PCF Retail 611

RETAIL PROCESS CLASSIFICATION
FRAMEWORK
VERSION NUMBER 6.1.1
GENERATED ON 9/12/2016
For more information about the PCF, visit www.apqc.org/pcf
COMPARED TO RETAIL PROCESS CLASSIFICATION FRAMEWORK VERSION 6.1.0
Copyright 2016 APQC

Copyright 2016 APQC
UNDERSTANDING THIS FILE
This file represents a "flat" Excel-based version of the PCF. It includes a number of worksheets intended t
communicate the various aspects of the framework necessary to interpret it and make full use of its inten
capabilities.
These pages illustrate the configuration of this file. If you have further questions, please contact APQC di
on pcf_feedback@apqc.org or +1-713-681-4020.
PCF ID is the unique identifier assigned to the specific element on each row. The PCF ID is used througho
APQC's open standards benchmarking as a way to relate measures, questions, and other materials back
specific parts of the PCF. The PCF ID for a process element is aligned to the specific concept identified by
process element. It will be consistent across releases as long as the conceptual meaning does not change
Hierarchy ID is the human-readable index number corresponding to this specific process element on ea
row. This number will not be consistent across releases - meaning that a process element may have a diff
hierarchy ID among a set of releases.
Difference index is a score identifying the volume of changes to this process element across releases. T
score is only computed when a specific release is compared to another specific release. The difference in
encapsulates the changes among all of the process element's descendents, not just the immediate childr
The greater the 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
specific process element. A "plus" symbol ("+") before a number indicates that the specific process elem
was added since the last release. A "minus" symbol ("-") before a number indicates that the specific proc
element was removed since the last release. If the process element was renamed, the sentence will inclu
phrase "RENAME, WAS:" followed by the name previously used by the process element. A new element is
identified by the word "NEW". A "c" before a number indicates that the specific process element changed
the compared release; it saw elements added, removed, the name changed, or some combination of thos
three operations.
Metrics available indicates whether or not metrics are available in APQC's Open Standards Benchmarki
library for this specific process element. For more information, please visit http://www.apqc.org/osb
Copyright 2016 APQC

EXAMPLE
In the above image, one can discern that a new process element "8.0 Manage Financial Resources" (170
was added to the framework. This new element was added to the file. This new element contains a num
previously used elements, including a significant change to one of its immediate children, 10731, which
present in the previous release, but under a different parent. Also category 11 saw relatively few chang
(difference index = 2) while category 12 saw the most changes (difference index = 121). Develop and m
human capital had a number of changes to its immediate children (see the change details) but the stru
overall remains very simlar (difference index = 50).
Copyright 2016 APQC

ets intended to
use of its intended
ntact APQC directly
used throughout
aterials back to
identified by the
es not change.
lement on each
may have a different
oss releases. The

e difference index
mediate children.
ndents of the
process element
specific process
ence will include the
ew element is
ment changed since
ination of those
s Benchmarking
org/osb
Copyright 2016 APQC

esources" (17058)
ontains a number of
10731, which was
ely few changes
Develop and manage
) but the structure
Copyright 2016 APQC

Hierarchy Difference
PCF ID ID Name Index
10002 1.0 Develop Vision and Strategy 0
16477 2.0 Develop and Manage Customer Experience 0
16610 3.0 Market Products and Services 0
16634 4.0 Merchandise Products and Services 0
16679 5.0 Deliver Products 0
10007 6.0 Develop and Manage Human Capital 0
10008 7.0 Manage Information Technology 0
10009 8.0 Manage Financial Resources 0
10010 9.0 Acquire, Construct, and Manage Assets 0
16437 10.0 Manage Enterprise Risk, Compliance, Remediation and Resiliency 0
10012 11.0 Manage External Relationships 0

10013 12.0 Develop and Manage Business Capabilities 0
Copyright 2016 APQC 7 of 878

Metrics
Change details available?
Y
N
N
N
Y
Y
Y
Y
Y
N
N
Y

17040 1.1 Define the business concept and long-term vision 0
10017 1.1.1 Assess the external environment 0
10021 1.1.1.1 Analyze and evaluate competition 0
10022 1.1.1.2 Identify economic trends 0
10023 1.1.1.3 Identify political and regulatory issues 0
10024 1.1.1.4 Assess new technology innovations 0
10025 1.1.1.5 Analyze demographics 0
10026 1.1.1.6 Identify social and cultural changes 0
10027 1.1.1.7 Identify ecological concerns 0
10018 1.1.2 Survey market and determine customer needs and wants 0
10028 1.1.2.1 Conduct qualitative/quantitative assessments 0
10029 1.1.2.2 Capture and assess customer needs 0
10019 1.1.3 Perform internal analysis 0
10030 1.1.3.1 Analyze organizational characteristics 0
10031 1.1.3.2 Create baselines for current processes 0
10032 1.1.3.3 Analyze systems and technology 0
10033 1.1.3.4 Analyze financial positions 0
10034 1.1.3.5 Identify enterprise core competencies 0
10020 1.1.4 Establish strategic vision 0
10035 1.1.4.1 Align stakeholders around strategic vision 0
10036 1.1.4.2 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 0
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 Evaluate strategic options to achieve the objectives 0
10047 1.2.2.1 Define strategic options 0
10048 1.2.2.2 Assess and analyze impact of each option 0
14189 1.2.2.3 Develop sustainability strategy 0
14190 1.2.2.4 Develop global support and shared services strategy 0
14197 1.2.2.5 Develop Lean/continuous improvement strategy 0
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 (structure, governance, reporting, 0
etc.)
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 0
10043 1.2.7 Formulate business unit strategies 0
10016 1.3 Manage strategic initiatives 0
10057 1.3.1 Develop strategic initiatives 0
10058 1.3.2 Evaluate strategic initiatives 0
10059 1.3.3 Select strategic initiatives 0
10060 1.3.4 Establish high-level measures 0

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

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

16478 2.1 Operate direct channels 0
16479 2.1.1 Develop and manage online experience 0
16480 2.1.1.1 Determine online assortment 0
16481 2.1.1.2 Develop page layouts 0
16482 2.1.1.3 Develop site layout 0
16483 2.1.2 Provide customer self-service 0
16484 2.1.2.1 Assess opportunities for self-service 0
16485 2.1.2.2 Develop self-service delivery solutions 0
16486 2.1.2.3 Assess and improve self-service delivery experience 0
16487 2.1.3 Manage shopping cart 0
16488 2.1.3.1 Track shopping cart adds and deletes 0
16489 2.1.3.2 Develop business rules to increase conversions 0
16490 2.1.3.3 Monitor performance and adjust rules 0
16491 2.1.3.4 Accept payments 0
16492 2.1.4 Develop and manage catalog 0
16493 2.1.4.1 Determine catalog assortment 0
16494 2.1.4.2 Develop catalog format and covers 0
16496 2.1.4.4 Manage printing and distribution 0
16497 2.1.5 Analyze performance (page, etc.) 0
16498 2.1.5.1 Develop metrics for on-line and catalog performance 0
16499 2.1.5.2 Collect performance data 0
16500 2.1.5.3 Analyze performance 0
16501 2.1.5.4 Develop plan for improvements 0
16502 2.1.6 Manage customer product reviews 0
16503 2.1.6.1 Solicit customers to provide online reviews 0
16504 2.1.6.2 Review customer feedback 0
16505 2.1.6.3 Develop action plan to improve customer satisfaction 0
16506 2.2 Develop and manage retail store channel 0
16507 2.2.1 Build store format and site plan 0
16508 2.2.1.1 Develop store format requirements 0

16509 2.2.1.2 Develop site plan based on overall business strategy 0
16510 2.2.2 Develop store layouts 0
16511 2.2.2.1 Create floor plans for each store 0
16512 2.2.2.2 Design seasonal layouts (planograms) 0
16513 2.2.2.3 Test store layouts in concept store 0
16514 2.2.2.4 Assess and adjust store layouts 0
16515 2.2.3 Manage store collaboration 0
16516 2.2.3.1 Develop communications plan for store to HQ 0
communication
16517 2.2.3.2 Act on store feedback 0
16518 2.2.3.3 Provide store performance information to the store 0
16519 2.2.3.4 Send merchandising execution to stores 0
16520 2.2.3.5 Develop training programs 0
16521 2.3 Operate retail store 0
16522 2.3.1 Operate customer checkout 0
16523 2.3.1.1 Process customer purchases 0
16525 2.3.1.3 Maintain customer checkout area 0
16526 2.3.2 Operate in-store customer service desk 0
16527 2.3.2.1 Accept returns 0
16528 2.3.2.2 Process special orders 0
16529 2.3.2.3 Process layaway purchases 0
16530 2.3.2.4 Handle special requests 0
16531 2.3.2.5 Handle complaints 0
16532 2.3.2.6 Manage store pick-up orders 0
16533 2.3.3 Provide floor customer service 0
16534 2.3.3.1 Provide product expertise 0
16535 2.3.3.2 Assist in locating products 0
16536 2.3.3.3 Assist in handling products 0
16537 2.3.3.4 Enhance customer experience 0
16538 2.3.3.5 Provide specialty services 0
16539 2.3.4 Manage store inventory 0
16540 2.3.4.1 Receive deliveries 0

16541 2.3.4.2 Restock shelves 0
16542 2.3.4.3 Monitor and remedy out of stocks 0
16543 2.3.4.4 Perform cycle counts 0
16544 2.3.4.5 Check cross-store inventory 0
16545 2.3.4.6 Respond to cross-store inventory requests 0
16546 2.3.5 Manage cash 0
16547 2.3.5.1 Develop and execute store cash management policy and 0
procedures
16548 2.3.5.2 Sign out cash drawers 0
16549 2.3.5.3 Close and reconcile cash drawers 0
16550 2.3.5.4 Reconcile receipts 0
16551 2.3.5.5 Deposit cash 0
16552 2.3.6 Plan and manage workforce 0
16553 2.3.6.1 Estimate workload 0
16554 2.3.6.2 Schedule labor 0
16555 2.3.6.3 Assign tasks 0
16556 2.3.6.4 Approve overtime 0
16557 2.3.6.5 Monitor and adjust labor levels 0
16558 2.3.7 Execute floor merchandising and promotions 0
16559 2.3.7.1 Arrange floor displays and merchandise 0
16560 2.3.7.2 Maintain shelf tagging 0
16561 2.3.7.3 Maintain signage 0
16562 2.3.7.4 Manage floor fixtures 0
16563 2.3.7.5 Execute promotional activities 0
16564 2.3.8 Analyze and manage store performance 0
16565 2.3.8.1 Review and analyze key metrics and KPIs for store 0
16566 2.3.8.2 Develop and implement action plans to improve 0
performance
16567 2.3.9 Manage regulatory compliance 0
16568 2.3.9.1 Develop compliance training program 0
16569 2.3.9.2 Monitor compliance with channel-specific regulatory 0
requirements
16570 2.3.9.3 Report and rectify violations 0

16571 2.4 Develop and manage omni channel 0
10122 2.4.1 Define and manage channel strategy 0
10126 2.4.1.1 Evaluate channel attributes and partners 0
10127 2.4.1.2 Determine channel fit with target segments 0
10128 2.4.1.3 Select channels for target segments 0
10378 2.4.2 Develop customer service strategy 0
10381 2.4.2.1 Develop customer service segmentation/prioritization (e.g., 0
tiers)
10384 2.4.2.1.1 Analyze existing customers 0
10385 2.4.2.1.2 Analyze feedback of customer needs 0
10382 2.4.2.2 Define customer service policies and procedures 0
10383 2.4.2.3 Establish service levels for customers 0
16572 2.4.3 Analyze channel performance 0
16573 2.4.3.1 Establish channel-specific metrics and targets 0
16574 2.4.3.2 Monitor and report performance 0
16575 2.4.3.3 Monitor and report events influencing factors (weather, 0
disasters, etc.)
16576 2.4.4 Prevent loss 0
16577 2.4.4.1 Monitor suspicious activity 0
16578 2.4.4.2 Monitor return merchandise patterns 0
16579 2.4.4.3 Develop loss-prevention training program 0
16580 2.4.4.4 Assess and remedy potential dangerous conditions 0
16581 2.4.5 Develop and manage operations policy and procedures 0
16582 2.4.5.1 Develop store operating procedures 0
16583 2.4.5.1.1 Develop procedures for returns 0
16584 2.4.5.1.2 Develop procedures for layaway 0
16585 2.4.5.1.3 Develop procedures for special orders 0
16586 2.4.5.1.4 Develop procedures for store pickup 0
16587 2.4.5.2 Develop operations policies and procedures training 0
program
16589 2.4.6 Manage omni-channel experience (relationship) 0
16590 2.4.6.1 Define omni-channel strategy 0
16591 2.4.6.2 Define omni-channel requirements 0

16592 2.4.6.3 Develop omni-channel policies and procedures 0
16593 2.4.6.4 Manage omni-channel customer information 0
16594 2.4.6.5 Orchestrate seamless omni-channel experience 0
16588 2.5 Manage customer relationship 0
16603 2.5.1 Define customer service policies and procedures 0
16604 2.5.1.1 Develop call center operating procedures 0
16605 2.5.1.1.1 Develop operating procedures for orders 0
16606 2.5.1.1.2 Develop operating procedures for returns 0
16607 2.5.1.1.3 Develop operating procedures for complaints 0
16608 2.5.1.2 Develop customer scripts for policies 0
16609 2.5.1.3 Develop training for call center associates 0
16595 2.5.2 Measure and evaluate customer satisfaction 0
10401 2.5.2.1 Measure customer satisfaction with customer 0
requests/inquiries handling
10404 2.5.2.1.1 Gather and solicit post-sale customer feedback on 0
products and services
10405 2.5.2.1.2 Solicit post-sale customer feedback on ad effectiveness 0
10406 2.5.2.1.3 Analyze product and service satisfaction data and 0
identify improvement opportunities
10407 2.5.2.1.4 Provide customer feedback to product management on 0
10402 2.5.2.2 Measure customer satisfaction with customer-complaint 0
handling and resolution
11236 2.5.2.2.1 Solicit customer feedback on complaint handling and 0
resolution
11237 2.5.2.2.2 Analyze customer complaint data and identify 0
improvement opportunities
10403 2.5.2.3 Measure customer satisfaction with products and services 0

16596 2.5.2.4 Measure customer satisfaction with ordering experience 0
16597 2.5.3 Maintain customer master data 0
16598 2.5.3.1 Collect and merge internal and third-party customer 0
information
16599 2.5.3.2 De-duplicate customer data 0
16600 2.5.3.3 Create and manage households 0
16602 2.5.3.4 Maintain demographic and purchase history information 0

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
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
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

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

Metrics
N
N
N
N
N
N
N

16611 3.1 Perform customer and market analysis 0
10106 3.1.1 Perform analysis 0
16612 3.1.1.1 Define and manage personas 0
10108 3.1.1.2 Conduct customer and market research 0
10109 3.1.1.3 Identify market segments 0
10110 3.1.1.4 Analyze market and industry trends 0
10111 3.1.1.5 Analyze competing organizations, competitive/substitute 0
products
10112 3.1.1.6 Evaluate existing products/brands 0
10113 3.1.1.7 Assess internal and external business environment 0
10107 3.1.2 Evaluate and prioritize market opportunities 0
10116 3.1.2.1 Quantify market opportunities 0
10117 3.1.2.2 Determine target segments 0
10118 3.1.2.3 Prioritize opportunities consistent with capabilities and 0
overall business strategy
10119 3.1.2.4 Validate opportunities 0
16613 3.1.3 Track and respond to shopper insight 0
16614 3.1.3.1 Track customer site activity 0
16615 3.1.3.2 Track customer purchase patterns 0
16616 3.1.3.3 Develop business rules to provide personalized offers 0
16617 3.1.3.4 Monitor effectiveness and adjust offers 0
16618 3.2 Market to customers 0
16619 3.2.1 Promote and manage brands 0
16620 3.2.1.1 Define unique brand positioning 0
16621 3.2.1.2 Align market strategy (product assortment, pricing, 0
merchandising, etc.) to align to positioning
16622 3.2.1.3 Determine strategic investment plan (% breakout of build 0
awareness vs customer acquisition and retention, etc.)
16623 3.2.1.4 Manage brand licensing and usage 0
16624 3.2.1.5 Measure and reassess activities against strategy, plan, and 0
investment

10152 3.2.2 Develop and manage promotional activities 0
10167 3.2.2.1 Define promotional concepts 0
10168 3.2.2.2 Plan and test promotional activities 0
10170 3.2.2.4 Evaluate promotional performance metrics 0
10171 3.2.2.5 Refine promotional performance metrics 0
10172 3.2.2.6 Incorporate learning into future/planned promotions 0
16625 3.2.3 Manage social media 0
16626 3.2.3.1 Develop social media strategy 0
16742 3.2.3.2 Define social media performance metrics 0
16627 3.2.3.3 Monitor and respond to social media activity 0
16628 3.2.3.4 Execute social media campagins 0
16743 3.2.3.5 Evaluate social media performance metrics 0
10150 3.2.4 Develop and manage media campaigns 0
10158 3.2.4.1 Define media objectives 0
10159 3.2.4.2 Develop marketing messages 0
10160 3.2.4.3 Define target audience 0
10161 3.2.4.4 Engage media provider 0
10162 3.2.4.5 Develop and execute advertising 0
11253 3.2.4.6 Develop and execute other marketing campaigns/programs 0
11254 3.2.4.7 Assess brand/product marketing plan performance 0
16629 3.2.5 Manage product marketing content 0
16630 3.2.5.1 Manage product images 0
16631 3.2.5.2 Manage product copy 0
16632 3.2.6 Develop and manage customer loyalty programs 0
10173 3.2.6.1 Determine customer loyalty/lifetime value 0
10174 3.2.6.2 Analyze customer revenue trend 0
10175 3.2.6.3 Analyze customer attrition and retention rates 0
10176 3.2.6.4 Analyze customer metrics 0
10177 3.2.6.5 Revise customer strategies, objectives, and plans based on 0
metrics
16633 3.2.6.6 Define and manage customer loyalty program benefits and 0
events

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

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

16635 4.1 Develop product plan 0
16636 4.1.1 Develop category plan 0
11470 4.1.1.1 Analyze category/product positioning and performance 0
16637 4.1.1.2 Forecast category demand by market/channel 0
16638 4.1.1.3 Assign revenue and margin targets to each category 0
16639 4.1.2 Define assortment plan 0
16640 4.1.2.1 Define cross-sell/up-sell substitutes 0
10063 4.1.2.2 Evaluate performance of existing products/services against 0
market opportunities
10064 4.1.2.3 Define product/service requirements 0
10068 4.1.2.3.1 Identify potential improvements to existing products 0
and services
10069 4.1.2.3.2 Identify potential new products and services 0
16641 4.1.2.4 Develop product plan to meet category goals 0
16642 4.1.2.5 Develop item assortment plan 0
10154 4.1.2.6 Develop and manage packaging strategy 0
10178 4.1.2.6.1 Plan packaging strategy 0
10179 4.1.2.6.2 Test packaging options 0
10180 4.1.2.6.3 Execute packaging strategy 0
10181 4.1.2.6.4 Refine packaging 0
10129 4.1.3 Develop and manage sales and pricing plan 0
10134 4.1.3.1 Gather current and historic order information 0
10135 4.1.3.2 Analyze sales trends and patterns 0
10136 4.1.3.3 Generate sales forecast 0
10137 4.1.3.4 Analyze historical and planned promotions and events 0
16644 4.1.3.5 Generate open-to-buy orders 0
16645 4.1.4 Develop allocation plan 0
16646 4.1.4.1 Assess channel and store demand for products and services 0
16747 4.1.4.2 Forecast channel and store demand for products and 0
services

16647 4.1.4.3 Develop inventory allocation plan 0
16648 4.1.4.4 Monitor and adjust inventory levels to meet demand 0
16649 4.1.5 Manage product lifecycle 0
10077 4.1.5.1 Introduce new products/services 0
10164 4.1.5.2 Execute pricing plan 0
16650 4.1.5.3 Monitor sales and margin performance 0
10078 4.1.5.4 Retire outdated products/services 0
16651 4.2 Manage product development lifecycle 0
16652 4.2.1 Develop manufacturing outsourcing strategy 0
16653 4.2.1.1 Assess manufacturer capabilities vs requirements 0
16654 4.2.1.2 Assess availability of materials 0
16655 4.2.1.3 Set market penetration targets 0
16656 4.2.1.4 Prepare business case 0
16657 4.2.2 Design products 0
10085 4.2.2.1 Develop product/service design specifications 0
10086 4.2.2.2 Document design specifications 0
10087 4.2.2.3 Conduct mandatory and elective external reviews (legal, 0
regulatory, standards, internal)
10088 4.2.2.4 Build prototypes 0
16658 4.2.3 Procure materials 0
16659 4.2.3.1 Assess material requirements across product lines 0
16660 4.2.3.2 Contract with material suppliers 0
16661 4.2.3.3 Issue material purchase orders 0
16662 4.2.4 Contract with manufacturers 0
10092 4.2.4.1 Collaborate on design with suppliers and contract 0
manufacturers
16663 4.2.4.2 Establish manufacturer metrics 0
16664 4.2.4.3 Contract with manufacturers 0
16665 4.2.5 Manage production 0
16666 4.2.5.1 Integrate with demand management 0
16667 4.2.5.2 Manage logistics 0
16668 4.2.5.3 Monitor production vs metrics 0
16669 4.2.5.4 Provide feedback to manufacturer and adjust contract 0

16670 4.2.5.5 Monitor quality of product and adjust process 0
16671 4.2.5.6 Provide end-to-end supply chain visibility 0
16672 4.3 Source products 0
10277 4.3.1 Develop sourcing plans 0
10281 4.3.1.1 Develop procurement plan 0
10282 4.3.1.2 Clarify purchasing requirements 0
10283 4.3.1.3 Develop inventory strategy 0
10284 4.3.1.4 Match needs to supply capabilities 0
10285 4.3.1.5 Analyze company spend profile 0
10286 4.3.1.6 Seek opportunities to improve efficiency and value 0
10287 4.3.1.7 Collaborate with suppliers to identify sourcing opportunities 0
16643 4.3.1.8 Negotiate trade agreements with vendors 0
10279 4.3.2 Purchase product 0
10292 4.3.2.1 Process/Review requisitions 0
10293 4.3.2.2 Approve requisitions 0
10294 4.3.2.3 Solicit/Track vendor quotes 0
10295 4.3.2.4 Create/Distribute purchase orders 0
10296 4.3.2.5 Expedite orders and satisfy inquiries 0
10297 4.3.2.6 Record receipt of goods 0
10298 4.3.2.7 Research/Resolve exceptions 0
16741 4.3.3 Manage supplier performance 0
10299 4.3.3.1 Monitor/Manage supplier information 0
10300 4.3.3.2 Prepare/Analyze procurement and vendor performance 0
10302 4.3.3.3 Monitor quality of product delivered 0
10278 4.3.4 Select suppliers and develop/maintain contracts 0
10288 4.3.4.1 Select suppliers 0
10289 4.3.4.2 Certify and validate suppliers 0
10290 4.3.4.3 Negotiate and establish contracts 0
10291 4.3.4.4 Manage contracts 0
16673 4.3.4.5 Negotiate supplier/vendor trade spend 0
16674 4.3.5 Manage demand 0
10235 4.3.5.1 Develop baseline forecasts 0
10236 4.3.5.2 Collaborate with customers 0

10240 4.3.5.3 Evaluate and revise forecasting approach 0
10241 4.3.5.4 Measure forecast accuracy 0
16675 4.3.5.5 Develop replenishment orders 0
10062 4.3.6 Manage product master data 0
16676 4.3.6.1 Create new item 0
16677 4.3.6.2 Create item attributes 0
16678 4.3.6.3 Maintain product attributes 0

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

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

Metrics
N
N
N
Y
N
N
N

16680 5.1 Operate warehouse 0
16681 5.1.1 Plan warehouse layout and operations 0
10226 5.1.1.1 Establish distribution planning constraints 0
10267 5.1.1.1.1 Establish distribution center layout constraints 0
10268 5.1.1.1.2 Establish inventory management constraints 0
10269 5.1.1.1.3 Establish transportation management constraints 0
10253 5.1.1.2 Determine product inventory requirements at destination 0
10349 5.1.1.3 Plan inbound material receipts 0
16682 5.1.1.4 Plan outbound product flow 0
16683 5.1.2 Manage inventory 0
16684 5.1.2.1 Plan inventory and replenishment levels 0
16685 5.1.2.2 Track quantity and location of items 0
10376 5.1.2.3 Determine lot numbering system 0
10377 5.1.2.4 Determine lot usage 0
16686 5.1.2.5 Track and manage lots and serial numbered items 0
10353 5.1.2.6 Track inventory deployment 0
10354 5.1.2.7 Receive, inspect, and store inbound deliveries 0
10355 5.1.2.8 Track product availability 0
10357 5.1.2.9 Track inventory accuracy 0
10358 5.1.2.10 Track third-party logistics storage and shipping 0
10359 5.1.2.11 performance
Manage physical finished goods inventory 0
16687 5.1.2.12 Prepare items/products for sale 0
16688 5.1.2.13 Repackage items into SKUs 0
16689 5.1.3 Manage loading docks and yard 0
16690 5.1.3.1 Analyze and forecast yard/dock traffic 0
16691 5.1.3.2 Execute yard and dock schedules 0
16692 5.1.3.3 Adjust schedules 0
10356 5.1.4 Pick, pack, and ship 0
16693 5.1.4.1 Analyze product velocities 0
16694 5.1.4.2 Develop pick plan/patterns 0
16695 5.1.4.3 Generate pick lists and pick 0

16696 5.1.4.4 Pack orders and apply shipping labels 0
16697 5.1.4.5 Load trucks 0
16702 5.1.5.4 Assign and manage tasks 0
16703 5.1.5.5 Monitor and adjust labor level 0
16704 5.1.6 Manage returns 0
10364 5.1.6.1 Authorize and process returns 0
10365 5.1.6.2 Perform reverse logistics 0
10366 5.1.6.3 Perform salvage activities 0
10367 5.1.6.4 Manage and process warranty claims 0
14195 5.1.6.5 Manage repair/refurbishment and return to customer/stock 0
16744 5.1.7 Transfer product cross-dock 0
16705 5.2 Manage transportation and logistics 0
16706 5.2.1 Define distribution plan 0
16707 5.2.1.1 Analyze sources and destinations of goods 0
16708 5.2.1.2 Analyze average and peak goods flows and lead times 0
16709 5.2.1.3 Identify and assess transportation and storage alternatives 0
16710 5.2.1.4 Develop overall distribution plan 0
16711 5.2.1.5 Assess performance and adjust plan 0
16712 5.2.2 Plan transportation network 0
16713 5.2.2.1 Assess current transportation network performance 0
16714 5.2.2.2 Select transportation suppliers 0
16715 5.2.2.3 Negotiate contracts with transportation suppliers 0
10347 5.2.2.4 Optimize transportation schedules and costs 0
10348 5.2.2.5 Define key performance measures 0
16716 5.2.2.6 Define routing policies 0
16717 5.2.3 Plan and manage inbound product flow 0
10350 5.2.3.1 Manage inbound product flow 0
10351 5.2.3.2 Monitor inbound delivery performance 0
10352 5.2.3.3 Manage flow of returned products 0

16718 5.2.4 Manage imports/exports 0
16719 5.2.4.1 Understand import/export laws and regulations 0
16720 5.2.4.2 Establish policies and procedures 0
16721 5.2.4.3 Monitor import/export activities for compliance 0
16722 5.2.4.4 Report and resolve violations 0
16723 5.2.5 Operate outbound transportation 0
10360 5.2.5.1 Plan, transport, and deliver outbound product 0
10362 5.2.5.2 Manage transportation fleet 0
10363 5.2.5.3 Process and audit carrier invoices and documents 0
16724 5.2.5.4 Plan carriers and routes 0
16725 5.2.5.5 Contract transportation suppliers 0
16746 5.2.5.6 Optimize backhaul opportunities 0
10361 5.2.6 Track carrier performance 0
16726 5.3 Manage enterprise inventory 0
16727 5.3.1 Replenish retail stores 0
16728 5.3.1.1 Monitor retail store inventory levels 0
16729 5.3.1.2 Generate replenishment orders 0
16730 5.3.1.3 Execute replenishment orders from warehouse 0
16731 5.3.2 Balance enterprise inventory 0
16732 5.3.2.1 Allocate inventory to stores 0
16733 5.3.2.2 Monitor and adjust inventory levels 0
16734 5.3.2.3 Balance inventory to maximize sales 0
16735 5.3.2.4 Manage ship from store and store pickup inventory levels 0
16736 5.3.2.5 Manage pullbacks from stores 0
16737 5.3.3 Replenish fulfillment centers 0
16738 5.3.3.1 Monitor enterprise inventory levels 0
16739 5.3.3.2 Generate purchase orders 0
16740 5.3.3.3 Receive and distribute replenishment orders from suppliers 0
16745 5.4 Manage direct-to-store-delivery 0

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

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

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

17043 6.1 Develop and manage human resources (HR) planning, policies, 0
and strategies
10415 6.1.1 Develop human resources strategy 0
10418 6.1.1.1 Identify strategic HR needs 0
10419 6.1.1.2 Define HR and business function roles and accountability 0
10420 6.1.1.3 Determine HR costs 0
10421 6.1.1.4 Establish HR measures 0
10422 6.1.1.5 Communicate HR strategies 0
10416 6.1.2 Develop and implement human resources plans 0
10423 6.1.2.1 Gather skill requirements according to corporate strategy 0
and market environment
10424 6.1.2.2 Plan employee resourcing requirements per 0
unit/organization
10425 6.1.2.3 Develop compensation plan 0
10426 6.1.2.4 Develop succession plan 0
10427 6.1.2.5 Develop employee diversity plan 0
10428 6.1.2.6 Develop other HR programs 0
10429 6.1.2.7 Develop HR policies 0
10430 6.1.2.8 Administer HR policies 0
10431 6.1.2.9 Plan employee benefits 0
10432 6.1.2.10 Develop strategy for HR systems/technologies/tools 0
10433 6.1.2.11 Develop work force strategy models 0
10417 6.1.3 Monitor and update plans 0
10434 6.1.3.1 Measure realization of objectives 0
10435 6.1.3.2 Measure contribution to business strategy 0
10436 6.1.3.3 Communicate plans and provide updates to stakeholders 0
10438 6.1.3.4 Review and revise HR plans 0
17046 6.1.4 Develop competency management models 0
10410 6.2 Recruit, source, and select employees 0
10439 6.2.1 Manage employee requisitions 0

10445 6.2.1.1 Align staffing plan to work force plan and business unit 0
strategies/resource needs
10446 6.2.1.2 Develop and open job requisitions 0
10447 6.2.1.3 Develop job descriptions 0
10448 6.2.1.4 Post requisitions 0
10449 6.2.1.5 Manage internal/external job posting Web sites 0
10450 6.2.1.6 Modify requisitions 0
10451 6.2.1.7 Notify hiring manager 0
10452 6.2.1.8 Manage requisition dates 0
10440 6.2.2 Recruit/Source candidates 0
10453 6.2.2.1 Determine recruitment methods and channels 0
10454 6.2.2.2 Perform recruiting activities/events 0
10455 6.2.2.3 Manage recruitment vendors 0
17047 6.2.2.4 Manage employee referral programs 0
17048 6.2.2.5 Manage recruitment channels 0
17049 6.2.3 Screen and select candidates 0
10456 6.2.3.1 Identify and deploy candidate selection tools 0
10457 6.2.3.2 Interview candidates 0
10458 6.2.3.3 Test candidates 0
10459 6.2.3.4 Select and reject candidates 0
10460 6.2.3.5 Obtain candidate background information 0
10461 6.2.3.6 Conduct pre-employment screening 0
10462 6.2.3.7 Recommend/Not recommend candidate 0
10443 6.2.4 Manage new hire/re-hire 0
10463 6.2.4.1 Draw up and make offer 0
10464 6.2.4.2 Negotiate offer 0
10465 6.2.4.3 Hire candidate 0
10444 6.2.5 Manage Applicant Information 0
10466 6.2.5.1 Create applicant record 0
10467 6.2.5.2 Manage/Track applicant data 0
10468 6.2.5.3 Archive and retain records of non-hires 0
10411 6.3 Develop and counsel employees 0
10469 6.3.1 Manage employee orientation and deployment 0

10474 6.3.1.1 Create/Maintain employee on-boarding program 0
11243 6.3.1.2 Evaluate the effectiveness of employee on-boarding 0
program
17050 6.3.1.3 Execute onboarding program 0
10470 6.3.2 Manage employee performance 0
10479 6.3.2.1 Define performance objectives 0
10480 6.3.2.2 Review, appraise, and manage employee performance 0
10481 6.3.2.3 Evaluate and review performance program 0
17052 6.3.3 Manage employee relations 0
10482 6.3.3.1 Manage health and safety 0
10483 6.3.3.2 Manage labor relations 0
10484 6.3.3.3 Manage collective bargaining process 0
10485 6.3.3.4 Manage labor management partnerships 0
10472 6.3.4 Manage employee development 0
10487 6.3.4.1 Define employee development guidelines 0
10488 6.3.4.2 Develop employee career plans 0
17051 6.3.4.3 Manage employee skills development 0
10473 6.3.5 Develop and train employees 0
10490 6.3.5.1 Align employee and organization development needs 0
10491 6.3.5.2 Align learning programs with competencies 0
10492 6.3.5.3 Establish training needs by analysis of required and 0
available skills
10493 6.3.5.4 Develop, conduct, and manage employee and/or 0
management training programs
10412 6.4 Reward and retain employees 0
17053 6.4.1 Develop and manage reward, recognition, and motivation 0
programs
10498 6.4.1.1 Develop salary/compensation structure and plan 0
10499 6.4.1.2 Develop benefits and reward plan 0
10500 6.4.1.3 Perform competitive analysis of benefit and rewards 0
10501 6.4.1.4 Identify compensation requirements based on financial, 0
benefits, and HR policies
10502 6.4.1.5 Administer compensation and rewards to employees 0

10503 6.4.1.6 Reward and motivate employees 0
10495 6.4.2 Manage and administer benefits 0
10504 6.4.2.1 Deliver employee benefits program 0
10505 6.4.2.2 Administer benefit enrollment 0
10506 6.4.2.3 Process claims 0
10507 6.4.2.4 Perform benefit reconciliation 0
17054 6.4.3 Manage employee assistance and retention 0
10508 6.4.3.1 Deliver programs to support work/life balance for 0
10509 6.4.3.2 employees
Develop family support systems 0
10510 6.4.3.3 Review retention and motivation indicators 0
10511 6.4.3.4 Review compensation plan 0
10497 6.4.4 Administer payroll 0
10413 6.5 Redeploy and retire employees 0
10512 6.5.1 Manage promotion and demotion process 0
10513 6.5.2 Manage separation 0
10514 6.5.3 Manage retirement 0
10515 6.5.4 Manage leave of absence 0
10516 6.5.5 Develop and implement employee outplacement 0
10517 6.5.6 Manage deployment of personnel 0
17055 6.5.7 Relocate employees, and manage assignments 0
10520 6.5.8 Manage expatriates 0
17056 6.6 Manage employee information and analytics 0
10522 6.6.1 Manage reporting processes 0
10523 6.6.2 Manage employee inquiry process 0
10524 6.6.3 Manage and maintain employee data 0
10525 6.6.4 Manage human resource information systems (HRIS) 0
10526 6.6.5 Develop and manage employee metrics 0
10527 6.6.6 Develop and manage time and attendance systems 0
10528 6.6.7 Manage employee communication 0
10530 6.6.7.1 Manage/Collect employee suggestions and perform 0
employee research
10531 6.6.7.2 Manage employee grievances 0
17057 6.7 Manage employee communication 0

10529 6.7.1 Develop employee communication plan 0
10532 6.7.2 Deliver employee communications 0

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

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

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

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

Metrics
N
N

10563 7.1 Manage the business of information technology 0
10570 7.1.1 Develop the enterprise IT strategy 0
10603 7.1.1.1 Build strategic intelligence 0
10604 7.1.1.2 Identify long-term IT needs of the enterprise in 0
collaboration with stakeholders
10605 7.1.1.3 Define strategic standards, guidelines, and principles 0
10606 7.1.1.4 Define and establish IT architecture and development 0
standards
10607 7.1.1.5 Define strategic vendors for IT components 0
10608 7.1.1.6 Establish IT governance organization and processes 0
10609 7.1.1.7 Build strategic plan to support business objectives 0
10571 7.1.2 Define the enterprise architecture 0
10611 7.1.2.1 Establish the enterprise architecture definition 0
10612 7.1.2.2 Confirm enterprise architecture maintenance approach 0
10613 7.1.2.3 Maintain the relevance of the enterprise architecture 0
10614 7.1.2.4 Act as clearinghouse for IT research and innovation 0
10615 7.1.2.5 Govern the enterprise architecture 0
10572 7.1.3 Manage the IT portfolio 0
10616 7.1.3.1 Establish the IT portfolio 0
10617 7.1.3.2 Analyze and evaluate the value of the IT portfolio for the 0
enterprise
10618 7.1.3.3 Provision resources in accordance with strategic priorities 0
10573 7.1.4 Perform IT research and innovation 0
10620 7.1.4.1 Research technologies to innovate IT services and solutions 0
10621 7.1.4.2 Transition viable technologies for IT services and solutions 0
development
10575 7.1.5 Evaluate and communicate IT business value and performance 0
10625 7.1.5.1 Establish and monitor key performance indicators 0

10626 7.1.5.2 Evaluate IT plan performance 0
10627 7.1.5.3 Communicate IT value 0

10564 7.2 Develop and manage IT customer relationships 0
10578 7.2.1 Develop IT services and solutions strategy 0
11244 7.2.1.1 Research IT services and solutions to address business and 0
user requirements
11245 7.2.1.2 Translate business and user requirements into IT services 0
and solutions requirements
11246 7.2.1.3 Formulate IT services and solutions strategic initiatives 0
11247 7.2.1.4 Coordinate strategies with internal stakeholders to ensure 0
alignment
11248 7.2.1.5 Evaluate and select IT services and solutions strategic 0
initiatives
10579 7.2.2 Develop and manage IT service levels 0
10640 7.2.2.1 Create and maintain the IT services and solutions catalog 0
10641 7.2.2.2 Establish and maintain business and IT service-level 0
agreements
10642 7.2.2.3 Evaluate and report service-level attainment results 0
10643 7.2.2.4 Communicate business and IT service-level improvement 0
opportunities
10580 7.2.3 Perform demand-side management (DSM) for IT services 0
10644 7.2.3.1 Analyze IT services and solutions consumption and usage 0
10645 7.2.3.2 Develop and implement incentive programs that improve 0
consumption efficiency
10646 7.2.3.3 Develop volume/unit forecast for IT services and solutions 0
10581 7.2.4 Manage IT customer satisfaction 0
10647 7.2.4.1 Capture and analyze customer satisfaction 0
10648 7.2.4.2 Assess and communicate customer satisfaction patterns 0
10649 7.2.4.3 Initiate improvements based on customer satisfaction 0
patterns
10582 7.2.5 Market IT services and solutions 0
10650 7.2.5.1 Develop IT services and solutions marketing strategy 0
10651 7.2.5.2 Develop and manage IT customer strategy 0
10652 7.2.5.3 Manage IT services and solutions advertising and 0
promotional campaigns

10653 7.2.5.4 Process and track IT services and solutions orders 0
11220 7.3 Develop and implement security, privacy, and data protection 0
controls
11230 7.3.1 Establish information security, privacy, and data protection 0
strategies and levels
11231 7.3.2 Test, evaluate, and implement information security and privacy 0
and data protection controls
10565 7.4 Manage enterprise information 0
10583 7.4.1 Develop information and content management strategies 0
10654 7.4.1.1 Understand information and content management needs 0
and the role of IT services for executing the business
strategy
10655 7.4.1.2 Assess the information and content management 0
implications of new technologies
10656 7.4.1.3 Identify and prioritize information and content 0
management actions
10584 7.4.2 Define the enterprise information architecture 0
10657 7.4.2.1 Define information elements, composite structure, logical 0
relationships and constraints, taxonomy, and derivation
10658 7.4.2.2 rules
Define information access requirements 0
10659 7.4.2.3 Establish data custodianship 0
10660 7.4.2.4 Manage changes to content data architecture requirements 0
10585 7.4.3 Manage information resources 0
10661 7.4.3.1 Define the enterprise information/data policies and 0
standards
10662 7.4.3.2 Develop and implement data and content administration 0
10586 7.4.4 Perform enterprise data and content management 0
10663 7.4.4.1 Define sources and destinations of content data 0
10664 7.4.4.2 Manage technical interfaces to users of content 0
10665 7.4.4.3 Manage retention, revision, and retirement of enterprise 0
information
10566 7.5 Develop and maintain information technology solutions 0
10587 7.5.1 Develop the IT development strategy 0

10666 7.5.1.1 Establish sourcing strategy for IT development 0
10667 7.5.1.2 Define development processes, methodologies, and tools 0
standards
10668 7.5.1.3 Select development methodologies and tools 0
10588 7.5.2 Perform IT services and solutions life cycle planning 0
10669 7.5.2.1 Plan development of new requirements 0
10670 7.5.2.2 Plan development of feature and functionality 0
10671 7.5.2.3 enhancement
Develop life cycle plan for IT services and solutions 0
10589 7.5.3 Develop and maintain IT services and solutions architecture 0
10672 7.5.3.1 Create IT services and solutions architecture 0
10673 7.5.3.2 Revise IT services and solutions architecture 0
10674 7.5.3.3 Retire IT services and solutions architecture 0
10590 7.5.4 Create IT services and solutions 0
10675 7.5.4.1 Understand confirmed requirements 0
10676 7.5.4.2 Design IT services and solutions 0
10677 7.5.4.3 Acquire/Develop IT service/solution components 0
10678 7.5.4.4 Train services and solutions resources 0
10679 7.5.4.5 Test IT services/solutions 0
10680 7.5.4.6 Confirm customer acceptance 0
10591 7.5.5 Maintain IT services and solutions 0
10681 7.5.5.1 Understand upkeep/enhance requirements and defect 0
analysis
10682 7.5.5.2 Design change to existing IT service/solution 0
10683 7.5.5.3 Acquire/Develop changed IT service/solution component 0
10684 7.5.5.4 Test IT service/solution change 0
10685 7.5.5.5 Retire solutions and services 0
10567 7.6 Deploy information technology solutions 0
10592 7.6.1 Develop the IT deployment strategy 0
10686 7.6.1.1 Establish IT services and solutions change policies 0
10687 7.6.1.2 Define deployment process, procedures, and tools 0
standards
10688 7.6.1.3 Select deployment methodologies and tools 0
10593 7.6.2 Plan and implement changes 0

10689 7.6.2.1 Plan change deployment 0
10690 7.6.2.2 Communicate changes to stakeholders 0
10691 7.6.2.3 Administer change schedule 0
10692 7.6.2.4 Train impacted users 0
10693 7.6.2.5 Distribute and install change 0
10694 7.6.2.6 Verify change 0
10594 7.6.3 Plan and manage releases 0
10695 7.6.3.1 Understand and coordinate release design and acceptance 0
10696 7.6.3.2 Plan release rollout 0
10697 7.6.3.3 Distribute and install release 0
10698 7.6.3.4 Verify release 0
10568 7.7 Deliver and support information technology services 0
10595 7.7.1 Develop IT services and solution delivery strategy 0
10699 7.7.1.1 Establish sourcing strategy for IT delivery 0
10700 7.7.1.2 Define delivery processes, procedures, and tools standards 0
10701 7.7.1.3 Select delivery methodologies and tools 0
10596 7.7.2 Develop IT support strategy 0
10702 7.7.2.1 Establish sourcing strategy for IT support 0
10703 7.7.2.2 Define IT support services 0
10597 7.7.3 Manage IT infrastructure resources 0
10704 7.7.3.1 Manage IT inventory and assets 0
10705 7.7.3.2 Manage IT resource capacity 0
10598 7.7.4 Manage IT infrastructure operations 0
10706 7.7.4.1 Deliver IT services and solutions 0
10707 7.7.4.2 Perform IT operations support services 0
10599 7.7.5 Support IT services and solutions 0
10708 7.7.5.1 Manage availability 0
10709 7.7.5.2 Manage facilities 0
10710 7.7.5.3 Manage backup/recovery 0
10711 7.7.5.4 Manage performance and capacity 0
10712 7.7.5.5 Manage incidents 0
10713 7.7.5.6 Manage problems 0
10714 7.7.5.7 Manage inquiries 0

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

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

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

Metrics
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
N
N
N

Metrics
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
N
N
N
N
N

10728 8.1 Perform planning and management accounting 0
10738 8.1.1 Perform planning/budgeting/forecasting 0
10771 8.1.1.1 Develop and maintain budget policies and procedures 0
10772 8.1.1.2 Prepare periodic budgets and plans 0
10773 8.1.1.3 Prepare periodic financial forecasts 0
10739 8.1.2 Perform cost accounting and control 0
10774 8.1.2.1 Perform inventory accounting 0
10775 8.1.2.2 Perform cost of sales analysis 0
10776 8.1.2.3 Perform product costing 0
10777 8.1.2.4 Perform variance analysis 0
11175 8.1.2.5 Report on profitability 0
10740 8.1.3 Perform cost management 0
10778 8.1.3.1 Determine key cost drivers 0
10779 8.1.3.2 Measure cost drivers 0
10780 8.1.3.3 Determine critical activities 0
10781 8.1.3.4 Manage asset resource deployment and utilization 0
10741 8.1.4 Evaluate and manage financial performance 0
10782 8.1.4.1 Assess customer and product profitability 0
10783 8.1.4.2 Evaluate new products 0
10784 8.1.4.3 Perform life cycle costing 0
10785 8.1.4.4 Optimize customer and product mix 0
10786 8.1.4.5 Track performance of new-customer and product strategies 0
10787 8.1.4.6 Prepare activity-based performance measures 0
10788 8.1.4.7 Manage continuous cost improvement 0
10729 8.2 Perform revenue accounting 0
10742 8.2.1 Process customer credit 0
10789 8.2.1.1 Establish credit policies 0
10790 8.2.1.2 Analyze/Approve new account applications 0
10791 8.2.1.3 Review existing accounts 0
10792 8.2.1.4 Produce credit/collection reports 0
10793 8.2.1.5 Reinstate or suspend accounts based on credit policies 0

10743 8.2.2 Invoice customer 0
10794 8.2.2.1 Maintain customer/product master files 0
10795 8.2.2.2 Generate customer billing data 0
10796 8.2.2.3 Transmit billing data to customers 0
10797 8.2.2.4 Post receivable entries 0
10798 8.2.2.5 Resolve customer billing inquiries 0
10744 8.2.3 Process accounts receivable (AR) 0
10799 8.2.3.1 Establish AR policies 0
10800 8.2.3.2 Receive/Deposit customer payments 0
10801 8.2.3.3 Apply cash remittances 0
10802 8.2.3.4 Prepare AR reports 0
10803 8.2.3.5 Post AR activity to the general ledger 0
10745 8.2.4 Manage and process collections 0
10804 8.2.4.1 Establish policies for delinquent accounts 0
10805 8.2.4.2 Analyze delinquent account balances 0
10806 8.2.4.3 Correspond/Negotiate with delinquent accounts 0
10807 8.2.4.4 Discuss account resolution with internal parties 0
10808 8.2.4.5 Process adjustments/write off balances 0
10746 8.2.5 Manage and process adjustments/deductions 0
10809 8.2.5.1 Establish policies/procedures for adjustments 0
10810 8.2.5.2 Analyze adjustments 0
10811 8.2.5.3 Correspond/Negotiate with customer 0
10812 8.2.5.4 Discuss resolution with internal parties 0
10813 8.2.5.5 Prepare chargeback invoices 0
10814 8.2.5.6 Process related entries 0
10730 8.3 Perform general accounting and reporting 0
10747 8.3.1 Manage policies and procedures 0
10815 8.3.1.1 Negotiate service-level agreements 0
10816 8.3.1.2 Establish accounting policies 0
10817 8.3.1.3 Set and enforce approval limits 0
10818 8.3.1.4 Establish common financial systems 0
10748 8.3.2 Perform general accounting 0
10819 8.3.2.1 Maintain chart of accounts 0

10820 8.3.2.2 Process journal entries 0
10821 8.3.2.3 Process allocations 0
10822 8.3.2.4 Process period end adjustments (e.g., accruals and 0
currency conversions)
10823 8.3.2.5 Post and reconcile intercompany transactions 0
10824 8.3.2.6 Reconcile general ledger accounts 0
10825 8.3.2.7 Perform consolidations and process eliminations 0
10826 8.3.2.8 Prepare trial balance 0
10827 8.3.2.9 Prepare and post management adjustments 0
10749 8.3.3 Perform fixed-asset accounting 0
10828 8.3.3.1 Establish fixed-asset policies and procedures 0
10829 8.3.3.2 Maintain fixed-asset master data files 0
10830 8.3.3.3 Process and record fixed-asset additions and retires 0
10831 8.3.3.4 Process and record fixed-asset adjustments, enhancements, 0
revaluations, and transfers
10832 8.3.3.5 Process and record fixed-asset maintenance and repair 0
expenses
10833 8.3.3.6 Calculate and record depreciation expense 0
10834 8.3.3.7 Reconcile fixed-asset ledger 0
10835 8.3.3.8 Track fixed-assets including physical inventory 0
10836 8.3.3.9 Provide fixed-asset data to support tax, statutory, and 0
regulatory reporting
10750 8.3.4 Perform financial reporting 0
10837 8.3.4.1 Prepare business unit financial statements 0
10838 8.3.4.2 Prepare consolidated financial statements 0
10839 8.3.4.3 Perform business unit reporting/review management 0
10840 8.3.4.4 reports
Perform consolidated reporting/review of cost management 0
reports
10841 8.3.4.5 Prepare statements for board review 0
10842 8.3.4.6 Produce quarterly/annual filings and shareholder reports 0
10843 8.3.4.7 Produce regulatory reports 0
10731 8.4 Manage fixed-asset project accounting 0
10751 8.4.1 Perform capital planning and project approval 0

10844 8.4.1.1 Develop capital investment policies and procedures 0
10845 8.4.1.2 Develop and approve capital expenditure plans and 0
10846 8.4.1.3 budgets
Review and approve capital projects and fixed-asset 0
acquisitions
10847 8.4.1.4 Conduct financial justification for project approval 0
10752 8.4.2 Perform capital project accounting 0
10848 8.4.2.1 Create project account codes 0
10849 8.4.2.2 Record project-related transactions 0
10850 8.4.2.3 Monitor and track capital projects and budget spending 0
10851 8.4.2.4 Close/Capitalize projects 0
10852 8.4.2.5 Measure financial returns on completed capital projects 0
10732 8.5 Process payroll 0
10753 8.5.1 Report time 0
10854 8.5.1.2 Collect and record employee time worked 0
10855 8.5.1.3 Analyze and report paid and unpaid leave 0
10856 8.5.1.4 Monitor regular, overtime, and other hours 0
10857 8.5.1.5 Analyze and report employee utilization 0
10754 8.5.2 Manage pay 0
10858 8.5.2.1 Enter employee time worked into payroll system 0
10859 8.5.2.2 Maintain and administer employee earnings information 0
10860 8.5.2.3 Maintain and administer applicable deductions 0
10861 8.5.2.4 Monitor changes in tax status of employees 0
10862 8.5.2.5 Process and distribute payments 0
10863 8.5.2.6 Process and distribute manual checks 0
10864 8.5.2.7 Process period-end adjustments 0
10865 8.5.2.8 Respond to employee payroll inquiries 0
10755 8.5.3 Process payroll taxes 0
10866 8.5.3.1 Calculate and pay applicable payroll taxes 0
10867 8.5.3.2 Produce and distribute employee annual tax statements 0
10868 8.5.3.3 File regulatory payroll tax forms 0
10733 8.6 Process accounts payable and expense reimbursements 0
10756 8.6.1 Process accounts payable (AP) 0

10869 8.6.1.1 Verify AP pay file with purchase order vendor master file 0
10870 8.6.1.2 Maintain/Manage electronic commerce 0
10871 8.6.1.3 Audit invoices and key data in AP system 0
10872 8.6.1.4 Approve payments 0
10873 8.6.1.5 Process financial accruals and reversals 0
10874 8.6.1.6 Process taxes 0
10876 8.6.1.8 Process payments 0
10877 8.6.1.9 Respond to AP inquiries 0
10878 8.6.1.10 Retain records 0
10879 8.6.1.11 Adjust accounting records 0
10757 8.6.2 Process expense reimbursements 0
10880 8.6.2.1 Establish and communicate expense reimbursement 0
policies and approval limits
10881 8.6.2.2 Capture and report relevant tax data 0
10882 8.6.2.3 Approve reimbursements and advances 0
10883 8.6.2.4 Process reimbursements and advances 0
10884 8.6.2.5 Manage personal accounts 0
10734 8.7 Manage treasury operations 0
10758 8.7.1 Manage treasury policies and procedures 0
10885 8.7.1.1 Establish scope and governance of treasury operations 0
10886 8.7.1.2 Establish and publish treasury policies 0
10887 8.7.1.3 Develop treasury procedures 0
10888 8.7.1.4 Monitor treasury procedures 0
10889 8.7.1.5 Audit treasury procedures 0
10890 8.7.1.6 Revise treasury procedures 0
10891 8.7.1.7 Develop and confirm internal controls for treasury 0
10892 8.7.1.8 Define system security requirements 0
10893 8.7.2.1 Manage and reconcile cash positions 0
10894 8.7.2.2 Manage cash equivalents 0
10895 8.7.2.3 Process and oversee electronic fund transfers (EFTs) 0
10896 8.7.2.4 Develop cash flow forecasts 0

10897 8.7.2.5 Manage cash flows 0
10898 8.7.2.6 Produce cash management accounting transactions and 0
reports
10899 8.7.2.7 Manage and oversee banking relationships 0
10900 8.7.2.8 Analyze, negotiate, resolve, and confirm bank fees 0
10760 8.7.3 Manage in-house bank accounts 0
10901 8.7.3.1 Manage in-house bank accounts for subsidiaries 0
10902 8.7.3.2 Manage and facilitate inter-company borrowing 0
10903 8.7.3.3 transactions
Manage centralized outgoing payments on behalf of 0
subsidiaries
10904 8.7.3.4 Manage central incoming payments on behalf of 0
10905 8.7.3.5 subsidiaries
Manage internal payments and netting transactions 0
10906 8.7.3.6 Calculate interest and fees for in-house bank accounts 0
10907 8.7.3.7 Provide account statements for in-house bank accounts 0
10761 8.7.4 Manage debt and investment 0
10908 8.7.4.1 Manage financial intermediary relationships 0
10909 8.7.4.2 Manage liquidity 0
10910 8.7.4.3 Manage issuer exposure 0
10911 8.7.4.4 Process and oversee debt and investment transactions 0
10912 8.7.4.5 Process and oversee foreign currency transactions 0
10913 8.7.4.6 Produce debt and investment accounting transaction 0
14210 8.7.4.7 reports
Process and oversee interest rate transactions 0
11208 8.7.5 Monitor and execute risk and hedging transactions 0
11209 8.7.5.1 Manage interest-rate risk 0
11210 8.7.5.2 Manage foreign-exchange risk 0
11211 8.7.5.3 Manage exposure risk 0
11212 8.7.5.4 Develop and execute hedging transactions 0
11213 8.7.5.5 Evaluate and refine hedging positions 0
11214 8.7.5.6 Produce hedge accounting transactions and reports 0
11215 8.7.5.7 Monitor credit 0
10735 8.8 Manage internal controls 0
10762 8.8.1 Establish internal controls, policies, and procedures 0
10914 8.8.1.1 Establish board of directors and audit committee 0

10915 8.8.1.2 Define and communicate code of ethics 0
10916 8.8.1.3 Assign roles and responsibility for internal controls 0
11250 8.8.1.4 Define business process objectives and risks 0
11251 8.8.1.5 Define entity/unit risk tolerances 0
10763 8.8.2 Operate controls and monitor compliance with internal controls 0
policies and procedures
10917 8.8.2.1 Design and implement control activities 0
10918 8.8.2.2 Monitor control effectiveness 0
10919 8.8.2.3 Remediate control deficiencies 0
10920 8.8.2.4 Create compliance function 0
10921 8.8.2.5 Operate compliance function 0
10922 8.8.2.6 Implement and maintain controls-related enabling 0
technologies and tools
10764 8.8.3 Report on internal controls compliance 0
10923 8.8.3.1 Report to external auditors 0
10924 8.8.3.2 Report to regulators, share-/debt-holders, securities 0
exchanges, etc.
10925 8.8.3.3 Report to third parties (e.g., business partners) 0
10926 8.8.3.4 Report to internal management 0
10736 8.9 Manage taxes 0
10765 8.9.1 Develop tax strategy and plan 0
10927 8.9.1.1 Develop foreign, national, state, and local tax strategy 0
10928 8.9.1.2 Consolidate and optimize total tax plan 0
10929 8.9.1.3 Maintain tax master data 0
10766 8.9.2 Process taxes 0
10930 8.9.2.1 Perform tax planning/strategy 0
10931 8.9.2.2 Prepare returns 0
10932 8.9.2.3 Prepare foreign taxes 0
10933 8.9.2.4 Calculate deferred taxes 0
10934 8.9.2.5 Account for taxes 0
10935 8.9.2.6 Monitor tax compliance 0
10936 8.9.2.7 Address tax inquiries 0
10737 8.10 Manage international funds/consolidation 0

10767 8.10.1 Monitor international rates 0
10768 8.10.2 Manage transactions 0
10769 8.10.3 Monitor currency exposure/hedge currency 0
10770 8.10.4 Report results 0
17059 8.11 Perform global trade services 0
14090 8.11.1 Screen sanctioned party list 0
14091 8.11.2 Control exports and imports 0
14092 8.11.3 Classify products 0
14093 8.11.4 Calculate duty 0
14094 8.11.5 Communicate with customs 0
14095 8.11.6 Document trade 0
14096 8.11.7 Process trade preferences 0
14097 8.11.8 Handle restitution 0
14098 8.11.9 Prepare letter of credit 0

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

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

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

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

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

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

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

10937 9.1 Design and construct/acquire nonproductive assets 0
10941 9.1.1 Develop property strategy and long-term vision 0
10955 9.1.1.1 Confirm alignment of property requirements with business 0
strategy
10956 9.1.1.2 Assess the external environment 0
10957 9.1.1.3 Make build-or-buy decision 0
10942 9.1.2 Develop, construct, and modify sites 0
10943 9.1.3 Plan facility 0
10958 9.1.3.1 Design facility 0
10959 9.1.3.2 Analyze budget 0
10960 9.1.3.3 Select property 0
10961 9.1.3.4 Negotiate terms for facility 0
10962 9.1.3.5 Manage construction or modification to building 0
10944 9.1.4 Provide workspace and assets 0
10963 9.1.4.1 Acquire workspace and assets 0
10964 9.1.4.2 Change fit/form/function of workspace and assets 0
10938 9.2 Plan maintenance work 0
16472 9.2.1 Perform routine maintenance 0
16473 9.2.2 Perform corrective maintenance 0
16474 9.2.3 Overhaul equipment 0
10949 9.2.4 Manage facilities operations 0
10965 9.2.4.1 Relocate people 0
10966 9.2.4.2 Relocate material and tools 0
10939 9.3 Obtain and install assets, equipment, and tools 0
10950 9.3.1 Develop ongoing maintenance policies for productive assets 0
10967 9.3.1.1 Analyze assets, and predict maintenance requirements 0
10968 9.3.1.2 Develop approach to integrate preventive maintenance into 0
production schedule
10951 9.3.2 Obtain and install equipment 0
10969 9.3.2.1 Design engineering solution for the manufacturing process 0
10971 9.3.2.2 Install and commission equipment 0

