Cópia de Aerospace and Defense v721 VsAerospace and Defense v610

AEROSPACE AND DEFENSE PROCESS
CLASSIFICATION FRAMEWORK
VERSION NUMBER 7.2.1
GENERATED ON 10/18/2018
For more information about the PCF, visit www.apqc.org/pcf
COMPARED TO AEROSPACE AND DEFENSE PROCESS CLASSIFICATION FRAMEWORK VERSIO

6.1.0
Copyright 2018 APQC

SS
RAMEWORK VERSION
Copyright 2018 APQC

UNDERSTANDING THIS FILE
This file represents a "flat" Excel-based version of the PCF. It includes a number of worksheets intended to
communicate the various aspects of the framework necessary to interpret it and make full use of its inten
capabilities.
These pages illustrate the configuration of this file. If you have further questions, please contact APQC dir
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 t
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 eac
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 ind
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 proce
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 2018 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 change
(difference index = 2) while category 12 saw the most changes (difference index = 121). Develop and
manage human capital had a number of changes to its immediate children (see the change details) but
structure overall remains very simlar (difference index = 50).
Copyright 2018 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
ay have a different
oss releases. The

difference index
mediate children.
ndents of the
process element
specific process
ence will include the
ew element is
ment changed since
nation of those
s Benchmarking
org/osb
Copyright 2018 APQC

esources" (17058)
ontains a number of
10731, which was
ely few changes
Develop and
e details) but the
Copyright 2018 APQC

Hierarchy Difference
PCF ID ID Name Index
10002 1.0 Develop Vision and Strategy 79
10003 2.0 Develop and Manage Products and Services 67
10004 3.0 Market and Sell Products and Services 139
20022 4.0 Deliver Physical Products 55
20025 5.0 Deliver Services 61
20085 6.0 Manage Customer Service 77
10007 7.0 Develop and Manage Human Capital 49
20607 8.0 Manage Information Technology (IT) 321
17058 9.0 Manage Financial Resources 64

19207 10.0 Acquire, Construct, and Manage Assets 21
16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and Resiliency 11
10012 12.0 Manage External Relationships 16

10013 13.0 Develop and Manage Business Capabilities 39
Copyright 2018 APQC 7 of 884

Metrics
Change details available?
+20944, c10016 Y
c19696 Y
+10102, +20008, +10103, -10104, -11757 Y
c10217, NEW Y
+20026, +20040, +20058, NEW Y
+20110, +20595, c10379, c12658, NEW Y
+20599, -10411, c17043, c10413, c10532 Y
+20608, +20652, +20706, +20765, +20784, Y
+20824, +20866, NEW
c10731 Y
c10937, c19238 N
RENAME, WAS:Manage Enterprise Risk, N
Compliance, Remediation and Resiliency
N
+20959 Y

17040 1.1 Define the business concept and long-term vision 13
10017 1.1.1 Assess the external environment 3
19945 1.1.1.1 Identify competitors 1
10021 1.1.1.2 Analyze and evaluate competition 0
10022 1.1.1.3 Identify economic trends 0
10023 1.1.1.4 Identify political and regulatory issues 0
10024 1.1.1.5 Assess new technology innovations 0
10025 1.1.1.6 Analyze demographics 0
10026 1.1.1.7 Identify social and cultural changes 0
10027 1.1.1.8 Identify ecological concerns 0
16790 1.1.1.9 Identify intellectual property concerns 1
16791 1.1.1.10 Evaluate IP acquisition options 1
10018 1.1.2 Survey market and determine customer needs and wants 5
10028 1.1.2.1 Conduct qualitative/quantitative research and assessments 1
19946 1.1.2.2 Capture customer needs and wants 1

19947 1.1.2.3 Assess customer needs and wants 1
19693 1.1.2.4 Model customer, fleets, and aircraft demand 1
10019 1.1.3 Assess the internal environment 4
10030 1.1.3.1 Analyze organizational characteristics 0

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

19949 1.1.4.1 Define the strategic vision 1
10035 1.1.4.2 Align stakeholders around strategic vision 0

10036 1.1.4.3 Communicate strategic vision to stakeholders 0
16792 1.1.5 Conduct organization restructuring opportunities 0
16793 1.1.5.1 Identify restructuring opportunities 0
16794 1.1.5.2 Perform due-diligence 0
16795 1.1.5.3 Analyze deal options 0
16796 1.1.5.3.1 Evaluate acquisition options 0
16797 1.1.5.3.2 Evaluate merger options 0
16798 1.1.5.3.3 Evaluate de-merger options 0
16799 1.1.5.3.4 Evaluate divesture options 0
10015 1.2 Develop business strategy 42
10037 1.2.1 Develop overall mission statement 0
10044 1.2.1.1 Define current business 0
10045 1.2.1.2 Formulate mission 0
10046 1.2.1.3 Communicate mission 0
10038 1.2.2 Define and evaluate strategic options to achieve the objectives 15
10047 1.2.2.1 Define strategic options 1

18083 1.2.2.1.1 Select partnerships and relationships to support the 1
extended enterprise
10048 1.2.2.2 Assess and analyze impact of each option 2
13289 1.2.2.2.1 Identify implications for key operating model business 1
elements that require change
13290 1.2.2.2.2 Identify implications for key technology aspects 1
16800 1.2.2.3 Develop B2B strategy 2
16801 1.2.2.3.1 Develop service as a product strategy 1
16802 1.2.2.4 Develop B2C strategy 1
16803 1.2.2.5 Develop partner/alliance strategy 1
16805 1.2.2.6 Develop merger/demerger/acquisition/exit strategy 1
16806 1.2.2.7 Develop innovation strategy 1
14189 1.2.2.8 Develop sustainability strategy 0
19950 1.2.2.9 Develop global support strategy 1

19951 1.2.2.10 Develop shared services strategy 1
14197 1.2.2.11 Develop Lean/continuous improvement strategy 0
19695 1.2.2.12 Develop outsourcing strategy 0
19952 1.2.2.13 Develop innovation strategy and framework 1
10039 1.2.3 Select long-term business strategy 1
10040 1.2.4 Coordinate and align functional and process strategies 0
10041 1.2.5 Create organizational design 2
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 1
analyses
10051 1.2.5.3 Develop role activity diagrams to assess hand-off activity 0
10052 1.2.5.4 Perform organization redesign workshops 0
10053 1.2.5.5 Design the relationships between organizational units 0
10054 1.2.5.6 Develop role analysis and activity diagrams for key 0
processes
10055 1.2.5.7 Assess organizational implication of feasible alternatives 0
10056 1.2.5.8 Migrate to new organization 0
10042 1.2.6 Develop and set organizational goals 3
19953 1.2.6.1 Identify organizational goals 1
19954 1.2.6.2 Establish baseline metrics 1
19955 1.2.6.3 Monitor performance against goals 1
10043 1.2.7 Formulate business unit strategies 3
19956 1.2.7.1 Analyze business unit strategies 1
19957 1.2.7.2 Identify core competency for each business unit 1
19958 1.2.7.3 Refine business unit strategies in support of company 1
strategy
19959 1.2.8 Develop customer experience strategy 17
19960 1.2.8.1 Assess customer experience 4
19961 1.2.8.1.1 Identify and review customer touchpoints 1
19962 1.2.8.1.2 Assess customer experience across touchpoints 1
19963 1.2.8.1.3 Perform root cause analysis of problematic customer 1
experiences

19964 1.2.8.2 Design customer experience 8
16612 1.2.8.2.1 Define and manage personas 1

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

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

19984 1.3.4.3 Monitor performance against baselines 1
19507 1.3.5 Execute strategic initiatives 1
20944 1.4 Develop and maintain business models 12
20945 1.4.1 Develop business models 5
20946 1.4.1.1 Assemble business model information 1
20947 1.4.1.2 Secure appropriate approvals 1
20948 1.4.1.3 Identify integration points with existing models 1
20949 1.4.1.4 Adopt the business model 1
20950 1.4.2 Maintain business models 5
20951 1.4.2.1 Establish business model maintenance parameters 1
20952 1.4.2.2 Accept business model feedback parameters 1
20953 1.4.2.3 Prioritize and manage incoming feedback 1
20954 1.4.2.4 Update existing models 1
20955 1.4.3 Establish business model governance 1

Metrics
+20944, c10016 Y
c10019 N
+19945, +16790, +16791 Y
NEW N
N
N
N
N
N
N
N
NEW N
NEW N
+19946, +19947, -10029, c10028, c19693 Y
RENAME, WAS:Conduct qualitative/quantitative N
assessments
NEW N
NEW N
RENAME, WAS:Model customer, fleets and aircraft N
demand
+19948, c10033, c10034, RENAME, WAS:Perform N
internal analysis
N
NEW N
N
N
RENAME, WAS:Analyze financial positions N
RENAME, WAS:Identify enterprise core N
competencies
+19949 N
NEW N
N

Metrics
N
N
N
N
N
N
N
N
N
+10039, +19959, +18916, c10038, c10041 N
N
N
N
N
+16800, +16802, +16803, +16805, +16806, N
+19950, +19951, +19952, -14190, -19694,
RENAME, WAS:Evaluate strategic options to
achieve the objectives
+18083 N
NEW N
+13289, +13290 N
NEW N
NEW N
+16801, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
NEW N

Metrics
NEW N
N
N
NEW N
NEW N
N
c10050, RENAME, WAS:Create organizational N
design (structure, governance, reporting, etc.)
N
RENAME, WAS:Perform job specific roles mapping N
and value-add analyses
N
N
N
N
N
N
+19953, +19954, +19955 N
NEW N
NEW N
NEW N
+19956, +19957, +19958 N
NEW N
NEW N
NEW N
+19960, +19964, +19971, +19974, NEW N

+19961, +19962, +19963, NEW N
NEW N
NEW N
NEW N

Metrics
+16612, +19965, +19966, +19967, +19968, N
+19969, +19970, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19972, +19973, NEW N
NEW N
NEW N
NEW N
NEW N
+19507, RENAME, WAS:Manage strategic N
initiatives
+19975, +19976, +19977 N
NEW N
NEW N
NEW N
+19978, +19979 N
NEW N
NEW N
+19980, +19981 N
NEW N
NEW N
+19982, +19983, +19984 N

NEW N
NEW N

Metrics
NEW N
NEW N
+20945, +20950, +20955, NEW N
+20946, +20947, +20948, +20949, NEW N
NEW N
NEW N
NEW N
NEW N
+20951, +20952, +20953, +20954, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

19696 2.1 Govern and manage product/service development program 18
10061 2.1.1 Manage product and service portfolio 0

10063 2.1.1.1 Evaluate performance of existing products/services against 0
market opportunities
10066 2.1.1.2 Confirm alignment of product/service concepts with 0
business strategy
10074 2.1.1.3 Prioritize and select new product/service concepts 0
10073 2.1.1.4 Plan and develop cost and quality targets 0
10075 2.1.1.5 Specify development timing targets 0
10076 2.1.1.6 Plan for product/service offering modifications 0
10067 2.1.2 Manage product and service life cycle 9
16824 2.1.2.1 Develop plan for new product/service development and 1
introduction/launch
10077 2.1.2.2 Introduce new products/services 0
10078 2.1.2.3 Retire outdated products/services 0
10079 2.1.2.4 Identify and refine performance indicators 0
11423 2.1.2.5 Conduct post launch review 8
19646 2.1.2.5.1 Carry out post launch analytics to test the acceptability 1
in the market
11424 2.1.2.5.2 Review market performance 1
11425 2.1.2.5.3 Review effectiveness of supply chain and distribution 1
network
19647 2.1.2.5.4 Apply data and analytics to review supply chain 1
methodologies
11426 2.1.2.5.5 Review quality and performance of the product/service 1
11427 2.1.2.5.6 Conduct financial review 1
11428 2.1.2.5.7 Conduct new product development process assessment 1
19985 2.1.3 Manage patents, copyrights, and regulatory requirements 7

19941 2.1.3.1 Conduct mandatory and elective reviews 1
16826 2.1.3.2 Review infringement of patents and copyrights 0

16827 2.1.3.3 Determine patent and copyright needs 1
19697 2.1.3.4 Define product technical documentation management 0

requirements
12771 2.1.3.5 Manage regulatory requirements 4
12772 2.1.3.5.1 Train employees on appropriate regulatory requirements 1
12773 2.1.3.5.2 Maintain records for regulatory agencies 1
12776 2.1.3.5.3 Manage regulatory submission life cycle 1
11740 2.1.4 Manage product and service master data 0
11741 2.1.4.1 Manage materials master lists 0
11742 2.1.4.2 Manage bills of material 0
11743 2.1.4.3 Manage routings 0
11744 2.1.4.4 Manage specifications 0
11745 2.1.4.5 Manage drawings 0
11746 2.1.4.6 Manage product/material classification 0
11747 2.1.4.7 Develop and maintain quality/inspection documents 0
11748 2.1.4.8 Maintain process specification data 0
11749 2.1.4.9 Manage traceability data 0
11750 2.1.4.10 Review and approve data access requests 0
19698 2.2 Generate and define new product/service ideas 19
10065 2.2.1 Perform discovery research 0
10070 2.2.1.1 Identify new technologies 0
10071 2.2.1.2 Develop new technologies 0
10072 2.2.1.3 Assess feasibility of integrating new leading technologies 0
into product/service concepts
19669 2.2.2 Generate new product/service concepts 5
19986 2.2.2.1 Gather new product/service ideas and requirements 1
19987 2.2.2.2 Analyze new product/service ideas and requirements 1
19988 2.2.2.3 Evaluate new product/service inputs and requirements 1

19989 2.2.2.4 Formulate new product/service concepts 1
10068 2.2.2.5 Identify potential improvements to existing products and 0
services
19990 2.2.3 Define product/service development requirements 12
11331 2.2.3.1 Define product/service requirements 9
19991 2.2.3.1.1 Define basic functional requirements 1

16808 2.2.3.1.2 Derive interoperability requirements for products and 1
services
16809 2.2.3.1.3 Derive safety requirements for products and services 1
16810 2.2.3.1.4 Derive security requirements for products and services 1
16811 2.2.3.1.5 Derive regulatory compliance requirements 1
16812 2.2.3.1.6 Derive requirements from industry standards 1
19992 2.2.3.1.7 Develop user experience requirements 1
16814 2.2.3.1.8 Derive ‘services-as-a-product’ offering 1
16815 2.2.3.2 Define post launch support model 1
17389 2.2.3.3 Identify product/service bundling opportunities 1
19700 2.3 Design, build, and test product/service 25
10080 2.3.1 Design and prototype aircraft 22
11694 2.3.1.1 Plan prototype product development 1

11695 2.3.1.2 Plan prototype product resource requirements 1
10083 2.3.1.3 Assign resources to product/service project 1

19994 2.3.1.3.1 Identify requirements for product/service 1
design/development partners
10084 2.3.1.4 Prepare high-level business case and technical assessment 0
10085 2.3.1.5 Develop product/service design specifications 0
16813 2.3.1.6 Develop user experience design specifications 1
16817 2.3.1.7 Provide warranty-related recommendations 1
10086 2.3.1.8 Document design specifications 0

10087 2.3.1.9 Conduct mandatory and elective external reviews 1
19701 2.3.1.10 Confirm internal prototype design / production capabilities 1
11696 2.3.1.11 Determine prototype procurement requirements 1
11697 2.3.1.12 Determine prototype manufacturing/tooling requirements 1
11698 2.3.1.13 Determine prototype quality/inspection requirements 1
11699 2.3.1.14 Determine prototype service/maintenance requirements 1
11700 2.3.1.15 Finalize prototype process design 1

11701 2.3.1.16 Prepare preliminary prototype product cost model 1
19995 2.3.1.17 Design products/services prototypes 7
16819 2.3.1.17.1 Design for manufacturing 1

16820 2.3.1.17.2 Design for product servicing 1
16821 2.3.1.17.3 Design for re-manufacturing 1
16822 2.3.1.17.4 Review product troubleshooting methodology 1
16818 2.3.1.17.5 Design and manage product data, design, and bill of 1
materials
16823 2.3.1.17.6 Design for product upgrades 1
10088 2.3.1.18 Build prototypes/proof of concepts 1
10098 2.3.1.19 Develop and test prototype production and/or service 0
delivery process
10089 2.3.1.20 Eliminate quality and reliability problems 0
10090 2.3.1.21 Conduct in-house product/service testing and evaluate 0
feasibility
10091 2.3.1.22 Identify design/development performance indicators 0
18090 2.3.1.23 Establish service and warranty parameters 0

10092 2.3.1.24 Collaborate on design with suppliers and external partners 1
11702 2.3.1.25 Conduct, monitor, and manage engineering efforts 0

19702 2.3.1.26 Obtain aircraft type certification 0
11703 2.3.2 Manage configuration 1
11704 2.3.2.1 Manage engineering change notices (ECNs) 0
11710 2.3.2.2 Manage effectiveness of ECN 0
11715 2.3.2.3 Maintain product/process data 0
11716 2.3.2.4 Manage transfers of prototype product data 1
19703 2.3.2.5 Reconcile configuration perspectives 0

19996 2.3.3 Test market for new or revised products and services 1
10093 2.3.3.1 Prepare detailed market study 0
10094 2.3.3.2 Conduct customer tests and interviews 0
10095 2.3.3.3 Finalize product/service characteristics and business cases 0
10096 2.3.3.4 Finalize technical requirements 0
19704 2.4 Prepare for production or service delivery 1
11717 2.4.1 Develop and implement manufacturing/services 0
11718 2.4.1.1 Determine process requirements and specifications 0
11719 2.4.1.2 Plan process development 0
11721 2.4.1.3 Determine procurement requirements 0
11722 2.4.1.4 Determine manufacturing/tooling requirements 0
11723 2.4.1.5 Determine quality/inspection requirements 0
11724 2.4.1.6 Determine service/maintenance requirements 0
11725 2.4.1.7 Finalize process design 0
11726 2.4.1.8 Refine cost model with process cost data 0
11727 2.4.1.9 Plan for product launch 0
11728 2.4.1.10 Gain approval for product launch 0
11729 2.4.1.11 Conduct and monitor product launch 0
11730 2.4.2 Plan product resource requirements 0
19942 2.4.2.1 Coordinate capital asset plan impact 0
11732 2.4.2.2 Coordinate facilities plan impact 0
11733 2.4.2.3 Coordinate strategic sourcing impact 0

11734 2.4.2.4 Coordinate integrated capacity plan impact 0
11735 2.4.2.5 Coordinate manufacturing schedule impact 0
11736 2.4.2.6 Coordinate human resources plan impact 0
11738 2.4.2.7 Coordinate impact on sales forecast 0
11739 2.4.2.8 Coordinate impact on financial plan 0
19705 2.4.2.9 Confirm readiness status of facilities 0
11679 2.4.3 Prepare for production and marketplace introduction 1
10099 2.4.3.1 Design and obtain necessary capabilities/materials and 1
equipment
10097 2.4.3.2 Identify requirements for changes to manufacturing/delivery 0
processes
11383 2.4.3.3 Introduce new product and/or service commercially 0
11384 2.4.3.4 Determine plan for new product development and 0
introduction
11385 2.4.3.5 Develop product/service launch plans (e.g. timelines, retail 0
communication strategies)
11386 2.4.3.6 Identify licensing and co-branding opportunities 0
11387 2.4.3.7 Plan preliminary media buys (print, television, radio) 0
11388 2.4.3.8 Begin initial creative/advertising development 0
11389 2.4.3.9 Develop sales communication plan 0
11390 2.4.3.10 Design preliminary sales collateral, point-of-sale (POS) and 0
promotion prototypes
11391 2.4.3.11 Disseminate new item and price information 0
11392 2.4.3.12 Coordinate introduction of products and sunset obsolete 0
products with retailers/distributors
11399 2.4.3.13 Manage questions and issues associated with product 0
introduction
11751 2.4.4 Manage transfers of product data 0
11752 2.4.4.1 Review and approve requests for data transfer 0
11753 2.4.4.2 Collect data from internal sources 0
11754 2.4.4.3 Initiate transfer/request for transfer 0
11755 2.4.4.4 Confirm receipt/transmission of data 0

11416 2.5 Support and implement changes to product manufacturing and 4
service delivery process
11418 2.5.1 Request engineering/process change 1
10100 2.5.2 Install and validate production/service delivery process 2
11417 2.5.2.1 Monitor initial production runs 1

11419 2.5.3 Manage engineering change orders 0
11420 2.5.4 Identify product/service design and configuration changes 0
11421 2.5.5 Capture feedback to refine existing products and services 0
process
11422 2.5.6 Identify manufacturing/service delivery process performance 0
indicators
19998 2.5.7 Validate launch procedures 1

Metrics
c19696 Y
+19985, -16825, RENAME, WAS:Perform Y
governance and program management
Y
Y
N
N
N
N
+16824, +11423 Y
NEW N
N
N
N
+19646, +11424, +11425, +19647, +11426, N
+11427, +11428, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12771, c19941, c16827, NEW N

Metrics
RENAME, WAS:Conduct mandatory and elective N
external reviews (legal, regulatory, standards,
internal)
N
RENAME, WAS:Determine patent and copyright N
needs for the products and services
N
+12772, +12773, +12776, NEW N

NEW N
NEW N
NEW N
Y
N
N
N
N
N
N
N
N
N
N
+19669, +19990, -19699, -10064 Y
Y
N
N
N
+19986, +19987, +19988, +19989, NEW N

NEW N
NEW N
NEW N

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

+19991, +16808, +16809, +16810, +16811, N
+16812, +19992, +16814, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19996, -10081 N
+16813, +16817, +19995, c11694, c11695, Y
c10087, c19701, c11696, c11697, c11698, c11699,
c11700, c11701, c10088, c10092
RENAME, WAS:Plan product development N
RENAME, WAS:Plan product resource requirements N
+19994 N
NEW N
N
N
NEW N
NEW N
N

Metrics
product-level external reviews (legal, regulatory,
standards, internal)
RENAME, WAS:Confirm internal design / production N
capabilities
RENAME, WAS:Determine procurement N
requirements
RENAME, WAS:Determine manufacturing/tooling N
requirements
RENAME, WAS:Determine quality/inspection N
requirements
RENAME, WAS:Determine service/maintenance N
requirements
RENAME, WAS:Finalize process design N
RENAME, WAS:Prepare preliminary product cost N
model
+16819, +16820, +16821, +16822, +16818, N
+16823, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
RENAME, WAS:Build prototypes N
N
N
N
N
N

Metrics
RENAME, WAS:Collaborate on design with suppliers N
and contract manufacturers
N
N
c11716 N
N
N
N
RENAME, WAS:Manage transfers of product data N
N
NEW 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
N
N
N
N
c10099 N
RENAME, WAS:Design and obtain necessary N
materials and equipment
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
+19998, c11418, c10100 N
RENAME, WAS:Request engineering change N

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

10101 3.1 Understand markets, customers, and capabilities 7
10106 3.1.1 Perform customer and market intelligence analysis 4
10108 3.1.1.1 Conduct customer and market research 1
10109 3.1.1.2 Identify market segments 1
10110 3.1.1.3 Analyze market and industry trends 0
10111 3.1.1.4 Analyze competing organizations, competitive/substitute 1
products/services
10112 3.1.1.5 Evaluate existing products/services 1
10113 3.1.1.6 Assess internal and external business environment 0

10107 3.1.2 Evaluate and prioritize market opportunities 3
10116 3.1.2.1 Quantify market opportunities 0
10117 3.1.2.2 Determine target segments 1
18941 3.1.2.2.1 Identify under-served and saturated market segments 1
10118 3.1.2.3 Prioritize opportunities consistent with capabilities and 0
overall business strategy
10119 3.1.2.4 Validate opportunities 2
10120 3.1.2.4.1 Test with customers/consumers 0
10121 3.1.2.4.2 Confirm internal capabilities 1
10102 3.2 Develop marketing strategy 44
11168 3.2.1 Define offering and customer value proposition 5

11169 3.2.1.1 Define offering and positioning 1
11170 3.2.1.2 Develop value proposition including brand positioning for 1
target segments
11171 3.2.1.3 Validate value proposition with target segments 1
11172 3.2.1.4 Develop new branding 1
11759 3.2.1.5 Identify and assess issues, trends in marketplace 0
11760 3.2.1.6 Review commercial industry and government needs 0
11761 3.2.1.7 Conduct marketing studies 0
11762 3.2.1.8 Develop enterprise sales forecasts 0

10123 3.2.2 Define pricing strategy 5
13169 3.2.2.1 Conduct pricing analysis 1
10124 3.2.2.2 Establish guidelines for applying pricing and discounting of 1
products/services
19999 3.2.2.3 Establish pricing targets 1
10125 3.2.2.4 Approve pricing strategies/policies and targets 1
20000 3.2.3 Define and manage channel strategy 12
20001 3.2.3.1 Determine channels to be supported 1

20002 3.2.3.2 Establish channel objectives 1
10127 3.2.3.3 Determine channel role and fit with target segments 1
10128 3.2.3.4 Select channels for target segments 1
20003 3.2.3.5 Identify required channel capabilities 1
10126 3.2.3.6 Evaluate channel attributes and potential partners 1
20004 3.2.3.7 Orchestrate seamless customer experience across 4
supported channels
16590 3.2.3.7.1 Define omni-channel strategy 1
16591 3.2.3.7.2 Define omni-channel requirements 1
16592 3.2.3.7.3 Develop omni-channel policies and procedures 1
20005 3.2.3.8 Develop and manage execution roadmap 1
20006 3.2.4 Analyze and manage channel performance 6
16573 3.2.4.1 Establish channel-specific metrics and targets 1

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

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

16853 3.2.5.5 Identify new media for marketing communication 1
16854 3.2.5.6 Define new media communication strategy 1
16855 3.2.5.7 Define point of sale (POS) communication strategy 1
18627 3.2.5.8 Define communication guidelines and mechanisms 1
11254 3.2.5.9 Assess brand/product marketing plan performance 0
10162 3.2.5.10 Develop and execute advertising 0
18924 3.2.6 Design and manage customer loyalty program 6
20007 3.2.6.1 Define customer loyalty program 1

18925 3.2.6.2 Acquire members to customer loyalty program 1
18926 3.2.6.3 Build engagement and relationship with members 1
16633 3.2.6.4 Monitor customer loyalty program benefits to the enterprise 1
and the customer
18927 3.2.6.5 Optimize loyalty program value to both the enterprise and 1
the customer
20008 3.3 Develop and manage marketing plans 22
10148 3.3.1 Establish goals, objectives, and metrics for products/services by 1

channel/segment
10149 3.3.2 Establish marketing budgets 1
10155 3.3.2.1 Confirm marketing alignment to business strategy 0
10156 3.3.2.2 Determine costs of marketing 0
10157 3.3.2.3 Create marketing budget 0
17683 3.3.2.4 Determine projected ROI for marketing investment 1
20593 3.3.3 Develop and manage pricing 7
20009 3.3.3.1 Understand resource requirements for each product/service 1

and delivery channel/method
18948 3.3.3.2 Determine corporate incentives 1
10163 3.3.3.3 Determine pricing based on volume/unit forecast 0
10164 3.3.3.4 Execute pricing plan 0
10165 3.3.3.5 Evaluate pricing performance 0
10166 3.3.3.6 Refine pricing as needed 0

11495 3.3.3.7 Implement promotional pricing programs 1
11496 3.3.3.8 Implement other retail pricing programs 1
11497 3.3.3.9 Communicate and implement price changes 1
17684 3.3.3.10 Achieve regulatory approval for pricing 1
20010 3.3.4 Develop and manage promotional activities 2
10167 3.3.4.1 Define promotional concepts and objectives 1
10159 3.3.4.2 Develop marketing messages 0
10160 3.3.4.3 Define target audience 0
10168 3.3.4.4 Plan and test promotional activities 0
10169 3.3.4.5 Execute promotional activities 0
10170 3.3.4.6 Evaluate promotional performance metrics 0
10171 3.3.4.7 Refine promotional performance metrics 0
10172 3.3.4.8 Incorporate learning into future/planned consumer 0
promotions
10153 3.3.5 Track customer management measures 1
10173 3.3.5.1 Determine customer lifetime value 1
10174 3.3.5.2 Analyze customer revenue trend 0

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

16614 3.3.6.2 Analyze customer website activity 1
16615 3.3.6.3 Analyze customer purchase patterns 1
16616 3.3.6.4 Develop business rules to provide personalized offers 1
16617 3.3.6.5 Monitor effectiveness of personalized offers and adjust 1
offers accordingly
11763 3.3.7 Focus and plan tactical marketing 0
11764 3.3.7.1 Develop short term marketing forecast 0
11765 3.3.7.2 Estimate demand by program, contract and customer 0

11766 3.3.7.3 Forecast sales by program, contract and customer 0
11767 3.3.7.4 Identify customer requirements 0
11768 3.3.7.5 Identify sales opportunities 0
11769 3.3.7.6 Influence customer 0
16629 3.3.8 Manage product marketing content 3
16630 3.3.8.1 Manage product images 1
18130 3.3.8.2 Manage product copy 1
10103 3.4 Develop sales strategy 28
10129 3.4.1 Develop sales forecast 5

10134 3.4.1.1 Gather current and historic order information 1
10135 3.4.1.2 Analyze sales trends and patterns 1
10136 3.4.1.3 Generate sales forecast 1
10137 3.4.1.4 Analyze historical and planned promotions and events 1
10130 3.4.2 Develop sales partner/alliance relationships 13
10138 3.4.2.1 Identify alliance opportunities 1

10139 3.4.2.2 Design alliance programs and methods for selecting and 1
managing relationships
10140 3.4.2.3 Select alliances 1
11465 3.4.2.4 Develop customer trade strategy and customer 1
objectives/targets
11521 3.4.2.5 Define trade programs and funding options 1
11466 3.4.2.6 Conduct planning activities for major trade customers 1
10141 3.4.2.7 Develop partner and alliance management strategies 1
10142 3.4.2.8 Establish partner and alliance management goals 1
18629 3.4.2.9 Establish partner and alliance agreements 1
11522 3.4.2.10 Develop promotional and category management calendars 1
(trade marketing calendars)
11523 3.4.2.11 Create strategic and tactical sales plans by customer 1
11468 3.4.2.12 Communicate planning information to customer teams 1

10131 3.4.3 Establish overall sales budgets 7
17682 3.4.3.1 Calculate product market share 1

10143 3.4.3.2 Calculate product revenue 1
10144 3.4.3.3 Determine variable costs 1
10145 3.4.3.4 Determine overhead and fixed costs 1
10146 3.4.3.5 Calculate net profit 1
10147 3.4.3.6 Create budget 1
10132 3.4.4 Establish sales goals and measures 1
10133 3.4.5 Establish customer management measures 1
10105 3.5 Develop and manage sales plans 35
10182 3.5.1 Manage leads/opportunities 7
10188 3.5.1.1 Identify potential customers 0

