business entity revenue * 0.0010)
Total cost to perform the process "process payroll Total cost to perform the process "process payroll dollars
taxes" per employee paid taxes" / Total number of employees paid

Outsourced cost to perform the process "process (Total cost to perform the process "process payroll dollars
payroll taxes" per employee paid taxes" * Percentage of total cost of the process
"report payroll taxes" allocated to external costs * .
01)/Total number of employees paid
Overhead and other costs to perform the process (Total cost to perform the process "process payroll dollars
"process payroll taxes" per employee paid taxes" * Percentage of total cost of the process
"report 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
Overhead cost and other costs to perform the (Total cost to perform the process "process payroll dollars
process "process payroll taxes" per $1,000 revenue taxes" * Percentage of total cost of the process
"report 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)
Cycle time in business days from notification of Cycle time in business days from notification of days
required garnishment to the time the garnishment required garnishment to the time the garnishment
is processed in the payroll system and scheduled is processed in the payroll system and scheduled
for withholding for withholding
payroll taxes" per $1 billion revenue payroll taxes" / (Total business entity revenue * .
000000001)
payroll taxes" per 1,000 employees paid payroll taxes" / (Total number of employees paid *
0.001)

to the process "process payroll taxes" payroll taxes" / Number of FTEs who perform the
Percentage of total payroll FTEs performing the (Number of FTEs who perform the process "process percent
"process payroll taxes" 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
Total cost to perform the process "process accounts Total cost to perform the process "process accounts Dollars
payable" per thousand barrel of oil equivalent payable (AP)" / (Average oil and gas net production
(BOE) (BOE/day) * .001)
payable" per gross operated producing well payable (AP)" / Total operated producing well count
payable" per mile of pipe payable (AP)" / Total number of miles of pipeline in
service
payable" per thousand barrels throughput payable (AP)" / (Average refining throughput * .
001)
payable (AP)" per invoice processed payable (AP)" / Number of invoices processed
Outsourced cost to perform the process "process (Percentage of total cost of the process "Process dollars
accounts payable (AP)" per $1,000 revenue accounts payable" allocated to external cost *
Total cost to perform the process "process accounts
payable (AP)" / 100) / (Total business entity
revenue * 0.001)

Systems cost to perform the process "process ((Total cost to perform the process "process dollars
accounts payable (AP)" per $100,000 purchases accounts payable (AP)" * Percentage of total cost
of the process "Process accounts payable"
allocated to systems cost) *.0001) / (Value of all
materials and services purchased * 0.00001)
Systems cost to perform the process "process ((Total cost to perform the process "process dollars
accounts payable (AP)" per $100,000 revenue accounts payable (AP)" * Percentage of total cost
allocated to systems cost) *.0001) / (Total business
Total cost to perform the process "process accounts (Total cost to perform the process "process percent
payable" as a percentage of revenue accounts payable (AP)" / Total business entity
revenue ) * 100
payable" per process FTE payable (AP)" / Number of FTEs who perform the
process "process accounts payable (AP)"
Total cost to perform the process "Process accounts Total cost to perform the process "process accounts dollars
payable" per $1 billion revenue payable (AP)" / (Total business entity revenue *
0.000000001)
Total cost to perform the process "Process accounts Total cost to perform the process "process accounts dollars
payable" per $1,000 purchases payable (AP)" / (Value of all materials and services
purchased * 0.001)
payable (AP)" per $1,000 revenue payable (AP)" / (Total business entity revenue *
0.001)

payable (AP)" per disbursement/payment payable (AP)" / Total number of disbursements
excluding T&E disbursements
payable" per invoice line item processed payable (AP)" / Number of invoice line items
processed
Value of purchases (in millions) per FTE that Value of all materials and services purchased / dollars
performs the process "process accounts payable (Number of FTEs who perform the process "process
(AP)" accounts payable (AP)" * 1000000)
Personnel cost to perform the process "process ((Total cost to perform the process "process dollars
accounts payable" per process FTE accounts payable (AP)" * Percentage of total cost
allocated to personnel cost) *.0001) / Number of
FTEs who perform the process "process accounts
payable (AP)"
accounts payable (AP)" per $1,000 purchases accounts payable (AP)" * Percentage of total cost
allocated to personnel cost) *.0001) / (Value of all
materials and services purchased * 0.001)
accounts payable (AP)" per $1,000 revenue accounts payable (AP)" * Percentage of total cost
allocated to personnel cost) *.0001) / (Total