10940 9.4 Dispose of productive and nonproductive assets 0
10952 9.4.1 Develop exit strategy 0
10953 9.4.2 Perform sale or trade 0
10954 9.4.3 Perform abandonment 0

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

Metrics
N
N
N
N

16437 10.0 Manage Enterprise Risk, Compliance, Remediation and 0
Resiliency
17060 10.1 Manage enterprise risk 0
16439 10.1.1 Establish the enterprise risk framework and policies 0
16440 10.1.1.1 Determine risk tolerance for organization 0
16441 10.1.1.2 Develop and maintain enterprise risk policies and 0
procedures
16442 10.1.1.3 Identify and implement enterprise risk management tools 0
16443 10.1.1.4 Coordinate the sharing of risk knowledge across the 0
organization
16444 10.1.1.5 Prepare and report enterprise risk to executive 0
management and board
16445 10.1.2 Oversee and coordinate enterprise risk management activities 0
16446 10.1.2.1 Identify enterprise level risks 0
16447 10.1.2.2 Assess risks to determine which to mitigate 0
16448 10.1.2.3 Develop risk mitigation and management strategy, and 0
integrate with existing performance management
16449 10.1.2.4 processes
Verify business unit and functional risk mitigation plans are 0
implemented
16450 10.1.2.5 Ensure risks and risk mitigation actions are monitored 0
16451 10.1.2.6 Report on risk activities 0
16452 10.1.3 Coordinate business unit and functional risk management 0
activities
16453 10.1.3.1 Ensure that each business unit/function follows the 0
enterprise risk management process
enterprise risk reporting process
17462 10.1.4 Manage business unit and function risk 0
16456 10.1.4.1 Identify risks 0
16457 10.1.4.2 Assess risks using enterprise risk framework policies and 0
procedures
16458 10.1.4.3 Develop mitigation plans for risks 0

16459 10.1.4.4 Implement mitigation plans for risks 0
16460 10.1.4.5 Monitor risks 0
16461 10.1.4.6 Analyze risk activities and update plans 0
17467 10.2 Manage compliance 0
17468 10.2.1 Establish compliance framework and policies 0
17469 10.2.1.1 Develop enterprise compliance policies and procedures 0
17470 10.2.1.2 Implement enterprise compliance activities 0
14133 10.2.1.3 Manage internal audits 0
14137 10.2.1.4 Maintain controls-related technologies and tools 0
16464 10.2.2.1 Develop regulatory compliance procedures 0
16465 10.2.2.2 Identify applicable regulatory requirements 0
16466 10.2.2.3 Monitor the regulatory environment for changing or 0
emerging regulations
16467 10.2.2.4 Assess current compliance position, and identify 0
weaknesses or shortfalls therein
16468 10.2.2.5 Implement missing or stronger regulatory compliance 0
controls and policies
16469 10.2.2.6 Monitor and test, on an ongoing and scheduled basis, 0
regulatory compliance position and existing controls,
defining controls that should be added, removed, or
modified as required
16470 10.2.2.7 Maintain relationships with regulators as appropriate 0
11216 10.3 Manage business resiliency 0
11221 10.3.1 Develop the business resilience strategy 0
11222 10.3.2 Perform continuous business operations planning 0
11223 10.3.3 Test continuous business operations 0
11224 10.3.4 Maintain continuous business operations 0
16471 10.3.5 Share knowledge of specific risks across other parts of the 0
organization
11179 10.4 Manage environmental health and safety (EHS) 0
11180 10.4.1 Determine environmental health and safety impacts 0

11186 10.4.1.1 Evaluate environmental impact of products, services, and 0
operations
11187 10.4.1.2 Conduct health and safety and environmental audits 0
11181 10.4.2 Develop and execute functional EHS program 0
11188 10.4.2.1 Identify regulatory and stakeholder requirements 0
11189 10.4.2.2 Assess future risks and opportunities 0
11190 10.4.2.3 Create EHS policy 0
11191 10.4.2.4 Record and manage EHS events 0
11182 10.4.3 Train and educate functional employees 0
11192 10.4.3.1 Communicate EHS issues to stakeholders and provide 0
support
11183 10.4.4 Monitor and manage functional EHS management program 0
11193 10.4.4.1 Manage EHS costs and benefits 0
11194 10.4.4.2 Measure and report EHS performance 0
11196 10.4.4.3 Implement emergency response program 0
11197 10.4.4.4 Implement pollution prevention program 0
11195 10.4.4.5 Provide employees with EHS support 0
11184 10.4.5 Ensure compliance with regulations 0
11198 10.4.5.1 Monitor compliance 0
11199 10.4.5.2 Perform compliance audit 0
11200 10.4.5.3 Comply with regulatory stakeholders' requirements 0
11185 10.4.6 Manage remediation efforts 0
11201 10.4.6.1 Create remediation plans 0
11202 10.4.6.2 Contact and confer with experts 0
11203 10.4.6.3 Identify/Dedicate resources 0
11204 10.4.6.4 Investigate legal aspects 0
11205 10.4.6.5 Investigate damage cause 0
11206 10.4.6.6 Amend or create policy 0

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

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

11010 11.1 Build investor relationships 0
11035 11.1.1 Plan, build, and manage lender relations 0
11036 11.1.2 Plan, build, and manage analyst relations 0
11037 11.1.3 Communicate with shareholders 0
11011 11.2 Manage government and industry relationships 0
11038 11.2.1 Manage government relations 0
11039 11.2.2 Manage relations with quasi-government bodies 0
11040 11.2.3 Manage relations with trade or industry groups 0
11041 11.2.4 Manage lobby activities 0
11012 11.3 Manage relations with board of directors 0
11043 11.3.2 Report audit findings 0
11013 11.4 Manage legal and ethical issues 0
11044 11.4.1 Create ethics policies 0
11045 11.4.2 Manage corporate governance policies 0
11046 11.4.3 Develop and perform preventive law programs 0
11047 11.4.4 Ensure compliance 0
11053 11.4.4.1 Plan and initiate compliance program 0
11054 11.4.4.2 Execute compliance program 0
11048 11.4.5 Manage outside counsel 0
11056 11.4.5.1 Assess problem and determine work requirements 0
11057 11.4.5.2 Engage/Retain outside counsel if necessary 0
11058 11.4.5.3 Receive strategy/budget 0
11059 11.4.5.4 Receive work product and manage/monitor case and work 0
performed
11060 11.4.5.5 Process payment for legal services 0
11061 11.4.5.6 Track legal activity/performance 0
11049 11.4.6 Protect intellectual property 0
11062 11.4.6.1 Manage copyrights and patents 0
11063 11.4.6.2 Maintain intellectual property rights and restrictions 0
11064 11.4.6.3 Administer licensing terms 0

11065 11.4.6.4 Administer options 0
11050 11.4.7 Resolve disputes and litigations 0
11051 11.4.8 Provide legal advice/counseling 0
11052 11.4.9 Negotiate and document agreements/contracts 0
11014 11.5 Manage public relations program 0
11066 11.5.1 Manage community relations 0
11067 11.5.2 Manage media relations 0
11068 11.5.3 Promote political stability 0
11069 11.5.4 Create press releases 0
11070 11.5.5 Issue press releases 0

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
N

Metrics
N
N
N
N
N
N
N
N
N
N

16378 12.1 Manage business processes 0
16379 12.1.1 Establish and maintain process management governance 0
16380 12.1.1.1 Define and manage governance approach 0
16381 12.1.1.2 Establish and maintain process tools and templates 0
16382 12.1.1.3 Assign and support process ownership 0
16383 12.1.1.4 Perform process governance activities 0
16384 12.1.2 Define and manage process frameworks 0
16385 12.1.2.1 Establish and maintain process framework 0
16386 12.1.2.2 Identify cross-functional processes 0
16387 12.1.3 Define processes 0
16388 12.1.3.1 Scope processes 0
16389 12.1.3.2 Analyze processes 0
16390 12.1.3.3 Map processes 0
16391 12.1.3.4 Publish processes 0
16392 12.1.4 Manage process performance 0
16393 12.1.4.1 Provide process training 0
16394 12.1.4.2 Support process execution 0
16395 12.1.4.3 Measure and report process performance 0
16396 12.1.5 Improve processes 0
16397 12.1.5.1 Identify and select improvement opportunities 0
16398 12.1.5.2 Manage improvement projects 0
16399 12.1.5.3 Perform continuous improvement activities 0
16400 12.2 Manage portfolio, program, and project 0
16401 12.2.1 Manage portfolio 0
16402 12.2.1.1 Establish portfolio strategy 0
16403 12.2.1.2 Define portfolio governance 0
16404 12.2.1.3 Monitor and control portfolio 0
16405 12.2.2 Manage programs 0
16406 12.2.2.1 Establish program structure and approach 0
16407 12.2.2.2 Manage program stakeholders and partners 0
16408 12.2.2.3 Manage program execution 0

16409 12.2.2.4 Review and report program performance 0
16410 12.2.3 Manage projects 0
16411 12.2.3.1 Establish project scope 0
11117 12.2.3.1.1 Identify project requirements and objectives 0
16412 12.2.3.1.2 Identify project resource requirements 0
11118 12.2.3.1.3 Assess culture and readiness for project management 0
approach
11119 12.2.3.1.4 Identify appropriate project management methodologies 0
11120 12.2.3.1.5 Create business case and obtain funding 0
11121 12.2.3.1.6 Develop project measures and indicators 0
16413 12.2.3.2 Develop project plans 0
11123 12.2.3.2.1 Define roles and resources 0
11124 12.2.3.2.2 Identify specific IT requirements 0
11125 12.2.3.2.3 Create training and communication plans 0
11127 12.2.3.2.4 Design recognition and reward approaches 0
11128 12.2.3.2.5 Design and plan launch of project 0
11129 12.2.3.2.6 Deploy the project 0
16414 12.2.3.3 Execute projects 0
11131 12.2.3.3.1 Evaluate impact of project management (strategy and 0
projects) on measures and outcomes
16415 12.2.3.3.2 Report the status of project 0
16416 12.2.3.3.3 Manage project scope 0
11132 12.2.3.3.4 Promote and sustain activity and involvement 0
11133 12.2.3.3.5 Realign and refresh project management strategy and 0
approaches
16417 12.2.3.4 Review and report project performance 0
16418 12.2.3.5 Close projects 0
17471 12.3 Manage enterprise quality 0
17472 12.3.1 Establish quality requirements 0
17473 12.3.1.1 Define critical-to-quality characteristics 0
17474 12.3.1.2 Define preventive quality activities 0
17475 12.3.1.3 Develop quality controls 0
17476 12.3.1.3.1 Define process steps for controls (or integration points) 0

17477 12.3.1.3.2 Define sampling plan 0
17478 12.3.1.3.3 Identify measurement methods 0
17479 12.3.1.3.4 Define required competencies 0
17480 12.3.1.4 Prove capability to assess compliance with requirements 0
17481 12.3.1.5 Finalize quality plan 0
17482 12.3.2 Evaluate performance to requirements 0
17483 12.3.2.1 Test against quality plan 0
17484 12.3.2.1.1 Conduct test and collect data 0
17485 12.3.2.1.2 Record result(s) 0
17486 12.3.2.1.3 Determine disposition of result(s) 0
17487 12.3.2.2 Assess results of tests 0
17488 12.3.2.2.1 Assess sample significance 0
17489 12.3.2.2.2 Summarize result(s) 0
17490 12.3.2.2.3 Recommend actions 0
17491 12.3.2.2.4 Decide next steps 0
17492 12.3.3 Manage non-conformance 0
17493 12.3.3.1 Assess potential impact 0
17494 12.3.3.2 Determine immediate action(s) 0
17495 12.3.3.3 Identify root cause(s) 0
17496 12.3.3.4 Take corrective or preventative action 0
17497 12.3.3.5 Close non-conformance 0
17498 12.3.4 Implement and maintain the enterprise quality management 0
system (EQMS)
17499 12.3.4.1 Define the quality strategy 0
17500 12.3.4.2 Plan and deploy the EQMS scope, targets, and goals 0
17501 12.3.4.3 Identify core EQMS processes, controls, and metrics 0
17502 12.3.4.4 Develop and document EQMS policies, procedures, 0
standards, and measures
17503 12.3.4.5 Assess the EQMS performance 0
17504 12.3.4.6 Create environment and capability for EQMS 0
improvement(s)
17505 12.3.4.6.1 Reward quality excellence 0
17506 12.3.4.6.2 Create and maintain quality partnerships 0

17507 12.3.4.6.3 Maintain talent capabilities and competencies 0
17508 12.3.4.6.4 Incorporate EQMS messaging into communication 0
channels
17509 12.3.4.6.5 Assure independent EQMS management access to 0
appropriate authority in the organization
17510 12.3.4.6.6 Transfer proven EQMS methods 0
11074 12.4 Manage change 0
11134 12.4.1 Plan for change 0
11138 12.4.1.1 Select process improvement methodology 0
11139 12.4.1.2 Assess readiness for change 0
11140 12.4.1.3 Determine stakeholders 0
11141 12.4.1.4 Engage/Identify champion 0
11142 12.4.1.5 Form design team 0
11143 12.4.1.6 Define scope 0
11144 12.4.1.7 Understand current state 0
11145 12.4.1.8 Define future state 0
11146 12.4.1.9 Conduct organizational risk analysis 0
11147 12.4.1.10 Assess cultural issues 0
11148 12.4.1.11 Establish accountability for change management 0
11149 12.4.1.12 Identify barriers to change 0
11150 12.4.1.13 Determine change enablers 0
11151 12.4.1.14 Identify resources and develop measures 0
11135 12.4.2 Design the change 0
11152 12.4.2.1 Assess connection to other initiatives 0
11153 12.4.2.2 Develop change management plans 0
11154 12.4.2.3 Develop training plan 0
11155 12.4.2.4 Develop communication plan 0
11156 12.4.2.5 Develop rewards/incentives plan 0
11157 12.4.2.6 Establish change adoption metrics 0
11158 12.4.2.7 Establish/Clarify new roles 0
11159 12.4.2.8 Identify budget/roles 0
11136 12.4.3 Implement change 0
11160 12.4.3.1 Create commitment for improvement/change 0

11161 12.4.3.2 Re-engineer business processes and systems 0
11162 12.4.3.3 Support transition to new roles or exit strategies for 0
incumbents
11163 12.4.3.4 Monitor change 0
11137 12.4.4 Sustain improvement 0
11164 12.4.4.1 Monitor improved process performance 0
11165 12.4.4.2 Capture and reuse lessons learned from change process 0
11166 12.4.4.3 Take corrective action as necessary 0
11073 12.5 Develop and manage enterprise-wide knowledge management 0
(KM) capability
11095 12.5.1 Develop KM strategy 0
11100 12.5.1.1 Develop governance model 0
11101 12.5.1.2 Establish central KM core group 0
11102 12.5.1.3 Define roles and accountability of core group versus 0
operating units
11103 12.5.1.4 Develop funding models 0
11104 12.5.1.5 Identify links to key initiatives 0
11105 12.5.1.6 Develop core KM methodologies 0
11106 12.5.1.7 Assess IT needs and engage IT function 0
11107 12.5.1.8 Develop training and communication plans 0
11108 12.5.1.9 Develop change management approaches 0
11109 12.5.1.10 Develop strategic measures and indicators 0
11096 12.5.2 Assess KM capabilities 0
11110 12.5.2.1 Assess maturity of existing KM initiatives 0
11111 12.5.2.2 Evaluate existing KM approaches 0
11112 12.5.2.3 Identify gaps and needs 0
11113 12.5.2.4 Enhance/Modify existing KM approaches 0
11114 12.5.2.5 Develop new KM approaches 0
11115 12.5.2.6 Implement new KM approaches 0
16436 12.6 Measure and benchmark 0
11071 12.6.1 Create and manage organizational performance strategy 0
11075 12.6.1.1 Create enterprise measurement systems model 0
11076 12.6.1.2 Measure process productivity 0

11077 12.6.1.3 Measure cost effectiveness 0
11078 12.6.1.4 Measure staff efficiency 0
11079 12.6.1.5 Measure cycle time 0
11072 12.6.2 Benchmark performance 0
11083 12.6.2.1 Conduct performance assessments 0
11084 12.6.2.2 Develop benchmarking capabilities 0
11085 12.6.2.3 Conduct internal process and external competitive 0
benchmarking
11087 12.6.2.4 Conduct gap analysis to understand need for change and 0
degree needed
11088 12.6.2.5 Establish need for change 0

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

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
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
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
Y
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

17040 1.1 Define the business concept and long-term vision 0
10017 1.1.1 Assess the external environment 0
10021 1.1.1.1 Analyze and evaluate competition 0
10022 1.1.1.2 Identify economic trends 0
10023 1.1.1.3 Identify political and regulatory issues 0
10024 1.1.1.4 Assess new technology innovations 0
10025 1.1.1.5 Analyze demographics 0
10026 1.1.1.6 Identify social and cultural changes 0
10027 1.1.1.7 Identify ecological concerns 0
10018 1.1.2 Survey market and determine customer needs and wants 0
10028 1.1.2.1 Conduct qualitative/quantitative assessments 0
10029 1.1.2.2 Capture and assess customer needs 0
10019 1.1.3 Perform internal analysis 0
10030 1.1.3.1 Analyze organizational characteristics 0
10031 1.1.3.2 Create baselines for current processes 0
10032 1.1.3.3 Analyze systems and technology 0
10033 1.1.3.4 Analyze financial positions 0
10034 1.1.3.5 Identify enterprise core competencies 0
10020 1.1.4 Establish strategic vision 0
10035 1.1.4.1 Align stakeholders around strategic vision 0
10036 1.1.4.2 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 0
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 Evaluate strategic options to achieve the objectives 0
10047 1.2.2.1 Define strategic options 0
10048 1.2.2.2 Assess and analyze impact of each option 0
14189 1.2.2.3 Develop sustainability strategy 0
14190 1.2.2.4 Develop global support and shared services strategy 0
14197 1.2.2.5 Develop Lean/continuous improvement strategy 0
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 (structure, governance, reporting, 0
etc.)
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 0
10043 1.2.7 Formulate business unit strategies 0
10016 1.3 Manage strategic initiatives 0
10057 1.3.1 Develop strategic initiatives 0
10058 1.3.2 Evaluate strategic initiatives 0
10059 1.3.3 Select strategic initiatives 0
10060 1.3.4 Establish high-level measures 0

16478 2.1 Operate direct channels 0
16479 2.1.1 Develop and manage online experience 0
16480 2.1.1.1 Determine online assortment 0
16482 2.1.1.3 Develop site layout 0
16483 2.1.2 Provide customer self-service 0
16484 2.1.2.1 Assess opportunities for self-service 0
16485 2.1.2.2 Develop self-service delivery solutions 0
16486 2.1.2.3 Assess and improve self-service delivery experience 0
16487 2.1.3 Manage shopping cart 0
16488 2.1.3.1 Track shopping cart adds and deletes 0
16489 2.1.3.2 Develop business rules to increase conversions 0
16490 2.1.3.3 Monitor performance and adjust rules 0
16492 2.1.4 Develop and manage catalog 0
16493 2.1.4.1 Determine catalog assortment 0
16494 2.1.4.2 Develop catalog format and covers 0
16496 2.1.4.4 Manage printing and distribution 0
16497 2.1.5 Analyze performance (page, etc.) 0
16498 2.1.5.1 Develop metrics for on-line and catalog performance 0
16499 2.1.5.2 Collect performance data 0
16500 2.1.5.3 Analyze performance 0
16501 2.1.5.4 Develop plan for improvements 0
16502 2.1.6 Manage customer product reviews 0
16503 2.1.6.1 Solicit customers to provide online reviews 0
16504 2.1.6.2 Review customer feedback 0
16505 2.1.6.3 Develop action plan to improve customer satisfaction 0
16506 2.2 Develop and manage retail store channel 0
16507 2.2.1 Build store format and site plan 0
16508 2.2.1.1 Develop store format requirements 0

16509 2.2.1.2 Develop site plan based on overall business strategy 0
16510 2.2.2 Develop store layouts 0
16511 2.2.2.1 Create floor plans for each store 0
16512 2.2.2.2 Design seasonal layouts (planograms) 0
16513 2.2.2.3 Test store layouts in concept store 0
16514 2.2.2.4 Assess and adjust store layouts 0
16515 2.2.3 Manage store collaboration 0
16516 2.2.3.1 Develop communications plan for store to HQ 0
communication
16517 2.2.3.2 Act on store feedback 0
16518 2.2.3.3 Provide store performance information to the store 0
16519 2.2.3.4 Send merchandising execution to stores 0
16520 2.2.3.5 Develop training programs 0
16521 2.3 Operate retail store 0
16522 2.3.1 Operate customer checkout 0
16523 2.3.1.1 Process customer purchases 0
16525 2.3.1.3 Maintain customer checkout area 0
16526 2.3.2 Operate in-store customer service desk 0
16527 2.3.2.1 Accept returns 0
16528 2.3.2.2 Process special orders 0
16529 2.3.2.3 Process layaway purchases 0
16530 2.3.2.4 Handle special requests 0
16531 2.3.2.5 Handle complaints 0
16532 2.3.2.6 Manage store pick-up orders 0
16533 2.3.3 Provide floor customer service 0
16534 2.3.3.1 Provide product expertise 0
16535 2.3.3.2 Assist in locating products 0
16536 2.3.3.3 Assist in handling products 0
16537 2.3.3.4 Enhance customer experience 0
16538 2.3.3.5 Provide specialty services 0
16539 2.3.4 Manage store inventory 0
16540 2.3.4.1 Receive deliveries 0

16541 2.3.4.2 Restock shelves 0
16542 2.3.4.3 Monitor and remedy out of stocks 0
16543 2.3.4.4 Perform cycle counts 0
16544 2.3.4.5 Check cross-store inventory 0
16545 2.3.4.6 Respond to cross-store inventory requests 0
16547 2.3.5.1 Develop and execute store cash management policy and 0
procedures
16548 2.3.5.2 Sign out cash drawers 0
16549 2.3.5.3 Close and reconcile cash drawers 0
16550 2.3.5.4 Reconcile receipts 0
16551 2.3.5.5 Deposit cash 0
16555 2.3.6.3 Assign tasks 0
16557 2.3.6.5 Monitor and adjust labor levels 0
16558 2.3.7 Execute floor merchandising and promotions 0
16559 2.3.7.1 Arrange floor displays and merchandise 0
16560 2.3.7.2 Maintain shelf tagging 0
16561 2.3.7.3 Maintain signage 0
16562 2.3.7.4 Manage floor fixtures 0
16564 2.3.8 Analyze and manage store performance 0
16565 2.3.8.1 Review and analyze key metrics and KPIs for store 0
16566 2.3.8.2 Develop and implement action plans to improve 0
performance
16568 2.3.9.1 Develop compliance training program 0
16569 2.3.9.2 Monitor compliance with channel-specific regulatory 0
requirements
16570 2.3.9.3 Report and rectify violations 0

16571 2.4 Develop and manage omni channel 0
10122 2.4.1 Define and manage channel strategy 0
10126 2.4.1.1 Evaluate channel attributes and partners 0
10127 2.4.1.2 Determine channel fit with target segments 0
10128 2.4.1.3 Select channels for target segments 0
10378 2.4.2 Develop customer service strategy 0
10381 2.4.2.1 Develop customer service segmentation/prioritization (e.g., 0
tiers)
10384 2.4.2.1.1 Analyze existing customers 0
10385 2.4.2.1.2 Analyze feedback of customer needs 0
10382 2.4.2.2 Define customer service policies and procedures 0
10383 2.4.2.3 Establish service levels for customers 0
16572 2.4.3 Analyze channel performance 0
16573 2.4.3.1 Establish channel-specific metrics and targets 0
16574 2.4.3.2 Monitor and report performance 0
16575 2.4.3.3 Monitor and report events influencing factors (weather, 0
disasters, etc.)
16576 2.4.4 Prevent loss 0
16577 2.4.4.1 Monitor suspicious activity 0
16578 2.4.4.2 Monitor return merchandise patterns 0
16579 2.4.4.3 Develop loss-prevention training program 0
16580 2.4.4.4 Assess and remedy potential dangerous conditions 0
16581 2.4.5 Develop and manage operations policy and procedures 0
16582 2.4.5.1 Develop store operating procedures 0
16583 2.4.5.1.1 Develop procedures for returns 0
16584 2.4.5.1.2 Develop procedures for layaway 0
16585 2.4.5.1.3 Develop procedures for special orders 0
16586 2.4.5.1.4 Develop procedures for store pickup 0
16587 2.4.5.2 Develop operations policies and procedures training 0
program
16589 2.4.6 Manage omni-channel experience (relationship) 0
16590 2.4.6.1 Define omni-channel strategy 0
16591 2.4.6.2 Define omni-channel requirements 0

16592 2.4.6.3 Develop omni-channel policies and procedures 0
16593 2.4.6.4 Manage omni-channel customer information 0
16594 2.4.6.5 Orchestrate seamless omni-channel experience 0
16588 2.5 Manage customer relationship 0
16603 2.5.1 Define customer service policies and procedures 0
16604 2.5.1.1 Develop call center operating procedures 0
16605 2.5.1.1.1 Develop operating procedures for orders 0
16606 2.5.1.1.2 Develop operating procedures for returns 0
16607 2.5.1.1.3 Develop operating procedures for complaints 0
16608 2.5.1.2 Develop customer scripts for policies 0
16609 2.5.1.3 Develop training for call center associates 0
16595 2.5.2 Measure and evaluate customer satisfaction 0
10401 2.5.2.1 Measure customer satisfaction with customer 0
10402 2.5.2.2 Measure customer satisfaction with customer-complaint 0
11236 2.5.2.2.1 Solicit customer feedback on complaint handling and 0
resolution
11237 2.5.2.2.2 Analyze customer complaint data and identify 0
10403 2.5.2.3 Measure customer satisfaction with products and services 0

16596 2.5.2.4 Measure customer satisfaction with ordering experience 0
16597 2.5.3 Maintain customer master data 0
16598 2.5.3.1 Collect and merge internal and third-party customer 0
information
16599 2.5.3.2 De-duplicate customer data 0
16600 2.5.3.3 Create and manage households 0
16602 2.5.3.4 Maintain demographic and purchase history information 0

16611 3.1 Perform customer and market analysis 0
10106 3.1.1 Perform analysis 0
16612 3.1.1.1 Define and manage personas 0
10108 3.1.1.2 Conduct customer and market research 0
10109 3.1.1.3 Identify market segments 0
10110 3.1.1.4 Analyze market and industry trends 0
10111 3.1.1.5 Analyze competing organizations, competitive/substitute 0
products
10112 3.1.1.6 Evaluate existing products/brands 0
10113 3.1.1.7 Assess internal and external business environment 0
10107 3.1.2 Evaluate and prioritize market opportunities 0
10116 3.1.2.1 Quantify market opportunities 0
10117 3.1.2.2 Determine target segments 0
10118 3.1.2.3 Prioritize opportunities consistent with capabilities and 0
10119 3.1.2.4 Validate opportunities 0
16613 3.1.3 Track and respond to shopper insight 0
16614 3.1.3.1 Track customer site activity 0
16615 3.1.3.2 Track customer purchase patterns 0
16616 3.1.3.3 Develop business rules to provide personalized offers 0
16617 3.1.3.4 Monitor effectiveness and adjust offers 0
16618 3.2 Market to customers 0
16619 3.2.1 Promote and manage brands 0
16620 3.2.1.1 Define unique brand positioning 0
16621 3.2.1.2 Align market strategy (product assortment, pricing, 0
merchandising, etc.) to align to positioning
16622 3.2.1.3 Determine strategic investment plan (% breakout of build 0
awareness vs customer acquisition and retention, etc.)
16623 3.2.1.4 Manage brand licensing and usage 0
16624 3.2.1.5 Measure and reassess activities against strategy, plan, and 0
investment

10152 3.2.2 Develop and manage promotional activities 0
10167 3.2.2.1 Define promotional concepts 0
10168 3.2.2.2 Plan and test promotional activities 0
10170 3.2.2.4 Evaluate promotional performance metrics 0
10171 3.2.2.5 Refine promotional performance metrics 0
10172 3.2.2.6 Incorporate learning into future/planned promotions 0
16625 3.2.3 Manage social media 0
16626 3.2.3.1 Develop social media strategy 0
16742 3.2.3.2 Define social media performance metrics 0
16627 3.2.3.3 Monitor and respond to social media activity 0
16628 3.2.3.4 Execute social media campagins 0
16743 3.2.3.5 Evaluate social media performance metrics 0
10150 3.2.4 Develop and manage media campaigns 0
10158 3.2.4.1 Define media objectives 0
10159 3.2.4.2 Develop marketing messages 0
10160 3.2.4.3 Define target audience 0
10161 3.2.4.4 Engage media provider 0
10162 3.2.4.5 Develop and execute advertising 0
11253 3.2.4.6 Develop and execute other marketing campaigns/programs 0
11254 3.2.4.7 Assess brand/product marketing plan performance 0
16629 3.2.5 Manage product marketing content 0
16630 3.2.5.1 Manage product images 0
16631 3.2.5.2 Manage product copy 0
16632 3.2.6 Develop and manage customer loyalty programs 0
10173 3.2.6.1 Determine customer loyalty/lifetime value 0
10174 3.2.6.2 Analyze customer revenue trend 0
10175 3.2.6.3 Analyze customer attrition and retention rates 0
10176 3.2.6.4 Analyze customer metrics 0
10177 3.2.6.5 Revise customer strategies, objectives, and plans based on 0
metrics
16633 3.2.6.6 Define and manage customer loyalty program benefits and 0
events

16635 4.1 Develop product plan 0
16636 4.1.1 Develop category plan 0
11470 4.1.1.1 Analyze category/product positioning and performance 0
16637 4.1.1.2 Forecast category demand by market/channel 0
16638 4.1.1.3 Assign revenue and margin targets to each category 0
16639 4.1.2 Define assortment plan 0
16640 4.1.2.1 Define cross-sell/up-sell substitutes 0
10063 4.1.2.2 Evaluate performance of existing products/services against 0
10064 4.1.2.3 Define product/service requirements 0
10068 4.1.2.3.1 Identify potential improvements to existing products 0
and services
10069 4.1.2.3.2 Identify potential new products and services 0
16641 4.1.2.4 Develop product plan to meet category goals 0
16642 4.1.2.5 Develop item assortment plan 0
10154 4.1.2.6 Develop and manage packaging strategy 0
10178 4.1.2.6.1 Plan packaging strategy 0
10179 4.1.2.6.2 Test packaging options 0
10180 4.1.2.6.3 Execute packaging strategy 0
10181 4.1.2.6.4 Refine packaging 0
10129 4.1.3 Develop and manage sales and pricing plan 0
10134 4.1.3.1 Gather current and historic order information 0
10135 4.1.3.2 Analyze sales trends and patterns 0
10136 4.1.3.3 Generate sales forecast 0
10137 4.1.3.4 Analyze historical and planned promotions and events 0
16644 4.1.3.5 Generate open-to-buy orders 0
16645 4.1.4 Develop allocation plan 0
16646 4.1.4.1 Assess channel and store demand for products and services 0
16747 4.1.4.2 Forecast channel and store demand for products and 0
services

16647 4.1.4.3 Develop inventory allocation plan 0
16648 4.1.4.4 Monitor and adjust inventory levels to meet demand 0
16649 4.1.5 Manage product lifecycle 0
10077 4.1.5.1 Introduce new products/services 0
10164 4.1.5.2 Execute pricing plan 0
16650 4.1.5.3 Monitor sales and margin performance 0
10078 4.1.5.4 Retire outdated products/services 0
16651 4.2 Manage product development lifecycle 0
16652 4.2.1 Develop manufacturing outsourcing strategy 0
16653 4.2.1.1 Assess manufacturer capabilities vs requirements 0
16654 4.2.1.2 Assess availability of materials 0
16655 4.2.1.3 Set market penetration targets 0
16656 4.2.1.4 Prepare business case 0
16657 4.2.2 Design products 0
10085 4.2.2.1 Develop product/service design specifications 0
10086 4.2.2.2 Document design specifications 0
10087 4.2.2.3 Conduct mandatory and elective external reviews (legal, 0
10088 4.2.2.4 Build prototypes 0
16658 4.2.3 Procure materials 0
16659 4.2.3.1 Assess material requirements across product lines 0
16660 4.2.3.2 Contract with material suppliers 0
16661 4.2.3.3 Issue material purchase orders 0
16662 4.2.4 Contract with manufacturers 0
10092 4.2.4.1 Collaborate on design with suppliers and contract 0
manufacturers
16663 4.2.4.2 Establish manufacturer metrics 0
16664 4.2.4.3 Contract with manufacturers 0
16665 4.2.5 Manage production 0
16666 4.2.5.1 Integrate with demand management 0
16667 4.2.5.2 Manage logistics 0
16668 4.2.5.3 Monitor production vs metrics 0
16669 4.2.5.4 Provide feedback to manufacturer and adjust contract 0

16670 4.2.5.5 Monitor quality of product and adjust process 0
16671 4.2.5.6 Provide end-to-end supply chain visibility 0
16672 4.3 Source products 0
10277 4.3.1 Develop sourcing plans 0
10281 4.3.1.1 Develop procurement plan 0
10282 4.3.1.2 Clarify purchasing requirements 0
10283 4.3.1.3 Develop inventory strategy 0
10284 4.3.1.4 Match needs to supply capabilities 0
10285 4.3.1.5 Analyze company spend profile 0
10286 4.3.1.6 Seek opportunities to improve efficiency and value 0
10287 4.3.1.7 Collaborate with suppliers to identify sourcing opportunities 0
16643 4.3.1.8 Negotiate trade agreements with vendors 0
10279 4.3.2 Purchase product 0
10292 4.3.2.1 Process/Review requisitions 0
10293 4.3.2.2 Approve requisitions 0
10294 4.3.2.3 Solicit/Track vendor quotes 0
10295 4.3.2.4 Create/Distribute purchase orders 0
10296 4.3.2.5 Expedite orders and satisfy inquiries 0
10297 4.3.2.6 Record receipt of goods 0
16741 4.3.3 Manage supplier performance 0
10299 4.3.3.1 Monitor/Manage supplier information 0
10300 4.3.3.2 Prepare/Analyze procurement and vendor performance 0
10302 4.3.3.3 Monitor quality of product delivered 0
10278 4.3.4 Select suppliers and develop/maintain contracts 0
10288 4.3.4.1 Select suppliers 0
10289 4.3.4.2 Certify and validate suppliers 0
10290 4.3.4.3 Negotiate and establish contracts 0
10291 4.3.4.4 Manage contracts 0
16673 4.3.4.5 Negotiate supplier/vendor trade spend 0
16674 4.3.5 Manage demand 0
10235 4.3.5.1 Develop baseline forecasts 0
10236 4.3.5.2 Collaborate with customers 0

10240 4.3.5.3 Evaluate and revise forecasting approach 0
10241 4.3.5.4 Measure forecast accuracy 0
16675 4.3.5.5 Develop replenishment orders 0
10062 4.3.6 Manage product master data 0
16676 4.3.6.1 Create new item 0
16677 4.3.6.2 Create item attributes 0
16678 4.3.6.3 Maintain product attributes 0

16680 5.1 Operate warehouse 0
16681 5.1.1 Plan warehouse layout and operations 0
10226 5.1.1.1 Establish distribution planning constraints 0
10267 5.1.1.1.1 Establish distribution center layout constraints 0
10268 5.1.1.1.2 Establish inventory management constraints 0
10269 5.1.1.1.3 Establish transportation management constraints 0
10253 5.1.1.2 Determine product inventory requirements at destination 0
10349 5.1.1.3 Plan inbound material receipts 0
16682 5.1.1.4 Plan outbound product flow 0
16683 5.1.2 Manage inventory 0
16684 5.1.2.1 Plan inventory and replenishment levels 0
16685 5.1.2.2 Track quantity and location of items 0
10376 5.1.2.3 Determine lot numbering system 0
10377 5.1.2.4 Determine lot usage 0
16686 5.1.2.5 Track and manage lots and serial numbered items 0
10353 5.1.2.6 Track inventory deployment 0
10354 5.1.2.7 Receive, inspect, and store inbound deliveries 0
10355 5.1.2.8 Track product availability 0
10357 5.1.2.9 Track inventory accuracy 0
10358 5.1.2.10 Track third-party logistics storage and shipping 0
10359 5.1.2.11 performance
Manage physical finished goods inventory 0
16687 5.1.2.12 Prepare items/products for sale 0
16688 5.1.2.13 Repackage items into SKUs 0
16689 5.1.3 Manage loading docks and yard 0
16690 5.1.3.1 Analyze and forecast yard/dock traffic 0
16691 5.1.3.2 Execute yard and dock schedules 0
16692 5.1.3.3 Adjust schedules 0
10356 5.1.4 Pick, pack, and ship 0
16693 5.1.4.1 Analyze product velocities 0
16694 5.1.4.2 Develop pick plan/patterns 0
16695 5.1.4.3 Generate pick lists and pick 0

16696 5.1.4.4 Pack orders and apply shipping labels 0
16697 5.1.4.5 Load trucks 0
16702 5.1.5.4 Assign and manage tasks 0
16703 5.1.5.5 Monitor and adjust labor level 0
16704 5.1.6 Manage returns 0
10364 5.1.6.1 Authorize and process returns 0
10365 5.1.6.2 Perform reverse logistics 0
10366 5.1.6.3 Perform salvage activities 0
10367 5.1.6.4 Manage and process warranty claims 0
14195 5.1.6.5 Manage repair/refurbishment and return to customer/stock 0
16744 5.1.7 Transfer product cross-dock 0
16705 5.2 Manage transportation and logistics 0
16706 5.2.1 Define distribution plan 0
16707 5.2.1.1 Analyze sources and destinations of goods 0
16708 5.2.1.2 Analyze average and peak goods flows and lead times 0
16709 5.2.1.3 Identify and assess transportation and storage alternatives 0
16710 5.2.1.4 Develop overall distribution plan 0
16711 5.2.1.5 Assess performance and adjust plan 0
16712 5.2.2 Plan transportation network 0
16713 5.2.2.1 Assess current transportation network performance 0
16714 5.2.2.2 Select transportation suppliers 0
16715 5.2.2.3 Negotiate contracts with transportation suppliers 0
10347 5.2.2.4 Optimize transportation schedules and costs 0
10348 5.2.2.5 Define key performance measures 0
16716 5.2.2.6 Define routing policies 0
16717 5.2.3 Plan and manage inbound product flow 0
10350 5.2.3.1 Manage inbound product flow 0
10351 5.2.3.2 Monitor inbound delivery performance 0
10352 5.2.3.3 Manage flow of returned products 0

16718 5.2.4 Manage imports/exports 0
16719 5.2.4.1 Understand import/export laws and regulations 0
16721 5.2.4.3 Monitor import/export activities for compliance 0
16722 5.2.4.4 Report and resolve violations 0
16723 5.2.5 Operate outbound transportation 0
10360 5.2.5.1 Plan, transport, and deliver outbound product 0
10362 5.2.5.2 Manage transportation fleet 0
10363 5.2.5.3 Process and audit carrier invoices and documents 0
16724 5.2.5.4 Plan carriers and routes 0
16725 5.2.5.5 Contract transportation suppliers 0
16746 5.2.5.6 Optimize backhaul opportunities 0
10361 5.2.6 Track carrier performance 0
16726 5.3 Manage enterprise inventory 0
16727 5.3.1 Replenish retail stores 0
16728 5.3.1.1 Monitor retail store inventory levels 0
16729 5.3.1.2 Generate replenishment orders 0
16730 5.3.1.3 Execute replenishment orders from warehouse 0
16731 5.3.2 Balance enterprise inventory 0
16732 5.3.2.1 Allocate inventory to stores 0
16733 5.3.2.2 Monitor and adjust inventory levels 0
16734 5.3.2.3 Balance inventory to maximize sales 0
16735 5.3.2.4 Manage ship from store and store pickup inventory levels 0
16736 5.3.2.5 Manage pullbacks from stores 0
16737 5.3.3 Replenish fulfillment centers 0
16738 5.3.3.1 Monitor enterprise inventory levels 0
16739 5.3.3.2 Generate purchase orders 0
16740 5.3.3.3 Receive and distribute replenishment orders from suppliers 0
16745 5.4 Manage direct-to-store-delivery 0

17043 6.1 Develop and manage human resources (HR) planning, policies, 0
and strategies
10415 6.1.1 Develop human resources strategy 0
10418 6.1.1.1 Identify strategic HR needs 0
10419 6.1.1.2 Define HR and business function roles and accountability 0
10420 6.1.1.3 Determine HR costs 0
10421 6.1.1.4 Establish HR measures 0
10422 6.1.1.5 Communicate HR strategies 0
10416 6.1.2 Develop and implement human resources plans 0
10423 6.1.2.1 Gather skill requirements according to corporate strategy 0
10424 6.1.2.2 Plan employee resourcing requirements per 0
unit/organization
10425 6.1.2.3 Develop compensation plan 0
10426 6.1.2.4 Develop succession plan 0
10427 6.1.2.5 Develop employee diversity plan 0
10428 6.1.2.6 Develop other HR programs 0
10429 6.1.2.7 Develop HR policies 0
10430 6.1.2.8 Administer HR policies 0
10431 6.1.2.9 Plan employee benefits 0
10432 6.1.2.10 Develop strategy for HR systems/technologies/tools 0
10433 6.1.2.11 Develop work force strategy models 0
10417 6.1.3 Monitor and update plans 0
10434 6.1.3.1 Measure realization of objectives 0
10435 6.1.3.2 Measure contribution to business strategy 0
10436 6.1.3.3 Communicate plans and provide updates to stakeholders 0
10438 6.1.3.4 Review and revise HR plans 0
17046 6.1.4 Develop competency management models 0
10410 6.2 Recruit, source, and select employees 0
10439 6.2.1 Manage employee requisitions 0

10445 6.2.1.1 Align staffing plan to work force plan and business unit 0
10446 6.2.1.2 Develop and open job requisitions 0
10447 6.2.1.3 Develop job descriptions 0
10448 6.2.1.4 Post requisitions 0
10449 6.2.1.5 Manage internal/external job posting Web sites 0
10450 6.2.1.6 Modify requisitions 0
10451 6.2.1.7 Notify hiring manager 0
10452 6.2.1.8 Manage requisition dates 0
10440 6.2.2 Recruit/Source candidates 0
10453 6.2.2.1 Determine recruitment methods and channels 0
10454 6.2.2.2 Perform recruiting activities/events 0
10455 6.2.2.3 Manage recruitment vendors 0
17047 6.2.2.4 Manage employee referral programs 0
17048 6.2.2.5 Manage recruitment channels 0
17049 6.2.3 Screen and select candidates 0
10456 6.2.3.1 Identify and deploy candidate selection tools 0
10457 6.2.3.2 Interview candidates 0
10458 6.2.3.3 Test candidates 0
10459 6.2.3.4 Select and reject candidates 0
10460 6.2.3.5 Obtain candidate background information 0
10461 6.2.3.6 Conduct pre-employment screening 0
10462 6.2.3.7 Recommend/Not recommend candidate 0
10443 6.2.4 Manage new hire/re-hire 0
10463 6.2.4.1 Draw up and make offer 0
10464 6.2.4.2 Negotiate offer 0
10465 6.2.4.3 Hire candidate 0
10444 6.2.5 Manage Applicant Information 0
10466 6.2.5.1 Create applicant record 0
10467 6.2.5.2 Manage/Track applicant data 0
10468 6.2.5.3 Archive and retain records of non-hires 0
10411 6.3 Develop and counsel employees 0
10469 6.3.1 Manage employee orientation and deployment 0

10474 6.3.1.1 Create/Maintain employee on-boarding program 0
11243 6.3.1.2 Evaluate the effectiveness of employee on-boarding 0
program
17050 6.3.1.3 Execute onboarding program 0
10470 6.3.2 Manage employee performance 0
10479 6.3.2.1 Define performance objectives 0
10480 6.3.2.2 Review, appraise, and manage employee performance 0
10481 6.3.2.3 Evaluate and review performance program 0
17052 6.3.3 Manage employee relations 0
10482 6.3.3.1 Manage health and safety 0
10483 6.3.3.2 Manage labor relations 0
10484 6.3.3.3 Manage collective bargaining process 0
10485 6.3.3.4 Manage labor management partnerships 0
10472 6.3.4 Manage employee development 0
10487 6.3.4.1 Define employee development guidelines 0
10488 6.3.4.2 Develop employee career plans 0
17051 6.3.4.3 Manage employee skills development 0
10473 6.3.5 Develop and train employees 0
10490 6.3.5.1 Align employee and organization development needs 0
10491 6.3.5.2 Align learning programs with competencies 0
10492 6.3.5.3 Establish training needs by analysis of required and 0
available skills
10493 6.3.5.4 Develop, conduct, and manage employee and/or 0
management training programs
10412 6.4 Reward and retain employees 0
17053 6.4.1 Develop and manage reward, recognition, and motivation 0
programs
10498 6.4.1.1 Develop salary/compensation structure and plan 0
10499 6.4.1.2 Develop benefits and reward plan 0
10500 6.4.1.3 Perform competitive analysis of benefit and rewards 0
10501 6.4.1.4 Identify compensation requirements based on financial, 0
10502 6.4.1.5 Administer compensation and rewards to employees 0

10503 6.4.1.6 Reward and motivate employees 0
10495 6.4.2 Manage and administer benefits 0
10504 6.4.2.1 Deliver employee benefits program 0
10505 6.4.2.2 Administer benefit enrollment 0
10506 6.4.2.3 Process claims 0
10507 6.4.2.4 Perform benefit reconciliation 0
17054 6.4.3 Manage employee assistance and retention 0
10508 6.4.3.1 Deliver programs to support work/life balance for 0
10509 6.4.3.2 employees
Develop family support systems 0
10510 6.4.3.3 Review retention and motivation indicators 0
10511 6.4.3.4 Review compensation plan 0
10497 6.4.4 Administer payroll 0
10413 6.5 Redeploy and retire employees 0
10512 6.5.1 Manage promotion and demotion process 0
10513 6.5.2 Manage separation 0
10514 6.5.3 Manage retirement 0
10515 6.5.4 Manage leave of absence 0
10516 6.5.5 Develop and implement employee outplacement 0
10517 6.5.6 Manage deployment of personnel 0
17055 6.5.7 Relocate employees, and manage assignments 0
10520 6.5.8 Manage expatriates 0
17056 6.6 Manage employee information and analytics 0
10522 6.6.1 Manage reporting processes 0
10523 6.6.2 Manage employee inquiry process 0
10524 6.6.3 Manage and maintain employee data 0
10525 6.6.4 Manage human resource information systems (HRIS) 0
10526 6.6.5 Develop and manage employee metrics 0
10527 6.6.6 Develop and manage time and attendance systems 0
10528 6.6.7 Manage employee communication 0
10530 6.6.7.1 Manage/Collect employee suggestions and perform 0
employee research
10531 6.6.7.2 Manage employee grievances 0
17057 6.7 Manage employee communication 0

10529 6.7.1 Develop employee communication plan 0
10532 6.7.2 Deliver employee communications 0

10563 7.1 Manage the business of information technology 0
10570 7.1.1 Develop the enterprise IT strategy 0
10603 7.1.1.1 Build strategic intelligence 0
10604 7.1.1.2 Identify long-term IT needs of the enterprise in 0
collaboration with stakeholders
10605 7.1.1.3 Define strategic standards, guidelines, and principles 0
10606 7.1.1.4 Define and establish IT architecture and development 0
standards
10607 7.1.1.5 Define strategic vendors for IT components 0
10608 7.1.1.6 Establish IT governance organization and processes 0
10609 7.1.1.7 Build strategic plan to support business objectives 0
10571 7.1.2 Define the enterprise architecture 0
10611 7.1.2.1 Establish the enterprise architecture definition 0
10612 7.1.2.2 Confirm enterprise architecture maintenance approach 0
10613 7.1.2.3 Maintain the relevance of the enterprise architecture 0
10614 7.1.2.4 Act as clearinghouse for IT research and innovation 0
10615 7.1.2.5 Govern the enterprise architecture 0
10572 7.1.3 Manage the IT portfolio 0
10616 7.1.3.1 Establish the IT portfolio 0
10617 7.1.3.2 Analyze and evaluate the value of the IT portfolio for the 0
enterprise
10618 7.1.3.3 Provision resources in accordance with strategic priorities 0
10573 7.1.4 Perform IT research and innovation 0
10620 7.1.4.1 Research technologies to innovate IT services and solutions 0
10621 7.1.4.2 Transition viable technologies for IT services and solutions 0
development
10575 7.1.5 Evaluate and communicate IT business value and performance 0
10625 7.1.5.1 Establish and monitor key performance indicators 0

10626 7.1.5.2 Evaluate IT plan performance 0
10627 7.1.5.3 Communicate IT value 0

10564 7.2 Develop and manage IT customer relationships 0
10578 7.2.1 Develop IT services and solutions strategy 0
11244 7.2.1.1 Research IT services and solutions to address business and 0
user requirements
11245 7.2.1.2 Translate business and user requirements into IT services 0
and solutions requirements
11246 7.2.1.3 Formulate IT services and solutions strategic initiatives 0
11247 7.2.1.4 Coordinate strategies with internal stakeholders to ensure 0
alignment
11248 7.2.1.5 Evaluate and select IT services and solutions strategic 0
initiatives
10579 7.2.2 Develop and manage IT service levels 0
10640 7.2.2.1 Create and maintain the IT services and solutions catalog 0
10641 7.2.2.2 Establish and maintain business and IT service-level 0
agreements
10642 7.2.2.3 Evaluate and report service-level attainment results 0
10643 7.2.2.4 Communicate business and IT service-level improvement 0
opportunities
10580 7.2.3 Perform demand-side management (DSM) for IT services 0
10644 7.2.3.1 Analyze IT services and solutions consumption and usage 0
10645 7.2.3.2 Develop and implement incentive programs that improve 0
10646 7.2.3.3 Develop volume/unit forecast for IT services and solutions 0
10581 7.2.4 Manage IT customer satisfaction 0
10647 7.2.4.1 Capture and analyze customer satisfaction 0
10648 7.2.4.2 Assess and communicate customer satisfaction patterns 0
10649 7.2.4.3 Initiate improvements based on customer satisfaction 0
patterns
10582 7.2.5 Market IT services and solutions 0
10650 7.2.5.1 Develop IT services and solutions marketing strategy 0
10651 7.2.5.2 Develop and manage IT customer strategy 0
10652 7.2.5.3 Manage IT services and solutions advertising and 0
promotional campaigns

10653 7.2.5.4 Process and track IT services and solutions orders 0
11220 7.3 Develop and implement security, privacy, and data protection 0
controls
11230 7.3.1 Establish information security, privacy, and data protection 0
11231 7.3.2 Test, evaluate, and implement information security and privacy 0
and data protection controls
10565 7.4 Manage enterprise information 0
10583 7.4.1 Develop information and content management strategies 0
10654 7.4.1.1 Understand information and content management needs 0
and the role of IT services for executing the business
strategy
10655 7.4.1.2 Assess the information and content management 0
implications of new technologies
10656 7.4.1.3 Identify and prioritize information and content 0
management actions
10584 7.4.2 Define the enterprise information architecture 0
10657 7.4.2.1 Define information elements, composite structure, logical 0
relationships and constraints, taxonomy, and derivation
10658 7.4.2.2 rules
Define information access requirements 0
10659 7.4.2.3 Establish data custodianship 0
10660 7.4.2.4 Manage changes to content data architecture requirements 0
10585 7.4.3 Manage information resources 0
10661 7.4.3.1 Define the enterprise information/data policies and 0
standards
10662 7.4.3.2 Develop and implement data and content administration 0
10586 7.4.4 Perform enterprise data and content management 0
10663 7.4.4.1 Define sources and destinations of content data 0
10664 7.4.4.2 Manage technical interfaces to users of content 0
10665 7.4.4.3 Manage retention, revision, and retirement of enterprise 0
information
10566 7.5 Develop and maintain information technology solutions 0
10587 7.5.1 Develop the IT development strategy 0

10666 7.5.1.1 Establish sourcing strategy for IT development 0
10667 7.5.1.2 Define development processes, methodologies, and tools 0
standards
10668 7.5.1.3 Select development methodologies and tools 0
10588 7.5.2 Perform IT services and solutions life cycle planning 0
10669 7.5.2.1 Plan development of new requirements 0
10670 7.5.2.2 Plan development of feature and functionality 0
10671 7.5.2.3 enhancement
Develop life cycle plan for IT services and solutions 0
10589 7.5.3 Develop and maintain IT services and solutions architecture 0
10672 7.5.3.1 Create IT services and solutions architecture 0
10673 7.5.3.2 Revise IT services and solutions architecture 0
10674 7.5.3.3 Retire IT services and solutions architecture 0
10590 7.5.4 Create IT services and solutions 0
10675 7.5.4.1 Understand confirmed requirements 0
10676 7.5.4.2 Design IT services and solutions 0
10677 7.5.4.3 Acquire/Develop IT service/solution components 0
10678 7.5.4.4 Train services and solutions resources 0
10679 7.5.4.5 Test IT services/solutions 0
10680 7.5.4.6 Confirm customer acceptance 0
10591 7.5.5 Maintain IT services and solutions 0
10681 7.5.5.1 Understand upkeep/enhance requirements and defect 0
analysis
10682 7.5.5.2 Design change to existing IT service/solution 0
10683 7.5.5.3 Acquire/Develop changed IT service/solution component 0
10684 7.5.5.4 Test IT service/solution change 0
10685 7.5.5.5 Retire solutions and services 0
10567 7.6 Deploy information technology solutions 0
10592 7.6.1 Develop the IT deployment strategy 0
10686 7.6.1.1 Establish IT services and solutions change policies 0
10687 7.6.1.2 Define deployment process, procedures, and tools 0
standards
10688 7.6.1.3 Select deployment methodologies and tools 0
10593 7.6.2 Plan and implement changes 0

10689 7.6.2.1 Plan change deployment 0
10690 7.6.2.2 Communicate changes to stakeholders 0
10691 7.6.2.3 Administer change schedule 0
10692 7.6.2.4 Train impacted users 0
10693 7.6.2.5 Distribute and install change 0
10694 7.6.2.6 Verify change 0
10594 7.6.3 Plan and manage releases 0
10695 7.6.3.1 Understand and coordinate release design and acceptance 0
10696 7.6.3.2 Plan release rollout 0
10697 7.6.3.3 Distribute and install release 0
10698 7.6.3.4 Verify release 0
10568 7.7 Deliver and support information technology services 0
10595 7.7.1 Develop IT services and solution delivery strategy 0
10699 7.7.1.1 Establish sourcing strategy for IT delivery 0
10700 7.7.1.2 Define delivery processes, procedures, and tools standards 0
10701 7.7.1.3 Select delivery methodologies and tools 0
10596 7.7.2 Develop IT support strategy 0
10702 7.7.2.1 Establish sourcing strategy for IT support 0
10703 7.7.2.2 Define IT support services 0
10597 7.7.3 Manage IT infrastructure resources 0
10704 7.7.3.1 Manage IT inventory and assets 0
10705 7.7.3.2 Manage IT resource capacity 0
10598 7.7.4 Manage IT infrastructure operations 0
10706 7.7.4.1 Deliver IT services and solutions 0
10707 7.7.4.2 Perform IT operations support services 0
10599 7.7.5 Support IT services and solutions 0
10708 7.7.5.1 Manage availability 0
10709 7.7.5.2 Manage facilities 0
10710 7.7.5.3 Manage backup/recovery 0
10711 7.7.5.4 Manage performance and capacity 0
10712 7.7.5.5 Manage incidents 0
10713 7.7.5.6 Manage problems 0
10714 7.7.5.7 Manage inquiries 0

10728 8.1 Perform planning and management accounting 0
10738 8.1.1 Perform planning/budgeting/forecasting 0
10771 8.1.1.1 Develop and maintain budget policies and procedures 0
10772 8.1.1.2 Prepare periodic budgets and plans 0
10773 8.1.1.3 Prepare periodic financial forecasts 0
10739 8.1.2 Perform cost accounting and control 0
10774 8.1.2.1 Perform inventory accounting 0
10775 8.1.2.2 Perform cost of sales analysis 0
10776 8.1.2.3 Perform product costing 0
10777 8.1.2.4 Perform variance analysis 0
11175 8.1.2.5 Report on profitability 0
10740 8.1.3 Perform cost management 0
10778 8.1.3.1 Determine key cost drivers 0
10779 8.1.3.2 Measure cost drivers 0
10780 8.1.3.3 Determine critical activities 0
10781 8.1.3.4 Manage asset resource deployment and utilization 0
10741 8.1.4 Evaluate and manage financial performance 0
10782 8.1.4.1 Assess customer and product profitability 0
10783 8.1.4.2 Evaluate new products 0
10784 8.1.4.3 Perform life cycle costing 0
10785 8.1.4.4 Optimize customer and product mix 0
10786 8.1.4.5 Track performance of new-customer and product strategies 0
10787 8.1.4.6 Prepare activity-based performance measures 0
10788 8.1.4.7 Manage continuous cost improvement 0
10729 8.2 Perform revenue accounting 0
10742 8.2.1 Process customer credit 0
10789 8.2.1.1 Establish credit policies 0
10790 8.2.1.2 Analyze/Approve new account applications 0
10791 8.2.1.3 Review existing accounts 0
10792 8.2.1.4 Produce credit/collection reports 0
10793 8.2.1.5 Reinstate or suspend accounts based on credit policies 0

10743 8.2.2 Invoice customer 0
10794 8.2.2.1 Maintain customer/product master files 0
10795 8.2.2.2 Generate customer billing data 0
10796 8.2.2.3 Transmit billing data to customers 0
10797 8.2.2.4 Post receivable entries 0
10798 8.2.2.5 Resolve customer billing inquiries 0
10744 8.2.3 Process accounts receivable (AR) 0
10799 8.2.3.1 Establish AR policies 0
10800 8.2.3.2 Receive/Deposit customer payments 0
10801 8.2.3.3 Apply cash remittances 0
10802 8.2.3.4 Prepare AR reports 0
10803 8.2.3.5 Post AR activity to the general ledger 0
10745 8.2.4 Manage and process collections 0
10804 8.2.4.1 Establish policies for delinquent accounts 0
10805 8.2.4.2 Analyze delinquent account balances 0
10806 8.2.4.3 Correspond/Negotiate with delinquent accounts 0
10807 8.2.4.4 Discuss account resolution with internal parties 0
10808 8.2.4.5 Process adjustments/write off balances 0
10746 8.2.5 Manage and process adjustments/deductions 0
10809 8.2.5.1 Establish policies/procedures for adjustments 0
10810 8.2.5.2 Analyze adjustments 0
10811 8.2.5.3 Correspond/Negotiate with customer 0
10812 8.2.5.4 Discuss resolution with internal parties 0
10813 8.2.5.5 Prepare chargeback invoices 0
10814 8.2.5.6 Process related entries 0
10730 8.3 Perform general accounting and reporting 0
10747 8.3.1 Manage policies and procedures 0
10815 8.3.1.1 Negotiate service-level agreements 0
10816 8.3.1.2 Establish accounting policies 0
10817 8.3.1.3 Set and enforce approval limits 0
10818 8.3.1.4 Establish common financial systems 0
10748 8.3.2 Perform general accounting 0
10819 8.3.2.1 Maintain chart of accounts 0