10189 3.5.1.2 Identify/receive leads/opportunities 1
18115 3.5.1.3 Validate and qualify leads/opportunities 1
11773 3.5.1.4 Match opportunities to business strategy 0
18116 3.5.1.5 Develop opportunity win plans 1
20011 3.5.1.6 Manage opportunity pipeline 1
10184 3.5.1.7 Manage customer sales calls 2
10190 3.5.1.7.1 Perform sales calls 0

10191 3.5.1.7.2 Perform pre-sales activities 0
20012 3.5.1.7.3 Manage customer meetings/workshops 1
10192 3.5.1.7.4 Close the sale 0
10193 3.5.1.7.5 Record outcome of sales process 0
10183 3.5.2 Manage customers and accounts 4
20013 3.5.2.1 Select key customers/accounts 1
11173 3.5.2.2 Develop sales/key account plan 0
20014 3.5.2.3 Manage sales/key account plan 1
11174 3.5.2.4 Manage customer relationships 0
14208 3.5.2.5 Manage customer master data 2

16598 3.5.2.5.1 Collect and merge internal and third-party customer 1
information
16599 3.5.2.5.2 De-duplicate customer data 1
11890 3.5.2.6 Compare program actual vs. estimate 0
11891 3.5.2.7 Develop marketing plan 0
11892 3.5.2.8 Track sales performance 0
11779 3.5.3 Develop and manage sales proposals, bids, and quotes 11
11781 3.5.3.1 Receive Request For Proposal (RFP)/Request For Quote (RFQ) 0
11780 3.5.3.2 Refine customer requirements 0

11782 3.5.3.3 Review RFP/RFQ request 0
11783 3.5.3.4 Perform competitive analysis 0
11784 3.5.3.5 Validate with strategy/business plans 1
11785 3.5.3.6 Understand customer business and requirements 1
20015 3.5.3.7 Develop solution and delivery approach 1

11787 3.5.3.8 Identify staffing requirements 0
11788 3.5.3.9 Develop pricing and scheduling estimates 0
11789 3.5.3.10 Conduct profitability analysis 0
20016 3.5.3.11 Manage internal reviews 1
20017 3.5.3.12 Manage internal approvals 1
11790 3.5.3.13 Submit/present bid/proposal/quote to customer 1
20018 3.5.3.14 Revise bid/proposal/quote 1
11793 3.5.3.15 Manage notification outcome 1
10185 3.5.4 Manage sales orders 5
10194 3.5.4.1 Accept and validate sales orders 0
10195 3.5.4.2 Collect and maintain account information 2
10201 3.5.4.2.1 Administer key account details 1

10202 3.5.4.2.2 Retrieve full customer details 0
10203 3.5.4.2.3 Modify involved party details 0
10204 3.5.4.2.4 Record address details 0
10205 3.5.4.2.5 Record contact details 0
10206 3.5.4.2.6 Record key customer communication profile details 0
10207 3.5.4.2.7 Review involved party information 0
10208 3.5.4.2.8 Terminate involved party information 0
10196 3.5.4.3 Determine availability 0
10197 3.5.4.4 Determine fulfillment process 0
10198 3.5.4.5 Enter orders into system 1
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity 1

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

20020 3.5.5.1.2 Manage certifications and skills 1
20021 3.5.5.1.3 Provide support to partners/alliances 1
18641 3.5.5.2 Provide marketing materials to sales partners/alliances 1
10214 3.5.5.3 Evaluate partner/alliance results 0
14209 3.5.5.4 Manage sales partner/alliance master data 1
19710 3.5.5.5 Manage vendor recovery 0

10186 3.5.6 Manage sales force 0
10209 3.5.6.1 Determine sales resource allocation 0
11770 3.5.7 Conduct program development 0
11771 3.5.7.1 Segment feasible opportunities 0
11772 3.5.7.2 Evaluate opportunities likelihood of developing into Request 0
For Proposal (RFP)/Request For Quote (RFQ)

11774 3.5.7.3 Evaluate fit with corporate goals and business strategy 0
11775 3.5.7.4 Identify external funding constraints 0
11776 3.5.7.5 Identify internal and external non-funding constraints 0
11777 3.5.7.6 Identify internal funding constraints 0
11778 3.5.7.7 Develop program structure 0
11794 3.5.8 Develop business relationships 0
11795 3.5.8.1 Identify strategic partnering opportunities 0
11796 3.5.8.2 Define roles and responsibilities of partnerships 0
11797 3.5.8.3 Validate partnership plan with strategic marketing 0
11798 3.5.8.4 objectives
Support strategic business partnerships 0
11799 3.5.8.5 Communicate partnership objectives 0
11800 3.6 Perform integrated business planning 0
11801 3.6.1 Plan demand 0
11802 3.6.1.1 Review existing pipeline for existing and/or backlog demand 0
11803 3.6.1.2 Review existing pipeline 0
11804 3.6.1.3 Review government trends and check for updates in policies 0
11805 3.6.1.4 Project sales pipeline by product/market 0
11806 3.6.1.5 Develop annual sales plan by product/market 0
11807 3.6.1.6 Consolidate sales plan by segment/business 0
unit/corporation
11808 3.6.2 Plan operations 0
11809 3.6.2.1 Transfer sales plan to operations planning 0
11810 3.6.2.2 Perform capacity planning 0
11811 3.6.2.3 Perform logistics planning 0
11812 3.6.2.4 Perform inventory planning 0
11813 3.6.2.5 Perform maintenance planning 0
11814 3.6.2.6 Perform sourcing planning 0
11815 3.6.2.7 Perform tooling planning 0
11816 3.6.3 Plan financials 0
11817 3.6.3.1 Identify cost centers/profit centers/activities/rates 0
11818 3.6.3.2 Create master data 0
11819 3.6.3.3 Calculate direct costs 0
11820 3.6.3.4 Calculate indirect costs 0

11821 3.6.3.5 Project revenues from sales plan 0
11822 3.6.3.6 Prepare projected income statement by legal entity 0
11823 3.6.3.7 Prepare projected income statement by business 0
unit/managers entity
11824 3.6.3.8 Prepare projected balance sheet by legal entity 0
11825 3.6.3.9 Prepare projected balance sheet by business unit/managers 0
entity
11826 3.6.3.10 Prepare projected cash flow by business unit managers 0
entity
11827 3.6.3.11 Prepare projected cash flow by legal entity 0
11828 3.6.3.12 Prepare consolidated income statement 0
11829 3.6.3.13 Prepare consolidated balance sheet 0
11830 3.6.3.14 Prepare consolidated cash flow 0
11838 3.7 Manage contracts and programs 1
11839 3.7.1 Determine contract and program requirements 0
11840 3.7.1.1 Identify contract type 0
11841 3.7.1.2 Record contract data 0
11842 3.7.1.3 Evaluate risks and assumptions 0
11843 3.7.2 Plan and schedule program 0
11844 3.7.2.1 Determine procurement 0
11845 3.7.2.2 Refine order of magnitude estimate 0
11846 3.7.2.3 Identify and schedule production 0
11847 3.7.2.4 Reevaluate risk and assumptions 0
11848 3.7.2.5 Identify and schedule qualified suppliers 0
11849 3.7.2.6 Complete detailed production schedule 0
11850 3.7.2.7 Refine work breakdown structure 0
11851 3.7.2.8 Develop network task 0
11852 3.7.2.9 Include program in budget 0
11853 3.7.2.10 Validate funding against corporate plan 0
11854 3.7.2.11 Obtain approval for funding 0
11855 3.7.3 Execute program 0
11856 3.7.3.1 Execute tasks 0
11857 3.7.3.2 Record program milestones 0

11858 3.7.3.3 Collect direct costs 0
11859 3.7.3.4 Collect indirect costs 0
11860 3.7.3.5 Collect revenues 0
11861 3.7.4 Control and manage contracts and program performance 0
11862 3.7.4.1 Prepare subcontractor reports 0
11863 3.7.4.2 Support financial reporting 0
11864 3.7.4.3 Report Central Security Service (CSS)/SCS compliance 0
11865 3.7.4.4 Report earned value management system - EVMS 0
11866 3.7.4.5 Resolve EVMS issues 0
11867 3.7.4.6 Report to management 0
11868 3.7.4.7 Maintain and conduct program status meetings 0
11869 3.7.4.8 Perform quality reviews 0
11870 3.7.4.9 Perform financial/contract audit 0
11871 3.7.4.10 Report classified projects 0
11872 3.7.4.11 Identify project changes 0
11873 3.7.4.12 Identify options to resolve issues 0
11874 3.7.4.13 Revise program plan to incorporate options 0
11875 3.7.4.14 Transfer and borrow payback between contracts/programs 0
11876 3.7.4.15 Submit for management review and approval 0
11877 3.7.4.16 Submit for customer review 0
11878 3.7.4.17 Receive approval, revise program as required 0
11879 3.7.5 Perform program close out 0
11880 3.7.5.1 Complete program commitments 0
11881 3.7.5.2 Close commitments 0
11882 3.7.5.3 Review procurement documents to close 0
11883 3.7.5.4 Apply final allocation/overheads 0
11884 3.7.5.5 Release funds 0
11885 3.7.5.6 Close program to all postings except rate adjustments 0
11886 3.7.5.7 Return government property documents 0
11887 3.7.5.8 Revaluate return on investment (ROI) or earned value 0
analysis (EVA) reports
11888 3.7.5.9 Develop follow up action plan to obtain program 0
enhancements

11889 3.7.5.10 Post final rate adjustments and close 0
11893 3.7.6 Analyze sales results 0
11894 3.7.6.1 Compare actual sales to forecast 0
11895 3.7.6.2 Revise marketing strategy 0
18634 3.7.7 Generate quotes 1
19706 3.7.7.1 Receive requests for quotes / identify requirement to 0
generate a quote
19707 3.7.7.2 Produce quotes 0
19708 3.7.7.3 Submit quotes to customers 0
18637 3.7.7.4 Adjust quotes 0
19709 3.7.7.5 Obtain approval to proceed with quotes 1
18638 3.7.7.6 Convert quotes to sales orders 0

Metrics
+10102, +20008, +10103, -10104, -11757 Y
Y
c10111, c10112 Y
-10114 N
-10115 N
N
RENAME, WAS:Analyze competing organizations, N
competitive/substitute products
RENAME, WAS:Evaluate existing products/brands N
N
Y
N
+18941 N
NEW N
N
+10121, -12410 N
N
NEW N
+11168, +10123, +20000, +20006, +16848, Y
+18924, NEW
+11169, +11170, +11171, +11172, NEW Y
NEW N
NEW N
NEW N
NEW N
N
N
N
N

Metrics
+13169, +10124, +19999, +10125, NEW N
NEW N
NEW N
NEW N
NEW N
+20001, +20002, +10127, +10128, +20003, Y
+10126, +20004, +20005, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+16590, +16591, +16592, NEW Y
NEW N
NEW N
NEW N
NEW N
+16573, +16574, +16575, +16500, +16501, NEW Y
NEW Y
NEW N
NEW N
NEW N
NEW N
+16849, +16850, +16851, +16852, +16853, N
+16854, +16855, +18627, NEW
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
N
N
+20007, +18925, +18926, +16633, +18927, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20593, +20010, +16613, +16629, c10148, NEW Y
RENAME, WAS:Establish goals, objectives, and Y

metrics for products by channels/segments
+17683 Y
N
N
N
NEW N
+20009, +18948, +11495, +11496, +11497, N
+17684, NEW
NEW N
NEW N
N
N
N
N

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

Metrics
N
N
N
N
+16630, +18130, NEW N
NEW N
NEW N
+10129, +10130, +10131, +10132, +10133, NEW Y
+10134, +10135, +10136, +10137, NEW Y

NEW N
NEW N
NEW N
NEW N
+10138, +10139, +10140, +11465, +11521, N
+11466, +10141, +10142, +18629, +11522,
+11523, +11468, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+17682, +10143, +10144, +10145, +10146, Y
+10147, NEW
NEW Y
NEW N
NEW N
NEW N
NEW N
NEW N
NEW Y
NEW Y
c10182, c11779 Y
+18115, +18116, +20011, c10189, c10184, Y
RENAME, WAS:Generate leads
N
RENAME, WAS:Identify leads N
NEW N
N
NEW N
NEW Y
+20012, RENAME, WAS:Manage customer sales Y
N
N
NEW N
N
Y
+20013, +20014 Y
NEW N
N
NEW N
N
+16598, +16599 N

Metrics
NEW N
NEW N
N
N
N
+20015, +20016, +20017, +20018, -11786, N
-11791, c11784, c11785, c11790, c11793,
RENAME, WAS:Bid and proposal development
N
N
N
N
RENAME, WAS:Verify match with strategic/tactical N
plans
RENAME, WAS:Validate customer requirements N
NEW N
N
N
N
NEW N
NEW N
RENAME, WAS:Submit bid N
NEW N
RENAME, WAS:Receive notification N
+17404, c10195, c10198, c10200 Y
N
c10201, RENAME, WAS:Collect and maintain Y
customer account information
RENAME, WAS:Administer key customer/account N
details

Metrics
N
N
N
N
N
N
N
Y
Y
RENAME, WAS:Enter orders into system and Y
identify/perform cross-sell/up-sell activity
NEW Y
N
RENAME, WAS:Handle order inquiries including N
post-order fulfillment transactions
+18641, -10212, -10213, c10211, c14209 N
+20019, +20020, +20021, RENAME, WAS:Provide N
sales and product training to sales
partners/alliances
NEW N
NEW N
NEW N
NEW N
N
RENAME, WAS:Manage channel partner master N
data
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
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
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
c19709 N
N
N
N
N
RENAME, WAS:Obtain approval to proceed N
N

10215 4.1 Plan for and align supply chain resources 23
10221 4.1.1 Develop production and materials strategies 2
10229 4.1.1.1 Define manufacturing goals 0
10230 4.1.1.2 Define labor and materials policies 0
10231 4.1.1.3 Define outsourcing policies 0
10232 4.1.1.4 Define capital expense policies 1
10233 4.1.1.5 Define capacities 0

10234 4.1.1.6 Define production network and supply constraints 0
14193 4.1.1.7 Define production process 0
19551 4.1.1.8 Define standard operating procedures 1
14194 4.1.1.9 Define production workplace layout and infrastructure 0
10222 4.1.2 Manage demand for products 7
19711 4.1.2.1 Perform forward parts requirements forecasting 0

19712 4.1.2.2 Establish demand for PMA parts 0
10235 4.1.2.3 Develop baseline demand forecasts 1
10236 4.1.2.4 Collaborate demand with customers 1
10237 4.1.2.5 Develop demand consensus forecast 1
10238 4.1.2.6 Determine available to promise 0
10239 4.1.2.7 Monitor activity against demand forecast and revise forecast 1
10240 4.1.2.8 Evaluate and revise demand forecasting approach 1
10241 4.1.2.9 Measure demand forecast accuracy 1

10223 4.1.3 Create materials plan 0
10242 4.1.3.1 Create unconstrained plan 0
10243 4.1.3.2 Collaborate with supplier and contract manufacturers 0
10244 4.1.3.3 Identify critical materials and supplier capacity 0
10245 4.1.3.4 Monitor material specifications 0

10246 4.1.3.5 Generate constrained plan 0
14196 4.1.3.6 Define production balance and control 0
19713 4.1.3.7 Manage interchangeability and supersession 0
10224 4.1.4 Create and manage master production schedule 7
20023 4.1.4.1 Model production network to enable simulation and 1

optimization
20024 4.1.4.2 Create master production schedule 1
17041 4.1.4.3 Maintain master production schedule 1
17042 4.1.5 Plan distribution requirements 5

10252 4.1.5.1 Maintain master data 0
10253 4.1.5.2 Determine finished goods inventory requirements at 0
destination
19555 4.1.5.3 Determine product storage facility requirements 1
10254 4.1.5.4 Calculate requirements at destination 1
10255 4.1.5.5 Calculate consolidation at source 0

10256 4.1.5.6 Manage collaborative replenishment planning 0
10257 4.1.5.7 Manage requirements for partners 0
10258 4.1.5.8 Calculate and optimize destination dispatch plan 1
10259 4.1.5.9 Manage dispatch plan attainment 0

10260 4.1.5.10 Calculate and optimize destination load plans 1
10261 4.1.5.11 Manage partner load plan 0

10262 4.1.5.12 Manage cost of supply 1
10263 4.1.5.13 Manage capacity utilization 0
10226 4.1.6 Establish distribution planning constraints 1
10267 4.1.6.1 Establish distribution center layout constraints 0
10268 4.1.6.2 Establish inventory management constraints 0
10269 4.1.6.3 Establish transportation management constraints 0
19558 4.1.6.4 Establish storage management constraints 1

10227 4.1.7 Review distribution planning policies 0
10264 4.1.7.1 Review distribution network 0
10265 4.1.7.2 Establish sourcing relationships 0
10266 4.1.7.3 Establish dynamic deployment policies 0
10368 4.1.8 Develop quality standards and procedures 0
10371 4.1.8.1 Establish quality targets 0
10372 4.1.8.2 Develop standard testing procedures 0
10373 4.1.8.3 Communicate quality specifications 0
10216 4.2 Procure materials and services 1
10277 4.2.1 Develop sourcing strategies 1
10281 4.2.1.1 Develop procurement plan 0
10282 4.2.1.2 Clarify purchasing requirements 0
10283 4.2.1.3 Develop inventory strategy 0
10284 4.2.1.4 Match needs to supply capabilities 0
10285 4.2.1.5 Analyze organization’s spend profile 1
10286 4.2.1.6 Seek opportunities to improve efficiency and value 0

10287 4.2.1.7 Collaborate with suppliers to identify sourcing opportunities 0
11923 4.2.2 Define and manage procurement strategies 0
11924 4.2.2.1 Define material management strategy 0
11925 4.2.2.2 Develop material receipt strategy 0
11926 4.2.2.3 Develop supplier payment strategy 0
11927 4.2.2.4 Ensure alignment of procurement strategy with enterprise 0
wide business strategy
11928 4.2.2.5 Conduct spend analysis and determine customer 0
requirements
10278 4.2.3 Select suppliers and develop/maintain contracts 0
10288 4.2.3.1 Select suppliers 0
19714 4.2.3.2 Evaluate suppliers 0
10289 4.2.3.3 Certify and validate suppliers 0
10290 4.2.3.4 Negotiate and establish contracts 0
10291 4.2.3.5 Manage contracts 0
11931 4.2.4 Perform strategic sourcing 0

11932 4.2.4.1 Maintain material sourcing categories 0
11933 4.2.4.2 Conduct supplier evaluation 0
11934 4.2.4.3 Select suppliers and negotiate agreements 0
11935 4.2.4.4 Develop sourcing implementation plans 0
11936 4.2.4.5 Maintain supplier information 0
11937 4.2.4.6 Maintain supplier catalogs and price lists 0
11938 4.2.4.7 Maintain supplier contracts 0
11939 4.2.4.8 Define outside supplier /partner relationships 0
10279 4.2.5 Order materials and services 0
10292 4.2.5.1 Process/Review requisitions 0
10293 4.2.5.2 Approve requisitions 0
10294 4.2.5.3 Solicit/Track vendor quotes 0
10295 4.2.5.4 Create/Distribute purchase orders 0
10296 4.2.5.5 Expedite orders and satisfy inquiries 0
10297 4.2.5.6 Record receipt of goods 0
10298 4.2.5.7 Research/Resolve exceptions 0
11946 4.2.6 Inspect material quality 0
11947 4.2.6.1 Inspect goods/services 0
11948 4.2.6.2 Return goods/services 0
19715 4.2.6.3 Verify effectiveness of inventory control and quality 0
10280 4.2.7 Manage suppliers 0
10299 4.2.7.1 Monitor/Manage supplier information 0
10300 4.2.7.2 Prepare/Analyze procurement and vendor performance 0
10301 4.2.7.3 Support inventory and production processes 0
10302 4.2.7.4 Monitor quality of product delivered 0
10217 4.3 Produce/Assemble/Test product 25
11952 4.3.1 Define assembly and test (A&T) operations strategy 3

11953 4.3.1.1 Compile and update customer quality and service 0
requirements
11954 4.3.1.2 Compile and update internal A&T operational capabilities 0
11955 4.3.1.3 Compile and update future market trends impacting A&T 0
strategy

11956 4.3.1.4 Define product specific A&T operational quality and service 1
11957 4.3.1.5 Prepare capital appropriations requests 0

11958 4.3.1.6 Define outside supplier partner terms and conditions 0
11959 4.3.1.7 Disaggregate A&T operational gross budget to appropriate 1
departments
11960 4.3.1.8 Disseminate A&T operational customer service and 1
operations targets to the appropriate departmental
organizations
11961 4.3.1.9 Publish annual assembly and test operating budget and plan 0
11962 4.3.1.10 Define all safety and environmental policies 0
11963 4.3.2 Define manufacturing operations strategy 4
11964 4.3.2.1 Compile and update all manufacturing organization quality 0
and service requirements
11965 4.3.2.2 Compile and update internal manufacturing operational 0
capabilities
11966 4.3.2.3 Define product specific manufacturing quality and service 1
11967 4.3.2.4 Define operational practice policies, measures and 0

performance targets that support goal fulfillment
11968 4.3.2.5 Determine capabilities gaps and closure strategies 0
11969 4.3.2.6 Prepare capital appropriations 0
11971 4.3.2.7 Disaggregate gross manufacturing operationsbudget to 1
appropriate departments
11972 4.3.2.8 Disseminate manufacturing operations customer service 1
and operations targets to the appropriate departmental
organizations
11973 4.3.2.9 Publish annual manufacturing operations budget and plan 1
11974 4.3.3 Plan production operations 0

11975 4.3.3.1 Compile and update all pertinent inputs from business 0
planning and strategy department
11976 4.3.3.2 Develop intermediate range production and inventory plans 0

11977 4.3.3.3 Develop options for next period sales and operations 0
planning meeting
11978 4.3.3.4 Conduct sales and operations planning (S&OP) periodic 0
meeting and update final S&OP into detailed
11979 4.3.3.5 Determine final sourcing alternatives 0
11980 4.3.3.6 Generate master schedules with tooling rough cut capacity 0
planning and maintenance
11981 4.3.3.7 Create production project with work breakdown structure 0
11982 4.3.3.8 Modify master plans and projects to accommodate logistics, 0
maintenance and production tooling constraints
11983 4.3.3.9 Generate intermediate range material resource planning, 0
distribution resource planning, capacity requirements
planning (MRP, DRP, CRP)
11984 4.3.3.10 Publish annual plans to sales procurement transportation 0
and manufacturing operations
11985 4.3.4 Manage production equipment and facilities 0
11986 4.3.4.1 Manage equipment data 0
11987 4.3.4.2 Develop plant equipment preventative maintenance plans 0
11988 4.3.4.3 Develop physical plant preventative maintenance and 0
energy management plans
11989 4.3.4.4 Schedule facility and equipment preventative maintenance 0
11990 4.3.4.5 Execute facility and equipment preventative maintenance 0
11991 4.3.4.6 Execute unplanned maintenance activities 0
11992 4.3.4.7 Determine and identify corrective actions 0
10303 4.3.5 Schedule production 8
19563 4.3.5.1 Model and simulate plant 1

10306 4.3.5.2 Generate line level plan 1
10307 4.3.5.3 Generate detailed schedule 1
10308 4.3.5.4 Schedule production orders and create lots 1
10315 4.3.5.5 Schedule preventive (planned) maintenance (preventive 1
maintenance orders)

10316 4.3.5.6 Schedule requested (unplanned) maintenance (work order 1
cycle)
10309 4.3.5.7 Release production orders and create lots 1
11993 4.3.6 Schedule production operations 0
11994 4.3.6.1 Generate short range DRP, MRP, and CRP 0
11995 4.3.6.2 Conduct periodic meetings on short schedule - operations, 0
procurement, tooling and maintenance
11996 4.3.6.3 Transfer final schedules to operating departments 0
11997 4.3.6.4 Perform ongoing net change MRP or DRP and optimize 0
11998 4.3.6.5 Perform full regeneration MRP or DRP and analyze 0
11999 4.3.6.6 Create and release production orders/batches 0
12000 4.3.6.7 Create run schedule header 0
12001 4.3.6.8 Manage ongoing schedule changes interactions with 0
customers, suppliers, production, tooling and maintenance
12002 4.3.6.9 Develop contract pegging relationships 0
12003 4.3.6.10 Provide daily delivery schedules to external suppliers 0
12004 4.3.6.11 Generate and print internal pick lists 0
12005 4.3.6.12 Generate and communicate delivery requirements to 0
internal and external shipping points
12006 4.3.6.13 Reschedule backlog orders and inbound shipments 0
12007 4.3.6.14 Receive electronic numeric control (NC) tapes and load 0
12008 4.3.6.15 Receive and review work instructions 0
12009 4.3.6.16 Receive and review quality instructions 0
12010 4.3.6.17 Receive and review production schedules 0
12011 4.3.6.18 Receive and review tooling pick lists and allocate 0
12012 4.3.6.19 Receive confirmations from plant maintenance 0
12013 4.3.6.20 Allocate gauging and miscellaneous measurement devices 0
12014 4.3.6.21 Perform setup activities 0
12015 4.3.6.22 Confirm material availability 0
10304 4.3.7 Produce product 8
10310 4.3.7.1 Manage raw material inventory 0
10311 4.3.7.2 Execute detailed line schedule 1
10319 4.3.7.3 Report maintenance issues 1

10313 4.3.7.4 Rerun defective items 0
19566 4.3.7.5 Monitor and optimize production process 5
19567 4.3.7.5.1 Automate and control plant 1
19568 4.3.7.5.2 Perform advanced process control 1
19569 4.3.7.5.3 Perform real-time optimization 1
19570 4.3.7.5.4 Manage plant alarms and alerts 1
10314 4.3.7.6 Assess production performance 0
12016 4.3.8 Execute production operations 0
12017 4.3.8.1 Issue goods against purchase order (PO) or batch 0
12018 4.3.8.2 Receive goods to purchase order (PO) or batch 0
12019 4.3.8.3 Refer material for manufacturing change 0
12020 4.3.8.4 Quarantine material for quality hold/check 0
12021 4.3.8.5 Execute production activities 0
12022 4.3.8.6 Perform in-line product inspections 0
12023 4.3.8.7 Perform post production inspections 0
12024 4.3.8.8 Refer nonconforming material for disposition 0
12025 4.3.8.9 Downgrade/upgrade material 0
12026 4.3.8.10 Quarantine nonconformance matériel 0
12027 4.3.8.11 Record production related data 0
12028 4.3.8.12 Back flush inventory 0
12029 4.3.8.13 Close batches or PO 0
12030 4.3.8.14 Consume demand forecast 0
12031 4.3.8.15 Execute packaging and labeling activities 0
12032 4.3.8.16 Enter run schedule header 0
12033 4.3.8.17 Reconcile and close run schedule header 0
12034 4.3.8.18 Record and track piece part serial numbers 0
12035 4.3.8.19 Record calibration data and measurement device 0
19716 4.3.8.20 Obtain aircraft production certification 0
10369 4.3.9 Perform quality testing 0
10318 4.3.9.1 Calibrate test equipment 0
10374 4.3.9.2 Perform testing using the standard testing procedure 0
10375 4.3.9.3 Record test results 0
12036 4.3.10 Manage product quality 0

12037 4.3.10.1 Update governmental and regulatory quality requirements 0
12038 4.3.10.2 Benchmark industry quality capabilities 0
12039 4.3.10.3 Compile and update the cost of quality 0
12040 4.3.10.4 Compile and update the costs of quality nonconformance 0
12041 4.3.10.5 Update quality targets and tolerances 0
12042 4.3.10.6 Develop quality sampling and analysis 0
against production orders/batchers
12044 4.3.10.8 Develop training material for operators carrying out quality 0
activities
12045 4.3.10.9 Track and analyze non-conformance trends 0
12046 4.3.10.10 Perform root cause analysis 0
12047 4.3.10.11 Perform product design/process improvement analysis 0
12048 4.3.10.12 Deploy product redesigns/process 0
12049 4.3.10.13 Perform internal quality audits 0
12050 4.3.10.14 Perform external quality audits 0
12051 4.3.10.15 Perform statistical process control (SPC) analysis 0
12052 4.3.10.16 Perform six-sigma activities 0
12053 4.3.10.17 Generate International Standards Organization (ISO) or 0
similar documentation
12054 4.3.10.18 Provide feedback to engineering and product 0
12055 4.3.10.19 Adjust inventories/scrap - materials disposition 0
12056 4.3.10.20 Manage reject/rework and on-hold materials 0
12057 4.3.10.21 Conduct claims related quality investigations 0
10370 4.3.11 Maintain production records and manage lot traceability 1
10376 4.3.11.1 Determine lot numbering system 0
10377 4.3.11.2 Determine lot use 1
12058 4.3.12 Manage production tooling operations 0
12059 4.3.12.1 Receive high level tool design request from new product 0
development process (new tools)
12060 4.3.12.2 Receive request to modify or repair an existing tool from 0
engineering or operations

12061 4.3.12.3 Develop the cost estimate to buy or make the tools - with 0
availability date
12062 4.3.12.4 Obtain approval to proceed or cancel work order 0
12063 4.3.12.5 Complete detailed design of final tool 0
12064 4.3.12.6 Generate a work order or purchase request 0
12065 4.3.12.7 Manufacture or receive final tools 0
12066 4.3.12.8 Allocate gauging /measurement devices to production 0
12067 4.3.12.9 Manage tool inventories 0
12068 4.3.12.10 Manage crib inventory 0
12069 4.3.12.11 Manage crib operations 0
12070 4.3.12.12 Perform fixed tool life cycle management 0
12071 4.3.12.13 Manage gauge and measurement device calibrations 0
19717 4.3.12.14 Create individual tracking record (for individually identified 0
(serialized) tools)
19718 4.3.12.15 Record and track serialized tool issuance to operators 0
12072 4.3.13 Control and report production operations 0
12073 4.3.13.1 Record production operations information 0
12074 4.3.13.2 Capture and communicate work order batch status 0
12075 4.3.13.3 Communicate all inventory status - real-time 0
12076 4.3.13.4 Communicate human resource status 0
12077 4.3.13.5 Communicate equipment status 0
12078 4.3.13.6 Communicate schedules - including downtime and setup 0
12079 4.3.13.7 Communicate maintenance activities and schedules 0
12080 4.3.13.8 Generate and communicate field analytical reports 0
12081 4.3.13.9 Communicate preemptive and predictive feedback to 0
operations to change practices or schedules
12082 4.3.14 Manage product and process related data 0
12083 4.3.14.1 Create and maintain material masters, BOM, routings and 0
other production data
12084 4.3.14.2 Maintain product specifications 0
12085 4.3.14.3 Maintain product catalogs 0
12086 4.3.14.4 Maintain operating instructions (operations component) 0
12087 4.3.14.5 Maintain process control parameter data 0