Average cycle time (in calendar days) from the first Average cycle time from the first time an invoice is Days
time an invoice is blocked/parked to the final time blocked/parked until it is unblocked/unparked
the invoice in unblocked/unparked
Cycle time in days from receipt of invoice until Cycle time in calendar days from receipt of an days
payment is transmitted invoice until payment is transmitted
Cycle time in days to resolve an invoice error Cycle time in calendar days from discovering an days
invoice error to its resolution
Cycle time in hours to enter invoice data into the Cycle time in hours from the receipt of an invoice hours
system to its entry into the accounts payable/invoicing
system
Cycle time in days from receipt of invoice until Cycle time in calendar days from the receipt of an days
approved and scheduled for payment invoice to its approval and scheduling
accounts payable (AP)" per $1 billion revenue accounts payable (AP)" / (Total business entity
revenue * .000000001)
Payables outstanding per $1,000 revenue Value of accounts payable / (Total business entity dollars
revenue * 0.0010)
Percentage of disbursements that are first time Percentage of disbursements that is processed percent
error free error-free the first time
Percentage of discounts available that are taken (Number of invoice line items that are paid within percent
the discount period / Number of invoice line items
received that offer a discount) * 100
Percentage of invoice line items matched with a Percentage of invoice line items that is matched percent
purchase order with a purchase order
Percentage of invoice line items paid on time Percentage of invoice line items paid on time percent
Percentage of invoice line items received Percentage of invoice line items received percent
electronically electronically
Percentage of invoice line items that are matched Percentage of invoice line items that is matched percent
the first time the first time
Percentage of invoices paid within the discount (Number of invoices paid within discount period / percent
period Number of invoices processed) * 100.0

Percentage of invoices which are manually keyed Percentage of invoice line items that is entered percent
into the financial system into the financial system by manual keying
Number of FTEs who perform the process "process Number of FTEs who perform the process "process FTEs
accounts payable (AP)" per $1 billion purchases accounts payable (AP)" / (Value of all materials and
Number of invoice line items processed per FTE Number of invoice line items processed / Number invoice line items
that performs the process "process accounts of FTEs who perform the process "process accounts
payable (AP)" payable (AP)"
Number of disbursements per FTE that performs Total number of disbursements excluding T&E disbursements
the process "process accounts payable (AP)" disbursements / Number of FTEs who perform the
process "process accounts payable (AP)"
accounts payable" per million barrel of oil accounts payable (AP)" / (Average oil and gas net
equivalent (BOE) net production production (BOE/day) * .000001)
accounts payable" per thousand gross operated accounts payable (AP)" / (Total operated producing
producing wells well count * .001)
accounts payable" per thousand miles of pipe accounts payable (AP)" / (Total number of miles of
pipeline in service * .001)
accounts payable" per thousand barrels throughput accounts payable (AP)" / (Average refining
throughput * .001)
Number of invoices processed per FTE that Number of invoices processed / Number of FTEs invoices
performs the process "process accounts payable who perform the process "process accounts
(AP)" payable (AP)"
Number of invoiced line items per $1,000 Number of invoice line items processed / (Value of invoice line items
purchases all materials and services purchased * 0.001)

Personnel cost to perform the process "Process (Percentage of total cost of the process "Process percent
accounts payable" as a percentage of total process accounts payable" allocated to internal cost *
cost Percentage of internal cost of the process "Process
accounts payable" allocated to personnel cost)
*.01
to the process "process accounts payable" accounts payable (AP)" / Number of FTEs who
* 100
Overhead and other cost to perform the process (Percentage of total cost of the process "Process percent
"Process accounts payable" as a percentage of the accounts payable" allocated to internal cost *
total cost of the process Percentage of internal cost of the process "Process
accounts payable" allocated to overhead and
other costs) *.01
Outsourced cost to perform the process "Process Percentage of total cost of the process "Process percent
accounts payable" as a percentage of the total cost accounts payable" allocated to external cost
of the process
Percentage of invoices paid on time Percentage of invoices paid on time Percent
Percentage of invoices processed through self- Percentage of invoices processed through self- Percent
invoicing invoicing
Payments sent to vendors through electronic funds Number of payments sent through electronic funds Percent
transfer (EFT) as a percentage of the total number transfer (EFT) as a percentage of total payments
of payments sent sent
Payments sent to vendors through automated Number of payments sent through automated Percent
clearing house (ACH) as a percentage of the total clearing house (ACH) as a percentage of total
number of payments sent payments sent
Payments sent to vendors through paper check as Number of payments sent through paper check as Percent
a percentage of the total number of payments sent a percentage of total payments sent