10820 8.3.2.2 Process journal entries 0
10821 8.3.2.3 Process allocations 0
10822 8.3.2.4 Process period end adjustments (e.g., accruals and 0
currency conversions)
10823 8.3.2.5 Post and reconcile intercompany transactions 0
10824 8.3.2.6 Reconcile general ledger accounts 0
10825 8.3.2.7 Perform consolidations and process eliminations 0
10826 8.3.2.8 Prepare trial balance 0
10827 8.3.2.9 Prepare and post management adjustments 0
10749 8.3.3 Perform fixed-asset accounting 0
10828 8.3.3.1 Establish fixed-asset policies and procedures 0
10829 8.3.3.2 Maintain fixed-asset master data files 0
10830 8.3.3.3 Process and record fixed-asset additions and retires 0
10831 8.3.3.4 Process and record fixed-asset adjustments, enhancements, 0
10832 8.3.3.5 Process and record fixed-asset maintenance and repair 0
expenses
10833 8.3.3.6 Calculate and record depreciation expense 0
10834 8.3.3.7 Reconcile fixed-asset ledger 0
10835 8.3.3.8 Track fixed-assets including physical inventory 0
10836 8.3.3.9 Provide fixed-asset data to support tax, statutory, and 0
10750 8.3.4 Perform financial reporting 0
10837 8.3.4.1 Prepare business unit financial statements 0
10838 8.3.4.2 Prepare consolidated financial statements 0
10839 8.3.4.3 Perform business unit reporting/review management 0
10840 8.3.4.4 reports
Perform consolidated reporting/review of cost management 0
reports
10841 8.3.4.5 Prepare statements for board review 0
10842 8.3.4.6 Produce quarterly/annual filings and shareholder reports 0
10843 8.3.4.7 Produce regulatory reports 0
10731 8.4 Manage fixed-asset project accounting 0
10751 8.4.1 Perform capital planning and project approval 0

10844 8.4.1.1 Develop capital investment policies and procedures 0
10845 8.4.1.2 Develop and approve capital expenditure plans and 0
10846 8.4.1.3 budgets
Review and approve capital projects and fixed-asset 0
acquisitions
10847 8.4.1.4 Conduct financial justification for project approval 0
10752 8.4.2 Perform capital project accounting 0
10848 8.4.2.1 Create project account codes 0
10849 8.4.2.2 Record project-related transactions 0
10850 8.4.2.3 Monitor and track capital projects and budget spending 0
10851 8.4.2.4 Close/Capitalize projects 0
10852 8.4.2.5 Measure financial returns on completed capital projects 0
10732 8.5 Process payroll 0
10753 8.5.1 Report time 0
10854 8.5.1.2 Collect and record employee time worked 0
10855 8.5.1.3 Analyze and report paid and unpaid leave 0
10856 8.5.1.4 Monitor regular, overtime, and other hours 0
10857 8.5.1.5 Analyze and report employee utilization 0
10754 8.5.2 Manage pay 0
10858 8.5.2.1 Enter employee time worked into payroll system 0
10859 8.5.2.2 Maintain and administer employee earnings information 0
10860 8.5.2.3 Maintain and administer applicable deductions 0
10861 8.5.2.4 Monitor changes in tax status of employees 0
10862 8.5.2.5 Process and distribute payments 0
10863 8.5.2.6 Process and distribute manual checks 0
10864 8.5.2.7 Process period-end adjustments 0
10865 8.5.2.8 Respond to employee payroll inquiries 0
10755 8.5.3 Process payroll taxes 0
10866 8.5.3.1 Calculate and pay applicable payroll taxes 0
10867 8.5.3.2 Produce and distribute employee annual tax statements 0
10868 8.5.3.3 File regulatory payroll tax forms 0
10733 8.6 Process accounts payable and expense reimbursements 0
10756 8.6.1 Process accounts payable (AP) 0

10869 8.6.1.1 Verify AP pay file with purchase order vendor master file 0
10870 8.6.1.2 Maintain/Manage electronic commerce 0
10871 8.6.1.3 Audit invoices and key data in AP system 0
10872 8.6.1.4 Approve payments 0
10873 8.6.1.5 Process financial accruals and reversals 0
10874 8.6.1.6 Process taxes 0
10876 8.6.1.8 Process payments 0
10877 8.6.1.9 Respond to AP inquiries 0
10878 8.6.1.10 Retain records 0
10879 8.6.1.11 Adjust accounting records 0
10757 8.6.2 Process expense reimbursements 0
10880 8.6.2.1 Establish and communicate expense reimbursement 0
policies and approval limits
10881 8.6.2.2 Capture and report relevant tax data 0
10882 8.6.2.3 Approve reimbursements and advances 0
10883 8.6.2.4 Process reimbursements and advances 0
10884 8.6.2.5 Manage personal accounts 0
10734 8.7 Manage treasury operations 0
10758 8.7.1 Manage treasury policies and procedures 0
10885 8.7.1.1 Establish scope and governance of treasury operations 0
10886 8.7.1.2 Establish and publish treasury policies 0
10887 8.7.1.3 Develop treasury procedures 0
10888 8.7.1.4 Monitor treasury procedures 0
10889 8.7.1.5 Audit treasury procedures 0
10890 8.7.1.6 Revise treasury procedures 0
10891 8.7.1.7 Develop and confirm internal controls for treasury 0
10892 8.7.1.8 Define system security requirements 0
10893 8.7.2.1 Manage and reconcile cash positions 0
10894 8.7.2.2 Manage cash equivalents 0
10895 8.7.2.3 Process and oversee electronic fund transfers (EFTs) 0
10896 8.7.2.4 Develop cash flow forecasts 0

10897 8.7.2.5 Manage cash flows 0
10898 8.7.2.6 Produce cash management accounting transactions and 0
reports
10899 8.7.2.7 Manage and oversee banking relationships 0
10900 8.7.2.8 Analyze, negotiate, resolve, and confirm bank fees 0
10760 8.7.3 Manage in-house bank accounts 0
10901 8.7.3.1 Manage in-house bank accounts for subsidiaries 0
10902 8.7.3.2 Manage and facilitate inter-company borrowing 0
10903 8.7.3.3 transactions
Manage centralized outgoing payments on behalf of 0
subsidiaries
10904 8.7.3.4 Manage central incoming payments on behalf of 0
10905 8.7.3.5 subsidiaries
Manage internal payments and netting transactions 0
10906 8.7.3.6 Calculate interest and fees for in-house bank accounts 0
10907 8.7.3.7 Provide account statements for in-house bank accounts 0
10761 8.7.4 Manage debt and investment 0
10908 8.7.4.1 Manage financial intermediary relationships 0
10909 8.7.4.2 Manage liquidity 0
10910 8.7.4.3 Manage issuer exposure 0
10911 8.7.4.4 Process and oversee debt and investment transactions 0
10912 8.7.4.5 Process and oversee foreign currency transactions 0
10913 8.7.4.6 Produce debt and investment accounting transaction 0
14210 8.7.4.7 reports
Process and oversee interest rate transactions 0
11208 8.7.5 Monitor and execute risk and hedging transactions 0
11209 8.7.5.1 Manage interest-rate risk 0
11210 8.7.5.2 Manage foreign-exchange risk 0
11211 8.7.5.3 Manage exposure risk 0
11212 8.7.5.4 Develop and execute hedging transactions 0
11213 8.7.5.5 Evaluate and refine hedging positions 0
11214 8.7.5.6 Produce hedge accounting transactions and reports 0
11215 8.7.5.7 Monitor credit 0
10735 8.8 Manage internal controls 0
10762 8.8.1 Establish internal controls, policies, and procedures 0
10914 8.8.1.1 Establish board of directors and audit committee 0

10915 8.8.1.2 Define and communicate code of ethics 0
10916 8.8.1.3 Assign roles and responsibility for internal controls 0
11250 8.8.1.4 Define business process objectives and risks 0
11251 8.8.1.5 Define entity/unit risk tolerances 0
10763 8.8.2 Operate controls and monitor compliance with internal controls 0
policies and procedures
10917 8.8.2.1 Design and implement control activities 0
10918 8.8.2.2 Monitor control effectiveness 0
10919 8.8.2.3 Remediate control deficiencies 0
10920 8.8.2.4 Create compliance function 0
10921 8.8.2.5 Operate compliance function 0
10922 8.8.2.6 Implement and maintain controls-related enabling 0
10764 8.8.3 Report on internal controls compliance 0
10923 8.8.3.1 Report to external auditors 0
10924 8.8.3.2 Report to regulators, share-/debt-holders, securities 0
exchanges, etc.
10925 8.8.3.3 Report to third parties (e.g., business partners) 0
10926 8.8.3.4 Report to internal management 0
10736 8.9 Manage taxes 0
10765 8.9.1 Develop tax strategy and plan 0
10927 8.9.1.1 Develop foreign, national, state, and local tax strategy 0
10928 8.9.1.2 Consolidate and optimize total tax plan 0
10929 8.9.1.3 Maintain tax master data 0
10766 8.9.2 Process taxes 0
10930 8.9.2.1 Perform tax planning/strategy 0
10931 8.9.2.2 Prepare returns 0
10932 8.9.2.3 Prepare foreign taxes 0
10933 8.9.2.4 Calculate deferred taxes 0
10934 8.9.2.5 Account for taxes 0
10935 8.9.2.6 Monitor tax compliance 0
10936 8.9.2.7 Address tax inquiries 0
10737 8.10 Manage international funds/consolidation 0

10767 8.10.1 Monitor international rates 0
10768 8.10.2 Manage transactions 0
10769 8.10.3 Monitor currency exposure/hedge currency 0
17059 8.11 Perform global trade services 0
14090 8.11.1 Screen sanctioned party list 0
14091 8.11.2 Control exports and imports 0
14092 8.11.3 Classify products 0
14093 8.11.4 Calculate duty 0
14094 8.11.5 Communicate with customs 0
14095 8.11.6 Document trade 0
14096 8.11.7 Process trade preferences 0
14097 8.11.8 Handle restitution 0
14098 8.11.9 Prepare letter of credit 0

10937 9.1 Design and construct/acquire nonproductive assets 0
10941 9.1.1 Develop property strategy and long-term vision 0
10955 9.1.1.1 Confirm alignment of property requirements with business 0
strategy
10956 9.1.1.2 Assess the external environment 0
10957 9.1.1.3 Make build-or-buy decision 0
10942 9.1.2 Develop, construct, and modify sites 0
10943 9.1.3 Plan facility 0
10958 9.1.3.1 Design facility 0
10959 9.1.3.2 Analyze budget 0
10960 9.1.3.3 Select property 0
10961 9.1.3.4 Negotiate terms for facility 0
10962 9.1.3.5 Manage construction or modification to building 0
10944 9.1.4 Provide workspace and assets 0
10963 9.1.4.1 Acquire workspace and assets 0
10964 9.1.4.2 Change fit/form/function of workspace and assets 0
10938 9.2 Plan maintenance work 0
16472 9.2.1 Perform routine maintenance 0
16473 9.2.2 Perform corrective maintenance 0
16474 9.2.3 Overhaul equipment 0
10949 9.2.4 Manage facilities operations 0
10965 9.2.4.1 Relocate people 0
10966 9.2.4.2 Relocate material and tools 0
10939 9.3 Obtain and install assets, equipment, and tools 0
10950 9.3.1 Develop ongoing maintenance policies for productive assets 0
10967 9.3.1.1 Analyze assets, and predict maintenance requirements 0
10968 9.3.1.2 Develop approach to integrate preventive maintenance into 0
production schedule
10951 9.3.2 Obtain and install equipment 0
10969 9.3.2.1 Design engineering solution for the manufacturing process 0
10971 9.3.2.2 Install and commission equipment 0

10940 9.4 Dispose of productive and nonproductive assets 0
10952 9.4.1 Develop exit strategy 0
10953 9.4.2 Perform sale or trade 0
10954 9.4.3 Perform abandonment 0

16437 10.0 Manage Enterprise Risk, Compliance, Remediation and 0
Resiliency
17060 10.1 Manage enterprise risk 0
16439 10.1.1 Establish the enterprise risk framework and policies 0
16440 10.1.1.1 Determine risk tolerance for organization 0
16441 10.1.1.2 Develop and maintain enterprise risk policies and 0
procedures
16442 10.1.1.3 Identify and implement enterprise risk management tools 0
16443 10.1.1.4 Coordinate the sharing of risk knowledge across the 0
organization
16444 10.1.1.5 Prepare and report enterprise risk to executive 0
management and board
16445 10.1.2 Oversee and coordinate enterprise risk management activities 0
16446 10.1.2.1 Identify enterprise level risks 0
16447 10.1.2.2 Assess risks to determine which to mitigate 0
16448 10.1.2.3 Develop risk mitigation and management strategy, and 0
integrate with existing performance management
16449 10.1.2.4 processes
Verify business unit and functional risk mitigation plans are 0
implemented
16450 10.1.2.5 Ensure risks and risk mitigation actions are monitored 0
16452 10.1.3 Coordinate business unit and functional risk management 0
activities
17462 10.1.4 Manage business unit and function risk 0
16456 10.1.4.1 Identify risks 0
16457 10.1.4.2 Assess risks using enterprise risk framework policies and 0
procedures
16458 10.1.4.3 Develop mitigation plans for risks 0

16459 10.1.4.4 Implement mitigation plans for risks 0
16460 10.1.4.5 Monitor risks 0
16461 10.1.4.6 Analyze risk activities and update plans 0
17467 10.2 Manage compliance 0
17468 10.2.1 Establish compliance framework and policies 0
17469 10.2.1.1 Develop enterprise compliance policies and procedures 0
17470 10.2.1.2 Implement enterprise compliance activities 0
14133 10.2.1.3 Manage internal audits 0
14137 10.2.1.4 Maintain controls-related technologies and tools 0
16464 10.2.2.1 Develop regulatory compliance procedures 0
16465 10.2.2.2 Identify applicable regulatory requirements 0
16466 10.2.2.3 Monitor the regulatory environment for changing or 0
emerging regulations
16467 10.2.2.4 Assess current compliance position, and identify 0
weaknesses or shortfalls therein
16468 10.2.2.5 Implement missing or stronger regulatory compliance 0
16469 10.2.2.6 Monitor and test, on an ongoing and scheduled basis, 0
regulatory compliance position and existing controls,
defining controls that should be added, removed, or
modified as required
16470 10.2.2.7 Maintain relationships with regulators as appropriate 0
11216 10.3 Manage business resiliency 0
11221 10.3.1 Develop the business resilience strategy 0
11222 10.3.2 Perform continuous business operations planning 0
11223 10.3.3 Test continuous business operations 0
11224 10.3.4 Maintain continuous business operations 0
16471 10.3.5 Share knowledge of specific risks across other parts of the 0
organization
11179 10.4 Manage environmental health and safety (EHS) 0
11180 10.4.1 Determine environmental health and safety impacts 0

11186 10.4.1.1 Evaluate environmental impact of products, services, and 0
operations
11187 10.4.1.2 Conduct health and safety and environmental audits 0
11181 10.4.2 Develop and execute functional EHS program 0
11188 10.4.2.1 Identify regulatory and stakeholder requirements 0
11189 10.4.2.2 Assess future risks and opportunities 0
11190 10.4.2.3 Create EHS policy 0
11191 10.4.2.4 Record and manage EHS events 0
11182 10.4.3 Train and educate functional employees 0
11192 10.4.3.1 Communicate EHS issues to stakeholders and provide 0
support
11183 10.4.4 Monitor and manage functional EHS management program 0
11193 10.4.4.1 Manage EHS costs and benefits 0
11194 10.4.4.2 Measure and report EHS performance 0
11196 10.4.4.3 Implement emergency response program 0
11197 10.4.4.4 Implement pollution prevention program 0
11195 10.4.4.5 Provide employees with EHS support 0
11184 10.4.5 Ensure compliance with regulations 0
11198 10.4.5.1 Monitor compliance 0
11199 10.4.5.2 Perform compliance audit 0
11200 10.4.5.3 Comply with regulatory stakeholders' requirements 0
11185 10.4.6 Manage remediation efforts 0
11201 10.4.6.1 Create remediation plans 0
11202 10.4.6.2 Contact and confer with experts 0
11203 10.4.6.3 Identify/Dedicate resources 0
11204 10.4.6.4 Investigate legal aspects 0
11205 10.4.6.5 Investigate damage cause 0
11206 10.4.6.6 Amend or create policy 0

11010 11.1 Build investor relationships 0
11035 11.1.1 Plan, build, and manage lender relations 0
11036 11.1.2 Plan, build, and manage analyst relations 0
11037 11.1.3 Communicate with shareholders 0
11011 11.2 Manage government and industry relationships 0
11038 11.2.1 Manage government relations 0
11039 11.2.2 Manage relations with quasi-government bodies 0
11040 11.2.3 Manage relations with trade or industry groups 0
11041 11.2.4 Manage lobby activities 0
11012 11.3 Manage relations with board of directors 0
11043 11.3.2 Report audit findings 0
11013 11.4 Manage legal and ethical issues 0
11044 11.4.1 Create ethics policies 0
11045 11.4.2 Manage corporate governance policies 0
11046 11.4.3 Develop and perform preventive law programs 0
11047 11.4.4 Ensure compliance 0
11053 11.4.4.1 Plan and initiate compliance program 0
11054 11.4.4.2 Execute compliance program 0
11048 11.4.5 Manage outside counsel 0
11056 11.4.5.1 Assess problem and determine work requirements 0
11057 11.4.5.2 Engage/Retain outside counsel if necessary 0
11058 11.4.5.3 Receive strategy/budget 0
11059 11.4.5.4 Receive work product and manage/monitor case and work 0
performed
11060 11.4.5.5 Process payment for legal services 0
11061 11.4.5.6 Track legal activity/performance 0
11049 11.4.6 Protect intellectual property 0
11062 11.4.6.1 Manage copyrights and patents 0
11063 11.4.6.2 Maintain intellectual property rights and restrictions 0
11064 11.4.6.3 Administer licensing terms 0

11065 11.4.6.4 Administer options 0
11050 11.4.7 Resolve disputes and litigations 0
11051 11.4.8 Provide legal advice/counseling 0
11052 11.4.9 Negotiate and document agreements/contracts 0
11014 11.5 Manage public relations program 0
11066 11.5.1 Manage community relations 0
11067 11.5.2 Manage media relations 0
11068 11.5.3 Promote political stability 0
11069 11.5.4 Create press releases 0
11070 11.5.5 Issue press releases 0

16378 12.1 Manage business processes 0
16379 12.1.1 Establish and maintain process management governance 0
16380 12.1.1.1 Define and manage governance approach 0
16381 12.1.1.2 Establish and maintain process tools and templates 0
16382 12.1.1.3 Assign and support process ownership 0
16383 12.1.1.4 Perform process governance activities 0
16384 12.1.2 Define and manage process frameworks 0
16385 12.1.2.1 Establish and maintain process framework 0
16386 12.1.2.2 Identify cross-functional processes 0
16387 12.1.3 Define processes 0
16388 12.1.3.1 Scope processes 0
16389 12.1.3.2 Analyze processes 0
16390 12.1.3.3 Map processes 0
16391 12.1.3.4 Publish processes 0
16392 12.1.4 Manage process performance 0
16393 12.1.4.1 Provide process training 0
16394 12.1.4.2 Support process execution 0
16395 12.1.4.3 Measure and report process performance 0
16396 12.1.5 Improve processes 0
16397 12.1.5.1 Identify and select improvement opportunities 0
16398 12.1.5.2 Manage improvement projects 0
16399 12.1.5.3 Perform continuous improvement activities 0
16400 12.2 Manage portfolio, program, and project 0
16401 12.2.1 Manage portfolio 0
16402 12.2.1.1 Establish portfolio strategy 0
16403 12.2.1.2 Define portfolio governance 0
16404 12.2.1.3 Monitor and control portfolio 0
16405 12.2.2 Manage programs 0
16406 12.2.2.1 Establish program structure and approach 0
16407 12.2.2.2 Manage program stakeholders and partners 0
16408 12.2.2.3 Manage program execution 0

16409 12.2.2.4 Review and report program performance 0
16410 12.2.3 Manage projects 0
16411 12.2.3.1 Establish project scope 0
11117 12.2.3.1.1 Identify project requirements and objectives 0
16412 12.2.3.1.2 Identify project resource requirements 0
11118 12.2.3.1.3 Assess culture and readiness for project management 0
approach
11119 12.2.3.1.4 Identify appropriate project management methodologies 0
11120 12.2.3.1.5 Create business case and obtain funding 0
11121 12.2.3.1.6 Develop project measures and indicators 0
16413 12.2.3.2 Develop project plans 0
11123 12.2.3.2.1 Define roles and resources 0
11124 12.2.3.2.2 Identify specific IT requirements 0
11125 12.2.3.2.3 Create training and communication plans 0
11127 12.2.3.2.4 Design recognition and reward approaches 0
11128 12.2.3.2.5 Design and plan launch of project 0
11129 12.2.3.2.6 Deploy the project 0
16414 12.2.3.3 Execute projects 0
11131 12.2.3.3.1 Evaluate impact of project management (strategy and 0
16415 12.2.3.3.2 Report the status of project 0
16416 12.2.3.3.3 Manage project scope 0
11132 12.2.3.3.4 Promote and sustain activity and involvement 0
11133 12.2.3.3.5 Realign and refresh project management strategy and 0
approaches
16417 12.2.3.4 Review and report project performance 0
16418 12.2.3.5 Close projects 0
17471 12.3 Manage enterprise quality 0
17472 12.3.1 Establish quality requirements 0
17473 12.3.1.1 Define critical-to-quality characteristics 0
17474 12.3.1.2 Define preventive quality activities 0
17475 12.3.1.3 Develop quality controls 0
17476 12.3.1.3.1 Define process steps for controls (or integration points) 0

17477 12.3.1.3.2 Define sampling plan 0
17478 12.3.1.3.3 Identify measurement methods 0
17479 12.3.1.3.4 Define required competencies 0
17480 12.3.1.4 Prove capability to assess compliance with requirements 0
17481 12.3.1.5 Finalize quality plan 0
17482 12.3.2 Evaluate performance to requirements 0
17483 12.3.2.1 Test against quality plan 0
17484 12.3.2.1.1 Conduct test and collect data 0
17485 12.3.2.1.2 Record result(s) 0
17486 12.3.2.1.3 Determine disposition of result(s) 0
17487 12.3.2.2 Assess results of tests 0
17488 12.3.2.2.1 Assess sample significance 0
17489 12.3.2.2.2 Summarize result(s) 0
17490 12.3.2.2.3 Recommend actions 0
17491 12.3.2.2.4 Decide next steps 0
17492 12.3.3 Manage non-conformance 0
17493 12.3.3.1 Assess potential impact 0
17494 12.3.3.2 Determine immediate action(s) 0
17495 12.3.3.3 Identify root cause(s) 0
17496 12.3.3.4 Take corrective or preventative action 0
17497 12.3.3.5 Close non-conformance 0
17498 12.3.4 Implement and maintain the enterprise quality management 0
system (EQMS)
17499 12.3.4.1 Define the quality strategy 0
17500 12.3.4.2 Plan and deploy the EQMS scope, targets, and goals 0
17501 12.3.4.3 Identify core EQMS processes, controls, and metrics 0
17502 12.3.4.4 Develop and document EQMS policies, procedures, 0
standards, and measures
17503 12.3.4.5 Assess the EQMS performance 0
17504 12.3.4.6 Create environment and capability for EQMS 0
improvement(s)
17505 12.3.4.6.1 Reward quality excellence 0
17506 12.3.4.6.2 Create and maintain quality partnerships 0

17507 12.3.4.6.3 Maintain talent capabilities and competencies 0
17508 12.3.4.6.4 Incorporate EQMS messaging into communication 0
channels
17509 12.3.4.6.5 Assure independent EQMS management access to 0
17510 12.3.4.6.6 Transfer proven EQMS methods 0
11074 12.4 Manage change 0
11134 12.4.1 Plan for change 0
11138 12.4.1.1 Select process improvement methodology 0
11139 12.4.1.2 Assess readiness for change 0
11140 12.4.1.3 Determine stakeholders 0
11141 12.4.1.4 Engage/Identify champion 0
11142 12.4.1.5 Form design team 0
11143 12.4.1.6 Define scope 0
11144 12.4.1.7 Understand current state 0
11145 12.4.1.8 Define future state 0
11146 12.4.1.9 Conduct organizational risk analysis 0
11147 12.4.1.10 Assess cultural issues 0
11148 12.4.1.11 Establish accountability for change management 0
11149 12.4.1.12 Identify barriers to change 0
11150 12.4.1.13 Determine change enablers 0
11151 12.4.1.14 Identify resources and develop measures 0
11135 12.4.2 Design the change 0
11152 12.4.2.1 Assess connection to other initiatives 0
11153 12.4.2.2 Develop change management plans 0
11154 12.4.2.3 Develop training plan 0
11155 12.4.2.4 Develop communication plan 0
11156 12.4.2.5 Develop rewards/incentives plan 0
11157 12.4.2.6 Establish change adoption metrics 0
11158 12.4.2.7 Establish/Clarify new roles 0
11159 12.4.2.8 Identify budget/roles 0
11136 12.4.3 Implement change 0
11160 12.4.3.1 Create commitment for improvement/change 0

11161 12.4.3.2 Re-engineer business processes and systems 0
11162 12.4.3.3 Support transition to new roles or exit strategies for 0
incumbents
11163 12.4.3.4 Monitor change 0
11137 12.4.4 Sustain improvement 0
11164 12.4.4.1 Monitor improved process performance 0
11165 12.4.4.2 Capture and reuse lessons learned from change process 0
11166 12.4.4.3 Take corrective action as necessary 0
11073 12.5 Develop and manage enterprise-wide knowledge management 0
(KM) capability
11095 12.5.1 Develop KM strategy 0
11100 12.5.1.1 Develop governance model 0
11101 12.5.1.2 Establish central KM core group 0
11102 12.5.1.3 Define roles and accountability of core group versus 0
operating units
11103 12.5.1.4 Develop funding models 0
11104 12.5.1.5 Identify links to key initiatives 0
11105 12.5.1.6 Develop core KM methodologies 0
11106 12.5.1.7 Assess IT needs and engage IT function 0
11107 12.5.1.8 Develop training and communication plans 0
11108 12.5.1.9 Develop change management approaches 0
11109 12.5.1.10 Develop strategic measures and indicators 0
11096 12.5.2 Assess KM capabilities 0
11110 12.5.2.1 Assess maturity of existing KM initiatives 0
11111 12.5.2.2 Evaluate existing KM approaches 0
11112 12.5.2.3 Identify gaps and needs 0
11113 12.5.2.4 Enhance/Modify existing KM approaches 0
11114 12.5.2.5 Develop new KM approaches 0
11115 12.5.2.6 Implement new KM approaches 0
16436 12.6 Measure and benchmark 0
11071 12.6.1 Create and manage organizational performance strategy 0
11075 12.6.1.1 Create enterprise measurement systems model 0
11076 12.6.1.2 Measure process productivity 0

11077 12.6.1.3 Measure cost effectiveness 0
11078 12.6.1.4 Measure staff efficiency 0
11079 12.6.1.5 Measure cycle time 0
11072 12.6.2 Benchmark performance 0
11083 12.6.2.1 Conduct performance assessments 0
11084 12.6.2.2 Develop benchmarking capabilities 0
11085 12.6.2.3 Conduct internal process and external competitive 0
benchmarking
11087 12.6.2.4 Conduct gap analysis to understand need for change and 0
degree needed
11088 12.6.2.5 Establish need for change 0

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

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

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
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
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

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

Metrics
N
N
N
N
N
N
N

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

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

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

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

Metrics
N
N
N
Y
N
N
N

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

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

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

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

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

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

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

Metrics
N
N

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

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

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

Metrics
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
N
N
N

Metrics
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
N
N
N
N
N

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

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

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

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

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

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

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

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

Metrics
N
N
N
N

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

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

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
N

Metrics
N
N
N
N
N
N
N
N
N
N

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

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
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
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
Y
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

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
10017 1.1.1 Assess the external environment
10021 1.1.1.1 Analyze and evaluate competition

Process
Element Hierarchy
10022 1.1.1.2 Identify economic trends
10023 1.1.1.3 Identify political and regulatory issues
10024 1.1.1.4 Assess new technology innovations

Process
Element Hierarchy
10025 1.1.1.5 Analyze demographics
10026 1.1.1.6 Identify social and cultural changes
10027 1.1.1.7 Identify ecological concerns
10018 1.1.2 Survey market and determine customer needs and wants

Process
Element Hierarchy
10028 1.1.2.1 Conduct qualitative/quantitative assessments
10029 1.1.2.2 Capture and assess customer needs
10019 1.1.3 Perform internal analysis
10030 1.1.3.1 Analyze organizational characteristics

Process
Element Hierarchy
10031 1.1.3.2 Create baselines for current processes
10032 1.1.3.3 Analyze systems and technology
10033 1.1.3.4 Analyze financial positions
10034 1.1.3.5 Identify enterprise core competencies
10020 1.1.4 Establish strategic vision

Process
Element Hierarchy
10035 1.1.4.1 Align stakeholders around strategic vision
10036 1.1.4.2 Communicate strategic vision to stakeholders
16792 1.1.5 Conduct organization restructuring opportunities
16793 1.1.5.1 Identify restructuring opportunities

Process
Element Hierarchy
16794 1.1.5.2 Perform due-diligence
16795 1.1.5.3 Analyze deal options
16796 1.1.5.3.1 Evaluate acquisition options
16797 1.1.5.3.2 Evaluate merger options
16798 1.1.5.3.3 Evaluate de-merger options

Process
Element Hierarchy
16799 1.1.5.3.4 Evaluate divesture options
10015 1.2 Develop business strategy
10037 1.2.1 Develop overall mission statement
10044 1.2.1.1 Define current business
10045 1.2.1.2 Formulate mission

Process
Element Hierarchy
10046 1.2.1.3 Communicate mission
10038 1.2.2 Evaluate strategic options to achieve the objectives
10047 1.2.2.1 Define strategic options
10048 1.2.2.2 Assess and analyze impact of each option
14189 1.2.2.3 Develop sustainability strategy

Process
Element Hierarchy
14190 1.2.2.4 Develop global support and shared services strategy
14197 1.2.2.5 Develop Lean/continuous improvement strategy
10039 1.2.3 Select long-term business strategy
10040 1.2.4 Coordinate and align functional and process strategies
10041 1.2.5 Create organizational design (structure, governance,

reporting, etc.)

Process
Element Hierarchy
10049 1.2.5.1 Evaluate breadth and depth of organizational structure
10050 1.2.5.2 Perform job-specific roles mapping and value-added analyses
10051 1.2.5.3 Develop role activity diagrams to assess hand-off activity
10052 1.2.5.4 Perform organization redesign workshops
10053 1.2.5.5 Design the relationships between organizational units

Process
Element Hierarchy
10054 1.2.5.6 Develop role analysis and activity diagrams for key processes
10055 1.2.5.7 Assess organizational implication of feasible alternatives
10056 1.2.5.8 Migrate to new organization
10042 1.2.6 Develop and set organizational goals
10043 1.2.7 Formulate business unit strategies

Process
Element Hierarchy
10016 1.3 Manage strategic initiatives
10057 1.3.1 Develop strategic initiatives
10058 1.3.2 Evaluate strategic initiatives
10059 1.3.3 Select strategic initiatives
10060 1.3.4 Establish high-level measures
10122 2.4.1 Define and manage channel strategy

Process
Element Hierarchy
10126 2.4.1.1 Evaluate channel attributes and partners
10127 2.4.1.2 Determine channel fit with target segments
10128 2.4.1.3 Select channels for target segments
10378 2.4.2 Develop customer service strategy
10381 2.4.2.1 Develop customer service segmentation/prioritization (e.g.,

tiers)
10384 2.4.2.1.1 Analyze existing customers

Process
Element Hierarchy
10385 2.4.2.1.2 Analyze feedback of customer needs
10382 2.4.2.2 Define customer service policies and procedures
10383 2.4.2.3 Establish service levels for customers
10401 2.5.2.1 Measure customer satisfaction with customer

10404 2.5.2.1.1 Gather and solicit post-sale customer feedback on products

and services
10405 2.5.2.1.2 Solicit post-sale customer feedback on ad effectiveness
10406 2.5.2.1.3 Analyze product and service satisfaction data and identify

Process
Element Hierarchy
10407 2.5.2.1.4 Provide customer feedback to product management on
10402 2.5.2.2 Measure customer satisfaction with customer-complaint
11236 2.5.2.2.1 Solicit customer feedback on complaint handling and

resolution
11237 2.5.2.2.2 Analyze customer complaint data and identify improvement

opportunities
10403 2.5.2.3 Measure customer satisfaction with products and services
11238 2.5.2.3.1 Gather and solicit post-sale customer feedback on products

and services

Process
Element Hierarchy
11239 2.5.2.3.2 Solicit post-sale customer feedback on ad effectiveness
11240 2.5.2.3.3 Analyze product and service satisfaction data and identify
11241 2.5.2.3.4 Provide customer feedback to product management on

10106 3.1.1 Perform analysis
16612 3.1.1.1 Define and manage personas

Process
Element Hierarchy
10108 3.1.1.2 Conduct customer and market research
10109 3.1.1.3 Identify market segments
10110 3.1.1.4 Analyze market and industry trends

Process
Element Hierarchy
10111 3.1.1.5 Analyze competing organizations, competitive/substitute
products
10112 3.1.1.6 Evaluate existing products/brands
10113 3.1.1.7 Assess internal and external business environment
10107 3.1.2 Evaluate and prioritize market opportunities
10116 3.1.2.1 Quantify market opportunities
10117 3.1.2.2 Determine target segments

Process
Element Hierarchy
10118 3.1.2.3 Prioritize opportunities consistent with capabilities and
10119 3.1.2.4 Validate opportunities
10152 3.2.2 Develop and manage promotional activities
10167 3.2.2.1 Define promotional concepts
10168 3.2.2.2 Plan and test promotional activities

Process
Element Hierarchy
10169 3.2.2.3 Execute promotional activities
10170 3.2.2.4 Evaluate promotional performance metrics
10171 3.2.2.5 Refine promotional performance metrics
10172 3.2.2.6 Incorporate learning into future/planned promotions

Process
Element Hierarchy
10150 3.2.4 Develop and manage media campaigns
10158 3.2.4.1 Define media objectives
10159 3.2.4.2 Develop marketing messages
10160 3.2.4.3 Define target audience
10161 3.2.4.4 Engage media provider

Process
Element Hierarchy
10162 3.2.4.5 Develop and execute advertising
11253 3.2.4.6 Develop and execute other marketing campaigns/programs
11254 3.2.4.7 Assess brand/product marketing plan performance
10173 3.2.6.1 Determine customer loyalty/lifetime value

Process
Element Hierarchy
10174 3.2.6.2 Analyze customer revenue trend
10175 3.2.6.3 Analyze customer attrition and retention rates
10176 3.2.6.4 Analyze customer metrics
10177 3.2.6.5 Revise customer strategies, objectives, and plans based on

metrics

Process
Element Hierarchy
10063 4.1.2.2 Evaluate performance of existing products/services against
10064 4.1.2.3 Define product/service requirements
10068 4.1.2.3.1 Identify potential improvements to existing products and

services
10069 4.1.2.3.2 Identify potential new products and services

Process
Element Hierarchy
10154 4.1.2.6 Develop and manage packaging strategy
10178 4.1.2.6.1 Plan packaging strategy
10179 4.1.2.6.2 Test packaging options
10180 4.1.2.6.3 Execute packaging strategy
10181 4.1.2.6.4 Refine packaging
10129 4.1.3 Develop and manage sales and pricing plan

Process
Element Hierarchy
10134 4.1.3.1 Gather current and historic order information
10135 4.1.3.2 Analyze sales trends and patterns
10136 4.1.3.3 Generate sales forecast
10137 4.1.3.4 Analyze historical and planned promotions and events
10077 4.1.5.1 Introduce new products/services

Process
Element Hierarchy
10164 4.1.5.2 Execute pricing plan
10078 4.1.5.4 Retire outdated products/services
10085 4.2.2.1 Develop product/service design specifications
10086 4.2.2.2 Document design specifications
10087 4.2.2.3 Conduct mandatory and elective external reviews (legal,


Process
Element Hierarchy
10088 4.2.2.4 Build prototypes
10092 4.2.4.1 Collaborate on design with suppliers and contract

manufacturers
16663 4.2.4.2 Establish manufacturer metrics

16664 4.2.4.3 Contract with manufacturers
10277 4.3.1 Develop sourcing plans
10281 4.3.1.1 Develop procurement plan
10282 4.3.1.2 Clarify purchasing requirements

Process
Element Hierarchy
10283 4.3.1.3 Develop inventory strategy
10284 4.3.1.4 Match needs to supply capabilities
10285 4.3.1.5 Analyze company spend profile
10286 4.3.1.6 Seek opportunities to improve efficiency and value
10287 4.3.1.7 Collaborate with suppliers to identify sourcing opportunities
10279 4.3.2 Purchase product
10292 4.3.2.1 Process/Review requisitions
10293 4.3.2.2 Approve requisitions
10294 4.3.2.3 Solicit/Track vendor quotes
10295 4.3.2.4 Create/Distribute purchase orders
10296 4.3.2.5 Expedite orders and satisfy inquiries

Process
Element Hierarchy
10297 4.3.2.6 Record receipt of goods
10298 4.3.2.7 Research/Resolve exceptions
10299 4.3.3.1 Monitor/Manage supplier information
10300 4.3.3.2 Prepare/Analyze procurement and vendor performance
10302 4.3.3.3 Monitor quality of product delivered
10278 4.3.4 Select suppliers and develop/maintain contracts
10288 4.3.4.1 Select suppliers
10289 4.3.4.2 Certify and validate suppliers
10290 4.3.4.3 Negotiate and establish contracts
10291 4.3.4.4 Manage contracts

Process
Element Hierarchy
10235 4.3.5.1 Develop baseline forecasts
10236 4.3.5.2 Collaborate with customers
10240 4.3.5.3 Evaluate and revise forecasting approach
10241 4.3.5.4 Measure forecast accuracy
10062 4.3.6 Manage product master data
10226 5.1.1.1 Establish distribution planning constraints
10267 5.1.1.1.1 Establish distribution center layout constraints
10268 5.1.1.1.2 Establish inventory management constraints

Process
Element Hierarchy
10269 5.1.1.1.3 Establish transportation management constraints
10253 5.1.1.2 Determine product inventory requirements at destination
10349 5.1.1.3 Plan inbound material receipts
16683 5.1.2 Manage inventory
16684 5.1.2.1 Plan inventory and replenishment levels
10376 5.1.2.3 Determine lot numbering system
10377 5.1.2.4 Determine lot usage
10353 5.1.2.6 Track inventory deployment
10354 5.1.2.7 Receive, inspect, and store inbound deliveries
10355 5.1.2.8 Track product availability

Process
Element Hierarchy
10357 5.1.2.9 Track inventory accuracy
10358 5.1.2.10 Track third-party logistics storage and shipping performance
10359 5.1.2.11 Manage physical finished goods inventory
16687 5.1.2.12 Prepare items/products for sale
16688 5.1.2.13 Repackage items into SKUs
10356 5.1.4 Pick, pack, and ship
10364 5.1.6.1 Authorize and process returns

Process
Element Hierarchy
10365 5.1.6.2 Perform reverse logistics
10366 5.1.6.3 Perform salvage activities
10367 5.1.6.4 Manage and process warranty claims
14195 5.1.6.5 Manage repair/refurbishment and return to customer/stock
10347 5.2.2.4 Optimize transportation schedules and costs
10348 5.2.2.5 Define key performance measures
10350 5.2.3.1 Manage inbound product flow

Process
Element Hierarchy
10351 5.2.3.2 Monitor inbound delivery performance
10352 5.2.3.3 Manage flow of returned products
10360 5.2.5.1 Plan, transport, and deliver outbound product
10362 5.2.5.2 Manage transportation fleet
10363 5.2.5.3 Process and audit carrier invoices and documents
10361 5.2.6 Track carrier performance
10007 6.0 Develop and Manage Human Capital

Process
Element Hierarchy
17043 6.1 Develop and manage human resources (HR) planning,
policies, and strategies
10415 6.1.1 Develop human resources strategy
10418 6.1.1.1 Identify strategic HR needs
10419 6.1.1.2 Define HR and business function roles and accountability
10420 6.1.1.3 Determine HR costs
10421 6.1.1.4 Establish HR measures
10422 6.1.1.5 Communicate HR strategies

Process
Element Hierarchy
10416 6.1.2 Develop and implement human resources plans
10423 6.1.2.1 Gather skill requirements according to corporate strategy

10424 6.1.2.2 Plan employee resourcing requirements per unit/organization
10425 6.1.2.3 Develop compensation plan
10426 6.1.2.4 Develop succession plan
10427 6.1.2.5 Develop employee diversity plan

Process
Element Hierarchy
10428 6.1.2.6 Develop other HR programs
10429 6.1.2.7 Develop HR policies
10430 6.1.2.8 Administer HR policies
10431 6.1.2.9 Plan employee benefits
10432 6.1.2.10 Develop strategy for HR systems/technologies/tools
10433 6.1.2.11 Develop work force strategy models
10417 6.1.3 Monitor and update plans

Process
Element Hierarchy
10434 6.1.3.1 Measure realization of objectives
10435 6.1.3.2 Measure contribution to business strategy
10436 6.1.3.3 Communicate plans and provide updates to stakeholders
10438 6.1.3.4 Review and revise HR plans
17046 6.1.4 Develop competency management models

Process
Element Hierarchy
10410 6.2 Recruit, source, and select employees
10439 6.2.1 Manage employee requisitions
10445 6.2.1.1 Align staffing plan to work force plan and business unit
10446 6.2.1.2 Develop and open job requisitions
10447 6.2.1.3 Develop job descriptions
10448 6.2.1.4 Post requisitions

Process
Element Hierarchy
10449 6.2.1.5 Manage internal/external job posting Web sites
10450 6.2.1.6 Modify requisitions
10451 6.2.1.7 Notify hiring manager
10452 6.2.1.8 Manage requisition dates
10440 6.2.2 Recruit/Source candidates
10453 6.2.2.1 Determine recruitment methods and channels
10454 6.2.2.2 Perform recruiting activities/events

Process
Element Hierarchy
10455 6.2.2.3 Manage recruitment vendors
17047 6.2.2.4 Manage employee referral programs
17048 6.2.2.5 Manage recruitment channels
17049 6.2.3 Screen and select candidates
10456 6.2.3.1 Identify and deploy candidate selection tools
10457 6.2.3.2 Interview candidates
10458 6.2.3.3 Test candidates
10459 6.2.3.4 Select and reject candidates
10460 6.2.3.5 Obtain candidate background information

Process
Element Hierarchy
10443 6.2.4 Manage new hire/re-hire
10463 6.2.4.1 Draw up and make offer
10464 6.2.4.2 Negotiate offer
10465 6.2.4.3 Hire candidate
10444 6.2.5 Manage Applicant Information
10466 6.2.5.1 Create applicant record
10467 6.2.5.2 Manage/Track applicant data
10468 6.2.5.3 Archive and retain records of non-hires
10411 6.3 Develop and counsel employees

Process
Element Hierarchy
10469 6.3.1 Manage employee orientation and deployment
10474 6.3.1.1 Create/Maintain employee on-boarding program
11243 6.3.1.2 Evaluate the effectiveness of employee on-boarding program
17050 6.3.1.3 Execute onboarding program
10470 6.3.2 Manage employee performance
10479 6.3.2.1 Define performance objectives
10480 6.3.2.2 Review, appraise, and manage employee performance

Process
Element Hierarchy
10481 6.3.2.3 Evaluate and review performance program
17052 6.3.3 Manage employee relations
10483 6.3.3.2 Manage labor relations
10484 6.3.3.3 Manage collective bargaining process
10485 6.3.3.4 Manage labor management partnerships
10472 6.3.4 Manage employee development
10487 6.3.4.1 Define employee development guidelines
10488 6.3.4.2 Develop employee career plans
17051 6.3.4.3 Manage employee skills development

Process
Element Hierarchy
10473 6.3.5 Develop and train employees
10490 6.3.5.1 Align employee and organization development needs

10491 6.3.5.2 Align learning programs with competencies
10492 6.3.5.3 Establish training needs by analysis of required and available

skills
10493 6.3.5.4 Develop, conduct, and manage employee and/or management

training programs
10412 6.4 Reward and retain employees

Process
Element Hierarchy
17053 6.4.1 Develop and manage reward, recognition, and motivation
programs
10498 6.4.1.1 Develop salary/compensation structure and plan
10499 6.4.1.2 Develop benefits and reward plan
10500 6.4.1.3 Perform competitive analysis of benefit and rewards
10501 6.4.1.4 Identify compensation requirements based on financial,

10502 6.4.1.5 Administer compensation and rewards to employees
10503 6.4.1.6 Reward and motivate employees
10495 6.4.2 Manage and administer benefits

Process
Element Hierarchy
10504 6.4.2.1 Deliver employee benefits program
10505 6.4.2.2 Administer benefit enrollment
10506 6.4.2.3 Process claims
10507 6.4.2.4 Perform benefit reconciliation
17054 6.4.3 Manage employee assistance and retention
10508 6.4.3.1 Deliver programs to support work/life balance for employees
10509 6.4.3.2 Develop family support systems
10510 6.4.3.3 Review retention and motivation indicators

Process
Element Hierarchy
10511 6.4.3.4 Review compensation plan
10497 6.4.4 Administer payroll
10413 6.5 Redeploy and retire employees
10512 6.5.1 Manage promotion and demotion process
10513 6.5.2 Manage separation
10514 6.5.3 Manage retirement
10515 6.5.4 Manage leave of absence
10516 6.5.5 Develop and implement employee outplacement

Process
Element Hierarchy
10517 6.5.6 Manage deployment of personnel
17055 6.5.7 Relocate employees, and manage assignments
10520 6.5.8 Manage expatriates
17056 6.6 Manage employee information and analytics
10522 6.6.1 Manage reporting processes
10523 6.6.2 Manage employee inquiry process
10524 6.6.3 Manage and maintain employee data
10525 6.6.4 Manage human resource information systems (HRIS)
10526 6.6.5 Develop and manage employee metrics

Process
Element Hierarchy
10527 6.6.6 Develop and manage time and attendance systems
10528 6.6.7 Manage employee communication
10530 6.6.7.1 Manage/Collect employee suggestions and perform employee

research
10531 6.6.7.2 Manage employee grievances
17057 6.7 Manage employee communication
10529 6.7.1 Develop employee communication plan
10532 6.7.2 Deliver employee communications

Process
Element Hierarchy
10008 7.0 Manage Information Technology
10563 7.1 Manage the business of information technology
10570 7.1.1 Develop the enterprise IT strategy
10603 7.1.1.1 Build strategic intelligence
10604 7.1.1.2 Identify long-term IT needs of the enterprise in collaboration

with stakeholders

Process
Element Hierarchy
10605 7.1.1.3 Define strategic standards, guidelines, and principles
10606 7.1.1.4 Define and establish IT architecture and development

standards
10607 7.1.1.5 Define strategic vendors for IT components
10608 7.1.1.6 Establish IT governance organization and processes
10609 7.1.1.7 Build strategic plan to support business objectives
10571 7.1.2 Define the enterprise architecture
10611 7.1.2.1 Establish the enterprise architecture definition
10612 7.1.2.2 Confirm enterprise architecture maintenance approach

Process
Element Hierarchy
10613 7.1.2.3 Maintain the relevance of the enterprise architecture
10614 7.1.2.4 Act as clearinghouse for IT research and innovation
10615 7.1.2.5 Govern the enterprise architecture
10572 7.1.3 Manage the IT portfolio
10616 7.1.3.1 Establish the IT portfolio
10617 7.1.3.2 Analyze and evaluate the value of the IT portfolio for the
enterprise
10618 7.1.3.3 Provision resources in accordance with strategic priorities
10573 7.1.4 Perform IT research and innovation

Process
Element Hierarchy
10620 7.1.4.1 Research technologies to innovate IT services and solutions
10621 7.1.4.2 Transition viable technologies for IT services and solutions

development
10575 7.1.5 Evaluate and communicate IT business value and

performance
10625 7.1.5.1 Establish and monitor key performance indicators
10626 7.1.5.2 Evaluate IT plan performance
10627 7.1.5.3 Communicate IT value
10564 7.2 Develop and manage IT customer relationships

Process
Element Hierarchy
10578 7.2.1 Develop IT services and solutions strategy
11244 7.2.1.1 Research IT services and solutions to address business and

user requirements
11245 7.2.1.2 Translate business and user requirements into IT services and
solutions requirements
11246 7.2.1.3 Formulate IT services and solutions strategic initiatives
11247 7.2.1.4 Coordinate strategies with internal stakeholders to ensure

alignment
11248 7.2.1.5 Evaluate and select IT services and solutions strategic

initiatives
10579 7.2.2 Develop and manage IT service levels

Process
Element Hierarchy
10640 7.2.2.1 Create and maintain the IT services and solutions catalog
10641 7.2.2.2 Establish and maintain business and IT service-level

agreements
10642 7.2.2.3 Evaluate and report service-level attainment results
10643 7.2.2.4 Communicate business and IT service-level improvement

opportunities
10580 7.2.3 Perform demand-side management (DSM) for IT services

Process
Element Hierarchy
10644 7.2.3.1 Analyze IT services and solutions consumption and usage
10645 7.2.3.2 Develop and implement incentive programs that improve

10646 7.2.3.3 Develop volume/unit forecast for IT services and solutions
10581 7.2.4 Manage IT customer satisfaction
10647 7.2.4.1 Capture and analyze customer satisfaction
10648 7.2.4.2 Assess and communicate customer satisfaction patterns
10649 7.2.4.3 Initiate improvements based on customer satisfaction

patterns
10582 7.2.5 Market IT services and solutions
10650 7.2.5.1 Develop IT services and solutions marketing strategy

Process
Element Hierarchy
10651 7.2.5.2 Develop and manage IT customer strategy
10652 7.2.5.3 Manage IT services and solutions advertising and promotional

campaigns
10653 7.2.5.4 Process and track IT services and solutions orders
11220 7.3 Develop and implement security, privacy, and data protection
controls
11230 7.3.1 Establish information security, privacy, and data protection

11231 7.3.2 Test, evaluate, and implement information security and

privacy and data protection controls
10565 7.4 Manage enterprise information

Process
Element Hierarchy
10583 7.4.1 Develop information and content management strategies
10654 7.4.1.1 Understand information and content management needs and

the role of IT services for executing the business strategy
10655 7.4.1.2 Assess the information and content management implications

of new technologies
10656 7.4.1.3 Identify and prioritize information and content management

actions
10584 7.4.2 Define the enterprise information architecture

Process
Element Hierarchy
10657 7.4.2.1 Define information elements, composite structure, logical
relationships and constraints, taxonomy, and derivation rules
10658 7.4.2.2 Define information access requirements
10659 7.4.2.3 Establish data custodianship
10660 7.4.2.4 Manage changes to content data architecture requirements
10585 7.4.3 Manage information resources
10661 7.4.3.1 Define the enterprise information/data policies and standards
10662 7.4.3.2 Develop and implement data and content administration

Process
Element Hierarchy
10586 7.4.4 Perform enterprise data and content management
10663 7.4.4.1 Define sources and destinations of content data
10664 7.4.4.2 Manage technical interfaces to users of content
10665 7.4.4.3 Manage retention, revision, and retirement of enterprise

information
10566 7.5 Develop and maintain information technology solutions
10587 7.5.1 Develop the IT development strategy
10666 7.5.1.1 Establish sourcing strategy for IT development
10667 7.5.1.2 Define development processes, methodologies, and tools

standards

Process
Element Hierarchy
10668 7.5.1.3 Select development methodologies and tools
10588 7.5.2 Perform IT services and solutions life cycle planning
10669 7.5.2.1 Plan development of new requirements
10670 7.5.2.2 Plan development of feature and functionality enhancement
10671 7.5.2.3 Develop life cycle plan for IT services and solutions
10589 7.5.3 Develop and maintain IT services and solutions architecture
10672 7.5.3.1 Create IT services and solutions architecture
10673 7.5.3.2 Revise IT services and solutions architecture
10674 7.5.3.3 Retire IT services and solutions architecture

Process
Element Hierarchy
10590 7.5.4 Create IT services and solutions
10675 7.5.4.1 Understand confirmed requirements
10676 7.5.4.2 Design IT services and solutions
10677 7.5.4.3 Acquire/Develop IT service/solution components
10678 7.5.4.4 Train services and solutions resources
10679 7.5.4.5 Test IT services/solutions
10680 7.5.4.6 Confirm customer acceptance
10591 7.5.5 Maintain IT services and solutions

Process
Element Hierarchy
10681 7.5.5.1 Understand upkeep/enhance requirements and defect
analysis
10682 7.5.5.2 Design change to existing IT service/solution
10683 7.5.5.3 Acquire/Develop changed IT service/solution component
10684 7.5.5.4 Test IT service/solution change
10685 7.5.5.5 Retire solutions and services

10567 7.6 Deploy information technology solutions
10592 7.6.1 Develop the IT deployment strategy
10686 7.6.1.1 Establish IT services and solutions change policies

Process
Element Hierarchy
10687 7.6.1.2 Define deployment process, procedures, and tools standards
10688 7.6.1.3 Select deployment methodologies and tools
10593 7.6.2 Plan and implement changes
10689 7.6.2.1 Plan change deployment
10690 7.6.2.2 Communicate changes to stakeholders
10691 7.6.2.3 Administer change schedule
10692 7.6.2.4 Train impacted users
10693 7.6.2.5 Distribute and install change
10694 7.6.2.6 Verify change

Process
Element Hierarchy
10594 7.6.3 Plan and manage releases
10695 7.6.3.1 Understand and coordinate release design and acceptance
10696 7.6.3.2 Plan release rollout
10697 7.6.3.3 Distribute and install release
10698 7.6.3.4 Verify release

10568 7.7 Deliver and support information technology services
10595 7.7.1 Develop IT services and solution delivery strategy
10699 7.7.1.1 Establish sourcing strategy for IT delivery
10700 7.7.1.2 Define delivery processes, procedures, and tools standards

Process
Element Hierarchy
10701 7.7.1.3 Select delivery methodologies and tools
10596 7.7.2 Develop IT support strategy
10702 7.7.2.1 Establish sourcing strategy for IT support
10703 7.7.2.2 Define IT support services
10597 7.7.3 Manage IT infrastructure resources
10704 7.7.3.1 Manage IT inventory and assets
10705 7.7.3.2 Manage IT resource capacity
10598 7.7.4 Manage IT infrastructure operations
10706 7.7.4.1 Deliver IT services and solutions

Process
Element Hierarchy
10707 7.7.4.2 Perform IT operations support services
10599 7.7.5 Support IT services and solutions
10708 7.7.5.1 Manage availability
10709 7.7.5.2 Manage facilities
10710 7.7.5.3 Manage backup/recovery
10711 7.7.5.4 Manage performance and capacity
10712 7.7.5.5 Manage incidents

10713 7.7.5.6 Manage problems
10714 7.7.5.7 Manage inquiries
10728 8.1 Perform planning and management accounting

Process
Element Hierarchy
10738 8.1.1 Perform planning/budgeting/forecasting
10771 8.1.1.1 Develop and maintain budget policies and procedures
10772 8.1.1.2 Prepare periodic budgets and plans
10773 8.1.1.3 Prepare periodic financial forecasts
10739 8.1.2 Perform cost accounting and control
10774 8.1.2.1 Perform inventory accounting
10775 8.1.2.2 Perform cost of sales analysis
10776 8.1.2.3 Perform product costing

Process
Element Hierarchy
10777 8.1.2.4 Perform variance analysis
11175 8.1.2.5 Report on profitability
10740 8.1.3 Perform cost management
10778 8.1.3.1 Determine key cost drivers

10779 8.1.3.2 Measure cost drivers
10780 8.1.3.3 Determine critical activities
10781 8.1.3.4 Manage asset resource deployment and utilization
10741 8.1.4 Evaluate and manage financial performance
10782 8.1.4.1 Assess customer and product profitability

Process
Element Hierarchy
10783 8.1.4.2 Evaluate new products
10784 8.1.4.3 Perform life cycle costing
10785 8.1.4.4 Optimize customer and product mix
10786 8.1.4.5 Track performance of new-customer and product strategies
10787 8.1.4.6 Prepare activity-based performance measures
10788 8.1.4.7 Manage continuous cost improvement
10729 8.2 Perform revenue accounting
10742 8.2.1 Process customer credit
10789 8.2.1.1 Establish credit policies
10790 8.2.1.2 Analyze/Approve new account applications
10791 8.2.1.3 Review existing accounts

Process
Element Hierarchy
10792 8.2.1.4 Produce credit/collection reports
10793 8.2.1.5 Reinstate or suspend accounts based on credit policies
10743 8.2.2 Invoice customer
10794 8.2.2.1 Maintain customer/product master files
10795 8.2.2.2 Generate customer billing data
10796 8.2.2.3 Transmit billing data to customers
10797 8.2.2.4 Post receivable entries

10798 8.2.2.5 Resolve customer billing inquiries
10744 8.2.3 Process accounts receivable (AR)

Process
Element Hierarchy
10799 8.2.3.1 Establish AR policies
10800 8.2.3.2 Receive/Deposit customer payments
10801 8.2.3.3 Apply cash remittances
10802 8.2.3.4 Prepare AR reports
10803 8.2.3.5 Post AR activity to the general ledger
10745 8.2.4 Manage and process collections
10804 8.2.4.1 Establish policies for delinquent accounts
10805 8.2.4.2 Analyze delinquent account balances
10806 8.2.4.3 Correspond/Negotiate with delinquent accounts
10807 8.2.4.4 Discuss account resolution with internal parties
10808 8.2.4.5 Process adjustments/write off balances
10746 8.2.5 Manage and process adjustments/deductions

Process
Element Hierarchy
10809 8.2.5.1 Establish policies/procedures for adjustments
10810 8.2.5.2 Analyze adjustments
10811 8.2.5.3 Correspond/Negotiate with customer
10812 8.2.5.4 Discuss resolution with internal parties
10813 8.2.5.5 Prepare chargeback invoices
10814 8.2.5.6 Process related entries
10730 8.3 Perform general accounting and reporting
10747 8.3.1 Manage policies and procedures
10815 8.3.1.1 Negotiate service-level agreements
10816 8.3.1.2 Establish accounting policies
10817 8.3.1.3 Set and enforce approval limits

Process
Element Hierarchy
10818 8.3.1.4 Establish common financial systems
10748 8.3.2 Perform general accounting
10819 8.3.2.1 Maintain chart of accounts
10820 8.3.2.2 Process journal entries
10821 8.3.2.3 Process allocations
10822 8.3.2.4 Process period end adjustments (e.g., accruals and currency
conversions)
10823 8.3.2.5 Post and reconcile intercompany transactions
10824 8.3.2.6 Reconcile general ledger accounts
10825 8.3.2.7 Perform consolidations and process eliminations

Process
Element Hierarchy
10826 8.3.2.8 Prepare trial balance
10827 8.3.2.9 Prepare and post management adjustments
10749 8.3.3 Perform fixed-asset accounting
10828 8.3.3.1 Establish fixed-asset policies and procedures
10829 8.3.3.2 Maintain fixed-asset master data files
10830 8.3.3.3 Process and record fixed-asset additions and retires
10831 8.3.3.4 Process and record fixed-asset adjustments, enhancements,

10832 8.3.3.5 Process and record fixed-asset maintenance and repair

expenses
10833 8.3.3.6 Calculate and record depreciation expense
10834 8.3.3.7 Reconcile fixed-asset ledger

Process
Element Hierarchy
10835 8.3.3.8 Track fixed-assets including physical inventory
10836 8.3.3.9 Provide fixed-asset data to support tax, statutory, and

10750 8.3.4 Perform financial reporting
10837 8.3.4.1 Prepare business unit financial statements
10838 8.3.4.2 Prepare consolidated financial statements
10839 8.3.4.3 Perform business unit reporting/review management reports
10840 8.3.4.4 Perform consolidated reporting/review of cost management

reports
10841 8.3.4.5 Prepare statements for board review

Process
Element Hierarchy
10842 8.3.4.6 Produce quarterly/annual filings and shareholder reports
10843 8.3.4.7 Produce regulatory reports
10731 8.4 Manage fixed-asset project accounting
10751 8.4.1 Perform capital planning and project approval
10844 8.4.1.1 Develop capital investment policies and procedures
10845 8.4.1.2 Develop and approve capital expenditure plans and budgets
10846 8.4.1.3 Review and approve capital projects and fixed-asset

acquisitions
10847 8.4.1.4 Conduct financial justification for project approval
10752 8.4.2 Perform capital project accounting