12088 4.3.14.6 Maintain product and process related documentation 0
19719 4.3.15 Develop and implement production rate increase methodology 0
19720 4.3.15.1 Define method for identifying all impacted partners, 0
suppliers and internal facilities
19721 4.3.15.2 Define mechanism to be used to communicate rate increase 0
requirements
19722 4.3.15.3 Define method to be applied by partners, suppliers, internal 0
facilities to assess capabilities
19723 4.3.15.4 Define mechanism by which results of Rate Increase studies 0
can be returned
19724 4.3.15.5 Define mechanism by which returned rate increase study 0
results can be consolidated
19725 4.3.15.6 Define mechanism by which the results of a Production Rate 0
increase assessment can be communicated
19726 4.3.15.7 Confirm the frequency (ad-hoc, periodic, event driven) with 0
which studies will be released
10219 4.4 Manage logistics and warehousing 5
10338 4.4.1 Provide logistics governance 2
10343 4.4.1.1 Translate customer service requirements into logistics 0

requirements
10344 4.4.1.2 Design logistics network 0
10345 4.4.1.3 Communicate outsourcing needs 0
10346 4.4.1.4 Develop and maintain delivery service policy 0
10347 4.4.1.5 Optimize transportation schedules and costs 0
10348 4.4.1.6 Define key performance measures 0
16905 4.4.1.7 Define reverse logistics strategy 1
10339 4.4.2 Plan and manage inbound material flow 2
10349 4.4.2.1 Plan inbound material receipts 0
10350 4.4.2.2 Manage inbound material flow 0
10351 4.4.2.3 Monitor inbound delivery performance 0
10352 4.4.2.4 Manage flow of returned products 0
12708 4.4.2.5 Control quality of returned parts 1

20109 4.4.2.6 Salvage or repair returned products 1
10366 4.4.2.6.1 Perform salvage activities 0
14195 4.4.2.6.2 Manage repair/refurbishment and return to 0
10340 4.4.3 Operatecustomer/stock
warehousing 1
10353 4.4.3.1 Track inventory deployment 0
10354 4.4.3.2 Receive, inspect, and store inbound deliveries 0
10355 4.4.3.3 Track product availability 0
10356 4.4.3.4 Pick, pack, and ship product for delivery 0
10357 4.4.3.5 Track inventory accuracy 0
10358 4.4.3.6 Track third-party logistics storage and shipping performance 0
10359 4.4.3.7 Manage physical finished goods inventory 0
20957 4.4.3.8 Manage warehouse transfers 1
10341 4.4.4 Operate outbound transportation 0
10360 4.4.4.1 Plan, transport, and deliver outbound product 0
10361 4.4.4.2 Track carrier delivery performance 0
10362 4.4.4.3 Manage transportation fleet 0
10363 4.4.4.4 Process and audit carrier invoices and documents 0
12137 4.4.4.5 Prepare package and shipment 0
12145 4.4.4.6 Manage shipping, carriers, and fleets 0
10342 4.4.5 Manage returns; manage reverse logistics 0
10365 4.4.5.1 Perform reverse logistics 0
10367 4.4.5.2 Manage and process warranty claims 0
12159 4.4.6 Plan material handling and storage 0
12160 4.4.6.1 Collect and analyze material handling and storage 0
information
12161 4.4.6.2 Determine material capacity requirements 0
12162 4.4.6.3 Determine material handling requirements 0
12163 4.4.6.4 Identify requirements to modify facilities layout 0
12164 4.4.6.5 Identify changes to material handling 0
12165 4.4.6.6 Identify changes to material storage systems/procedures 0
12166 4.4.6.7 Define stock placement strategies, procedures, and systems 0
12167 4.4.6.8 Define stock location strategies, procedures, and systems 0

12168 4.4.6.9 Define stock retrieval strategies, procedures, and systems 0
12169 4.4.7 Manage inventory storage, location and movement 0
12170 4.4.7.1 Recognize transfer requests (internal move/external move) 0
12171 4.4.7.2 Locate stock 0
12172 4.4.7.3 Prepare stock for movement 0
12173 4.4.7.4 Physically move stock 0
12174 4.4.7.5 Maintain inventory status 0
12175 4.4.7.6 Perform physical inventory procedures 0
12176 4.4.7.7 Collect, report, and analyze logistics 0
12177 4.4.7.8 Identify obsolete goods for disposition 0
12178 4.4.7.9 Adjust inventory 0
12179 4.4.8 Manage hazardous materials and waste 0
12180 4.4.8.1 Maintain material safety data sheets 0
12181 4.4.8.2 Maintain awareness of and communicate regulatory 0
requirements
12182 4.4.8.3 Maintain hazardous material handling and disposal 0
12183 4.4.8.4 Manage compliance audits 0
12184 4.4.8.5 Recognize need to disposition hazardous materials/waste 0
12185 4.4.8.6 Determine disposition and associated processing 0
12186 4.4.8.7 Manage disposition, disposal, reprocessing activities 0
12187 4.4.8.8 Manage documentation and reporting 0
12188 4.4.9 Manage kitting operations 0
12189 4.4.9.1 Define kitting requirements 0
12190 4.4.9.2 Request materials 0
12191 4.4.9.3 Build kits 0
12192 4.4.9.4 Issue materials to kits/consumption 0
12193 4.4.9.5 Prepare kits for transfer 0
12194 4.4.9.6 Manage returnable fixtures, containers, and tools 0
12195 4.4.9.7 Manage labeling of kits 0

Metrics
c10217, NEW Y
-10228, c10222 Y
+19551, c10232 N
N
N
N
RENAME, WAS:Define manufacturing capital N
expense policies
N
N
N
NEW N
N
c10235, c10236, c10237, c10239, c10240, c10241, N
RENAME, WAS:Manage demand for products and
services
N
N
RENAME, WAS:Develop baseline forecasts N
RENAME, WAS:Collaborate with customers N
RENAME, WAS:Develop consensus forecast N
N
RENAME, WAS:Monitor activity against forecast and N
revise forecast
RENAME, WAS:Evaluate and revise forecasting N
approach
RENAME, WAS:Measure forecast accuracy Y
N
N
N
N
N

Metrics
N
N
N
+20023, +20024, -10247, -10248, -10249, -10250, N
c17041
NEW N
NEW N
RENAME, WAS:Monitor master production schedule N
and plan
+19555, c10254, c10258, c10260, c10262 N
N
N
NEW N
RENAME, WAS:Calculate requirements as N
destination
N
N
N
RENAME, WAS:Calculate destination dispatch plan N
N
RENAME, WAS:Calculate destination load plans N
N
RENAME, WAS:Manage the cost of supply N
N
+19558 N
N
N
N
NEW N

Metrics
N
N
N
N
N
N
N
N
Y
c10285 Y
N
N
N
N
RENAME, WAS:Analyze company’s spend profile N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
Y
N
N
N
Y
N
Y
N
N
N
N
N
Y
N
N
N
N
+10303, +10304, RENAME, Y
WAS:Produce/Manufacture/Deliver product
c11956, c11959, c11960 N
N
N
N

Metrics
RENAME, WAS:Define product specific quality and N
service
N
N
RENAME, WAS:Disaggregate gross budget to N
RENAME, WAS:Disseminate customer service and N
organizations
N
N
c11966, c11971, c11972, c11973 N
N

service
N
N
N
organizations
RENAME, WAS:Publish annual assembly and test N
operating budget and plan
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
+19563, +10306, +10307, +10308, +10315, N
+10316, +10309, NEW
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+10311, +10319, +19566, NEW Y
N
NEW N
NEW N

Metrics
N
+19567, +19568, +19569, +19570, NEW N
NEW N
NEW N
NEW N
NEW 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
Y
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
c10377 N
N
RENAME, WAS:Determine lot usage 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
N
N
c10338 Y
+16905, RENAME, WAS:Define logistics strategy Y
N
N
N
N
N
NEW N
+12708, +20109 Y
N
N
N
N
NEW N

Metrics
NEW N
N
N
+20957 Y
N
N
N
N
N
N
Y
NEW N
Y
N
N
N
N
N
N
Y
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

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

20034 5.1.2.2 Define labor policies 1
20035 5.1.2.3 Evaluate resource availability 1
20036 5.1.2.4 Define service delivery network and supply constraints 1
20037 5.1.2.5 Define service delivery process 1
20038 5.1.2.6 Review and validate service delivery procedures 1
20039 5.1.2.7 Define service delivery workplace layout and infrastructure 1
20040 5.2 Manage service delivery resources 19
20041 5.2.1 Manage service delivery resource demand 9
20042 5.2.1.1 Monitor pipeline 1

20043 5.2.1.2 Develop baseline forecasts 1
20044 5.2.1.3 Collaborate with customers 1
20045 5.2.1.4 Develop consensus forecast 1
20046 5.2.1.5 Determine availability of skills to deliver on current and 1
forecast customer orders
20047 5.2.1.6 Monitor activity against forecast and revise forecast 1
20048 5.2.1.7 Evaluate and revise forecasting approach 1
20049 5.2.1.8 Measure forecast accuracy 1
20050 5.2.2 Create and manage resource plan 7

20051 5.2.2.1 Define and manage skills taxonomy 1
20052 5.2.2.2 Create resource plan 1
20053 5.2.2.3 Match resource demand with capacity, skills, and 1
capabilities
20054 5.2.2.4 Collaborate with suppliers and partners to supplement skills 1
and capabilities
20055 5.2.2.5 Identify critical resources and supplier capacity 1
20056 5.2.2.6 Monitor and manage resource capacity and availability 1
12127 5.2.3 Provide MRO related training 2
12128 5.2.3.1 Develop MRO training plan 1
12129 5.2.3.2 Develop training materials 0
12130 5.2.3.3 Maintains service bulletins/catalogues 0
12131 5.2.3.4 Manage training schedule 0
12132 5.2.3.5 Deliver operations training 0
12133 5.2.3.6 Deliver technical training 0
20057 5.2.3.7 Perform skill and capability testing 1
12134 5.2.3.8 Perform technical certification testing 0
12135 5.2.3.9 Evaluate training effectiveness 0
12136 5.2.3.10 Maintain service master for training 0
19770 5.2.4 Deliver digital services to customers 0
19771 5.2.4.1 Deliver Aircraft Health Monitoring Services (AHMS) 0
19772 5.2.4.2 Deliver loadable software services 0
19773 5.2.4.3 Deliver predictive analytics and optimization services 0
20058 5.3 Deliver service to customer 27
20059 5.3.1 Initiate service delivery 10
20060 5.3.1.1 Review contract and agreed terms 1

20061 5.3.1.2 Understand customer requirements and define refine 1
approach
20062 5.3.1.3 Modify/revise and approve project plan 1
20063 5.3.1.4 Review customer business objectives 1
20064 5.3.1.5 Confirm environmental readiness 1
20065 5.3.1.6 Identify, select, and assign resources 3

20066 5.3.1.6.1 Establish people objectives 1
20067 5.3.1.6.2 Establish engagement rules 1
20068 5.3.1.7 Plan for service delivery 1
20069 5.3.2 Execute service delivery 8
20070 5.3.2.1 Analyze environment and customer needs 1

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

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

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

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

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20057, c12128 N
RENAME, WAS:Develop training plan N
N
N
N
N
N
NEW N
N
N
N
N
N
N
N
+20059, +20069, +20077, NEW N
+20060, +20061, +20062, +20063, +20064, N
+20065, +20068, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
+20066, +20067, NEW N

Metrics
NEW N
NEW N
NEW N
+20070, +20071, +20072, +20073, +20074, N
+20075, +20076, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20078, +20079, +20080, +20081, +20082, N
+20083, +20084, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

10378 6.1 Develop customer care/customer service strategy 9
20086 6.1.1 Define customer service requirements across the enterprise 1

20087 6.1.2 Define customer service experience 1
20088 6.1.3 Define and manage customer service channel strategy 1
10381 6.1.4 Develop customer service segmentation/prioritization (e.g., 0
tiers)
10384 6.1.4.1 Analyze existing customers 0
10385 6.1.4.2 Analyze feedback of customer's needs 0
10382 6.1.5 Define customer service policies and procedures 0
10383 6.1.6 Establish target service level for each customer segment 1
20089 6.1.7 Define warranty offering 4

16893 6.1.7.1 Determine and document warranty policies 0
16890 6.1.7.2 Create and manage warranty rules/claim codes for products 1
20090 6.1.7.3 Agree on warranty responsibilities with suppliers 1

20091 6.1.7.4 Define warranty related offerings for customers 1
12673 6.1.7.5 Communicate warranty policies and offerings 0
20092 6.1.8 Develop recall strategy 1
10379 6.2 Plan and manage customer service contacts 14
10387 6.2.1 Plan and manage customer service work force 0

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

10394 6.2.2.1 Receive customer problems, requests, and inquiries 1
13482 6.2.2.2 Analyze problems, requests, and inquiries 1

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

16937 6.2.2.6 Deliver opportunity to sales team 1
12197 6.2.2.7 Support customer order status inquiry 0
12198 6.2.2.8 Support customer deliver status inquiry 0
12199 6.2.2.9 Support customer financial inquiry 0
10389 6.2.3 Manage customer complaints 1
10397 6.2.3.1 Receive customer complaints 0
10398 6.2.3.2 Route customer complaints 0
10399 6.2.3.3 Resolve customer complaints 0
10400 6.2.3.4 Respond to customer complaints 0
12200 6.2.3.5 Support customer complaints and service 0
19072 6.2.3.6 Analyze customer complaints and response/redressal 1
20094 6.2.4 Process returns 3
10364 6.2.4.1 Authorize return 1
20095 6.2.4.2 Process return and record reason 1
12840 6.2.5 Report incidents and risks to regulatory bodies 1
12658 6.3 Service products after sales 32
20605 6.3.1 Register products 1

12669 6.3.2 Process warranty claims 16
20096 6.3.2.1 Receive warranty claim 1

12671 6.3.2.2 Validate warranty claim 0
20097 6.3.2.3 Investigate warranty issues 4
20098 6.3.2.3.1 Define issue 1

12677 6.3.2.3.2 Schedule field service 0
12678 6.3.2.3.3 Request and receive defective part 0
20099 6.3.2.3.4 Investigate issue/perform root cause analysis 1
20100 6.3.2.3.5 Receive investigation result/recommendation for 1
corrective action
20101 6.3.2.4 Determine responsible party 1
20102 6.3.2.5 Manage preauthorizations 1
12668 6.3.2.6 Approve or reject warranty claim 0
20103 6.3.2.7 Notify originator of approve/reject decision 1
20104 6.3.2.8 Authorize payment 1
20105 6.3.2.9 Close claim 1
12667 6.3.2.10 Reconcile warranty transaction disposition 0
20106 6.3.3 Manage supplier recovery 3
20107 6.3.3.1 Create supplier recovery claims 1
20108 6.3.3.2 Negotiate recoveries with suppliers 1
10218 6.3.4 Service products 8
10321 6.3.4.1 Identify and schedule resources to meet service 1

requirements
10327 6.3.4.1.1 Create resourcing plan and schedule 0
10328 6.3.4.1.2 Create service order fulfillment schedule 0
10322 6.3.4.2 Provide service to specific customers 3
10330 6.3.4.2.1 Organize daily service order fulfillment schedule 0
10331 6.3.4.2.2 Execute product repair 1
10332 6.3.4.2.3 Manage service order fulfillment 1
10323 6.3.4.3 Ensure quality of service 2

10334 6.3.4.3.1 Identify completed service orders for feedback 1
10335 6.3.4.3.2 Identify incomplete service orders and service failures 1
10336 6.3.4.3.3 Solicit customer feedback on services delivered 0

10337 6.3.4.3.4 Process customer feedback on services delivered 0

20110 6.4 Manage product recalls and regulatory audits 7
20111 6.4.1 Initiate recall 1

20112 6.4.2 Assess the likelihood and consequences of occurrence of any 1
hazards
20113 6.4.3 Manage recall related communications 1
20114 6.4.4 Submit regulatory reports 1
20115 6.4.5 Monitor and audit recall effectiveness 1
20116 6.4.6 Manage recall termination 1
20595 6.5 Evaluate customer service operations and customer satisfaction 14
10401 6.5.1 Measure customer satisfaction with customer problems, 4

requests, and inquiries handling
11687 6.5.1.1 Solicit customer feedback on customer service experience 1
11688 6.5.1.2 Analyze customer service data and identify improvement 1
opportunities
18126 6.5.1.3 Provide customer feedback to product management on 1
customer service experience
10402 6.5.2 Measure customer satisfaction with customer- complaint 2
handling and resolution
11236 6.5.2.1 Solicit customer feedback on complaint handling and 0

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

11241 6.5.3.5 Provide feedback and insights to appropriate teams (product 1
design/development, marketing, manufacturing)
12672 6.5.4 Evaluate and manage warranty performance 4
20118 6.5.4.1 Measure customer satisfaction with warranty handling and 1
resolution
12676 6.5.4.2 Monitor and report on warranty management metrics 0
20119 6.5.4.3 Identify improvement opportunities 1
12674 6.5.4.4 Identify opportunities to eliminate warranty waste 0
20120 6.5.4.5 Investigate fraudulent claims 1
20121 6.5.5 Evaluate recall performance 1
19769 6.5.5.1 Manage recalls 0

Metrics
+20110, +20595, c10379, c12658, NEW Y
+20086, +20087, +20088, +20089, +20092, Y
c10383
NEW N
NEW N
NEW N
N
N
N
N
RENAME, WAS:Establish service levels for Y
customers
+20090, +20091, c16890, NEW N
N
RENAME, WAS:Create and manage warranty rules / N
claim codes for products
NEW N
NEW N
N
NEW N
+10388, +20094, +12840, -12196, RENAME, Y
WAS:Plan and manage customer service operations
Y
N
N
N
N
+13482, +16928, +16937, c10394, c10395, Y

c10396, NEW

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

requests/inquiries
NEW N
NEW N
N
N
N
+19072 Y
N
N
N
N
N
NEW N
+20095, c10364, NEW N
RENAME, WAS:Authorize and process returns N
NEW N
NEW N
+20605, +20106, -19651, -19664, -19667, c10218, Y
RENAME, WAS:Manage warranties
NEW N
+20096, +20097, +20101, +20102, +20103, Y
+20104, +20105, -19755, -19756, -19760, -19761,
-19762, -19763
NEW N
N
+20098, +20099, +20100, NEW N
NEW N

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

Metrics
+20111, +20112, +20113, +20114, +20115, N
+20116, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+10401, +12672, +20121, c10402, NEW N
+11687, +11688, +18126, NEW N
NEW N
NEW N
NEW N
+11689, RENAME, WAS:Measure customer Y

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

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

17043 7.1 Develop and manage human resources planning, policies, and 10
strategies
20958 7.1.1 Develop human resources strategy 2

10418 7.1.1.1 Identify strategic HR needs 0
10419 7.1.1.2 Define HR and business function roles and accountability 0
10420 7.1.1.3 Determine HR costs 0
10421 7.1.1.4 Establish HR measures 0
10422 7.1.1.5 Communicate HR strategies 0
10432 7.1.1.6 Develop strategy for HR systems/technologies/tools 0
20606 7.1.1.7 Manage employer branding 1
17045 7.1.2 Develop and implement workforce strategy and policies 6
10423 7.1.2.1 Gather skill requirements according to corporate strategy 0
and market environment
10424 7.1.2.2 Plan employee resourcing requirements per business 1
unit/organization
10425 7.1.2.3 Develop compensation plan 1
10210 7.1.2.3.1 Establish incentive plan 1
10426 7.1.2.4 Develop succession plan 0

16938 7.1.2.5 Develop high performers/leadership programs 1
10427 7.1.2.6 Develop employee diversity plan 0
11622 7.1.2.7 Develop training program 1
11623 7.1.2.8 Develop recruitment program 1
10428 7.1.2.9 Develop other HR programs 0
10429 7.1.2.10 Develop HR policies 0
10430 7.1.2.11 Administer HR policies 0
10431 7.1.2.12 Plan employee benefits 0
10433 7.1.2.13 Develop workforce strategy models 0
20122 7.1.2.14 Implement workforce strategy models 1
10417 7.1.3 Monitor and update strategy, plans, and policies 0

10434 7.1.3.1 Measure realization of objectives 0
10435 7.1.3.2 Measure contribution to business strategy 0
10436 7.1.3.3 Communicate plans and provide updates to stakeholders 0
10438 7.1.3.4 Review and revise HR plans 0
17046 7.1.4 Develop competency management models 0
10410 7.2 Recruit, source, and select employees 11
10439 7.2.1 Manage employee requisitions 6
10445 7.2.1.1 Align staffing plan to work force plan and business unit 1
strategies/resource needs
10447 7.2.1.2 Develop and maintain job descriptions 1

10446 7.2.1.3 Open job requisitions 1
10448 7.2.1.4 Post job requisitions 1

10450 7.2.1.5 Modify job requisitions 1
10451 7.2.1.6 Notify hiring manager 0
10452 7.2.1.7 Manage requisition dates 0
10440 7.2.2 Recruit/Source candidates 2
10453 7.2.2.1 Determine recruitment methods and channels 1
10454 7.2.2.2 Perform recruiting activities/events 0

10455 7.2.2.3 Manage recruitment vendors 0
17047 7.2.2.4 Manage employee referral programs 0
17048 7.2.2.5 Manage recruitment channels 1
20123 7.2.3 Screen and select candidates 1
10456 7.2.3.1 Identify and deploy candidate selection tools 0
10457 7.2.3.2 Interview candidates 0
10458 7.2.3.3 Test candidates 0
10459 7.2.3.4 Select and reject candidates 0
10443 7.2.4 Manage new hire/re-hire 0
10463 7.2.4.1 Draw up and make offer 0
10464 7.2.4.2 Negotiate offer 0

10465 7.2.4.3 Hire candidate 0
10444 7.2.5 Manage applicant information 1
10460 7.2.5.1 Obtain candidate background information 0
10466 7.2.5.2 Create applicant record 0
10467 7.2.5.3 Manage/track applicant data 1
20124 7.2.5.3.1 Complete position classification and level of experience 1
10468 7.2.5.4 Archive and retain records of non-hires 0
20599 7.3 Manage employee on boarding, development, and training 14
10469 7.3.1 Manage employee orientation and deployment 3
10474 7.3.1.1 Create/maintain employee on-boarding program 2
10477 7.3.1.1.1 Develop employee induction program 1
10478 7.3.1.1.2 Maintain/Update employee induction program 1
11243 7.3.1.2 Evaluate the effectiveness of the employee on-boarding 0
program
17050 7.3.1.3 Execute on-boarding program 1
10470 7.3.2 Manage employee performance 1
10479 7.3.2.1 Define employee performance objectives 1
10480 7.3.2.2 Review, appraise, and manage employee performance 0
10481 7.3.2.3 Evaluate and review performance program 0
10472 7.3.3 Manage employee development 2
10487 7.3.3.1 Define employee development guidelines 0
10488 7.3.3.2 Develop employee career plans and career paths 1
17051 7.3.3.3 Manage employee skill and competency development 1
10473 7.3.4 Develop and train employees 7

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

10491 7.3.4.3 Align learning programs with competencies 0
10492 7.3.4.4 Establish training needs by analysis of required and 0
available skills

10493 7.3.4.5 Develop, conduct, and manage employee and/or 0
management training programs
20125 7.3.4.6 Manage examinations and certifications 5
20126 7.3.4.6.1 Liaise with external certification authorities 1
20127 7.3.4.6.2 Administer certification tests 1
20128 7.3.4.6.3 Appraise experience qualifications 1
20129 7.3.4.6.4 Administer certificate issue and maintenance 1
17052 7.4 Manage employee relations 0
10483 7.4.1 Manage labor relations 0
10484 7.4.2 Manage collective bargaining process 0
10485 7.4.3 Manage labor management partnerships 0
10531 7.4.4 Manage employee grievances 0
10412 7.5 Reward and retain employees 6
10494 7.5.1 Develop and manage reward, recognition, and motivation 1
programs
10498 7.5.1.1 Develop salary/compensation structure and plan 0
10499 7.5.1.2 Develop benefits and reward plan 0
10500 7.5.1.3 Perform competitive analysis of benefit and rewards 0
10501 7.5.1.4 Identify compensation requirements based on financial, 0
benefits, and HR policies
10502 7.5.1.5 Administer compensation and rewards to employees 0
10503 7.5.1.6 Reward and motivate employees 0
10495 7.5.2 Manage and administer benefits 0
10504 7.5.2.1 Deliver employee benefits program 0
10505 7.5.2.2 Administer benefit enrollment 0
10506 7.5.2.3 Process claims 0
10507 7.5.2.4 Perform benefit reconciliation 0
10496 7.5.3 Manage employee assistance and retention 3
10508 7.5.3.1 Deliver programs to support work/life balance for employees 0
10509 7.5.3.2 Develop family support systems 1
10510 7.5.3.3 Review retention and motivation indicators 0
10511 7.5.3.4 Review compensation plan 1
10497 7.5.4 Administer payroll 0

10413 7.6 Redeploy and retire employees 4
10512 7.6.1 Manage promotion and demotion process 0

10513 7.6.2 Manage separation 0
10514 7.6.3 Manage retirement 0
10515 7.6.4 Manage leave of absence 0
10516 7.6.5 Develop and implement employee outplacement 0
20132 7.6.6 Manage workforce scheduling 3
20133 7.6.6.1 Receive required resources/skills and capabilities 1
10517 7.6.6.2 Manage resource deployment 1
17055 7.6.7 Relocate employees and manage assignments 0

10520 7.6.7.1 Manage expatriates 0
17056 7.7 Manage employee information and analytics 1
10522 7.7.1 Manage reporting processes 0
10523 7.7.2 Manage employee inquiry process 0
10524 7.7.3 Manage and maintain employee data 0
10525 7.7.4 Manage human resource information systems HRIS 1
10526 7.7.5 Develop and manage employee metrics 0

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

Metrics
+20599, -10411, c17043, c10413, c10532 Y
+20958, -17044, RENAME, WAS:Develop and Y
manage human resources (HR) planning, policies,
and strategies
+20606, NEW N
N
N
N
N
N
N
NEW N
+16938, +11622, +11623, +20122, c10424 N
N
RENAME, WAS:Plan employee resourcing N

requirements per unit/organization
c10210 N
RENAME, WAS:Establish sales force incentive plan N
Y
NEW N
N
NEW N
NEW N
N
N
N
N
N
NEW N
Y

Metrics
N
N
N
N
N
+20123, -17049 Y
-10449, c10445, c10447, c10446, c10448, c10450 N
RENAME, WAS:Align staffing plan to workforce plan N

and business unit strategies/resource needs
RENAME, WAS:Develop job descriptions N

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

RENAME, WAS:Modify requisitions N
N
N
c10453, c17048 N
RENAME, WAS:Determine recruitment methods N
N
N
N
RENAME, WAS:Monitor recruitment channels N
NEW N
N
N
N
N
Y
N
N

Metrics
N
N
N
N
+20124 N
NEW N
N
NEW Y
c17050 Y
+10477, +10478 N
NEW N
NEW N
N
RENAME, WAS:Execute onboarding program N

c10479 Y
RENAME, WAS:Define performance objectives N
N
N
c10488, c17051 Y
N
RENAME, WAS:Develop employee career plans N
RENAME, WAS:Manage employee skills N

development
+16940, +20125, c10490 Y
RENAME, WAS:Align employee and organization N
development needs
NEW N
N
N

Metrics
Y
+20126, +20127, +20128, +20129, NEW N

NEW N
NEW N
NEW N
NEW N
Y
Y
N
N
Y
+10494, +10496, -17053, -17054 Y
NEW Y
Y
N
N
N
N
N
N
N
N
N
N
+10509, +10511, NEW N
N
NEW N
N
NEW N
Y

Metrics
+20132, RENAME, WAS:Re-deploy and retire Y
employees
Y
Y
N
N
N
+20133, c10517, NEW N
NEW N
RENAME, WAS:Manage deployment of personnel N
N
Y
c10525 N
Y
Y
Y
RENAME, WAS:Manage human resource Y
information systems (HRIS)
Y
Y
N
+16944 Y
N
NEW N
RENAME, WAS:Publish employee communications N

20608 8.1 Develop and manage IT customer relationships 44
20609 8.1.1 Understand IT customer needs 3

20610 8.1.1.1 Understand IT customer communities 1
20611 8.1.1.2 Assess IT customer operational capabilities 1
20612 8.1.2 Identify IT customer transformation needs 5
20613 8.1.2.1 Understand business requirements for IT capabilities 1
20614 8.1.2.2 Understand IT landscape 1
20615 8.1.2.3 Develop IT visioning 1
20616 8.1.2.4 Outline IT service expectations 1
20617 8.1.3 Plan and communicate IT services 6
20618 8.1.3.1 Manage IT customer expectations 1

20619 8.1.3.2 Define future IT services 1
20620 8.1.3.3 Determine IT performance indicators 1
20621 8.1.3.4 Create IT marketing messages 1
20622 8.1.3.5 Create IT service marketing plan 1
20623 8.1.4 Provide IT transformation guidance 10
20624 8.1.4.1 Develop IT transformation plans 1

20625 8.1.4.2 Collect IT customer requirements 1
20937 8.1.4.3 Analyze IT customer requirements 1
20626 8.1.4.4 Identify and prioritize IT opportunities 1
20627 8.1.4.5 Facilitate solution design activities 1
20628 8.1.4.6 Prioritize IT outcomes 1
20629 8.1.4.7 Develop business cases 1
20630 8.1.4.8 Support business case 1
20631 8.1.4.9 Develop transformation roadmap 1
20632 8.1.5 Develop and manage IT service levels 8
20633 8.1.5.1 Understand IT service requirements 1

20634 8.1.5.2 Forecast IT service demand 1
20635 8.1.5.3 Maintain IT services catalog 1
20636 8.1.5.4 Define service level agreement 1
20637 8.1.5.5 Maintain IT customer contracts 1
20638 8.1.5.6 Negotiate and establish service level agreements 1
20640 8.1.5.7 Develop and maintain improvement processes 1
20641 8.1.6 Manage IT customer relationships 6
20642 8.1.6.1 Establish relationship management mechanisms 1