Payments sent to vendors through e-Payable as a Number of payments sent through ePayable as a Percent
percentage of the total number of payments sent percentage of total payments sent
Payments sent to vendors through other methods Number of payments sent through electronic funds Percent
as a percentage of the total number of payments transfer (EFT) as a percentage of total payments
sent sent
Systems cost to perform the process "process (Percentage of total cost of the process "Process percent
accounts payable" as a percentage of the total cost accounts payable" allocated to internal cost *
of the process Percentage of internal cost of the process "Process
accounts payable" allocated to systems cost) *.01
Outsourced cost to perform the process "process (Percentage of total cost of the process "Process dollars
expense reimbursements" per $1,000 revenue expense reimbursements" allocated to external
cost * Total cost to perform the process "process
expense reimbursements" / 100) / (Total business
Personnel cost to perform the process "Process (Total cost to perform the process "process dollars
expense reimbursements" per process FTE expense reimbursements" * Percentage of total
expense reimbursements" allocated to personnel
cost * .0001) / Number of FTEs who perform the
process "process expense reimbursements"

Personnel cost to perform the process "process (Total cost to perform the process "process dollars
expense reimbursements" per $1,000 revenue expense reimbursements" * Percentage of total
cost * .0001) / (Total business entity revenue *
0.001)
Systems cost to perform the process "process (Total cost to perform the process "process dollars
expense reimbursements" per $100,000 revenue expense reimbursements" * Percentage of total
expense reimbursements" allocated to systems
cost * .0001) / (Total business entity revenue *
0.00001)
Total cost to perform the process "process expense (Total cost to perform the process "process percent
reimbursements" as a percentage of revenue expense reimbursements" / Total business entity
revenue ) * 100
Total cost to perform the process "process expense Total cost to perform the process "process expense dollars
reimbursements" per process FTE reimbursements" / Number of FTEs who perform
the process "process expense reimbursements"
Total cost to perform the process "process expense Total cost to perform the process "process expense dollars
reimbursements" per $1 billion revenue reimbursements" / (Total business entity revenue *
0.000000001)
Total cost to perform the process "Process expense Total cost to perform the process "process expense dollars
reimbursements" per $1,000 of T&E expenditures reimbursements" / (Total value of T&E expenditures
* 0.001)
reimbursements" per $1,000 revenue reimbursements" / (Total business entity revenue *
0.001)

reimbursements" per T&E disbursement reimbursements" / Number of T&E disbursements
Personnel cost of the process "Process expense (Total cost to perform the process "process dollars
reimbursements" per $100,000 of T&E expense reimbursements" * Percentage of total
expenditures cost of the process "Process expense
cost * .0001) / (Total value of T&E expenditures *
0.00001)
Systems cost of the process "Process expense (Total cost to perform the process "process dollars
reimbursements" per $100,000 of T&E expense reimbursements" * Percentage of total
expenditures cost of the process "Process expense
expense reimbursements" allocated to systems
cost * .0001) / (Total value of T&E expenditures *
0.00001)
Cycle time in days to approve and schedule T&E Cycle time in calendar days from the receipt of an days
reimbursements expense report to its approval and scheduling for
payment
Percentage of expense report exception line items (Number of expense report line items with percent
exceptions / Expense report line items) * 100
expense reimbursements" per $1 billion revenue expense reimbursements" / (Total business entity
revenue * .000000001)
expense reimbursements" per $1 million T&E expense reimbursements" / (Total value of T&E
expenditures expenditures * 0.000001)
Percentage of total T&E expenditures made using (Total value of cash advances / Total value of T&E percent
cash advances expenditures) * 100.0

Number of T&E disbursements per "process Number of T&E disbursements / Number of FTEs disbursements
expense reimbursements" FTE who perform the process "process expense
reimbursements"
Number of expense report line items per FTE that Expense report line items / Number of FTEs who expense report line
performs the process "process expense perform the process "process expense items
reimbursements" reimbursements"
Number of expense report line items per $1,000 Expense report line items / (Total value of T&E expense report line
T&E expenditure expenditures * 0.001) items
to the process "process expense reimbursements" expense reimbursements" / Number of FTEs who
* 100
Personnel cost of the process "Process expense (Percentage of total cost of the process "Process percent
reimbursements" as a percentage of total cost for expense reimbursements" allocated to internal
the process cost * Percentage of internal cost of the process
"Process expense reimbursements" allocated to
personnel cost) * .01
Systems cost to perform the process "Process (Percentage of total cost of the process "Process percent
expense reimbursements" as a percentage of the expense reimbursements" allocated to internal
total cost of the process cost * Percentage of internal cost of the process
systems cost) *.01
Overhead and other cost to perform the process (Percentage of total cost of the process "Process percent
"Process expense reimbursements" as a expense reimbursements" allocated to internal
percentage of the total cost of the process cost * Percentage of internal cost of the process
overhead and other costs) *.01