Process
Element Hierarchy
10848 8.4.2.1 Create project account codes
10849 8.4.2.2 Record project-related transactions
10850 8.4.2.3 Monitor and track capital projects and budget spending
10851 8.4.2.4 Close/Capitalize projects
10852 8.4.2.5 Measure financial returns on completed capital projects
10732 8.5 Process payroll
10753 8.5.1 Report time
10853 8.5.1.1 Establish policies and procedures
10854 8.5.1.2 Collect and record employee time worked

10855 8.5.1.3 Analyze and report paid and unpaid leave
10856 8.5.1.4 Monitor regular, overtime, and other hours
10857 8.5.1.5 Analyze and report employee utilization

10754 8.5.2 Manage pay

Process
Element Hierarchy
10858 8.5.2.1 Enter employee time worked into payroll system
10859 8.5.2.2 Maintain and administer employee earnings information
10860 8.5.2.3 Maintain and administer applicable deductions
10861 8.5.2.4 Monitor changes in tax status of employees
10862 8.5.2.5 Process and distribute payments
10863 8.5.2.6 Process and distribute manual checks

10864 8.5.2.7 Process period-end adjustments
10865 8.5.2.8 Respond to employee payroll inquiries

10755 8.5.3 Process payroll taxes
10866 8.5.3.1 Calculate and pay applicable payroll taxes
10867 8.5.3.2 Produce and distribute employee annual tax statements
10868 8.5.3.3 File regulatory payroll tax forms

Process
Element Hierarchy
10733 8.6 Process accounts payable and expense reimbursements
10756 8.6.1 Process accounts payable (AP)
10869 8.6.1.1 Verify AP pay file with purchase order vendor master file
10870 8.6.1.2 Maintain/Manage electronic commerce

10871 8.6.1.3 Audit invoices and key data in AP system
10872 8.6.1.4 Approve payments

10873 8.6.1.5 Process financial accruals and reversals
10874 8.6.1.6 Process taxes
10875 8.6.1.7 Research/Resolve exceptions
10876 8.6.1.8 Process payments
10877 8.6.1.9 Respond to AP inquiries
10878 8.6.1.10 Retain records

10879 8.6.1.11 Adjust accounting records

Process
Element Hierarchy
10757 8.6.2 Process expense reimbursements
10880 8.6.2.1 Establish and communicate expense reimbursement policies

and approval limits
10881 8.6.2.2 Capture and report relevant tax data
10882 8.6.2.3 Approve reimbursements and advances

10883 8.6.2.4 Process reimbursements and advances
10884 8.6.2.5 Manage personal accounts
10734 8.7 Manage treasury operations
10758 8.7.1 Manage treasury policies and procedures
10885 8.7.1.1 Establish scope and governance of treasury operations
10886 8.7.1.2 Establish and publish treasury policies

Process
Element Hierarchy
10887 8.7.1.3 Develop treasury procedures
10888 8.7.1.4 Monitor treasury procedures
10889 8.7.1.5 Audit treasury procedures

10890 8.7.1.6 Revise treasury procedures
10891 8.7.1.7 Develop and confirm internal controls for treasury
10892 8.7.1.8 Define system security requirements
10759 8.7.2 Manage cash
10893 8.7.2.1 Manage and reconcile cash positions
10894 8.7.2.2 Manage cash equivalents
10895 8.7.2.3 Process and oversee electronic fund transfers (EFTs)

10896 8.7.2.4 Develop cash flow forecasts

Process
Element Hierarchy
10897 8.7.2.5 Manage cash flows
10898 8.7.2.6 Produce cash management accounting transactions and

reports
10899 8.7.2.7 Manage and oversee banking relationships
10900 8.7.2.8 Analyze, negotiate, resolve, and confirm bank fees
10760 8.7.3 Manage in-house bank accounts
10901 8.7.3.1 Manage in-house bank accounts for subsidiaries
10902 8.7.3.2 Manage and facilitate inter-company borrowing transactions

10903 8.7.3.3 Manage centralized outgoing payments on behalf of
subsidiaries
10904 8.7.3.4 Manage central incoming payments on behalf of subsidiaries
10905 8.7.3.5 Manage internal payments and netting transactions
10906 8.7.3.6 Calculate interest and fees for in-house bank accounts
10907 8.7.3.7 Provide account statements for in-house bank accounts

Process
Element Hierarchy
10761 8.7.4 Manage debt and investment
10908 8.7.4.1 Manage financial intermediary relationships
10909 8.7.4.2 Manage liquidity
10910 8.7.4.3 Manage issuer exposure
10911 8.7.4.4 Process and oversee debt and investment transactions
10912 8.7.4.5 Process and oversee foreign currency transactions
10913 8.7.4.6 Produce debt and investment accounting transaction reports
14210 8.7.4.7 Process and oversee interest rate transactions
11208 8.7.5 Monitor and execute risk and hedging transactions
11209 8.7.5.1 Manage interest-rate risk

11210 8.7.5.2 Manage foreign-exchange risk

Process
Element Hierarchy
11211 8.7.5.3 Manage exposure risk
11212 8.7.5.4 Develop and execute hedging transactions
11213 8.7.5.5 Evaluate and refine hedging positions
11214 8.7.5.6 Produce hedge accounting transactions and reports
11215 8.7.5.7 Monitor credit
10735 8.8 Manage internal controls
10762 8.8.1 Establish internal controls, policies, and procedures
10914 8.8.1.1 Establish board of directors and audit committee
10915 8.8.1.2 Define and communicate code of ethics

10916 8.8.1.3 Assign roles and responsibility for internal controls
11250 8.8.1.4 Define business process objectives and risks

Process
Element Hierarchy
11251 8.8.1.5 Define entity/unit risk tolerances
10763 8.8.2 Operate controls and monitor compliance with internal

controls policies and procedures
10917 8.8.2.1 Design and implement control activities
10918 8.8.2.2 Monitor control effectiveness
10919 8.8.2.3 Remediate control deficiencies
10920 8.8.2.4 Create compliance function
10921 8.8.2.5 Operate compliance function

10922 8.8.2.6 Implement and maintain controls-related enabling
10764 8.8.3 Report on internal controls compliance

Process
Element Hierarchy
10923 8.8.3.1 Report to external auditors
10924 8.8.3.2 Report to regulators, share-/debt-holders, securities

exchanges, etc.
10925 8.8.3.3 Report to third parties (e.g., business partners)
10926 8.8.3.4 Report to internal management
10736 8.9 Manage taxes
10765 8.9.1 Develop tax strategy and plan
10927 8.9.1.1 Develop foreign, national, state, and local tax strategy
10928 8.9.1.2 Consolidate and optimize total tax plan
10929 8.9.1.3 Maintain tax master data
10766 8.9.2 Process taxes
10930 8.9.2.1 Perform tax planning/strategy

Process
Element Hierarchy
10931 8.9.2.2 Prepare returns
10932 8.9.2.3 Prepare foreign taxes
10933 8.9.2.4 Calculate deferred taxes
10934 8.9.2.5 Account for taxes
10935 8.9.2.6 Monitor tax compliance
10936 8.9.2.7 Address tax inquiries
10737 8.10 Manage international funds/consolidation
10767 8.10.1 Monitor international rates
10768 8.10.2 Manage transactions
10769 8.10.3 Monitor currency exposure/hedge currency

Process
Element Hierarchy
10770 8.10.4 Report results
17059 8.11 Perform global trade services
14090 8.11.1 Screen sanctioned party list
14091 8.11.2 Control exports and imports
14092 8.11.3 Classify products
14093 8.11.4 Calculate duty

14094 8.11.5 Communicate with customs
14095 8.11.6 Document trade
14096 8.11.7 Process trade preferences
14097 8.11.8 Handle restitution

Process
Element Hierarchy
14098 8.11.9 Prepare letter of credit
10010 9.0 Acquire, Construct, and Manage Assets
10937 9.1 Design and construct/acquire nonproductive assets
10941 9.1.1 Develop property strategy and long-term vision
10955 9.1.1.1 Confirm alignment of property requirements with business

strategy
10956 9.1.1.2 Assess the external environment
10957 9.1.1.3 Make build-or-buy decision
10942 9.1.2 Develop, construct, and modify sites
10943 9.1.3 Plan facility
10958 9.1.3.1 Design facility
10959 9.1.3.2 Analyze budget

Process
Element Hierarchy
10960 9.1.3.3 Select property
10961 9.1.3.4 Negotiate terms for facility
10962 9.1.3.5 Manage construction or modification to building
10944 9.1.4 Provide workspace and assets
10963 9.1.4.1 Acquire workspace and assets
10964 9.1.4.2 Change fit/form/function of workspace and assets
10938 9.2 Plan maintenance work
16472 9.2.1 Perform routine maintenance
16473 9.2.2 Perform corrective maintenance
16474 9.2.3 Overhaul equipment
10949 9.2.4 Manage facilities operations
10965 9.2.4.1 Relocate people

Process
Element Hierarchy
10966 9.2.4.2 Relocate material and tools
10939 9.3 Obtain and install assets, equipment, and tools
10950 9.3.1 Develop ongoing maintenance policies for productive assets
10967 9.3.1.1 Analyze assets, and predict maintenance requirements
10968 9.3.1.2 Develop approach to integrate preventive maintenance into

production schedule
10951 9.3.2 Obtain and install equipment
10969 9.3.2.1 Design engineering solution for the manufacturing process
10971 9.3.2.2 Install and commission equipment
10940 9.4 Dispose of productive and nonproductive assets

10952 9.4.1 Develop exit strategy
10953 9.4.2 Perform sale or trade

Process
Element Hierarchy
10954 9.4.3 Perform abandonment
16437 10.0 Manage Enterprise Risk, Compliance, Remediation and

Resiliency
17060 10.1 Manage enterprise risk
16439 10.1.1 Establish the enterprise risk framework and policies
16440 10.1.1.1 Determine risk tolerance for organization
16441 10.1.1.2 Develop and maintain enterprise risk policies and procedures
16442 10.1.1.3 Identify and implement enterprise risk management tools
16443 10.1.1.4 Coordinate the sharing of risk knowledge across the

organization

Process
Element Hierarchy
16444 10.1.1.5 Prepare and report enterprise risk to executive management
and board
16445 10.1.2 Oversee and coordinate enterprise risk management

activities
16446 10.1.2.1 Identify enterprise level risks
16447 10.1.2.2 Assess risks to determine which to mitigate
16448 10.1.2.3 Develop risk mitigation and management strategy, and

integrate with existing performance management processes
16449 10.1.2.4 Verify business unit and functional risk mitigation plans are
implemented
16450 10.1.2.5 Ensure risks and risk mitigation actions are monitored
16451 10.1.2.6 Report on risk activities
16452 10.1.3 Coordinate business unit and functional risk management

activities
16453 10.1.3.1 Ensure that each business unit/function follows the

16454 10.1.3.2 Ensure that each business unit/function follows the

Process
Element Hierarchy
17462 10.1.4 Manage business unit and function risk
16456 10.1.4.1 Identify risks
16457 10.1.4.2 Assess risks using enterprise risk framework policies and
procedures
16458 10.1.4.3 Develop mitigation plans for risks
16459 10.1.4.4 Implement mitigation plans for risks
16460 10.1.4.5 Monitor risks
16461 10.1.4.6 Analyze risk activities and update plans
16462 10.1.4.7 Report on risk activities
17467 10.2 Manage compliance
17468 10.2.1 Establish compliance framework and policies
17469 10.2.1.1 Develop enterprise compliance policies and procedures

Process
Element Hierarchy
17470 10.2.1.2 Implement enterprise compliance activities
14133 10.2.1.3 Manage internal audits
14137 10.2.1.4 Maintain controls-related technologies and tools
16463 10.2.2 Manage regulatory compliance
16464 10.2.2.1 Develop regulatory compliance procedures
16465 10.2.2.2 Identify applicable regulatory requirements
16466 10.2.2.3 Monitor the regulatory environment for changing or emerging

regulations
16467 10.2.2.4 Assess current compliance position, and identify weaknesses

or shortfalls therein
16468 10.2.2.5 Implement missing or stronger regulatory compliance

Process
Element Hierarchy
16469 10.2.2.6 Monitor and test, on an ongoing and scheduled basis,
regulatory compliance position and existing controls, defining
controls that should be added, removed, or modified as
required
16470 10.2.2.7 Maintain relationships with regulators as appropriate
11216 10.3 Manage business resiliency
11221 10.3.1 Develop the business resilience strategy
11222 10.3.2 Perform continuous business operations planning

11223 10.3.3 Test continuous business operations
11224 10.3.4 Maintain continuous business operations
16471 10.3.5 Share knowledge of specific risks across other parts of the
organization
11179 10.4 Manage environmental health and safety (EHS)
11180 10.4.1 Determine environmental health and safety impacts

Process
Element Hierarchy
11186 10.4.1.1 Evaluate environmental impact of products, services, and
operations
11187 10.4.1.2 Conduct health and safety and environmental audits
11181 10.4.2 Develop and execute functional EHS program
11188 10.4.2.1 Identify regulatory and stakeholder requirements
11189 10.4.2.2 Assess future risks and opportunities
11190 10.4.2.3 Create EHS policy

Process
Element Hierarchy
11191 10.4.2.4 Record and manage EHS events
11182 10.4.3 Train and educate functional employees
11192 10.4.3.1 Communicate EHS issues to stakeholders and provide support
11183 10.4.4 Monitor and manage functional EHS management program
11193 10.4.4.1 Manage EHS costs and benefits
11194 10.4.4.2 Measure and report EHS performance
11196 10.4.4.3 Implement emergency response program
11197 10.4.4.4 Implement pollution prevention program

Process
Element Hierarchy
11195 10.4.4.5 Provide employees with EHS support
11185 10.4.6 Manage remediation efforts
11201 10.4.6.1 Create remediation plans
11202 10.4.6.2 Contact and confer with experts
11203 10.4.6.3 Identify/Dedicate resources
11204 10.4.6.4 Investigate legal aspects
11205 10.4.6.5 Investigate damage cause

Process
Element Hierarchy
11206 10.4.6.6 Amend or create policy
10012 11.0 Manage External Relationships
11010 11.1 Build investor relationships
11035 11.1.1 Plan, build, and manage lender relations
11036 11.1.2 Plan, build, and manage analyst relations
11037 11.1.3 Communicate with shareholders
11011 11.2 Manage government and industry relationships
11038 11.2.1 Manage government relations
11039 11.2.2 Manage relations with quasi-government bodies

Process
Element Hierarchy
11040 11.2.3 Manage relations with trade or industry groups
11041 11.2.4 Manage lobby activities

11012 11.3 Manage relations with board of directors
11042 11.3.1 Report results
11043 11.3.2 Report audit findings
11013 11.4 Manage legal and ethical issues
11044 11.4.1 Create ethics policies
11045 11.4.2 Manage corporate governance policies
11046 11.4.3 Develop and perform preventive law programs

Process
Element Hierarchy
11047 11.4.4 Ensure compliance
11053 11.4.4.1 Plan and initiate compliance program
11054 11.4.4.2 Execute compliance program
11048 11.4.5 Manage outside counsel
11056 11.4.5.1 Assess problem and determine work requirements
11057 11.4.5.2 Engage/Retain outside counsel if necessary
11058 11.4.5.3 Receive strategy/budget

Process
Element Hierarchy
11059 11.4.5.4 Receive work product and manage/monitor case and work
performed
11060 11.4.5.5 Process payment for legal services
11061 11.4.5.6 Track legal activity/performance
11049 11.4.6 Protect intellectual property
11062 11.4.6.1 Manage copyrights and patents
11063 11.4.6.2 Maintain intellectual property rights and restrictions

Process
Element Hierarchy
11064 11.4.6.3 Administer licensing terms
11065 11.4.6.4 Administer options
11050 11.4.7 Resolve disputes and litigations

11051 11.4.8 Provide legal advice/counseling
11052 11.4.9 Negotiate and document agreements/contracts
11014 11.5 Manage public relations program
11066 11.5.1 Manage community relations
11067 11.5.2 Manage media relations
11068 11.5.3 Promote political stability
11069 11.5.4 Create press releases
11070 11.5.5 Issue press releases

Process
Element Hierarchy
10013 12.0 Develop and Manage Business Capabilities
16378 12.1 Manage business processes
16379 12.1.1 Establish and maintain process management governance
16380 12.1.1.1 Define and manage governance approach
16381 12.1.1.2 Establish and maintain process tools and templates
16382 12.1.1.3 Assign and support process ownership

Process
Element Hierarchy
16383 12.1.1.4 Perform process governance activities
16384 12.1.2 Define and manage process frameworks
16385 12.1.2.1 Establish and maintain process framework
16386 12.1.2.2 Identify cross-functional processes
16387 12.1.3 Define processes
16388 12.1.3.1 Scope processes
16389 12.1.3.2 Analyze processes
16390 12.1.3.3 Map processes

Process
Element Hierarchy
16391 12.1.3.4 Publish processes
16392 12.1.4 Manage process performance
16393 12.1.4.1 Provide process training
16394 12.1.4.2 Support process execution
16395 12.1.4.3 Measure and report process performance
16396 12.1.5 Improve processes
16397 12.1.5.1 Identify and select improvement opportunities
16398 12.1.5.2 Manage improvement projects

Process
Element Hierarchy
16399 12.1.5.3 Perform continuous improvement activities
16400 12.2 Manage portfolio, program, and project
16401 12.2.1 Manage portfolio
16402 12.2.1.1 Establish portfolio strategy
16403 12.2.1.2 Define portfolio governance
16404 12.2.1.3 Monitor and control portfolio
16405 12.2.2 Manage programs
16406 12.2.2.1 Establish program structure and approach

Process
Element Hierarchy
16407 12.2.2.2 Manage program stakeholders and partners
16408 12.2.2.3 Manage program execution
16409 12.2.2.4 Review and report program performance
16410 12.2.3 Manage projects
16411 12.2.3.1 Establish project scope
11117 12.2.3.1.1 Identify project requirements and objectives
16412 12.2.3.1.2 Identify project resource requirements
11118 12.2.3.1.3 Assess culture and readiness for project management

approach

Process
Element Hierarchy
11119 12.2.3.1.4 Identify appropriate project management methodologies
11120 12.2.3.1.5 Create business case and obtain funding
11121 12.2.3.1.6 Develop project measures and indicators
16413 12.2.3.2 Develop project plans
11123 12.2.3.2.1 Define roles and resources
11124 12.2.3.2.2 Identify specific IT requirements
11125 12.2.3.2.3 Create training and communication plans
11127 12.2.3.2.4 Design recognition and reward approaches

Process
Element Hierarchy
11128 12.2.3.2.5 Design and plan launch of project
11129 12.2.3.2.6 Deploy the project
16414 12.2.3.3 Execute projects
11131 12.2.3.3.1 Evaluate impact of project management (strategy and

16415 12.2.3.3.2 Report the status of project
16416 12.2.3.3.3 Manage project scope
11132 12.2.3.3.4 Promote and sustain activity and involvement
11133 12.2.3.3.5 Realign and refresh project management strategy and

approaches

Process
Element Hierarchy
16417 12.2.3.4 Review and report project performance
16418 12.2.3.5 Close projects
17471 12.3 Manage enterprise quality
17472 12.3.1 Establish quality requirements
17473 12.3.1.1 Define critical-to-quality characteristics
17474 12.3.1.2 Define preventive quality activities

Process
Element Hierarchy
17475 12.3.1.3 Develop quality controls
17476 12.3.1.3.1 Define process steps for controls (or integration points)
17477 12.3.1.3.2 Define sampling plan
17478 12.3.1.3.3 Identify measurement methods
17479 12.3.1.3.4 Define required competencies
17480 12.3.1.4 Prove capability to assess compliance with requirements

Process
Element Hierarchy
17481 12.3.1.5 Finalize quality plan
17482 12.3.2 Evaluate performance to requirements
17483 12.3.2.1 Test against quality plan
17484 12.3.2.1.1 Conduct test and collect data
17485 12.3.2.1.2 Record result(s)
17486 12.3.2.1.3 Determine disposition of result(s)
17487 12.3.2.2 Assess results of tests

Process
Element Hierarchy
17488 12.3.2.2.1 Assess sample significance
17489 12.3.2.2.2 Summarize result(s)
17490 12.3.2.2.3 Recommend actions
17491 12.3.2.2.4 Decide next steps
17492 12.3.3 Manage non-conformance
17493 12.3.3.1 Assess potential impact
17494 12.3.3.2 Determine immediate action(s)
17495 12.3.3.3 Identify root cause(s)

Process
Element Hierarchy
17496 12.3.3.4 Take corrective or preventative action
17497 12.3.3.5 Close non-conformance
17498 12.3.4 Implement and maintain the enterprise quality management

system (EQMS)
17499 12.3.4.1 Define the quality strategy
17500 12.3.4.2 Plan and deploy the EQMS scope, targets, and goals

Process
Element Hierarchy
17501 12.3.4.3 Identify core EQMS processes, controls, and metrics
17502 12.3.4.4 Develop and document EQMS policies, procedures, standards,

and measures
17503 12.3.4.5 Assess the EQMS performance
17504 12.3.4.6 Create environment and capability for EQMS improvement(s)
17505 12.3.4.6.1 Reward quality excellence
17506 12.3.4.6.2 Create and maintain quality partnerships

Process
Element Hierarchy
17507 12.3.4.6.3 Maintain talent capabilities and competencies
17508 12.3.4.6.4 Incorporate EQMS messaging into communication channels
17509 12.3.4.6.5 Assure independent EQMS management access to

17510 12.3.4.6.6 Transfer proven EQMS methods
11074 12.4 Manage change
11134 12.4.1 Plan for change
11138 12.4.1.1 Select process improvement methodology

Process
Element Hierarchy
11139 12.4.1.2 Assess readiness for change
11140 12.4.1.3 Determine stakeholders
11141 12.4.1.4 Engage/Identify champion
11142 12.4.1.5 Form design team
11143 12.4.1.6 Define scope
11144 12.4.1.7 Understand current state
11145 12.4.1.8 Define future state

Process
Element Hierarchy
11146 12.4.1.9 Conduct organizational risk analysis
11147 12.4.1.10 Assess cultural issues
11148 12.4.1.11 Establish accountability for change management
11149 12.4.1.12 Identify barriers to change
11150 12.4.1.13 Determine change enablers
11151 12.4.1.14 Identify resources and develop measures
11135 12.4.2 Design the change

Process
Element Hierarchy
11152 12.4.2.1 Assess connection to other initiatives
11153 12.4.2.2 Develop change management plans
11154 12.4.2.3 Develop training plan
11155 12.4.2.4 Develop communication plan
11156 12.4.2.5 Develop rewards/incentives plan
11157 12.4.2.6 Establish change adoption metrics
11158 12.4.2.7 Establish/Clarify new roles
11159 12.4.2.8 Identify budget/roles

Process
Element Hierarchy
11136 12.4.3 Implement change
11160 12.4.3.1 Create commitment for improvement/change
11161 12.4.3.2 Re-engineer business processes and systems
11162 12.4.3.3 Support transition to new roles or exit strategies for

incumbents
11163 12.4.3.4 Monitor change
11137 12.4.4 Sustain improvement
11164 12.4.4.1 Monitor improved process performance

Process
Element Hierarchy
11165 12.4.4.2 Capture and reuse lessons learned from change process
11166 12.4.4.3 Take corrective action as necessary
11073 12.5 Develop and manage enterprise-wide knowledge

management (KM) capability
11095 12.5.1 Develop KM strategy
11100 12.5.1.1 Develop governance model
11101 12.5.1.2 Establish central KM core group
11102 12.5.1.3 Define roles and accountability of core group versus

operating units

Process
Element Hierarchy
11103 12.5.1.4 Develop funding models
11104 12.5.1.5 Identify links to key initiatives
11105 12.5.1.6 Develop core KM methodologies
11106 12.5.1.7 Assess IT needs and engage IT function
11107 12.5.1.8 Develop training and communication plans
11108 12.5.1.9 Develop change management approaches
11109 12.5.1.10 Develop strategic measures and indicators

Process
Element Hierarchy
11096 12.5.2 Assess KM capabilities
11110 12.5.2.1 Assess maturity of existing KM initiatives
11111 12.5.2.2 Evaluate existing KM approaches
11112 12.5.2.3 Identify gaps and needs
11113 12.5.2.4 Enhance/Modify existing KM approaches
11114 12.5.2.5 Develop new KM approaches
11115 12.5.2.6 Implement new KM approaches
16436 12.6 Measure and benchmark
11071 12.6.1 Create and manage organizational performance strategy

Process
Element Hierarchy
11075 12.6.1.1 Create enterprise measurement systems model
11076 12.6.1.2 Measure process productivity
11077 12.6.1.3 Measure cost effectiveness
11078 12.6.1.4 Measure staff efficiency
11079 12.6.1.5 Measure cycle time
11072 12.6.2 Benchmark performance

Process
Element Hierarchy
11083 12.6.2.1 Conduct performance assessments
11084 12.6.2.2 Develop benchmarking capabilities
11085 12.6.2.3 Conduct internal process and external competitive

benchmarking
11087 12.6.2.4 Conduct gap analysis to understand need for change and
degree needed
11088 12.6.2.5 Establish need for change

Definition
This is the root of the PCF hierarchy
Establishing a direction and vision for an organization. This involves
defining the business concept and long-term vision, as well as
developing the business strategy and managing strategic initiatives.
Processes in this category focus on creating a vision, a mission, and
strategic objectives, and culminate in creating measures to ensure
that the organization is moving in the desired direction.
Creating a conceptual framework of the organization's business

activity and strategic vision with long-term applicability. Scout the
organization's internal capabilities, as well as the customer's needs
and desires, to identify a fit that can be used to advance a conceptual
structure of the organization's business activity. Conduct analysis in
light of relevant externalities and large-scale shifts in the market
landscape.
Assessing all forces, entities, and systems that are external to an

organization but can affect its operation. Analyze far-reaching
currents in the macroeconomic situation, assess the competition,
evaluate technological changes, and identify societal as well as
ecological issues of concern. Create a big-picture understanding of
externalities, with sufficient depth across individual aspects.
Assessing the competitive forces in the marketplace that could
potentially affect the organization. Analyze various aspects of
business competition including competing firms. Aggregate
competitive intelligence, create benchmarks to juxtapose processes
and performance metrics, and inject crucial information about the
competition into management models to synthesize insights.

Definition
Determining large-scale macroeconomic shifts and trends, with
medium to long-term relevance for the organization. Vet the
immediate and the larger economic ecosystem to identify broad-
based movements that affect the organization. In the immediate
vicinity, for example, examine the stock price of key
vendors/suppliers in the organizational value-chain. In the larger
economic ecosystem, analyze according to geographical distribution
where factors such as interest rates, taxation structures, oil prices,
and unemployment rates are explored.
Identifying areas of concern pertaining to public policy and

regulation, established by sovereign or multinational authorities.
Examine various regions and geopolitical formations to identify those
political and regulatory issues-present or developing-that can
potentially affect the organization. Plan for an iterative process,
partitioned across regional and geopolitical entities that have a direct
bearing on the organization's activities. Assess changes in
environmental compliance, product standards, trade barriers, etc.
Assessing developments in technologies presently being used by the

business, new technologies that have a potential for the business,
and any disruptive innovations. Conduct a survey of advancement in
technologies that are already deployed with inputs from the
personnel closely working with them, tracking utility and feasibility
for deployment. Arrange for mid- to senior-level management
personnel who explore contingent uses to assess new and disruptive
technologies. Follow up with desk research, involving physical
scoping and viability assessment.

Definition
Analyzing statistical data relating to the size, distribution, and
composition of relevant populations, as well as their characteristics.
Perform quantitative analysis over raw data-sets gathered from well-
founded sources such as government census or large, private
databases. Consider employing primary research in collecting
required statistics. Use comprehensive studies (reports, briefs, and
articles) to assist with the analysis, in place of raw data.
Distinguishing changes in societal makeup, as well as the cultural

composite. Isolate shifts in the societal composition and distribution,
as well as the value systems and attributes that bind the organization
together. Analyze well-regarded publications--and gather the
perspective of public intellectuals and opinion leaders--on relevant
issues.
Identifying changes in ecological ecosystems that can be directly or
indirectly detrimental to the organization. Analyze ecological factors
within the immediate ecosystem for near to middle-term impact.
Analyze the ecology, at large, to get a sense of long-term shifts and
concerns. Gather analyses from research publications. Speak to
subject matter experts. Engage with advocacy groups, lawyers,
journalists, and the active populations.
Examining the market to identify customer required solutions. Assess

the relevant market(s) to determine the products/services that are
needed or wanted by customers. Carry out quantitative and
qualitative analyses to capture and investigate products/services.
Employ creative techniques that allow for a closer appreciation of the
customer, and design relevant solutions.

Definition
Investigating key market features and customer characteristics, using
qualitative and quantitative measures to capture relevant aspects.
Distill key ingredients that allow the organization to Capture
customer needs and wants [19946], and Assess customer needs and
wants [19947]. Conduct standardized appraisals by defining selection
parameters and setting quotas.
Identifying customers' basic needs and analyzing them to identify key
aspects for designing solutions. Sort customer needs through various
filters such as urgency, necessity, sufficiency, and the level of
achieved fulfillment in order to differentiate between needs and
wants. Assess creative modeling techniques such as game-like
simulations by employing brainstorms, design-thinking, behavioral
mapping, etc.
Undertaking a review of the organization's in-house skills and

resources in order to create a big-picture understanding of internal
capacities. Assess the organization's capabilities in order to advance
the advantageous and weed out the detrimental aspects. Identify
synergic associations within the backdrop of the forces and players
active in the market, and take into account all externalities.
Identifying and examining key attributes that differentiate the

organization in the market and those that underscore the core of its
operations. Consider how the organization functions. Reflect over
tangible and intangible aspects in order to spot critical correlations
and the interplay between these attributes. Have senior executives
conduct the analysis, with input from management and operational
personnel.

Definition
Establishing baselines that provide standards for assessing
performance levels and allow for a relational benchmarking of current
processes. Undertake a survey of archival performance records,
conducted in conjunction by the management and the operations
personnel. Take into account the organization's internal objectives,
particularly for process improvement and enhancement. Understand
industry best practices.
Analyzing the capabilities of technology and process automation

systems deployed within the organization in order to direct future
associated processes. Conduct a broad-based survey to examine
various aspects associated with such systems and technologies, with
the objective of identifying key facets that are of interest. Investigate
the intended purpose, purpose served, utility, longevity, remaining
service-life, repair or service requirements, etc.
Appraising the financial state of the organization so that

management can create resource allocation strategies. Scrutinize the
organization's financials--including balance sheets, statements of
income, cash-flows, equity holdings, and liquidity--with the objective
of understanding the organization's financial health and capacities.
(This analysis directly feeds into Conduct organizational restructuring
opportunities [16792] and Define a business concept and long-term
vision [17040].)
Determining a strategically significant aggregate of competence and

capacities that differentiates the organization in the market. Identify
distinguishing attributes including unique skills and resources and its
brand and services in the marketplace. Have senior executives and
management personnel assess competencies in order to further
develop these capabilities into distinct commercial value
propositions.
Establishing the organization's long-term vision as a strategic

positioning and engagement of stakeholders. Institute the vision by
creating strategic orientations of all stakeholders. Understand the
strategy development frameworks in this context.

Definition
Orienting those entities, associated with the organization that have a
direct bearing on its operations and output, in a way that advances
its strategic vision. Map all stakeholders in strategic configurations,
within the architectural layout of the marketplace, and position the
organization relative to them. (This exercise is undertaken by senior
strategy personnel, drawing upon the process Define a business
concept and long-term vision [17040].)
Developing and executing communication strategies to convey an

alignment plan of all organizational stakeholders, which helps the
organization realize its vision. Create custom communication
strategies and delivery channels with the objective of orienting
stakeholders according to the configuration maps created in the
process Align stakeholders around a strategic vision [10035]. Have
senior strategy personnel closely collaborate with the
communications/marketing team.
Examining the scope and contingencies for restructuring based on

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

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

Definition
Auditing the status quo of the probabilities, before formalizing any
restructuring of the organization with another entity. Systematically
investigate all entities discerned to be of interest in Identify
restructuring opportunities [16793], to verify all tangible and
substantial facts. Consider engaging specialist professional services
including legal, accounting, and consulting help.
Examining various options shortlisted for assimilating new entities
into the organization or dissociating from it. Undertake a piecemeal
and comprehensive consideration of each option identified for
acquisition, merger, de-merger, and divestment. Consider intangible
and non-material aspects of the entities involved and synergic
aspects. Consider the assistance of specialist professional services.
Appraising entities identified as being suitable for acquisition, taking

into account the restructuring opportunities in the internal and
external context. Verify the appropriateness and viability of the short-
listed options. Ensure these entities pertain to the state-of-affairs in
the market, as well as fit with the resources and capabilities of the
organization.
Appraising entities identified as being suitable for a merger, taking
stock of the restructuring opportunities within the firm and the
market. Verify the appropriateness and viability of such options.
Assess these entities to ensure their pertinence to the contextual
state-of-affairs in the market, as well as a fit with the resources and
capabilities of the organization itself. (This process can be carried out,
in its entirety, by qualified in-house personnel or may be designated
to specialist professional services providers.)
Evaluating departments and subsidiaries within the organization,

and/or previously merged entities, to assess the appropriateness of a
de-merger, taking account of the fit between these entities as well as
any relevant externalities. Examine the pertinence and soundness of
a formalized dissociation.

Definition
Evaluating departments and/or subsidiaries within the organization to
assess the appropriateness of a divestment, taking account of all
market externalities. Examine any internal entities that have been
identified to be suitable for dismemberment from the organization.
Ensure the pertinence and soundness of such a move.
Developing an organization's mission statement, strategy, and

business design. Create a concise statement that clearly articulates
the mission of the organization, outlining practicable targets to
Establish a strategic vision [10020]. Delineate strategic options by
matching these alternatives with the organization's internal
capabilities. Create an organizational design, and identify goals by
developing strategies at the functional and process levels.
Establishing an overarching, compact statement that concisely

underscores the mission of the organization. Define and
communicate a clear and succinct mission statement, which
encapsulates how the organization aims to proceed in order to
Establish a strategic vision [10020]. Solicit critical inputs from senior
management and strategy executives, and collaborate with
marketing or personnel from allied functions.
Defining the status quo relating to the de facto core of what the
business is. Reflect over the fundamental essence of what the
business accomplishes and the manner in which it operates. Look
beyond the obvious solution capabilities to delineate capacities that
form the basis of the business engine. Involve senior executives and
management personnel and possibly professional services providers.
Outlining actionable objectives that effectively set a course to fulfill

the organization's vision. In this fundamental activity, articulate
certain goals or targets in broad but practicable terms to reach long-
term objectives.

Definition
Developing and executing a communication strategy to convey the
mission statement. Create a universal communication strategy and
appropriate delivery channels, with the objective of leveraging the
latter to execute the former. Convey the inherent message of the
mission to all stakeholders, including employees, customers, and the
public. Ensure collaboration between senior strategy personnel and
the communications/marketing team.
Assessing sets of strategic decisions designed to drive the

organization's long-term objectives. Identify various strategies
concerning core functional areas. Appraise strategic options in light of
auxiliary decision frameworks that ensure smooth functioning, the
advancement of functional efficiencies, and vitality. Involve senior
management executives, especially strategy and/or business unit
personnel, with need-based consultative assistance from professional
services providers.
Defining the various options available to achieve the goals

highlighted in the mission statement. Delineate (in accordance with a
predefined criteria) the various permutations of strategic decisions
that would help the organization achieve the objectives outlined in
Develop overall mission statement [10037]. Involve senior
management and key strategy personnel, with timely help from
professional services providers.
Scoping and probing to study the impact of strategic options for

fulfilling the organization's objectives. Estimate a measure of the
impact effectuated by each set of strategic decisions, which comprise
Define strategic options [10047]. Closely examine the consequences
of each option.
Formulating strategic options that create opportunities for the
sustenance and prosperity of the business in the long run. Go beyond
business longevity to consider alternate strategies that allow the
organization's preservation of vitality over time. Earmark resources
and target processes, the former of which are dedicated to the
absorption of sustainable practices in the latter.

Definition
Charting a plan to optimize internal services and support functions
throughout the organization. Delineate a framework of parameters
and criteria to selectively filter service areas for inclusion among the
organization's common resources. Arrange the organization's
functional areas to create efficiencies of scale in the delivery of
internal services, globally.
Developing strategies for the optimization of processes and the
improvement of functional areas in order to improve the bottom line.
Create a road map of decision choices that would allow the
organization to continuously enhance process efficiencies and
advance performance standards.
Embracing a strategy for the achievement of business goals over the
distant future. Espouse one of the strategic options for realizing its
mission over the long term. Enlist senior management executives,
comprising strategy and/or business unit personnel.
Aligning the approach and method of individual units, departments,
systems, and operations within the organization, in accordance with
the larger strategic course adopted. Employ the organization's
strategic path to guide the functions, divisions, and operations.
Calibrate the plan and method of each functional area, as well as the
processes therein, to Select the long-term business strategy [10039].
Formulating a design for the organization's resources that allow it to

meet its objectives. Develop a new framework for molding the
organization's various processes into a coherent and seamless whole.

Definition
Evaluating the structural makeup of the organization, including
pertinent features of and associated synergies among constituent
elements. Examine the organization's architectural framework,
paying close attention to the individual elements, the relations
among them, and the conjoint and co-acting forces therein. Analyze
functions and processes, as well as work-related positions. Scrutinize
various relevant characteristics associated with each of them,
depending upon the scale, scope, and type of organization.
Appraising job-specific roles within the organizational chart and their

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

Definition
Creating an understanding of the fit between job roles and
organizational processes in order to properly place personnel.
Deconstruct key processes into constituent activities, and examine
job-related roles. Take cues from Develop role activity diagrams to
assess hand-off activity [10051]. Map appropriate positions against
these important processes, which in turn expedite the deployment of
staff members.
Probing the repercussions of all practicable organizational design

options. Analyze the significance and impact of workable
organizational structure options. Closely examine the long-term
impact of these frameworks over the functioning of the organization.
Embracing and ratifying a new organizational structure. (Assume the

new framework to be the best fit through Assess the organizational
implications of feasible alternatives [10055].)
Developing overall goals for the organization that help in
accomplishing its mission. Formulate organization-wide targets in the
near to middle term, which will accumulate and propel the
organization to realize its long-term objectives, as outlined in Develop
an overall mission statement [10037]. Enlist business unit heads or
equivalent personnel, in close collaboration with senior management
executives.
Charting a strategic course for business units in order to leverage

opportunities, sidestep hurdles, and create synergies among each
other. Create strategic road maps for the organization's units--in light
of their individual resources and requirements, as well as their
relationships with other business units--to achieve organizational
goals.

Definition
Managing strategic initiatives, from development through selection,
execution, and evaluation. Conduct and oversee strategic projects
supporting long-term objectives. Administer programs of strategic
significance by developing such initiatives, select the most
appropriate projects, and formulate measures to assess their impact.
Developing strategic projects that help fulfill long-term goals.

Develop time-bound projects that are discretionary in nature and lie
beyond the scope of the organization's routine operations.
Examining projects of strategic significance that lie outside the
purview of the organization's routine operations. Closely analyze
strategic initiatives for their applicability and feasibility, given the
organization's vision.
Selecting relevant projects of strategic significance that create
opportunities for the organization to realize its long-term objectives,
on the basis of their suitability to the organization's constraints and
reality. Select from the process Evaluate strategic initiatives [10058],
based on their applicability and feasibility for the organization. Enlist
senior management, especially strategy personnel.
Devising measures to examine strategic projects. Formulate

evaluation criteria to assess the strategic initiatives for the level of
impact.
Outlining the channel spread for marketing the products/services.
Identify the appropriate channels to market the organization's
offerings to different customer segments. Evaluate the available
channels, find a fit between these and the targeted populations, and
identify the right channel partners to execute the marketing plan.

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

segments. Identify the channel that can effectively market to the
targeted customers in regard to the drives, desires, and
characteristics of these populations, their uptake, extent of
engagement, frequency of use, and effectiveness in communicating.
Choose the most pertinent marketing channel for the targeted

segments (based on Determine channel fit with target segments
[10127]).
Defining a plan that removes customer obstacles by gathering
operational insight and competitive insight, as well as improving soft
skills and forward resolution for employees. Develop customer
segmentation. Define rules and regulations for customer service.
Establish service levels for customers.
Identifying and categorizing customer needs, and creating priority
lists around them. Order and prioritize existing customers into
segments. Adjust the customer service strategy accordingly. Analyze
customer feedback.
Analyzing existing customers needs and behaviors to enhance the
customer experience as a whole. Use techniques such as behavior
analysis, purchasing analysis, and ceiling price analysis.

Definition
Adopting a feedback strategy by designing and implementing
feedback forms--or through direct communication by phone or online.
Comprehend the customer needs and behavior to help develop
customer segmentation.
Outlining the framework of policies and methods for developing
customer service strategy. Establish the rules and regulations that
serve as a guideline for the customer service strategy. Take into
account customer needs and behavior.
Determining and implementing levels for customer services.
Benchmark certain customer service practices, and base customer
level services on those benchmarks. Create a service level
agreement, which is a negotiated agreement designed to create a
common understanding about services, priorities, and
responsibilities.
Calculating satisfaction levels of customers by effectively evaluating
the process of handling requests/inquiries of customers. Effectively
calculate the performance of customer-requests/inquiries handling
and resolution. Obtain information regarding requests/inquiries
handling and resolution through customer feedback. Use it to explore
new ideas and opportunities for enhanced customer
requests/inquiries handling and resolution process.
Obtaining and procuring post- sale customer reviews or feedback on

the products and services delivered. Design a customer feedback
form, or communicate with the customer through the phone or
online.
Obtaining and procuring post- sale customer reviews or feedback on
ad effectiveness. Design a customer feedback form, or communicate
with the customer through the phone or online.
Examining the information obtained through customer feedback
collection. Determine complaint patterns in order to diagnose areas
needing enhancement.

Definition
Measuring the satisfaction level of customers as pertains to how their

complaints are handled and resolved. This process element requires
the organization to estimate the customers level of fulfillment with
the process reconciling their complaints and towards the objective of
ensuring customer retention. The feedback received can be used to
develop concepts for new opportunities to boost the level of
customer satisfaction.
Requesting customer feedback on the process of handling and

resolving customer complaints. Obtain information about the
effectiveness and performance of the customer complaint handling
process from the customers through various means (e.g., online and
by phone).
Examining the information obtained through handling and resolving
complaints for development/improvement opportunities. Categorize
the customer complaints data on the basis of speed, accuracy,
courtesy, price, product choice, availability, hours, location, etc.
Determine complaint patterns in order to diagnose areas needing
enhancement.
Calculating satisfaction levels of customers with products/services.
Obtain customer feedback on products/services, as well as the
effectiveness of the advertising campaigns. Examine this information
to reach meaningful conclusions, which could then be used to
enhance the customer service operations.
Obtaining customer feedback/review on the quality and utility

derived from the products/services after the sale is complete. Use
techniques such as surveys, feedback boxes, and user activity and
usability tests.

Definition
Assessing the influence of advertisements on purchasing behavior.
Use techniques such as surveys and product recognition tests,
questionnaires or feedback flyers, and toll-free numbers in order to
encourage customer interaction after the sale.
Assessing the information collected on customer satisfaction levels

with products/services in order to determine areas for improvement.
Examine the data and information extracted from the customer
feedback and reviews to measure the satisfaction levels of the
customers. Identify opportunities that could enhance the customer
satisfaction levels and the overall customer service strategy.
Providing feedback from customers on products/services to the

product management team. Analyze information collected through
Gather and solicit post-sale customer feedback on products/services
[11238]. Share with the product management team for consideration
while improving existing offerings or developing new
products/services.
Gathering intelligence on the market and customers. Closely examine
the inherent attributes and collective behavior of the various market
and customer segments. Track trends in the market. Determine what
drives the customers to make purchasing decisions in order to
identify opportunities in the market.
Identifying a set of characteristics that define the demographic and

behavioral patterns of the customer. Further, use persona scoring to
design your marketing strategies around personas, and measure and
optimize your interactions with the contacts classified by a certain
persona.

Definition
Carrying out research studies to understand the behavior of
customers and the realities of the market. Undertake research to
understand the market conditions as well as the characteristics,
drives, and desires of prospective customers. Gather highly
contextualized intelligence through primary and secondary research
methods, with the objective of gaining insights over how to best seize
a market opportunity. Consider assistance from professional research
services.
Identifying a section of the customer population to target for

marketing products/services. Create segments within the customer
population for targeted marketing campaigns, which increase the
efficacy of marketing outlay. Determine the right customer segments,
craft effective marketing messages, and efficiently communicate
them. Determine the optimal pricing mix. Consider assistance from
professional services for market segmentation studies, with
coordination and oversight from the marketing/sales functions.
Examining large-scale shifts and trends, with relevance to the

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

Definition
Examining the strengths and weaknesses of competing organizations.
Assess competing organizations for offerings, product strategy,
marketing and delivery channels, etc. Analyze the usability
experience, durability, USP, and other key attributes of competing
and substitute products. Gather competitive intelligence, and
consider enlisting professional services.
Examining the brands owned and products offered in the market.
Determine the relative position of the existing products/brands in the
marketplace.
Understanding the culture and environment in which you're
operating. Analyze how internal decision-making, thought processes,
financial circumstances, and more affect the ability to bring new
products to market. Survey or analyze the market into which the
products would be introduced.
Appraising market opportunities by quantifying and subjecting them
to prioritization, as well as validation tests. Closely examine the
market opportunities that have been identified by Perform customer
and market intelligence analysis [10106]. Triangulate those
opportunities to capitalize by finding a fit between identified
opportunities and the composite of organizational capabilities and
business strategy.
Attaching quantifiable indicators to opportunities that have been

identified in the market. Compute estimated figures of the
approximate value that can be captured with the provision of existing
products/services (i.e., the extent of financial benefits that can be
reaped in the market).
Identifying the targeted segment of customers. Deduce those
particular customer segments that are to be targeted from among the
market segments.

Definition
Creating an index of market opportunities, and arrange them in order
of preference. Prioritize based on the opportunities' adherence to the
overall business strategy. Correlate with the competencies and
capacities that the organization, as a whole, processes.
Confirming the practicability and reasonableness of the market

opportunities that have been identified. Give substance to the real-
time feasibility of the market opportunities.
Creating promotions for the organization. Conceptualize, test,
execute, evaluate, and refine the product/service promotions
launched by the organization. Create and administer the promotions.
Consider seeking the assistance of experts with experience over
multiple marketing channels, researching, and data-collection
agencies, as well as contract workers.
Outlining a conceptual framework for all promotional activity in order
to create an overarching aspiration and ensure consistency. Create a
plan for running promotional programs and designing the associated
activities in order to increase visibility or sales. Determine how the
organization quantifies what it wishes to achieve from these
activities, what sort of messages the organization comfortable
publicizing, what channels the organization wishes to employ, etc.
Developing a scheme for executing the promotional programs and

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

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

track the impact of these activities. Examine the performance of
promotional activities. Measure the success of these programs
through metrics representative of customer uptake, market
penetration, sustenance of impact created, revenue growth through
offerings marketed, etc. Measure through primary data collection.
Analyze through various statistical techniques to generate insights.
Fine-tuning promotional activities by employing the insights gleaned

from the quantitative, as well as any qualitative, performance
evaluations. Change certain attributes of the schemes, campaigns,
and programs deployed in order to increase the impact generated, in
terms of measures already agreed upon such as customer uptake,
market penetration, sustenance of impact created, and revenue
growth through offerings marketed.
Incorporating the understanding developed by studying promotional

activities as well as refining them. Include the best practices and
value-enhancing attributes identified in Refine promotional activities
[10171] into similarly planned schemes, programs, and campaigns.
Adjust promotional activities to further increase the effectiveness of
the overall promotional efforts.

Definition
Conceptualizing, creating, and coordinating the execution of
marketing programs. Account for all marketing activities. Clearly
define objectives for using various marketing channels. Identify
target audiences at a micro-level. Design the sales messages.
Package these messages into advertising and other marketing
campaigns. Enroll service providers. Determine the choice of media
channels on the basis of Analyze customer and market intelligence
analysis [10106] and the Define the channel strategy [10122].
Creating a set of general objectives that the organization aims to

achieve through the use of various media vehicles, for its marketing
efforts. Outline the intention and purpose in using certain media
channels for the marketing and promotion of its products/services.
Create a media plan with specific goals for media channels.
Developing the central messages for a segment of its customers.

Craft concise statements that position the value proposition of
individual products/services around the pressing concerns in the
market, thereby showing how the organization's offerings are the
right fit for the customers.
Determining the appropriate audience to direct marketing efforts at.
Identify the particular group of customers to target. Discover the
appropriate customer groups at a micro-level. Use techniques such as
segmentation analysis, whereby the entire population is sliced
according to certain demographic or behavioral attributes.
Enrolling the services of certain media providers, who employ
marketing channels that are appropriate for target audience. Analyze
vendors over several criteria, including channels appropriate for
these populations, price points, turnaround time, reliability, quality of
deliverables, etc.

Definition
Developing and delivering advertising messages to the target
audience, with the objective of influencing their purchasing decisions.
Create advertising campaigns geared to specific offerings, and
deliver through the media providers. Create content (textual and
visual) that is highly contextualized to deliver the message in a
specific manner. Consider enlisting specialized professional services.
Designing and executing additional marketing campaigns, besides

advertising, including undercover marketing, relationship marketing,
sponsorships, viral marketing, social media marketing, thought-
leadership, and content marketing.
Examining the performance of all marketing efforts, across multiple
parameters in order create an optimal marketing mix. Examine these
programs on various aspects, such as return on investment, brand
penetration, brand sentiment, and brand impact. Leverage focus
groups, client feedback, customer engagement tracking, analytics
over customer decisions, activity over the marketing channels
employed, etc. Survey the performance of all marketing programs.
Estimating customer loyalty and the average contribution made by

them to revenues, over their lifespan. Use metrics to quantify the
commitment of customers to the offerings of the organization, such
as measures of tendency to switch brands/providers,
number/proportion of return customers, and the number of customers
using multiple substitutable offerings.

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

organization is able to retain to those it is losing. Compute metrics
such as the tendency to switch brands/providers and the proportion
of return customers to comprehend the trends within the customer
attrition and retention rates.
Studying all measures of the customer's behavior and conduct toward
the organization's offerings in order to glean insight and identify
patterns into their decision making. Closely examine all categories of
data sets over a customer base. Analyze data points related to
customer loyalty, retention, value, conversion, level of satisfaction,
attrition, etc. Flesh out measures for an all-encompassing analysis
that provides a macro-level picture of the customer's behavior and
mindset related to the organization's products/services.
Reviewing and reappraising the strategies, objectives, and plans for

all customer-centered processes. Revisit all customer-focused
processes and activities--which relate to their acquisition, conversion,
and retention--with the objective of revising them in light of customer
analysis. Revise accordingly.

Definition
Assessing the capabilities and performance of existing
products/services, in light of market opportunities. Examine
performance of the existing line of products/services, including
measures of profitability, penetration, and value delivered. Identify
gaps between existing solutions' portfolio or their performance levels,
on the one hand, and the current market demand, available
technologies, and/or customer expectations, on the other. Consider
opportunities in the present market environment and any relation
with the performance. Consider input from professional services
providers.
Identifying requirements for new products/services or potential

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

order to take advantage of a shift in market expectations. Identify
how the existing line of products/services may be revised--through
enhancements to individual solutions or across-the-board
renovations--in order to capitalize on present opportunities in the
market.
Identifying potential value-added solutions. Determine any and all
new solutions that can potentially be added to existing
products/services in order to best capture value from market
opportunities.

Definition
Creating, executing, and administering a strategic road map for
packaging products/services. Determine how to package
products/services into finished offerings that can be directly marketed
to prospective customers. Consider physicality, perishability, and
shelf-life. Develop a strategy for packaging products/services. Test
alternatives. Collect feedback. Refine the option chosen for
execution. Have marketing, product development, and supply chain
functions work together to develop sound packaging.
Creating a strategic road map for how to package products/services

into desirable solutions while increasing profitability. Create a scheme
for how the organization will bundle and wrap its products/services
into a presentable and sellable offering. Consider what aspects or
components of an offering the organization can extract the maximum
revenue from, and reduce the less profitable constituents while
maintaining a high perceptible value for the customers. Balance
maximizing profit with benefits to the customer.
Piloting the packaged products/services in the market with a test

audience. Create trial runs using techniques such as focus groups of
the final product, wrapped and bundled.
Implementing the final packaging. Put into action the packaging
strategy in light of the insights accumulated from testing various
options.
Fine-tuning the packaging that has been developed and tested using
insights gleaned from feedback.
Developing a sales forecast for the organization's portfolio of
offerings, bearing in mind the effect of promotional events, and fine-
tuning these in the context of the new forecast. Estimate the future
demand for the organization's products/services by analyzing
historical information and any promotional activity.

Definition
Gathering all information about sales orders into an index. Create a
directory of all sales orders, whether open or those which have been
fulfilled. Track what product/service was ordered, the quantity
ordered, who ordered it, the delivery date, the shipping method, the
unit price and line total, payment terms, and any discount applied.
Analyzing sales order data to identify patterns in order to capitalize

on emerging trends in the industry or the economy. Closely examine
the directory of sales orders. Discern any patterns from this index,
which is representative of the demand for the organization's
offerings. Identify trends among the various segments of the
organization's customer base to create forecasts. Glean patterns from
this analysis, including the triangulation of segments that are
showing the most growth in demand or those that represent the
highest decline revenue, industry-wide trends such as decline/boost
in overall demand, and any unusual trends that lie outside of the
organization's expectations.
Calculating the future demand for the organization's

products/services. Use the trends and patterns identified in the sales
data to estimate future demand. Use forecast to prepare for future
customer demand and to recalibrate the strategic course of functions
and business units.
Reviewing promotional activities' effect on the sales orders. Analyze
all promotional events and campaigns that the organization has
already employed or is planning to deploy.
Launching revamped product/service portfolio in to the market.
Introduction in to the marketplace is done by deploying effective
channels for marketing, sales, delivery, and after-sales servicing.
Introduce new/revised solution offerings in a concerted effort.
Coordinate a cross-functional effort.

Definition
Implementing the pricing mechanism to determine prices for all
individual offerings in the organizational portfolio. Calculate the
prices of all offerings based on the established methodology and/or
formulaic structure.
Removing nonconforming products and services. Withdraw those
products/services that do not conform to market realities and are not
positioned to take advantage of prevailing opportunities. Coordinate
with processing/delivery teams within the organization and key
stakeholders in the supply chain. Create mechanisms for continued
after-sales servicing, as well as deploy effective public relations
efforts in order to preserve the image and goodwill of the
organization through the process.
Creating design specifications. Create specifications for the design of

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

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

Definition
Building prototypes for shortlisted product/service concepts. Develop
prototypes for those product/service concepts that have been
identified for further development. Provide proof-of-concepts, and test
any processes involved. Build prototypes in line with the design
specifications already outlined. Enlist the solutioning and/or design
staff.
Interacting with suppliers and manufactures to determine design
decisions. Collaborate with vendors, suppliers, contractors, and
subcontractors to verify feasibility of co-producing the prototype's
design. Ensure that efforts can be coordinated with other
stakeholders in the organization's supply chain ecosystem at the time
of manufacturing, producing, or packaging the finished
product/service.
(specifications, dates, quantities)

(procurement, delivery, shipping, reporting, inventory management,
etc.)
Creating strategies for procuring materials and services from various
sources. Establish a procurement process that describes the approach
for obtaining products and purchasing activities. Evaluate the
sources. Create sourcing relationships in order to continuously
improve. Re-evaluate purchasing activities.
Creating a plan for procuring materials and services. Plan what to
buy, when, and from what sources. Include project requirements, the
procurement team, the justification for the procurement, a timeline of
events, and an explanation of the supplier selection process. Outline
specific actions to start and complete purchases in order to adhere to
best practices.
Defining the purchasing requirements for materials and services.
Specify the exact inventory required for the production process.
Create a specific quotation for all the sources in order to avoid any
duplication or overlap.

Definition
Developing an inventory strategy (conventional manufacturing, just-
in-time, material requirements planning, economic order quantity,
etc.) to avoid shortages or surplus inventory.
Synchronizing the requirements of materials and services and the
capacity of suppliers for providing these materials and services.
Revamp the procurement needs of the company in consideration of
the capabilities of the suppliers.
Evaluating the spend profile of the organization. Collect, cleanse,
classify, and analyze the procurement data with the purpose of
reducing procurement costs, improving efficiency, and monitoring
compliance.
Seeking the most efficient sourcing and procurement opportunities.
Collaborating with the suppliers of materials and services in order to

determine new opportunities for sourcing.
Creating and approving requisitions and distributing purchase orders
accordingly. Hasten the procurement process to satisfy internal
needs.
Handling operations related to processing/reviewing the requisitions.
Establish and maintain procedures for the initiation, authorization,
and processing of purchase requirements to procure
products/services.
Approving requisitions for materials and services. Examine
distributor-specific requests, and validate them individually.
Requesting quotes from suppliers. Use a request for quotation (RFQ)
to invite suppliers into a bidding process for specific
products/services.
Creating and placing the orders for purchasing materials and services
from suppliers. Analyze vendor quotes. Choose the most cost-
effective vendors. Create vendor-specific orders. Distribute them in
order to initiate the purchasing process.
Accelerating the purchase orders in order to fulfill the internal needs
(for raw materials) depicted through inquiries.

Definition
Recording the acceptance of materials and services procured. Create
a help of goods receipt, which acknowledges the receipt of the items
listed in it.
Identifying and resolving any exceptions. Address the internal
needs/inquiries for materials that cannot be procured immediately.
Research inquiries that require the need of exceptional materials.
Examining procurement and vendor performance. Report delivery
timing and the quality of the materials procured through different
vendors.
Assisting the production and inventory processes through the
information and reports created. Use the information and metrics of
the procurement and vendor performance to enhance or improve the
production process.
Overseeing and managing the quality of the materials and services
procured. Manage supplier information. Analyze the performance of
the suppliers through the quality and time effectiveness of the
materials provided by them. Use this information to further improve
the efficiency of the production process.
Evaluating supplier options to select the most effective and efficient

suppliers. Validate selected suppliers. Establish and manage supplier
contracts.
Evaluating the pros and cons of various suppliers. Choose the most
appropriate and cost-effective suppliers on the basis of their material
quality, delivery schedules, and costs.
Validating the supply sources, and provide certification as an official
supplier.
Legally binding suppliers with the company. Negotiate contracts
individually with all the suppliers that include the promised material
delivery, the delivery dates and duration, etc.
Keeping contracts up-to-date with routine evaluation. Maintain order
and discipline with the contracts in order to avoid any loss of
information and mishaps.

Definition
Identify the bedrock levels of market demand anticipated for the
organization's products/services. Estimate future demand for product
and services using historical data, analysis of the market
environment and any externalities, etc. to create ex ante
approximations.
Working closely with the organization's customers to understand their
drives and behavior, with the objective of estimating future demand.
Reach out to customers through various means to understand their
behavior patterns, usage elasticity, and degree of variability--and
ultimately determine demand for each offering.
Examining the methodology used to estimate future demand. Refine
it in light of current market realities and demand.
Calculating and inspecting the accuracy of demand forecasts. Use
metrics to check the reliability of the forecasts created.
Developing new products/services from scratch, including all
activities associated with the design, prototyping, evaluation, and
market testing of these planned offerings.
Instituting the constraints for planning of distribution process. Create
a plan that specifies every element in the distribution process from
the blueprint of the distribution centers to how and when the
inventory would reach the distribution centers.
Instituting the constraints for creating a layout for distribution center.
Consider factors such as the number of customers, demand
forecasting, product groups, condition of product conservation,
warehousing, and transportation management.
Determining any problems that might be faced while managing
inventory. Identify problems and possible issues in managing the
warehousing of the raw materials, spares, and other items of
inventory. Take stock of inventory needs, and determine the exact
quantity of the inventory needed in the near future.