20643 8.1.6.2 Understand IT customer strategy 1
20644 8.1.6.3 Understand IT customer environment 1
20645 8.1.6.4 Communicate IT capabilities 1
20646 8.1.6.5 Manage IT requirements 1
20648 8.1.7 Analyze service performance 5
20649 8.1.7.1 Assess SLA compliance 1
20650 8.1.7.2 Triage SLA compliance issues 1
20647 8.1.7.3 Collect feedback about IT products and services 1
20938 8.1.7.4 Synthesize and distribute IT performance information 1
20652 8.2 Develop and manage IT business strategy 51
20653 8.2.1 Define business technology and governance strategy 7
20654 8.2.1.1 Build and maintain IT strategic intelligence 1

20655 8.2.1.2 Monitor and map current and emerging technologies 1
20656 8.2.1.3 Define and communicate digital transformation strategy 1
20657 8.2.1.4 Develop IT strategic alignment 1
20658 8.2.1.5 Articulate IT alignment principles 1
20659 8.2.1.6 Maintain IT strategic alignment 1
20660 8.2.2 Manage IT portfolio strategy 7
20661 8.2.2.1 Establish and validate IT value criteria 1

20662 8.2.2.2 Determine IT portfolio investment balance 1
20663 8.2.2.3 Evaluate proposed IT investment projects 1

20664 8.2.2.4 Prioritize IT projects 1
20665 8.2.2.5 Align IT resources to strategic priorities 1
20667 8.2.2.6 Align IT portfolio to business objectives 1
20668 8.2.3 Define and maintain enterprise architecture 5
20670 8.2.3.1 Create and publish enterprise architecture principles 1
20671 8.2.3.2 Establish and operate enterprise architecture governance 1
20672 8.2.3.3 Research technologies to innovate IT services and solutions 1
20673 8.2.3.4 Provide input to definition and prioritization of IT projects 1
20674 8.2.4 Define IT service management strategy 8
20675 8.2.4.1 Establish IT service management strategy and goals 1

20676 8.2.4.2 Identify IT service operating and process requirements 1
20677 8.2.4.3 Define IT service catalog 1
20678 8.2.4.4 Establish IT service management framework 1
20679 8.2.4.5 Define and implement IT service management 1
20680 8.2.4.6 Define and deploy support service management process 1
tools and methods
20681 8.2.4.7 Monitor and report IT performance 1
20682 8.2.5 Control IT management system 10
20683 8.2.5.1 Determine IT performance measures 1

20684 8.2.5.2 Define IT control points and assurance procedures 1
governance model
20685 8.2.5.3 Monitor and analyze overall IT performance 1
20686 8.2.5.4 Monitor and analyze IT financial performance 1
20687 8.2.5.5 Monitor and analyze IT value and benefits 1
20688 8.2.5.6 Optimize IT resource allocation 1
20689 8.2.5.7 Manage IT projects and services interdependencies 1
20690 8.2.5.8 Report IT service and project performance 1
20692 8.2.5.9 Select, deploy, and operate IT performance analytics tools 1
20693 8.2.6 Manage IT value portfolio 5
20694 8.2.6.1 Assess performance against IT service and project value 1
criteria

20695 8.2.6.2 Quantify value of IT service and project portfolio 1
20696 8.2.6.3 investments
Communicate business technology value contribution 1
20697 8.2.6.4 Determine and implement IT portfolio adjustments 1
20699 8.2.7 Define and manage technology innovation 8
20700 8.2.7.1 Establish selection criteria for research initiatives 1

20701 8.2.7.2 Analyze emerging technology concepts 1
20702 8.2.7.3 Identify technology concepts and capabilities 1
20703 8.2.7.4 Execute IT research projects 1
20939 8.2.7.5 Evaluate IT research project outcomes 1
20704 8.2.7.6 Identify and promote viable concepts 1
20705 8.2.7.7 Develop and plan IT investment projects 1
20706 8.3 Develop and manage IT resilience and risk 62
20707 8.3.1 Develop IT compliance, risk, and security strategy 11
20708 8.3.1.1 Determine and evaluate IT regulatory and audit 1

20940 8.3.1.2 requirements
Understand business unit risk tolerance 1
20709 8.3.1.3 Establish IT risk tolerance 1
20710 8.3.1.4 Establish risk ownership 1
20711 8.3.1.5 Establish and maintain risk management roles 1
20712 8.3.1.6 Establish compliance objectives 1
20941 8.3.1.7 Identify systems to support compliance 1
20713 8.3.1.8 Identify and evaluate IT risk 1
20714 8.3.1.9 Evaluate IT-related risks resiliency 1
20715 8.3.1.10 Create IT risk mitigation strategies and approaches 1
20716 8.3.2 Develop IT resilience strategy 5
20717 8.3.2.1 Determine IT delivery resiliency 1
20718 8.3.2.2 Determine critical IT risks 1
20719 8.3.2.3 Prioritize IT risks 1
20720 8.3.2.4 Establish mitigation approaches for IT risks 1

20721 8.3.3 Control IT risk, compliance, and security 11
20722 8.3.3.1 Evaluate enterprise regulatory and compliance obligations 1

20723 8.3.3.2 Analyze IT security threat impact 1
20724 8.3.3.3 Create and maintain IT compliance requirements 1
20942 8.3.3.4 Create and maintain IT security policies, standards, and 1
procedures
20725 8.3.3.5 Develop and deploy risk management training 1
20726 8.3.3.6 Establish risk reporting capabilities and responsibilities 1
20727 8.3.3.7 Establish communication standards 1
20728 8.3.3.8 Conduct IT risk and threat assessments 1
20729 8.3.3.9 Monitor and manage IT activity risk 1
20730 8.3.3.10 Identify, supervise and monitor IT risk mitigation measures 1
20731 8.3.4 Plan and manage IT continuity 4
20732 8.3.4.1 Evaluate IT continuity 1
20733 8.3.4.2 Identify IT continuity gaps 1
20734 8.3.4.3 Manage IT business continuity 1
20735 8.3.5 Develop and manage IT security, privacy, and data protection 8
20736 8.3.5.1 Assess IT regulatory and confidentiality requirements and 1

policies
20737 8.3.5.2 Create IT security, privacy, and data protection risk 1
governance
20738 8.3.5.3 Define IT data security and privacy policies, standards, and 1
procedures
20739 8.3.5.4 Review and monitor physical and logical IT data security 1
measures
20740 8.3.5.5 Review and monitor application security controls 1
20741 8.3.5.6 Review and monitor IT physical environment security 1
controls
20742 8.3.5.7 Monitor/analyze network intrusion detection data and 1
resolve threats

20743 8.3.6 Conduct and analyze IT compliance assessments 6
20744 8.3.6.1 Conduct projects to enhance IT compliance and remediate 1

risk
20745 8.3.6.2 Conduct IT compliance control auditing of internal and 1
external services
20746 8.3.6.3 Perform IT compliance reporting 1
20747 8.3.6.4 Identify and escalate IT compliance issues and remediation 1
requirements
20748 8.3.6.5 Support external audits and reports 1
20749 8.3.7 Develop and execute IT resilience and continuity operations 7
20750 8.3.7.1 Conduct IT resilience improvement projects 1

20751 8.3.7.2 Develop, document, and maintain IT business continuity 1
planning
20752 8.3.7.3 Implement and enforce change control procedures 1
20753 8.3.7.4 Execute recurring IT service provider business continuity 1
20754 8.3.7.5 Provide IT resilience training 1
20755 8.3.7.6 Execute recurring IT business operations continuity 1
20756 8.3.8 Manage IT user identity and authorization 9
20757 8.3.8.1 Support integration of identity and authorization policies 1

20758 8.3.8.2 Manage IT user directory 1
20759 8.3.8.3 Manage IT user authorization 1
20760 8.3.8.4 Manage IT user authentication mechanisms 1
20761 8.3.8.5 Audit IT user identity and authorization systems 1
20762 8.3.8.6 Respond to IT information security and network breaches 1
20763 8.3.8.7 Conduct penetration testing 1
20764 8.3.8.8 Audit integration of user identity and authorization systems 1
20765 8.4 Manage information 19
20766 8.4.1 Define business information and analytics strategy 4
20767 8.4.1.1 Establish data, information, and analytic objectives 1
20768 8.4.1.2 Establish data, information, and analytic governance 1

20769 8.4.1.3 Access IT data/analytic capabilities 1
20770 8.4.2 Define and maintain business information architecture 6
20771 8.4.2.1 Determine enterprise business information requirements 1

20772 8.4.2.2 Define enterprise data models 1
20773 8.4.2.3 Identify and understand external data sources 1
20774 8.4.2.4 Establish data ownership and stewardship responsibilities 1
20775 8.4.2.5 Maintain and evolve enterprise data and information 1
architecture
20776 8.4.3 Define and execute business information lifecycle planning and 3
control
20777 8.4.3.1 Define and maintain enterprise information policies, 1
standards, and procedures
20778 8.4.3.2 Implement and execute data administration responsibilities 1
20779 8.4.4 Manage business information content 5
20780 8.4.4.1 Monitor and control business information 1
20781 8.4.4.2 Maintain business information feeds and repositories 1
20782 8.4.4.3 Perform internal usage audits 1
20783 8.4.4.4 Implement and administer business information access 1
20784 8.5 Develop and manage services/solutions 40
20785 8.5.1 Develop service/solution and integration strategy 8
20786 8.5.1.1 Determine IT service/solution development 1

20787 8.5.1.2 Define IT service/solution development processes/standards 1
20788 8.5.1.3 Identify, deploy, and support development methodologies 1
and tools
20789 8.5.1.4 Establish service component criteria 1
20790 8.5.1.5 Understand and select reusable service components 1
20791 8.5.1.6 Maintain service component portfolio 1
20792 8.5.1.7 Establish development standards exception governance 1
20793 8.5.2 Manage service/solution lifecycle planning 6

20794 8.5.2.1 Monitor and track emerging technology capabilities 1
20795 8.5.2.2 Identify IT services/solutions 1
20796 8.5.2.3 Determine IT service/solution approach 1
20797 8.5.2.4 Define IT solution lifecycle 1
20798 8.5.2.5 Develop IT service/solution "sunset" plans 1
20799 8.5.3 Develop and manage service/solution architecture 9
20800 8.5.3.1 Assess IT application and infrastructure architecture 1

constraints
20801 8.5.3.2 Assess business constraints on IT service/solution 1
20802 8.5.3.3 Determine IT component integration requirements 1
20803 8.5.3.4 Identify opportunities for IT component reuse 1
20804 8.5.3.5 Promote adoption of existing service/solution architecture 1
20805 8.5.3.6 Develop and maintain service/solution architectures 1
20806 8.5.3.7 Assess IT service/solution architecture conformance 1
20807 8.5.3.8 Manage architectural exceptions 1
20808 8.5.4 Execute IT service/solution creation and testing 9
20809 8.5.4.1 Execute IT service/solution development lifecycle 8
20810 8.5.4.1.1 Assess and validate IT service/solution requirements 1

20811 8.5.4.1.2 Create service/solution design 1
20812 8.5.4.1.3 Build and test IT service/solution components 1
20813 8.5.4.1.4 Integrate IT components and services 1
20814 8.5.4.1.5 Execute IT service/solution validation 1
20815 8.5.4.1.6 Bundle service/solution deployment packaging 1
20816 8.5.4.1.7 Manage service/solution process exceptions 1
20817 8.5.5 Perform service/solution maintenance and testing 7
20818 8.5.5.1 Execute IT service/solution maintenance lifecycle 6
20819 8.5.5.1.1 Assess IT remediation 1

20820 8.5.5.1.2 Modify service/solution design 1
20821 8.5.5.1.3 Perform IT service/solution remediation 1
20822 8.5.5.1.4 Manage service/solution operations 1

20823 8.5.5.1.5 Prepare fixed/enhanced service/solution packaging 1
20824 8.6 Deploy services/solutions 42
20825 8.6.1 Develop and manage service/solution deployment strategy 7
20826 8.6.1.1 Assess IT deployment business impact 1

20827 8.6.1.2 Establish IT deployment policies 1
20828 8.6.1.3 Define and create deployment procedure workflow 1
20829 8.6.1.4 Define IT change/release standards 1
20830 8.6.1.5 Assign deployment approval responsibilities 1
20831 8.6.1.6 Analyze deployments outcomes 1
20832 8.6.2 Plan service and solution implementation 8
20833 8.6.2.1 Assess IT deployment risk 1

20834 8.6.2.2 Define implementation schedule and roll-out sequence 1
20835 8.6.2.3 Determine implementation requirements 1
20836 8.6.2.4 Plan and align user testing and resources 1
20837 8.6.2.5 Develop IT training 1
20838 8.6.2.6 Create implementation communications 1
20839 8.6.2.7 Manage IT roll-back procedures 1
20840 8.6.3 Manage change deployment control 8
20841 8.6.3.1 Asses IT change/release impact 1

20842 8.6.3.2 Confirm change/release compliance 1
20843 8.6.3.3 Assess IT change/release risk 1
20844 8.6.3.4 Consolidate IT change 1
20845 8.6.3.5 Create and communicate deployment schedule 1
20846 8.6.3.6 Approve change/release deployment 1
20847 8.6.3.7 Document IT change/release outcome 1
20848 8.6.4 Implement technology solutions 10
20849 8.6.4.1 Confirm hardware/software operational status 1

20850 8.6.4.2 Confirm operational availability 1

20851 8.6.4.3 Execute internal IT implementation plan 1
20852 8.6.4.4 Confirm implementation completion 1
20853 8.6.4.5 Implement software change/release 1
20854 8.6.4.6 Perform post-installation testing 1
20855 8.6.4.7 Distribute software components network-wide 1
20856 8.6.4.8 Verify change/release implementation success 1
20857 8.6.4.9 Execute roll-back plan 1
20858 8.6.5 Perform service and solution rollout 8
20859 8.6.5.1 Conduct IT training 1

20860 8.6.5.2 Prepare and distribute service/solution communications 1
20861 8.6.5.3 Support organizational changes 1
20862 8.6.5.4 Execute rollout plans 1
20863 8.6.5.5 Provide rollout support 1
20864 8.6.5.6 Manage rollout support capabilities 1
20865 8.6.5.7 Monitor and record rollout issues 1
20866 8.7 Create and manage support services/solutions 62
20867 8.7.1 Define and establish service delivery strategy 6
20868 8.7.1.1 Assess business objectives and IT service delivery 1

20869 8.7.1.2 Define IT service delivery portfolio 1
20870 8.7.1.3 Create and maintain IT service delivery model 1
20871 8.7.1.4 Determine IT service delivery locations and activities 1
20872 8.7.1.5 Define IT service delivery sourcing strategy 1
20873 8.7.2 Define and develop service support strategy 7
20874 8.7.2.1 Assess business objectives and IT service support delivery 1

20875 8.7.2.2 Define IT service support portfolio 1
20876 8.7.2.3 Create and maintain IT support model 1
20877 8.7.2.4 Develop IT support service sourcing strategy 1
20878 8.7.2.5 Establish support service framework 1
20879 8.7.2.6 Provide service support tools and technology 1

20880 8.7.3 Plan and manage service delivery control 8
20881 8.7.3.1 Plan operational activities for IT service delivery 7
20882 8.7.3.1.1 Schedule service delivery resources 1

20883 8.7.3.1.2 Maintain/optimize batch job schedule 1
20884 8.7.3.1.3 Schedule change/release windows 1
20885 8.7.3.1.4 Schedule/optimize backup and archive activities 1
20886 8.7.3.1.5 Balance operational workloads across available 1
infrastructure components
20887 8.7.3.1.6 Determine specific problem support procedures 1
20888 8.7.4 Develop and manage infrastructure resource planning 6
20889 8.7.4.1 Develop IT service delivery strategy 1

20890 8.7.4.2 Assess IT infrastructure business objectives 1
20891 8.7.4.3 Determine ongoing IT infrastructure capabilities 1
20892 8.7.4.4 Plan IT infrastructure change 1
20893 8.7.4.5 Plan and budget IT license usage volumes 1
20895 8.7.5 Define service support planning 11
20896 8.7.5.1 Understand IT support demand patterns 1

20897 8.7.5.2 Determine required support resource levels, responsibilities, 1
and capabilities
20898 8.7.5.3 Maintain service support knowledge repository 1
20943 8.7.5.4 Maintain service support learning 1
20899 8.7.5.5 Communicate service support needs 1
20900 8.7.5.6 Define IT escalation mechanisms 1
20901 8.7.5.7 Manage IT service support resources 1
20902 8.7.5.8 Coordinate with external support providers 1
20903 8.7.5.9 Triage IT service delivery incidents 1
20904 8.7.5.10 Monitor IT service support performance 1
20905 8.7.6 Develop and manage service delivery operations 9

20906 8.7.6.1 Operate and monitor online systems 1
20907 8.7.6.2 Run and monitor batch job schedule 1
20908 8.7.6.3 Manage service delivery workloads 1
20909 8.7.6.4 Manage infrastructure performance and capacity 1
20910 8.7.6.5 Respond to unplanned operational issues 1
20911 8.7.6.6 Produce and distribute output media 1
20912 8.7.6.7 Monitor IT infrastructure security 1
20913 8.7.6.8 Manage IT infrastructure/data recovery 1
20914 8.7.7 Manage infrastructure resource administration 7
20915 8.7.7.1 Manage infrastructure configuration 1

20916 8.7.7.2 Perform infrastructure component maintenance 1
20917 8.7.7.3 Install/configure/upgrade infrastructure components 1
20918 8.7.7.4 Maintain IT asset records 1
20919 8.7.7.5 Administer IT licenses/user agreements 1
20920 8.7.7.6 Provide IT infrastructure service and capabilities 1
20921 8.7.8 Operate IT user support 7
20922 8.7.8.1 Triage IT issues/requests 1

20923 8.7.8.2 Provide IT resolution capabilities 1
20925 8.7.8.3 Manage IT user requests 1
20926 8.7.8.4 Escalate IT requests 1
20927 8.7.8.5 Resolve IT issues/requests 1
20928 8.7.8.6 Execute IT continuity and recovery action 1

Metrics
+20608, +20652, +20706, +20765, +20784, Y
+20824, +20866, NEW
+20609, +20612, +20617, +20623, +20632, Y
+20641, +20648, NEW
+20610, +20611, NEW N
NEW N
NEW N
+20613, +20614, +20615, +20616, NEW N
NEW N
NEW N
NEW N
NEW N
+20618, +20619, +20620, +20621, +20622, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20624, +20625, +20937, +20626, +20627, N
+20628, +20629, +20630, +20631, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20633, +20634, +20635, +20636, +20637, N
+20638, +20640, NEW
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20642, +20643, +20644, +20645, +20646, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20649, +20650, +20647, +20938, NEW N
NEW N
NEW N
NEW N
NEW N
+20653, +20660, +20668, +20674, +20682, Y
+20693, +20699, NEW
+20654, +20655, +20656, +20657, +20658, N
+20659, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20661, +20662, +20663, +20664, +20665, N
+20667, NEW
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
+20670, +20671, +20672, +20673, NEW N
NEW N
NEW N
NEW N
NEW N
+20675, +20676, +20677, +20678, +20679, N
+20680, +20681, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20683, +20684, +20685, +20686, +20687, N
+20688, +20689, +20690, +20692, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20694, +20695, +20696, +20697, NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
+20700, +20701, +20702, +20703, +20939, N
+20704, +20705, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20707, +20716, +20721, +20731, +20735, Y
+20743, +20749, +20756, NEW
+20708, +20940, +20709, +20710, +20711, N
+20712, +20941, +20713, +20714, +20715, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20717, +20718, +20719, +20720, NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+20722, +20723, +20724, +20942, +20725, N
+20726, +20727, +20728, +20729, +20730, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20732, +20733, +20734, NEW N
NEW N
NEW N
NEW N
+20736, +20737, +20738, +20739, +20740, N
+20741, +20742, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+20744, +20745, +20746, +20747, +20748, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20750, +20751, +20752, +20753, +20754, N
+20755, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20757, +20758, +20759, +20760, +20761, N
+20762, +20763, +20764, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20766, +20770, +20776, +20779, NEW Y
+20767, +20768, +20769, NEW N
NEW N
NEW N

Metrics
NEW N
+20771, +20772, +20773, +20774, +20775, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20777, +20778, NEW N
NEW N
NEW N
+20780, +20781, +20782, +20783, NEW N
NEW N
NEW N
NEW N
NEW N
+20785, +20793, +20799, +20808, +20817, NEW Y
+20786, +20787, +20788, +20789, +20790, N

+20791, +20792, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20794, +20795, +20796, +20797, +20798, NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
+20800, +20801, +20802, +20803, +20804, N
+20805, +20806, +20807, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20809, NEW N
+20810, +20811, +20812, +20813, +20814, N
+20815, +20816, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20818, NEW N
+20819, +20820, +20821, +20822, +20823, NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
+20825, +20832, +20840, +20848, +20858, NEW Y
+20826, +20827, +20828, +20829, +20830, N

+20831, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20833, +20834, +20835, +20836, +20837, N
+20838, +20839, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20841, +20842, +20843, +20844, +20845, N
+20846, +20847, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20849, +20850, +20851, +20852, +20853, N
+20854, +20855, +20856, +20857, NEW
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20859, +20860, +20861, +20862, +20863, N
+20864, +20865, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20867, +20873, +20880, +20888, +20895, Y
+20905, +20914, +20921, NEW
+20868, +20869, +20870, +20871, +20872, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20874, +20875, +20876, +20877, +20878, N
+20879, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+20881, NEW N
+20882, +20883, +20884, +20885, +20886, N
+20887, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20889, +20890, +20891, +20892, +20893, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20896, +20897, +20898, +20943, +20899, N
+20900, +20901, +20902, +20903, +20904, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20906, +20907, +20908, +20909, +20910, N
+20911, +20912, +20913, NEW

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20915, +20916, +20917, +20918, +20919, N
+20920, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20922, +20923, +20925, +20926, +20927, N
+20928, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

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

10788 9.1.4.7 Manage continuous cost improvement 0
10729 9.2 Perform revenue accounting 5
10742 9.2.1 Process customer credit 2
10789 9.2.1.1 Establish credit policies 0

10790 9.2.1.2 Analyze/Approve new account applications 0
14187 9.2.1.3 Analyze credit scoring history 1
14188 9.2.1.4 Forecast credit scoring requirement 1
10791 9.2.1.5 Review existing accounts 0
10792 9.2.1.6 Produce credit/collection reports 0
10793 9.2.1.7 Reinstate or suspend accounts based on credit policies 0
10743 9.2.2 Invoice customer 0
10794 9.2.2.1 Maintain customer/product master files 0
10795 9.2.2.2 Generate customer billing data 0
10796 9.2.2.3 Transmit billing data to customers 0
10797 9.2.2.4 Post receivable entries 0
10798 9.2.2.5 Resolve customer billing inquiries 0
10744 9.2.3 Process accounts receivable (AR) 0
10799 9.2.3.1 Establish AR policies 0
10800 9.2.3.2 Receive/Deposit customer payments 0
10801 9.2.3.3 Apply cash remittances 0
10802 9.2.3.4 Prepare AR reports 0
10803 9.2.3.5 Post AR activity to the general ledger 0
10745 9.2.4 Manage and process collections 3
10804 9.2.4.1 Establish policies for delinquent accounts 0
10805 9.2.4.2 Analyze delinquent account balances 0
10806 9.2.4.3 Correspond/Negotiate with delinquent accounts 0
10807 9.2.4.4 Discuss account resolution with internal parties 0
10808 9.2.4.5 Process adjustments/write off balances 1
14007 9.2.4.6 Perform recovery workout 1

14008 9.2.4.7 Manage default accounts 1
10746 9.2.5 Manage and process adjustments/deductions 0
10809 9.2.5.1 Establish policies/procedures for adjustments 0
10810 9.2.5.2 Analyze adjustments 0
10811 9.2.5.3 Correspond/Negotiate with customer 0
10812 9.2.5.4 Discuss resolution with internal parties 0
10813 9.2.5.5 Prepare chargeback invoices 0

10814 9.2.5.6 Process related entries 0
10730 9.3 Perform general accounting and reporting 13
10747 9.3.1 Manage policies and procedures 2
10815 9.3.1.1 Negotiate service-level agreements 1
10816 9.3.1.2 Establish accounting policies 0

20604 9.3.1.3 Publish accounting policies 1
10817 9.3.1.4 Set and enforce approval limits 0
10818 9.3.1.5 Establish common financial systems 0
10748 9.3.2 Perform general accounting 1
10819 9.3.2.1 Maintain chart of accounts 0
10820 9.3.2.2 Process journal entries 0
10821 9.3.2.3 Process allocations 0
10822 9.3.2.4 Process period end adjustments 1
10823 9.3.2.5 Post and reconcile intercompany transactions 0

10824 9.3.2.6 Reconcile general ledger accounts 0
10825 9.3.2.7 Perform consolidations and process eliminations 0
10826 9.3.2.8 Prepare trial balance 0
10827 9.3.2.9 Prepare and post management adjustments 0
10749 9.3.3 Perform fixed-asset accounting 9
10828 9.3.3.1 Establish fixed-asset policies and procedures 1
10829 9.3.3.2 Maintain fixed-asset master data files 1
10830 9.3.3.3 Process and record fixed-asset additions and retires 1
10831 9.3.3.4 Process and record fixed-asset adjustments, enhancements, 1

revaluations, and transfers

10832 9.3.3.5 Process and record fixed-asset maintenance and repair 1
expenses
10833 9.3.3.6 Calculate and record depreciation expense 0
10834 9.3.3.7 Reconcile fixed-asset ledger 1
10835 9.3.3.8 Track fixed-assets including physical inventory 1
10836 9.3.3.9 Provide fixed-asset data to support tax, statutory, and 1

regulatory reporting
10750 9.3.4 Perform financial reporting 1
10837 9.3.4.1 Prepare business unit financial statements 0
10838 9.3.4.2 Prepare consolidated financial statements 0
10839 9.3.4.3 Perform business unit reporting/review management reports 0
10840 9.3.4.4 Perform consolidated reporting/review of cost management 0
reports
10841 9.3.4.5 Prepare statements for board review 0
10842 9.3.4.6 Produce quarterly/annual filings and shareholder reports 0
10843 9.3.4.7 Produce regulatory reports 0
14074 9.3.4.8 Perform legal and management consolidation 1
10731 9.4 Manage fixed-asset project accounting 2
10751 9.4.1 Perform capital planning and project approval 1

10844 9.4.1.1 Develop capital investment policies and procedures 0
10845 9.4.1.2 Develop and approve capital expenditure plans and budgets 0
10846 9.4.1.3 Review and approve capital projects and fixed-asset 1
acquisitions
10847 9.4.1.4 Conduct financial justification for project approval 0
10752 9.4.2 Perform capital project accounting 0
10848 9.4.2.1 Create project account codes 0
10849 9.4.2.2 Record project-related transactions 0
10850 9.4.2.3 Monitor and track capital projects and budget spending 0
10851 9.4.2.4 Close/capitalize projects 0
10852 9.4.2.5 Measure financial returns on completed capital projects 0
10732 9.5 Process payroll 4

10753 9.5.1 Report time 0
10853 9.5.1.1 Establish policies and procedures 0
10854 9.5.1.2 Collect and record employee time worked 0
10855 9.5.1.3 Analyze and report paid and unpaid leave 0
10856 9.5.1.4 Monitor regular, overtime, and other hours 0
10857 9.5.1.5 Analyze and report employee utilization 0
10754 9.5.2 Manage pay 1
10858 9.5.2.1 Enter employee time worked into payroll system 0
10859 9.5.2.2 Maintain and administer employee earnings information 0
10860 9.5.2.3 Maintain and administer applicable deductions 0
10861 9.5.2.4 Monitor changes in tax status of employees 0
10862 9.5.2.5 Process and distribute payments 0
10863 9.5.2.6 Process and distribute manual checks 0
10864 9.5.2.7 Process period-end adjustments 1
10865 9.5.2.8 Respond to employee payroll inquiries 0

10755 9.5.3 Manage and process payroll taxes 3
14075 9.5.3.1 Develop tax plan 1

14076 9.5.3.2 Manage tax plan 1
10866 9.5.3.3 Calculate and pay applicable payroll taxes 0
10867 9.5.3.4 Produce and distribute employee annual tax statements 0
10868 9.5.3.5 File regulatory payroll tax forms 0
10733 9.6 Process accounts payable and expense reimbursements 10
10756 9.6.1 Process accounts payable (AP) 2
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file 0
10870 9.6.1.2 Maintain/Manage electronic commerce 0
10871 9.6.1.3 Audit invoices and key data in AP system 0
10872 9.6.1.4 Approve payments 0
10873 9.6.1.5 Process financial accruals and reversals 0
10874 9.6.1.6 Process payables taxes 1
10875 9.6.1.7 Research/Resolve payable exceptions 1
10876 9.6.1.8 Process payments 0

10877 9.6.1.9 Respond to AP inquiries 0
10878 9.6.1.10 Retain records 0
10879 9.6.1.11 Adjust accounting records 0
12213 9.6.1.12 Match receipts with purchase orders 0
12214 9.6.1.13 Perform evaluated receipt settlement 0
12215 9.6.1.14 Process invoices 0
12217 9.6.1.14.1 Process recurring invoices 0
19775 9.6.1.14.2 Process one-time invoices 0
10757 9.6.2 Process expense reimbursements 1
10880 9.6.2.1 Establish and communicate expense reimbursement policies 0
and approval limits
10881 9.6.2.2 Capture and report relevant tax data 0
10882 9.6.2.3 Approve reimbursements and advances 0
10883 9.6.2.4 Process reimbursements and advances 0
10884 9.6.2.5 Manage personnel accounts 1
20929 9.6.3 Manage corporate credit cards 7
20930 9.6.3.1 Establish corporate credit card policies and approval limits 1
20931 9.6.3.2 Process corporate credit card requests 1
20932 9.6.3.3 Order corporate credit cards 1
20933 9.6.3.4 Manage corporate credit card accounts 1
20934 9.6.3.5 Approve/Change credit limits 1
20935 9.6.3.6 Cancel/Deactivate credit card 1
10734 9.7 Manage treasury operations 21
10758 9.7.1 Manage treasury policies and procedures 0
10885 9.7.1.1 Establish scope and governance of treasury operations 0
10886 9.7.1.2 Establish and publish treasury policies 0
10887 9.7.1.3 Develop treasury procedures 0
10888 9.7.1.4 Monitor treasury procedures 0
10889 9.7.1.5 Audit treasury procedures 0
10890 9.7.1.6 Revise treasury procedures 0
10891 9.7.1.7 Develop and confirm internal controls for treasury 0
10892 9.7.1.8 Define system security requirements 0