Outsourced cost to perform the process "Process Percentage of total cost of the process "Process percent
expense reimbursements" as a percentage of the expense reimbursements" allocated to external
total cost of the process cost
operations" per bank used in cash collection treasury operations" / Number of banks used in
network organization's cash collection network
operations" per bank used in cash disbursement treasury operations" / Number of banks used in
network organization's cash disbursement network
Cycle time in hours to initiate, approve, and Cycle time in hours to initiate, approve, and hours
dispatch a wire transfer dispatch a wire transfer
Cycle time in hours to reconcile a single bank Cycle time in days to reconcile a single bank hours
account account from bank account statement receipt
through ending book balance reconciliation
Cycle time in days to refresh the cash flow forecast Cycle time in calendar days to refresh cash flow days
forecast
Number of banks used in cash collection network Number of banks used in organization's cash banks
per FTE that performs the process group "Manage collection network / Number of FTEs who perform
treasury operations" the process group "manage treasury operations"
Number of banks used in cash disbursement Number of banks used in organization's cash banks
network per FTE that performs the process group disbursement network / Number of FTEs who
"Manage treasury operations" perform the process group "manage treasury
operations"
Number of banks used in cash collection network Number of banks used in organization's cash banks
per $1 billion revenue collection network / (Total business entity revenue
* .000000001)
Number of banks used in cash disbursement Number of banks used in organization's cash banks
network per $1 billion revenue disbursement network / (Total business entity
revenue * .000000001)

Outsourced cost to perform the process "establish Outsourced cost to perform the process "establish dollars
internal controls, policies, and procedures" per internal controls, policies, and procedures" / (Total
$1,000 revenue business entity revenue *.0010)
Personnel cost to perform the process "establish Personnel cost to perform the process "establish dollars
Risk assessment cost as a percentage of total cost Percentage of cost to perform the process percent
to perform the process "establish internal controls, "establish internal controls, policies, and
policies, and procedures" procedures" allocated to risk assessment
Systems cost to perform the process "establish Systems cost to perform the process "establish dollars
Total cost to perform the process "establish internal Total cost to perform the process "establish internal dollars
controls, policies, and procedures" per $1,000 controls, policies, and procedures" / (Total business
Number of FTEs that perform the process Number of FTEs who perform the process FTEs
"establish internal controls, policies, and "establish internal controls, policies, and
procedures" per $1 billion revenue procedures" / (Total business entity revenue *
0.000000001)
to the process "establish internal controls, policies, "establish internal controls, policies, and
and procedures" procedures" / Number of FTEs who perform the
Percentage of independent members on the audit (Number of audit committee independent percent
committee 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

Percentage of independent members on the (Number of compensation committee independent percent
compensation committee members / (Number of compensation committee
independent members on the compensation
committee + Number of compensation committee
independent members)) * 100.0
Percentage of independent members on the (Number of governance committee independent percent

governance committee members / (Number of governance committee
independent members on the governance
committee + Number of governance committee
Percentage of independent, outside directors on (Number of independent or outside directors on percent
the board the board / Number of directors on the board) *
100.0
Percentage of officers/employees on the audit (Number of audit committee officers/employees / percent
committee (Number of audit committee officers/employees +
Number of other non-independent members on the
audit committee + Number of audit committee
Percentage of officers/employees on the (Number of compensation committee percent

compensation committee officers/employees / (Number of compensation
committee officers/employees + Number of other
non-independent members on the compensation
committee + Number of compensation committee

Percentage of officers/employees on the (Number of governance committee percent
governance committee officers/employees / (Number of governance
committee officers/employees + Number of other
non-independent members on the governance
committee + Number of governance committee
Percentage of other non-independent members on (Number of other non-independent members on percent

the audit committee the audit committee / (Number of audit committee
independent members on the audit committee +
Number of audit committee independent
members)) * 100.0
the compensation committee the compensation committee / (Number of
compensation committee officers/employees +
compensation committee + Number of
compensation committee independent members))
* 100.0

the governance committee the governance committee / (Number of
governance committee officers/employees +
governance committee + Number of governance
committee independent members)) * 100.0
controls and monitor compliance with internal controls and monitor compliance with internal
controls policies and procedures" per $100,000 controls policies and procedures" / (Total business

Total cost to perform the process "operate controls Total cost to perform the process "operate controls dollars
and monitor compliance with internal controls and monitor compliance with internal controls
policies and procedures" per $1,000 revenue policies and procedures" / (Total business entity
revenue * 0.0010)
Outsourced cost to perform the process "operate Outsourced cost to perform the process "operate dollars
revenue entity revenue *.0010)
Cycle time in calendar days (including weekends) Cycle time in calendar days (including weekends) days
from identification of change in risk until changes from identification of change in risk until changes
to risk management policies and procedures are to risk management policies and procedures are
completed and ready for completed and ready for
deployment/communication/implementation by the deployment/communication/implementation by the
business entity business entity
Cycle time in calendar days (including weekends) Cycle time in calendar days (including weekends) days
from the identification of a control violation until from the identification of a control violation until
the violation is reported/communicated to the the violation is reported/communicated to the
control or process owner control or process owner
Cycle time in days from reporting of a control Cycle time in days from reporting of a control days
violation until investigation is completed and violation until investigation is completed and
remediation steps/control changes are developed remediation steps/control changes are developed
Cycle time in days to deploy change in enabling Cycle time in days to deploy change in enabling days
technology technology