Definition
Identifying any potential constraints while deciding on the dispatch
and delivery plan from the source to the various distribution centers.
Decide how the inventory will be transported , which and how many
transportation means to use, what route to take, etc.
Interact with the concerned person at the destination to validate the
requirements and to avoid any miscommunication of information.
Managing the receipts of inbound materials. Create a plan accounting

for the materials procured from the source of supply and the
materials delivered to the distribution center or the warehouse.
I have no problem changing the definition of Operate warehousing

and using that name. We renamed it because we were adding
elements/changing the definition of it.
Based on item velocity, seasonal history, supplier lead times, etc.
each warehouse must plan what level of inventory they must carry to
avoid outages.
Allotting an identification number to a particular quantity or lot of
material manufactured. Assign lot numbers on the basis of specific
production units, material similarity, etc. Place lot numbers on the
outside of packaging.
Identifying the use of production lots. Define where, how, and when
to use a specific production lot.
Tracking the logistical act of delivering or releasing an inventory item
or entity to targeted end users. Track how much inventory has been
deployed at all the distribution centers, individually.
Coordinating the incoming inbound materials/products. Accept the
delivery of these materials and the subsequent storage. Track them
at the warehouse/distribution center.
Keeping track of the availability of different materials/products at the
warehouse and distribution centers.

Definition
Monitoring any discrepancies between electronic records that
represent the inventory and the physical state of the inventory. Look
for discrepancies such as phantom inventory, which includes products
that an inventory accounting system considers to be available at the
storage location but are not actually available.
Keeping a track on the storage and shipping performance of third-

party agencies. Monitor logistics storage and shipping performance
for third-party agencies. Use measures such as a logistics scoreboard,
activity-based costing, economic value analysis, and balanced
scorecards.
Administering the movement of the finished products that are
processed by the organization through its warehouses. Track goods
through the use of systems such as barcodes in order to monitor the
volumes available, quantity of out-flowing goods, remaining shelf life
of the product, etc.--ultimately, to best manage the warehouse
capacity.
This would include washing/trimming veggies and fruit, taking bulk
items out of cartons to distribute individually, etc. Not necessarily
creating a SKU.
This includes building kits (Rod and Reel combo) etc. It is not
manufacturing. It is putting finished goods into a bag or wraping tape
around a couple of items. It is purely packaging.
Packing and shipping the product to deliver to the customer. Take
care of the internal and external packaging of the products in order to
ensure safe transportation of the products from the warehouse to
delivery locations.
Approving and carrying forward the requests by the customers to
return the product. This is part of the process of returning a product
in order to receive a refund, replacement, or repair during the
product's warranty period.

Definition
Moving products from their typical final destination to the origin or
manufacturing destination for the purposes remanufacturing or
refurbishment. Implement a transportation system to ensure that the
products are returned back to their originating position safely and in
tact.
Executing activities for reinstating the returned products. Present the
customer with additional incentives of compensation in case of any
defective products delivery or any discrepancy in the product
specifications in order to save the order from being permanently
returned.
Managing and administering any claims on the warranty of products.
Handle and approve the customer claims for repair or replacement of,
or compensation for non-performance or under-performance of an
item, as provided for in the warranty document.
Administering the reinstatement of the returned product in order to
return them back to customers. Repair or remanufacture the
defective or ineffective products returned by the customer. Process
the delivery of the repaired or remanufactured products back to the
customer.
Optimizing the schedule and costs of transportation services. Design
a logistics strategy by strategically creating delivery routes and
systems, which optimizes the overall transportation schedules and
costs. Evaluate different transportation sources in order to select the
most appropriate and cost-effective sources.
Establishing measures for evaluating the performance of the logistics
strategy of the organization. Establish key performance indicators,
including the logistics performance index, delivery in full, and
delivery on time.
Managing all the internal activities related to the flow/transfer of
materials. Manage materials being delivered to distribution center or
warehouse. Gauge the time taken for delivery and if the delivery
process is on time.

Definition
Overseeing the performance of an inbound delivery system. Check
the present delivery system's efficiency, cost effectiveness, and
adherence to a delivery schedule.
Tracking and taking care of the products that have been internally
returned either because of their deficiency or in cases of incorrect
delivery.
Organizing the transportation and delivery of outbound products.
Plan and organize the transportation, shipping, and delivery of the
end products. Create a plan that specifies dispatch and delivery of
the product to its destination, as well the transportation.
Taking care of a range of functions related to the means of transport
used for delivering the end products. Manage vehicle financing,
vehicle maintenance, vehicle telematics (tracking and diagnostics),
driver management, speed management, fuel management, and
health and safety management.
Organizing and inspecting all account statements and any other
documentation for the carriers used in delivery. Create, manage, and
inspect all documents related to the financial, regulatory, and
administrative accounts of all the carriers/freights. Generate receipts
for all freight transactions.
Monitoring delivery performance when carrying products from the
warehouse/distribution centers to the retailers or end consumers.
Create a performance metrics based on the key performance
indicators.
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.

Definition
Creating strategies for the HR function. Create and implement
strategies for managing the work force. Supervise and enhance the
strategies, plans, and policies supporting the HR function. Developing
models for managing competency levels of the HR of the
organization.
The Develop HR strategy process includes identifying strategic HR
needs, defining HR and business function roles and accountabilities,
determining HR costs, establishing HR measures, and communicating
HR strategy.
Strategically defining the current and future needs for developing an
efficient HR strategy.
Outlining the charge and duty of the HR function by defining its
responsibility areas, as well as ensuring its accountability. Establish
the HR function by laying out the roles and responsibilities for this
function and the rules and regulations guiding HR. Define the goals
and objectives of the HR, as well as a mission and vision for this
function. Create a mechanism involving a set of policies, code of
conduct, and institutional procedure to ensure HR accountability.
Ascertaining the costs and expenses of the HR function. Identify and

report HR investments using, for example, a cost approach or a
present value of future earnings approach.
Evaluating the performance of HR function. Lay out the course of HR
procedures that would formulate a plan of action needed to fulfill
strategic HR needs. Deploy measures such as hiring policies, leave
management, internal code of conducts, and compensation structure.
Conveying the strategies of HR function to employees and

management. Effectively explain the vision, plans, and anticipated
benefits of the HR strategy employees, as well as the public. Develop
statements and messages that are easy to read, informative, and
relevant to the audience.

Definition
The Develop and implement HR plans process includes work force,
compensation, succession, and employee benefits planning. It also
involves developing an employee diversity plan;
developing/administering HR programs and policies; and developing
strategies for HR systems, tools, and technologies.
Evaluating the current and future skill requirements of the
organization with regard to the overall corporate strategy of the
organization and market conditions. Identify and establish the
minimum skills needed for the requisite HR needs.
Determining the requirements for employees and the need for
employee resourcing for each every unit/function. Lay out a plan
detailing employee resourcing requirements of individual functions
and the organization as a whole.
Designing a plan that specifies the combination of wages, salaries,
and benefits the employees receive in exchange for work. Define the
total amount of compensation, in addition to the manner in which the
compensation is paid and the purposes for which employees can
receive bonuses, salary increases, and incentives.
Creating and implementing the plan for continuation of key positions

within the organization. Identify internal people with the potential to
fill key business leadership positions. Provide critical development
experiences to employees who can move into important roles.
Engage leaders to support the development of high-potential leaders.
Creating and implementing the plan for ensuring a diverse work

force. Develop and hire employees with varying characteristics
including, but not limited to, religious and political beliefs, gender,
ethnicity, education, socioeconomic background, sexual orientation,
and geographic location.

Definition
Creating HR programs and services such as employee engagements
programs to promote positive employee behavior. Create a variety of
programs and services to support employees' professional and
personal needs at work and at home.
Creating rules and regulations that govern the HR function. Develop a
policy plan that serves as a guideline for setting rules and regulations
that help in achieving the HR goals and objectives.
Ensuring rules and regulations are followed and are flexible enough
to accommodate indispensable deviations.
Planning benefits in kind (also called fringe benefits, perquisites, or
perks). Include various types of non-wage compensations provided to
employees in addition to normal wages or salaries.
Creating a strategy for the use of systems/technologies/tools in
operating the HR function. Create a strategy concerning the use and
utility of HR support tools and technologies. Decide what specific
tools to use and in what quantity. Determine the levels of technology
required for the HR management.
Creating and implementing models for effectively strategizing the
work force of the organization. Develop a model that specifies the
organization's overall approach for maximizing the performance of its
work force by defining the goals, objectives, and expectations of the
work force. Manage all aspects of performance required for the work
force to function, including recruitment, selection, retention, and
professional development.
Supervising the HR strategy, plans, and policies in order to refurbish

them whenever needed. Determine the performance of HR plans and
policies by measuring the objective achievement rate and its
contribution to the overall business strategy. Ensure that information
about these plans and strategies is effectively communicated to
various stakeholders. Incorporate any suggestions by these
stakeholders when revising HR plans and policies.

Definition
Determining the accomplishment of HR goals and objectives.
Evaluate the effectiveness of the HR function by estimating the
present rate of achievement of the established objectives. Use
metrics to determine if the objectives are being realized. Leverage
measures such as turnover, training, return on human capital, costs
of labor, and expenses per employee.
Determining the role of HR function in implementing the
organizational strategy. Measure the correlation between the HR
performance and the overall business strategy. Calculate the amount
of contribution of the HR function to the overall business growth.
Conveying the plans for HR function to stakeholders. Ensure that the

HR plans and strategy are effectively communicated to the people
who can affect or be affected by the organization's actions,
objectives, and policies such as the creditors, shareholders,
employees, and suppliers. Provide regular updates to these
stakeholders to ensure effective communication.
Reassessing the strategies, plans, and policies of the HR function,
with the objective of revising them. Revisit the schematic plans for
the HR function. Taking stock of any suggestions or feedback from the
stakeholders, revamp the blueprint of HR strategies and plans.
Creating and implementing the tools for managing the competency

levels of HR. Design a model for integrating HR planning with
business planning. Assess current HR capacity based on the
competencies against the capacity needed to achieve the vision,
mission, and business goals of the organization. Consider factors
such as employee development, career path, compensation policies,
and performance management.

Definition
Determining and handling employee requirements. Recruit or source
the candidates as per the requirements. Screen and select the most
appropriate candidates. Take care of the newly hired and re-hired
employees. Maintain records of information for all applicants.
Handling the requirements for new employees. Create and open job
requisitions by clearly defining the job descriptions. Post these
requirements internally and externally, and modify them as
appropriate. Manage the dates of the whole requisition process.
Creating a correspondence between the plan for hiring new
employees and the desired employee requirements. Staff an
adequate amount of people with the appropriate skills to effectively
accomplish its legislative, regulatory, service, and production
requirements.
Developing specific job requisitions, and ensuring their accessibility.
Create and open a job requisition to fill the vacant positions within
the organization. Clearly describe the job title, department, fill date,
and the requisite skills and qualifications for the job.
Creating descriptions for job requisitions. Define the normal

components of a job description, such as the overall position
description with general areas of responsibility listed, essential
functions of the job described with a couple of examples of each,
required knowledge, skills, abilities, required education and
experience, a description of the physical demands, and a description
of the work environment.
Posting and advertising job descriptions. Display open job

descriptions internally and externally. Use public portals, online
portals, and websites to upload these requisitions in order for
applications to be received.

Definition
Creating, maintaining, and managing the internal/external websites
used for posting job requisitions. Clearly compose all the information
that goes online in order to avoid misinformation and
miscommunication. Track the applications that are received online to
further initiate the recruitment/selection process.
Making the necessary alterations to job requisitions. Revamp or
revise the job requisitions in case a position is filled or is not vacant
anymore, as well as in case of any new openings. (It involves Manage
the internal/external job posting websites [10449] to make the
necessary changes.)
Informing and communicating with the hiring manager. Notify the
manager responsible for the hiring process in cases of any new
position openings or changes.
Determining and managing the dates for the employee requisition
process.
Recruiting new candidates for deployment across various functional
areas inside the organization. Select methods for sourcing new
employees. Manage relationships with third-party agencies. Stage
recruitment fairs and drives. Manage employee referral programs.
Defining the methods and channels for recruitments in order to

maximize the amount of candidate availability. Use channels such as
headhunting, job postings, job portals, networking websites, and
media advertising. Choose from the various methods of recruitment
such as internal/external third-party sourcing.
Organizing and executing recruiting activities and events. Activities
and events include on-campus hiring, refresher courses, information
sessions, career fairs, etc. to increase the coverage of the sourcing in
order to ensure that the most deserving and appropriate candidates
are hired.

Definition
Establishing and maintaining relationships with recruitment vendors
(suppliers). Create and maintain relationships with third-party
agencies such as staffing and firms to expand. Use these
relationships to implement the sourcing process effectively.
Creating and managing a recruiting strategy where current
employees are rewarded for referring qualified candidates for
employment.
Establishing and maintaining channels for recruiting. Extract the best
out of every recruitment channel. Manage all the processes related to
all the sourcing channels.
Using selection tools such as interviews. Evaluate the performance of
the candidates. Select or reject the candidates accordingly. Perform a
background check on the candidates.
Identifying and implementing tools for the selection of candidates.
Recognize candidate selection tools such as screening, telephone
interviews, hiring manager interviews, drug testing, and skills
assessment. Effectively deploy these tools to check if the candidates
fit in the workplace or not, as well as to ensure workplace safety.
Assessing the candidates by their performance in the interviews.

Conduct HR interview, technical interview, hiring manager interview,
etc. Understand the mindset of the candidate, and comprehend
his/her personal and professional lives.
Examining the candidates through tests. Prepare tools such as
aptitude, technical, and grammar tests. Test the skills of the
candidate through a written, oral, or computerized test.
Approving the deserving candidates, and rejecting the others.
Examining the performance of candidates. Ensure candidates would
fit well with the organization. (Assess performance from Interview
candidates [10457] and Test candidates [10458].)
Conducting a background investigation on the candidates with the
objective of looking up and compiling criminal, commercial, and
financial records.

Definition
Creating and making job offers to the selected candidates. Fairly
negotiate the job offers. Agree on terms with the candidate to
complete the hiring process.
Compiling job-related information for the selected candidates in order
to make up a job. Include information about the job description,
reporting relationship, salary, bonus potential, benefits, and vacation
allotment.
Negotiating an offer with selected candidates. Discuss the job offer
with the candidate to ensure a mutual understanding.
Wrapping up the process for hiring candidates. Agree to all hiring
terms and conditions. Have the candidate accept and sign the job
offer.
Creating and maintaining a system for managing the information of
applicants. Create records for all candidates who apply. Maintain and
track information through the use applicant-tracking systems.
Creating and documenting the records of all applicants. Manage all

individual applicants, including hires and non-hires. Maintain records
to avoid any duplication and promote efficiency.
Keeping track of all the information about the candidates who apply
for jobs. Use applicant-tracking systems that can be accessed online
as a central location and database for recruitment efforts.
Retaining and storing the records of the candidates who were

rejected and not hired to ensure future availability in case the need
arises. Create a centralized repository of profiles. Label these records
in order to readily identify them. Add remarks for any future
consideration.
Assisting employees in developing their capabilities, and providing
them counseling services. Handle the orientation and deployment of
the employees. Administer the performance of employees.
Administer the development and enhancement of the employees.
Provide training and development programs for employees.

Definition
Creating and maintaining various employee on-boarding programs
typically known as induction programs in order to ensure that the
new employees are effectively introduced to the organization and its
existing employees. Examine and evaluate the performance of these
induction programs. Execute these programs on the ground level.
Creating and maintaining a mechanism through which new

employees acquire the necessary knowledge, skills, and behaviors to
become effective organizational members and insiders. Conduct
formal meetings, lectures, videos, printed materials, and/or
computer-based orientations to introduce newcomers to their new
jobs and the organization.
Assessing the performance and effectiveness of employee on-
boarding program. Examine the performance of on-boarding program
through feedback and reviews from the new employees. Create web
and written forms. Obtain information through face-to-face
discussions.
Bringing the employee on-boarding program into effect. Implement
Create/Maintain employee on-boarding program [10474]. Conduct
training sessions and employee engagement programs.
Defining individual performance objectives. Review performance in
order to provide appraisals. Evaluate the efficiency and effectiveness
of the current performance program. Update it regularly.
Outlining the objectives for employee performance. Establish key

performance objectives and measures such as customer-focus
objectives, financially focused objectives, and employee growth
objectives.
Refurbishing, appraising, and managing the performance of
employees. Create performance reviews for all the employees by
qualitatively and quantitatively measuring them. Use the reviews to
provide performance appraisals. Monitor under-performing
employees.

Definition
Assessing and revamping performance programs, including the
instruments used to measure employee performance standards.
Review and upgrade these performance programs to avoid any
deprivations and ensure effectiveness.
Assisting general management in developing, maintaining, and
improving employee relationships. This is accomplished through
communication, performance management, processing grievances,
and/or dispute. Interpret and convey organizational policies.
Managing labor relations, the collective bargaining process, and the

relationships between the labor and management. Take care of
employee grievances.
Managing any negotiations between an employer and a group of
employees that determine the conditions of employment. Engage
employees to reach agreements in regulating working conditions.
Handling partnerships between labor and management. Develop a
lasting two-way relationship that is beneficial for the labor,
management, and the organization.
Establishing employee development guidelines. Lay out career paths
and plans for them. Manage the development of their skills to
enhance their skills, ability, and knowledge.
Outlining the guidelines for development of employees. Design
development policies and procedures to identify areas of growth for
employees, either in their current position or in preparation for future
roles. Include topics related to knowledge and skill development.
Designing a future career path for the employees that encourages

them to explore and gather information.
Administering the development of employee skills. Conduct training,
coaching and mentoring, job-rotation and cross training, lateral
moves, etc.

Definition
Creating a link between employee and organizational development
needs. Conduct and manage employee training programs by
considering the need and availability of these programs.
Aligning the needs of the employees to development needs.
Aligning the learning programs with the core capabilities and
competencies of the organization. Contextualize the training
programs so that employees can expand their knowledge base and
add new skills in line with the core competencies of the organization.
Determining the training necessitated by business processes, using

an examination of skill sets that are needed by the organization and
those already possessed. Examine the various skills required by
individual employees. Design training in light of the availability of
resources to provide specific segments of training.
Creating, implementing, and managing the programs for training

employees. Create and design sessions on the basis of the needs and
the availability of the skills. Conduct the sessions on the ground.
Manage all aspects related to the training programs. Consider
including literacy training, interpersonal skills training, technical
training, problem-solving training, diversity or sensitivity training, etc.
Creating frameworks for rewarding and recognizing employees with

the objective of retaining them. Create and manage programs for
provision of rewards, recognition, and motivation. Manage and
administer the benefits for employees. Help assist and retain
employees. Administer payroll to employees.

Definition
Developing structures for salary/compensation. Create a plan for the
provision of benefits/rewards. Perform a competitive analysis of it.
Identify compensation requirements of employees in accordance with
financial, benefits, and HR policies. Administer compensation and
rewards to employees. Deliver programs that support employees and
ensure a work/life balance.
Creating the framework for the provision of salary/compensation to
employees. Break down the salary structure into different
components such as fixed pay, variable pay, bonus, and allowances
such medical allowance, and rent allowance, etc. Develop, adjust,
and maintain a pay structure.
Developing a plan for provision of rewards and benefits to employees.
Plan health benefits, retirement benefits, non-monetary benefits, etc.
Analyzing and evaluating the organization's benefits and rewards

plan. Compare/Benchmark the benefits and employees plan with
other organizations to adhere to industry standard practices.
Recognizing the employee requirements for compensation on the
basis of the financial, benefits, and HR policies of the organization.
Recognize individual compensation requirements regarding the
financial policies of the organization. Consider the benefits plan and
overall HR policies while selecting compensation requirements.
Managing the provision of compensations and rewards to the

employees while maintaining consistency with the compensation and
benefits plan. Follow the compensation and benefits plan rigorously in
order to avoid any discrepancies.
Rewarding and stimulating the performance efforts of employees.
Create methods for motivating employees. Spur extrinsic and
intrinsic motivation.
Managing and ensuring benefits enrollment by the employees.
Process any benefit claims made by the employees. Balance the
estimated amount and entitled amount of benefits.

Definition
Implementing the programs that specify employee benefits, other
than salary provided, such as those concerning medical care, death,
and disability.
Handling the employee enrollment for obtaining benefits. Manage
employee enrollment and eligibility. Encourage employees to enroll
for benefits.
Processing any formal requests or demands made by the employees
claiming that they have earned some benefits. Send the request
further up the managerial hierarchy to ensure approval.
Carrying out reconciliation of benefits delivered to employees.

Compare the estimated benefit requirement made by the employee
and the actual amount of benefits the employee is entitled to receive.
Administering retention of employees and the provision of assistance

to help employees deal with personal problems that might affect their
job performance, health, and well-being. Organize short-term
counseling and referral services for employees and their household
members. Implement practices in order to retain employees.
Designing programs that prompt proper balance between work (i.e.,

career and ambition) and lifestyle (i.e., health, pleasure, leisure,
family, and spiritual development/meditation). Account for dependent
care, flexible working arrangements, leaves of absence, on-the-job
training, etc.
Creating a support structure that aligns with local and federal laws
that allow for support for families. This could include things like
maternity leave, care for a family member, or in some cases,
extended sick leave.
Reassessing the indicators for retention and motivation of employees.
Monitor the indicators that signal the levels of motivation and
retention. Regularly update and upgrade indicators to avoid
depreciation and ensure high efficiency.

Definition
Analyzing existing compensation plans and making changes
necessary to continue to retain employees.
Managing the sum of all financial records of salaries for an employee,
including wages, bonuses, and deductions. Use a payroll
management system to deal with the financial aspects of employees'
salaries, allowances, deductions, gross pay, net pay, etc. Generate
pay slips for a specific period.
Managing the reassignment and retirement of employees. Manage
the process of employee promotion and demotion. Administer
separation, retirement, and leaves of absence. Outplace employees.
Deploy personnel. Relocate employees in order to manage
assignments.
Administering the process of promoting and demoting employees.
Design a system for advancing or demoting an employee's rank or
position. Leverage techniques such as horizontal promotion, vertical
promotion, dry promotion, and involuntary/voluntary demotion.
Managing the process of employee separation, including resignations,

discharges, and layoffs. Inform the employee of the termination.
Complete paperwork for continuation of benefits.
Managing and administering instances where a person stops
employment completely.
Managing the period of time that an employee must be away from
their primary job, while maintaining the status of employee (i.e., paid
and unpaid leave of absence but not vacations, holidays, hiatuses,
sabbaticals, and work-from-home programs).
Helping former employees transition to new jobs or to re-orient
themselves in the job market. Deliver help through one-on-one
sessions or in a group format. Provide guidance in career evaluation,
resume writing, interview preparation, developing networks, and job
searching.

Definition
Allocating employees. Deploy personnel to ensure that the labor of
the organization is continuously in an optimal relation to the jobs and
organizational structure.
Managing the relocation of employees in order to carry out
assignments. Manage internal business processes to transfer
employees, their families, and/or entire departments of a business to
a new location.
Managing foreign resources. Manage employees who are sent to live
abroad for a defined time period, as well as non-native employees.
Managing the employee reporting processes, employee inquiry

process, employee information and data, and the HR information
systems. Create and administer the employee metrics. Develop and
handle the time and attendance systems. Refurbish the indicators for
employee retention and motivation.
Providing information and reports regarding employees to
management.
Handling instances where an employee believes that he/she has been
inappropriately treated or he/she desires clarification. Encourage
employees to inquire when needed. Record and clarify the issues for
which the enquiry has been made.
Capturing and updating employee information and data and
information on the employees.
Administering and maintaining HR information systems that take care
of activities related to HR, accounting, management, and payroll.
Creating and maintaining performance metrics for employees. Create

and manage a strategic system of data and statistics to accurately
gauge each employee's information. Consider productivity metrics,
efficiency metrics, training metrics, etc.

Definition
Developing and maintaining systems for managing the time and
attendance of employees. Routinely upgrade the process and
systems that track when employees start and stop work, the
department where the work is performed, attendance in addition to
tracking meals and breaks, the type of work performed, and the
number of items produced.
The manage employee communication process consists of
developing employee communication plans; managing employee
suggestions and grievances; and publishing employee
communications.
Procuring and handling suggestions from employees, and performing
research on employees. Manage and analyze the programs that help
the organization to tap into employee ideas for improving the
organization's processes and/or products. Use surveys, focus groups,
and other data-gathering methods to find out the attitudes, opinions,
and feelings of members of an organization.
Taking care or resolving any complaint raised by an employee by

procedures provided for in a collective agreement, an employment
contract, or by other mechanisms established by an employer.
Creating an effective plan that initiates and promotes communication
and engagement among the employees and between employees and
management.
Creating a plan for managing communication among employees.
Inform employees of direction. Counter resistance with change
management approaches. Seek specific areas of input to the
decision-making process. Seek varying degrees of involvement and
co-creation.
Implementing the communication plan for employees. Initiate
dialogues and engagement by monitoring the exchange of ideas and
opinions, the development of personal relationships, etc.

Definition
Managing process groups relevant to the business of information
technology within an organization. The process groups include
manage the business of information technology, develop and
manage IT customer relationships, develop and implement security,
privacy, and data protection controls, manage enterprise
information, develop and maintain information technology
solutions,, deploy information technology solutions, and deliver and
support information technology solutions.
Handling the business of IT. Create a organization-wide strategy for

the IT function. Define the organization's IT architecture. Manage the
IT portfolio. Research and innovate in the field of IT. Assess and
convey the performance and the value of the IT function.
Creating a strategy for the IT function. Build strategic IT intelligence.

Recognize the current and future IT needs of the organization.
Establish the guidelines and principles that support the IT function.
Develop the architectural structure of IT function. Establish
relationships with IT components suppliers. Define IT governance.
Align IT objectives with the overall business objectives.
Developing strategic intelligence for IT. Develop a strategy that

pertains to collecting, processing, analyzing, and disseminating
intelligence in order to form an IT policy. Create a plan for a mission
and vision for IT business within the organization.
Making the planning process for IT investments and decision making
a quicker, more flexible, and more thoroughly aligned process.
Recognize the organization's current and future information
technology including computers, computer peripherals, trace route,
DNS lookup, ping, routing tables, ARP tables, and interface statistics.

Definition
Establishing the rules and regulations that will guide the IT function.
Establish strategic standards regarding the organization's IT tools in
order to share information about practices based on replicable,
proven procedures.
Establishing a process to develop methodical IT specifications,
models, and guidelines.
Establishing the suppliers of IT components. Create and maintain
relationships with suppliers of IT components. Identify and assess the
most cost-effective and efficient vendors.
Creating and establishing an internal department that ensures the
effective and efficient use of IT. Define IT demand governance to
ensure the effective evaluation, selection, prioritization, and funding
of competing IT investments. Oversee their implementation. Extract
measurable business benefits.
Designing a strategic plan that specifies the goals and objectives of
IT function and how it contributes to the overall business objectives.
Align with the business objectives of the organization.
Outlining the organization's IT architecture. Establish the IT
architecture definition and framework. Create and confirm the
approach for the maintenance of it. Ensure the relevance of it. Create
the rules and regulations to guide the IT architecture. Act as the
clearinghouse for all the IT research and innovation that takes place
within the organization.
Establishing the process to develop methodical IT specifications,
models, and guidelines for the organization. Define a process specific
to the needs and requirements of the organization. Assess the
interrelationships of the business process architecture, the
information architecture, the components and services architectures,
and the infrastructure architectures to ensure their continued
relevance.
Developing an approach for the maintenance of IT architecture.

Definition
Preserving the relevance of IT architecture. Ensure that the IT
architecture is consistent with shifts and changes within the
organizational framework and pertinent to the organization's
overarching strategy.
Creating a centralized support structure that gathers, administers,
and dispenses information relevant to new developments within IT
research and innovation. Establish the IT function as the center
through which all the information about the IT research and
innovation can be collected, stored, and distributed. Enable the IT
function to be the sole authority that takes care of all the technology
information communication and settlement processes.
Administering the governance of IT architecture. Create and establish

the rules, regulations, policies, and standards that will govern the
individual components of the IT architecture, as well as the
architecture in its entirety.
Creating and establishing the portfolio by defining the projects,
investments, and activities. Analyze and examine the value of the IT
portfolio. Allocate resources toward it.
Creating and establishing IT investments, projects, and activities
(collectively known as the IT portfolio). Include planned IT initiatives
and ongoing IT services (such as application support).
Examining and evaluating the value of the IT portfolio for the
organization as a whole. Explore and interpret the value of the
investments, projects, and activities of IT function by assigning it a
quantifiable and qualitative value.
Allocating financial and physical resources for the IT portfolio,
keeping in consent with the overall strategic priorities of the IT
function.
Performing research and innovating effectively in order to improve
the IT function. Perform a systematic investigation to find new IT
services and solutions or to develop the existing ones. Upgrade and
transform technologies that serve as the basis for the IT services and
solutions.

Definition
Systematically investigating and study materials and sources
relevant to the IT function. Reach meaningful insights and
conclusions in the form new ideas and innovation for the IT function.
Enhancing and improving the performance of IT services and

solutions for the careful and routine transformation of the most
feasible and practical technologies.
Determining the business value of IT, and effectively conveying it to
stakeholders. Establish key performance indicators of the overall
performance of the IT plan. Communicate the determined value and
performance of the IT function to stakeholders.
Evaluating IT factors that are crucial to the organization's success.
Measure indicators such as IT costs as percentage of revenue, IT
maintenance ratio, and system downtime.
Assessing the performance of the IT plan. Using the established
performance indicators to measure the effectiveness and efficiency of
the IT plan.
Conveying the value of IT to stakeholders. Use the evaluation of IT
plan performance in order to determine the value of the IT function
for the overall business objectives. Communicate the determined
value of the plan to stakeholders including the shareholders,
employees, and vendors.
Creating and administering relationships with IT customers. Create a
strategy for the IT services and solutions. Create and administer the
services levels in IT. Perform demand-side management for the IT
services. Manage the satisfaction levels of the IT customers.
Strategize the marketing approach for IT services and solutions.

Definition
Developing a strategy that creates a base for delivering IT solutions
aligned with overall business needs while maintaining a tight control
on delivery and costs. Conduct research within the IT services and
solutions field. Translate the requirements into IT services and
solutions initiatives. Coordinate with internal stakeholders to ensure
alignment. Evaluate the formulated strategic initiatives to select the
most feasible.
Conducting a detailed and systematic investigation within the field on

IT services and solutions. Confirm through users and the IT function
the availability of the required services and solutions.
Evaluating the requirements and needs of business and its users.
Transform these requirements into IT services and solutions
requirements. Ensure that these requirements are fulfilled through IT
services and solutions.
Selecting and strategizing the initiatives that need to be taken in the
IT services and solutions field. Create new programs and initiatives to
ensure innovation and development in providing the IT services and
solutions.
Synchronizing IT services and solutions strategies with internal
stakeholders. Coordinate and communicate the IT services and
solutions strategies and initiatives with internal stakeholders,
including board members, staff, volunteers, and donors. Correlate
between the IT services and solutions strategy and the overall IT
strategy to ensure alignment with the internal stakeholders.
Assessing the strategic initiatives for IT services and solutions in
order to choose the most appropriate strategic initiative. Assess the
IT services and solution strategic initiatives by carefully selecting the
most feasible and practical individual initiatives.
Establishing and maintaining service levels for the provision of IT
services and solutions. Design and maintain the IT services and
solution catalog, as well as service level agreements. Evaluate the
performance of IT service level agreements. Communicate the results
to the management.

Definition
Create and design an organized and curated collection of all IT-
related services that can be performed by, for, or within the
organization. Maintain information about deliverables, prices, contact
points, and processes for requesting a service.
Developing and maintaining service agreements for IT services and
solutions provided by the organization. Create and maintain a
contract or agreement between the service provider (the
organization) and the end user that defines the level of service
expected. Describe the services being provided, responsiveness,
procedure for reporting problems, etc.
Determining, documenting, and reporting the results of service levels
achieved by the IT function. Evaluate and assess the results and
performance achieved by the IT service-level structure of the
organization. Create metrics and indicators to measure the volume
and quality of work (including precision and accuracy), speed,
responsiveness, and efficiency of the structure. Report the results to
management.
Conveying the improvement opportunities for the business and level

of IT services. Leverage the results obtained from the performance
metrics of the business and IT service levels to identify and recognize
any opportunities that would improve or enhance the efficiency of the
business and IT service-level structure. Communicate these
opportunities to management in order for the improvements to take
effect.
Selecting, planning, and implementing measures that should

influence the demand, or customer side, for the organization's IT
services and solutions. Analyze the recent IT services and solutions
consumption levels. Develop strategies to improve the consumption
efficiency. Estimate the future volume/unit consumption by taking the
improvements into account.

Definition
Evaluating and comprehending the use and consumption of IT
services and solutions. Take into account the consumption by every
end user in order to calculate indicators such as average usage per
user and total usage per user.
Creating and delivering incentive programs for improving the
consumption efficiency provided by IT services and solutions.
Gauging the effect of the incentive programs and initiatives to
intelligently forecast the future volume/unit consumption and usage
of the IT services and solutions.
Recording and analyzing customer satisfaction levels. Identify
customer satisfaction patterns through the data. Initiate new
strategies to improve customer satisfaction levels base on the
customer satisfaction patterns.
Recording and analyzing how IT services and solutions meet or
surpass customer expectations. Leverage techniques such as Csat
score, net promoter score, and customer efforts score.
Determining patterns of customer satisfaction, and conveying them
to management. Analyze individual components such as purchasing
patterns, requirements, and expectations. Communicate the results
to management. (Carefully examine Capture and analyze customer
satisfaction [10647] in order to reach meaningful conclusions.)
Creating an improvement strategy based on customer service

response patterns. Leverage customer loyalty, experience,
expectations, and interactions. Incorporate customer feedback.
Developing a strategy that effectively markets IT solutions and
services through advertising and promotions campaigns. Track and
process orders for IT services and solutions.
Creating a strategy for effectively marketing IT services and
solutions. Create a promotional strategy, pricing strategy,
competitive strategy, etc. to enhance the market and market reach of
the organization.

Definition
Developing and administering the strategy for IT customers. Create a
plan to create services and solutions, conduct daily operations, and
train new employees.
Effectively communicating and raising customer awareness of a
product or brand, generating sales, and creating brand loyalty within
the end users of the organization's IT services and solutions. Create
advertising and promotional campaigns. Implement the campaigns
through various means of communication such as television, posters,
and the internet.
Monitoring orders for IT solutions and services, and processing them
on time. Accept and approve orders so they may be completed.
Creating and deploying an architecture for securing and ensuring the

privacy of data flows throughout the organization. Create and
develop protocols that ensure proper and efficient use of IT services
and solutions. Test, evaluate, and implement the policies and
protocols.
Implementing strategies for securing and ensuring the privacy of
data flows throughout the organization. Create protocols and
guidelines for individual IT components in order to avoid misuse of
information and breach of individual or organizational privacy.
Examining, assessing, and executing the privacy and data controls for
information security. Test, analyze, and implement established
information security and privacy protocols in order to safeguard the IT
function.
Creating strategies to manage the organization's information and
content. Outline the architecture for information. Administer
information resources. Administer the management of data and
content.

Definition
Creating strategies to administer information and content.
Understand the needs of the organization for information and content
management. Realize the role of IT services for implementing the
overall business strategy. Assess the implications of new technologies
for managing information and content. Identify and prioritize the
most effective and efficient actions for managing information and
content.
Assessing and understanding the requirements, as well as the utility,

of the IT function in implementing the knowledge management
process. Acquire, distribute, and archive/delete information.
Executing IT solutions for the overall business strategy of the
organization. Correlate the IT strategy with the overall business
strategy.
Evaluating the impact of new technologies in administering
information and content. Evaluate and analyze the use of the new
technologies in managing the information and content systems.
Leverage a management information systems for efficient and
strategic decision making. Leverage a transaction processing system,
decision support systems, expert system, executive information
system, etc.
Determining the appropriate and effective actions for managing

information and content in order to prioritize them. Recognize which
information management and content management actions hold
more importance by assessing their effectiveness and efficiency.
Prioritize actions in context with the information and content
management strategies.
Establishing the architecture of the organizations' information.
Establish data custodianship by selecting data custodians. Make the
necessary changes to the content data architecture.

Definition
Defining the bounds, rules, diction, and the logic that make up the
skeletal framework of the organization's information architecture.
Clearly delineate information attributes that flow through the IT
framework, along with the overarching structure, the circumference
of operations, the logic and syntax of the languages used, and the
rules of derivation employed. Delineation is for reworking and
remodeling the enterprise information architecture from industry best
practices and legacy blueprints.
Establishing needs for accessing information. Address issues related

to information including copyright, open source, privacy, security,
etc.
Determining who will be responsible for the safe custody, transport,
and storage of the data and implementation of business rules.
Determine who will be responsible for the technical environment and
database structure.
Implementing changes to meet content data requirements. Make
necessary changes to the process of designing, creating, deploying,
and managing an organization's data architecture.
Administering information changes. Define information/data rules,
regulations, and standards. Develop and manage the administration
of the data/information and content of the enterprise.
Outlining and establishing policies for information/data, and setting

information standards. Establish laws, regulations, and policies to
regulate the creation, use, storage, access, communication, and
dissemination of information. Define information standards to
maintain.
Developing and executing administration policies for data and
content. Create strategies for processes and technologies that
support the collection, managing, and storing of information in any
form or medium.

Definition
Executing data and content management. Define the sources and
destination of content data. Manage the technical interfaces for the
users of the content. Revise, retain, and retire information.
Establishing the sources for obtaining content data and the
destinations for delivering content data. Evaluate the various sources
and destinations for content data. Strategically select the sources
and destinations that maximize the efficiency of data and content
management.
Managing and improvising the interface for the users of content data.
Manage the user interface, software interface, and hardware
interface.
Administering the information to be retained, refurbished, and
disposed. Examine and judge the efficiency of the present
information using various techniques to decide which information is
to be retained, revised, and retired.
Creating and preserving the organization's IT solutions. Enhance and
maintain IT solutions by creating a strategy for improving the IT
function. Perform life-cycle planning for IT services and solutions.
Create and maintain an architecture for IT services and solutions.
Create and maintain IT services and solutions.
Creating and implementing a strategy for developing the IT function.
Establish sources for IT development. Establish processes,
methodologies, and tools. Select appropriate development tools and
methodologies.
Designing and establishing an institutional procurement process that
defines the sources and ways that continuously improve and re-
evaluate the IT services. Outline how specific vendors and suppliers
will deliver the IT components and activities to develop the IT
function.
Establishing the methods, processes, and tools that will set the
foundation for developing the IT development strategy. Define the
new components, technologies, tools, and software for the
development process.

Definition
Identifying approaches and equipment for developing the IT function
and choosing the most appropriate approach and tools. Analyze the
pros and cons of various tools and methods on the basis of their cost
effectiveness, development value, etc.
Executing life-cycle planning for IT services and solutions. Develop
new requirements and feature-function enhancements. Create and
design a life cycle plan that takes care of the current and future state
of IT services and solutions.
Identifying and establishing new requirements of IT function in order
to develop the IT solutions. Plan for new tools and components
required for the development of IT services and solutions.
Creating a plan or strategy for the development of the distinctive

attributes and the activities performed by the IT services and
solutions.
Creating and implementing a life-cycle plan for developing IT services
and solutions. Make plans, projections, and decisions based on the
life cycle of the IT services and solutions. Determine current and
future IT requirements, performance, goals, and objectives.
Creating the architecture for the IT services and solutions. Revise as

needed. Retire in case of inefficiencies.
Designing and developing a complex or carefully designed structure
that lays out the specifications, models, and guidelines concerning IT
Reconsidering and revamping the IT services and solutions
architecture, which lays out the specifications, models, and
guidelines concerning IT services and solutions.
Withdrawing the IT services and solutions architecture in case of
inefficiencies.

Definition
Understanding customer requirements. Design the IT services and
solutions based on the requirements. Develop components for
providing the requirements. Train resources to provide support. Test
the IT services and solutions in advance. Confirm the customer
experience post-sale.
Obtaining and comprehending the requirements for IT services and
solutions in the market. Conduct market research to understand and
analyze the possible market for the organization's IT services and
solutions.
Designing specific applications of business and technical expertise.
This will enable organizations in the creation, management, and
optimization of, or access to, information and business processes.
Acquiring and creating the components needed for the provision and
development of IT services and solutions. Design or acquire software,
hardware, interfaces, servers, etc.
Preparing resources for the provision of IT services and solutions.
Teach the skill or type of behavior through sustained practice and
instruction to the employees who will provide the IT solutions and
services.
Examining the developed IT services and solutions. Test the IT
services and solutions in focus groups, etc.
Analyzing the adoption of the IT services and solutions by customers,
and confirming the customers' experiences met expectations. Use
customer feedback, customer surveys, and customer reviews to
effectively communicate and comprehend the experiences of the
customers.
Updating and maintaining the requirements for IT services and
solutions. Perform defect analysis, and design changes accordingly.
Acquire or develop the components for changed IT services and
solutions. Test changes. Retire the outdated and inefficient IT
solutions and services.

Definition
Comprehending the need to enhance the IT services and solutions by
performing defect analysis. Update the requirements for IT services
and solutions. Perform an analysis using defects as data for
continuous quality improvement in IT services and solutions.
Taking into account the updated requirements and design changes

for the IT services and solutions.
Acquiring or creating components for changing IT services and
solutions. Design or acquire updated software, hardware, interfaces,
servers, etc.
Performing tests on a changed or updated IT services and solutions.
Test the IT services and solutions by piloting solutions, creating trial
runs, etc. to validate the impact of change. Ensure the IT function
facilitates the required amount of support.
Withdrawing inefficient and outdated IT solutions and services.
Executing IT solutions by creating a strategy for deployment. Plan
and execute the changes. Plan and administer the release of its IT
Creating and implementing a strategy for the deployment of IT
solutions. Define all of the activities that make the IT function
available for use. Establish the change policies for IT services and
solutions. Define the deployment process, procedures, and tools.
Select the most feasible and practical methodologies for the
deployment process.
Defining policies regarding changes in IT services and solutions.
Manage changes in a rational and predictable manner so that
employees can plan accordingly. Reduce the negative impact to the
user community. Increase the value of IT services and solutions.

Definition
Outlining standards processes, methods, and equipment for
deployment of IT solutions. Manage the subversion server, production
server, development server etc. to make the IT services and solutions
available for internal/client use.
Assessing the tools and techniques for deploying IT solutions in order
to choose the most appropriate options. Evaluate the pros and cons
of all the methodologies available. Choose the most efficient and
effective methodology.
Strategizing and executing changes in IT solutions and services.
Create a plan for deploying the changes. Communicate with
stakeholders about the changes. Administer and implement the
changes. Train the resources who will be affected by these changes.
Install changes and verify their effect.
Creating plans for deploying the change in IT services and solutions.
Define the changes. Implement a plan.
Coordinating the changes in IT services and solutions with
stakeholders. Communicate with creditors, directors, employees,
owners (shareholders), suppliers, unions, and the community from
which the business draws its resources.
Managing the schedule for implementation of change. Plan and carry
out a process or procedure to implement the predefined changes.
Preparing users for changes in IT solutions. Conduct training sessions

and engagement activities to familiarize users with the new changes.
Administering and implementing the changes in place for the new

strategies to take effect. Install new components, software, hardware,
etc. onto the systems of the affected users.
Confirming that the changes to the IT function have met
expectations.

Definition
Managing, planning, scheduling, and controlling an IT software or
service build through different stages and environments, including
testing and deploying its release. Understand the release design and
acceptance. Plan the release rollout. Distribute and install the
release. Verify the release.
Coordinating the deployment of new IT services and understanding
the traction and level of approval for the same. Administer and
synchronize the release of IT service packages. Manage version
control and the uptake and level of acceptance.
Creating a plan for introducing the IT services and solutions provided
by the organization in the market.
Distributing and implementing the release of changed IT solutions.
Administer, implement, and install the releases onto internal
systems. Provide methods for installing releases on client users.
Confirming that the release has met expectations.
Creating a strategy for successfully delivering the IT services and
solutions. Create a strategy for providing IT support services. Manage
IT architecture resources. Manage the operational activities of IT
services. Provide support for IT services and solutions.
Creating a strategy for delivering IT services and solutions. Establish

the sourcing strategy. Establish the delivery process procedures and
tools. Examine and choose the most effective methodologies and
tools.
Creating and implementing a strategy for sourcing delivery of IT
services and solutions. Examine the pros and cons of various sources
that can support the delivery process. Select the most feasible and
cost-effective sources.
Establishing standards for the processes, methods, and equipment
supporting the delivery of IT services and solutions. Manage the
transportation system, delivery schedule, etc. for the delivery
process.

Definition
Assessing the tools and techniques for delivering IT services and
solutions, and choosing the most appropriate tools and techniques.
Evaluate the pros and cons of all the methodologies and tools
available. Choose the most efficient and effective methodology.
Creating a strategy for provision of support to users of IT services and

solutions.
Developing a strategy for sourcing resources to support users of IT
services and solutions. Establish the sources that will make use of e-
mail, live support software online, or a tool where users can log a call
or incident in order to retrieve IT support.
Establishing services for providing support to users of IT services and
solutions. Define the plethora of services by which the organization
assists users of computers, software products, or other
electronic/mechanical products.
Managing the resources required for administration of IT
infrastructure. Manage the IT inventory and assets. Take care of the
organization's IT resource capacity.
Managing the complete list of IT items or resources available with the
organization. Use inventory and asset management systems to
automate the process of asset discovery, tracking, and reporting of
the resources.
Handling the resource capacity of the IT function. Manage storage,
computer hardware, software, and connection infrastructure
resources that can be stored as inventory or provided by the
organization as needed.
Managing all processes and services that are provisioned by an IT
staff to their internal or external clients and used by themselves.
Deliver IT services and solutions. Perform IT operations support
services.
Supplying or provisioning IT services and solutions to the users.
Design an IT service delivery model that defines the processes and
procedures needed to deliver the IT services and solutions.

Definition
Executing support services for operational activities within the IT
function. Use operation support systems to manage the IT operations
support services.
Managing the availability of the IT services and solutions. Provide
facilities. Manage backup/recovery systems. Track performance and
capacity. Manage any incidents, problems, or inquires related to it.
Handling the availability for IT services and solutions. Manage the

inventory and operations systems to ensure that the demand for the
IT solutions and services is always met.
Managing the facilities that support the provision of IT services and
solutions. Keep facilities such as the software, hardware, and systems
up-to-date in order to ensure the provision of IT services and
solutions.
Managing backup/recovery for IT services and solutions. Copy and
archive computer data so it may be used to restore the original after
a data loss event. Use a backup system or application.
Overseeing the performance and capacity of IT services and

solutions. Use key performance indicators to routinely track the
performance and capacity levels of IT services and solutions.
Managing instances or occurrences within the IT function.
Identifying, recording, and resolving any IT problems. Create and
manage a problem-resolving system or function within the IT function
to ensure smooth and timely operations.
Taking care of the inquiries or requests by the customers or users of
the IT services and solutions provided by the organization.
Determining different stages of the planning process and accounting.
Classify, determine, analyze, interpret, and communicate information
to make up-to-date business decisions for better management and
control functions.

Definition
Allocating funds to meet future and current financial goals. Led by the
chief financial officer, have the finance function plan, budget, and
forecast in order to determine and describe long and short-term
financial goals.
Formulating financial budgetary guidelines and strategies. Develop a
framework for rules and regulations regarding budgets. Create a
step-by-step process to achieve financial goals.
Creating reports on a quarterly or annual basis for fund allocation.
Create a financial statement that estimates revenues and expenses
over a specific period of time. (Leverage budget methods such as
cost-based and zero-based budgeting techniques, in light of the
periodic targets outlined during Develop and maintain budget policies
and procedures [10771].)
Creating estimates of the projected income and expenses required
over a predetermined time frame. Develop the projections of profit
and loss statements, balance sheets, and the cash flow forecast.
Defining costs to be incurred and methods for optimum utilization.

Determine the costs of products, processes, projects, etc. to compile
in the financial statements, as well as to assist management in
making decisions regarding planning and control. Control costs by
managing and reducing business expenses.
Conducting accounting for assets, and finding reasons for changes
(depreciation, obsolescence, deterioration, change in customer taste,
increased demand, decreased market supply, etc.).
Studying expenses directly associated with product. Analyze the cost

of sales, which is the cost of manufacturing products.
Studying and finding out the relevant cost center for a product by
studying every resource used in its making.

Definition
Discovering the changes between forecasted and actual costing.
Analyze actual and planned behavior by reviewing the amount of a
variance on a trend line in order to maintain control over a business.
Making a report about revenues generated by the organization or

business unit concerned. This process requires the organization to
create a report which shows how business is generating profits.
Profits are the part which is left after paying all expenses directly
related to the generation of the revenue, such as producing a
product, and other expenses related to conducting business
activities.
Deciding which expenses can be avoided to reduce some costs and

increase revenues. Plan and control the organization's budget to
forecast future expenditures.
Defining cost drivers for a particular activity.
Calculating cost drivers.
Determine the activities that hinder the progress of finance activities.
This requires the organization to determine those business activities
carried out by the financial function of the organization and which are
indispensable. This undertaking helps the organization triangulate
those activities which are essential and where costs cannot be
slashed.
Distributing or allocating asset resources in different processes for
optimal utilization.
Checking and achieving predetermined financial targets and
timelines. Assess and manage the profitability, feasibility, and
consistency of a business or project. Study the revenues generated.
Studying product demand and targeted customer preferences. Study

customers' demands or preferences after deducting the cost of
delivering the final product.

Definition
Checking demand about a specific product by a customer segment.
Conduct a detailed study--or research a customer behavior or
preference for a product--in order to determine its production and
profitability in a specific market.
Determining the cost of delivering an end product at different stages
of production. Study the total life cycle of a product/process to
determine how much revenue and production cost will be incurred at
every stage in order to make strategic decisions.
Creating the best fit between a product and the end user. Maximize
the customer base by providing different products in the market.
Observing the behavior of a new set of customers for different

products. Prepare strategies to improve sales and profits.
Evaluating performance based on different sets of activities created
by management to measure performance.
Conducting activities to improve cost distribution regularly. Follow or
adopt different ways of reducing costs.
Comparing revenue targets to reality. Review all transactions and
entries passed in final accounts in a year in order to examine profits.
Evaluating and processing requests for advances. Evaluate credit

requests by customers requiring loans to buy products/services.
Creating guidelines for providing advances. Set up credit standards,
credit terms, and collection policies.
Checking and accepting new requests based on eligibility criteria.
Analyze the status of applicants and requirements to be meet for a
new account.
Evaluating existing account holders and their past performance.
Regularly review existing accounts to get the required information
about the status at present.

Definition
Preparing account payable reports about payments to be made
according to accounting rules and principles, and providing the
reports to management.
Closing or restarting accounts according to changes made in credit
policies.
Preparing detailed reports of customer purchases. Prepare a
commercial document between the seller and customer with details
about transaction. Detail the quantity purchased, price of
products/services, date, parties involved, unique invoice number, and
tax information.
Creating and updating a record of customers and the products being
purchased by them in a database. This process element requires the
organization to maintain a database of customers and their
purchases. Such a master-file can be used to ensure customer touch
point, enhance customer satisfaction, explore cross selling
opportunities, and identify future trends. This database will include
several particulars about the personal details of the organization's
customers and a tracking of the products being sold.
Preparing detailed reports about products purchased by customers.

Record and generate a detail account of transactions made by
customers fat a particular time and location. Include all details about
products such as price, quantity, and name.
Providing information to customers about purchases made by them.
Communicate the details of purchases. Provide customers with a
copy of details for their reference.
Registering transactions and their scheduled payments.
Checking and solving billing queries raised by customers.
Processing payments due from customers. This includes all
processing of funds received, whether by check or electronically. This
does not include the generation of invoices.

Definition
Creating rules and regulations to be followed in case of credit sales to
customers. Create rules and procedures to follow at the time of sale
(e.g., the allowable number of installments).
Collecting cash from customers. Deposit it into bank account. Make
entries into the books of accounts.
Checking and moving funds between countries for business activities,
typically through authorized remittance agents.
Preparing reports that detail balances due or what to collect from
customers at a certain point in time.
Preparing the general ledger for account receivables from journals.
Place all journal entries related to accounts receivables in the general
ledger accounts of a business.
Posting entries to respective accounts, and preparing accounts for
receivables. Manage the cash collected by the business from its
debtors. Record it in the books of accounts to provide clear
information about the availability of the cash.
Creating a process to follow in case of a failed payment by account
holders. Create rules and regulations for the account holder who has
failed to make at least the minimum monthly payment by the due
date.
Examining balance statements of accountholders who failed to make
required payments. Study or review the account details of customers'
past payments when preparing negotiations policies.
Determine ways for customers in default to repay debts (e.g.,
allowing more time or discounts).
Determining rules for handling accounts. Discuss and plan with
internal parties (department heads, managers, and senior
management) about rules to follow in coming months.
Maintaining reserves for write-offs and adjustments. Adjust or write
off certain expenses and losses.
Creating and providing funds for necessary adjustments and
deductions, including all expenses that were required for the business
at certain point in time.

Definition
Creating guidelines to follow in case of adjustments to business
processes.
Checking changes made in accounts during the year. Examine the
alterations made in final accounts to rectify errors/omissions.
Providing suitable offers to customers. Present different offers (e.g.,
discounts) available for customers or buyers.
Discussing and planning with internal parties (department heads,
managers, and senior management) about rules to follow in coming
months.
Creating a mechanism for consumer protection in case of a higher
price charged. When a supplier sells a product at a higher price to the
distributor than the price they have set with the end user, submit a
chargeback to the supplier to recover the money lost in the
transaction.
Recording business transactions as they occur in order to provide a
balanced accounts for financial reporting.
Making statements about business activities and functions. Prepare
financial statements (balance sheet, income statement, statement of
cash flows, and statement of stockholders' equity) according to
accounting concepts and principles.
Creating procedures to perform general accounting and reporting.
Follow the rules and regulations made for a particular process in the
business.
Agreeing upon terms and conditions. Negotiate an agreement
between two or more parties, the customer and service providers.
Specify scope, quality, and responsibilities.
Establishing policies and procedures to prepare financial statements,
including methods, measurement systems, and procedures for
providing disclosures.
Implementing parameters for accounting. Apply set conditions for
any approval process.

Definition
Establishing processes and procedures to exercise financial control
and accountability. Record, verify, and report transactions that affect
revenues, expenditures, assets, and liabilities.
Applying basic principles, concepts, and accounting practices in
recording and preparing final accounts, and using accounting
information in management.
Preparing trial balance account from general ledgers. List all accounts
used in the general ledger. Alter accounts according to business
requirements.
Making ledger and trial balance accounts from journal entries. This
process requires the organization to record every transaction into
accounts done by business. It is a base documents for preparing final
accounts of company.
Allocating funds across functions. Apportion funds in line with the
budgets created. Formalize allocations in centralized internal records.
Updating journal entries to adjust the balance of income and

expenses at the end of an accounting period.
Checking accounts separately for a parent and subsidiary company.
Manage relationship between a parent company and subsidiaries.
Document intercompany transactions in separate financial
statements.
Reviewing general ledger accounts for a parent and subsidiaries
companies. Validate the integrity of account balances on the
company's general ledger of accounts. Review and compare general
ledger accounts balances with source documents to ensure that
balances match.
Aggregating different processes in the business. Eliminate
discontinued processes.

Definition
Balancing debit and credit balances of trial balance to preparing final
accounts. Calculate the total debits and credits in company's
accounts. Correspond the sum of all debits with the sum of all credits.
Adjust entries as appropriate.
Accounting for changes due to country-level policy changes. Record
adjustments made by management in the accounts.
Accounting for long-term and fixed assets. Record purchased, fixed
assets that are not easily convertible into cash. Account for costs,
useful life, resale value, depreciation, and amortization.
Creating rules for fixed assets market valuation. Make rules and
regulations for fixed assets regarding depreciation, provisions, resale,
usage, etc.
Keeping reports up-to-date regarding fixed assets. Create a fixed
assets database detailing price, life cycle, depreciation rate, resale
value, installation information, usage information, etc.
Keeping a summary of sales and purchases of assets. Record any
expenses made for new assets purchased and sales of any old assets
during the fiscal year.
Keeping a summary of expenses for installing and modifying assets.
Record any expenses made for new assets purchased, any expenses
incurred on improvements, the valuation of assets to reach current
market price, and any transfer assets from one location to another
during the fiscal year.
Maintaining a record of expenses necessitated for repairs and the
preservation of assets. Administer and oversee the maintenance and
repair of any fixed assets. Record all related transactions.
Carrying out accounting for depreciation over fixed assets. Compute
the sums necessitated. Maintain a record of the cost value of fixed
assets over their useful life in the book of accounts.
Balancing the ledger account balance for fixed assets. Correct errors
in the books of fixed assets. Provide correct information in relevant
accounts.

Definition
Checking and updating the record of all raw materials and fixed
assets. Track all fixes asset. Maintain a record of all inventory items.
Showing market value and related expenses on fixed assets data for
taxation. Provide complete information recorded in the books of fixed
assets about purchase price, depreciation, installation charges, resale
market value etc. for tax and regulatory purposes.
Reporting on the organization's financial status to stakeholders.

Include balance sheets, income statements, cash flow statements,
and statements of shareholders' equity.
Making reports of subsidiaries units to show profits generated from
them. Prepare financial statements (balance sheets, income
statements, cash flow statements and statements of shareholders'
equity) for a single unit of a business.
Making final accounts for all units of company together. Prepare
combined financial statements of a parent company and its
subsidiaries (i.e., separate legal entities controlled by a parent
company) showing assets, liabilities, equity, income, expenses, and
cash flows.
Making reports for units/subsidiaries to help management in decision
making. Prepare financial statements (balance sheets, income
statements, cash flow statements, and statements of shareholders'
equity) for a single unit of a business. Break down profits and losses
by function/unit, clients, products, and region.
Making reports for all units to help higher management in decision
making. Prepare combined financial statements of a parent company
and its all subsidiaries (separate legal entities controlled by a parent
company) showing assets, liabilities, equity, income, expenses and
cash flows, and also going through periodic reports which shows the
actual and estimated costs and their variances.
Preparing a draft of financial statements for the board to review
before they are sent to the auditor.

Definition
Making and presenting financial reports to stakeholders. Create
annual and quarterly financial statements for reporting purposes.
Prepare shareholder reports with details of the profit-and-loss
account, balance sheet, and past year's business activities.
Reporting raw or summary data for final accounts following rules and
regulations.
Managing accounts for large funds-invested projects. Manage and
account for fixed assets projects (capital projects), which required
significant capital investments over many years.
Preparing a project finance report to solicit approvals in capital
projects. Prepare budgets for projects that require heavy
investments. Report on project finances to solicit approvals from
management.
Creating procedures and policies to follow for investing in capital
projects. Create rules and regulations regarding large investment
plans, which require in-depth forecasting for expenditure and
revenue.
Creating budgets, and soliciting approvals for capital projects.
Prepare budgets for projects that require heavy investments. Secure
approvals from management.
Evaluating and supporting capital investments in projects and fixed
assets. Confirm details of capital projects. Secure approvals from
managements for large investments.
Reviewing all project business cases in order to substantiate
projected financial gains. Validate any project's business case.
Juxtapose the benefits derived from moving a project forward against
the associated costs.
Accounting for large-scale and large-cost investments. Manage and
account for ongoing activities related to capital projects, including
setting up new projects, recording project transactions, monitoring
and tracking spending, closing and capitalizing projects, and
measuring the financial returns on completed projects.