10759 9.7.2 Manage cash 0
10893 9.7.2.1 Manage and reconcile cash positions 0
10894 9.7.2.2 Manage cash equivalents 0
10895 9.7.2.3 Process and oversee electronic fund transfers (EFTs) 0
10896 9.7.2.4 Develop cash flow forecasts 0
10897 9.7.2.5 Manage cash flows 0
10898 9.7.2.6 Produce cash management accounting transactions and 0
reports
10899 9.7.2.7 Manage and oversee banking relationships 0
10900 9.7.2.8 Analyze, negotiate, resolve, and confirm bank fees 0
10760 9.7.3 Manage in-house bank accounts 0
10901 9.7.3.1 Manage in-house bank accounts for subsidiaries 0
10902 9.7.3.2 Manage and facilitate inter-company borrowing transactions 0
10903 9.7.3.3 Manage centralized outgoing payments on behalf of 0
subsidiaries
10904 9.7.3.4 Manage central incoming payments on behalf of 0
10905 9.7.3.5 subsidiaries
Manage internal payments and netting transactions 0
10906 9.7.3.6 Calculate interest and fees for in-house bank accounts 0
10907 9.7.3.7 Provide account statements for in-house bank accounts 0
10761 9.7.4 Manage debt and investment 1
14079 9.7.4.1 Establish investment policy 1
10908 9.7.4.2 Manage financial intermediary relationships 0
10909 9.7.4.3 Manage liquidity 0
10910 9.7.4.4 Manage issuer exposure 0
10911 9.7.4.5 Process and oversee debt and investment transactions 0
10912 9.7.4.6 Process and oversee foreign currency transactions 0
10913 9.7.4.7 Produce debt and investment accounting transaction reports 0
14210 9.7.4.8 Process and oversee interest rate transactions 0
12218 9.7.5 Maintain bank account information 0
11208 9.7.6 Monitor and execute risk and hedging transactions 19
12974 9.7.6.1 Develop risk management/hedging strategy 1
11209 9.7.6.2 Manage interest rate risk 4
19575 9.7.6.2.1 Manage interest rate market data 1

19576 9.7.6.2.2 Determine interest rate exposure for all markets 1
19577 9.7.6.2.3 Determine interest rate hedge requirements in 1
accordance with risk policy
19578 9.7.6.2.4 Execute interest rate trades 1
11210 9.7.6.3 Manage foreign exchange risk 5
19579 9.7.6.3.1 Manage foreign exchange market data 1
19580 9.7.6.3.2 Determine foreign exchange exposure for all currencies 1
19581 9.7.6.3.3 Determine foreign exchange hedge requirements in 1
19582 9.7.6.3.4 Execute foreign exchange trades 1
19583 9.7.6.3.5 Manage foreign exchange balance sheet risk 1
11211 9.7.6.4 Manage exposure risk 4
19584 9.7.6.4.1 Determine current customer exposures and limit 1
exceptions
19585 9.7.6.4.2 Resolve customer exposure limit violations 1
19586 9.7.6.4.3 Manage customer collateral 1
19587 9.7.6.4.4 Perform annual customer credit reviews 1
20137 9.7.6.5 Execute hedging transactions 4
19588 9.7.6.5.1 Measure physical positions 1
19589 9.7.6.5.2 Establish hedges 1
19590 9.7.6.5.3 Unwind hedges 1
11213 9.7.6.5.4 Evaluate and refine hedging positions 0
11215 9.7.6.5.5 Monitor credit 0
11214 9.7.6.6 Produce hedge accounting transactions and reports 0
16958 9.7.7 Manage financial fraud/dispute cases 1
10735 9.8 Manage internal controls 3
10762 9.8.1 Establish internal controls, policies, and procedures 1
10914 9.8.1.1 Establish board of directors and audit committee 0

10915 9.8.1.2 Define and communicate code of ethics 0
10916 9.8.1.3 Assign roles and responsibility for internal controls 0
11250 9.8.1.4 Define business process objectives and risks 0
11251 9.8.1.5 Define entity/unit risk tolerances 0

10763 9.8.2 Operate controls and monitor compliance with internal controls 0
policies and procedures
10917 9.8.2.1 Design and implement control activities 0
10918 9.8.2.2 Monitor control effectiveness 0
10919 9.8.2.3 Remediate control deficiencies 0
10920 9.8.2.4 Create compliance function 0
10921 9.8.2.5 Operate compliance function 0
10922 9.8.2.6 Implement and maintain controls-related enabling 0
technologies and tools
10764 9.8.3 Report on internal controls compliance 2
10923 9.8.3.1 Report to external auditors 0
10924 9.8.3.2 Report to regulators, share-/debt-holders, securities 1
exchanges, etc.
10925 9.8.3.3 Report to third parties 1
10926 9.8.3.4 Report to internal management 0

10736 9.9 Manage taxes 1
10765 9.9.1 Develop tax strategy and plan 0
10927 9.9.1.1 Develop foreign, national, state, and local tax strategy 0
10928 9.9.1.2 Consolidate and optimize total tax plan 0
10929 9.9.1.3 Maintain tax master data 0
10766 9.9.2 Process taxes 1
10930 9.9.2.1 Perform tax planning/strategy 0
10931 9.9.2.2 Prepare tax returns 1
10932 9.9.2.3 Prepare foreign taxes 0
10933 9.9.2.4 Calculate deferred taxes 0
10934 9.9.2.5 Account for taxes 0
10935 9.9.2.6 Monitor tax compliance 0
10936 9.9.2.7 Address tax inquiries 0
10737 9.10 Manage international funds/consolidation 0
10767 9.10.1 Monitor international rates 0
10768 9.10.2 Manage transactions 0
10769 9.10.3 Monitor currency exposure/hedge currency 0

10770 9.10.4 Report results 0
17059 9.11 Perform global trade services 1
14090 9.11.1 Screen sanctioned party list 0
14091 9.11.2 Control exports and imports 0
14092 9.11.3 Classify products 0
19593 9.11.4 Perform currency conversion 1
14093 9.11.5 Calculate duty 0
14094 9.11.6 Communicate with customs 0
14095 9.11.7 Document trade 0
14096 9.11.8 Process trade preferences 0
14097 9.11.9 Handle restitution 0
14098 9.11.10 Prepare letter of credit 0

Metrics
c10731 Y
Y
+20135, +20136 Y
N
N
NEW N
N
NEW N
+14057 Y
N
NEW N
N
N
N
N
Y
N
N
N
N
c10786 Y
N
N
N
N
RENAME, WAS:Track performance of new customer N
and product strategies
N
N
Y
+14187, +14188 Y
Y

Metrics
Y
NEW N
NEW N
Y
Y
N
Y
Y
Y
Y
Y
Y
Y
N
N
N
N
N
+14007, +14008, c10808 Y
N
N
N
N
RENAME, WAS:Process adjustments/write-off Y
balances
NEW N
NEW N
Y
N
N
N
N
N

Metrics
N
c10749 Y
+20604, c10815 Y
RENAME, WAS:Negotiate service level agreements Y
Y
NEW Y
Y
Y
c10822 Y
Y
Y
Y
RENAME, WAS:Process period end adjustments Y
(e.g., accruals, currency conversions, etc.)
Y
Y
Y
Y
Y
c10828, c10829, c10830, c10831, c10832, c10834, Y
c10835, c10836, RENAME, WAS:Perform fixed asset
accounting
RENAME, WAS:Establish fixed asset policies and N
procedures
RENAME, WAS:Maintain fixed asset master data N
files
RENAME, WAS:Process and record fixed asset N
additions and retires
adjustments, enhancements, revaluations, and
transfers

Metrics
maintenance and repair expenses
N
RENAME, WAS:Reconcile fixed asset ledger N
RENAME, WAS:Track fixed assets including physical N
inventory
RENAME, WAS:Provide fixed asset data to support N
tax, statutory, and regulatory reporting
+14074 Y
Y
Y
Y
Y
Y
Y
Y
NEW Y
RENAME, WAS:Manage fixed asset project Y
accounting
c10846 Y
N
N
RENAME, WAS:Review and approve capital projects N
and fixed asset acquisitions
N
Y
N
N
N
N
N
c10755 Y

Metrics
Y
N
N
N
N
N
c10864 Y
N
N
N
N
N
N
RENAME, WAS:Process period end adjustments N
N
+14075, +14076, RENAME, WAS:Process payroll Y
taxes
NEW N
NEW N
N
N
N
+20929 Y
c10874, c10875 Y
Y
Y
Y
Y
Y
RENAME, WAS:Process taxes Y
RENAME, WAS:Research/resolve exceptions Y
Y

Metrics
Y
Y
Y
N
N
N
N
N
c10884 Y
Y
Y
Y
Y
RENAME, WAS:Manage personal accounts Y
+20930, +20931, +20932, +20933, +20934, N
+20935, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+16958 Y
Y
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
+14079 N
NEW N
N
N
N
N
N
N
N
N
+12974, +20137, -11212 Y
NEW N
+19575, +19576, +19577, +19578 N
NEW N

Metrics
NEW N
NEW N
NEW N
+19579, +19580, +19581, +19582, +19583 N
NEW N
NEW N
NEW N
NEW N
NEW N
+19584, +19585, +19586, +19587 N
NEW N
NEW N
NEW N
NEW N
+19588, +19589, +19590, NEW N
NEW N
NEW N
NEW N
N
N
N
NEW N
c10762 Y
RENAME, WAS:Establish internal controls policies Y
and procedures
N
N
N
N
N

Metrics
Y
N
N
N
N
N
N
c10924, c10925 Y
N
RENAME, WAS:Report to regulators, share/debt- N
holders, securities exchanges, etc.
RENAME, WAS:Report to third parties (e.g., N
business partners)
N
Y
N
N
N
N
c10931 Y
N
RENAME, WAS:Prepare returns N
N
N
N
N
N
N
N
N
N

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

10937 10.1 Plan and acquire assets 10
10941 10.1.1 Develop property strategy and long term vision 3
10955 10.1.1.1 Confirm alignment of property requirements with business 0

strategy
10956 10.1.1.2 Appraise the external environment 1
10957 10.1.1.3 Determine build or buy decision 1

10942 10.1.2 Develop, construct, and modify sites 0
11277 10.1.2.1 Obtain construction permissions 0
11278 10.1.2.2 Perform construction design and planning 0
11279 10.1.2.3 Perform construction 0
10943 10.1.3 Plan facility 0
10958 10.1.3.1 Design facility 0
19776 10.1.3.1.1 Design / define maintenance facility 0
10959 10.1.3.2 Analyze budget 0
10960 10.1.3.3 Select property 0
10961 10.1.3.4 Negotiate terms for facility 0
10962 10.1.3.5 Manage construction or modification to building 0
10944 10.1.4 Provide workspace and facilities 3
10963 10.1.4.1 Acquire workspace and facilities 1

10964 10.1.4.2 Change fit/form/function of workspace and facilities 1
10949 10.1.5 Manage facilities operations 3

10965 10.1.5.1 Relocate people 1
10966 10.1.5.2 Relocate material and tools 1
19208 10.2 Design and construct productive assets 5
19209 10.2.1 Manage capital program for productive assets 0

19210 10.2.1.1 Define capital investment plan 0
19211 10.2.1.2 Monitor capital program 0
19212 10.2.1.3 Secure construction financing 0
20139 10.2.2 Design and plan asset construction 1
19220 10.2.2.1 Develop construction strategy 0
11276 10.2.2.2 Perform construction performance management 0
19222 10.2.2.3 Design assets 0
19223 10.2.2.4 Plan construction resources 0
19229 10.2.3 Schedule and perform construction work 2
19230 10.2.3.1 Schedule construction work 1

19231 10.2.3.2 Obtain resources 0
19232 10.2.3.3 Construct new assets 0
19233 10.2.3.4 Augment existing assets 0
19234 10.2.3.5 Renew/Replace assets 0
19224 10.2.4 Manage asset construction 1
19225 10.2.4.1 Monitor work performance 0
19226 10.2.4.2 Undertake construction quality control 1
19227 10.2.4.3 Create work and asset records 0
19228 10.2.4.4 Manage safety, security, and access to sites 0
11280 10.2.5 Commission new assets 0
19235 10.2.5.1 Schedule commissioning 0
19236 10.2.5.2 Co-ordinate energization with network operations 0
19237 10.2.5.3 Capture commissioning records 0
19238 10.3 Maintain productive assets 5
19239 10.3.1 Plan asset maintenance 1
19240 10.3.1.1 Develop maintenance strategies 0
10967 10.3.1.2 Analyze assets and predict maintenance requirements 0
19241 10.3.1.3 Specify maintenance policies 0
10968 10.3.1.4 Integrate preventive maintenance into operations schedule 0
19242 10.3.1.5 Identify work management tasks & priorities 1
19243 10.3.1.6 Conduct resource planning 0

19244 10.3.1.7 Create work plans 0
19245 10.3.2 Manage asset maintenance 2
19246 10.3.2.1 Schedule maintenance work 1
19247 10.3.2.2 Obtain required resources 0
19248 10.3.2.3 Undertake maintenance quality control 1
19249 10.3.2.4 Update work and asset records 0
19250 10.3.2.5 Manage maintenance work safety 0
19251 10.3.2.6 Define maintenance performance targets 0
19252 10.3.2.7 Monitor maintenance performance against targets/contracts 0
19253 10.3.3 Perform asset maintenance 0
10947 10.3.3.1 Perform preventative asset maintenance 0
19254 10.3.3.2 Perform routine asset maintenance 0
19255 10.3.3.3 Perform corrective asset maintenance and repairs 0
19256 10.3.3.4 Identify unplanned maintenance requirements 0
19257 10.3.3.5 Perform unplanned maintenance and repairs 0
19727 10.3.4 Perform component/part repair and overhaul activities 0
19728 10.3.4.1 Perform repair provider selection and interaction 0
19729 10.3.4.2 Receive component / part and analyze fault 0
19730 10.3.4.3 Test component / part 0
19731 10.3.4.4 Perform beyond economic repair (BER) assessment 0
19732 10.3.4.5 Prioritize repairs (based on aircraft on ground (AOG)) 0
19733 10.3.4.6 Establish availability of components / parts requiring repair 0
19734 10.3.4.7 Perform repairs 0
19735 10.3.4.8 Track component / part repairs (internal / external) 0
19736 10.3.4.9 Document repair testing 0
19737 10.3.4.10 Deliver repaired component/ part and relevant 0
documentation
19738 10.3.4.11 Provide billing / invoice data to finance 0
19739 10.3.4.12 Manage system and process integration 0
19791 10.3.5 Define and manage maintenance capacities 1
19740 10.3.5.1 Define and oversee maintenance capacities 1
19792 10.3.5.2 Plan maintenance work 0

19741 10.3.5.3 Develop and manage operational capacity plan 0
19742 10.3.6 Perform maintenance activities 0
19743 10.3.6.1 Receive aircraft 0
19744 10.3.6.2 Generate quote for additional maintenance and obtain 0
approval to proceed
19745 10.3.6.3 Perform aircraft / part maintenance 0
19746 10.3.6.4 Provide status reporting 0
19747 10.3.6.5 Manage certification documentation 0
19748 10.3.6.6 Compile aircraft component change and configuration 0
management data
19749 10.3.6.7 Manage task card lifecycle (issue, assign, work, approve, 0
close) compliance
19750 10.3.6.8 Manage third party provider interactions 0
19751 10.3.6.9 Provide invoice / billing data to finance 0
12089 10.3.7 Manage ongoing maintenance, repair and overhaul service 0
contracts
12090 10.3.7.1 Manage customer master information 0
12091 10.3.7.2 Manage customer pricing and quotations 0
12092 10.3.7.3 Manage customer claims processing 0
12093 10.3.7.4 Facilitate customer complaints seminars 0
12094 10.3.7.5 Facilitate customer design reviews and Initiatives 0
12095 10.3.7.6 Identify product improvements 0
12096 10.3.7.7 Support proposal activities 0
12097 10.3.7.8 Provide cost/price data 0
12098 10.3.8 Provide field-level support preparation 0
12099 10.3.8.1 Process customer request for service 0
12100 10.3.8.2 Determine resource and material requirements 0
12101 10.3.8.3 Provide pricing and quotations 0
12102 10.3.8.4 Generate service orders 0
12103 10.3.8.5 Generate service order documentation 0
12104 10.3.8.6 Secure resources and materials 0
12105 10.3.8.7 Manage subcontracts 0
12106 10.3.8.8 Develop maintenance plans 0

10940 10.4 Dispose of assets 1
10952 10.4.1 Develop exit strategy 0
19258 10.4.2 Decommission productive assets 0
10953 10.4.3 Perform sale or trade 0
10954 10.4.4 Perform abandonment 0
16970 10.4.5 Perform waste and hazardous goods management 1

Metrics
c10937, c19238 N
+10949, c10941, c10944, RENAME, WAS:Design N
and construct/acquire buildings and facilities
c10956, c10957, RENAME, WAS:Develop property N

strategy and long-term vision
Y
RENAME, WAS:Assess the external environment N
RENAME, WAS:Make build-or-buy decision N

Y
N
N
N
Y
N
N
N
N
N
N
c10963, c10964, RENAME, WAS:Provide workspace N
and assets
RENAME, WAS:Acquire workspace and assets N
RENAME, WAS:Change fit/form/function of N
workspace and assets
+10965, +10966, NEW N
NEW N
NEW N
+20139, -19219, c19229 N
N

Metrics
N
N
N
NEW N
N
N
N
N
c19230, RENAME, WAS:Schedule and perform N
construction works
RENAME, WAS:Schedule work N
N
N
N
N
c19226 N
N
RENAME, WAS:Undertake quality control N
N
N
N
N
N
N
RENAME, WAS:Maintain assets N
c19242 N
N
N
N
N
RENAME, WAS:Identify work management tasks N
and priorities
N

Metrics
N
c19246, c19248 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
c19740 N
RENAME, WAS:Define and manage maintenance N
capacities
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

Metrics
+16970 Y
N
N
N
N
NEW N

16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and 11
Resiliency
17060 11.1 Manage enterprise risk 6
16439 11.1.1 Establish the enterprise risk framework and policies 0
16440 11.1.1.1 Determine risk tolerance for organization 0
16441 11.1.1.2 Develop and maintain enterprise risk policies and 0
procedures
16442 11.1.1.3 Identify and implement enterprise risk management tools 0
16443 11.1.1.4 Coordinate the sharing of risk knowledge across the 0
organization
16444 11.1.1.5 Prepare and report enterprise risk to executive management 0
and board
16445 11.1.2 Oversee and coordinate enterprise risk management activities 2
16446 11.1.2.1 Identify enterprise level risks 0
16447 11.1.2.2 Assess risks to determine which to mitigate 0
16448 11.1.2.3 Develop risk mitigation and management strategy and 1
integrate with existing performance management processes
16449 11.1.2.4 Verify business unit and functional risk mitigation plans are 0
implemented
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored 0
16451 11.1.2.6 Report on enterprise risk activities 1
16452 11.1.2.7 Coordinate business unit and functional risk management 0
activities
16453 11.1.2.8 Ensure that each business unit/function follows the 0
enterprise risk management process
enterprise risk reporting process
17462 11.1.3 Manage business unit and function risk 3
16456 11.1.3.1 Identify risks 0
16457 11.1.3.2 Assess risks using enterprise risk framework policies and 0
procedures

16458 11.1.3.3 Develop mitigation plans for risks 1
18129 11.1.3.3.1 Assess adequacy of insurance coverage 1
16459 11.1.3.4 Implement mitigation plans for risks 0
16460 11.1.3.5 Monitor risks 0
16461 11.1.3.6 Analyze risk activities and update plans 0
16462 11.1.3.7 Report on function risk activities 1
17467 11.2 Manage compliance 4
17468 11.2.1 Establish compliance framework and policies 0
17469 11.2.1.1 Develop enterprise compliance policies and procedures 0
17470 11.2.1.2 Implement enterprise compliance activities 0
14133 11.2.1.3 Manage internal audits 0
14137 11.2.1.4 Maintain controls-related technologies and tools 0
16463 11.2.2 Manage regulatory compliance 4
16464 11.2.2.1 Develop regulatory compliance procedures 0
16465 11.2.2.2 Identify applicable regulatory requirements 0
16466 11.2.2.3 Monitor the regulatory environment for changing or 0
emerging regulations
16467 11.2.2.4 Assess current compliance position and identify weaknesses 1
or shortfalls therein
16468 11.2.2.5 Implement missing or stronger regulatory compliance 0

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

19596 11.2.2.8 Compile and communicate internal and regulatory 1
compliance reports
16470 11.2.2.9 Maintain relationships with regulators as appropriate 0
19777 11.2.2.10 Certify capabilities 0
11185 11.3 Manage remediation efforts 0

11201 11.3.1 Create remediation plans 0
11202 11.3.2 Contact and confer with experts 0
11203 11.3.3 Identify/Dedicate resources 0
11204 11.3.4 Investigate legal aspects 0
11205 11.3.5 Investigate damage cause 0
11206 11.3.6 Amend or create policy 0
11216 11.4 Manage business resiliency 0
11221 11.4.1 Develop the business resilience strategy 0
11222 11.4.2 Perform continuous business operations planning 0
11223 11.4.3 Test continuous business operations 0
11224 11.4.4 Maintain continuous business operations 0
16471 11.4.5 Share knowledge of specific risks across other parts of the 0
organization

Metrics
+17462, -17061 N
N
N
N
N
N
c16448, c16451 N
N
N
RENAME, WAS:Develop risk mitigation and N
management strategy, and integrate with existing
performance management processes
N
N
RENAME, WAS:Report on risk activities N
N
c16462, NEW N
N
N

Metrics
+18129 N
NEW N
N
N
N
N
N
N
N
N
N
+19595, +19596, c16467, c16469 N
N
N
N
RENAME, WAS:Assess current compliance position, N

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

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

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

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

12870 12.2.1.2 Appoint responsible executives 1
12871 12.2.1.3 Monitor relationships 1
12872 12.2.1.4 Receive input from internal advisors 1
12873 12.2.1.5 Receive input from external advisors 1
12874 12.2.1.6 Liaise with authorities 1
11039 12.2.2 Manage relations with quasi-government bodies 4
12875 12.2.2.1 Establish relationships with agencies 1
12876 12.2.2.2 Respond to audit inquiries 1
12877 12.2.2.3 Maintain documentation of contacts 1
12878 12.2.2.4 Plan and manage meetings 1
11040 12.2.3 Manage relations with trade or industry groups 3
12879 12.2.3.1 Evaluate the requirements for strategic relationships 1
12880 12.2.3.2 Monitor the success of the partnerships 1
12881 12.2.3.3 Extend or change the relationships 1
11041 12.2.4 Manage lobby activities 0
11012 12.3 Manage relations with board of directors 1
11042 12.3.1 Report financial results 1
11043 12.3.2 Report audit findings 0
11013 12.4 Manage legal and ethical issues 2
11044 12.4.1 Create ethics policies 0
11045 12.4.2 Manage corporate governance policies 0
11046 12.4.3 Develop and perform preventive law programs 1

11047 12.4.4 Ensure compliance 0
11053 12.4.4.1 Plan and initiate compliance program 0
11054 12.4.4.2 Execute compliance program 0
11048 12.4.5 Manage outside counsel 0
11056 12.4.5.1 Assess problem and determine work requirements 0
11057 12.4.5.2 Engage/Retain outside counsel if necessary 0
11058 12.4.5.3 Receive strategy/budget 0
11059 12.4.5.4 Receive work product and manage/monitor case and work 0
performed
11060 12.4.5.5 Process payment for legal services 0
11061 12.4.5.6 Track legal activity/performance 0
11049 12.4.6 Protect intellectual property 1
11062 12.4.6.1 Manage copyrights, patents, and trademarks 1
11063 12.4.6.2 Maintain intellectual property rights and restrictions 0
11064 12.4.6.3 Administer licensing terms 0
11065 12.4.6.4 Administer options 0
11050 12.4.7 Resolve disputes and litigations 0
11051 12.4.8 Provide legal advice/counseling 0
11052 12.4.9 Negotiate and document agreements/contracts 0
11014 12.5 Manage public relations program 0
11066 12.5.1 Manage community relations 0
11067 12.5.2 Manage media relations 0
11068 12.5.3 Promote political stability 0
11069 12.5.4 Create press releases 0
11070 12.5.5 Issue press releases 0

Metrics
N
N
N
N
N
N
+12869, +12870, +12871, +12872, +12873, N
+12874
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12875, +12876, +12877, +12878 N
NEW N
NEW N
NEW N
NEW N
+12879, +12880, +12881 N
NEW N
NEW N
NEW N
N
c11042 N
RENAME, WAS:Report results N
N
c11046 N
N
N
RENAME, WAS:Develop and perform preventative N
law programs

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

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

16407 13.2.2.2 Manage program stakeholders and partners 0
16408 13.2.2.3 Manage program execution 0
16409 13.2.2.4 Review and report program performance 0
16410 13.2.3 Manage projects 1
16411 13.2.3.1 Establish project scope 0
11117 13.2.3.1.1 Identify project requirements and objectives 0
16412 13.2.3.1.2 Identify project resource requirements 0
11118 13.2.3.1.3 Assess culture and readiness for project management 0
approach
11120 13.2.3.1.4 Create business case and obtain funding 0
11121 13.2.3.1.5 Develop project measures and indicators 0
11119 13.2.3.2 Identify appropriate project management methodologies 0
16413 13.2.3.3 Develop project plans 1
11123 13.2.3.3.1 Define roles and resources 0
20142 13.2.3.3.2 Acquire/secure project resources 1
11124 13.2.3.3.3 Identify specific IT requirements 0
11125 13.2.3.3.4 Create training and communication plans 0
11127 13.2.3.3.5 Design recognition and reward approaches 0
11128 13.2.3.3.6 Design and plan launch of project 0
11129 13.2.3.3.7 Deploy the project 0
16414 13.2.3.4 Execute projects 0
11131 13.2.3.4.1 Evaluate impact of project management (strategy and 0
projects) on measures and outcomes
16415 13.2.3.4.2 Report the status of project 0
16416 13.2.3.4.3 Manage project scope 0
11132 13.2.3.4.4 Promote and sustain activity and involvement 0
11133 13.2.3.4.5 Realign and refresh project management strategy and 0
approaches
16417 13.2.3.5 Review and report project performance 0
16418 13.2.3.6 Close projects 0
17471 13.3 Manage enterprise quality 0
17472 13.3.1 Establish quality requirements 0
17473 13.3.1.1 Define critical-to-quality characteristics 0

17474 13.3.1.2 Define preventive quality activities 0
17475 13.3.1.3 Develop quality controls 0
17476 13.3.1.3.1 Define process steps for controls (or integration points) 0
17477 13.3.1.3.2 Define sampling plan 0
17478 13.3.1.3.3 Identify measurement methods 0
17479 13.3.1.3.4 Define required competencies 0
17480 13.3.1.4 Prove capability to assess compliance with requirements 0
17481 13.3.1.5 Finalize quality plan 0
17482 13.3.2 Evaluate performance to requirements 0
17483 13.3.2.1 Test against quality plan 0
17484 13.3.2.1.1 Conduct test and collect data 0
17485 13.3.2.1.2 Record result(s) 0
17486 13.3.2.1.3 Determine disposition of result(s) 0
17487 13.3.2.2 Assess results of tests 0
17488 13.3.2.2.1 Assess sample significance 0
17489 13.3.2.2.2 Summarize result(s) 0
17490 13.3.2.2.3 Recommend actions 0
17491 13.3.2.2.4 Decide next steps 0
17492 13.3.3 Manage non-conformance 0
17493 13.3.3.1 Assess potential impact 0
17494 13.3.3.2 Determine immediate action(s) 0
17495 13.3.3.3 Identify root cause(s) 0
17496 13.3.3.4 Take corrective or preventative action 0
17497 13.3.3.5 Close non-conformance 0
17498 13.3.4 Implement and maintain the enterprise quality management 0
system (EQMS)
17499 13.3.4.1 Define the quality strategy 0
17500 13.3.4.2 Plan and deploy the EQMS scope, targets, and goals 0
17501 13.3.4.3 Identify core EQMS processes, controls, and metrics 0
17502 13.3.4.4 Develop and document EQMS policies, procedures, 0
standards, and measures
17503 13.3.4.5 Assess the EQMS performance 0
19778 13.3.4.6 Set service level standards 0

17504 13.3.4.7 Create environment and capability for EQMS 0
improvement(s)
17505 13.3.4.7.1 Reward quality excellence 0
17506 13.3.4.7.2 Create and maintain quality partnerships 0
17507 13.3.4.7.3 Maintain talent capabilities and competencies 0
17508 13.3.4.7.4 Incorporate EQMS messaging into communication 0
channels
17509 13.3.4.7.5 Assure independent EQMS management access to 0
appropriate authority in the organization
17510 13.3.4.7.6 Transfer proven EQMS methods 0
11074 13.4 Manage change 6
11134 13.4.1 Plan for change 3
11138 13.4.1.1 Select process improvement methodology 0
11140 13.4.1.2 Determine stakeholders 0
11139 13.4.1.3 Assess readiness for change 0
11141 13.4.1.4 Identify change champion(s) 1
11142 13.4.1.5 Form design team 0
11143 13.4.1.6 Define scope 0
11144 13.4.1.7 Understand current state 0
11145 13.4.1.8 Define future state 0
11146 13.4.1.9 Conduct organizational risk analysis 0
11147 13.4.1.10 Assess cultural issues 0
20143 13.4.1.11 Identify impacted groups 1
20144 13.4.1.12 Determine degree/extent of impact 1
11148 13.4.1.13 Establish accountability for change management 0
11149 13.4.1.14 Identify barriers to change 0
11150 13.4.1.15 Determine change enablers 0
11151 13.4.1.16 Identify resources and develop measures 0
11135 13.4.2 Design the change 1
11152 13.4.2.1 Assess connection to other initiatives 0
11153 13.4.2.2 Develop change management plans 0
11154 13.4.2.3 Develop training plan 0
11155 13.4.2.4 Develop communication plan 0