Number of control violations per 1,000 business Number of control violations in last twelve months control violations
entity employees pertaining to financial reporting/accounting and/or
security/access to financial records / (Number of
business entity employees * 0.0010)
Percentage of primary controls that are automated (Number of automated primary controls / Number percent
of identified primary controls) * 100.0
controls policies and procedures" per $1 billion controls policies and procedures" / (Total business
Number of primary controls per 1,000 employees Number of identified primary controls / (Number of controls
Number of times last year employees used existing Number of times employees used existing times
communication channels to report suspected communication channels to report suspected
improprieties per 1,000 employees improprieties in past 12 months / (Number of
Percentage of total control violations that are new (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
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "operate percent
to the process "operate controls and monitor controls and monitor compliance with internal
compliance with internal controls policies and controls policies and procedures" / Number of FTEs
procedures" who perform the function "manage financial
resources") * 100
Percentage of primary controls that are detective (Number of detective primary controls / Number of percent
in nature identified primary controls) * 100.0
Percentage of primary controls that are preventive (Number of preventative primary controls / Number percent
in nature of identified primary controls) * 100.0

Self assessments as a percentage of risk Percentage of conducting risk assessment cost percent
assessment cost toward self assessments
Outsourced cost to perform the process "report on Outsourced cost to perform the process "report on dollars
internal controls compliance" per $1,000 revenue internal controls compliance" / (Total business
entity revenue *.0010)
Personnel cost to perform the process "report on Personnel cost to perform the process "report on dollars
Systems cost to perform the process "report on Systems cost to perform the process "report on dollars
internal controls compliance" per $100,000 internal controls compliance" / (Total business
Total cost to perform the process "report on Total cost to perform the process "report on dollars
Previously identified control violations as a (Number of previously identified control violations percent
percentage of total control violations in last twelve months / Number of control violations
in last twelve months) * 100.0
on internal controls compliance" per $1 billion on internal controls compliance" / (Total business
Other as a percentage of risk assessment cost Percentage of the total cost of conducting risk percent
assessments for costs other than self assessments,
independent internal resources, and outside
consultants
Outside consultants as a percentage of risk Percentage of conducting risk assessment cost percent
assessment cost toward outside consultants
Independent internal resources as a percentage of Percentage of conducting risk assessment cost percent
risk assessment cost toward independent internal resources
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "report percent
to the process "report on internal controls on internal controls compliance" / Number of FTEs
compliance" who perform the function "manage financial
resources") * 100

Percentage of disbursements submitted Percentage of disbursements processed that are percent
electronically submitted electronically
operations" per foreign currency involved in foreign treasury operations" / Number of foreign
exchange hedging program currencies involved in foreign exchange hedging
program
Number of foreign currencies involved in foreign Number of foreign currencies involved in foreign foreign currencies
exchange hedging program per $1 billion revenue exchange hedging program / (Total business entity
revenue * .000000001)
Number of foreign currencies involved in foreign Number of foreign currencies involved in foreign foreign currencies
exchange hedging program per FTE that performs exchange hedging program / Number of FTEs who
the process group "Manage treasury operations" perform the process group "manage treasury
operations"
Time in weeks to complete projects that address an Time in weeks to complete projects that address an weeks
identified business exposure or opportunity (less identified business exposure or opportunity (less
than 20 percent of total annual revenue) than 20 percent of total revenue)
identified business exposure or opportunity identified business exposure or opportunity
(between 20 and 40 percent of total annual (between 20 and 40 percent of total revenue)
revenue)
revenue)
revenue)