Definition
Giving reference codes for every project.
Noting every transaction during a project in a common financial
database. Document all transactions associated with any project.
Maintain a centralized repository of all such financial data.
Evaluating project progress and funds invested. Observe and track
significant funds invested on any long-term project. Compare to
budget.
Checking for returns generated from projects for decision making.
Evaluate capital projects that require heavy investments. Decide
whether to proceed based on the revenues generated.
Comparing a finished project's profitability with forecasted returns.
Scrutinize revenues generated by completed projects that required
heavy investments. Determine profitability.
Handling reporting time, managing pay, and processing taxes from
salaries. Pay employees. Withhold taxes. Confirm the correct funds
are paid to the correct government agency.
Recording the reporting time of employees on-site. Track working
days, salary calculations, holidays taken, number of hours spend in
the office, billing hours, etc.
Developing policies and procedures for the HR function to calculate
compensation.
Tracking billing hours of each employee on daily basis.
Tracking leaves allowed and taken by employees.
Observing the number of hours worked by an employees on daily
basis. Track the number of hours worked by an employee, as well as
the number of hours worked beyond normal working hour's according
to company standards.
Monitoring the number of productive hours for employees.
Managing the total payments made in employees payroll, including
bonuses and compensation.

Definition
Tracking the number of hours worked for the payroll system. Register
the number of hours worked by an employee into the payroll system
for the purpose of calculating salaries or wages.
Tracking and oversee salary breakups of employees. This process
requires the organization to manage and update information
pertaining to the structure of every employee's salary. This would
involve the updating any changes to the salary structures of the
employees, in a central repository which can be accessed by
pertinent departments.
Processing salary deductions for tax purposes. Keep and manage the
details of every employee's salary deductions based on their
expenses and investments during the year.
Tracking changes in the salary structure of employees for tax
deductions.
Processing and distributing salaries to all employees. Execute the
payroll management function through the dispensation of employee
salaries. Leverage a centralized database of all payroll expenses.
Handling incorrect/omitted salary payments.

Adjusting salary deductions for tax purposes at the end of the year.
Addressing salary-related queries raised by employees.

Deducting and paying taxes from employees' salaries.
Paying tax according to appropriate deductions made from salaries.
Calculate and pay the tax liabilities according to the salaries and tax
regulations of employees with the help of certified chartered
accountants.
Providing tax deductions statements created by certified chartered
accountants to every employee for their reference or refunds.
Filling taxes, and highlighting different sources of income and

expenditures made.

Definition
Handling bills and reimbursements to be made. Make payments for
goods or services taken or used on behalf of the organization.
Processing payments of operating expenses and other supplier
charges. This includes the development of policies and procedures
around processing of accounts payable and all operations. This
process is often supported by key technology enablers.
Matching records of bills to be paid with accounts. Check accounts

payable entries with vendor's account for every payment made.
Tracking all online transactions.

Monitoring and evaluating bills registered in accounts books. Check
all invoices. Maintain records.
Processing payments for products/services.
Handling transactions for accruals and reversals. Record transactions
in the books of accounts on an accrual basis (irrespective of the
actual cash flow) and reversals basis (cancel out the adjusting
entries) for balancing accounts.
Filing tax return after deductions made by company from salary.
Prepare tax returns, including the income tax filing for an individual
or business entity from earnings.
Resolving any atypical or inconsistent situation concerning payments
to be made by the organization. Address any exceptional case of
accounts payable on an ad hoc basis, by seeking counsel or carrying
out any necessary research.
Making payments for products/services on due dates (payment cycle)
decided by parties involved.
Clarifying or address queries relating to the particulars of AP such as
date, discounts, amount, and installments. Coordinate with
concerned parties about the fulfillment of bills payable.
Keeping bills of every transaction for future reference.
Rectifying for alterations occurred in accounts while recording.

Definition
Processing reimbursements to employees for the expenses incurred
during the course of business. Approve and process advancements
and reimbursements for employee expenses on the organization's
behalf. Capture and report relevant tax data and manage personal
accounts.
Explaining policies and procedures related to reimbursements
requests by employees. Set policies regarding reimbursement
process and amount limits etc. Inform employees.
Collecting and reporting all pertinent information regarding the taxes
paid by the organization's employees.
Permitting expense reimbursement requests from employees.
Paying for expense reimbursement requests from employees. (Follow
Approve reimbursements and advances [10882] according to policies
and conditions.)
Maintaining accounts of individuals who are connected with business.
Managing business's investments in trading in bonds, currencies,

financial derivatives, etc. Manage the financial assets and holdings of
the organization. Optimize the organization's liquidity. Invest excess
cash. Reduce financial risks.
Managing rules and regulations for investments in trading in bonds,
currencies, financial derivatives, etc. Establish policies and
procedures for investments made. Optimize liquidity in treasury
operations.
Selecting opportunities and the authoritative body for investments in
trading in bonds, currencies, financial derivatives, etc.
Creating and providing investment regulations for the organization.
Establish policies and procedures for investments to optimize liquidity
in treasury operations. Create a written copy of it.

Definition
Making processes for investing. Create steps for investments in
bonds, currencies, and financial derivatives in order to optimize
company's liquidity, invest excess cash, and reduce its financial risks.
Checking treasury processes in order to optimize company's liquidity,

invest excess cash, and reduce its financial risks.
Auditing the treasury function.
Reassessing all treasury procedures based on audit findings.
Creating and managing the internal control systems for investments
in bonds, currencies, and financial derivatives to verify procedures.
Describing the need of system security requirements for controlling

access, reliability of information, accountability, and availability of
information in the organization.
Taking care of all cash-related activities in the business. Manage and
reconcile cash positions. Manage cash equivalents. Process and
oversee electronic fund transfers. Develop cash flow forecasts.
Manage cash flows. Produce cash management accounting
transactions and reports. Manage and oversee banking relationships.
Analyze, negotiate, resolve, and confirm bank fees.
Correcting cash differences in the books of accounts. Make optimum

utilization of funds available in the business. Check for differences to
rectify.
Taking care of all cash-related activities in the business. Utilize short-
term assets that can be easily convertible into cash, such as
marketable securities, commercial paper and short-term government
bonds, and treasury bills.
Supervising all online transactions.
Preparing forecasts for the cash generated or used by the
organization.

Definition
Delaying the outflow of funds as long as possible, but encourage the
inflow of as fast as possible.
Presenting reports on all cash-related activities. Collect and manage
short-term investing activities. Prepare reports of all transactions
done.
Maintaining and directing the course of relationships with banking
partners.
Studying and finalizing bank fees for services provided by banks.
Negotiate and finalize nominal fees that bank charges for various
services, such as requesting a deposit slip or counter check or
certifying papers.
Managing financial services provided by an in-house bank structure in
the corporation that is operating like a commercial bank.
Maintaining subsidiaries' company accounts opened with bank inside

the corporation. Manage different financial services provided by in-
house bank structure for parent companies' subsidiaries or branches.
Arranging loans for subsidiaries from in-house banks.

Handling payments made for subsidiaries by parent company.
Handling payments received by parent company for subsidiaries.

Taking care of all business outflows and recording as whole. Manage
making all payments for the organization and its units or subsidiaries.
Track in books of accounts of parent company.
Computing all expenses paid to and receivables collected over the
organization's banking activity. Calculate all charges and receivables,
towards interest, fees, and any other payments over its own bank
accounts. Record transactions in the books of accounts.
Facilitating account statements for all in-house banking activity.

Definition
Taking care of the organization's financial position. Manage its loans
or debts from different sources and investments. Leverage the most
profitable options to balance the financial position in the market.
Maintaining smooth relations with financial investment banks that

help availing loans and services.
Managing and maintaining enough liquidity in form of cash and cash
equivalents in the business to meet urgent and timely requirements
Managing the exposure incurred by the issuer for providing credit to

the borrower.
Tracking loans taken and money invested in different options.
Arrange and supervise loans from banks and individuals and
investments in different available and profitable options.
Arranging and supervising foreign exchange rate changes to avoid
loss on foreign-currency transactions.
Creating transactions report of loans and investments. Prepare and
maintain records of loans and investment transactions.
Supervising the interest paid or received by the organization. Arrange
and supervise interest rate swap transactions to manage exposure to
fluctuations in interest rates. Or attain a marginally lower rate of
interest than could be gained through a swap.
Performing transactions that limit investment risk with the help of
derivatives, such as options and futures contracts. Manage interest
rates, foreign exchange, and exposure risks. Develop and execute
hedging transactions. Evaluate and refine hedging positions. Produce
hedge accounting transactions and reports. Monitor credit.
Handling risks arising from changes in the interest rate.

Taking care of foreign-exchange risks.

Definition
Taking care of exposure risks. Maintain financial investments in
particular investments or a portfolios that could be risky for the
organization.
Preparing and buying derivatives, such as options and futures
contracts, to limit investment risks.
Examining options in the market for hedging investments. Select an
option.
Preparing and documenting accounts and records of all hedging
investment transactions to reduce risks due to change in markets.
Revising credit reports periodically for accurateness and changes that
could be suggestive of duplicitous activity.
Administering internal controls. This process requires the organization
to manage entity's board of trustees, management, and other
personnel in order to offer judicious assurance about the
achievement of effectiveness, proficiency of operations, and
reliability of financial reporting.
Forming rules and regulations to ensure the achievement of
effectiveness, proficiency of operations, and reliability of financial
reporting.
Establishing board of directors and auditing committee in order to
assign roles and responsibilities for internal controls.
Outlining and communicating a code of ethics act responsibly.
Defining roles, responsibilities, and accountabilities for effectiveness
and proficiency of operations and reliability of financial reporting.
Outlining the objectives and risks associated with a process.

Delineate process goals. Determine the risks attached to it.
Determine what the process is meant to accomplish, potential issues,
a timeline of potential risks, the scope and potential impact of risks,
etc.

Definition
Outlining the risk tolerance levels of individual units, as well as the
organization as a whole. Determine the specific maximum risk to take
in quantitative terms for each relevant risk subcategory, including
strategic, operational, financial, and compliance risks.
Incorporating planning, management, operations, and monitoring of
internal control mechanism policies and procedures in order to
manage internal controls. Design and implement control activities.
Monitor control effectiveness. Remediate control deficiencies. Create
compliance functions. Operate compliance functions. Implement and
maintain technologies and tools to enable the internal controls-
related activities.
Defining and executing policies, procedures, techniques, and

mechanisms and actions taken to minimize risk.
Overseeing the activities for internal controls. Observe the
effectiveness of policies, procedures, techniques, and mechanisms
actions taken to minimize risk.
Taking corrective measures for policies, procedures, techniques, and
mechanisms actions taken to minimize risk. (Conduct in accordance
with Monitor control effectiveness [10918] in order to determine and
rectify the control deficiencies.)
Developing a compliance function for internal controls. Monitor
trading activity. Avoid conflicts of interest. Safeguard compliance with
guidelines at brokerage houses. Avoid money laundering and
potential tax evasion.
Administering operational activities of a compliance function.
Implementing and maintaining the compliance technological systems
or equipment that are control-enabled.
Reporting on internal controls compliance to the appropriate
authority, including IT regulations and pertinent data.

Definition
Reporting to external auditors. This process requires the organization
to report to external auditors about the regulations for information
technology and any critical data that the organization is holding.
Reporting to regulators, shareholders, debt holders, securities

exchanges, etc. about IT regulations and pertinent data.
Reporting to suppliers, customers, and partners that are doing
business with the company about IT regulations and pertinent data.
Reporting to internal management (all employees, directors, and

management) about IT regulations and pertinent data.
Estimating the organization's periodic tax liabilities. Ensure that
appropriate taxing authorities receive tax return filings and payments
when due.
Setting targets for periodic tax liabilities. Assess the tax impact of
various activities such as the acquisition or disposal of fixed assets or
a deliberate change in number of employee.
Developing a tax strategy for foreign, national, state, local
administration. Set up tax strategies for foreign trade in imports and
exports and at national, state, and local level.
Combining and enhancing a rational analysis of a financial condition
or plan from a tax perspective in order to align financial goals
through efficient tax planning.
Maintaining a master file about the rational analysis of a financial
condition or plan from a tax perspective in order to align financial
goals through efficient tax planning.
Processing the taxes of the organization in line with the regional
taxation structure, including corporate, property, excise, and service
taxes.
Creating and implementing strategies for taxes to be paid or
collected by the business.

Definition
Preparing and submitting tax reports for every employee to the tax
department in order to show the tax paid and deducted from their
salaries in the year.
Preparing reports about paid or accrued foreign taxes to an overseas
country.
Calculating the income that has been realized when the tax on that
income has not.
Managing the organization's financial accounts for the purpose of
taxation. Prepare and maintain the tax paid by the organization to the
country they have business in.
Checking and correcting the tax policies according to the rules and
regulations set by the organization.
Addressing any tax queries by any regulatory or government
authorities. Review historical records related to taxation within the
organization in order to respond to queries.
Managing cash collections and disbursements made by operating
units across the enterprise. When appropriate, transfer cash from the
operating units to parent-level bank accounts managed by the
organization's treasury team.
Forecasting and monitoring changes in foreign currency value or
interest rates around the world that play an important role in the
organization.
Managing any transfer of funds in the course of conducting cross-
border trades or investments, including conversion across currencies.
Find the most suitable alternative for making payments, while saving
taxes and avoiding any unwarranted regulation, with the objective of
protecting capital.
Assessing exposure to potential financial losses as a result of changes
in the value of currencies. Forecast the impact of movements in
foreign currency values. Enter into financial transactions designed to
offset or limit potential exposure to loss.

Definition
Documenting and reporting accounting entries to formally report
financial gains or losses experienced as a result of foreign exchange
activity.
Making and collecting payments for transactions in products/services,
and transporting them to interested markets.
Evaluating the approved list of parties for engaging in international
trade in order to ensure the safety of the organization's business
transactions. Examine agents that have been granted legal rights to
engage in global trade and their credentials.
Overseeing and directing the flow of trade to/from the organization in
order to ensure financial gains.
Systematically categorizing products/services for their suitability to
international trade. Create classes and categories for demarcating
the types of products suitable for international trade. Study requisite
national and international standards and the adherence of the
organization's portfolio of offerings to these.
Computing the excise duty to be paid during international trade.
Communicating with the customs department to ensure fluid
compliance. Share pertinent information mandated by law with the
government agency that controls and collects the duties levied for
the international exchange of products/services.
Documenting and recording the trade processes while making
transactions, noting the description, quality, number, transportation
medium, indemnity, and inspection.
Preparing global trade under preference, which allows the
organization to import/export products at a lower or nil rate of
customs duty and/or levy charge.
Administering and overseeing all restitution activities the
organization may be subjected to. Manage compliance with apposite
legal frameworks. Make any restitution that may be required by law;
comply with authorities over any fines or non-financial measures
imposed.

Definition
Creating a document assuring that a seller will receive payment when
certain delivery conditions are met. (If the buyer is unable to make
payment on the purchase, a bank covers the outstanding amount.)
Relating to the design, construction, acquisition, and management of

both productive assets.
Building and purchasing non-productive assets for the organization.
Acquire and construct non-productive assets that are not yielding any
income/profits to the business.
Strategizing a long-term vision for managing properties. Prepare
strategies and a long-term vision for managing purchased/retained
properties.
Creating alignment between the requirement of properties and the
overall business strategy. This process requires the organization to
align the requirement of properties in accordance with its business
strategies of the organization.
Evaluating the impact of the external environment. Evaluate the
circumstances, objects, events, and aspects surrounding an
organization that affects its actions and selections and that
recognizes its opportunities and risks.
Deciding whether to buy or build properties. Study the market forces
about property prices and cost of construction in order to take
decisions based on the market research.
Creating, building, and renovating property sites. Construct the
property. Make the necessary changes to the current property
according to the requirements.
Recognizing the needs of facility users in order to construct a project
proposal that meets those needs.
Preparing and analyzing different designs for a facility in order to
finalize which design will be the most suitable option.
Evaluating the feasibility of budgets prepared for the construction of
facilities.

Definition
Assessing and choosing the appropriate property. Analyze the
property requirements. Review the available property options.
Finalize the most suitable option.
Discussing the terms and conditions of facilities to be occupied
according to the business requirements and availability of budgets.
Constructing the buildings. Manage renovations according to

requirements and demands.
Managing the provision of the workspace and its assets. Arrange an
office space with all assets (tables, chairs, computers, admin staff,
etc.) according to requirements.
Attaining the office space with all assets (tables, chairs, computers,
admin staff, etc.) according to requirements.
Modifying the formation of the workspace and its assets. Make
necessary changes in an office space with all assets (tables, chairs,
computers, admin staff, interior designing, etc.) according to
requirements.
Arranging the time and availability of workers for property
maintenance work.
Arranging workers to perform periodic building maintenance
activities.
Arranging workers to perform corrective activities to maintain a
property.
Renovating equipment. Disassemble the item. Identify damaged or
defective parts. Repair or replace them. Reassemble, test, and
perform trial-run.
Managing all operational activities of the facility. Manage how each
function/business unit works. Support the manufacturing facility to
attain organizational goals.
Shifting staff or employees from one place to another place according
to changes in business requirements.

Definition
Relocating the tools and raw materials. Shift raw or finished material
and machines of company from one place to another place according
to changes in business requirements.
Sourcing new physical assets such as machinery, equipment,
production lines, and systems of tools. Integrate new assets into the
processing operation.
Establishing policies for maintaining productive assets. Create rules
and regulations for the timely maintenance of productive assets.
Evaluating assets in order to project future requirements for

maintenance. Evaluate the present working condition of assets.
Determine the future maintenance requirements of assets.
Devising a methodology and procedure for assimilating the works of
planned maintenance into the schedule scheme for the processing of
finished products that utilizes the same machinery.
Acquiring equipment. Install the equipment at a suitable place
according to business requirements.
Creating solutions for simplifying the manufacturing process. Create
and adopt new technology in the manufacturing process to reduce
costs and increase profits.
Commissioning and inducting any tools, implements, or systems of
instruments required for the manufacturing process. Source any
engineering solutions that are necessitated for the manufacturing
process. Place orders or contract agents for sourcing such equipment.
Install and inaugurate the equipment.
Retiring productive and non-productive assets.
Creating a strategy for managing asset exits.
Performing the sale of assets. Achieve and complete the sale process.
Deliver the end product to the customers.

Definition
Abandoning assets. Manage the act of deliberately and permanently
giving up, granting, leaving, or surrendering property or buildings and
allowing others to use the intellectual property without protest.
Ensuring that an organization effectively manages its risk. Process

groups are aligned with traditional risk management activities.
Creating requisite frameworks and coordinating all risk management

activities for the entire organization and each function. Manage the
enterprise risk by outlining the risk policies and procedures. Monitor
and communicate all risk management activities. Encourage
correspondence among the business units. Manage the risk of all
business units and functions.
Creating an agenda for the rules and regulations of enterprise risk
that deal with hazardous, financial, operational, and strategic risks.
Recognizing the organization's tolerance for risk, given risk-return

trade-offs for one or more anticipated and predictable consequences.
Establishing and maintaining the policies and procedures for

managing risk. Create rules and regulations for enterprise risk
dealing with hazardous, financial, operational, and strategic risks.
Recognizing and implementing tools for managing risk. Identify and
apply enterprise risk management tools. Leverage methods and
processes to manage risks and opportunities associated with
business objectives.
Communicating the knowledge about risk within the organization.
Identify operational risks. Share risk information within the
organization.

Definition
Preparing and presenting reports about enterprise risk to the
management of the organization. Create reports for management on
hazard risks (e.g., property damage and liability torts), financial risks
(e.g., currency and liquidity risks), and operational risks (e.g., product
failure, customer satisfaction, social trends, and competition).
Coordinating to plan, organize, lead, and control the activities of an

organization in order to minimize the special effects of risk on capital
and earnings.
Determining risks that could thwart objectives. Document and
communicate the concern.
Identifying options/actions to enhance opportunities and reduce
threats. Recognize the root reasons of the identified risks.
Developing activities to improve opportunities and lessen threats.
Specify the organization's objectives. Evolve strategies and policies
to attain these objectives. Assign resources to project objectives.
Checking that the blueprint created for managing risk in individual

business units and divisions is correctly effectuated. Validate the
implementation of all activities geared to mitigate risks.
Ensuring risk monitoring and mitigation activities. Monitor actions to
enhance opportunities and reduce threats to project objectives.
Creating a report of activities to address hazard risks, liability torts,
financial risks, operational risks, social trends, competition, etc.
Coordinating risk management activities to improve opportunities

and lessen threats. Specify the organization's objectives. Assign
resources to project objectives.
Checking each business unit's/function's options and activities to
improve opportunities and lessen threats.
Checking the reporting process of each business unit's/function's
options and activities to improve opportunities and lessen threats.

Definition
Analyzing the threats a business unit/function faces to prioritize the
controls it implements..
Developing a timely and continuous process to identify activities that
might hinder a project's goals.
Determining the possibility that a specified undesirable event will
occur using established tools, implements, and frameworks. Use risk
assessments to determine, for example, whether to undertake a
particular venture, what rate of return a particular investment
requires, and how to mitigate an activity's potential losses.
Developing possibilities and arrangements to improve opportunities

and reduce deviations to project objectives.
Executing mitigation plans to improve opportunities and reduce
deviations to project objectives.
Identifying, examining, and recognizing/justifying any improbability in
investment decision making.
Examining the impact of risk activities in order to update the existing
scheme of risk management. Analyze and substantiate the potential
for adverse consequences to occur. Consider the risks associated with
the activity and the methods available to manage those risks.
Creating reports on risk activities, and communicating them to

management. Prepare reports on the potential for adverse safety
consequences.
Managing steps to confirm enduring compliance to industry
regulations and government legislation.
Developing a set of procedures detailing an organization's progress in
complying with established guidelines, provisions, and legislation.
Creating a standardized approach to ethics and compliance. Have a

programmatic approach for compliance that focuses on the definite
risks the organization faces.

Definition
Implementing standardized for ethics and compliance. Have a
programmatic approach, built from the top down, to enterprise
compliance that focuses on the definite risks the organization faces.
Managing accounts and prepare regular reports on financial

performance.
Managing technologies and tools related to the confidentiality,
integrity, and availability of data in order to ensure the security of the
organization's information.
Obeying laws, guidelines, strategies, and stipulations related to the
business.
Developing procedures and methodologies to comply with relevant
laws and regulations of an organization's obedience to laws,
guidelines, strategies and stipulations related to business.
Determining the regulatory requirements that are most appropriate
for the organization. Identify goals in order to follow the appropriate
rules and regulations, guidelines, and strategies.
Analyzing and overseeing the regulatory environment in order to spot
any changing or emerging regulations. This process element calls
upon the organization to monitor the regulatory environment for any
new statutes, policies, and enactments issued by the respective
government authorities or those which have been updated.
Evaluating current regulatory policies and regulations. Assess their

performance. Make necessary changes.
Assessing the current policies and policies. Implement missing and
necessary changes environmental changes, political changes,
technological changes, etc.

Definition
Monitoring, appraising, and evaluating the compliance position of the
organization in order to fine-tune for effective remediation. Track
efforts for handling regulatory and compliance requirements
necessitated by law. Test the robustness of internal frameworks,
procedures, and approaches for dealing with these requirements, in
order to clearly identify any necessary changes.
Developing and preserving relationships with the regulators, without
compromising the legal basis of the relationship.
Including the processes required to rapidly adapt and respond to any
internal or external opportunity, demand, disruption, or threat.
Develop a more dynamic, strategic, and integrated approach to
managing compliance obligations.
Creating a strategy for rapidly adapting to disturbances. Maintain
continuous business processes and protecting employees, assets,
and overall brand equity.
Developing plans to ensure continuous business operations.
Assessing ongoing activities within the organization that are not
intended to stop except for in an emergency.
Evaluating business operations. Determine which activities generate
revenues, perform best, and provide good returns.
Sharing information about risks and resilience strategies of business
operations across the organization so that prospective risks can be
avoided.
Determining the impacts of environmental health and safety. Create
and implement the EHS program. Train and educate employees of the
EHS function. Oversee and manage the EHS program.
Determining the impact of EHS offering--and the procedures it

employs to process them--on the environment at large, as well as the
health and safety of employees. Evaluate the environmental impact
of the organization's products, services, and operations. Conduct
health, safety, and environmental audits.

Definition
Evaluating the impact of offerings and the auxiliary operations
required to process them on the immediate ecosystem and the
environment at large. Study the lifecycle of the products/services
offered by the organization. Estimate any affect on the environment
through metrics such as a calculation of carbon footprint.
Conducting an inspection to verify that the organization adequately

complies with the environmental, health, and safety standards. Audit
procedures and records regarding responsibility for the environment,
health, and safety.
Identify the requirements for regulation and shareholders. Assess
future risks and opportunities. Develop a policy for the EHS program.
Record and manage EHS program events.
Determining any protocols or standards to comply with, set by
regulatory agencies or the organization's stakeholders. Closely
examine all standards and matters of compliance relating to the
environment, health, and safety.
Evaluating any risks and opportunities that might affect the
environmental, health, and safety of products/services. Leverage
techniques such as cost-benefit analysis, trend extrapolation,
systems analysis, social surveys, historical surveys, historical
analogy, Delphi, conferences, workshops, briefings, hearings,
advisory committees, moot courts, artistic judgment, on-site field
investigation, scaling techniques, and scenario creation.
Creating a plan for managing the environmental, health, and safety

impact of products/services. Establish minimum requirements for the
organization regarding the environment at large and the health and
safety of employees. Develop policies, written procedures, and
supporting tools to dictate how the organization will meet policy
requirements.

Definition
Recording and managing all events and activities associated with
complying with environmental, health and safety standards. Create
event calendars. Assign funds. Educate employees. Conduct events.
Conducting programs such as on-the-job training sessions, group

training workshops, and online training.
Reporting any issues or problems with EHS to the stakeholders. This
includes management, creditors, directors, employees, government
agencies, shareholders, suppliers, and unions. Provide support to
them.
Managing the costs and benefits of EHS. Measure and report the
performance of EHS. Implement plans for emergency response and
pollution prevention. Provide EHS support.
Administering the costs and benefits of EHS management program.
Evaluate program costs to ensure that the benefits of the program
always outweigh its costs.
Using performance techniques and indicators. Utilize number of
audits or inspections performed, safety committee meetings, the
number and types of findings and observations, timely preventive
maintenance tasks performed, etc.
Implementing a program for organizing, coordinating, and directing
available resources to respond to the event. Conduct a risk
assessment to identify potential emergency scenarios in order to
create a program that ensures that resources are on hand--or quickly
available--in case of emergencies.
Implementing a program that reduces or eliminates the creation of
pollutants through increased efficiency in the use of raw materials,
energy, water, or other resources. Implement a program to inspect
facilities that store, manufacture, or use hazardous, toxic, or polluting
materials.

Definition
Supporting employees in light of the organization's environmental,
health, and safety policies and standards. Provide medical insurance,
maternity leave, environmental education, training over safety, etc.
Administering the efforts and activities for remediation. This process

element requires the organization to create plans for corrective action
in collaboration with government agencies and pertinent professional
services agencies which specialize in remediation efforts relevant to
the organization's operations. Additionally, the organization needs to
consult experts to validate the plan, determine resources allocation,
resolve any legal concerns, and formulate a company-wide policy for
remediation.
Creating plans for remediation efforts. Make a plan to address a case

of environmental adulteration. Identify and treat the adulteration so
that the area will become operational again.
Discussing and soliciting advice from experts for in order to
incorporate their suggestion (regarding Create remediation plans
[11201]).
Identifying and dedicating the resources for managing remediation
efforts. Discern the resources needed for remediation efforts.
Dispense with resources in a sound and well-reasoned manner.
Examining regulatory and legislative frameworks. Obligate the
organization to remediate any damages through compensations,
fines, and any other remedial efforts necessitated to correct the
situations. Analyze local environmental laws, binding international
covenants, etc. in order to examine legal accuracy about the rules
and procedures.
Studying the causes of damage, which could be environmental,
physical, social, etc. at country level in order to institute better
policies and regulations.

Definition
Crafting a new framework of policies and procedures for deploying
remediation efforts, or change existing policies and procedures.
Adapt the policy structure to the context of the apposite national and
international regulatory frameworks.
Fostering external relationships with stakeholders of the entity,
including investors, government and industry, the board of directors,
and the general public. This is not related to customer management.
Creating a strategic management responsibility for integrating

finance, communication, marketing, and securities law compliance.
Allow the most effective two-way communication among the
organization, the financial community, and other constituencies.
Enlist the investor relations function to provide market intelligence to
corporate management.
Building and managing relations with bankers or lenders through
strong products/services strategies that bankers would want to invest
in. Foster a receptive environment for low rates of interest, easy
access to loans, etc.
Creating and maintaining long-term relations with analysts. Involve
analysts in strategy and product decisions in order to elicit valuable
information.
Practicing regular, transparent communication with shareholders
through annual shareholders' meetings, quarterly earnings calls,
shareholders letters, one-on-one emails or calls, etc.
Creating and maintaining relationships with government and industry
representatives.
Persuading public and government policy at the local, regional,
national, and global level (subject to government regulations).
Managing relations with quasi-governmental organizations,
corporations, businesses, or any other agency that is treated by
national laws and principles to be under the supervision of the
government but also distinct and self-directed from the government.

Definition
Managing relations with organizations established and financed by
businesses that operate in a specific industry. Participate in public
relations actions such as lobbying and publishing, advertising,
education, and political donations.
Managing lobbying activities to affect government policies.
Maintaining relations with representatives of the stockholders.
Establish corporate management-related policies and to make
decisions on major company issues. Implement practices designed to
engender communication, trust, and cooperation.
Reporting financial results to management, and releasing results to
the public. Report financial statements, including the income
statement, balance sheet, and statement of cash flows.
Reporting audit findings to management. Practice an internal audit
with criteria for confirming a problem, a description of the situation,
and the root cause of the problem. Make recommendations that
resolve the issue.
Managing legal practices to abide by the law, as well as ethical
practices.
Creating a code of ethics that communicate the organization's
philosophy to employees, vendors, customers, clients, and the public.
Administering the system of rules, practices, and processes through

which a company is directed and controlled. Balance stakeholder
interests including shareholders, management, customers, suppliers,
financiers, government, and the community. Outline a strategy for
achieving organizational goals, from action plans and internal
controls to performance measurement and corporate disclosure.
Creating and applying programs and activities. Encourage the

adherence preventive laws, such as environmental law, sex
discrimination, computer law, estate planning, corporate compliance,
business planning, and property transactions.

Definition
Ensuring the organization's compliance position. Validate compliance
with different statutes, regulatory directions, and legal principles
(using Establish compliance framework and policies [17468]).
Coordinate with compliance and risk management personnel.
Employing an internal system or process to identify and reduce the

risk of breaching the Competition and Consumer Act 2010. Remedy
any breach. Create a culture of compliance. Design compliance
programs.
Implementing the established compliance program in order to meet
the government laws and regulations. Create a compliance team that
scrutinizes the rules set out by government bodies such as the
Securities and Exchange Commission.
Managing professionals, sought externally for assistance over legal
and ethical concerns. Administer and oversee assistance from subject
matter experts and professionals for sourcing expert opinion and
counseling over legal and ethical matters.
Examining the problems and deciding the action requirements for
engaging outside counsel. This process element calls upon the
organization to internally analyze the issues for which assistance
from external counsel is needed. Additionally, the organization needs
to break-down the issue, identifying the tasks and exercises where
outside counsel can help.
Recruiting the assistance of outside counsel for any legal and/or
ethical concerns. Engage and/or retain any external counsel sought
from subject matter experts and professionals.
Making a financial plan. This strategy sets out, using figures, an
organization's expected future results. Enlist the finance function to
support work generated by other business functions in order to build
and secure their support for the budget.

Definition
Receiving deliverables from outside counsel, and monitoring the
efforts committed by them. Track the progress of, collect, and
validate the required work product from the subject matter experts
and professionals engaged as external counsel. Verify the amount of
effort dedicated by these counsels to the issue at hand, in order to
confirm their fees.
Making payments to legal advisers for their services. Payments
include addressing issues or suits by customers, suppliers,
competitors, bankers, government agencies, etc.
Keeping track of the legal activities and performance of the
organization.
Safeguarding the intellectual property of the organization. This
process requires the organization to protect a wide variety of
intellectual property created by it. It involves creating and managing
non-disclosure agreements (NDAs), following up on current
developments in the areas where the organization holds patents,
tracking the use of the organization's copyrighted material, creating
and upholding licensing terms, and administering policies for
safeguarding intellectual property.
Managing the patents and copyrights already held or sought by the

organization. Administer and oversee applying for, securing, and
maintaining intellectual property rights in the form of patents and
copyrights. Submit applications for such rights. Handle associated
legal issues. Draft and communicate proper attributions. Collect
royalties. Monitor any misuse of the intellectual property rights.
Managing the upkeep of intellectual property rights by creating and
managing a framework of rules, policies, procedures, and restrictions.
Outline a clear policy for any possible scenario of their use by any
external agent.

Definition
Administering and overseeing the terms and policies associated with
licensing the organization's intellectual property. Create and manage
the policies and terms governing the possible granting of a license to
any external agent. Demarcate a clear framework that governs the
licensing of any patents or copyrights held by the organization.
Managing options regarding licensing agreements. Follow favorable

terms and conditions.
Resolving disputes or civil lawsuits internally or externally.
Providing legal advice concerning the substance or procedure of a law
in relation to a particular situation.
Negotiating terms to reach a final draft of a contract that is
acceptable to all parties.
Managing a public relations programs through business and
communications skills.
Developing and administering community relations. Establish
business connections with the people constituting the environment
the organization operates in and draws resources from in order to
foster mutual understanding, trust, and support. Create programs
that promote the organization's image in a positive and community-
oriented way.
Developing and managing relations with media. Develop connections
with journalists to solicit critical, third-party endorsements for a
product, issue, service, or organization.
Promoting political security and stability in the regions where the
organization conducts business. Encourage political stability in the
regions where the organization operates. Support civic programs,
citizen engagement, connection platforms, etc.
Developing press releases to communicate developments and
generate interest in the organization.
Issuing press releases to carefully selected media in distribution
channels such as the web, newspapers, and social media.

Definition
Performing activities by an organization that are fundamental to the
successful operation of the organization, even across functions in a
business. Capabilities defined in the PCF include business process
management; portfolio, program, and project management; quality
management; change management; benchmarking; environmental
health and safety management; and knowledge management.
Establishing and administering governance for management of the

processes. Outline and manage the frameworks for management of
the processes. Define the business processes. Administer the
performance of the processes. Enhance the business processes.
Defining and managing the organization's approach to governing

business process management. Establish and manage tools to
support the governance process. Assign ownership for all business
processes. Perform activities to administer the governing process.
Outlining and managing the methodology for administering business

process management (BPM). Define the method for setting standards
and priorities for BPM efforts. Identify BPM governance leaders.
Define BPM project participants' roles.
Instituting, organizing, and maintaining the upkeep of the techniques
used for business process management (BPM). Create and maintain
templates of BPM tools that can be readily implemented, including
process engine, business analytics, content management, and
collaboration tools.
Assigning resources (employees) ownership of tasks. These include
the responsibility of identifying, analyzing, and improving business
processes in order to meet the goals and objectives such as
increasing profits and performance, reducing costs, and accelerating
schedules.

Definition
Implementing and executing activities for governing business
processes. Execute activities that encourage participation,
accountability, transparency, responsiveness, equity and
inclusiveness, etc. within the business processes.
Determining and organizing the structural composition of business
processes. Design, establish, and administer the framework. Identify
any cross-functional processes that are mandatory for achieving
business excellence.
Defining and managing the framework that outlines the required
business processes of the organization, key elements, and how they
should interact. Institute strategy infrastructure and product,
operations, and enterprise management.
Recognizing the different functional areas working on the same
project or goal.
Outlining and establishing the business processes of the organization.
Scope, analyze, map, and publish processes for the employees who
may require it.
Defining the extent and limits of business processes. Define the
range and diversity of all the set of activities and tasks that, once
completed, will accomplish an organizational goal.
Assessing and examining the set of activities and tasks that, once
completed, will accomplish an organizational goal. Create a business
process model that captures how a business process works and how
individuals from different groups work together to achieve a business
goal.
Defining what a business entity does, who is responsible, to what
standard a business process should be completed, and how the
success of a business process can be determined. Identify processes,
gather information gathering, interview participants, map processes,
and perform analysis.

Definition
Disclosing the information available on business processes. Ensure
the availability of the information regarding the business processes to
all process team members, business stakeholders, and process
owners. Use BPM software, as well as business process diagrams and
documents that help depict the required information.
Evaluating and handling the performance of business processes.

Provide training to process owners. Support the execution of business
processes. Measure and report the performance of the business
processes.
Providing training for the employees and process owners that
administer the business processes. Design internal training programs
or source third party agencies to provide the skills and training
necessary.
Assisting and executing the business processes. Use business process
execution language (BEPL), which is a standard, executable language
for specifying actions within the business processes with the use of
web services.
Defining and using performance indicators to consider the financial
perspective, customer perspective, internal process perspective, and
learning perspective of the organization.
Identifying and choosing improvement opportunities. Create and
manage improvement projects. Perform the improvement activities
continuously and routinely.
Helping a process owner to identify, analyze, and improve existing
business processes within an organization to meet new goals and
objectives.
Developing and implementing a systematic approach to help the
organization optimize its underlying processes in order to achieve
more efficient results. Systematically gather information to clarify
issues or problems. Intervene for improvements. Restructure training
programs as appropriate to increase effectiveness.

Definition
Persistently implementing activities for improving business
processes.
Managing investments, holdings, products, businesses, and brands,
along with the related projects that together constitute a program.
Managing the business portfolio of the organization, including

investments, holdings, products, businesses, and brands. Establish a
portfolio strategy. Define portfolio governance. Monitor and control
the portfolio.
Instituting the strategy for managing business portfolio. Create a
systematic plan that defines the strategy for managing investments,
holdings, products, businesses, and brands.
Outlining the administration of business portfolio of the organization.
Create and manage the rules and regulations regarding the business
processes in order to identify, select, prioritize, and monitor portfolio
components. Include a set of metrics to indicate the health and
progress of the portfolio in the most vital area.
Overseeing and administering the business portfolio of the

organization. Monitor all activities related to investments, holdings,
products, businesses, and brands by effectively monitoring and
supervising these activities.
Establishing, implementing, and managing business programs.
Successfully handle related projects that together constitute a
program. Establish the program structure and approach. Coordinate
with stakeholders and partners. Execute the program. Assess and
report the performance of the program. Coordinate and prioritize
resources across projects. Manage links between the projects and the
overall costs and risks of the program.
Constructing and instituting the framework and approach to manage

business programs. Monitor key factors such as governance,
alignment with the overall business vision, assurance, and
management.

Definition
Managing relationships with stakeholders and partners of the
business programs.
Administering and implementing business programs. Implement and
execute programs with the intention of improving an organization's
performance. Execute all the individual projects of the program to
ensure the desired success.
Evaluating and documenting the performance of business programs.
Evaluate the performance of the programs. Create reports on the
basis of the analysis. Use performance indicators and metrics such as
desired/achieved goals, completion dates, issues and defects, and
cost effectiveness.
Establishing the scope of the projects. Create plans for implementing
the projects. Initiate projects. Review and report project performance
to management. Close projects.
Establishing the horizons of business projects. Identify the objectives
of the program, along with the resource requirements. Assess the
readiness for the project management approach. Identify
methodologies for project management. Obtain funding. Develop
performance measures and indicators.
Recognizing and defining what the project is ultimately supposed to
do. Specify the capabilities, features, or attributes of the project's
deliverables, as well as any kind of formal documentation.
Identifying the prerequisites of business projects. Identify the people

with appropriate and applicable skills and competencies. Locate
resources such as capital, facilities, equipment, material, and
information required to accomplish the objectives of a specific
project.
Evaluating the culture and readiness of the organizational
environment is order to implement the project management
approach.

Definition
Identifying and implementing the techniques and procedures for
managing business projects. Identify the most appropriate models,
which are to be employed by the project managers for the purpose of
designing, planning, implementing, and achieving project objectives.
Examine and assess various project management methodologies
such as adaptive project framework, agile development, crystal
methods, and feature-driven development.
Creating a document that includes the current situation, proposed

solution, financial analysis, conclusion, etc. Convince a decision
maker and investors to approve the project. Obtain funding.
Developing procedures and indictors to assess performance of
business projects. Design and develop metrics and indicators--such
as cost, schedule, resources, risk, and quality--that exhibit the
performance of the business projects.
Defining the resources and their roles. Identify IT requirements.
Create plans for effective training and communication. Design reward
approaches. Plan the launch of project. Deploy the project.
Outlining the resources and their roles in the business projects.
Determining the IT requirements for specific business projects.

Identify the requirements of computers and telecommunications
equipment to store, retrieve, transmit, and manipulate data related
to the project. Consider factors such as functional requirements,
design requirements, project phases, and project schedule.
Designing a plan for equipping the project team with the necessary
skills and abilities to fulfill their roles and responsibilities in the
project effectively and efficiently. Offer formal training, mentoring, or
coaching. Initiate informal conversations. Communicate messages
during the project.
Creating a plan for recognizing and rewarding extraordinary
performances within the business projects. Use incentives, bonuses,
and certificates for recognition and rewarding purposes.

Definition
Creating a plan specifying when to initiate the project, and
introducing it to the target audience. Clearly define the project team,
objectives, timelines, and milestone.
Putting the project into position by effectively bringing it into action.
Implementing the business projects of the organization. Evaluate the

impact of project management. Record and report the status of the
project. Manage the project scope. Promote and sustain activities and
involvement. Realign and revamp the project management strategy
and approach.
Assessing the impact of business project management on the
measures and outcomes of the projects. Gauge non-financial
measures, frequency of measurement, action plan, etc.
Recording and documenting the current status and position of the
project. Record and report items such as completed tasks, incomplete
tasks, planned tasks, and problems faced.
Determining and documenting a list of specific project goals,
deliverables, tasks, costs, and deadlines. Use the scope statement to
explain the boundaries of the project. Assign responsibilities for team
members. Set up procedures for verifying and approving the
completed tasks.
Encouraging and sustaining the activities and involvement while
executing projects. Promote the execution activities of the projects.
Encourage employee involvement in project implementation.
Reorganizing and stimulating the approach and strategy for

managing business projects. Make improvements based on the
project scope and on findings from Evaluate the impact of project
management (strategy and projects) on measures and outcomes
[11131].

Definition
Measuring the performance of a business project against key
performance indicators including the project scope, schedule, quality,
cost, and risk criteria. Identify any deviations from the plan. Assess
the impact of these deviations on the project, as well as on the
overall program. Report results to key stakeholders.
Settling each contract. Close each contract applicable to the project
or project phase. Finalize all activities across all of the process groups
in order to formally close the project or a project phase.
Managing organizational attributes that are closely associated with

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

Definition
Developing controls for managing the quality of enterprise. Define
the process steps for quality controls and the sampling plan. Identify
the tools and methods to measure quality. Define the competencies
required.
Establishing the steps for developing quality controls. Conduct Alpha
testing. Have the product team conduct rework. Send the
product/service for Beta testing, and carry on rework as needed.
Establishing a detailed summary including measures, on which
material, in what manner, and by whom. Identify the parameters to
be measured, the range of possible values, and the required
resolution. Provide a sampling scheme that details how and when
samples will be taken. Select sample sizes. Assign roles and
responsibilities.
Using tools to measure quality. Use tools such as quality
improvement oversight system tool, performance measurement
tools, consumer information models/guides, and validation tools to
effectively determine the quality levels.
Defining the competencies required for developing quality controls.
Define the required competencies including compliance
management, audit management, and document control and
document management.
Demonstrating the ability and capability to confirm and fulfill the
quality requirements in front of customers, managers, employees,
board members, associations, regulatory bodies, and creditors.
Leverage tools and techniques such as process behavior or control
charts, statistical process control, measurement system analysis,
gage calibration management, and process capability analysis.

Definition
Establishing how the critical-to-quality characteristics will be
achieved, controlled, ensured, and managed throughout the lifecycle
of a product/service. Address quality requirements and critical-to-
quality characteristics. Conduct a preventive quality assessment.
Describe how to verify the product/service, verification criteria, and
response to nonconformance. Keep records to demonstrate
conformity.
Analyzing if the performance of the quality plan has achieved the

estimated and desired requirements. Conduct tests against the
quality plan. Assess the results of these tests.
Examining the quality of organizational processes. Conduct tests.
Collect information and data. Record the results of these tests.
Determine the dispositions of the test results.
Evaluating quality performance through periodic or episodic testing
against the established standards for quality characteristics. For
periodic testing, design a schedule with sufficient time to make any
required adjustments to the process or system to maintain the
desired level of quality. For episodic testing, conduct a test whenever
a known non-conformance or fault occurs, which results in outputs or
outcomes known to be unsatisfactory to performance requirements.
Maintaining and recording the results of Test against the quality plan
[17483] electronically and in standard formats. Assign ownership to a
designated function or role.
Deciding whether to take any additional actions based on the results
of quality tests. Initiate a quarantine disposition and relocated
inventory, scrap workflow item and scrap transaction, rework
operation, net-able and nonnet-able items, and the activity list.
Assessing the significance of the sample. Summarize the results of

the test. Recommend improvement actions. Decide what steps to
take next.

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

Definition
Pursuing corrective and preventative activities to eliminate the cause
of a detected nonconformity. Define the nonconformity. Communicate
and assign responsibility. Identify the appropriate corrective and
preventive action. Implement and monitor for reoccurrence.
Closing nonconformance. Perform all the final processes related to

the nonconformance, including documenting root causes. Document
corrective and preventive actions.
Establishing and administering the software that manages content
and business processes for quality and compliance across the value
chain. Define the quality strategy. Plan and deploy the EQMS scope,
targets, and goals. Identify core process controls and metric. Develop
EQMS governance. Assess the performance of EQMS. Encourage
improvements in EQMS.
Outlining the strategy for managing enterprise quality. Define and
formalize quality techniques and standards. Assign responsibilities for
achieving the required quality levels. Standardize the quality
maintenance procedure, tools and techniques, recording and
reporting, the timing of quality maintenance activities, and the roles
and responsibilities for the quality management team.
Establishing and effectively deploying the scope, targets, and goals

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

Definition
Recognizing and implementing the processes, controls, and metrics
for maintenance of EQMS. Define the role of EQMS in failure mode
and effects analysis, complaint handling, and advanced product
quality planning. Establish the role of EQMS in evaluating metrics
such as cost of quality, overall equipment effectiveness, on-time and
complete shipments, percentage of products in compliance, and new
product introductions.
Setting the process limits. Gather required information. Align with

other documents and processes. Define the document structure.
Benchmarking current performance in quality metrics that span
across the value chain. Identify gaps in performance as compared to
industry peers. Identify and implement complementary EQMS
capabilities. Enable a continuous improvement environment.
Rewarding excellence in quality. Create and maintain quality
partnerships. Maintain talent capabilities and competencies.
Incorporate EQMS messaging into communication channels. Transfer
proven EQMS methods. Consider factors such as EQMS reviews and
gap assessments and the alignment and compatibility of business
processes and quality. Adopt Lean principles.
Provisioning rewards for achieving quality excellence. Provide

monetary and nonmonetary rewards such as compensation,
vacations, gift cards, and reimbursements to employees in in
recognition of their services, efforts, and achievements in quality
excellence.
Establishing and maintaining partnerships with third-party sources to
achieve quality excellence. Source and evaluate third-party sources
both public and private to ensure that the most effective and efficient
partnerships are formed.

Definition
Maintaining a common denominator for the competency level within
the organization's talent circle. Conduct training sessions, skill
development activities, and quality excellence activities to ensure
that the resources of the organization are competent enough and
have the capabilities to achieve the required level of quality.
Assimilating all the communication related to the EQMS into the

organization's already established communication channels.
Ensuring EQMS access to the person in charge of the quality
management process. Establish who has the authority to manage the
EQMS. Ensure access of EQMS to only the person(s) in authority.
Recording and transferring the best practices and proven methods

associated with enterprise quality management systems (EQMS) that
can be leveraged in improving the organization's framework. Record
proven methodologies and approaches with the objective of
communicating them for upgrading, refining, and enhancing the
organization's systems.
Planning, designing, and implementing the change. Ensure
improvement in the change process.
Crafting a plan for implementing change to the organization's
multiple frameworks, systems, and functional areas. Chart a
schematic plan that gives the organization a foundation to shape its
change efforts.
Assessing and choosing methodologies to identify, analyze, and
improve existing processes within an organization to meet new goals
and objective. Assess the various methodologies available such as
process mapping, statistical process control, and simulation. Choose
the most appropriate and effective methodology.

Definition
Determining the level of preparedness of the conditions, attitudes,
and resources at all levels in the organization needed for change to
happen successfully. Define scope of the proposed change. Select the
tools for a change readiness assessment.
Identifying and communicating with shareholders affected by the
change. Consider internal and external stakeholders that will be
affected by the change. Determine the amount of influence the
change will have on them. Ensure the involvement of these
stakeholders in the change process by effectively communicating
with them.
Identifying people exhibit an extraordinary interest in the adoption,
implementation, and success of the change. Engage champions in
each division or team. Define the roles and responsibilities for the
change champions. Determine criteria for selecting change
champions. Provide training sessions to champions. Reward and
recognize champions.
Preparing a design team for implementing change throughout the
organization.
Defining the extent of the area or subject matter that the change
process deals with or to which it is relevant. Establish a set of tools,
processes, skills, and principles for managing the people side of
change to achieve the required outcomes of the change process.
Using graphical and statistical tools such as pareto diagrams, process

flow diagrams, cause-and-effect diagrams, check sheets, histograms,
run charts, and scatter diagrams.
Determining the state or position that the organization wants to be in
after the implementation of the change. Gather necessary
information about the processes, structures, and cultures. Define
resource requirements.

Definition
Looking beyond the immediate consequences of the threat to a
critical asset and placing it in the context of what is important to the
organization. Identify the impact of threats to critical assets. Create
risk evaluation criteria. Evaluate the impact of threats to critical
assets. Incorporate probability into the risk analysis.
Evaluating the culture within the organization. Adopt a quantitative,
multidimensional measurement approach of an organization's culture
and the aspirations for it. Diagnose cultural activities, enhance
leadership sections. Integrate cultures.
Identifying and assigning the people accountable for effective change
management. Hold managers accountable for ensuring change
happens systematically and rigorously. Ensure that certain behaviors
are rewarded or reprimanded accordingly.
Recognizing the circumstances or obstacles that keep the
organization from progressing. Identify who and what are the
resources resisting change. Identify integration failures, threats by
competitive forces, and complexity failures.
Identifying the person(s) or thing(s)responsible for making the
change possible. Consider factors such as interdependence of efforts,
reward to the integrators, sharing of power and responsibility, and
employee understanding of why change is essential.
Recognizing the resource requirements, and developing measures for

change. Identify the financial, material, human, and informational
resources needed to successfully implement the change. Develop
programs, campaigns, etc. for establishing the change within the
organization.
Developing plans for change management, training, communication,
and rewards/incentives. Establish metrics for measuring the change
adoption. Clarify new roles for employees. Identify budgets.

Definition
Correlating the change initiative with the other initiatives. Create an
alignment between the goals and objectives of the change process
and that of the other initiatives.
Creating a detailed structure summary for the purposes of managing
the change. Demonstrate the reasons for the change. Define the type
and scope of change. Form a change management team. Create a
communication plan.
Creating a detailed summary of all the actions relevant to teaching a
person a particular skill or type of behavior. Determine who will
deliver the training. Determine when and where the apprentice or
trainee needs to go to receive the structured component of the
training.
Developing a plan for imparting or exchanging information relevant
the to change. Define goals, objectives, and audience. Gather tools
for all communications.
Creating and designing the plan for rewarding the employees
exhibiting the desired behavior. Specify rewards in recognition of
service, effort, or achievement regarding the change, including
bonuses, compensation, stock options, profit sharing, vacations, and
flexible time.
Establishing a system or standard of measurement for measuring the
adoption of the change. Consider activities such as the number of
people who have adopted the change, how quickly have they
adopted, number of unique adopters, and adopters by
teams/divisions.
Establishing and explaining the new roles to employees. Assign roles
and responsibilities to resources.
Creating a plan of financial outlay for the newly defined roles.
Determine the amount of capital the organization is willing to invest
in effectuating these new roles, how would the roles be financed, and
what would comprise the ROI from these flows. Coordinate personnel
responsible for change management and the finance division.

Definition
Effectuating the change within the desired impact areas of the
organization. Ensure adequate commitment from all corners of the
organization for the desired change. Create support structures.
Refashion all processes deemed necessary. Observe the progress.
Kindling an organization wide commitment for effectuating the

change. Effectively communicate the advantages of the desired
change. Personalize the pitch for change.
Restructuring, redesigning, repurposing, and/or retrofitting existing
business processes, activities, and frameworks in order to effectuate
the desired change. Review pertinent processes from the ground up
by starting with the desired result. (Build on Select a process
improvement methodology [11138] to create business processes that
perfectly fit with the road map for change.)
Supporting the transition of personnel to new roles and the dismissal
of any existing employees, necessitated for the desired change.
Create an on-boarding process for seamlessly transitioning personnel
to new roles. Offer orientation and training. Address any concerns.
Create a structured procedure for the discharge of incumbents from
their positions.
Monitoring activities in the change process in order to assess the
performance of individual agents and the process as a whole.
Oversee the implementation of activities needed for effectuating the
change. Track the pace, impact, enthusiasm, reaction, and feedback
over the change process.
Sustaining the impact of the change process in order to enact
continual process improvement. Monitor the performance of re-
engineered business processes. Identify best practices and potential
issues. Effectuate remedial steps.
Monitoring the performance of improved business processes. Track
the key performance indicators of the upgraded processes in order to
gauge its contribution to the desired change. Expedite through the
use of business process management software.

Definition
Documenting and standardizing insights gleaned and the knowledge
acquired from studying the change process already implemented.
Create case studies/best practices guides from the process of
implementing change. Include experienced personnel.
Implement corrective action to adjust the re-engineered processes for
maximizing the desired impact. Adjust business processes and
systems to implement the desired change.
Creating and administering the capability of the organization's
knowledge management function. Develop a strategy for knowledge
management. Assess capabilities of the knowledge management
function.
Creating a plan for managing the organization's knowledge base.
Determine what kind of specialized knowledge the organization
possesses, which elements of this collective knowledge can prove
beneficial, how to capture and maintain this knowledge, how to grant
access to this library of information, and how the organization should
proceed.
Developing a structure for the governance of the organization's
collective knowledge. Gather, maintain, and make accessible the
collective knowledge base. Develop a standard procedure for the
conservation and perpetuation of the organization's knowledge.
Create policies for the usage and maintenance of this knowledge.
Establish specialized roles.
Constituting a centralized group of employees who collectively take
ownership of the organization's knowledge management efforts.
Create full-time positions to support knowledge management efforts.
Empower the core group to operationalize the KM strategy. Involve
personnel from a wide array of functions.
Clearly determining the roles and responsibilities of all personnel
involved in the management of the organization's corpus of
knowledge. Flesh out the roles and responsibilities of the KM core
group, as well as the operational staff involved in the upkeep of the
knowledge management program.

Definition
Analyze the organization's current approach to funding. Learn from
the funding approaches of peer organizations. Evaluate the revenue
potential and costs of those short-list funding models. Select funding
models to implement.
Identifying any links that exist between the strategy for knowledge
management and any other functional areas. Determine any
correlations that exist between the strategic road map for the
knowledge management and any other functional areas. Study each
function's/unit's attributes.
Creating core knowledge management procedures and
methodologies. Initiate developing a strategy, planning, execution,
and improvement.
Determining the IT needs for developing the knowledge management
strategy, and collaborating with the IT function to implement the
strategy. Assess requirements for technologies such as computer
hardware, software, electronics, semiconductors, internet, and
telecommunications equipment in order to effectively build and
implement the strategy for knowledge management.
Creating plans for KM training plans and conveying the knowledge

management strategy within the organization. Create training
programs, sessions, and activities in order to familiarize employees
and management with the concept of knowledge management.
Creating approaches for effectively administering the changes in

knowledge management. Design an approach that transforms
individuals, teams, and the organization to a desired future state
represented by the change.
Establishing measures and indicators for evaluating the performance
of the knowledge management function. Define key performance
indicators such as the amount of knowledge assets created and
number of knowledge projects undertaken.

Definition
Assessing the maturity of the existing initiatives in knowledge
management, and evaluating existing KM approaches. Identify the
gaps and needs in order to enhance the existing KM approaches.
Develop and implement new KM approaches.
Evaluating if initiatives are effective or should be discarded. Design a
framework for assessing maturity, typically from Level 1 (undefined),
Level 2 (repeatable), Level 3 (defined), and Level 4 (managed)
through Level 5 (optimized).
Evaluating existing procedures, policies, and guidelines for
knowledge management. Study and examine the organization's
approach against industry best practices by benchmarking,
competitive analysis, etc.
Assessing the KM approach evaluations in order to identify any gaps
or needs. Compare the performance of the KM approach against the
desired or expected performance, as well as against the standard
knowledge management industry approach.
Leveraging KM evaluations and identified gap to enhance existing
approaches.
Designing new policies, procedures, and guidelines to support
knowledge management.
Implementing new policies, procedures, and guidelines to support
knowledge management.
Creating and administering a strategy to manage organizational
performance. Benchmark the performance of the internal processes,
as well as the organization as a whole.
Creating and implementing a strategy for administering
organizational performance. This process element calls upon the
organization to create and administer a strategy for measuring,
tracking, streamlining, and improving internal performance. It
encompasses creating a blueprint for the tactical measurement of
internal processes and work force improvement, in alignment with
Employee Metrics Developed and Managed [10526].

Definition
Developing a model for organization's management systems.
Develop a high-level measurement system to track performance
across the enterprise or in specific functions or business units.
Determine which processes to measure, which measures to use, how
often to measure, and measurement targets. Review strategic
decisions about how to best measure an organization.
Evaluating the productivity of the organization's processes. Adapt
evaluation to the activities and business components being
measured. (Unlike process Measure staff efficiency [11078], process
Measures outcomes [11076] [e.g., how much of X is produced within
X time period].) Measure a manufacturing process, for example,
according to number of units produced per FTE or number of high
quality units produced.
Measuring the cost effectiveness of the organization's processes.

Track the return on investing in marketing campaigns, new
equipment, and process redefinition. Measure the cost per employee
or cost per cycle for a given process, function, or business unit.
Evaluating the efficiency of employees. Measure activities performed

to determine where automation could increase efficiency. Identify
differences between the efficiency of employee groups. Evaluate the
quality of work.
Measuring how long it takes to perform certain processes or cycles of
action. Select measures of customer response time, invoicing, order
to cash, etc. (Actions taken based on the measurement typically exist
as activities within process group Manage change [11074] or within
the other function specific categories. For example, if measures
indicate that the invoicing cycle is taking too long or is inconsistent,
the resulting actions would take place within process Invoice the
customer [10742].)
Comparing organizational performance internally or externally with

other organizations.

Definition
Measuring, researching, and recording the performance of people,
processes, mechanisms, or other areas of the business that the
organization wants to benchmark or track.
Improving an organization's ability to compare its performance
internally or externally, and maintaining benchmarking relationships
with other organizations. Train staff in benchmarking. Develop
technological solutions or other materials to aid benchmarking
efforts. Consult with external entities to gain knowledge or tools to
help benchmark.
Benchmarking internal processes and against external competitors.
Examining performance against benchmarked organizations or

entities. Determine how much performance needs to change to meet
expectations. Reach strategic goals.
Establishing a need for changing the performance of the
organization. Make use of the gap analysis results in order to define
the need for change.