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

incumbents
11163 13.4.3.4 Monitor change 0
20146 13.4.3.5 Report on change 1
11137 13.4.4 Sustain improvement 0
11164 13.4.4.1 Monitor improved process performance 0
11165 13.4.4.2 Capture and reuse lessons learned from change process 0
11166 13.4.4.3 Take corrective action as necessary 0
11073 13.5 Develop and manage enterprise-wide knowledge management 9
(KM) capability
11095 13.5.1 Develop KM strategy 2
11100 13.5.1.1 Develop governance model with roles and accountability 1
11102 13.5.1.2 Define roles and accountability of core group versus 0
operating units
11103 13.5.1.3 Develop funding models 0
11104 13.5.1.4 Identify links to key initiatives 0
11105 13.5.1.5 Develop core KM methodologies 0
11106 13.5.1.6 Assess IT needs and engage IT function 0
11107 13.5.1.7 Develop training and communication plans 0
11108 13.5.1.8 Develop change management approaches 0
11109 13.5.1.9 Develop strategic measures and indicators 0
11096 13.5.2 Assess KM capabilities 0
11110 13.5.2.1 Assess maturity of existing KM initiatives 0
11111 13.5.2.2 Evaluate existing KM approaches 0

11112 13.5.2.3 Identify gaps and needs 0
20965 13.5.3 Design and implement KM capabilities 4
11114 13.5.3.1 Develop new KM approaches 0
20966 13.5.3.2 Design resource model for KM approaches 1
11115 13.5.3.3 Implement new KM approaches 0
20967 13.5.3.4 Leverage and enhance IT for KM approaches 1
20968 13.5.3.5 Develop measures 1
20969 13.5.4 Evolve and sustain KM capabilities 3
11113 13.5.4.1 Enhance/Modify existing KM approaches 0
20970 13.5.4.2 Sustain awareness and engagement 1
20971 13.5.4.3 Expand KM infrastructure to meet demand 1
16436 13.6 Measure and benchmark 14
11071 13.6.1 Create and manage organizational performance strategy 5
11075 13.6.1.1 Create enterprise measurement systems model 3
11076 13.6.1.2 Measure process efficiency 1
11077 13.6.1.3 Measure cost effectiveness 0
11078 13.6.1.4 Measure staff productivity 1
11079 13.6.1.5 Measure cycle time 0
11072 13.6.2 Benchmark performance 4
11083 13.6.2.1 Conduct performance assessments 0
11084 13.6.2.2 Develop benchmarking capabilities 0
11085 13.6.2.3 Conduct internal process and external competitive 3
benchmarking
11087 13.6.2.4 Conduct gap analysis 1
11088 13.6.2.5 Establish need for change 0

20147 13.6.3 Evaluate process performance 4
10270 13.6.3.1 Establish appropriate performance indicators (metrics) 0
10271 13.6.3.2 Establish monitoring frequency 0
20148 13.6.3.3 Collect performance data 1
10272 13.6.3.4 Calculate performance measures 0
10273 13.6.3.5 Identify performance trends 0

10274 13.6.3.6 Analyze performance against benchmark data 1
10275 13.6.3.7 Prepare reports 1

10276 13.6.3.8 Develop performance improvement plan 0
11179 13.7 Manage environmental health and safety (EHS) 0
11180 13.7.1 Determine environmental health and safety impacts 0
11186 13.7.1.1 Evaluate environmental impact of products, services, and 0
operations
11187 13.7.1.2 Conduct health and safety and environmental audits 0
11181 13.7.2 Develop and execute functional EHS program 0
11188 13.7.2.1 Identify regulatory and stakeholder requirements 0
11189 13.7.2.2 Assess future risks and opportunities 0
11190 13.7.2.3 Create EHS policy 0
11191 13.7.2.4 Record and manage EHS events 0
11182 13.7.3 Train and educate functional employees 0
11192 13.7.3.1 Communicate EHS issues to stakeholders and provide 0
support
11183 13.7.4 Monitor and manage functional EHS management program 0
11193 13.7.4.1 Manage EHS costs and benefits 0
11194 13.7.4.2 Measure and report EHS performance 0
11196 13.7.4.3 Implement emergency response program 0
11197 13.7.4.4 Implement pollution prevention program 0
11195 13.7.4.5 Provide employees with EHS support 0
20959 13.8 Develop, Manage, and Deliver Analytics 6
20960 13.8.1 Develop and manage hypotheses 1

20961 13.8.2 Collect data 1
20962 13.8.3 Analyze data 1
20963 13.8.4 Report on data 1
20964 13.8.5 Identify remedial actions 1

Metrics
+20959 Y
N
N
N
N
N
N
N
N
N
c16390 N
N
+20140 N
NEW N
RENAME, WAS:Map processes N
N
N
N
N
+20141 N
NEW N
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
+20142 N
N
NEW N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
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
+20143, +20144, c11141 N
N
N
N
RENAME, WAS:Engage/Identify champion N
N
N
N
N
N
N
NEW N
NEW N
N
N
N
N
+20145 N
N
N
N
N

Metrics
NEW N
N
N
N
N
+20146, c11161 N
N
RENAME, WAS:Re-engineer business processes and N
systems
N
N
NEW N
N
N
N
N
+20965, +20969 Y
-11101, c11100 N
RENAME, WAS:Develop governance model N
N
N
N
N
N
N
N
N
Y
N
N

Metrics
N
+20966, +20967, +20968, NEW N
N
NEW N
N
NEW N
NEW N
+20970, +20971, NEW N
N
NEW N
NEW N
+20147, -19779 N
c11076, c11078 N
-11080, -11081, -11082 N
RENAME, WAS:Measure process productivity N
N
RENAME, WAS:Measure staff efficiency N
N
c11087 N
N
N
-11089, -11090, -11091 N
RENAME, WAS:Conduct gap analysis to understand N

need for change and degree needed
N
+20148, c10274, c10275, NEW N
N
N
NEW N
N
N

Metrics
RENAME, WAS:Analyze performance benchmark N
gaps
RENAME, WAS:Prepare appropriate reports N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+20960, +20961, +20962, +20963, +20964, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

17040 1.1 Define the business concept and long-term vision 13
10017 1.1.1 Assess the external environment 3
19945 1.1.1.1 Identify competitors 1
10021 1.1.1.2 Analyze and evaluate competition 0
10022 1.1.1.3 Identify economic trends 0
10023 1.1.1.4 Identify political and regulatory issues 0
10024 1.1.1.5 Assess new technology innovations 0
10025 1.1.1.6 Analyze demographics 0
10026 1.1.1.7 Identify social and cultural changes 0
10027 1.1.1.8 Identify ecological concerns 0
16790 1.1.1.9 Identify intellectual property concerns 1
16791 1.1.1.10 Evaluate IP acquisition options 1
10018 1.1.2 Survey market and determine customer needs and wants 5
10028 1.1.2.1 Conduct qualitative/quantitative research and assessments 1
19946 1.1.2.2 Capture customer needs and wants 1

19947 1.1.2.3 Assess customer needs and wants 1
19693 1.1.2.4 Model customer, fleets, and aircraft demand 1
10019 1.1.3 Assess the internal environment 4
10030 1.1.3.1 Analyze organizational characteristics 0

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

19949 1.1.4.1 Define the strategic vision 1
10035 1.1.4.2 Align stakeholders around strategic vision 0

10036 1.1.4.3 Communicate strategic vision to stakeholders 0
16792 1.1.5 Conduct organization restructuring opportunities 0
16793 1.1.5.1 Identify restructuring opportunities 0
16794 1.1.5.2 Perform due-diligence 0
16795 1.1.5.3 Analyze deal options 0
16796 1.1.5.3.1 Evaluate acquisition options 0
16797 1.1.5.3.2 Evaluate merger options 0
16798 1.1.5.3.3 Evaluate de-merger options 0
16799 1.1.5.3.4 Evaluate divesture options 0
10015 1.2 Develop business strategy 42
10037 1.2.1 Develop overall mission statement 0
10044 1.2.1.1 Define current business 0
10045 1.2.1.2 Formulate mission 0
10046 1.2.1.3 Communicate mission 0
10038 1.2.2 Define and evaluate strategic options to achieve the objectives 15
10047 1.2.2.1 Define strategic options 1

18083 1.2.2.1.1 Select partnerships and relationships to support the 1
extended enterprise
10048 1.2.2.2 Assess and analyze impact of each option 2
13289 1.2.2.2.1 Identify implications for key operating model business 1
13290 1.2.2.2.2 Identify implications for key technology aspects 1
16800 1.2.2.3 Develop B2B strategy 2
16801 1.2.2.3.1 Develop service as a product strategy 1
16802 1.2.2.4 Develop B2C strategy 1
16803 1.2.2.5 Develop partner/alliance strategy 1
16805 1.2.2.6 Develop merger/demerger/acquisition/exit strategy 1
16806 1.2.2.7 Develop innovation strategy 1
14189 1.2.2.8 Develop sustainability strategy 0
19950 1.2.2.9 Develop global support strategy 1

19951 1.2.2.10 Develop shared services strategy 1
14197 1.2.2.11 Develop Lean/continuous improvement strategy 0
19695 1.2.2.12 Develop outsourcing strategy 0
19952 1.2.2.13 Develop innovation strategy and framework 1
10039 1.2.3 Select long-term business strategy 1
10040 1.2.4 Coordinate and align functional and process strategies 0
10041 1.2.5 Create organizational design 2
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 1
analyses
10051 1.2.5.3 Develop role activity diagrams to assess hand-off activity 0
10052 1.2.5.4 Perform organization redesign workshops 0
10053 1.2.5.5 Design the relationships between organizational units 0
10054 1.2.5.6 Develop role analysis and activity diagrams for key 0
processes
10055 1.2.5.7 Assess organizational implication of feasible alternatives 0
10056 1.2.5.8 Migrate to new organization 0
10042 1.2.6 Develop and set organizational goals 3
19953 1.2.6.1 Identify organizational goals 1
19954 1.2.6.2 Establish baseline metrics 1
19955 1.2.6.3 Monitor performance against goals 1
10043 1.2.7 Formulate business unit strategies 3
19956 1.2.7.1 Analyze business unit strategies 1
19957 1.2.7.2 Identify core competency for each business unit 1
19958 1.2.7.3 Refine business unit strategies in support of company 1
strategy
19959 1.2.8 Develop customer experience strategy 17
19960 1.2.8.1 Assess customer experience 4
19961 1.2.8.1.1 Identify and review customer touchpoints 1
19962 1.2.8.1.2 Assess customer experience across touchpoints 1
19963 1.2.8.1.3 Perform root cause analysis of problematic customer 1
experiences

19964 1.2.8.2 Design customer experience 8
16612 1.2.8.2.1 Define and manage personas 1

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

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

19984 1.3.4.3 Monitor performance against baselines 1
19507 1.3.5 Execute strategic initiatives 1
20944 1.4 Develop and maintain business models 12
20945 1.4.1 Develop business models 5
20946 1.4.1.1 Assemble business model information 1
20947 1.4.1.2 Secure appropriate approvals 1
20948 1.4.1.3 Identify integration points with existing models 1
20949 1.4.1.4 Adopt the business model 1
20950 1.4.2 Maintain business models 5
20951 1.4.2.1 Establish business model maintenance parameters 1
20952 1.4.2.2 Accept business model feedback parameters 1
20953 1.4.2.3 Prioritize and manage incoming feedback 1
20954 1.4.2.4 Update existing models 1
20955 1.4.3 Establish business model governance 1

19696 2.1 Govern and manage product/service development program 18
10061 2.1.1 Manage product and service portfolio 0

10063 2.1.1.1 Evaluate performance of existing products/services against 0
10066 2.1.1.2 Confirm alignment of product/service concepts with 0
business strategy
10074 2.1.1.3 Prioritize and select new product/service concepts 0
10073 2.1.1.4 Plan and develop cost and quality targets 0
10075 2.1.1.5 Specify development timing targets 0
10076 2.1.1.6 Plan for product/service offering modifications 0
10067 2.1.2 Manage product and service life cycle 9
16824 2.1.2.1 Develop plan for new product/service development and 1
introduction/launch
10077 2.1.2.2 Introduce new products/services 0
10078 2.1.2.3 Retire outdated products/services 0
10079 2.1.2.4 Identify and refine performance indicators 0
11423 2.1.2.5 Conduct post launch review 8
19646 2.1.2.5.1 Carry out post launch analytics to test the acceptability 1
in the market
11424 2.1.2.5.2 Review market performance 1
11425 2.1.2.5.3 Review effectiveness of supply chain and distribution 1
network
19647 2.1.2.5.4 Apply data and analytics to review supply chain 1
methodologies
11426 2.1.2.5.5 Review quality and performance of the product/service 1
11427 2.1.2.5.6 Conduct financial review 1
11428 2.1.2.5.7 Conduct new product development process assessment 1
19985 2.1.3 Manage patents, copyrights, and regulatory requirements 7

19941 2.1.3.1 Conduct mandatory and elective reviews 1
16826 2.1.3.2 Review infringement of patents and copyrights 0

16827 2.1.3.3 Determine patent and copyright needs 1
19697 2.1.3.4 Define product technical documentation management 0

requirements
12771 2.1.3.5 Manage regulatory requirements 4
12772 2.1.3.5.1 Train employees on appropriate regulatory requirements 1
12773 2.1.3.5.2 Maintain records for regulatory agencies 1
12776 2.1.3.5.3 Manage regulatory submission life cycle 1
11740 2.1.4 Manage product and service master data 0
11741 2.1.4.1 Manage materials master lists 0
11742 2.1.4.2 Manage bills of material 0
11743 2.1.4.3 Manage routings 0
11744 2.1.4.4 Manage specifications 0
11745 2.1.4.5 Manage drawings 0
11746 2.1.4.6 Manage product/material classification 0
11747 2.1.4.7 Develop and maintain quality/inspection documents 0
11748 2.1.4.8 Maintain process specification data 0
11749 2.1.4.9 Manage traceability data 0
11750 2.1.4.10 Review and approve data access requests 0
19698 2.2 Generate and define new product/service ideas 19
10065 2.2.1 Perform discovery research 0
10070 2.2.1.1 Identify new technologies 0
10071 2.2.1.2 Develop new technologies 0
10072 2.2.1.3 Assess feasibility of integrating new leading technologies 0
into product/service concepts
19669 2.2.2 Generate new product/service concepts 5
19986 2.2.2.1 Gather new product/service ideas and requirements 1
19987 2.2.2.2 Analyze new product/service ideas and requirements 1
19988 2.2.2.3 Evaluate new product/service inputs and requirements 1

19989 2.2.2.4 Formulate new product/service concepts 1
10068 2.2.2.5 Identify potential improvements to existing products and 0
services
19990 2.2.3 Define product/service development requirements 12
11331 2.2.3.1 Define product/service requirements 9
19991 2.2.3.1.1 Define basic functional requirements 1

16808 2.2.3.1.2 Derive interoperability requirements for products and 1
services
16809 2.2.3.1.3 Derive safety requirements for products and services 1
16810 2.2.3.1.4 Derive security requirements for products and services 1
16811 2.2.3.1.5 Derive regulatory compliance requirements 1
16812 2.2.3.1.6 Derive requirements from industry standards 1
19992 2.2.3.1.7 Develop user experience requirements 1
16814 2.2.3.1.8 Derive ‘services-as-a-product’ offering 1
16815 2.2.3.2 Define post launch support model 1
17389 2.2.3.3 Identify product/service bundling opportunities 1
19700 2.3 Design, build, and test product/service 25
10080 2.3.1 Design and prototype aircraft 22
11694 2.3.1.1 Plan prototype product development 1

11695 2.3.1.2 Plan prototype product resource requirements 1
10083 2.3.1.3 Assign resources to product/service project 1

19994 2.3.1.3.1 Identify requirements for product/service 1
design/development partners
10084 2.3.1.4 Prepare high-level business case and technical assessment 0
10085 2.3.1.5 Develop product/service design specifications 0
16813 2.3.1.6 Develop user experience design specifications 1
16817 2.3.1.7 Provide warranty-related recommendations 1
10086 2.3.1.8 Document design specifications 0

10087 2.3.1.9 Conduct mandatory and elective external reviews 1
19701 2.3.1.10 Confirm internal prototype design / production capabilities 1
11696 2.3.1.11 Determine prototype procurement requirements 1
11697 2.3.1.12 Determine prototype manufacturing/tooling requirements 1
11698 2.3.1.13 Determine prototype quality/inspection requirements 1
11699 2.3.1.14 Determine prototype service/maintenance requirements 1
11700 2.3.1.15 Finalize prototype process design 1

11701 2.3.1.16 Prepare preliminary prototype product cost model 1
19995 2.3.1.17 Design products/services prototypes 7
16819 2.3.1.17.1 Design for manufacturing 1

16820 2.3.1.17.2 Design for product servicing 1
16821 2.3.1.17.3 Design for re-manufacturing 1
16822 2.3.1.17.4 Review product troubleshooting methodology 1
16818 2.3.1.17.5 Design and manage product data, design, and bill of 1
materials
16823 2.3.1.17.6 Design for product upgrades 1
10088 2.3.1.18 Build prototypes/proof of concepts 1
10098 2.3.1.19 Develop and test prototype production and/or service 0
delivery process
10089 2.3.1.20 Eliminate quality and reliability problems 0
10090 2.3.1.21 Conduct in-house product/service testing and evaluate 0
feasibility
10091 2.3.1.22 Identify design/development performance indicators 0
18090 2.3.1.23 Establish service and warranty parameters 0

10092 2.3.1.24 Collaborate on design with suppliers and external partners 1
11702 2.3.1.25 Conduct, monitor, and manage engineering efforts 0

19702 2.3.1.26 Obtain aircraft type certification 0
11703 2.3.2 Manage configuration 1
11704 2.3.2.1 Manage engineering change notices (ECNs) 0
11710 2.3.2.2 Manage effectiveness of ECN 0
11715 2.3.2.3 Maintain product/process data 0
11716 2.3.2.4 Manage transfers of prototype product data 1
19703 2.3.2.5 Reconcile configuration perspectives 0

19996 2.3.3 Test market for new or revised products and services 1
10093 2.3.3.1 Prepare detailed market study 0
10094 2.3.3.2 Conduct customer tests and interviews 0
10095 2.3.3.3 Finalize product/service characteristics and business cases 0
10096 2.3.3.4 Finalize technical requirements 0
19704 2.4 Prepare for production or service delivery 1
11717 2.4.1 Develop and implement manufacturing/services 0
11718 2.4.1.1 Determine process requirements and specifications 0
11719 2.4.1.2 Plan process development 0
11721 2.4.1.3 Determine procurement requirements 0
11722 2.4.1.4 Determine manufacturing/tooling requirements 0
11723 2.4.1.5 Determine quality/inspection requirements 0
11724 2.4.1.6 Determine service/maintenance requirements 0
11725 2.4.1.7 Finalize process design 0
11726 2.4.1.8 Refine cost model with process cost data 0
11727 2.4.1.9 Plan for product launch 0
11728 2.4.1.10 Gain approval for product launch 0
11729 2.4.1.11 Conduct and monitor product launch 0
11730 2.4.2 Plan product resource requirements 0
19942 2.4.2.1 Coordinate capital asset plan impact 0
11732 2.4.2.2 Coordinate facilities plan impact 0
11733 2.4.2.3 Coordinate strategic sourcing impact 0

11734 2.4.2.4 Coordinate integrated capacity plan impact 0
11735 2.4.2.5 Coordinate manufacturing schedule impact 0
11736 2.4.2.6 Coordinate human resources plan impact 0
11738 2.4.2.7 Coordinate impact on sales forecast 0
11739 2.4.2.8 Coordinate impact on financial plan 0
19705 2.4.2.9 Confirm readiness status of facilities 0
11679 2.4.3 Prepare for production and marketplace introduction 1
10099 2.4.3.1 Design and obtain necessary capabilities/materials and 1
equipment
10097 2.4.3.2 Identify requirements for changes to manufacturing/delivery 0
processes
11383 2.4.3.3 Introduce new product and/or service commercially 0
11384 2.4.3.4 Determine plan for new product development and 0
introduction
11385 2.4.3.5 Develop product/service launch plans (e.g. timelines, retail 0
communication strategies)
11386 2.4.3.6 Identify licensing and co-branding opportunities 0
11387 2.4.3.7 Plan preliminary media buys (print, television, radio) 0
11388 2.4.3.8 Begin initial creative/advertising development 0
11389 2.4.3.9 Develop sales communication plan 0
11390 2.4.3.10 Design preliminary sales collateral, point-of-sale (POS) and 0
promotion prototypes
11391 2.4.3.11 Disseminate new item and price information 0
11392 2.4.3.12 Coordinate introduction of products and sunset obsolete 0
products with retailers/distributors
11399 2.4.3.13 Manage questions and issues associated with product 0
introduction
11751 2.4.4 Manage transfers of product data 0
11752 2.4.4.1 Review and approve requests for data transfer 0
11753 2.4.4.2 Collect data from internal sources 0
11754 2.4.4.3 Initiate transfer/request for transfer 0
11755 2.4.4.4 Confirm receipt/transmission of data 0

11416 2.5 Support and implement changes to product manufacturing and 4
service delivery process
11418 2.5.1 Request engineering/process change 1
10100 2.5.2 Install and validate production/service delivery process 2
11417 2.5.2.1 Monitor initial production runs 1

11419 2.5.3 Manage engineering change orders 0
11420 2.5.4 Identify product/service design and configuration changes 0
11421 2.5.5 Capture feedback to refine existing products and services 0
process
11422 2.5.6 Identify manufacturing/service delivery process performance 0
indicators
19998 2.5.7 Validate launch procedures 1

10101 3.1 Understand markets, customers, and capabilities 7
10106 3.1.1 Perform customer and market intelligence analysis 4
10108 3.1.1.1 Conduct customer and market research 1
10109 3.1.1.2 Identify market segments 1
10110 3.1.1.3 Analyze market and industry trends 0
10111 3.1.1.4 Analyze competing organizations, competitive/substitute 1
products/services
10112 3.1.1.5 Evaluate existing products/services 1
10113 3.1.1.6 Assess internal and external business environment 0

10107 3.1.2 Evaluate and prioritize market opportunities 3
10116 3.1.2.1 Quantify market opportunities 0
10117 3.1.2.2 Determine target segments 1
18941 3.1.2.2.1 Identify under-served and saturated market segments 1
10118 3.1.2.3 Prioritize opportunities consistent with capabilities and 0
10119 3.1.2.4 Validate opportunities 2
10120 3.1.2.4.1 Test with customers/consumers 0
10121 3.1.2.4.2 Confirm internal capabilities 1
10102 3.2 Develop marketing strategy 44
11168 3.2.1 Define offering and customer value proposition 5

11169 3.2.1.1 Define offering and positioning 1
11170 3.2.1.2 Develop value proposition including brand positioning for 1
target segments
11171 3.2.1.3 Validate value proposition with target segments 1
11172 3.2.1.4 Develop new branding 1
11759 3.2.1.5 Identify and assess issues, trends in marketplace 0
11760 3.2.1.6 Review commercial industry and government needs 0
11761 3.2.1.7 Conduct marketing studies 0
11762 3.2.1.8 Develop enterprise sales forecasts 0

10123 3.2.2 Define pricing strategy 5
13169 3.2.2.1 Conduct pricing analysis 1
10124 3.2.2.2 Establish guidelines for applying pricing and discounting of 1
products/services
19999 3.2.2.3 Establish pricing targets 1
10125 3.2.2.4 Approve pricing strategies/policies and targets 1
20000 3.2.3 Define and manage channel strategy 12
20001 3.2.3.1 Determine channels to be supported 1

20002 3.2.3.2 Establish channel objectives 1
10127 3.2.3.3 Determine channel role and fit with target segments 1
10128 3.2.3.4 Select channels for target segments 1
20003 3.2.3.5 Identify required channel capabilities 1
10126 3.2.3.6 Evaluate channel attributes and potential partners 1
20004 3.2.3.7 Orchestrate seamless customer experience across 4
supported channels
16590 3.2.3.7.1 Define omni-channel strategy 1
16591 3.2.3.7.2 Define omni-channel requirements 1
16592 3.2.3.7.3 Develop omni-channel policies and procedures 1
20005 3.2.3.8 Develop and manage execution roadmap 1
20006 3.2.4 Analyze and manage channel performance 6
16573 3.2.4.1 Establish channel-specific metrics and targets 1

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

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

16853 3.2.5.5 Identify new media for marketing communication 1
16854 3.2.5.6 Define new media communication strategy 1
16855 3.2.5.7 Define point of sale (POS) communication strategy 1
18627 3.2.5.8 Define communication guidelines and mechanisms 1
11254 3.2.5.9 Assess brand/product marketing plan performance 0
10162 3.2.5.10 Develop and execute advertising 0
18924 3.2.6 Design and manage customer loyalty program 6
20007 3.2.6.1 Define customer loyalty program 1

18925 3.2.6.2 Acquire members to customer loyalty program 1
18926 3.2.6.3 Build engagement and relationship with members 1
16633 3.2.6.4 Monitor customer loyalty program benefits to the enterprise 1
and the customer
18927 3.2.6.5 Optimize loyalty program value to both the enterprise and 1
the customer
20008 3.3 Develop and manage marketing plans 22
10148 3.3.1 Establish goals, objectives, and metrics for products/services by 1

channel/segment
10149 3.3.2 Establish marketing budgets 1
10155 3.3.2.1 Confirm marketing alignment to business strategy 0
10156 3.3.2.2 Determine costs of marketing 0
10157 3.3.2.3 Create marketing budget 0
17683 3.3.2.4 Determine projected ROI for marketing investment 1
20593 3.3.3 Develop and manage pricing 7
20009 3.3.3.1 Understand resource requirements for each product/service 1

and delivery channel/method
18948 3.3.3.2 Determine corporate incentives 1
10163 3.3.3.3 Determine pricing based on volume/unit forecast 0
10164 3.3.3.4 Execute pricing plan 0
10165 3.3.3.5 Evaluate pricing performance 0
10166 3.3.3.6 Refine pricing as needed 0

11495 3.3.3.7 Implement promotional pricing programs 1
11496 3.3.3.8 Implement other retail pricing programs 1
11497 3.3.3.9 Communicate and implement price changes 1
17684 3.3.3.10 Achieve regulatory approval for pricing 1
20010 3.3.4 Develop and manage promotional activities 2
10167 3.3.4.1 Define promotional concepts and objectives 1
10159 3.3.4.2 Develop marketing messages 0
10160 3.3.4.3 Define target audience 0
10168 3.3.4.4 Plan and test promotional activities 0
10169 3.3.4.5 Execute promotional activities 0
10170 3.3.4.6 Evaluate promotional performance metrics 0
10171 3.3.4.7 Refine promotional performance metrics 0
10172 3.3.4.8 Incorporate learning into future/planned consumer 0
promotions
10153 3.3.5 Track customer management measures 1
10173 3.3.5.1 Determine customer lifetime value 1
10174 3.3.5.2 Analyze customer revenue trend 0

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

16614 3.3.6.2 Analyze customer website activity 1
16615 3.3.6.3 Analyze customer purchase patterns 1
16616 3.3.6.4 Develop business rules to provide personalized offers 1
16617 3.3.6.5 Monitor effectiveness of personalized offers and adjust 1
offers accordingly
11763 3.3.7 Focus and plan tactical marketing 0
11764 3.3.7.1 Develop short term marketing forecast 0
11765 3.3.7.2 Estimate demand by program, contract and customer 0

11766 3.3.7.3 Forecast sales by program, contract and customer 0
11767 3.3.7.4 Identify customer requirements 0
11768 3.3.7.5 Identify sales opportunities 0
11769 3.3.7.6 Influence customer 0
16629 3.3.8 Manage product marketing content 3
16630 3.3.8.1 Manage product images 1
18130 3.3.8.2 Manage product copy 1
10103 3.4 Develop sales strategy 28
10129 3.4.1 Develop sales forecast 5

10134 3.4.1.1 Gather current and historic order information 1
10135 3.4.1.2 Analyze sales trends and patterns 1
10136 3.4.1.3 Generate sales forecast 1
10137 3.4.1.4 Analyze historical and planned promotions and events 1
10130 3.4.2 Develop sales partner/alliance relationships 13
10138 3.4.2.1 Identify alliance opportunities 1

10139 3.4.2.2 Design alliance programs and methods for selecting and 1
10140 3.4.2.3 Select alliances 1
11465 3.4.2.4 Develop customer trade strategy and customer 1
objectives/targets
11521 3.4.2.5 Define trade programs and funding options 1
11466 3.4.2.6 Conduct planning activities for major trade customers 1
10141 3.4.2.7 Develop partner and alliance management strategies 1
10142 3.4.2.8 Establish partner and alliance management goals 1
18629 3.4.2.9 Establish partner and alliance agreements 1
11522 3.4.2.10 Develop promotional and category management calendars 1
(trade marketing calendars)
11523 3.4.2.11 Create strategic and tactical sales plans by customer 1
11468 3.4.2.12 Communicate planning information to customer teams 1

10131 3.4.3 Establish overall sales budgets 7
17682 3.4.3.1 Calculate product market share 1

10143 3.4.3.2 Calculate product revenue 1
10144 3.4.3.3 Determine variable costs 1
10145 3.4.3.4 Determine overhead and fixed costs 1
10146 3.4.3.5 Calculate net profit 1
10147 3.4.3.6 Create budget 1
10132 3.4.4 Establish sales goals and measures 1
10133 3.4.5 Establish customer management measures 1
10105 3.5 Develop and manage sales plans 35
10182 3.5.1 Manage leads/opportunities 7
10188 3.5.1.1 Identify potential customers 0

10189 3.5.1.2 Identify/receive leads/opportunities 1
18115 3.5.1.3 Validate and qualify leads/opportunities 1
11773 3.5.1.4 Match opportunities to business strategy 0
18116 3.5.1.5 Develop opportunity win plans 1
20011 3.5.1.6 Manage opportunity pipeline 1
10184 3.5.1.7 Manage customer sales calls 2
10190 3.5.1.7.1 Perform sales calls 0

10191 3.5.1.7.2 Perform pre-sales activities 0
20012 3.5.1.7.3 Manage customer meetings/workshops 1
10192 3.5.1.7.4 Close the sale 0
10193 3.5.1.7.5 Record outcome of sales process 0
10183 3.5.2 Manage customers and accounts 4
20013 3.5.2.1 Select key customers/accounts 1
11173 3.5.2.2 Develop sales/key account plan 0
20014 3.5.2.3 Manage sales/key account plan 1
11174 3.5.2.4 Manage customer relationships 0
14208 3.5.2.5 Manage customer master data 2

16598 3.5.2.5.1 Collect and merge internal and third-party customer 1
information
16599 3.5.2.5.2 De-duplicate customer data 1
11890 3.5.2.6 Compare program actual vs. estimate 0
11891 3.5.2.7 Develop marketing plan 0
11892 3.5.2.8 Track sales performance 0
11779 3.5.3 Develop and manage sales proposals, bids, and quotes 11
11781 3.5.3.1 Receive Request For Proposal (RFP)/Request For Quote (RFQ) 0
11780 3.5.3.2 Refine customer requirements 0