(greater than 80 percent of total annual revenue) (greater than 80 percent of total revenue)
Number of IT FTEs for the process group "manage Number of FTEs who perform the process group FTEs
business resiliency" per $1 billion revenue "manage business resiliency and risk" / (Total
Percentage of business entity IT FTEs who perform (Number of FTEs who perform the process group percent
the process group "manage business resiliency" "manage business resiliency and risk"/Number of
FTEs who perform the function "manage
information technology") * 100.0
implement security, privacy, and data protection depreciation/amortization) * Percentage of total IT
controls", excluding depreciation/amortization, per cost (excluding depreciation/amortization)
$1,000 revenue allocated to IT operating cost * Percentage of IT
data protection controls" *.0001) / (Total business
and implement security, privacy, and data "manage information technology" * Percentage of
protection controls" per $1 billion revenue IT FTEs performing the process area "Develop and
implement security, privacy, and data protection
controls" *.01) / (Total business entity revenue *
0.0000000010)
the process group "develop and implement "Develop and implement security, privacy, and
security, privacy, and data protection controls" data protection controls"

group "develop and implement security, privacy, "develop and implement security, privacy, and
and data protection controls" data protection controls"
Total warranty costs as a percentage of sales Warranty costs as a percentage of sales Percent
Average cycle time from detection-to-correction of Cycle time in calendar days to complete the Days
issues detection to correction cycle
Warranty accrual rate Warranty accrual rate Percent
Warranty claims rate Warranty claims rate Percent
Warranty cost forecast accuracy Warranty forecast accuracy Percent
Average annual product return rate Average product return rate Percent
Average annual recall rate per product family Average recall rate per product family Percent
Supplier recovery rate Supplier recovery rate Percent
Business entity's customer retention rate over the Customer retention rate for all customers Percent
last three years
Total cost to perform the process "process warranty Annual cost of the process "process warranty Dollars
claims" per $1,000 revenue claims" / (Total business entity revenue * 0.001)
Total cost to perform the process "process warranty Annual cost of the process "process warranty Dollars
claims" per $1,000 cost of continuing operations claims" / (Total costs of continuing operations *
0.001)

Personnel cost to perform the process "process (Percentage of total cost of the process "process Dollars
warranty claims" per $1,000 revenue warranty claims" allocated to internal costs *
Percentage of internal cost to perform the process
"process warranty claims" allocated to personnel
cost * Annual cost of the process "process warranty
claims" / 10000) / (Total business entity revenue *
0.001)
Personnel cost to perform the process "process (Percentage of total cost of the process "process Dollars
warranty claims" per $1,000 cost of continuing warranty claims" allocated to internal costs *
operations Percentage of internal cost to perform the process
"process warranty claims" allocated to personnel
claims" / 10000) / (Total costs of continuing
operations * 0.001)
Systems cost to perform the process "process (Percentage of total cost of the process "process Dollars
"process warranty claims" allocated to systems
claims" / 10000) / (Total business entity revenue *
0.001)
Systems cost to perform the process "process (Percentage of total cost of the process "process Dollars
warranty claims" per $1,000 cost of continuing warranty claims" allocated to internal costs *
operations Percentage of internal cost to perform the process
"process warranty claims" allocated to systems
claims" / 10000) / (Total costs of continuing
operations * 0.001)
Average cost to process a warranty claim Annual cost of the process "process warranty Dollars
claims" / Total number of warranty claims
processed

Goodwill cost as a percentage of total approved [Total cost of goodwill warranty claims / Percent
claims (Percentage of warranty claims approved * Total
number of warranty claims processed / 1000)] *
100
Goodwill cost as a percentage of revenue (Total cost of goodwill warranty claims / Total Percent
business entity revenue) * 100
Internal cost of the process "process warranty Percentage of total cost of the process "process Percent
claims" as a percentage of the total cost to perform warranty claims" allocated to internal costs
the process
External (e.g. outsourced) cost percentage of the Percentage of total cost of the process "process Percent
total annual cost of the process "process warranty warranty claims" allocated to external costs
claims"
Overhead cost to perform the process "process (Percentage of total cost of the process "process Dollars
"process warranty claims" allocated to overhead
and other costs * Annual cost of the process
"process warranty claims" / 10000) / (Total
Average cycle time for warranty claim processing Cycle time in calendar days to process a warranty Days
claim
Number of FTEs for the process "Process warranty Number of FTEs who to perform the process FTEs
claims" per $1 billion revenue "process warranty claims" / (Total business entity
revenue * 0.000000001)
Number of FTEs for the process "Process warranty Number of FTEs who to perform the process FTEs
claims" per $1 billion cost of continuing operations "process warranty claims" / (Total costs of
continuing operations * 0.000000001)
Number of claims processed per "process warranty Total number of warranty claims processed Claims
claims" FTE /Number of FTEs who to perform the process
"process warranty claims"
Number of claims rejected for being fraudulent as Percentage of rejected warranty claims rejected for Percent
a percentage of total rejected claims reasons of fraud