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
10007 6.0 Develop and Manage Human Capital Cost Effectiveness 100195

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10007 6.0 Develop and Manage Human Capital Process Efficiency 105354
10007 6.0 Develop and Manage Human Capital Staff Productivity 105390

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 6.0 Develop and Manage Human Capital Supplemental 101435

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

Information

Information

Information

Information
Information
Information

Information

Process
Element Hierarchy
Information
10008 7.0 Manage Information Technology Cost Effectiveness 104494

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10008 7.0 Manage Information Technology Cycle Time 103419

Process
Element Hierarchy

Process
Element Hierarchy
10008 7.0 Manage Information Technology Process Efficiency 101241

Process
Element Hierarchy
10008 7.0 Manage Information Technology Staff Productivity 101295
10008 7.0 Manage Information Technology Supplemental 101770

Information

Information

Information

Process
Element Hierarchy
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
Information
Information
Information
Information

Process
Element Hierarchy
Information
Information

Information

Information
Information
Information

Information
Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information
10009 8.0 Manage Financial Resources Cost Effectiveness 104464

Process
Element Hierarchy
10009 8.0 Manage Financial Resources Process Efficiency 100959

Process
Element Hierarchy
10009 8.0 Manage Financial Resources Supplemental 101610

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

Information
10010 9.0 Acquire, Construct, and Manage Assets Supplemental 105124

Information
10017 1.1.1 Assess the external environment Supplemental 101747
Information
10062 4.3.6 Manage product master data Cost Effectiveness 103512

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10062 4.3.6 Manage product master data Cycle Time 105530
10062 4.3.6 Manage product master data Cycle Time 105528
10062 4.3.6 Manage product master data Process Efficiency 105504

Process
Element Hierarchy
10062 4.3.6 Manage product master data Staff Productivity 105508
10064 4.1.2.3 Define product/service requirements Cost Effectiveness 103683

Process
Element Hierarchy
10064 4.1.2.3 Define product/service requirements Process Efficiency 101028
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104751

Process
Element Hierarchy
10122 2.4.1 Define and manage channel strategy Supplemental 104726
Information
Information
Information
Information
Information
Information
Information
10129 4.1.3 Develop and manage sales and pricing plan Process Efficiency 104838
10150 3.2.4 Develop and manage media campaigns Cycle Time 104637
10150 3.2.4 Develop and manage media campaigns Supplemental 104635

Information
10277 4.3.1 Develop sourcing plans Cost Effectiveness 105173

Process
Element Hierarchy
10277 4.3.1 Develop sourcing plans Process Efficiency 101008

Process
Element Hierarchy
10278 4.3.4 Select suppliers and develop/maintain contracts Cost Effectiveness 103353

Process
Element Hierarchy
10278 4.3.4 Select suppliers and develop/maintain contracts Process Efficiency 103171

Process
Element Hierarchy
10278 4.3.4 Select suppliers and develop/maintain contracts Supplemental 105194

Information
10279 4.3.2 Purchase product Cost Effectiveness 105174

Process
Element Hierarchy
10279 4.3.2 Purchase product Cycle Time 104915

Process
Element Hierarchy
10279 4.3.2 Purchase product Process Efficiency 101071
10279 4.3.2 Purchase product Staff Productivity 105162
10279 4.3.2 Purchase product Supplemental 105204

Information

Process
Element Hierarchy
Information
Information
Information

Information

Information

Information

Information
Information
Information
Information

Information

Information

Process
Element Hierarchy
Information

Information
Information

Information

Information

Information
Information
Information
Information
10281 4.3.1.1 Develop procurement plan Supplemental 105207
Information
10297 4.3.2.6 Record receipt of goods Cost Effectiveness 105035

Process
Element Hierarchy
10297 4.3.2.6 Record receipt of goods Staff Productivity 105031
10297 4.3.2.6 Record receipt of goods Supplemental 105015

Information
Information
Information
Information
10378 2.4.2 Develop customer service strategy Cost Effectiveness 103581

Process
Element Hierarchy

Process
Element Hierarchy
10378 2.4.2 Develop customer service strategy Process Efficiency 100992
10378 2.4.2 Develop customer service strategy Supplemental 104538

Information
10383 2.4.2.3 Establish service levels for customers Process Efficiency 103177
10403 2.5.2.3 Measure customer satisfaction with products and Process Efficiency 102602
services
10410 6.2 Recruit, source, and select employees Cost Effectiveness 104093

Process
Element Hierarchy
10410 6.2 Recruit, source, and select employees Cycle Time 100565

Process
Element Hierarchy
10410 6.2 Recruit, source, and select employees Process Efficiency 101123
10410 6.2 Recruit, source, and select employees Staff Productivity 101348

Process
Element Hierarchy
10410 6.2 Recruit, source, and select employees Supplemental 101821
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
10411 6.3 Develop and counsel employees Cost Effectiveness 104049

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10411 6.3 Develop and counsel employees Cycle Time 100293
10411 6.3 Develop and counsel employees Cycle Time 100295
10411 6.3 Develop and counsel employees Process Efficiency 100999

Process
Element Hierarchy
10411 6.3 Develop and counsel employees Staff Productivity 100484
10411 6.3 Develop and counsel employees Supplemental 101363

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information
Information

Information

Process
Element Hierarchy
Information
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information
10412 6.4 Reward and retain employees Cost Effectiveness 100311

Process
Element Hierarchy
10412 6.4 Reward and retain employees Cycle Time 100299
10412 6.4 Reward and retain employees Cycle Time 100302
10412 6.4 Reward and retain employees Process Efficiency 100324

Process
Element Hierarchy
10412 6.4 Reward and retain employees Process Efficiency 101137
10412 6.4 Reward and retain employees Staff Productivity 100492
10412 6.4 Reward and retain employees Supplemental 100089

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
Information

Information

Information

Process
Element Hierarchy
Information
10413 6.5 Redeploy and retire employees Cost Effectiveness 103962
10413 6.5 Redeploy and retire employees Cycle Time 100298
10413 6.5 Redeploy and retire employees Cycle Time 100301
10413 6.5 Redeploy and retire employees Process Efficiency 101124

Process
Element Hierarchy
10413 6.5 Redeploy and retire employees Staff Productivity 100491
10413 6.5 Redeploy and retire employees Staff Productivity 101276
10413 6.5 Redeploy and retire employees Supplemental 100058

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information
Information
10443 6.2.4 Manage new hire/re-hire Cycle Time 100571
10443 6.2.4 Manage new hire/re-hire Cycle Time 104723

Process
Element Hierarchy
10443 6.2.4 Manage new hire/re-hire Process Efficiency 102606
10443 6.2.4 Manage new hire/re-hire Supplemental 101340

Information
10443 6.2.4 Manage new hire/re-hire Supplemental 102326
Information
10469 6.3.1 Manage employee orientation and deployment Cost Effectiveness 104566

Process
Element Hierarchy
10469 6.3.1 Manage employee orientation and deployment Cost Effectiveness 104571
10469 6.3.1 Manage employee orientation and deployment Supplemental 104576

Information
10470 6.3.2 Manage employee performance Cost Effectiveness 104572
10470 6.3.2 Manage employee performance Cost Effectiveness 104567
10470 6.3.2 Manage employee performance Cycle Time 104029

Process
Element Hierarchy
10470 6.3.2 Manage employee performance Process Efficiency 102619
10470 6.3.2 Manage employee performance Supplemental 104577

Information
10472 6.3.4 Manage employee development Cost Effectiveness 104569
10472 6.3.4 Manage employee development Cost Effectiveness 104574

Process
Element Hierarchy
10472 6.3.4 Manage employee development Supplemental 104579
Information
10473 6.3.5 Develop and train employees Cost Effectiveness 104575

Process
Element Hierarchy
10473 6.3.5 Develop and train employees Cycle Time 104595
10473 6.3.5 Develop and train employees Process Efficiency 101040

Process
Element Hierarchy
10473 6.3.5 Develop and train employees Staff Productivity 100488
10473 6.3.5 Develop and train employees Staff Productivity 104585
10473 6.3.5 Develop and train employees Supplemental 100218

Information
Information
Information
Information

Information

Information

Information

Process
Element Hierarchy
Information

Information
10493 6.3.5.4 Develop, conduct, and manage employee and/or Supplemental 104597
management training programs Information

Process
Element Hierarchy
10497 6.4.4 Administer payroll Cost Effectiveness 104046
10497 6.4.4 Administer payroll Cost Effectiveness 104047
10497 6.4.4 Administer payroll Process Efficiency 101082
10497 6.4.4 Administer payroll Staff Productivity 100490
10513 6.5.2 Manage separation Cost Effectiveness 104036

Process
Element Hierarchy
10513 6.5.2 Manage separation Cycle Time 100523
10513 6.5.2 Manage separation Process Efficiency 100019

Process
Element Hierarchy
10513 6.5.2 Manage separation Supplemental 102300

Information

Information

Information

Information
Information

Process
Element Hierarchy
Information

Information

Information

Information
10523 6.6.2 Manage employee inquiry process Cycle Time 100303
10523 6.6.2 Manage employee inquiry process Supplemental 101364

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information
10531 6.6.7.2 Manage employee grievances Cycle Time 100584
10563 7.1 Manage the business of information technology Cost Effectiveness 105002

Process
Element Hierarchy
10563 7.1 Manage the business of information technology Cycle Time 103433

Process
Element Hierarchy
10563 7.1 Manage the business of information technology Cycle Time 103437
10563 7.1 Manage the business of information technology Process Efficiency 101324

Process
Element Hierarchy
10563 7.1 Manage the business of information technology Supplemental 102736
Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information
Information
Information
10564 7.2 Develop and manage IT customer relationships Cost Effectiveness 105006

Process
Element Hierarchy
10564 7.2 Develop and manage IT customer relationships Process Efficiency 100830
10564 7.2 Develop and manage IT customer relationships Process Efficiency 101310
10564 7.2 Develop and manage IT customer relationships Supplemental 102187

Information

Process
Element Hierarchy
Information

Information

Information

Process
Element Hierarchy
10565 7.4 Manage enterprise information Cost Effectiveness 103942
10565 7.4 Manage enterprise information Cost Effectiveness 105007
10565 7.4 Manage enterprise information Cycle Time 103459

Process
Element Hierarchy
10565 7.4 Manage enterprise information Process Efficiency 101320
10565 7.4 Manage enterprise information Supplemental 100967

Information
Information

Process
Element Hierarchy
Information

Information

Process
Element Hierarchy
Information
10566 7.5 Develop and maintain information technology Cost Effectiveness 105005
solutions
solutions
solutions
solutions
solutions
solutions

Process
Element Hierarchy
solutions
10566 7.5 Develop and maintain information technology Cycle Time 100348
solutions
solutions
solutions
solutions
solutions
solutions
solutions
solutions
solutions

Process
Element Hierarchy
solutions
solutions
solutions
solutions
10566 7.5 Develop and maintain information technology Process Efficiency 100249
solutions
solutions
solutions
solutions
solutions

Process
Element Hierarchy
solutions
solutions
solutions
solutions
solutions
10566 7.5 Develop and maintain information technology Supplemental 100911

solutions Information





Process
Element Hierarchy







Process
Element Hierarchy
10567 7.6 Deploy information technology solutions Cost Effectiveness 105004
10567 7.6 Deploy information technology solutions Cycle Time 104930

Process
Element Hierarchy
10567 7.6 Deploy information technology solutions Process Efficiency 101302
10567 7.6 Deploy information technology solutions Supplemental 104990

Information

Information

Process
Element Hierarchy
Information

Information

Process
Element Hierarchy
10568 7.7 Deliver and support information technology Cost Effectiveness 105003
services
services
services
services
services
services
services
services

Process
Element Hierarchy
services
services
10568 7.7 Deliver and support information technology Cycle Time 100333
services
10568 7.7 Deliver and support information technology Process Efficiency 100827
services
services
services
services
services

Process
Element Hierarchy
services
services
services
10568 7.7 Deliver and support information technology Supplemental 102172

services Information



10570 7.1.1 Develop the enterprise IT strategy Process Efficiency 104655

Process
Element Hierarchy
10575 7.1.5 Evaluate and communicate IT business value and Cost Effectiveness 104671
performance
performance
performance
10575 7.1.5 Evaluate and communicate IT business value and Process Efficiency 104647
performance
10575 7.1.5 Evaluate and communicate IT business value and Process Efficiency 104648
performance
10575 7.1.5 Evaluate and communicate IT business value and Staff Productivity 104677
performance
10578 7.2.1 Develop IT services and solutions strategy Cost Effectiveness 104672
10578 7.2.1 Develop IT services and solutions strategy Cycle Time 104643
10578 7.2.1 Develop IT services and solutions strategy Cycle Time 104644
10578 7.2.1 Develop IT services and solutions strategy Process Efficiency 104651

Process
Element Hierarchy
10578 7.2.1 Develop IT services and solutions strategy Staff Productivity 104678
10581 7.2.4 Manage IT customer satisfaction Cost Effectiveness 104673
10581 7.2.4 Manage IT customer satisfaction Process Efficiency 104660
10581 7.2.4 Manage IT customer satisfaction Staff Productivity 104676
10583 7.4.1 Develop information and content management Cost Effectiveness 102901
strategies
strategies

Process
Element Hierarchy
strategies
strategies
strategies
strategies
10583 7.4.1 Develop information and content management Process Efficiency 101304
strategies
10583 7.4.1 Develop information and content management Supplemental 101846

strategies Information
10584 7.4.2 Define the enterprise information architecture Cost Effectiveness 103597

Process
Element Hierarchy
10584 7.4.2 Define the enterprise information architecture Process Efficiency 101297
10584 7.4.2 Define the enterprise information architecture Supplemental 101840

Information

Process
Element Hierarchy
10585 7.4.3 Manage information resources Cost Effectiveness 101497
10585 7.4.3 Manage information resources Process Efficiency 101315
10585 7.4.3 Manage information resources Supplemental 101848

Information

Process
Element Hierarchy
10586 7.4.4 Perform enterprise data and content management Cost Effectiveness 103806
10586 7.4.4 Perform enterprise data and content management Process Efficiency 101326

Process
Element Hierarchy
10586 7.4.4 Perform enterprise data and content management Supplemental 101850
Information
10587 7.5.1 Develop the IT development strategy Cost Effectiveness 104656
10587 7.5.1 Develop the IT development strategy Cost Effectiveness 104657
10590 7.5.4 Create IT services and solutions Cost Effectiveness 104674
10590 7.5.4 Create IT services and solutions Cycle Time 104645

Process
Element Hierarchy
10590 7.5.4 Create IT services and solutions Cycle Time 104646
10590 7.5.4 Create IT services and solutions Process Efficiency 104642
10590 7.5.4 Create IT services and solutions Staff Productivity 104679
10591 7.5.5 Maintain IT services and solutions Process Efficiency 104666
10592 7.6.1 Develop the IT deployment strategy Supplemental 104982

Information
10592 7.6.1 Develop the IT deployment strategy Supplemental 104983
Information
10599 7.7.5 Support IT services and solutions Cost Effectiveness 104675
10599 7.7.5 Support IT services and solutions Process Efficiency 104669
10599 7.7.5 Support IT services and solutions Process Efficiency 104665
10599 7.7.5 Support IT services and solutions Staff Productivity 104680
10599 7.7.5 Support IT services and solutions Supplemental 104976

Information
10599 7.7.5 Support IT services and solutions Supplemental 104977
Information

Process
Element Hierarchy
10728 8.1 Perform planning and management accounting Cost Effectiveness 105150

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 8.1 Perform planning and management accounting Process Efficiency 101172
10728 8.1 Perform planning and management accounting Process Efficiency 101089

Process
Element Hierarchy
10728 8.1 Perform planning and management accounting Supplemental 102050
Information
10729 8.2 Perform revenue accounting Cost Effectiveness 103514
10729 8.2 Perform revenue accounting Cost Effectiveness 105082
10729 8.2 Perform revenue accounting Process Efficiency 101042

Process
Element Hierarchy
10729 8.2 Perform revenue accounting Supplemental 102017
Information
10729 8.2 Perform revenue accounting Supplemental 105484

Information

Process
Element Hierarchy
10730 8.3 Perform general accounting and reporting Cost Effectiveness 104841

Process
Element Hierarchy

Process
Element Hierarchy
10730 8.3 Perform general accounting and reporting Cycle Time 100613
10730 8.3 Perform general accounting and reporting Process Efficiency 100981

Process
Element Hierarchy
10730 8.3 Perform general accounting and reporting Process Efficiency 104843
10730 8.3 Perform general accounting and reporting Supplemental 102048

Information
10731 8.4 Manage fixed-asset project accounting Process Efficiency 101161
10731 8.4 Manage fixed-asset project accounting Supplemental 102039

Information

Process
Element Hierarchy
10732 8.5 Process payroll Cost Effectiveness 104501

Process
Element Hierarchy
10732 8.5 Process payroll Cycle Time 100152

Process
Element Hierarchy
10732 8.5 Process payroll Process Efficiency 101184
10732 8.5 Process payroll Staff Productivity 100920
10732 8.5 Process payroll Staff Productivity 101372
10732 8.5 Process payroll Supplemental 102057

Information

Process
Element Hierarchy
Information

Process
Element Hierarchy
Information

Information

Information

Information

Information
Information

Process
Element Hierarchy
Information
Information
Information

Information
10733 8.6 Process accounts payable and expense Cost Effectiveness 104825
reimbursements
reimbursements

Process
Element Hierarchy
reimbursements
reimbursements

Process
Element Hierarchy
reimbursements
reimbursements
reimbursements
reimbursements
10733 8.6 Process accounts payable and expense Process Efficiency 101095
reimbursements

Process
Element Hierarchy
10733 8.6 Process accounts payable and expense Supplemental 102018
reimbursements Information


Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10734 8.7 Manage treasury operations Cost Effectiveness 104893
10734 8.7 Manage treasury operations Process Efficiency 103152
10734 8.7 Manage treasury operations Process Efficiency 101167

Process
Element Hierarchy
10734 8.7 Manage treasury operations Staff Productivity 104812
10734 8.7 Manage treasury operations Supplemental 104776

Information
10734 8.7 Manage treasury operations Supplemental 102045
Information
10735 8.8 Manage internal controls Cost Effectiveness 104014

Process
Element Hierarchy

Process
Element Hierarchy
10735 8.8 Manage internal controls Process Efficiency 101163
10735 8.8 Manage internal controls Supplemental 102041

Information
10736 8.9 Manage taxes Cost Effectiveness 104807

Process
Element Hierarchy
10736 8.9 Manage taxes Cost Effectiveness 104894
10736 8.9 Manage taxes Process Efficiency 101165
10736 8.9 Manage taxes Supplemental 102043

Information
10738 8.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 105139

Process
Element Hierarchy

Process
Element Hierarchy
10738 8.1.1 Perform planning/budgeting/forecasting Cycle Time 100160
10738 8.1.1 Perform planning/budgeting/forecasting Process Efficiency 101098
10738 8.1.1 Perform planning/budgeting/forecasting Staff Productivity 105134
10738 8.1.1 Perform planning/budgeting/forecasting Supplemental 102027

Information
10739 8.1.2 Perform cost accounting and control Supplemental 102059

Information
10739 8.1.2 Perform cost accounting and control Supplemental 105140

Information

Process
Element Hierarchy
10741 8.1.4 Evaluate and manage financial performance Cost Effectiveness 101555

Process
Element Hierarchy
10741 8.1.4 Evaluate and manage financial performance Cycle Time 100616

Process
Element Hierarchy
10741 8.1.4 Evaluate and manage financial performance Process Efficiency 101019
10741 8.1.4 Evaluate and manage financial performance Staff Productivity 103159
10741 8.1.4 Evaluate and manage financial performance Supplemental 102009

Information

Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information
10742 8.2.1 Process customer credit Cost Effectiveness 105480

Process
Element Hierarchy
10742 8.2.1 Process customer credit Cycle Time 100561

10742 8.2.1 Process customer credit Process Efficiency 101078
10742 8.2.1 Process customer credit Process Efficiency 101114
10742 8.2.1 Process customer credit Staff Productivity 105478

Process
Element Hierarchy
10742 8.2.1 Process customer credit Supplemental 102034

Information
10742 8.2.1 Process customer credit Supplemental 105472

Information
10743 8.2.2 Invoice customer Cost Effectiveness 101561

Process
Element Hierarchy

Process
Element Hierarchy
10743 8.2.2 Invoice customer Cycle Time 100164
10743 8.2.2 Invoice customer Cycle Time 100558
10743 8.2.2 Invoice customer Process Efficiency 101035
10743 8.2.2 Invoice customer Staff Productivity 105477

Process
Element Hierarchy
10743 8.2.2 Invoice customer Supplemental 102010

Information

Information
Information
Information

Information
Information

Information

Process
Element Hierarchy
10744 8.2.3 Process accounts receivable (AR) Cost Effectiveness 103341

Process
Element Hierarchy
10744 8.2.3 Process accounts receivable (AR) Cycle Time 100581
10744 8.2.3 Process accounts receivable (AR) Cycle Time 100178
10744 8.2.3 Process accounts receivable (AR) Process Efficiency 102152

Process
Element Hierarchy
10744 8.2.3 Process accounts receivable (AR) Staff Productivity 100797
10744 8.2.3 Process accounts receivable (AR) Supplemental 101278

Information
Information

Information

Process
Element Hierarchy
Information

Information

Information
10745 8.2.4 Manage and process collections Cost Effectiveness 104467

Process
Element Hierarchy
10745 8.2.4 Manage and process collections Process Efficiency 105436
10745 8.2.4 Manage and process collections Staff Productivity 100796

Process
Element Hierarchy
10745 8.2.4 Manage and process collections Staff Productivity 104115
10745 8.2.4 Manage and process collections Supplemental 102013

Information
10746 8.2.5 Manage and process adjustments/deductions Cost Effectiveness 103291

Process
Element Hierarchy
10746 8.2.5 Manage and process adjustments/deductions Cycle Time 100628
10746 8.2.5 Manage and process adjustments/deductions Process Efficiency 101043
10746 8.2.5 Manage and process adjustments/deductions Staff Productivity 100880
10746 8.2.5 Manage and process adjustments/deductions Supplemental 102012

Information
10747 8.3.1 Manage policies and procedures Cost Effectiveness 101593

Process
Element Hierarchy
10747 8.3.1 Manage policies and procedures Process Efficiency 101054
10747 8.3.1 Manage policies and procedures Supplemental 102015

Information

Process
Element Hierarchy
10747 8.3.1 Manage policies and procedures Supplemental 104846
Information
10748 8.3.2 Perform general accounting Cost Effectiveness 103976

Process
Element Hierarchy
10748 8.3.2 Perform general accounting Cycle Time 100625
10748 8.3.2 Perform general accounting Cycle Time 104615
10748 8.3.2 Perform general accounting Process Efficiency 101096

Process
Element Hierarchy
10748 8.3.2 Perform general accounting Staff Productivity 101330
10748 8.3.2 Perform general accounting Staff Productivity 100875
10748 8.3.2 Perform general accounting Supplemental 102025

Information

Information

Information
Information
10749 8.3.3 Perform fixed-asset accounting Cost Effectiveness 101573

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10749 8.3.3 Perform fixed-asset accounting Cycle Time 100591

10749 8.3.3 Perform fixed-asset accounting Process Efficiency 100307

Process
Element Hierarchy
10749 8.3.3 Perform fixed-asset accounting Staff Productivity 100964
10749 8.3.3 Perform fixed-asset accounting Supplemental 100868

Information
Information

Information

Process
Element Hierarchy
Information

Information

Information
10750 8.3.4 Perform financial reporting Cost Effectiveness 104851

Process
Element Hierarchy
10750 8.3.4 Perform financial reporting Cycle Time 100162

Process
Element Hierarchy
10750 8.3.4 Perform financial reporting Process Efficiency 101090
10750 8.3.4 Perform financial reporting Supplemental 102021

Information
10750 8.3.4 Perform financial reporting Supplemental 104852

Information
10751 8.4.1 Perform capital planning and project approval Cost Effectiveness 101603

Process
Element Hierarchy
10751 8.4.1 Perform capital planning and project approval Cycle Time 100586
10751 8.4.1 Perform capital planning and project approval Process Efficiency 101086
10751 8.4.1 Perform capital planning and project approval Supplemental 102019
Information
10752 8.4.2 Perform capital project accounting Cost Effectiveness 104470

Process
Element Hierarchy
10752 8.4.2 Perform capital project accounting Process Efficiency 101088
10752 8.4.2 Perform capital project accounting Process Efficiency 100896
10752 8.4.2 Perform capital project accounting Supplemental 102020

Information
10753 8.5.1 Report time Cost Effectiveness 101604

Process
Element Hierarchy

Process
Element Hierarchy
10753 8.5.1 Report time Cycle Time 100540
10753 8.5.1 Report time Process Efficiency 101130
10753 8.5.1 Report time Staff Productivity 101422
10753 8.5.1 Report time Supplemental 102037

Information

Process
Element Hierarchy
10753 8.5.1 Report time Supplemental 102389
Information
10754 8.5.2 Manage pay Cost Effectiveness 105255

Process
Element Hierarchy
10754 8.5.2 Manage pay Cycle Time 100543

Process
Element Hierarchy
10754 8.5.2 Manage pay Process Efficiency 101057
10754 8.5.2 Manage pay Staff Productivity 101370
10754 8.5.2 Manage pay Staff Productivity 101334

Process
Element Hierarchy
10754 8.5.2 Manage pay Supplemental 102014
Information

Information

Information
10755 8.5.3 Process payroll taxes Cost Effectiveness 105269

Process
Element Hierarchy
10755 8.5.3 Process payroll taxes Cycle Time 100534

Process
Element Hierarchy
10755 8.5.3 Process payroll taxes Process Efficiency 101128
10755 8.5.3 Process payroll taxes Process Efficiency 101120
10755 8.5.3 Process payroll taxes Supplemental 102007

Information
10755 8.5.3 Process payroll taxes Supplemental 102387

Information
10756 8.6.1 Process accounts payable (AP) Cost Effectiveness 103825

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10756 8.6.1 Process accounts payable (AP) Cycle Time 100154
10756 8.6.1 Process accounts payable (AP) Process Efficiency 101108

Process
Element Hierarchy
10756 8.6.1 Process accounts payable (AP) Staff Productivity 105039

Process
Element Hierarchy
10756 8.6.1 Process accounts payable (AP) Supplemental 102032
Information

Information
Information

Information

Information
Information
Information
Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information
10757 8.6.2 Process expense reimbursements Cost Effectiveness 104606

Process
Element Hierarchy

Process
Element Hierarchy
10757 8.6.2 Process expense reimbursements Cycle Time 100587
10757 8.6.2 Process expense reimbursements Process Efficiency 101995
10757 8.6.2 Process expense reimbursements Staff Productivity 100952

Process
Element Hierarchy
10757 8.6.2 Process expense reimbursements Staff Productivity 101419
10757 8.6.2 Process expense reimbursements Supplemental 100955

Information
Information

Information

Information

Information

Information

Process
Element Hierarchy
10759 8.7.2 Manage cash Cost Effectiveness 104814
10759 8.7.2 Manage cash Cost Effectiveness 104815
10759 8.7.2 Manage cash Cycle Time 100171
10759 8.7.2 Manage cash Staff Productivity 104818
10762 8.8.1 Establish internal controls, policies, and Cost Effectiveness 103673
procedures

Process
Element Hierarchy
procedures
procedures
procedures
procedures
10762 8.8.1 Establish internal controls, policies, and Process Efficiency 101018
procedures
10762 8.8.1 Establish internal controls, policies, and Supplemental 102006

procedures Information


Process
Element Hierarchy





Process
Element Hierarchy



10763 8.8.2 Operate controls and monitor compliance with Cost Effectiveness 101568
internal controls policies and procedures

Process
Element Hierarchy
10763 8.8.2 Operate controls and monitor compliance with Cycle Time 100140
10763 8.8.2 Operate controls and monitor compliance with Process Efficiency 101070

Process
Element Hierarchy
10763 8.8.2 Operate controls and monitor compliance with Supplemental 102016
internal controls policies and procedures Information
10764 8.8.3 Report on internal controls compliance Cost Effectiveness 103879

Process
Element Hierarchy
10764 8.8.3 Report on internal controls compliance Process Efficiency 102391
10764 8.8.3 Report on internal controls compliance Process Efficiency 101125
10764 8.8.3 Report on internal controls compliance Supplemental 102036

Information

Information
Information

Information
10789 8.2.1.1 Establish credit policies Supplemental 105437
Information
Information

Process
Element Hierarchy
Information
10790 8.2.1.2 Analyze/Approve new account applications Supplemental 105474

Information
10791 8.2.1.3 Review existing accounts Supplemental 105475

Information
10792 8.2.1.4 Produce credit/collection reports Supplemental 105476

Information
10794 8.2.2.1 Maintain customer/product master files Staff Productivity 105496
10794 8.2.2.1 Maintain customer/product master files Staff Productivity 105497
10794 8.2.2.1 Maintain customer/product master files Supplemental 105490

Information

Process
Element Hierarchy
10795 8.2.2.2 Generate customer billing data Supplemental 105491
Information
10796 8.2.2.3 Transmit billing data to customers Supplemental 105492

Information
10797 8.2.2.4 Post receivable entries Supplemental 105493

Information
10798 8.2.2.5 Resolve customer billing inquiries Supplemental 105494

Information
10876 8.6.1.8 Process payments Process Efficiency 104604
11208 8.7.5 Monitor and execute risk and hedging transactions Cost Effectiveness 104817
11208 8.7.5 Monitor and execute risk and hedging transactions Staff Productivity 104813
11208 8.7.5 Monitor and execute risk and hedging transactions Staff Productivity 104821

Process
Element Hierarchy
11216 10.3 Manage business resiliency Cycle Time 103439
11216 10.3 Manage business resiliency Process Efficiency 101318
11216 10.3 Manage business resiliency Supplemental 104558

Information

Process
Element Hierarchy
11220 7.3 Develop and implement security, privacy, and Cost Effectiveness 105001
data protection controls
11220 7.3 Develop and implement security, privacy, and Process Efficiency 105218
data protection controls
11220 7.3 Develop and implement security, privacy, and Supplemental 105219
data protection controls Information
11220 7.3 Develop and implement security, privacy, and Supplemental 104991
data protection controls Information
16679 5.0 Deliver Products Process Efficiency 105441
16680 5.1 Operate warehouse Cost Effectiveness 105442
16680 5.1 Operate warehouse Cost Effectiveness 105449
16680 5.1 Operate warehouse Process Efficiency 105444

Process
Element Hierarchy
16683 5.1.2 Manage inventory Process Efficiency 105445
16698 5.1.5 Plan and manage workforce Cost Effectiveness 105446
16726 5.3 Manage enterprise inventory Process Efficiency 105439
16726 5.3 Manage enterprise inventory Process Efficiency 105440
16737 5.3.3 Replenish fulfillment centers Process Efficiency 105443

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)
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 dollars
or office staff staff employees / Number of operational
worker/office staff employees
Average fully loaded salary for senior Personnel cost for all senior dollars
management or executives management/executive employees / Number of
senior management/executive employees
Personnel cost of temporary staff/contractor per Personnel cost of temporary staff/contractors / dollars
temporary staff/contractor Number of temporary staff/contractors
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 Budget to perform the function "develop and dollars
entity 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 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
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) /
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)
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 FTEs
$1 billion revenue "develop and manage human capital" / (Total
business entity revenue*.000000001)
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
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

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
employee headcount for Center 1

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

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
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
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 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 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 senior management/executive Number of senior management/executive employees
Number of operational workers/office staff Number of operational worker/office staff employees
Total cost for the learning management system as ((Hardware costs associated with ownership for percent
a percentage of the total cost to perform the HR your LMS + Software costs associated with
function ownership for your LMS + Upgrade and
maintenance costs associated with ownership for
your LMS + Consultancy/third-party costs
associated with ownership for your LMS) / Total
cost to perform the function "develop and manage
human capital") * 100.0
Operational workers/office staff as a percentage of (Number of operational worker/office staff percent

total business entity employees employees / Number of business entity
employees) * 100
Middle management/specialists as a percentage of (Number of middle management/specialist percent
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 and outsourced to perform the function "develop
function 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 and manage human capital" / Total cost to perform
function 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
Percentage of business entity employees who are (Number of employees between 50 and 55 years percent
at least 50 but less than 55 years old old / Number of business entity employees) *
100.0
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 percent
than 1 year of tenure year / 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
100.0
100.0
100.0
100.0
100.0
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
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

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
Personnel cost for senior management or (Personnel cost for all senior percent
executive employees as a percentage of total management/executive employees / Personnel
business entity personnel cost 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
personnel cost cost for all employees) * 100
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 percent
American Shared Services Center North American center
Portal hits per 1,000 employees for North Number of portal hits for North American center / portal hits
American Shared Services Center (Total employee headcount served by shared
services organization * 0.001)
Self-service transaction volume per employee CUSTOM transactions

Self-service inquiry per employee CUSTOM inquiries
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"
Total IT budget to support product development, IT budget dedicated to supporting product dollars
including depreciation/amortization, per development / IT FTEs supporting product
associated 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
business entity revenue * .0010)
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)
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 +
Percentage of IT operating cost (excluding
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 business entity revenue * 0.0010)
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
entity revenue * 0.0010)
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)
Average IT budget variance for application Average budget variance for application Percent
development and maintenance projects development and maintenance projects
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, 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 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 business entity revenue * 0.001)
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
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
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
Time in months to break even for new or Time in months to break even for new or months
enhanced IT services for investments less than enhanced IT services for investments less than
$100,000 $100,000
Time in months to break even for new or Time to break even for new or enhanced IT months
enhanced IT services for investments greater than services with an investment level more than $100
$100 million million
enhanced IT services for investments between $1 enhanced IT services for investments between $ 1
million and $100 million million and $100 million
enhanced IT services for investments between enhanced IT services for investments between
$100,000 and $250,000 $100,000 and $250,000
$250,000 and $500,000 $250,000 and $500,000

$500,000 and $1 million $500,000 and $1 million
Number of FTEs that perform IT processes per $1 Number of FTEs who perform the function FTEs
billion revenue "manage information technology"/(Total business
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 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)
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"
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
Percentage of FTEs who perform the function Percentage of FTEs who perform the function percent
"manage information technology" who are "manage information technology" who are
external service providers external FTEs
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)
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 IT purchases where the key Percentage of IT purchases where the key Percent
decisions are made outside of the IT organization decisions are made outside of the IT organization
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
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 total IT cost allocated for Percentage of IT cost allocated to operating the percent
operating/maintaining the business business
Percentage of total IT cost, including Percentage of IT cost allocated to growing and percent
depreciation/amortization, allocated for transforming the business
growth/transformation of 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 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
perform infrastructure support roles perform infrastructure support roles
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, including ((Total cost to perform the process group "deploy percent
depreciation/amortization, allocated to IT 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
Selling, general, and administrative (SGA) costs as (Total SG&A costs/Total business entity percent
a percentage of business entity revenue revenue)*100
Overhead cost of the finance function per Overhead cost to perform the function "manage dollars
$100,000 revenue financial resources" / (Total business entity
revenue * .00001)

Personnel cost to perform the finance function per Personnel cost perform the function "manage dollars
revenue * .001)
Personnel cost to perform finance function per Personnel cost perform the function "manage dollars
finance function FTE financial resources" / Number of FTEs who perform
the function "manage financial resources"
Systems cost to perform the finance function per Systems cost to perform the function "manage dollars
revenue * .00001)
Total cost to perform the finance function as a (Total cost to perform the function "manage percent
percentage of revenue financial resources" / Total business entity
revenue) * 100
Total cost to perform the finance function per Total cost to perform the function "manage dollars
revenue * .001)
Total cost to perform the finance function per Total cost to perform the function "manage dollars
finance function FTE financial resources" / Number of FTEs who perform
Number of finance function FTEs per $1 billion Number of FTEs who perform the function FTEs
revenue "manage financial resources" / (Total business
entity revenue * .000000001)
Number of management FTEs involved in finance (Number of FTEs who perform the function percent
function operations as a percentage of total "manage financial resources" perform
finance function FTEs management operations / Number of FTEs who
perform the function "manage financial
resources") * 100.0
Number of clerical FTEs involved in F&A operations (Number of FTEs who perform the function percent
as a percentage of total finance function FTEs "manage financial resources" perform clerical
operations / Number of FTEs who perform the
function "manage financial resources") * 100.0

Number of professional FTEs involved in finance (Number of FTEs who perform the function percent
function operations as a percentage of total "manage financial resources" perform professional
finance function FTEs operations / Number of FTEs who perform the
function "manage financial resources") * 100.0
Percentage of finance function FTEs to total (Number of FTEs who perform the function percent
number of employees within the business entity "manage financial resources" / Number of business
entity employees) * 100
Number of FTEs that perform other non-defined Number of FTEs who perform other non-defined FTEs
finance processes per $1 billion revenue financial processes / (Total business entity revenue
* 0.000000001)
Outsourced cost of the finance function as a (Outsourced cost to perform the function "manage percent
percentage of the total cost of the finance function financial resources" / Total cost to perform the
function "manage financial resources") * 100
Percentage of total finance function FTEs allocated (Number of FTEs who perform other non-defined percent
to other non-defined finance processes financial processes / Number of FTEs who perform
the function "manage financial resources") * 100
Other cost of the finance function as a percentage (Costs other than personnel, systems, overhead, percent
of the total cost of the finance function and outsourced to perform the function "manage
financial resources" / Total cost to perform the
Overhead cost of the finance function as a (Overhead cost to perform the function "manage percent
Systems cost of the finance function as a (Systems cost to perform the function "manage percent

Personnel cost of the finance function as a (Personnel cost perform the function "manage percent
percentage of total cost for the finance function financial resources" / Total cost to perform the
Percentage of finance function time allocated to Percentage of time of FTEs that perform the percent
control function "manage financial resources" spend on
control
Percentage of finance function time allocated to Percentage of time that the function "manage percent
control in three years financial resources" will spend on control in three
years
decision support function "manage financial resources" spend on
decision support
decision support in three years financial resources" will spend on decision support
in three years
management activities function "manage financial resources" spend on
management activities
management activities in three years financial resources" will spend on management
activities in three years
transaction processing function "manage financial resources" spend on
transaction processing
transaction processing in three years financial resources" will spend on transaction
processing in three years
Percentage of finance function IT costs allocated to Percentage of IT cost to perform the function percent
controls and risk management "manage financial resources" allocated to controls
and risk management
decision support "manage financial resources" allocated to decision
support

management activities "manage financial resources" allocated to
management
transaction processing "manage financial resources" allocated to
transaction processing
Percentage of total finance function FTEs not Percentage of FTEs that perform "manage financial percent
directly reporting to the finance and accounting resources" that do not directly reporting to the
organization finance and accounting organization
Number of finance function FTEs as a percentage (Number of FTEs who perform the function percent
of business entity FTEs "manage financial resources" / Number of business
entity FTEs) * 100
Overhead cost to perform the finance function per Overhead cost to perform the function "manage dollars
finance function FTE financial resources"/Number of FTEs who perform
Total number of branches that form the branch Total number of branches forming the branch branches
network network
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
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
test market products/services phase products/services + Total cost to test market
products/services + Total cost to support product
manufacturing or service delivery) / Number of
projects that exit or complete the test market
products/services phase
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

Total cost to perform the process group "develop (Total cost to perform the function "develop and dollars
products and services" per $1,000 revenue manage products and services" * (Percentage of
FTEs (including external) that perform the function
"develop and manage products and services"
allocated to the process "design and prototype
products and services" + Percentage of FTEs
(including external) that perform the function
allocated to the process "test market for new or
revised products and services" + Percentage of
allocated to the process "prepare for
production/service delivery") * 0.01) / (Total
business entity revenue * 0.0010)
products and services" per product/service project manage products and services" * (Percentage of
production/service delivery") * 0.01) / Total
number of projects

products and services" per FTE (including external) manage products and services" * (Percentage of
production/service delivery") * 0.01) / (Number of
FTEs who develop and manage products and
services * (Percentage of total cost to perform the
function "develop and manage products and
services" allocated to the process "design and
prototype products and services" + Percentage of
total cost to perform the function "develop and
manage products and services" allocated to the
process "test market for new or revised products
and services" + Percentage of total cost to
perform the function "develop and manage
products and services" allocated to the process
"prepare for production/service delivery") * 0.01)
Average project cost of existing product/service Average project cost from the start of the design dollars
improvements and extensions from the start and and develop products/services process through the
finish of the process group "develop products and support product manufacturing or service delivery
services" process for existing product/service improvement
projects

Average project cost of new product/service Average project cost from the start of the design dollars
developments from the start and finish of the and develop products/services process through the
process group "develop products and services" support product manufacturing or service delivery
process for new product/service development
projects
Cycle time in days for new product/service Cycle time in days from the start of the design and days
development projects from the start of the process develop products/services process through the
"design and prototype products and services" to completion of the test market products/services
the end of the process "test market for new or process for new product/service development
revised products and services" projects
Cycle time in days for existing product/service Cycle time in days from the start of the design and days
improvement and extension projects from the start develop products/services process through the
of the process "design and prototype products and completion of the test market products/services
services" to the end of the process "test market process for existing product/service improvement
for new or revised products and services" projects
Number of FTEs (including external) that perform (Number of FTEs who develop and manage FTEs
the process group "develop products and services" products and services * (Percentage of total cost
per $1 billion revenue to perform the function "develop and manage
"design and prototype products and services" +
Percentage of total cost to perform the function
total cost to perform the function "develop and
manage products and services" allocated to the
process "prepare for production/service delivery")
* 0.01) / (Total business entity revenue *
0.000000001)

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 product/service projects per FTE Total number of projects / (Number of FTEs who projects
(including external) that performs the process develop and manage products and services *
group "develop products and services" (Percentage of total cost to perform the function
products and services" + Percentage of total cost
to perform the function "develop and manage
"test market for new or revised products and
services" + Percentage of total cost to perform the
function "develop and manage products and
services" allocated to the process "prepare for
production/service delivery") * 0.01)
Total cost of the phase 'generate new Total cost to generate new product/service ideas / dollars
product/service ideas' per $1,000 revenue (Total business entity revenue * 0.0010)
Total cost of the phase 'generate new Total cost to generate new product/service ideas / dollars
product/service ideas per concept (pre-design Total number of concepts in the pre-design phase
phase)
Systems cost of the phase 'generate new Systems cost to generate new product/service dollars
product/service ideas' per $100,000 revenue ideas / (Total business entity revenue * 0.000010)

Other cost of the phase 'generate new Costs other than personnel, systems, overhead, dollars
product/service ideas' per $1,000 revenue and outsourced to generate new product/service
ideas / (Total business entity revenue * 0.0010)
Personnel cost of the phase 'generate new Personnel cost to generate new product/service dollars
Overhead cost of the phase 'generate new Overhead cost to generate new product/service dollars
Outsourced cost of the phase 'generate new Outsourced cost to generate new product/service dollars
Number of FTEs for the phase 'generate new Number of FTEs who generate new product/service FTEs
product/service ideas' per $1 billion revenue ideas / (Total business entity revenue *
0.000000001)
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

Percentage of total annual marketing spending Percentage of total annual marketing spending percent
spent on business entity's website spent on business entity's website
spent on social media spent on social media
spent on mobile applications spent on mobile applications
spent on traditional face-to-face contacts spent on traditional face-to-face contacts
spent on search engine marketing spent on search engine marketing
spent on other channels spent on other channels
spent on indirect marketing spent on indirect marketing
Average monthly national/global forecast error S25320470QN0001 percent
measured by the mean absolute percentage error
(MAPE)
Average cycle time to develop a direct marketing Cycle time in days to develop a direct marketing days
campaign campaign
Total number of direct marketing campaigns Number of direct marketing campaigns executed campaigns
executed
Total cost to perform the process "develop Total cost to perform the process "develop dollars
sourcing strategies" per process FTE sourcing strategies" / Number of FTEs who perform
the process "develop sourcing strategies"
Overhead cost to perform the process "develop Overhead cost to perform the process "develop dollars
sourcing 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)
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
revenue * 0.000010)
Systems cost to perform the process "develop Systems cost to perform the process "develop dollars
services purchased * 0.000010)
services purchased * .001)
revenue * .001)
Number of FTEs that perform the process "develop Number of FTEs who perform the process "develop FTEs
sourcing strategies" per $1 billion purchases sourcing strategies" / (Value of all materials and
services purchased * .000000001)
Number of FTEs that perform the process "develop Number of FTEs who perform the process "develop FTEs
sourcing strategies" per $1 billion revenue sourcing strategies" / (Total business entity
revenue * .000000001)

Number of FTEs that perform the process "develop (Number of FTEs who perform the process percent
sourcing strategies" as a percentage of "develop sourcing strategies" / (Number of FTEs
procurement process group FTEs who perform the process "develop sourcing
strategies" + Number of FTEs who perform the
process "select suppliers and develop/maintain
contracts" + Number of FTEs who perform the
process "order materials and services" + Number
of FTEs who perform the process "appraise and
develop suppliers")) * 100
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
$100,000 revenue business entity revenue * 0.000010)
Total cost to perform the process "select suppliers Total cost to perform the process "select suppliers dollars
and develop/maintain contracts" per $1,000 and develop/maintain contracts" / (Total business
and develop/maintain contracts" per $1,000 and develop/maintain contracts" / (Value of all
purchases materials and services purchased * .001)
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

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)
and develop/maintain contracts" per process FTE and develop/maintain contracts" / Number of FTEs
who perform the process "select suppliers and
develop/maintain contracts"
Number of FTEs that perform the process "select (Number of FTEs who perform the process "select percent
suppliers and develop/maintain contracts" as a 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 perform the process "select suppliers and
develop/maintain contracts" + Number of FTEs
who perform the process "order materials and
services" + Number of FTEs who perform the
process "appraise and develop suppliers")) * 100
Number of FTEs that perform the process "select Number of FTEs who perform the process "select FTEs
suppliers and develop/maintain contracts" per $1 suppliers and develop/maintain contracts" / (Total
billion revenue business entity revenue * .000000001)

Number of FTEs that perform the process "select Number of FTEs who perform the process "select FTEs
suppliers and develop/maintain contracts" per $1 suppliers and develop/maintain contracts" / (Value
billion purchases of all materials and services purchased * .
000000001)
Total cost to perform the process "develop (Total cost to perform the process "develop percent
sourcing strategies" as a percentage of total sourcing strategies" / Total cost to perform the
procurement process group cost process group "procure materials and services") *
100
Total cost to perform the process "order materials Total cost to perform the process "order materials dollars
and services" per process FTE and services" / Number of FTEs who perform the
process "order materials and services"
Personnel cost to perform the process "order Personnel cost to perform the process "order dollars
materials and services" per process FTE materials and services" / Number of FTEs who
perform the process "order materials and services"
Overhead cost to perform the process "order Overhead cost to perform the process "order dollars
materials and services" per $1,000 purchases materials and services" / (Value of all materials
and services purchased * .001)
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
Outsourced cost to perform the process "order Outsourced cost to perform the process "order dollars
Overhead cost to perform the process "order Overhead cost to perform the process "order dollars
materials and services" per $1,000 revenue materials and services" / (Total business entity
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)
revenue * .001)
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
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
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 "order FTEs
materials and services" per $1 billion purchases materials and services" / (Value of all materials
Number of FTEs that perform the process "order Number of FTEs who perform the process "order FTEs
materials and services" per $1 billion revenue materials and services" / (Total business entity
revenue * .000000001)
Number of FTEs that perform the process "order (Number of FTEs who perform the process "order percent
materials and services" as a percentage of materials and services" / (Number of FTEs who
procurement process group FTEs perform the process "develop sourcing strategies"
+ Number of FTEs who perform the process "select
suppliers and develop/maintain contracts" +
Number of FTEs who perform the process "order
materials and services" + Number of FTEs who
perform the process "appraise and develop
suppliers")) * 100
Number of 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 "order materials and services" items
Number of purchase order line items processed Number of purchase order line items processed / purchase order line
per "order materials and services" FTE Number of FTEs who perform the process "order items
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 "order materials
and services"
Total cost to perform the process "select suppliers (Total cost to perform the process "select suppliers percent
and develop/maintain contracts" as a percentage and develop/maintain contracts" / Total cost to
of total procurement process group cost perform the process group "procure materials and
services") * 100

Purchases made through P-card as a percentage of Purchases made through P-card as a percentage of Percent
total purchase value total purchase value
Purchases made through T&E card as a percentage Purchases made through T&E card as a percentage Percent
of total purchase value of total purchase value
Purchases made through invoice only (non- Purchases made through invoice only (non-PO) as Percent
purchase order) as a percentage of total purchase a percentage of total purchase value
value
Purchases made through purchase order - internal Purchases made through purchase order - internal Percent
catalog as a percentage of total purchase value catalog as a percentage of total purchase value
Purchases made through purchase order - external Purchases made through purchase order - 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 Percent
purchase order) as a percentage of total invoice a percentage of total invoice volume
volume
Purchases made through purchase order - internal Purchases made through purchase order - internal Percent
catalog as a percentage of total invoice volume catalog as a percentage of total invoice volume
Purchases made through purchase order - external Purchases made through purchase order - 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
total purchases total purchases
Value of EPC or EPCM purchases as a percentage Value of EPC or EPCM purchases as a percentage Percent
of total purchases of total purchases
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 "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 process "record receipt of goods" / (Average oil
equivalent (BOE) and 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
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
"develop customer care/customer service
strategy"

customer care/customer service strategy" per customer care/customer service strategy" / (Total
sales order Number of sales orders placed
sales order line item Number of sales order line items
Personnel cost to perform the process group Personnel cost to perform the process group dollars
"develop customer care/customer service "develop customer care/customer service
strategy" per $1,000 revenue strategy" / (Total business entity revenue * 0.0010)
Systems cost to perform the process group Systems cost to perform the process group dollars
strategy" per $100,000 revenue strategy" / (Total business entity revenue *
0.000010)
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)
Overhead cost to perform the process group Overhead cost to perform the process group dollars
Outsourced cost to perform the process group Outsourced cost to perform the process group dollars

Number of FTEs that perform the process group Number of FTEs who perform the process group FTEs
strategy" per $1 billion revenue strategy" / (Total business entity revenue *
0.000000001)
Number of languages supported at the business Number of languages supported languages
entity
Call service level Service level seconds
Percentage of customers claiming to be satisfied Percentage of customers claiming to be satisfied percent
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)
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 * Percentage of total cost of
source, and select") / (Total business entity
revenue * 0.001)

"recruit, source, and select employees" per new group "recruit, source, and select employees"
hire allocated to personnel * Percentage of total cost of
source, and select") / Total number of new hires
"recruit, source, and select employees" per group "recruit, source, and select employees"
business entity employee allocated to personnel * Percentage of total cost of
source, and select") / Number of business entity
employees
Total cost to perform the process group "recruit, Total cost to perform the process group "recruit, dollars
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
source, and select employees" per $1,000 revenue 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 Cycle time in days from identifying the need to days
hire a new employee to approval of the job hire a new employee to approval of job requisition
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 hours
and select employees" inquiries the process group "recruit, source, and select
employees"
"recruit, source, and select employees" per $1 "recruit, source, and select employees" / (Total
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
New hire satisfaction rate for the recruiting Latest captured satisfaction rate of new hires with percent
process the recruiting experience
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 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 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 hours invested by hiring decision Number of hours invested by hiring decision hours
makers per senior management/executive new makers per senior management/executive new
hire hire
makers per middle management/specialist new makers per middle management/specialist new
hire hire
makers per operational worker/office staff new hire makers per operational worker/office staff new hire

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
Systems 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 systems * Percentage of total cost of
group the process group "Recruit, source, and select
employees" allocated to internal cost * 0.01
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 * Percentage of total cost of
group the process group "Recruit, source, and select
employees" allocated to internal cost * 0.01
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")) *
100.0

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
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 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
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
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
employee employees" / Number of business entity
employees

Number of monthly non-routine "recruit, source, Number of non-routine inquiries received monthly inquiries
and select employees" inquiries per business for the process group "recruit, source, and select
entity employee employees" / Number of business entity
employees
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
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
Overhead 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 overhead*Internal cost to perform the
group process group "recruit, source, and select")/Total
cost to perform the process group "recruit, source,
and select"
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
perform the process group "recruit, source, and
select"
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 *
group Percentage of total cost of the process group
"Recruit, source, and select employees" allocated
to internal cost * 0.01
Percentage of middle management/specialist Percentage of management positions filled by percent
years middle management/specialist employees for the
past three years
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
Personnel cost to perform the processes "manage ((Percentage of internal cost to perform the dollars
employee development" and "develop and train process group piece "develop and counsel-learning
employees" per $1,000 revenue only" allocated to personnel/100) * Internal cost to
perform the process group piece "develop and
counsel-learning only") / (Total business entity
revenue * .001)
employee development" and "develop and train process group piece "develop and counsel-learning
employees" per business entity employee only" allocated to personnel/100) * Internal cost to
counsel-learning only") / Number of business
entity employees

employee orientation and deployment," "manage process group piece "develop and counsel-
employee performance," and "manage employee performance and employee relations" allocated to
relations" per $1,000 revenue personnel/100) * Internal cost to perform the
process group piece "develop and counsel-
performance and employee relations") / (Total
employee orientation and deployment," "manage process group piece "develop and counsel-
employee performance," and "manage employee performance and employee relations" allocated to
relations" per business entity employee personnel/100) * Internal cost to perform the
performance and employee relations") / Number of
business entity employees
Personnel cost to perform the process group (Percentage of internal cost to perform the process dollars
"develop and counsel employees" per $1,000 group "develop and counsel employees" allocated
revenue to personnel cost * Percentage of total cost to
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 to perform the process dollars
"Develop and counsel employees" per business group "develop and counsel employees" allocated
entity employee to personnel cost * Percentage of total cost to
Total cost to perform the process group "develop
and counsel employees" ) / Number of business
entity employees

Total cost to perform the process group "develop (Total cost to perform the process group piece dollars
and counsel employees" per business entity "develop and counsel-learning only" + Total cost to
employee perform the process group piece "develop and
counsel-performance and employee relations") /
Total cost for the learning management system (Hardware costs associated with ownership for dollars
per 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)
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 piece dollars
employee development" and "develop and train "develop and counsel-learning only" / (Total
employees" per $1,000 revenue business entity revenue * .001)
employee development" and "develop and train "develop and counsel-performance and employee
employees" per business entity employee relations" / Number of business entity employees
employee orientation and deployment," "manage "develop and counsel-performance and employee
employee performance," and "manage employee relations" / (Total business entity revenue * .001)
relations" per $1,000 revenue

employee orientation and deployment," "manage "develop and counsel-performance and employee
employee performance," and "manage employee relations" / Number of business entity employees
relations" per business entity employee
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 piece "develop
and counsel-learning only" ) * 100
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
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-
training learning 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-
training learning 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
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 hours
counsel employees" inquiries the 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 piece "develop and counsel-performance and
revenue employee relations" + Number of FTEs who
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 piece "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," piece "develop and counsel-performance and
"manage employee performance," and "manage employee relations" / (Total business entity
employee relations" per $1 billion revenue revenue * .000000001)

Number of business entity employees per FTE that Number of business entity employees / (Number of employees
performs the process group "develop and counsel FTEs who perform the process group piece
employees" "develop and counsel-performance and employee
relations" + Number of FTEs who perform the
process group piece "develop and counsel-learning
only")
Number of business entity employees per Number of business entity employees / Number of employees
"manage employee development" and "develop FTEs who perform the process group piece
and train business entity employees" FTE "develop and counsel-learning only"
"manage employee orientation and deployment," FTEs who perform the process group piece
"manage employee performance," and "manage "develop and counsel-performance and employee
employee relations" FTE relations"
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
Other cost to perform the processes "manage (Percentage of internal cost to perform the process percent
employee development" and "develop and train group piece "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*Internal cost to perform the process
group piece "develop and counsel-learning
only")/Total cost to perform the process group
piece "develop and counsel-learning only"
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*Internal cost to perform the
perform the processes process group piece "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 piece "develop and counsel-performance
employee performance," and "manage employee and employee relations" allocated to
relations" as a percentage of the total cost to overhead*Internal cost to perform the process
perform the processes group piece "develop and counsel-performance
and employee relations")/Total cost to perform the
performance and employee relations"
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
Number of monthly routine "develop and counsel Number of routine inquiries received monthly for inquiries
employees" inquiries per business entity the process group "develop and counsel" / Number
employee of business entity employees
Outsourced cost of the processes "manage (Outsourced cost to perform the process group percent
employee development" and "develop and train piece "develop and counsel-learning only"/Total
employees" as a percentage of the total cost to cost to perform the process group piece "develop
perform the processes and counsel-learning only")*100
Outsourced cost of the processes "manage (Outsourced cost to perform the process group percent
employee orientation and deployment," "manage piece "develop and counsel-performance and
employee performance," and "manage employee employee relations"/Total cost to perform the
relations" as a percentage of the total cost to process group piece "develop and counsel-
perform the processes performance and employee relations")*100
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*Internal cost to perform the

Personnel cost to perform the processes "manage (Percentage of internal cost to perform the process percent
relations" as a percentage of the total cost to personnel*Internal cost to perform the process
Other cost of the processes "manage employee (Percentage of internal cost to perform the process percent
orientation and deployment," "manage employee group piece "develop and counsel-performance
performance," and "manage employee relations" and employee relations" allocated to costs other
as a percentage of total cost to perform the than personnel, systems, and overhead*Internal
processes cost to perform the process group piece "develop
and counsel-performance and employee
relations")/Total cost to perform the process group
piece "develop and counsel-performance and
employee relations"
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*Internal cost to perform the
Systems cost to perform the processes "manage (Percentage of internal cost to perform the process percent
relations" as a percentage of the total cost to systems*Internal cost to perform the process

Personnel cost to perform the process group Percentage of internal cost to perform the process percent
"Develop and counsel employees" as a percentage group "develop and counsel employees" allocated
of the total cost to perform the process group to personnel cost * 0.01 * Percentage of total cost
to perform the process group "develop and
counsel employees" allocated to internal cost
Systems cost to perform the process group Percentage of internal cost to perform the process percent
"Develop and counsel employees" as a percentage group "develop and counsel employees" allocated
of the total cost to perform the process group to systems cost * 0.01 * Percentage of total cost to
employees" allocated to internal cost
Overhead and other costs to perform the process Percentage of internal cost to perform the process percent
group "Develop and counsel employees" as a group "develop and counsel employees" allocated
percentage of the total cost to perform the process to overhead and other costs * 0.01 * Percentage of
group total cost to perform the process group "develop
and counsel employees" allocated to internal cost
Outsourced cost of the process group "Develop Percentage of total cost to perform the process percent
and counsel employees" as a percentage of the group "develop and counsel employees" allocated
total cost to perform the process group to external cost
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
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 process group "reward and retain employees"
revenue allocated to personnel * Internal cost to perform
the process group "reward and retain
employees") / 100) / (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 $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
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 hours
retain employees" inquiries the 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"
Systems cost to perform the process group (Percentage of internal cost to perform the process percent
"reward and retain employees" as a percentage of group "reward and retain employees" allocated to
the total cost to perform the process group systems*Internal cost to perform the process
group "reward and retain employees")/Total cost to
employees"
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 phone process group "reward and retain employees" via
phone
inquiries received via e-mail process group "reward and retain employees" via
e-mail
Personnel cost to perform the process group (Percentage of internal cost to perform the process percent
the total cost to perform the process group personnel*Internal cost to perform the process
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
Outsourced cost of the process group "reward and Outsourced cost to perform the process group percent
retain employees" as a percentage of the total "reward and retain employees"/Total cost to
cost to perform the process group perform the process group "reward and retain
employees"*100
Number of monthly non-routine "reward and retain Number of non-routine inquiries received monthly inquiries
employees" inquiries per business entity for the process group "reward and retain
employees
Number of monthly routine "reward and retain Number of routine inquiries received monthly for inquiries
employees" inquiries per business entity the process group "reward and retain employees" /
employee Number of business entity 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
Overhead cost to perform the process group (Percentage of internal cost to perform the process percent
the total cost to perform the process group overhead*Internal cost to perform the process
employees"
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
employees"
Number of vacation days per year per employee Number of vacation days per year per employee days
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