11782 3.5.3.3 Review RFP/RFQ request 0
11783 3.5.3.4 Perform competitive analysis 0
11784 3.5.3.5 Validate with strategy/business plans 1
11785 3.5.3.6 Understand customer business and requirements 1
20015 3.5.3.7 Develop solution and delivery approach 1

11787 3.5.3.8 Identify staffing requirements 0
11788 3.5.3.9 Develop pricing and scheduling estimates 0
11789 3.5.3.10 Conduct profitability analysis 0
20016 3.5.3.11 Manage internal reviews 1
20017 3.5.3.12 Manage internal approvals 1
11790 3.5.3.13 Submit/present bid/proposal/quote to customer 1
20018 3.5.3.14 Revise bid/proposal/quote 1
11793 3.5.3.15 Manage notification outcome 1
10185 3.5.4 Manage sales orders 5
10194 3.5.4.1 Accept and validate sales orders 0
10195 3.5.4.2 Collect and maintain account information 2
10201 3.5.4.2.1 Administer key account details 1

10202 3.5.4.2.2 Retrieve full customer details 0
10203 3.5.4.2.3 Modify involved party details 0
10204 3.5.4.2.4 Record address details 0
10205 3.5.4.2.5 Record contact details 0
10206 3.5.4.2.6 Record key customer communication profile details 0
10207 3.5.4.2.7 Review involved party information 0
10208 3.5.4.2.8 Terminate involved party information 0
10196 3.5.4.3 Determine availability 0
10197 3.5.4.4 Determine fulfillment process 0
10198 3.5.4.5 Enter orders into system 1
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity 1

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

20020 3.5.5.1.2 Manage certifications and skills 1
20021 3.5.5.1.3 Provide support to partners/alliances 1
18641 3.5.5.2 Provide marketing materials to sales partners/alliances 1
10214 3.5.5.3 Evaluate partner/alliance results 0
14209 3.5.5.4 Manage sales partner/alliance master data 1
19710 3.5.5.5 Manage vendor recovery 0

10186 3.5.6 Manage sales force 0
10209 3.5.6.1 Determine sales resource allocation 0
11770 3.5.7 Conduct program development 0
11771 3.5.7.1 Segment feasible opportunities 0
11772 3.5.7.2 Evaluate opportunities likelihood of developing into Request 0
For Proposal (RFP)/Request For Quote (RFQ)

11774 3.5.7.3 Evaluate fit with corporate goals and business strategy 0
11775 3.5.7.4 Identify external funding constraints 0
11776 3.5.7.5 Identify internal and external non-funding constraints 0
11777 3.5.7.6 Identify internal funding constraints 0
11778 3.5.7.7 Develop program structure 0
11794 3.5.8 Develop business relationships 0
11795 3.5.8.1 Identify strategic partnering opportunities 0
11796 3.5.8.2 Define roles and responsibilities of partnerships 0
11797 3.5.8.3 Validate partnership plan with strategic marketing 0
11798 3.5.8.4 objectives
Support strategic business partnerships 0
11799 3.5.8.5 Communicate partnership objectives 0
11800 3.6 Perform integrated business planning 0
11801 3.6.1 Plan demand 0
11802 3.6.1.1 Review existing pipeline for existing and/or backlog demand 0
11803 3.6.1.2 Review existing pipeline 0
11804 3.6.1.3 Review government trends and check for updates in policies 0
11805 3.6.1.4 Project sales pipeline by product/market 0
11806 3.6.1.5 Develop annual sales plan by product/market 0
11807 3.6.1.6 Consolidate sales plan by segment/business 0
unit/corporation
11808 3.6.2 Plan operations 0
11809 3.6.2.1 Transfer sales plan to operations planning 0
11810 3.6.2.2 Perform capacity planning 0
11811 3.6.2.3 Perform logistics planning 0
11812 3.6.2.4 Perform inventory planning 0
11813 3.6.2.5 Perform maintenance planning 0
11814 3.6.2.6 Perform sourcing planning 0
11815 3.6.2.7 Perform tooling planning 0
11816 3.6.3 Plan financials 0
11817 3.6.3.1 Identify cost centers/profit centers/activities/rates 0
11818 3.6.3.2 Create master data 0
11819 3.6.3.3 Calculate direct costs 0
11820 3.6.3.4 Calculate indirect costs 0

11821 3.6.3.5 Project revenues from sales plan 0
11822 3.6.3.6 Prepare projected income statement by legal entity 0
11823 3.6.3.7 Prepare projected income statement by business 0
unit/managers entity
11824 3.6.3.8 Prepare projected balance sheet by legal entity 0
11825 3.6.3.9 Prepare projected balance sheet by business unit/managers 0
entity
11826 3.6.3.10 Prepare projected cash flow by business unit managers 0
entity
11827 3.6.3.11 Prepare projected cash flow by legal entity 0
11828 3.6.3.12 Prepare consolidated income statement 0
11829 3.6.3.13 Prepare consolidated balance sheet 0
11830 3.6.3.14 Prepare consolidated cash flow 0
11838 3.7 Manage contracts and programs 1
11839 3.7.1 Determine contract and program requirements 0
11840 3.7.1.1 Identify contract type 0
11841 3.7.1.2 Record contract data 0
11842 3.7.1.3 Evaluate risks and assumptions 0
11843 3.7.2 Plan and schedule program 0
11844 3.7.2.1 Determine procurement 0
11845 3.7.2.2 Refine order of magnitude estimate 0
11846 3.7.2.3 Identify and schedule production 0
11847 3.7.2.4 Reevaluate risk and assumptions 0
11848 3.7.2.5 Identify and schedule qualified suppliers 0
11849 3.7.2.6 Complete detailed production schedule 0
11850 3.7.2.7 Refine work breakdown structure 0
11851 3.7.2.8 Develop network task 0
11852 3.7.2.9 Include program in budget 0
11853 3.7.2.10 Validate funding against corporate plan 0
11854 3.7.2.11 Obtain approval for funding 0
11855 3.7.3 Execute program 0
11856 3.7.3.1 Execute tasks 0
11857 3.7.3.2 Record program milestones 0

11858 3.7.3.3 Collect direct costs 0
11859 3.7.3.4 Collect indirect costs 0
11860 3.7.3.5 Collect revenues 0
11861 3.7.4 Control and manage contracts and program performance 0
11862 3.7.4.1 Prepare subcontractor reports 0
11863 3.7.4.2 Support financial reporting 0
11864 3.7.4.3 Report Central Security Service (CSS)/SCS compliance 0
11865 3.7.4.4 Report earned value management system - EVMS 0
11866 3.7.4.5 Resolve EVMS issues 0
11867 3.7.4.6 Report to management 0
11868 3.7.4.7 Maintain and conduct program status meetings 0
11869 3.7.4.8 Perform quality reviews 0
11870 3.7.4.9 Perform financial/contract audit 0
11871 3.7.4.10 Report classified projects 0
11872 3.7.4.11 Identify project changes 0
11873 3.7.4.12 Identify options to resolve issues 0
11874 3.7.4.13 Revise program plan to incorporate options 0
11875 3.7.4.14 Transfer and borrow payback between contracts/programs 0
11876 3.7.4.15 Submit for management review and approval 0
11877 3.7.4.16 Submit for customer review 0
11878 3.7.4.17 Receive approval, revise program as required 0
11879 3.7.5 Perform program close out 0
11880 3.7.5.1 Complete program commitments 0
11881 3.7.5.2 Close commitments 0
11882 3.7.5.3 Review procurement documents to close 0
11883 3.7.5.4 Apply final allocation/overheads 0
11884 3.7.5.5 Release funds 0
11885 3.7.5.6 Close program to all postings except rate adjustments 0
11886 3.7.5.7 Return government property documents 0
11887 3.7.5.8 Revaluate return on investment (ROI) or earned value 0
analysis (EVA) reports
11888 3.7.5.9 Develop follow up action plan to obtain program 0
enhancements

11889 3.7.5.10 Post final rate adjustments and close 0
11893 3.7.6 Analyze sales results 0
11894 3.7.6.1 Compare actual sales to forecast 0
11895 3.7.6.2 Revise marketing strategy 0
18634 3.7.7 Generate quotes 1
19706 3.7.7.1 Receive requests for quotes / identify requirement to 0
generate a quote
19707 3.7.7.2 Produce quotes 0
19708 3.7.7.3 Submit quotes to customers 0
18637 3.7.7.4 Adjust quotes 0
19709 3.7.7.5 Obtain approval to proceed with quotes 1
18638 3.7.7.6 Convert quotes to sales orders 0

10215 4.1 Plan for and align supply chain resources 23
10221 4.1.1 Develop production and materials strategies 2
10229 4.1.1.1 Define manufacturing goals 0
10230 4.1.1.2 Define labor and materials policies 0
10231 4.1.1.3 Define outsourcing policies 0
10232 4.1.1.4 Define capital expense policies 1
10233 4.1.1.5 Define capacities 0

10234 4.1.1.6 Define production network and supply constraints 0
14193 4.1.1.7 Define production process 0
19551 4.1.1.8 Define standard operating procedures 1
14194 4.1.1.9 Define production workplace layout and infrastructure 0
10222 4.1.2 Manage demand for products 7
19711 4.1.2.1 Perform forward parts requirements forecasting 0

19712 4.1.2.2 Establish demand for PMA parts 0
10235 4.1.2.3 Develop baseline demand forecasts 1
10236 4.1.2.4 Collaborate demand with customers 1
10237 4.1.2.5 Develop demand consensus forecast 1
10238 4.1.2.6 Determine available to promise 0
10239 4.1.2.7 Monitor activity against demand forecast and revise forecast 1
10240 4.1.2.8 Evaluate and revise demand forecasting approach 1
10241 4.1.2.9 Measure demand forecast accuracy 1

10223 4.1.3 Create materials plan 0
10242 4.1.3.1 Create unconstrained plan 0
10243 4.1.3.2 Collaborate with supplier and contract manufacturers 0
10244 4.1.3.3 Identify critical materials and supplier capacity 0
10245 4.1.3.4 Monitor material specifications 0

10246 4.1.3.5 Generate constrained plan 0
14196 4.1.3.6 Define production balance and control 0
19713 4.1.3.7 Manage interchangeability and supersession 0
10224 4.1.4 Create and manage master production schedule 7
20023 4.1.4.1 Model production network to enable simulation and 1

optimization
20024 4.1.4.2 Create master production schedule 1
17041 4.1.4.3 Maintain master production schedule 1
17042 4.1.5 Plan distribution requirements 5

10252 4.1.5.1 Maintain master data 0
10253 4.1.5.2 Determine finished goods inventory requirements at 0
destination
19555 4.1.5.3 Determine product storage facility requirements 1
10254 4.1.5.4 Calculate requirements at destination 1
10255 4.1.5.5 Calculate consolidation at source 0

10256 4.1.5.6 Manage collaborative replenishment planning 0
10257 4.1.5.7 Manage requirements for partners 0
10258 4.1.5.8 Calculate and optimize destination dispatch plan 1
10259 4.1.5.9 Manage dispatch plan attainment 0

10260 4.1.5.10 Calculate and optimize destination load plans 1
10261 4.1.5.11 Manage partner load plan 0

10262 4.1.5.12 Manage cost of supply 1
10263 4.1.5.13 Manage capacity utilization 0
10226 4.1.6 Establish distribution planning constraints 1
10267 4.1.6.1 Establish distribution center layout constraints 0
10268 4.1.6.2 Establish inventory management constraints 0
10269 4.1.6.3 Establish transportation management constraints 0
19558 4.1.6.4 Establish storage management constraints 1

10227 4.1.7 Review distribution planning policies 0
10264 4.1.7.1 Review distribution network 0
10265 4.1.7.2 Establish sourcing relationships 0
10266 4.1.7.3 Establish dynamic deployment policies 0
10368 4.1.8 Develop quality standards and procedures 0
10371 4.1.8.1 Establish quality targets 0
10372 4.1.8.2 Develop standard testing procedures 0
10373 4.1.8.3 Communicate quality specifications 0
10216 4.2 Procure materials and services 1
10277 4.2.1 Develop sourcing strategies 1
10281 4.2.1.1 Develop procurement plan 0
10282 4.2.1.2 Clarify purchasing requirements 0
10283 4.2.1.3 Develop inventory strategy 0
10284 4.2.1.4 Match needs to supply capabilities 0
10285 4.2.1.5 Analyze organization’s spend profile 1
10286 4.2.1.6 Seek opportunities to improve efficiency and value 0

10287 4.2.1.7 Collaborate with suppliers to identify sourcing opportunities 0
11923 4.2.2 Define and manage procurement strategies 0
11924 4.2.2.1 Define material management strategy 0
11925 4.2.2.2 Develop material receipt strategy 0
11926 4.2.2.3 Develop supplier payment strategy 0
11927 4.2.2.4 Ensure alignment of procurement strategy with enterprise 0
wide business strategy
11928 4.2.2.5 Conduct spend analysis and determine customer 0
requirements
10278 4.2.3 Select suppliers and develop/maintain contracts 0
10288 4.2.3.1 Select suppliers 0
19714 4.2.3.2 Evaluate suppliers 0
10289 4.2.3.3 Certify and validate suppliers 0
10290 4.2.3.4 Negotiate and establish contracts 0
10291 4.2.3.5 Manage contracts 0
11931 4.2.4 Perform strategic sourcing 0

11932 4.2.4.1 Maintain material sourcing categories 0
11933 4.2.4.2 Conduct supplier evaluation 0
11934 4.2.4.3 Select suppliers and negotiate agreements 0
11935 4.2.4.4 Develop sourcing implementation plans 0
11936 4.2.4.5 Maintain supplier information 0
11937 4.2.4.6 Maintain supplier catalogs and price lists 0
11938 4.2.4.7 Maintain supplier contracts 0
11939 4.2.4.8 Define outside supplier /partner relationships 0
10279 4.2.5 Order materials and services 0
10292 4.2.5.1 Process/Review requisitions 0
10293 4.2.5.2 Approve requisitions 0
10294 4.2.5.3 Solicit/Track vendor quotes 0
10295 4.2.5.4 Create/Distribute purchase orders 0
10296 4.2.5.5 Expedite orders and satisfy inquiries 0
10297 4.2.5.6 Record receipt of goods 0
10298 4.2.5.7 Research/Resolve exceptions 0
11946 4.2.6 Inspect material quality 0
11947 4.2.6.1 Inspect goods/services 0
11948 4.2.6.2 Return goods/services 0
19715 4.2.6.3 Verify effectiveness of inventory control and quality 0
10280 4.2.7 Manage suppliers 0
10299 4.2.7.1 Monitor/Manage supplier information 0
10300 4.2.7.2 Prepare/Analyze procurement and vendor performance 0
10301 4.2.7.3 Support inventory and production processes 0
10302 4.2.7.4 Monitor quality of product delivered 0
10217 4.3 Produce/Assemble/Test product 25
11952 4.3.1 Define assembly and test (A&T) operations strategy 3

11953 4.3.1.1 Compile and update customer quality and service 0
requirements
11954 4.3.1.2 Compile and update internal A&T operational capabilities 0
11955 4.3.1.3 Compile and update future market trends impacting A&T 0
strategy

11956 4.3.1.4 Define product specific A&T operational quality and service 1
11957 4.3.1.5 Prepare capital appropriations requests 0

11958 4.3.1.6 Define outside supplier partner terms and conditions 0
11959 4.3.1.7 Disaggregate A&T operational gross budget to appropriate 1
departments
11960 4.3.1.8 Disseminate A&T operational customer service and 1
organizations
11961 4.3.1.9 Publish annual assembly and test operating budget and plan 0
11962 4.3.1.10 Define all safety and environmental policies 0
11963 4.3.2 Define manufacturing operations strategy 4
11964 4.3.2.1 Compile and update all manufacturing organization quality 0
and service requirements
11965 4.3.2.2 Compile and update internal manufacturing operational 0
capabilities
11966 4.3.2.3 Define product specific manufacturing quality and service 1
11967 4.3.2.4 Define operational practice policies, measures and 0

performance targets that support goal fulfillment
11968 4.3.2.5 Determine capabilities gaps and closure strategies 0
11969 4.3.2.6 Prepare capital appropriations 0
11971 4.3.2.7 Disaggregate gross manufacturing operationsbudget to 1
11972 4.3.2.8 Disseminate manufacturing operations customer service 1
and operations targets to the appropriate departmental
organizations
11973 4.3.2.9 Publish annual manufacturing operations budget and plan 1
11974 4.3.3 Plan production operations 0

11975 4.3.3.1 Compile and update all pertinent inputs from business 0
planning and strategy department
11976 4.3.3.2 Develop intermediate range production and inventory plans 0

11977 4.3.3.3 Develop options for next period sales and operations 0
planning meeting
11978 4.3.3.4 Conduct sales and operations planning (S&OP) periodic 0
meeting and update final S&OP into detailed
11979 4.3.3.5 Determine final sourcing alternatives 0
11980 4.3.3.6 Generate master schedules with tooling rough cut capacity 0
planning and maintenance
11981 4.3.3.7 Create production project with work breakdown structure 0
11982 4.3.3.8 Modify master plans and projects to accommodate logistics, 0
maintenance and production tooling constraints
11983 4.3.3.9 Generate intermediate range material resource planning, 0
distribution resource planning, capacity requirements
planning (MRP, DRP, CRP)
11984 4.3.3.10 Publish annual plans to sales procurement transportation 0
and manufacturing operations
11985 4.3.4 Manage production equipment and facilities 0
11986 4.3.4.1 Manage equipment data 0
11987 4.3.4.2 Develop plant equipment preventative maintenance plans 0
11988 4.3.4.3 Develop physical plant preventative maintenance and 0
energy management plans
11989 4.3.4.4 Schedule facility and equipment preventative maintenance 0
11990 4.3.4.5 Execute facility and equipment preventative maintenance 0
11991 4.3.4.6 Execute unplanned maintenance activities 0
11992 4.3.4.7 Determine and identify corrective actions 0
10303 4.3.5 Schedule production 8
19563 4.3.5.1 Model and simulate plant 1

10306 4.3.5.2 Generate line level plan 1
10307 4.3.5.3 Generate detailed schedule 1
10308 4.3.5.4 Schedule production orders and create lots 1
10315 4.3.5.5 Schedule preventive (planned) maintenance (preventive 1
maintenance orders)

10316 4.3.5.6 Schedule requested (unplanned) maintenance (work order 1
cycle)
10309 4.3.5.7 Release production orders and create lots 1
11993 4.3.6 Schedule production operations 0
11994 4.3.6.1 Generate short range DRP, MRP, and CRP 0
11995 4.3.6.2 Conduct periodic meetings on short schedule - operations, 0
procurement, tooling and maintenance
11996 4.3.6.3 Transfer final schedules to operating departments 0
11997 4.3.6.4 Perform ongoing net change MRP or DRP and optimize 0
11998 4.3.6.5 Perform full regeneration MRP or DRP and analyze 0
11999 4.3.6.6 Create and release production orders/batches 0
12000 4.3.6.7 Create run schedule header 0
12001 4.3.6.8 Manage ongoing schedule changes interactions with 0
customers, suppliers, production, tooling and maintenance
12002 4.3.6.9 Develop contract pegging relationships 0
12003 4.3.6.10 Provide daily delivery schedules to external suppliers 0
12004 4.3.6.11 Generate and print internal pick lists 0
12005 4.3.6.12 Generate and communicate delivery requirements to 0
internal and external shipping points
12006 4.3.6.13 Reschedule backlog orders and inbound shipments 0
12007 4.3.6.14 Receive electronic numeric control (NC) tapes and load 0
12008 4.3.6.15 Receive and review work instructions 0
12009 4.3.6.16 Receive and review quality instructions 0
12010 4.3.6.17 Receive and review production schedules 0
12011 4.3.6.18 Receive and review tooling pick lists and allocate 0
12012 4.3.6.19 Receive confirmations from plant maintenance 0
12014 4.3.6.21 Perform setup activities 0
12015 4.3.6.22 Confirm material availability 0
10304 4.3.7 Produce product 8
10310 4.3.7.1 Manage raw material inventory 0
10311 4.3.7.2 Execute detailed line schedule 1
10319 4.3.7.3 Report maintenance issues 1

10313 4.3.7.4 Rerun defective items 0
19566 4.3.7.5 Monitor and optimize production process 5
19567 4.3.7.5.1 Automate and control plant 1
19568 4.3.7.5.2 Perform advanced process control 1
19569 4.3.7.5.3 Perform real-time optimization 1
19570 4.3.7.5.4 Manage plant alarms and alerts 1
10314 4.3.7.6 Assess production performance 0
12016 4.3.8 Execute production operations 0
12017 4.3.8.1 Issue goods against purchase order (PO) or batch 0
12018 4.3.8.2 Receive goods to purchase order (PO) or batch 0
12019 4.3.8.3 Refer material for manufacturing change 0
12020 4.3.8.4 Quarantine material for quality hold/check 0
12021 4.3.8.5 Execute production activities 0
12022 4.3.8.6 Perform in-line product inspections 0
12023 4.3.8.7 Perform post production inspections 0
12024 4.3.8.8 Refer nonconforming material for disposition 0
12025 4.3.8.9 Downgrade/upgrade material 0
12026 4.3.8.10 Quarantine nonconformance matériel 0
12027 4.3.8.11 Record production related data 0
12028 4.3.8.12 Back flush inventory 0
12029 4.3.8.13 Close batches or PO 0
12030 4.3.8.14 Consume demand forecast 0
12031 4.3.8.15 Execute packaging and labeling activities 0
12032 4.3.8.16 Enter run schedule header 0
12033 4.3.8.17 Reconcile and close run schedule header 0
12034 4.3.8.18 Record and track piece part serial numbers 0
12035 4.3.8.19 Record calibration data and measurement device 0
19716 4.3.8.20 Obtain aircraft production certification 0
10369 4.3.9 Perform quality testing 0
10318 4.3.9.1 Calibrate test equipment 0
10374 4.3.9.2 Perform testing using the standard testing procedure 0
10375 4.3.9.3 Record test results 0
12036 4.3.10 Manage product quality 0

12037 4.3.10.1 Update governmental and regulatory quality requirements 0
12038 4.3.10.2 Benchmark industry quality capabilities 0
12039 4.3.10.3 Compile and update the cost of quality 0
12040 4.3.10.4 Compile and update the costs of quality nonconformance 0
12041 4.3.10.5 Update quality targets and tolerances 0
12042 4.3.10.6 Develop quality sampling and analysis 0
against production orders/batchers
12044 4.3.10.8 Develop training material for operators carrying out quality 0
activities
12045 4.3.10.9 Track and analyze non-conformance trends 0
12046 4.3.10.10 Perform root cause analysis 0
12047 4.3.10.11 Perform product design/process improvement analysis 0
12048 4.3.10.12 Deploy product redesigns/process 0
12049 4.3.10.13 Perform internal quality audits 0
12050 4.3.10.14 Perform external quality audits 0
12051 4.3.10.15 Perform statistical process control (SPC) analysis 0
12052 4.3.10.16 Perform six-sigma activities 0
12053 4.3.10.17 Generate International Standards Organization (ISO) or 0
similar documentation
12054 4.3.10.18 Provide feedback to engineering and product 0
12055 4.3.10.19 Adjust inventories/scrap - materials disposition 0
12056 4.3.10.20 Manage reject/rework and on-hold materials 0
12057 4.3.10.21 Conduct claims related quality investigations 0
10370 4.3.11 Maintain production records and manage lot traceability 1
10376 4.3.11.1 Determine lot numbering system 0
10377 4.3.11.2 Determine lot use 1
12058 4.3.12 Manage production tooling operations 0
12059 4.3.12.1 Receive high level tool design request from new product 0
development process (new tools)
12060 4.3.12.2 Receive request to modify or repair an existing tool from 0
engineering or operations

12061 4.3.12.3 Develop the cost estimate to buy or make the tools - with 0
availability date
12062 4.3.12.4 Obtain approval to proceed or cancel work order 0
12063 4.3.12.5 Complete detailed design of final tool 0
12064 4.3.12.6 Generate a work order or purchase request 0
12065 4.3.12.7 Manufacture or receive final tools 0
12066 4.3.12.8 Allocate gauging /measurement devices to production 0
12067 4.3.12.9 Manage tool inventories 0
12068 4.3.12.10 Manage crib inventory 0
12069 4.3.12.11 Manage crib operations 0
12070 4.3.12.12 Perform fixed tool life cycle management 0
12071 4.3.12.13 Manage gauge and measurement device calibrations 0
19717 4.3.12.14 Create individual tracking record (for individually identified 0
(serialized) tools)
19718 4.3.12.15 Record and track serialized tool issuance to operators 0
12072 4.3.13 Control and report production operations 0
12073 4.3.13.1 Record production operations information 0
12074 4.3.13.2 Capture and communicate work order batch status 0
12075 4.3.13.3 Communicate all inventory status - real-time 0
12076 4.3.13.4 Communicate human resource status 0
12077 4.3.13.5 Communicate equipment status 0
12078 4.3.13.6 Communicate schedules - including downtime and setup 0
12079 4.3.13.7 Communicate maintenance activities and schedules 0
12080 4.3.13.8 Generate and communicate field analytical reports 0
12081 4.3.13.9 Communicate preemptive and predictive feedback to 0
operations to change practices or schedules
12082 4.3.14 Manage product and process related data 0
12083 4.3.14.1 Create and maintain material masters, BOM, routings and 0
other production data
12084 4.3.14.2 Maintain product specifications 0
12085 4.3.14.3 Maintain product catalogs 0
12086 4.3.14.4 Maintain operating instructions (operations component) 0
12087 4.3.14.5 Maintain process control parameter data 0

12088 4.3.14.6 Maintain product and process related documentation 0
19719 4.3.15 Develop and implement production rate increase methodology 0
19720 4.3.15.1 Define method for identifying all impacted partners, 0
suppliers and internal facilities
19721 4.3.15.2 Define mechanism to be used to communicate rate increase 0
requirements
19722 4.3.15.3 Define method to be applied by partners, suppliers, internal 0
facilities to assess capabilities
19723 4.3.15.4 Define mechanism by which results of Rate Increase studies 0
can be returned
19724 4.3.15.5 Define mechanism by which returned rate increase study 0
results can be consolidated
19725 4.3.15.6 Define mechanism by which the results of a Production Rate 0
increase assessment can be communicated
19726 4.3.15.7 Confirm the frequency (ad-hoc, periodic, event driven) with 0
which studies will be released
10219 4.4 Manage logistics and warehousing 5
10338 4.4.1 Provide logistics governance 2
10343 4.4.1.1 Translate customer service requirements into logistics 0

requirements
10344 4.4.1.2 Design logistics network 0
10345 4.4.1.3 Communicate outsourcing needs 0
10346 4.4.1.4 Develop and maintain delivery service policy 0
10347 4.4.1.5 Optimize transportation schedules and costs 0
10348 4.4.1.6 Define key performance measures 0
16905 4.4.1.7 Define reverse logistics strategy 1
10339 4.4.2 Plan and manage inbound material flow 2
10349 4.4.2.1 Plan inbound material receipts 0
10350 4.4.2.2 Manage inbound material flow 0
10351 4.4.2.3 Monitor inbound delivery performance 0
10352 4.4.2.4 Manage flow of returned products 0
12708 4.4.2.5 Control quality of returned parts 1

20109 4.4.2.6 Salvage or repair returned products 1
10366 4.4.2.6.1 Perform salvage activities 0
14195 4.4.2.6.2 Manage repair/refurbishment and return to 0
10340 4.4.3 Operatecustomer/stock
warehousing 1
10353 4.4.3.1 Track inventory deployment 0
10354 4.4.3.2 Receive, inspect, and store inbound deliveries 0
10355 4.4.3.3 Track product availability 0
10356 4.4.3.4 Pick, pack, and ship product for delivery 0
10357 4.4.3.5 Track inventory accuracy 0
10358 4.4.3.6 Track third-party logistics storage and shipping performance 0
10359 4.4.3.7 Manage physical finished goods inventory 0
20957 4.4.3.8 Manage warehouse transfers 1
10341 4.4.4 Operate outbound transportation 0
10360 4.4.4.1 Plan, transport, and deliver outbound product 0
10361 4.4.4.2 Track carrier delivery performance 0
10362 4.4.4.3 Manage transportation fleet 0
10363 4.4.4.4 Process and audit carrier invoices and documents 0
12137 4.4.4.5 Prepare package and shipment 0
12145 4.4.4.6 Manage shipping, carriers, and fleets 0
10342 4.4.5 Manage returns; manage reverse logistics 0
10365 4.4.5.1 Perform reverse logistics 0
10367 4.4.5.2 Manage and process warranty claims 0
12159 4.4.6 Plan material handling and storage 0
12160 4.4.6.1 Collect and analyze material handling and storage 0
information
12161 4.4.6.2 Determine material capacity requirements 0
12162 4.4.6.3 Determine material handling requirements 0
12163 4.4.6.4 Identify requirements to modify facilities layout 0
12164 4.4.6.5 Identify changes to material handling 0
12165 4.4.6.6 Identify changes to material storage systems/procedures 0
12166 4.4.6.7 Define stock placement strategies, procedures, and systems 0
12167 4.4.6.8 Define stock location strategies, procedures, and systems 0

12168 4.4.6.9 Define stock retrieval strategies, procedures, and systems 0
12169 4.4.7 Manage inventory storage, location and movement 0
12170 4.4.7.1 Recognize transfer requests (internal move/external move) 0
12171 4.4.7.2 Locate stock 0
12172 4.4.7.3 Prepare stock for movement 0
12173 4.4.7.4 Physically move stock 0
12174 4.4.7.5 Maintain inventory status 0
12175 4.4.7.6 Perform physical inventory procedures 0
12176 4.4.7.7 Collect, report, and analyze logistics 0
12177 4.4.7.8 Identify obsolete goods for disposition 0
12178 4.4.7.9 Adjust inventory 0
12179 4.4.8 Manage hazardous materials and waste 0
12180 4.4.8.1 Maintain material safety data sheets 0
12181 4.4.8.2 Maintain awareness of and communicate regulatory 0
requirements
12182 4.4.8.3 Maintain hazardous material handling and disposal 0
12183 4.4.8.4 Manage compliance audits 0
12184 4.4.8.5 Recognize need to disposition hazardous materials/waste 0
12185 4.4.8.6 Determine disposition and associated processing 0
12186 4.4.8.7 Manage disposition, disposal, reprocessing activities 0
12187 4.4.8.8 Manage documentation and reporting 0
12188 4.4.9 Manage kitting operations 0
12189 4.4.9.1 Define kitting requirements 0
12190 4.4.9.2 Request materials 0
12191 4.4.9.3 Build kits 0
12192 4.4.9.4 Issue materials to kits/consumption 0
12193 4.4.9.5 Prepare kits for transfer 0
12194 4.4.9.6 Manage returnable fixtures, containers, and tools 0
12195 4.4.9.7 Manage labeling of kits 0