Number of claims rejected for policy reasons as a Percentage of rejected warranty claims rejected for Percent
percentage of total rejected claims reasons of policy
Number of fraudulent claims processed as a [(Percentage of rejected warranty claims rejected Percent
percentage of total claims processed for reasons of fraud * Percentage of warranty
claims rejected * Total number of warranty claims
processed / 10000) + (Percentage of warranty
claims approved that were invalid or fraudulent *
Percentage of warranty claims approved * Total
number of warranty claims processed) / 10000)] /
Total number of warranty claims processed
Number of fraudulent claims approved as a Percentage of warranty claims approved that were Percent
percentage of total claims approved invalid or fraudulent
Number of goodwill claims approved as a [(Percentage of approved warranty claims that are Percent
percentage of total claims processed goodwill claims * Percentage of warranty claims
approved * Total number of warranty claims
processed) / 10000] / Total number of warranty
claims processed
Number of recall claims approved as a percentage [(Percentage of approved warranty claims that are Percent
of total claims processed recall claims * Percentage of warranty claims
approved * Total number of warranty claims
claims processed
Number of repeat repair claims approved as a [(Percentage of approved warranty claims that are Percent
percentage of total claims processed repeat repair claims * Percentage of warranty
claims approved * Total number of warranty claims
claims processed
Number of claims approved as a percentage of Percentage of warranty claims approved Percent
total claims processed
Number of claims rejected as a percentage of total Percentage of warranty claims rejected Percent
claims processed

Number of claims automatically processed as a Percentage of warranty claims that are Percent
percentage of total claims processed automatically processed claims
Number of claims processed for which the system Percentage of warranty claims that are Suspense Percent
was not configured for new models, rules, etc. Routed claims
(suspense routed claims) as a percentage of total
claims processed
Number of claims processed that required human Percentage of warranty claims that are Help Percent
intervention as a percentage of total claims Routed claims
processed
Total number of warranty claims processed Total number of warranty claims processed Claims
Percentage of customers satisfied with warranty Percentage of customers satisfied with warranty Percent
process / experience process
Non-interest expense as a percentage of total Annual non-interest expense per total assets for percent
assets the overall bank
Net income plus interest as a percentage of total Annual net income plus interest expense per total percent
assets assets for the overall bank
New transaction account income as a percentage Percentage of annual fee income for banking percent
of fee income operation attributed to new transaction accounts
opened in the last year
Total annual non-interest expense per $1,000 Total non-interest expense for retail banking dollars
revenue operation / (Total annual revenue for retail banking
operation * .001)
Total annual fee income per $1,000 revenue Total annual fee income for retail banking dollars
operation / (Total annual revenue for retail banking
operation * .001)
Total annual operating expense per $1,000 Total operating expense for retail banking dollars
revenue operation / (Total annual revenue for retail banking
operation * .001)
Number of FTEs who perform retail banking Null FTEs
activities per $1 billion non-interest expense

activities per $1 billion operating expense
Annual retail bank revenue (interest income plus Total annual revenue for retail banking operation / dollars
fee income) per retail banking customer Number of unique retail banking customers
Annual operating expense per retail banking Total operating expense for retail banking dollars
customer operation / Number of unique retail banking
customers
activities per $1 billion fee income
activities per $1 billion retail bank revenue
(interest income plus fee income)
Number of retail banking customers per back office Number of unique retail banking customers / customers
activities FTE Number of FTEs who perform back office activities
Cost to serve customers (all channels) per retail Total annual cost to serve customers / Number of dollars
banking customer unique retail banking customers
Number of retail banking customers per branch Number of unique retail banking customers / Total customers
(including staffed kiosks) number of branches forming the branch network
Annual non-interest expense as a percentage of (Total non-interest expense for retail banking percent
retail bank revenue (interest income plus fee operation / Total annual revenue for retail banking
income) operation) * 100
Annual non-interest expense as a percentage of (Total non-interest expense for retail banking percent
operating expense operation / Total operating expense for retail
banking operation) * 100
Annual operating expense as a percentage of retail (Total operating expense for retail banking percent
bank revenue (interest income plus fee income) operation / Total annual revenue for retail banking
operation) * 100
Annual fee income as a percentage of retail bank (Total annual fee income for retail banking percent
revenue (interest income plus fee income) operation / Total annual revenue for retail banking
operation) * 100