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)
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 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
"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)
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)
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 hours
retire employees" inquiries the process group "redeploy and retire employees"
"redeploy and retire employees" per $1 billion "redeploy and retire employees" / (Total business

performs the process group "redeploy and retire FTEs who perform the process group "redeploy
employees" and retire employees"
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"
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
of the total cost to perform the process group to overhead*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
employees
Number of monthly routine "redeploy and retire Number of routine inquiries received monthly for inquiries
employees" inquiries per business entity the process group "redeploy and retire employees"
employee / 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
Other cost to perform the process group "redeploy (Percentage of internal cost to perform the process percent
and retire employees" as a percentage of the total group "redeploy and retire employees" allocated
cost to perform the process group to costs other than personnel, systems, and
overhead*Internal cost to perform the process
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 to personnel*Internal cost to perform the process
employees"
Percentage of "redeploy and retire employees" Percentage of inquiries received for the process percent
inquiries received via digital communication group "redeploy and retire employees"
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"
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

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 to systems*Internal cost to perform the process
employees"
Overhead and other cost to perform the process (Percentage of total cost to perform the process percent
group "Redeploy and retire employees" as a group "redeploy and retire employees" allocated
percentage of the total cost to perform the process to internal costs * Percentage of internal costs of
group the process group "Redeploy and retire
employees" allocated to overhead and other
costs) / 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 Cycle time in days from identifying the need to days
hire a new employee until new hire begins in the hire 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
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 middle management/specialist new Percentage of middle management/specialist percent
hire retention after 12 months employees who joined in the past 12 months that
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
New employees as a percentage of total business (Total number of new hires / Number of business percent
entity employees entity employees) * 100
Percentage of operational workers/office staff Percentage of management positions filled by percent
years operational worker/office staff employees for the
past three years
Total cost to perform the process "manage (Percentage of total cost to perform 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" ) / (Total business entity revenue *
0.001)

Total cost to perform the process "manage (Percentage of total cost to perform the process dollars
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" ) / Number of business entity
employees
Cost to perform the process "manage employee Percentage of total cost to perform 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"
Total cost to perform the process "Manage (Percentage of total cost to perform the process dollars
employee performance" per business entity group "develop and counsel employees" allocated
employee to the process "manage employee performance" *
0.01 * Total cost to perform the process group
"develop and counsel employees" ) / Number of
employee performance" per $1,000 revenue group "develop and counsel employees" allocated
to the process "manage employee performance" *
"develop and counsel employees" ) / (Total
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 senior management/executives that Percentage of senior management/executive percent
receive a formal performance review employees who receive a formal performance
review
Percentage of middle management/specialists that Percentage of middle management/specialist percent
review
Percentage of operational workers/office staff that Percentage of operational worker/office staff 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"
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
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)
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 "Develop and train employees" allocated to
employee 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) /
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 dollars
activities per business entity employee of business entity 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

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
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 training hours
content per trainee / Number of employees who attend classroom
training
Hours spent developing new e-learning training Number of hours for developing e-learning training hours
content per trainee / 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)
learning administration FTEs who perform learning administrative
activities (exclude the activities for processing and
"Develop and train employees" FTE FTEs who perform the process "Develop and train
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
Cost to perform the process "develop and train Percentage of total cost to perform 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"
Personnel cost to perform the process "Develop Percentage of internal cost of the process percent
and train employees" as a percentage of the total "Develop and train employees" allocated to
cost to perform the process personnel cost * 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 percent
train employees" as a percentage of the total cost "Develop and train employees" allocated to
to perform the process systems cost * 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 percent
"Develop and train employees" as a percentage of "Develop and train employees" allocated to
the total cost to perform the process overhead and other costs * 0.01 * Percentage of
total cost of the process "Develop and train
employees" allocated to internal cost
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 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
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 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) computer-based training (self-instruction) over the
delivered over the Web (either directly or web (either directly or downloaded)
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- Percentage of per-employee learning days percent
the-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 Percentage of learning days delivered through a percent
virtual, classroom-based training delivered online virtual or classroom-based training online
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
activities per business entity employee business entity employees
Number of FTEs that perform payroll Number of FTEs who perform payroll FTEs
administration activities per $1 billion revenue administrative activities (exclude the activities for
processing and distributing payments) / (Total
payroll administration FTEs who perform payroll administrative activities
(exclude the activities for processing and
Total expatriation cost as a percentage of total (Total expenditure for expatriation / Total costs of percent
cost of continuing operations continuing operations)*100
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
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 Cycle time in days from request for leave of days
absence request to confirmation of approval/non- absence to confirmation of absence to employee
approval 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
Agent involuntary attrition rate Agent involuntary attrition rate percent
Agent voluntary attrition rate Agent voluntary attrition rate percent
Percentage of business entity employees that Percentage of employees redeployed for reasons percent
were redeployed for reasons other than filling a other than filling a vacancy
vacancy
Voluntary terminations as a percentage of total (Number of voluntary employee percent
business entity employees terminations/Number of business entity
employees)*100
Involuntary terminations as a percentage of total (Number of involuntary employee percent
business entity employees terminations/Number of business entity
employees)*100
Employee turnover rate ((Number of voluntary employee percent
terminations+Number of involuntary employee
terminations)/Number of business entity
employees)*100

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 /
terminations)*100
Senior management/executives involuntary (Number of involuntary senior percent
terminations as a percentage of total involuntary management/executive employee terminations /
terminations)*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 /
Operational workers/office staff voluntary (Number of voluntary employee terminations for percent
terminations as a percentage of total voluntary operational worker/office staff employees /
Percentage of the work force that are expatriates Percentage of business entity's work force that are percent
expatriates
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
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
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"
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
Response time in hours for routine "manage Response time in hours for a routine inquiry for hours
employee information" inquiries the process group "manage employee
information"
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
employee information" / 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"
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"
channels
inquiries received via phone process group "manage employee information" via
phone
Cycle time in days required to resolve an Cycle time in days to resolve an employee days
employee grievance grievance
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
Outsourced cost of the process group "manage the Outsourced cost to perform the process group dollars
business of information technology", including "manage the business of IT" / (Total business
depreciation/amortization, per $100,000 revenue entity revenue * 0.000010)
"manage business resiliency and risk", including "manage business resiliency and risk" / (Total
depreciation/amortization, per $100,000 revenue business entity revenue * 0.000010)
"manage the business of information technology", "manage the business of information technology" /
including depreciation/amortization, per $100,000 (Total business entity revenue * 0.000010)
revenue
Outsourced cost of the process group "manage Outsourced cost to perform the process group dollars
business resiliency and risk", including "manage business resiliency and risk" / (Total

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
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
Personnel cost of the process group "manage Personnel cost to perform the process group dollars
Total cost to perform the process "manage the Total cost to perform the process group "manage dollars
business of IT", including the business of IT" / (Total business entity revenue
depreciation/amortization, per $1,000 revenue * 0.0010)
Total cost to perform the process "manage Total cost to perform the process group "manage dollars
business resiliency and risk", including business resiliency and risk" / (Total business
Systems cost of the process group "manage Systems cost to perform the process group dollars
"manage the business of information technology", "manage the business of information technology" /
revenue
Time in months to respond to major business shifts Time in months to respond to a major business months
shift

Time in weeks to close an identified IT skill or Time in weeks to close an identified IT skill or weeks
capability gap capability gap
Number of IT FTEs for the process group "manage (Number of FTEs who perform the function FTEs
the business of information technology" per $1 "manage information technology" * Percentage of
billion revenue IT FTEs performing the process area "manage the
business of IT" *.01) / (Total business entity
revenue * 0.0000000010)
Level of FTE experience in years for the process 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"
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, 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
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 the business of information technology" / IT
group "manage the business of information budget for the past year) * 100.0
technology"

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"
depreciation/amortization, allocated to the process business resiliency and risk" / IT budget for the
group "manage business resiliency and risk" past year) * 100.0
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 Percentage of IT workforce expected to be percent
other reasons within 1 year replaced 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
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)
and manage IT customer relationships", including and manage IT customer relationships" / (Total
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)

Personnel cost of the process group "develop and Personnel cost to perform the process group dollars
manage IT customer relationships", including "develop and manage IT customer relationships" /
depreciation/amortization, per $1,000 revenue (Total business entity revenue * 0.0010)
"develop and manage IT customer relationships", "develop and manage IT customer relationships" /
revenue
Outsourced cost of the process group "develop Outsourced cost to perform the process group dollars
and 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" /
group "develop and manage information perform the process group "develop and manage
technology customer relationships" IT customer relationships"
Number of IT FTEs that perform the process group (Number of FTEs who perform the function FTEs
"develop and manage information technology "manage information technology" * Percentage of
customer relationships" per $1 billion revenue IT FTEs performing the process area "Develop and
manage IT customer relationships" *.01) / (Total
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
group "develop and manage IT customer cost 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
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"

Total cost to perform the process group "manage (Total cost to perform the process "develop dollars
enterprise information", including information and content management strategies"
depreciation/amortization, 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
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
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

"manage enterprise information" per $1 billion "manage information technology" * Percentage of
revenue 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 information elements with assigned Percentage of information elements with assigned percent
and active data custodians and active data custodians
group "manage enterprise information" perform the process group "manage enterprise
information"
Length in years of information architecture Length in years of information architecture years
planning horizon planning horizon
Average percentage change in detected Percentage change in detected exceptions to the percent
exceptions to the information architecture per year information architecture per year
Percentage of data and content managed as Percentage of data and content are managed as Percent
enterprise information assets enterprise information assets
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
Total number of revisions to the published Average number of revisions to the published revisions
enterprise information architecture enterprise information architecture
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)
group "manage enterprise information" "manage enterprise information"

the process group "manage enterprise "Manage enterprise information"
information"
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
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

depreciation/amortization, allocated to the process enterprise information" / IT budget for the past
group "manage enterprise information" year) * 100.0
Total cost of the process group "develop and (Total annual IT cost (excluding Dollars
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
Personnel cost to perform the process group Personnel cost to perform the process "develop dollars
"develop and maintain information technology and maintain information technology solutions" /
solutions", including depreciation/amortization, (Total business entity revenue * 0.0010)
per $1,000 revenue
Total cost to perform the process group "develop Total cost to perform the process "develop and dollars
and maintain information technology solutions", maintain information technology solutions" / (Total
including depreciation/amortization, per $1,000 business entity revenue * 0.0010)
revenue
Overhead cost to perform the process group Overhead cost to perform the process "develop dollars
"develop and maintain information technology and maintain information technology solutions" /
solutions", including depreciation/amortization, (Total business entity revenue * 0.000010)
Outsourced cost of the process group "develop Outsourced cost to perform the process "develop dollars
and maintain information technology solutions", and maintain information technology solutions" /
revenue
Systems cost to perform the process group Systems cost to perform the process "develop and dollars
"develop and maintain information technology maintain information technology solutions" / (Total
solutions", including depreciation/amortization, business entity revenue * 0.000010)

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)
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
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
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 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
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
group "develop and maintain information perform the process group "develop and maintain
technology solutions" IT solutions"
Percentage of initially planned functionality that is Percentage of initially planned functionality percent
delivered for application development and delivered for application
maintenance projects in the most recent year development/maintenance projects in the most
recent year
Number of service oriented architecture services Number of services oriented architecture (SOA) services
implemented services implemented in production
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 rework / Average backlog) * 100.0
year

"develop and maintain information technology "manage information technology" * Percentage of
solutions" per $1 billion revenue IT FTEs performing the process area "Develop and
maintain information technology solutions" *.01) /
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 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
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
Average backlog for the current year Average backlog number of

break/fix requests
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" /
group "develop and maintain information IT budget for the past year) * 100.0
technology solutions"
depreciation/amortization, allocated to process group "develop and maintain information
group "develop and maintain information technology solutions"
Percentage of service oriented architecture Percentage of service oriented architecture (SOA) percent
services that are external services published or exposed externally
the process group "develop and maintain "Develop and maintain information technology
information technology solutions" solutions"
Percentage of service oriented architecture Percentage of service oriented architecture (SOA) percent
services that are internal services published or exposed internally
group "develop and maintain information "develop and maintain IT solutions"
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

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
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)
Personnel cost of the process group "deploy Personnel cost to perform the process group dollars
information technology solutions", including "deploy IT solutions" / (Total business entity
depreciation/amortization, per $1,000 revenue revenue * 0.0010)
"deploy information technology solutions", "deploy IT solutions" / (Total business entity
including depreciation/amortization, per $100,000 revenue * 0.000010)
revenue
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
"deploy information technology solutions", "deploy IT solutions" / (Total business entity
revenue
Total cost to perform the process group "deploy ((Percentage of IT cost allocated to the process dollars
information 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)
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 Time in weeks to deploy a new release into the weeks
into 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
"deploy information technology solutions" per $1 "manage information technology" * Percentage of
billion revenue IT FTEs performing the process area "Deploy
information technology solutions" *.01) / (Total
group "deploy information technology solutions" perform the process group "deploy IT solutions"
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
group "deploy information technology solutions" "deploy IT solutions"
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
and risk" + Total cost to perform the process group
"manage IT knowledge" + Total cost to perform
the process "develop information and content
management strategies" + Total cost to perform
the process "define the enterprise information
architecture" + Total cost to perform the process
"manage information resources" + Total cost to
perform the process "perform enterprise data and
content management" + Total cost to perform the
process "develop and maintain information
technology solutions" + Total cost to perform the
process group "deploy IT solutions" + Total cost to
perform the process group "deliver and support IT
service")) * 100
Percentage of 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"

Total cost of the process group "deliver and (Total annual IT cost (excluding Dollars
support information technology services", 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
"deliver and support IT services" *.0001) / (Total
Annual fixed vs. variable cost ratio for the IT Fixed-to-variable cost ratio for IT budget fixed to variable
budget to support product development, including supporting product development cost
depreciation/amortization,
IT operating cost reduction target for product IT operating cost reduction target percent
development, including depreciation/amortization,
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
Total cost to perform the process group "deliver Total cost to perform the process group "deliver dollars
and support information technology services", and support IT service" / (Total business entity
revenue
"deliver and support information technology "deliver and support IT service" / (Total business
services", including depreciation/amortization, per entity revenue * 0.000010)
$100,000 revenue
Other cost of the process group "deliver and Costs other than personnel, systems, overhead, dollars
support information technology services", and outsourced to perform the process group
including depreciation/amortization, per $100,000 "deliver and support IT service" / (Total business
revenue entity revenue * 0.000010)
Outsourced cost of the process group "deliver and Outsourced costs to perform the process group dollars
support information technology services", "deliver and support IT service" / (Total business
including depreciation/amortization, per $100,000 entity revenue * 0.000010)
revenue

"deliver and support information technology "deliver and support IT service" / (Total business
services", including depreciation/amortization, per entity revenue * 0.000010)
$100,000 revenue
Personnel cost of the process group "deliver and Personnel cost to perform the process group dollars
support information technology services", "deliver and support IT service" / (Total business
including depreciation/amortization, per $1,000 entity revenue * 0.0010)
revenue
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"
"deliver and support information technology "manage information technology" * Percentage of
services" per $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
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"
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"
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

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 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
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 percent
than Level 5 by 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 FTEs
services and solutions strategy" per $1 billion "develop IT services and solutions strategy" /
revenue (Total business entity revenue * 0.000000001)
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)
Net Promoter Score (NPS) NPS for IT solutions percent
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
Number of IT FTEs for the process "Manage IT Number of IT FTEs supporting the process FTEs
customer satisfaction" per $1 billion revenue "manage IT customer satisfaction" / (Total
Personnel cost of the process "develop information Personnel cost to perform the process "develop dollars
and content management strategies", including information and content management strategies" /
Other cost of the process "develop information Costs other than personnel, systems, overhead, dollars
and content management strategies", including and outsourced to perform the process "develop
depreciation/amortization, per $100,000 revenue information and content management strategies" /

Systems cost of the process "develop information Systems cost to perform the process "develop dollars
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
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
Total cost of the process "define enterprise Total 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
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 dollars
information architecture", including the enterprise information architecture" / (Total
Systems cost of the process "define enterprise Systems cost to perform the process "define the dollars
Personnel cost of the process "define enterprise Personnel 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" /
"define the enterprise information architecture" IT 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)
Personnel cost of the process "manage information Personnel cost to perform the process "manage dollars
resources", including depreciation/amortization, information resources" / (Total business entity
per $1,000 revenue revenue * 0.0010)
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
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

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
Systems cost of the process "perform enterprise Systems 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
Outsourced cost of the process "perform Outsourced cost to perform the process "perform dollars
enterprise data and content management", enterprise data and content management" / (Total
including depreciation/amortization, per $100,000 business entity revenue * 0.000010)
revenue
Personnel cost of the process "perform enterprise Personnel cost to perform the process "perform dollars
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
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 Level 5 solutions
other than Level 5
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)
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
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 hours
incidents supporting 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)
Avg. monthly percentage of issues resolved within Percentage of issues resolved within SLA (monthly) percent
SLA
Annual uptime percentage for IT systems 100-Average unplanned machine downtime for percent
supporting product development systems supporting product development
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

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
cost accounting and control" and "perform cost
management" allocated to internal costs * .01 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") + (Percentage of total cost of the
process "evaluate and manage financial
performance" allocated to internal costs * .01 *
Total cost to perform the process "evaluate and
manage financial performance")) / (Number of
FTEs who perform the process "perform
planning/budgeting/forecasting" + Number of FTEs
who perform the processes "perform cost
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
processes "perform cost accounting and control"
and "perform cost management"

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 "perform cost management" allocated to overhead
revenue and other costs * Percentage of total cost of the
process "perform cost accounting and control" and
"perform cost management" allocated to internal
costs * 0.0001 * Total cost to perform the
and "perform cost management") / (Total business

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
planning/budgeting/forecasting") + (Percentage of
internal costs of the processes "perform cost
management" allocated to personnel costs *
Percentage of total cost of the process "perform
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 accounting and control" and
"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 planning/budgeting/forecasting" + Total cost to
$1,000 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
who perform the processes "perform cost
management" + Number of FTEs who perform the
performance")
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
management" allocated to external costs * .01 *
management") + (Percentage of total cost of the
performance" allocated to external costs * .01 *
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 *
management" allocated to overhead and other
costs * Percentage of total cost of the process
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 process "evaluate and manage
financial performance" allocated to internal costs *
.0001 * Total cost to perform the process "evaluate
and manage financial performance")) / (Total
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"

Personnel cost to perform the processes "perform (Percentage of internal costs of the processes dollars
cost accounting and control" and "perform cost "perform cost accounting and control" and
management" per process FTE "perform cost management" allocated to
personnel costs * Percentage of total cost of the
and "perform cost management") / Number of
FTEs who perform the processes "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
Outsourced cost to perform the processes (Percentage of total cost of the process "perform dollars
"perform cost accounting and control" and cost accounting and control" and "perform cost
"perform cost management" per $1,000 revenue management" allocated to external costs * 0.01 *
management") / (Total business entity revenue *
0.001)

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
costs * Percentage of total cost of the process
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)
Number of FTEs that perform the process group (Number of FTEs who perform the process FTEs
"perform planning and management accounting" "perform planning/budgeting/forecasting" +
per $1 billion revenue Number of FTEs who perform the processes
financial performance") / (Total business entity
revenue * .000000001)
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

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
financial performance") / Number of FTEs who
resources") * 100
Total cost to perform the order to invoice (Total cost to perform the process "process dollars
processes per $1,000 revenue customer credit" + Total cost to perform the
process "manage sales orders" + Total cost to
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 FTEs
"manage and process accounts receivable", "process accounts receivable (AR)" + Number of
"manage and process collections", and "manage FTEs who perform the process "manage and
and process adjustments/deductions" per $1 process collections" + Number of FTEs who
billion revenue perform the 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
Percentage of customer accounts that are active (Number of active customers in customer master percent
customers file / Number of customers in the customer master
file) * 100.0

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"
cost of the process "Perform general accounting"
allocated to personnel cost * .0001) + Personnel
cost to perform the process "perform fixed-asset
accounting" + (Total cost to perform the process
"perform financial reporting" * Percentage of total
cost of the process "Perform financial reporting"
allocated to 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
allocated to personnel cost * .0001) + Personnel
cost to perform the process "perform fixed-asset
accounting" + (Total cost to perform the process
"perform financial reporting" * Percentage of total
allocated to personnel cost * .0001)) / (Total
Total cost to perform the process group "Perform (Total cost to perform the process "manage dollars
general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform
assets) per $1,000 revenue the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / (Total business entity revenue *
0.001)

Total cost to perform the process group "perform ((Total cost to perform the process "manage percent
assets) as a percentage of revenue the process "perform general accounting" + Total
reporting") / Total business entity revenue) * 100
assets) per $1 billion revenue the process "perform general accounting" + Total
reporting") / (Total business entity revenue * .
000000001)
assets) per process group FTE the process "perform general accounting" + Total
reporting") / (Number of FTEs who perform the
process "manage policies and procedures"
(general accounting and reporting) + Number of
FTEs who perform the process "perform general
accounting" + Number of FTEs who perform the
process "perform financial reporting")
Cycle time in 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
"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 the process "perform general accounting"
+ Number of FTEs who perform the process
"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
"manage fixed-asset project accounting" per $1 "perform capital planning and project approval" +
billion revenue Number of 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
resources") * 100

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")
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" + 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 * 0.001)
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 *
Percentage of payroll disbursements that were
manual cheques * .01)
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
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
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
Cycle time in business days to process the payroll Cycle time in business days to process payroll days
from HR/benefits system cut-off to payroll transmit
date

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
"manage pay" + Number of FTEs who perform the
process "process payroll taxes") / (Total number of
employees paid * 0.001)
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
process "process payroll taxes") / (Total business
First contact resolution rate for payroll inquiries Percentage of payroll inquiries resolved during the percent
initial contact
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")
Number of payroll inquiries per "process payroll" Number of payroll inquiries received / (Number of payroll inquiries
FTE 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")
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 (((Percentage of internal costs of the process percent
payroll" as a percentage of the total cost to "report time" allocated to personnel costs *
perform the process group Percentage of total cost to perform the process
"report time" allocated to internal costs * 0.0001 *
Total cost to perform the process "report time") +
(Percentage of internal costs of the process
"manage pay" allocated to personnel costs *
Percentage of total cost of the process "manage
pay" allocated to internal costs * 0.0001 * Total
cost to perform the process "manage pay") +
(Percentage of internal costs of the process "report
payroll taxes" allocated to personnel costs *
Percentage of total cost to perform the process
"process payroll taxes" allocated to internal costs *
0.0001 * Total cost to perform the process
"process payroll taxes")) / (Total cost to perform
the process "report time" + Total cost to perform
the process "manage pay" + Total cost to perform
the process "process payroll taxes")) * 100

Systems cost to perform the process group (((Percentage of internal cost of the process percent
"process payroll" as a percentage of the total cost "Report time" allocated to systems costs *
of the process group Percentage of total cost to perform the process
"report time" allocated to internal costs * 0.0001 *
Total cost to perform the process "report time") +
(Percentage of internal cost of the process
"Manage pay" allocated to systems costs *
cost to perform the process "manage pay") +
(Percentage of internal cost of the process
"Process payroll taxes" allocated to systems costs
* Percentage of total cost to perform the process
"process payroll taxes")) / (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
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- (Number of employees paid that are hourly (non- percent
exempt 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 (Number of employees paid weekly / Total number percent
weekly 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 / percent
monthly Total number of employees paid) * 100
Percentage of paid employees that are paid (Number of employees paid monthly / Total percent
monthly number 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
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" / 100)) / (Total business entity
revenue * 0.001)
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
perform the process "process expense
reimbursements" allocated to personnel cost * .
0001)) / (Number of FTEs who perform the process
"process accounts payable (AP)" + Number of FTEs
who perform the process "process expense
reimbursements")
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 * .
0001)) / (Total business entity revenue * 0.00001)

Total cost to perform the process group "process ((Total cost to perform the process "process percent
accounts payable and expense reimbursements" accounts payable (AP)" + Total cost to perform the
as a percentage of revenue process "process expense reimbursements") / Total
business entity revenue ) * 100
Total cost to perform the process group "process (Total cost to perform the process "process dollars
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 perform the process "process expense
reimbursements")
per $1,000 revenue process "process expense reimbursements") /
"process accounts payable and expense "process accounts payable (AP)" + Number of FTEs
reimbursements" per $1 billion revenue who 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
Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
treasury operations" per $1,000 revenue treasury operations" / (Total business entity
revenue * .001)
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
treasury operations" per $1 billion revenue treasury operations" / (Total business entity
revenue * .000000001)
Return on invested capital Return on invested capital percent
"manage treasury operations" per $1 billion "manage treasury operations" / (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"
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
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 "manage treasury operations" / Number of FTEs
operations" who perform the function "manage financial
resources") * 100
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")
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)
"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)

taxes" per $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
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 *
planning/budgeting/forecasting") / (Total business
Total internal cost to perform the process "perform (Percentage of total cost of the process "planning, dollars
planning/budgeting/forecasting" per process FTE budgeting, and forecasting" allocated to internal
costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") /
Number of FTEs who perform the process "perform
planning/budgeting/forecasting"
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
allocated to internal costs * 0.0001 * Total cost to

Total cost to perform the process "perform (Total cost to perform the process "perform percent
planning/budgeting/forecasting" as a percentage planning/budgeting/forecasting" / Total business
of 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
planning/budgeting/forecasting" per $1,000 planning/budgeting/forecasting" / (Total business
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
planning/budgeting/forecasting") / Number of FTEs
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
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

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 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
Number of budget versions produced before final Number of budget versions produced before final budget versions
approval approval
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 Number of line items budgeted for the complete line items
performs 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 percent
to the process "perform planning/ budgeting/ "perform planning/budgeting/forecasting" /
forecasting" Number of FTEs 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
resources") * 100
Percentage of cost base accounted for by activity- Percentage of costs base from activity-based percent
based costing costing

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)
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
"evaluate and manage financial performance") /
Number of FTEs who perform the process
"evaluate and manage 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
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

Systems cost to perform the process "evaluate (Percentage of internal costs of the process dollars
and manage financial performance" per $100,000 "evaluate and manage financial performance"
revenue allocated to systems costs * Percentage of total
Total internal cost to perform the process (Percentage of total cost of the process "evaluate dollars
"evaluate and manage financial performance" per and manage financial performance" allocated to
process FTE internal costs * .01 * Total cost to perform the
performance") / Number of FTEs who perform the
performance"
"evaluate and manage financial performance" per "evaluate and manage financial performance"
$100,000 revenue allocated to overhead and other costs *
internal costs * 0.0001 * Total cost to perform the
performance") / (Total business entity revenue *
0.00001)
Total revenue per active customer Total business entity revenue / Number of active dollars
customers in customer master file
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 Number of FTEs who perform the process FTEs
"evaluate and manage financial performance" per "evaluate and manage financial performance" /
$1 billion revenue (Total business entity revenue * .000000001)
Revenue per employee for the current reporting Total business entity revenue / Number of business dollars
period entity employees
to the process "evaluate and manage financial "evaluate and manage financial performance" /
performance" Number of FTEs who perform the function
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
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
/ Earnings before interest, taxes, depreciation and
* 100.0
Percentage of employees with compensations (Number of employees with compensation percent

affected by profit affected by profit / Number of business entity
employees) * 100.0
Percentage of employees with compensations (Number of employees with compensation percent
affected by budget versus actual variances affected by budget versus actual variances /
Number of business entity employees) * 100.0

Revenue growth over the past three reporting ((Total business entity revenue - Total revenue percent
periods over the past three reporting periods) / Total
revenue over the past three reporting periods) *
100.0
Total cost to perform the process "process Total cost to perform the process "process dollars
customer credit" per active customer customer credit" / Number of active customers in
customer master file
customer credit" per customer account customer credit" / Number of customers in the
Overhead and other costs to perform the process (Percentage of total cost of the process "process dollars
"process customer credit" per $100,000 revenue customer credit" allocated to internal costs *
Percentage of internal costs of the process
"process customer credit" allocated to overhead
and other costs * 0.0001 * Total cost to perform
the process "process customer credit") / (Total
Personnel cost to perform the process "process (Percentage of total cost of the process "process dollars
customer credit" per process FTE customer credit" allocated to internal costs *
"process customer credit" allocated to personnel
cost * 0.0001 * Total cost to perform the process
"process customer credit") / Number of FTEs who
perform the process "process customer credit"
Total cost to perform the process "process (Total cost to perform the process "process percent
customer credit" as a percentage of revenue customer credit" / Total business entity revenue) *
100
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)
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 *
"process customer credit" allocated to personnel
cost * 0.0001 * Total cost to perform the process
"process customer credit") / (Total business entity
revenue * 0.001)
Outsourced cost to perform the process "process (Total cost to perform the process "process dollars
customer credit" per $1,000 revenue customer credit" * Percentage of total cost of the
process "process customer credit" allocated to
external costs * 0.01) / (Total business entity
revenue * 0.001)
Cycle time in days for credit approval 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 customer accounts per FTE that Number of customers in the customer master file / customer accounts
performs the process "process customer credit" Number of FTEs who perform the process "process
customer credit"

Number of credit reviews per FTE that performs Credit reviews performed at account level by credit reviews
the process "process customer credit" credit staff / Number of FTEs who perform the
process "process customer credit"
Number of active customers per FTE that performs Number of active customers in customer master active customers
the process "process customer credit" file / Number of FTEs who perform the process
"process customer credit"
to the process "process customer credit" "process customer credit" / Number of FTEs who
resources") * 100
Percentage of FTEs who perform the process (Number of FTEs who perform the process percent
"process customer credit" who perform "process customer credit" who perform
management activities management activities / Number of FTEs who
perform the process "process customer credit") *
100.0
Outsourced cost to perform the process "invoice (Total cost to perform the process "invoice dollars
customer" per $1,000 revenue customer" * Percentage of total cost of the process
"invoice customer" allocated to external costs *
0.01) / (Total business entity revenue * 0.001)
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
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
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 *
"process customer credit") / (Total business entity
revenue * 0.00001)
Personnel cost to perform the process "invoice (Percentage of internal costs of the process dollars
customer" per process FTE "invoice customer" allocated to personnel cost *
Percentage of total cost of the process "invoice
customer" allocated to internal costs * 0.0001 *
Total cost to perform the process "invoice
customer") / Number of FTEs who perform the
process "invoice customer"

"invoice customers" per $100,000 revenue "invoice customer" allocated to overhead and
other costs * Percentage of total cost of the
process "invoice customer" allocated to internal
costs * 0.0001 * Total cost to perform the process
"invoice customer") / (Total business entity
revenue * 0.00001)
customer" per active customer customer" / Number of active customers in
customer" per customer account customer" / Number of customers in the customer
master file
Cycle time in days to generate complete and Cycle time in days to generate complete and days
correct billing data correct billing data
Cycle time in days between transmission of Cycle time in calendar days from the transmission days
invoice and shipment of goods or delivery of of an invoice/bill to shipping/providing the
services good/service
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 processed error Percentage of invoice line items processed error percent
free the first time free the first time
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 invoices automatically generated Percentage of invoices automatically generated percent
based on event triggers based on event triggers
the process "invoice customer" file / Number of FTEs who perform the process
"invoice customer"
Number of invoice line items processed per FTE Number of line items billed/invoiced / Number of invoice line items
that performs the process "invoice customer" FTEs who perform the process "invoice customer"

Number of invoices processed per FTE that Number of invoices billed to customer / Number of invoices
performs the process "invoice customer" FTEs who perform the process "invoice customer"
performs the process "invoice customer" Number of FTEs who perform the process "invoice
customer"
Number of updates to the customer master file per Number of updates to customer master file / updates
FTE that performs the process "invoice customer" Number of FTEs who perform the process "invoice
customer"
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 value per line item billed Total value of line items billed/invoiced / Number dollars
of line items billed/invoiced
Average number of line items per invoice Number of line items billed/invoiced / Number of invoice line items
invoices billed to customer
Percentage of FTEs who perform the process (Number of FTEs who perform the process "invoice percent
"invoice customer" who perform management customer" who perform management activities /
activities Number of FTEs who perform the process "invoice
customer") * 100.0
Percentage of billed/invoiced line items offering a Percentage of line items billed/invoiced offering a percent
discount for which the discount is taken discount for which the discount is taken
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 invoice line items that are Percentage of invoices billed with credit terms percent
denominated in a foreign currency

Systems cost to perform the process "process (Percentage of internal cost of the process dollars
accounts receivable" per $100,000 revenue "Process accounts receivable (AR)" allocated to
systems costs * Percentage of total cost of the
process "process accounts receivable" allocated to
process "process accounts receivable (AR)") /
accounts receivable (AR)" as a percentage of accounts receivable (AR)" / Total business entity
revenue revenue) * 100
accounts receivable (AR)" per process FTE accounts receivable (AR)" / Number of FTEs who
perform the process "process accounts receivable
(AR)"
accounts receivable (AR)" per $1 billion revenue accounts receivable (AR)" / (Total business entity
revenue * .000000001)
accounts receivable (AR)" per $1,000 revenue accounts receivable (AR)" / (Total business entity
revenue * .001)
accounts receivable (AR)" per customer receipt accounts receivable (AR)" / Number of receipts
processed
Personnel cost to perform the process "process (Percentage of internal costs of the process dollars
accounts receivable (AR)" per process FTE "process accounts receivable" allocated to
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 (AR)" per $1,000 revenue "process accounts receivable" allocated to
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)
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
Days sales outstanding Average days sales outstanding in accounts days
receivable
Percentage of invoice line items paid in full the (Number of billed/invoiced line items that are paid percent
first time in full the first time / Number of line items
Percentage of total receipts that are processed (Number of receipts processed error-free first percent
error free the first time time / Number of receipts processed) * 100
accounts receivable (AR)" per $1 billion revenue accounts receivable (AR)" / (Total business entity
revenue * .000000001)
Percentage of receipts received electronically or Percentage of receipts received electronically or percent
automatically automatically
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
Accounts receivable per $1,000 revenue Value of accounts receivable outstanding / (Total dollars

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 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
Percentage of line items billed/invoiced that is Percentage of line items billed/invoiced into the percent
entered into the general ledger through an system through an automated method
automated method
Number of invoices billed per FTE that performs Number of invoices billed to customer / Number of invoices
the process "process accounts receivable (AR)" FTEs who perform the process "process accounts
receivable (AR)"
Number of receipts processed per FTE that Number of receipts processed / Number of FTEs receipts
performs the process "process accounts receivable who perform the process "process accounts
(AR)" receivable (AR)"
performs the process "process accounts receivable Number of FTEs who perform the process "process
(AR)" 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
resources") * 100
to the process "process accounts receivable (AR)" "process accounts receivable (AR)" / Number of
FTEs who perform the function "manage financial
resources") * 100

Personnel cost to perform the process "process Percentage of internal costs of the process percent
accounts receivable (AR)" as a percentage of the "process accounts receivable" allocated to
total process cost 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
Number of receipts processed per $1,000 of Number of receipts processed / (Total business receipts
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)
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
personnel cost * Percentage of total cost of the
process "manage and process collections"
collections") / (Total business entity revenue * .
001)
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 customer master file
process collections" per process FTE process collections" / Number of FTEs who perform
the process "manage and process collections"
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)
Percentage of invoices billed to customers that (Number of invoices billed with credit terms / percent
have credit terms Number of invoices billed to customer) * 100.0
Total uncollectable balances as a percentage of (Total value of uncollectable balances / Total percent
revenue business entity revenue) * 100
Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
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
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"

Number of active customers managed per FTE that Number of active customers in customer master customers
performs the process "manage and process file / Number of FTEs who perform the process
collections" "manage and process collections"
to the process "manage and process collections" "manage and process collections" / Number of
resources") * 100
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
"manage and process adjustments/deductions") /
process adjustments/deductions" per $1,000 process adjustments/deductions" / (Total business
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
"manage and process adjustments/deductions") /
and process adjustments/deductions" per $1,000 and process adjustments/deductions" / (Total
revenue business entity revenue *.0010)

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 and process adjustments/deductions" / (Total
Number of adjustments and deductions per FTE Number of adjustments/deductions / Number of adjustments and
that performs the process "manage and process FTEs who perform the process "manage and deductions
adjustments/deductions" process adjustments/deductions"
to the process "manage and process "manage and process adjustments/deductions" /
adjustments/deductions" Number of FTEs who perform the function
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 dollars
financial policies and procedures" per $1,000 policies and procedures" * Percentage of total cost
revenue of the 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 dollars
financial policies and procedures" per $100,000 policies and procedures" * Percentage of total cost
revenue of the process "Manage policies and procedures"
procedures" allocated to systems cost * .0001) /

Total cost to perform the process "Manage Total cost to perform the process "manage policies dollars
financial policies and procedures" per $1,000 and procedures" / (Total business entity revenue *
revenue 0.001)
Personnel cost to perform the process "Manage (Total cost to perform the process "manage dollars
policies and procedures" per process FTE policies and procedures" * Percentage of total cost
of the process "Manage policies and procedures"
procedures" allocated to personnel cost * .0001) /
Number of FTEs who perform the process "manage
policies and procedures" (general accounting and
reporting)
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)
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
resources") * 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
procedures" FTEs who perform the process "manage policies
and procedures" (general accounting and
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"
Systems cost to perform the process "perform (Total cost to perform the process "perform dollars
general accounting" per $100,000 revenue general accounting" * Percentage of total cost of
allocated to systems cost * .0001) / (Total business

Personnel cost to perform the process "perform (Total cost to perform the process "perform dollars
general accounting" per $1,000 revenue general accounting" * Percentage of total cost of
allocated to personnel cost * .0001) / (Total
general accounting" per process FTE general accounting" * Percentage of total cost of
allocated to personnel cost * .0001) / Number of
FTEs who perform the process "perform general
accounting"
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)
Cycle time in days to produce period-end Cycle time in calendar days from running the days
management reports initial trial balance to completing the period-end
management report
Cycle time in days to complete the monthly Cycle time in days to complete monthly financial days
financial close close
general accounting" per $1 billion revenue general accounting" / (Total business entity
revenue * .000000001)
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
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 Number of FTEs who perform the process "perform items
accounting" 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"
to the process "perform general accounting" "perform general accounting" / Number of FTEs
resources") * 100
Percentage of accounts that are standard with the (Number of standard accounts in chart of accounts percent
business units reporting to your site / Number of accounts in the chart of accounts) *
100.0
Number of accounts in the chart of accounts Number of accounts in the chart of accounts accounts
"Perform general accounting and reporting" "perform general accounting" * 100) / (Number of
allocated to the process "Perform general FTEs who perform the process "manage policies
accounting" and procedures" (general accounting and
fixed-asset accounting" per $1,000 revenue fixed-asset accounting" / (Total business entity
revenue *.0010)

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
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
Personnel cost to perform the process "perform Personnel cost to perform the process "perform dollars
revenue * 0.001)
fixed-asset accounting" per fixed asset transaction fixed-asset accounting" / Number of fixed asset
transactions
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
revenue business entity revenue * 0.0010)
Systems cost to perform the process "perform Systems cost to perform the process "perform dollars
revenue * 0.000010)
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
accounting" + Number of FTEs who perform the
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
perform the process "perform fixed-asset
accounting"
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 Cycle time in days to complete an approved days
capital expenditure plan capital expenditure plan
Return on fixed assets Return on fixed assets percent
Percentage of approved capital projects Percentage of approved capital projects percent

considered within or on budget for spending considered 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 FTEs
per $1 billion revenue "perform fixed-asset accounting" + Number of
accounting") / (Total business entity revenue * .
000000001)
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"
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"
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
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
to the process "perform fixed asset accounting" "perform fixed-asset accounting" / Number of FTEs
resources") * 100

to the fixed assets cycle "perform fixed-asset accounting" + Number of
accounting") / Number of FTEs who perform the
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)
"Perform general accounting and reporting" "perform fixed-asset accounting" * 100) / (Number
allocated to the process "Perform fixed-asset of FTEs who perform the process "manage policies
accounting" and procedures" (general accounting and
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 process "Perform financial reporting" allocated
to internal cost * Percentage of internal cost of the
process "Perform financial reporting" allocated to
personnel cost * .0001) / Number of FTEs who
perform the process "perform financial reporting"
financial reporting" per process FTE financial reporting" / Number of FTEs who perform
the process "perform financial reporting"

financial reporting" per $1,000 revenue financial reporting" / (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
systems cost * .0001) / (Total business entity
revenue * 0.00001)
financial reporting" per $1,000 revenue financial reporting" * Percentage of total cost of
personnel cost * .0001) / (Total business entity
revenue * 0.001)
financial reporting" per $1,000 revenue financial reporting" / (Total business entity revenue
*.0010)
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 from producing annual flash Cycle time in calendar days from producing flash days
reports to completing consolidated annual reports and completing the consolidated financial
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
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
financial reporting" per $1 billion revenue financial reporting" / (Total business entity revenue
* 0.000000001)
to the process "perform financial reporting" "perform financial reporting" / Number of FTEs who
resources") * 100
"Perform general accounting and reporting" "perform financial reporting" * 100) / (Number of
allocated to the process "Perform financial FTEs who perform the process "manage policies
reporting" and procedures" (general accounting and
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
revenue business entity revenue *.0010)
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
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
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
revenue business entity revenue * 0.001)

capital planning and project approval" per capital planning and project approval" / (Total
Total cost to perform the process "perform capital Total cost to perform the process "perform capital dollars
planning and project approval" per $1,000 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 "perform capital planning and project approval" /
project approval" Number of FTEs who perform the function
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")
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
capital project accounting" per $100,000 revenue capital project accounting" / (Total business entity
revenue * 0.000010)
revenue * 0.001)
revenue *.0010)
capital project accounting" per $1 billion revenue capital project accounting" / (Total business entity
revenue * 0.000000001)
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
to the process "perform capital project accounting" "perform capital project accounting" / Number of
resources") * 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 to perform the process
"report time" allocated to external costs * .01)/
Personnel cost to perform the process "report Personnel cost to perform the process "report dollars
time" per $1,000 revenue time" / (Total business entity revenue *.0010)

Personnel cost to perform the process "report (Percentage of internal costs of the process "report dollars
time" per employee paid time" allocated to personnel costs * Percentage of
total cost to perform the process "report time"
perform the 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 to perform the process "report time"
perform the 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
Outsourced cost to perform the process "report (Total cost to perform the process "report time" * dollars
time" per employee paid Percentage of total cost to perform 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 to perform the process
"report time" allocated to internal costs *
Percentage of internal costs of the process "report
time" allocated to overhead and other costs * .
0001)/Total number of employees paid

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 to perform the process
"report time" allocated to internal costs *
Percentage of internal costs of the process "report
time" allocated to overhead and other costs * .
0001)/(Total business entity revenue * 0.001)
Cycle time in business days 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 percent
electronically 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 percent
time error free the first time
Percentage of time records that are returned to Percentage of time records returned to the the percent
the employee/field for validation and/or correction field 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

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
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
Total cost to perform the process "manage pay" Total cost to perform the process "manage pay" / dollars
per $1,000 revenue (Total business entity revenue * 0.001)
per employee paid Total number of employees paid
per payroll disbursement Number of payroll disbursements

Systems cost to perform the process "manage (Percentage of internal cost of the process dollars
pay" per employee paid "Manage pay" allocated to systems costs *
cost to perform the process "manage pay" ) / 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 *
cost to perform the process "manage pay" ) / Total
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
Cycle time in business days to reflect a new Cycle time in business days from the effective days
employee in the payroll system date 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 days
terminated employee from the payroll system date 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
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 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
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)
Number of payroll-related inquiries as a (Number of payroll inquiries received / Number of percent

percentage of payroll disbursements payroll disbursements) * 100
Payment errors as a percentage of total payroll Percentage of payroll disbursements with errors percent
disbursements identified after distribution
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
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
Percentage of employees receiving payroll Percentage of employees receiving payroll percent
disbursements via direct deposit disbursements via direct deposit
Number of payroll disbursements processed per Number of payroll disbursements / Number of FTEs disbursements
"manage pay" FTE who perform the process "manage pay"
Number of manual checks/payments per "process (Number of payroll disbursements * Percentage of manual checks
payroll" FTE payroll disbursements that were manual cheques *
.01) / (Number of FTEs who perform the process
"report time" + Number of FTEs who perform the
process "manage pay" + Number of FTEs who
perform the process "process payroll taxes")

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 open for employee data changes, new hires, and
termination 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 employee paid taxes" * Percentage of total cost to perform the
process "process 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 to perform the
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 taxes" * Percentage of total cost to perform the
revenue process "process payroll taxes" allocated to
internal costs * Percentage of internal costs of the
process "report payroll taxes" allocated to
overhead and other costs * .0001)/(Total business

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 to perform the
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 to perform the process
"process payroll taxes") / Total number of
employees paid
Systems cost to perform the process "process (Percentage of internal cost of the process dollars
payroll taxes" per employee paid "Process payroll taxes" allocated to systems costs
* Percentage of total cost to perform the process
"process 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 * 0.001)
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
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 1,000 employees paid payroll taxes" / (Total number of employees paid *
0.001)
payroll taxes" per $1 billion revenue payroll taxes" / (Total business entity revenue * .
000000001)
to the process "process payroll taxes" "process payroll taxes" / Number of FTEs who
resources") * 100
Percentage of total payroll FTEs performing the (Number of FTEs who perform the process percent
"process payroll taxes" process "process payroll taxes" / (Number of FTEs who
perform the process "report time"+Number of
FTEs who perform the process "manage
pay"+Number of FTEs who perform the process
"process payroll taxes")) * 100
accounts payable" as a percentage of revenue accounts payable (AP)" / Total business entity
revenue ) * 100
accounts payable" per process FTE accounts payable (AP)" / Number of FTEs who
perform the process "process accounts payable
(AP)"
Total cost to perform the process "Process Total cost to perform the process "process dollars
accounts payable" per $1 billion revenue accounts payable (AP)" / (Total business entity
revenue * 0.000000001)
Total cost to perform the process "Process Total cost to perform the process "process dollars
accounts payable" per $1,000 purchases accounts payable (AP)" / (Value of all materials
and services purchased * 0.001)
accounts payable (AP)" per $1,000 revenue accounts payable (AP)" / (Total business entity
revenue * 0.001)

accounts payable (AP)" per disbursement/payment accounts payable (AP)" / Total number of
disbursements excluding T&E disbursements
accounts payable" per invoice line item processed accounts payable (AP)" / Number of invoice line
items processed
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
of the process "Process accounts payable"
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

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
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
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
accounts payable (AP)" per invoice processed accounts payable (AP)" / Number of invoices
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
(AP)" "process accounts payable (AP)" * 1000000)
Total cost to perform the process "process Total cost to perform the process "process Dollars
accounts payable" per gross operated producing accounts payable (AP)" / Total operated producing
well well count
accounts payable" per mile of pipe accounts payable (AP)" / Total number of miles of
pipeline in service

accounts payable" per thousand barrels accounts payable (AP)" / (Average refining
throughput throughput * .001)
accounts payable" per thousand barrel of oil accounts payable (AP)" / (Average oil and gas net
equivalent (BOE) production (BOE/day) * .001)
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
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
Average cycle time (in calendar days) from the Average cycle time from the first time an invoice is Days
first time an invoice is blocked/parked to the final blocked/parked until it is unblocked/unparked
time the invoice in unblocked/unparked
accounts payable (AP)" per $1 billion revenue accounts payable (AP)" / (Total business entity
revenue * .000000001)
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
Payables outstanding per $1,000 revenue Value of accounts payable / (Total business entity dollars
revenue * 0.0010)
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 invoice line items which are Percentage of invoice line items that is entered percent
manually keyed into the financial system into the financial system by manual keying
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
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 services purchased * 0.000000001)
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 accounts payable (AP)" / (Average refining
throughput throughput * .001)
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)"
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 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
payable (AP)" accounts payable (AP)"

to the process "process accounts payable" "process accounts payable (AP)" / Number of FTEs
resources") * 100
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
Systems cost to perform the process "process (Percentage of total cost of the process "Process percent
accounts payable" as a percentage of the total accounts payable" allocated to internal cost *
cost of the process Percentage of internal cost of the process "Process
accounts payable" allocated to systems cost) *.01
Number of invoices processed per $1,000 of Number of invoices processed / (Value of all invoices
purchases materials and services purchased * 0.001)
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 a percentage of total payments sent
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
Outsourced cost to perform the process "Process Percentage of total cost of the process "Process percent
accounts payable" as a percentage of the total accounts payable" allocated to external cost
cost of the process
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
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
expense reimbursements" allocated to personnel
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)

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 $1,000 revenue expense reimbursements" * Percentage of total
cost * .0001) / (Total business entity revenue *
0.001)
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
cost * .0001) / Number of FTEs who perform the
process "process expense reimbursements"
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
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 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 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 $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" "process expense reimbursements" / Number of
resources") * 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 Cycle time in calendar days to refresh cash flow days
forecast forecast
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)
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"
Total cost to perform the process "establish Total cost to perform the process "establish dollars
internal controls, policies, and procedures" per internal controls, policies, and procedures" / (Total

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
Personnel cost to perform the process "establish Personnel cost to perform the process "establish dollars
Outsourced cost to perform the process "establish Outsourced cost to perform the process "establish dollars
$1,000 revenue business entity revenue *.0010)
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 +
the compensation committee + Number of
compensation committee independent members))
* 100.0

the governance committee the governance committee / (Number of
governance committee officers/employees +
the governance committee + Number of
governance committee independent members)) *
100.0
Outsourced cost to perform the process "operate Outsourced cost to perform the process "operate dollars
controls and monitor compliance with internal controls and monitor compliance with internal
controls policies and procedures" per $1,000 controls policies and procedures" / (Total business
revenue entity revenue *.0010)

Personnel cost to perform the process "operate Personnel cost to perform the process "operate dollars
Systems cost to perform the process "operate Systems cost to perform the process "operate dollars
Total cost to perform the process "operate controls Total cost to perform the process "operate controls dollars
and monitor compliance with internal controls and monitor compliance with internal controls
policies and procedures" per $1,000 revenue policies and procedures" / (Total business entity
revenue * 0.0010)
Cycle time in 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 deployment/communication/implementation by
the business entity the 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 FTEs that perform the process "operate Number of FTEs who perform the process "operate FTEs
controls policies and procedures" per $1 billion controls policies and procedures" / (Total business

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)
Number of times last year employees used Number of times employees used existing times
existing communication channels to report communication channels to report suspected
suspected improprieties per 1,000 employees improprieties in past 12 months / (Number of
Number of primary controls per 1,000 employees Number of identified primary controls / (Number of controls
Percentage of primary controls that are automated (Number of automated primary controls / Number percent
of identified primary controls) * 100.0
to the process "operate controls and monitor "operate controls and monitor compliance with
compliance with internal controls policies and internal controls policies and procedures" /
procedures" Number of FTEs who perform the function
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
Self assessments as a percentage of risk Percentage of conducting risk assessment cost percent
assessment cost toward self assessments
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 / percent
in nature Number of identified primary controls) * 100.0
Total cost to perform the process "report on Total cost to perform the process "report on dollars
internal controls compliance" per $1,000 revenue internal controls compliance" / (Total business

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
Personnel cost to perform the process "report on Personnel cost to perform the process "report on dollars
Outsourced cost to perform the process "report on Outsourced cost to perform the process "report on dollars
entity revenue *.0010)
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
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
Independent internal resources as a percentage of Percentage of conducting risk assessment cost percent
risk assessment cost toward independent internal resources
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
Maximum credit that can be extended to new Maximum credit that can be extended to new dollars
customers without approval customers without approval
Maximum value of credit extended to existing Maximum credit that can be extended to existing dollars
customers without approval customers without approval

"process customer credit" who establish credit "process customer credit" who establish credit
policies policies / Number of FTEs who perform the process
"process customer credit") * 100.0
"process customer credit" who analyze/approve "process customer credit" who analyze/approve
new account applications new account applications / Number of FTEs who
100.0
"process customer credit" who review existing "process customer credit" who review existing
accounts accounts / Number of FTEs who perform the
process "process customer credit") * 100.0
"process customer credit" who produce "process customer credit" who produce
credit/collection reports credit/collection reports / Number of FTEs who
100.0
Number of updates to the customer master file per Number of updates to customer master file / updates
FTE that performs the process "invoice customer" Number of FTEs who perform the process "invoice
and maintains customer/product master files customer" who maintain customer/product master
files
the process "invoice customer" and maintains file / Number of FTEs who perform the process
customer/product master files "invoice customer" who maintain
customer/product master files
"invoice customer" who maintain customer" who maintain customer/product master
customer/product master files files / Number of FTEs who perform the process
"invoice customer") * 100.0

"invoice customer" who generate customer billing customer" who generate customer billing data /
data Number of FTEs who perform the process "invoice
customer") * 100.0
"invoice customer" who transmit billing data to customer" who transmit billing data to customer /
customers Number of FTEs who perform the process "invoice
customer") * 100.0
"invoice customer" who post accounts receivable customer" who post accounts receivable entries /
entries Number of FTEs who perform the process "invoice
customer") * 100.0
"invoice customer" who resolve customer billing customer" who resolve customer billing inquiries /
inquiries Number of FTEs who perform the process "invoice
customer") * 100.0
Percentage of disbursements submitted Percentage of disbursements processed that are percent
electronically submitted electronically
operations" per foreign currency involved in treasury operations" / Number of foreign
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 FTE that performs exchange hedging program / Number of FTEs who
the process group "Manage treasury operations" perform the process group "manage treasury
operations"
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)

Time in weeks to complete projects that address Time in weeks to complete projects that address weeks
an identified business exposure or opportunity an identified business exposure or opportunity
(less than 20 percent of total annual revenue) (less than 20 percent of total revenue)
(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

Total cost to perform the process group "develop (Total annual IT cost (excluding Dollars
and implement security, privacy, and data depreciation/amortization) * Percentage of total IT
protection controls", excluding cost (excluding depreciation/amortization)
depreciation/amortization, per $1,000 revenue allocated to IT operating cost * Percentage of IT
data protection controls" *.0001) / (Total business
Number of IT FTEs for the process group "develop (Number of FTEs who perform the function FTEs
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"
Average order cycle time in days for consumer Average order cycle time for consumer digital days
digital orders orders
Enterprise level inventory carrying cost as a Inventory carrying cost at the enterprise level percent
percentage of net sales value
Retail store level inventory carrying cost as a Inventory carrying cost at the store level as a percent
percentage of net sales value percentage of net sales
Average order fill rate for orders fulfilled by the Average order fill rate for orders fulfilled by the percent
distribution center/warehouse and bound for a distribution center/warehouse and bound for a
retail store retail store

Average percentage of products/SKUs stocked out Average percentage of products/SKUs stocked out percent
at the distribution center/warehouse at the distribution center/warehouse
Average retail inventory turn rate at the retail Average total inventory turn rate at the retail store turns
store level level
Average number of out-of-stock product/SKUs as a Average out-of-stock product/SKU rate at retail percent
percentage of the total number of products/SKUs store point of sale as a percentage of the total
at the retail store point of sale number of products/SKUs
Distribution center labor cost as a percentage of Distribution center labor cost as a percentage of percent
net sales net sales
Total retail inventory turn rate at the enterprise Total annual inventory turn rate at the enterprise turns
level level
Average percentage of products/SKUs backordered Average percentage of products/SKU backordered percent
(or without inventory) for consumer digital orders for consumer digital orders
Total retail inventory turn rate at the distribution Total annual inventory turn rate at the distribution turns
center / warehouse level center/warehouse level

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,
COPYRIGHT and tools they need to
AND ATTRIBUTION
succeed.
2016 Founded
APQC. ALL in 1977,RESERVED.
RIGHTS APQC is a member-based
APQC
nonprofit serving
encourages organizations
the wide distribution,around the world
discussion, andin
all sectors
use of business,
of the PCF education,
for classifying and government.
and defining
APQC is also
processes. a proud
APQC winner
grants of the 2003,
permission 2004,
for use and
2008, 2012,ofand
adaptation the2013 North
PCF for American
internal Most
use. For Admired
external
Knowledge Enterprises
use, APQC grants (MAKE)
permission forawards. This award is
publication,
based on a study
distribution, by Teleos,
and use, a European
provided based
that proper copyright
research firm, andisthe
acknowledgment KNOW
made network.
to APQC. No modifications
to the look or content should be made in external
venues. Please use the following text when reusing
the PCF in external print or electronic content:
THE APQC PROCESS CLASSIFICATION FRAMEWORKSM (PCF)
The PCF was developed by non-profit AP QC, a global resource for benchmarking and
best practices, and its member companies as an open standard to facilitate
improvement through process management and benchmarking, regardless of
industry, size, or geography. The PCF organizes operating and management processes
into 12 enterprise level categories, including process groups and over 1,000 processes
and associated activities. To download the full PCF or industry-specific versions of the
PCF as well as associated measures and benchmarking, visit www.apqc.org/pcf.
Copyright 2016 APQC

s
s,
s
d
sed
n
nt.
red
l
d is
ght
ons
and
esses
esses
the
Copyright 2016 APQC

PCF Retail 611

Enviado por

Dados do documento

Título original

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

PCF Retail 611

Enviado por

Direitos autorais:

Formatos disponíveis

RETAIL PROCESS CLASSIFICATION

COMPARED TO RETAIL PROCESS CLASSIFICATION FRAMEWORK VERSION 6.1.0

Copyright 2016 APQC

Copyright 2016 APQC

Copyright 2016 APQC

ntact APQC directly

oss releases. The

Copyright 2016 APQC

Copyright 2016 APQC

10012 11.0 Manage External Relationships 0

Copyright 2016 APQC 7 of 878

Copyright 2016 APQC 8 of 878

Copyright 2016 APQC 9 of 878

Copyright 2016 APQC 10 of 878

Copyright 2016 APQC 11 of 878

Copyright 2016 APQC 12 of 878

Copyright 2016 APQC 13 of 878

Copyright 2016 APQC 14 of 878

Copyright 2016 APQC 15 of 878

Copyright 2016 APQC 16 of 878

Copyright 2016 APQC 17 of 878

Copyright 2016 APQC 18 of 878

Copyright 2016 APQC 19 of 878

Copyright 2016 APQC 20 of 878

Copyright 2016 APQC 21 of 878

Copyright 2016 APQC 22 of 878

Copyright 2016 APQC 23 of 878

Copyright 2016 APQC 24 of 878

Copyright 2016 APQC 25 of 878

Copyright 2016 APQC 26 of 878

Copyright 2016 APQC 27 of 878

Copyright 2016 APQC 28 of 878

Copyright 2016 APQC 29 of 878

Copyright 2016 APQC 30 of 878

Copyright 2016 APQC 31 of 878

Copyright 2016 APQC 32 of 878

Copyright 2016 APQC 33 of 878

Copyright 2016 APQC 34 of 878

Copyright 2016 APQC 35 of 878

Copyright 2016 APQC 36 of 878

Copyright 2016 APQC 37 of 878

Copyright 2016 APQC 38 of 878

Copyright 2016 APQC 39 of 878

Copyright 2016 APQC 40 of 878

Copyright 2016 APQC 41 of 878

Copyright 2016 APQC 42 of 878

Copyright 2016 APQC 43 of 878

Copyright 2016 APQC 44 of 878

Copyright 2016 APQC 45 of 878

Copyright 2016 APQC 46 of 878

Copyright 2016 APQC 47 of 878

Copyright 2016 APQC 48 of 878

Copyright 2016 APQC 49 of 878

Copyright 2016 APQC 50 of 878

Copyright 2016 APQC 51 of 878

Copyright 2016 APQC 52 of 878

10625 7.1.5.1 Establish and monitor key performance indicators 0

Copyright 2016 APQC 53 of 878

Copyright 2016 APQC 54 of 878

Copyright 2016 APQC 55 of 878

Copyright 2016 APQC 56 of 878

Copyright 2016 APQC 57 of 878

Copyright 2016 APQC 58 of 878