ABOUT APQC
An internationally recognized resource for process and
performance improvement, APQC helps organizations
adapt to rapidly changing environments, build new and
better ways to work, and succeed in a competitive
marketplace. With a focus on productivity, knowledge
management, benchmarking, and quality improvement
initiatives, APQC works with its member organizations
to identify best practices; discover effective methods
of improvement; broadly disseminate findings; and
connect individuals with one another and the
knowledge, training, and tools they need to succeed.
Founded in 1977,
COPYRIGHT APQC is a member-based nonprofit
AND ATTRIBUTION
serving organizations
©2016 APQC. around
ALL RIGHTS the worldThis
RESERVED. in all sectors of
Process
business, education,
Classification and government.
Framework® APQC
(“PCF”) is the is also a
copyrighted
proud winner
intellectual of the 2003,
property 2004,
of APQC. 2008,
APQC 2012, andthe
encourages 2013
Northdistribution,
wide American Most Admiredand
discussion, Knowledge Enterprises
use of the PCF for
(MAKE) awards.
classifying This award
and defining is based onprocesses.
organizational a study by
Teleos, a European
Accordingly, based research
APQC hereby grants youfirm, and the KNOW
a perpetual,
network. royalty-free license to use, copy, publish,
worldwide,
modify, and create derivative works of the PCF,
provided that all copies of the PCF and any derivative
works contain the following attribution:
This APQC Process Classification Framework® (“PCF”) is an open standard developed by
APQC, a nonprofit that promotes benchmarking and best practices worldwide. The PCF is
intended to facilitate organizational improvement through process management and
benchmarking, regardless of industry, size, or geography. To download the full PCF or
industry-specific versions of the PCF, as well as associated measures and benchmarking,
please visit www.apqc.org/pcf.
Copyright 2016 APQC

nd
s
nd
e
ent
s
s
of
ad
13
s
OW
by
is
ng,
Copyright 2016 APQC

Référentiel APQC Cross Industry v7 / UE 2.5.1 Logiciels Évolués de Contrôle Et D'audit (I.A.E Bordeaux M 2 DFCGAI)

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Référentiel APQC Cross Industry v7 / UE 2.5.1 Logiciels Évolués de Contrôle Et D'audit (I.A.E Bordeaux M 2 DFCGAI)

Hochgeladen von

Copyright:

Verfügbare Formate

CROSS INDUSTRY PROCESS CLASSIFICATION

COMPARED TO CROSS INDUSTRY PROCESS CLASSIFICATION FRAMEWORK VERSION 6.1.1

Copyright 2016 APQC

EWORK VERSION 6.1.1

Copyright 2016 APQC

Copyright 2016 APQC

Copyright 2016 APQC

nt on each row. This

leases. The score is

Copyright 2016 APQC

Copyright 2016 APQC

10012 12.0 Manage External Relationships 14

Copyright 2016 APQC 7 of 994

Copyright 2016 APQC 8 of 994

19946 1.1.2.2 Capture customer needs and wants 1

10030 1.1.3.1 Analyze organizational characteristics 0

10020 1.1.4 Establish strategic vision 1

Copyright 2016 APQC 9 of 994

10047 1.2.2.1 Define strategic options 0

Copyright 2016 APQC 10 of 994

10049 1.2.5.1 Evaluate breadth and depth of organizational structure 0

16612 1.2.8.2.1 Define and manage personas 1

Copyright 2016 APQC 11 of 994

10057 1.3.1 Develop strategic initiatives 3

Copyright 2016 APQC 12 of 994

Copyright 2016 APQC 13 of 994

Copyright 2016 APQC 14 of 994

+19960, +19964, +19971, +19974, NEW N

+16612, +19965, +19966, +19967, +19968, N

Copyright 2016 APQC 15 of 994

+19982, +19983, +19984 N

Copyright 2016 APQC 16 of 994

19941 2.1.3.1 Conduct mandatory and elective reviews 1

Copyright 2016 APQC 17 of 994

11741 2.1.4.1 Manage materials master lists 1

Copyright 2016 APQC 18 of 994

19991 2.2.3.1.1 Define basic functional requirements 1

19993 2.3.1 Design and prototype products and services 14

10083 2.3.1.1 Assign resources to product/service project 1

Copyright 2016 APQC 19 of 994

16819 2.3.1.8.1 Design for manufacturing 1

11417 2.3.3.4.1 Monitor initial production runs 1

Copyright 2016 APQC 20 of 994

Copyright 2016 APQC 21 of 994

Copyright 2016 APQC 22 of 994

+12772, +12773, +12776, NEW N

+19986, +19987, +19988, +19989, NEW N

Copyright 2016 APQC 23 of 994

+11331, +16815, +17389, NEW N

+16813, +16817, +19995, c10087, c10088, N

Copyright 2016 APQC 24 of 994

RENAME, WAS:Request engineering change N

Copyright 2016 APQC 25 of 994

Copyright 2016 APQC 26 of 994

10113 3.1.1.6 Assess internal and external business environment 0

11168 3.2.1 Define offering and customer value proposition 0

13169 3.2.2.1 Conduct pricing analysis 1

Copyright 2016 APQC 27 of 994

20000 3.2.3 Define and manage channel strategy 11

20001 3.2.3.1 Determine channels to be supported 1

10128 3.2.3.4 Select channels for target segments 0

20004 3.2.3.7 Orchestrate seamless customer experience across 4

16573 3.2.4.1 Establish channel-specific metrics and targets 1