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

20034 5.1.2.2 Define labor policies 1
20035 5.1.2.3 Evaluate resource availability 1
20036 5.1.2.4 Define service delivery network and supply constraints 1
20037 5.1.2.5 Define service delivery process 1
20038 5.1.2.6 Review and validate service delivery procedures 1
20039 5.1.2.7 Define service delivery workplace layout and infrastructure 1
20040 5.2 Manage service delivery resources 19
20041 5.2.1 Manage service delivery resource demand 9
20042 5.2.1.1 Monitor pipeline 1

20043 5.2.1.2 Develop baseline forecasts 1
20044 5.2.1.3 Collaborate with customers 1
20045 5.2.1.4 Develop consensus forecast 1
20046 5.2.1.5 Determine availability of skills to deliver on current and 1
20047 5.2.1.6 Monitor activity against forecast and revise forecast 1
20048 5.2.1.7 Evaluate and revise forecasting approach 1
20049 5.2.1.8 Measure forecast accuracy 1
20050 5.2.2 Create and manage resource plan 7

20051 5.2.2.1 Define and manage skills taxonomy 1
20052 5.2.2.2 Create resource plan 1
20053 5.2.2.3 Match resource demand with capacity, skills, and 1
capabilities
20054 5.2.2.4 Collaborate with suppliers and partners to supplement skills 1
and capabilities
20055 5.2.2.5 Identify critical resources and supplier capacity 1
20056 5.2.2.6 Monitor and manage resource capacity and availability 1
12127 5.2.3 Provide MRO related training 2
12128 5.2.3.1 Develop MRO training plan 1
12129 5.2.3.2 Develop training materials 0
12130 5.2.3.3 Maintains service bulletins/catalogues 0
12131 5.2.3.4 Manage training schedule 0
12132 5.2.3.5 Deliver operations training 0
12133 5.2.3.6 Deliver technical training 0
20057 5.2.3.7 Perform skill and capability testing 1
12134 5.2.3.8 Perform technical certification testing 0
12135 5.2.3.9 Evaluate training effectiveness 0
12136 5.2.3.10 Maintain service master for training 0
19770 5.2.4 Deliver digital services to customers 0
19771 5.2.4.1 Deliver Aircraft Health Monitoring Services (AHMS) 0
19772 5.2.4.2 Deliver loadable software services 0
19773 5.2.4.3 Deliver predictive analytics and optimization services 0
20058 5.3 Deliver service to customer 27
20059 5.3.1 Initiate service delivery 10
20060 5.3.1.1 Review contract and agreed terms 1

20061 5.3.1.2 Understand customer requirements and define refine 1
approach
20062 5.3.1.3 Modify/revise and approve project plan 1
20063 5.3.1.4 Review customer business objectives 1
20064 5.3.1.5 Confirm environmental readiness 1
20065 5.3.1.6 Identify, select, and assign resources 3

20066 5.3.1.6.1 Establish people objectives 1
20067 5.3.1.6.2 Establish engagement rules 1
20068 5.3.1.7 Plan for service delivery 1
20069 5.3.2 Execute service delivery 8
20070 5.3.2.1 Analyze environment and customer needs 1

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

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

10378 6.1 Develop customer care/customer service strategy 9
20086 6.1.1 Define customer service requirements across the enterprise 1

20087 6.1.2 Define customer service experience 1
20088 6.1.3 Define and manage customer service channel strategy 1
10381 6.1.4 Develop customer service segmentation/prioritization (e.g., 0
tiers)
10384 6.1.4.1 Analyze existing customers 0
10385 6.1.4.2 Analyze feedback of customer's needs 0
10382 6.1.5 Define customer service policies and procedures 0
10383 6.1.6 Establish target service level for each customer segment 1
20089 6.1.7 Define warranty offering 4

16893 6.1.7.1 Determine and document warranty policies 0
16890 6.1.7.2 Create and manage warranty rules/claim codes for products 1
20090 6.1.7.3 Agree on warranty responsibilities with suppliers 1

20091 6.1.7.4 Define warranty related offerings for customers 1
12673 6.1.7.5 Communicate warranty policies and offerings 0
20092 6.1.8 Develop recall strategy 1
10379 6.2 Plan and manage customer service contacts 14
10387 6.2.1 Plan and manage customer service work force 0

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

10394 6.2.2.1 Receive customer problems, requests, and inquiries 1
13482 6.2.2.2 Analyze problems, requests, and inquiries 1

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

16937 6.2.2.6 Deliver opportunity to sales team 1
12197 6.2.2.7 Support customer order status inquiry 0
12198 6.2.2.8 Support customer deliver status inquiry 0
12199 6.2.2.9 Support customer financial inquiry 0
10389 6.2.3 Manage customer complaints 1
10397 6.2.3.1 Receive customer complaints 0
10398 6.2.3.2 Route customer complaints 0
10399 6.2.3.3 Resolve customer complaints 0
10400 6.2.3.4 Respond to customer complaints 0
12200 6.2.3.5 Support customer complaints and service 0
19072 6.2.3.6 Analyze customer complaints and response/redressal 1
20094 6.2.4 Process returns 3
10364 6.2.4.1 Authorize return 1
20095 6.2.4.2 Process return and record reason 1
12840 6.2.5 Report incidents and risks to regulatory bodies 1
12658 6.3 Service products after sales 32
20605 6.3.1 Register products 1

12669 6.3.2 Process warranty claims 16
20096 6.3.2.1 Receive warranty claim 1

12671 6.3.2.2 Validate warranty claim 0
20097 6.3.2.3 Investigate warranty issues 4
20098 6.3.2.3.1 Define issue 1

12677 6.3.2.3.2 Schedule field service 0
12678 6.3.2.3.3 Request and receive defective part 0
20099 6.3.2.3.4 Investigate issue/perform root cause analysis 1
20100 6.3.2.3.5 Receive investigation result/recommendation for 1
corrective action
20101 6.3.2.4 Determine responsible party 1
20102 6.3.2.5 Manage preauthorizations 1
12668 6.3.2.6 Approve or reject warranty claim 0
20103 6.3.2.7 Notify originator of approve/reject decision 1
20104 6.3.2.8 Authorize payment 1
20105 6.3.2.9 Close claim 1
12667 6.3.2.10 Reconcile warranty transaction disposition 0
20106 6.3.3 Manage supplier recovery 3
20107 6.3.3.1 Create supplier recovery claims 1
20108 6.3.3.2 Negotiate recoveries with suppliers 1
10218 6.3.4 Service products 8
10321 6.3.4.1 Identify and schedule resources to meet service 1

requirements
10327 6.3.4.1.1 Create resourcing plan and schedule 0
10328 6.3.4.1.2 Create service order fulfillment schedule 0
10322 6.3.4.2 Provide service to specific customers 3
10330 6.3.4.2.1 Organize daily service order fulfillment schedule 0
10331 6.3.4.2.2 Execute product repair 1
10332 6.3.4.2.3 Manage service order fulfillment 1
10323 6.3.4.3 Ensure quality of service 2

10334 6.3.4.3.1 Identify completed service orders for feedback 1
10335 6.3.4.3.2 Identify incomplete service orders and service failures 1
10336 6.3.4.3.3 Solicit customer feedback on services delivered 0

10337 6.3.4.3.4 Process customer feedback on services delivered 0

20110 6.4 Manage product recalls and regulatory audits 7
20111 6.4.1 Initiate recall 1

20112 6.4.2 Assess the likelihood and consequences of occurrence of any 1
hazards
20113 6.4.3 Manage recall related communications 1
20114 6.4.4 Submit regulatory reports 1
20115 6.4.5 Monitor and audit recall effectiveness 1
20116 6.4.6 Manage recall termination 1
20595 6.5 Evaluate customer service operations and customer satisfaction 14
10401 6.5.1 Measure customer satisfaction with customer problems, 4

11687 6.5.1.1 Solicit customer feedback on customer service experience 1
11688 6.5.1.2 Analyze customer service data and identify improvement 1
opportunities
18126 6.5.1.3 Provide customer feedback to product management on 1
10402 6.5.2 Measure customer satisfaction with customer- complaint 2
11236 6.5.2.1 Solicit customer feedback on complaint handling and 0

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

11241 6.5.3.5 Provide feedback and insights to appropriate teams (product 1
12672 6.5.4 Evaluate and manage warranty performance 4
20118 6.5.4.1 Measure customer satisfaction with warranty handling and 1
resolution
12676 6.5.4.2 Monitor and report on warranty management metrics 0
20119 6.5.4.3 Identify improvement opportunities 1
12674 6.5.4.4 Identify opportunities to eliminate warranty waste 0
20120 6.5.4.5 Investigate fraudulent claims 1
20121 6.5.5 Evaluate recall performance 1
19769 6.5.5.1 Manage recalls 0

17043 7.1 Develop and manage human resources planning, policies, and 10
strategies
20958 7.1.1 Develop human resources strategy 2

10418 7.1.1.1 Identify strategic HR needs 0
10419 7.1.1.2 Define HR and business function roles and accountability 0
10420 7.1.1.3 Determine HR costs 0
10421 7.1.1.4 Establish HR measures 0
10422 7.1.1.5 Communicate HR strategies 0
10432 7.1.1.6 Develop strategy for HR systems/technologies/tools 0
20606 7.1.1.7 Manage employer branding 1
17045 7.1.2 Develop and implement workforce strategy and policies 6
10423 7.1.2.1 Gather skill requirements according to corporate strategy 0
and market environment
10424 7.1.2.2 Plan employee resourcing requirements per business 1
unit/organization
10425 7.1.2.3 Develop compensation plan 1
10210 7.1.2.3.1 Establish incentive plan 1
10426 7.1.2.4 Develop succession plan 0

16938 7.1.2.5 Develop high performers/leadership programs 1
10427 7.1.2.6 Develop employee diversity plan 0
11622 7.1.2.7 Develop training program 1
11623 7.1.2.8 Develop recruitment program 1
10428 7.1.2.9 Develop other HR programs 0
10429 7.1.2.10 Develop HR policies 0
10430 7.1.2.11 Administer HR policies 0
10431 7.1.2.12 Plan employee benefits 0
10433 7.1.2.13 Develop workforce strategy models 0
20122 7.1.2.14 Implement workforce strategy models 1
10417 7.1.3 Monitor and update strategy, plans, and policies 0

10434 7.1.3.1 Measure realization of objectives 0
10435 7.1.3.2 Measure contribution to business strategy 0
10436 7.1.3.3 Communicate plans and provide updates to stakeholders 0
10438 7.1.3.4 Review and revise HR plans 0
17046 7.1.4 Develop competency management models 0
10410 7.2 Recruit, source, and select employees 11
10439 7.2.1 Manage employee requisitions 6
10445 7.2.1.1 Align staffing plan to work force plan and business unit 1
10447 7.2.1.2 Develop and maintain job descriptions 1

10446 7.2.1.3 Open job requisitions 1
10448 7.2.1.4 Post job requisitions 1

10450 7.2.1.5 Modify job requisitions 1
10451 7.2.1.6 Notify hiring manager 0
10452 7.2.1.7 Manage requisition dates 0
10440 7.2.2 Recruit/Source candidates 2
10453 7.2.2.1 Determine recruitment methods and channels 1
10454 7.2.2.2 Perform recruiting activities/events 0

10455 7.2.2.3 Manage recruitment vendors 0
17047 7.2.2.4 Manage employee referral programs 0
17048 7.2.2.5 Manage recruitment channels 1
20123 7.2.3 Screen and select candidates 1
10456 7.2.3.1 Identify and deploy candidate selection tools 0
10457 7.2.3.2 Interview candidates 0
10458 7.2.3.3 Test candidates 0
10459 7.2.3.4 Select and reject candidates 0
10443 7.2.4 Manage new hire/re-hire 0
10463 7.2.4.1 Draw up and make offer 0
10464 7.2.4.2 Negotiate offer 0

10465 7.2.4.3 Hire candidate 0
10444 7.2.5 Manage applicant information 1
10460 7.2.5.1 Obtain candidate background information 0
10466 7.2.5.2 Create applicant record 0
10467 7.2.5.3 Manage/track applicant data 1
20124 7.2.5.3.1 Complete position classification and level of experience 1
10468 7.2.5.4 Archive and retain records of non-hires 0
20599 7.3 Manage employee on boarding, development, and training 14
10469 7.3.1 Manage employee orientation and deployment 3
10474 7.3.1.1 Create/maintain employee on-boarding program 2
10477 7.3.1.1.1 Develop employee induction program 1
10478 7.3.1.1.2 Maintain/Update employee induction program 1
11243 7.3.1.2 Evaluate the effectiveness of the employee on-boarding 0
program
17050 7.3.1.3 Execute on-boarding program 1
10470 7.3.2 Manage employee performance 1
10479 7.3.2.1 Define employee performance objectives 1
10480 7.3.2.2 Review, appraise, and manage employee performance 0
10481 7.3.2.3 Evaluate and review performance program 0
10472 7.3.3 Manage employee development 2
10487 7.3.3.1 Define employee development guidelines 0
10488 7.3.3.2 Develop employee career plans and career paths 1
17051 7.3.3.3 Manage employee skill and competency development 1
10473 7.3.4 Develop and train employees 7

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

10491 7.3.4.3 Align learning programs with competencies 0
10492 7.3.4.4 Establish training needs by analysis of required and 0
available skills

10493 7.3.4.5 Develop, conduct, and manage employee and/or 0
management training programs
20125 7.3.4.6 Manage examinations and certifications 5
20126 7.3.4.6.1 Liaise with external certification authorities 1
20127 7.3.4.6.2 Administer certification tests 1
20128 7.3.4.6.3 Appraise experience qualifications 1
20129 7.3.4.6.4 Administer certificate issue and maintenance 1
17052 7.4 Manage employee relations 0
10483 7.4.1 Manage labor relations 0
10484 7.4.2 Manage collective bargaining process 0
10485 7.4.3 Manage labor management partnerships 0
10531 7.4.4 Manage employee grievances 0
10412 7.5 Reward and retain employees 6
10494 7.5.1 Develop and manage reward, recognition, and motivation 1
programs
10498 7.5.1.1 Develop salary/compensation structure and plan 0
10499 7.5.1.2 Develop benefits and reward plan 0
10500 7.5.1.3 Perform competitive analysis of benefit and rewards 0
10501 7.5.1.4 Identify compensation requirements based on financial, 0
10502 7.5.1.5 Administer compensation and rewards to employees 0
10503 7.5.1.6 Reward and motivate employees 0
10495 7.5.2 Manage and administer benefits 0
10504 7.5.2.1 Deliver employee benefits program 0
10505 7.5.2.2 Administer benefit enrollment 0
10506 7.5.2.3 Process claims 0
10507 7.5.2.4 Perform benefit reconciliation 0
10496 7.5.3 Manage employee assistance and retention 3
10508 7.5.3.1 Deliver programs to support work/life balance for employees 0
10509 7.5.3.2 Develop family support systems 1
10510 7.5.3.3 Review retention and motivation indicators 0
10511 7.5.3.4 Review compensation plan 1
10497 7.5.4 Administer payroll 0

10413 7.6 Redeploy and retire employees 4
10512 7.6.1 Manage promotion and demotion process 0

10513 7.6.2 Manage separation 0
10514 7.6.3 Manage retirement 0
10515 7.6.4 Manage leave of absence 0
10516 7.6.5 Develop and implement employee outplacement 0
20132 7.6.6 Manage workforce scheduling 3
20133 7.6.6.1 Receive required resources/skills and capabilities 1
10517 7.6.6.2 Manage resource deployment 1
17055 7.6.7 Relocate employees and manage assignments 0

10520 7.6.7.1 Manage expatriates 0
17056 7.7 Manage employee information and analytics 1
10522 7.7.1 Manage reporting processes 0
10523 7.7.2 Manage employee inquiry process 0
10524 7.7.3 Manage and maintain employee data 0
10525 7.7.4 Manage human resource information systems HRIS 1
10526 7.7.5 Develop and manage employee metrics 0

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

20608 8.1 Develop and manage IT customer relationships 44
20609 8.1.1 Understand IT customer needs 3

20610 8.1.1.1 Understand IT customer communities 1
20611 8.1.1.2 Assess IT customer operational capabilities 1
20612 8.1.2 Identify IT customer transformation needs 5
20613 8.1.2.1 Understand business requirements for IT capabilities 1
20614 8.1.2.2 Understand IT landscape 1
20615 8.1.2.3 Develop IT visioning 1
20616 8.1.2.4 Outline IT service expectations 1
20617 8.1.3 Plan and communicate IT services 6
20618 8.1.3.1 Manage IT customer expectations 1

20619 8.1.3.2 Define future IT services 1
20620 8.1.3.3 Determine IT performance indicators 1
20621 8.1.3.4 Create IT marketing messages 1
20622 8.1.3.5 Create IT service marketing plan 1
20623 8.1.4 Provide IT transformation guidance 10
20624 8.1.4.1 Develop IT transformation plans 1

20625 8.1.4.2 Collect IT customer requirements 1
20937 8.1.4.3 Analyze IT customer requirements 1
20626 8.1.4.4 Identify and prioritize IT opportunities 1
20627 8.1.4.5 Facilitate solution design activities 1
20628 8.1.4.6 Prioritize IT outcomes 1
20629 8.1.4.7 Develop business cases 1
20630 8.1.4.8 Support business case 1
20631 8.1.4.9 Develop transformation roadmap 1
20632 8.1.5 Develop and manage IT service levels 8
20633 8.1.5.1 Understand IT service requirements 1

20634 8.1.5.2 Forecast IT service demand 1
20635 8.1.5.3 Maintain IT services catalog 1
20636 8.1.5.4 Define service level agreement 1
20637 8.1.5.5 Maintain IT customer contracts 1
20638 8.1.5.6 Negotiate and establish service level agreements 1
20640 8.1.5.7 Develop and maintain improvement processes 1
20641 8.1.6 Manage IT customer relationships 6
20642 8.1.6.1 Establish relationship management mechanisms 1

20643 8.1.6.2 Understand IT customer strategy 1
20644 8.1.6.3 Understand IT customer environment 1
20645 8.1.6.4 Communicate IT capabilities 1
20646 8.1.6.5 Manage IT requirements 1
20648 8.1.7 Analyze service performance 5
20649 8.1.7.1 Assess SLA compliance 1
20650 8.1.7.2 Triage SLA compliance issues 1
20647 8.1.7.3 Collect feedback about IT products and services 1
20938 8.1.7.4 Synthesize and distribute IT performance information 1
20652 8.2 Develop and manage IT business strategy 51
20653 8.2.1 Define business technology and governance strategy 7
20654 8.2.1.1 Build and maintain IT strategic intelligence 1

20655 8.2.1.2 Monitor and map current and emerging technologies 1
20656 8.2.1.3 Define and communicate digital transformation strategy 1
20657 8.2.1.4 Develop IT strategic alignment 1
20658 8.2.1.5 Articulate IT alignment principles 1
20659 8.2.1.6 Maintain IT strategic alignment 1
20660 8.2.2 Manage IT portfolio strategy 7
20661 8.2.2.1 Establish and validate IT value criteria 1

20662 8.2.2.2 Determine IT portfolio investment balance 1
20663 8.2.2.3 Evaluate proposed IT investment projects 1

20664 8.2.2.4 Prioritize IT projects 1
20665 8.2.2.5 Align IT resources to strategic priorities 1
20667 8.2.2.6 Align IT portfolio to business objectives 1
20668 8.2.3 Define and maintain enterprise architecture 5
20670 8.2.3.1 Create and publish enterprise architecture principles 1
20671 8.2.3.2 Establish and operate enterprise architecture governance 1
20672 8.2.3.3 Research technologies to innovate IT services and solutions 1
20673 8.2.3.4 Provide input to definition and prioritization of IT projects 1
20674 8.2.4 Define IT service management strategy 8
20675 8.2.4.1 Establish IT service management strategy and goals 1

20676 8.2.4.2 Identify IT service operating and process requirements 1
20677 8.2.4.3 Define IT service catalog 1
20678 8.2.4.4 Establish IT service management framework 1
20679 8.2.4.5 Define and implement IT service management 1
20680 8.2.4.6 Define and deploy support service management process 1
tools and methods
20681 8.2.4.7 Monitor and report IT performance 1
20682 8.2.5 Control IT management system 10
20683 8.2.5.1 Determine IT performance measures 1

20684 8.2.5.2 Define IT control points and assurance procedures 1
governance model
20685 8.2.5.3 Monitor and analyze overall IT performance 1
20686 8.2.5.4 Monitor and analyze IT financial performance 1
20687 8.2.5.5 Monitor and analyze IT value and benefits 1
20688 8.2.5.6 Optimize IT resource allocation 1
20689 8.2.5.7 Manage IT projects and services interdependencies 1
20690 8.2.5.8 Report IT service and project performance 1
20692 8.2.5.9 Select, deploy, and operate IT performance analytics tools 1
20693 8.2.6 Manage IT value portfolio 5
20694 8.2.6.1 Assess performance against IT service and project value 1
criteria

20695 8.2.6.2 Quantify value of IT service and project portfolio 1
20696 8.2.6.3 investments
Communicate business technology value contribution 1
20697 8.2.6.4 Determine and implement IT portfolio adjustments 1
20699 8.2.7 Define and manage technology innovation 8
20700 8.2.7.1 Establish selection criteria for research initiatives 1

20701 8.2.7.2 Analyze emerging technology concepts 1
20702 8.2.7.3 Identify technology concepts and capabilities 1
20703 8.2.7.4 Execute IT research projects 1
20939 8.2.7.5 Evaluate IT research project outcomes 1
20704 8.2.7.6 Identify and promote viable concepts 1
20705 8.2.7.7 Develop and plan IT investment projects 1
20706 8.3 Develop and manage IT resilience and risk 62
20707 8.3.1 Develop IT compliance, risk, and security strategy 11
20708 8.3.1.1 Determine and evaluate IT regulatory and audit 1

20940 8.3.1.2 requirements
Understand business unit risk tolerance 1
20709 8.3.1.3 Establish IT risk tolerance 1
20710 8.3.1.4 Establish risk ownership 1
20711 8.3.1.5 Establish and maintain risk management roles 1
20712 8.3.1.6 Establish compliance objectives 1
20941 8.3.1.7 Identify systems to support compliance 1
20713 8.3.1.8 Identify and evaluate IT risk 1
20714 8.3.1.9 Evaluate IT-related risks resiliency 1
20715 8.3.1.10 Create IT risk mitigation strategies and approaches 1
20716 8.3.2 Develop IT resilience strategy 5
20717 8.3.2.1 Determine IT delivery resiliency 1
20718 8.3.2.2 Determine critical IT risks 1
20719 8.3.2.3 Prioritize IT risks 1
20720 8.3.2.4 Establish mitigation approaches for IT risks 1

20721 8.3.3 Control IT risk, compliance, and security 11
20722 8.3.3.1 Evaluate enterprise regulatory and compliance obligations 1

20723 8.3.3.2 Analyze IT security threat impact 1
20724 8.3.3.3 Create and maintain IT compliance requirements 1
20942 8.3.3.4 Create and maintain IT security policies, standards, and 1
procedures
20725 8.3.3.5 Develop and deploy risk management training 1
20726 8.3.3.6 Establish risk reporting capabilities and responsibilities 1
20727 8.3.3.7 Establish communication standards 1
20728 8.3.3.8 Conduct IT risk and threat assessments 1
20729 8.3.3.9 Monitor and manage IT activity risk 1
20730 8.3.3.10 Identify, supervise and monitor IT risk mitigation measures 1
20731 8.3.4 Plan and manage IT continuity 4
20732 8.3.4.1 Evaluate IT continuity 1
20733 8.3.4.2 Identify IT continuity gaps 1
20734 8.3.4.3 Manage IT business continuity 1
20735 8.3.5 Develop and manage IT security, privacy, and data protection 8
20736 8.3.5.1 Assess IT regulatory and confidentiality requirements and 1

policies
20737 8.3.5.2 Create IT security, privacy, and data protection risk 1
governance
20738 8.3.5.3 Define IT data security and privacy policies, standards, and 1
procedures
20739 8.3.5.4 Review and monitor physical and logical IT data security 1
measures
20740 8.3.5.5 Review and monitor application security controls 1
20741 8.3.5.6 Review and monitor IT physical environment security 1
controls
20742 8.3.5.7 Monitor/analyze network intrusion detection data and 1
resolve threats

20743 8.3.6 Conduct and analyze IT compliance assessments 6
20744 8.3.6.1 Conduct projects to enhance IT compliance and remediate 1

risk
20745 8.3.6.2 Conduct IT compliance control auditing of internal and 1
external services
20746 8.3.6.3 Perform IT compliance reporting 1
20747 8.3.6.4 Identify and escalate IT compliance issues and remediation 1
requirements
20748 8.3.6.5 Support external audits and reports 1
20749 8.3.7 Develop and execute IT resilience and continuity operations 7
20750 8.3.7.1 Conduct IT resilience improvement projects 1

20751 8.3.7.2 Develop, document, and maintain IT business continuity 1
planning
20752 8.3.7.3 Implement and enforce change control procedures 1
20753 8.3.7.4 Execute recurring IT service provider business continuity 1
20754 8.3.7.5 Provide IT resilience training 1
20755 8.3.7.6 Execute recurring IT business operations continuity 1
20756 8.3.8 Manage IT user identity and authorization 9
20757 8.3.8.1 Support integration of identity and authorization policies 1

20758 8.3.8.2 Manage IT user directory 1
20759 8.3.8.3 Manage IT user authorization 1
20760 8.3.8.4 Manage IT user authentication mechanisms 1
20761 8.3.8.5 Audit IT user identity and authorization systems 1
20762 8.3.8.6 Respond to IT information security and network breaches 1
20763 8.3.8.7 Conduct penetration testing 1
20764 8.3.8.8 Audit integration of user identity and authorization systems 1
20765 8.4 Manage information 19
20766 8.4.1 Define business information and analytics strategy 4
20767 8.4.1.1 Establish data, information, and analytic objectives 1
20768 8.4.1.2 Establish data, information, and analytic governance 1

20769 8.4.1.3 Access IT data/analytic capabilities 1
20770 8.4.2 Define and maintain business information architecture 6
20771 8.4.2.1 Determine enterprise business information requirements 1

20772 8.4.2.2 Define enterprise data models 1
20773 8.4.2.3 Identify and understand external data sources 1
20774 8.4.2.4 Establish data ownership and stewardship responsibilities 1
20775 8.4.2.5 Maintain and evolve enterprise data and information 1
architecture
20776 8.4.3 Define and execute business information lifecycle planning and 3
control
20777 8.4.3.1 Define and maintain enterprise information policies, 1
20778 8.4.3.2 Implement and execute data administration responsibilities 1
20779 8.4.4 Manage business information content 5
20780 8.4.4.1 Monitor and control business information 1
20781 8.4.4.2 Maintain business information feeds and repositories 1
20782 8.4.4.3 Perform internal usage audits 1
20783 8.4.4.4 Implement and administer business information access 1
20784 8.5 Develop and manage services/solutions 40
20785 8.5.1 Develop service/solution and integration strategy 8
20786 8.5.1.1 Determine IT service/solution development 1

20787 8.5.1.2 Define IT service/solution development processes/standards 1
20788 8.5.1.3 Identify, deploy, and support development methodologies 1
and tools
20789 8.5.1.4 Establish service component criteria 1
20790 8.5.1.5 Understand and select reusable service components 1
20791 8.5.1.6 Maintain service component portfolio 1
20792 8.5.1.7 Establish development standards exception governance 1
20793 8.5.2 Manage service/solution lifecycle planning 6

20794 8.5.2.1 Monitor and track emerging technology capabilities 1
20795 8.5.2.2 Identify IT services/solutions 1
20796 8.5.2.3 Determine IT service/solution approach 1
20797 8.5.2.4 Define IT solution lifecycle 1
20798 8.5.2.5 Develop IT service/solution "sunset" plans 1
20799 8.5.3 Develop and manage service/solution architecture 9
20800 8.5.3.1 Assess IT application and infrastructure architecture 1

constraints
20801 8.5.3.2 Assess business constraints on IT service/solution 1
20802 8.5.3.3 Determine IT component integration requirements 1
20803 8.5.3.4 Identify opportunities for IT component reuse 1
20804 8.5.3.5 Promote adoption of existing service/solution architecture 1
20805 8.5.3.6 Develop and maintain service/solution architectures 1
20806 8.5.3.7 Assess IT service/solution architecture conformance 1
20807 8.5.3.8 Manage architectural exceptions 1
20808 8.5.4 Execute IT service/solution creation and testing 9
20809 8.5.4.1 Execute IT service/solution development lifecycle 8
20810 8.5.4.1.1 Assess and validate IT service/solution requirements 1

20811 8.5.4.1.2 Create service/solution design 1
20812 8.5.4.1.3 Build and test IT service/solution components 1
20813 8.5.4.1.4 Integrate IT components and services 1
20814 8.5.4.1.5 Execute IT service/solution validation 1
20815 8.5.4.1.6 Bundle service/solution deployment packaging 1
20816 8.5.4.1.7 Manage service/solution process exceptions 1
20817 8.5.5 Perform service/solution maintenance and testing 7
20818 8.5.5.1 Execute IT service/solution maintenance lifecycle 6
20819 8.5.5.1.1 Assess IT remediation 1

20820 8.5.5.1.2 Modify service/solution design 1
20821 8.5.5.1.3 Perform IT service/solution remediation 1
20822 8.5.5.1.4 Manage service/solution operations 1

20823 8.5.5.1.5 Prepare fixed/enhanced service/solution packaging 1
20824 8.6 Deploy services/solutions 42
20825 8.6.1 Develop and manage service/solution deployment strategy 7
20826 8.6.1.1 Assess IT deployment business impact 1

20827 8.6.1.2 Establish IT deployment policies 1
20828 8.6.1.3 Define and create deployment procedure workflow 1
20829 8.6.1.4 Define IT change/release standards 1
20830 8.6.1.5 Assign deployment approval responsibilities 1
20831 8.6.1.6 Analyze deployments outcomes 1
20832 8.6.2 Plan service and solution implementation 8
20833 8.6.2.1 Assess IT deployment risk 1

20834 8.6.2.2 Define implementation schedule and roll-out sequence 1
20835 8.6.2.3 Determine implementation requirements 1
20836 8.6.2.4 Plan and align user testing and resources 1
20837 8.6.2.5 Develop IT training 1
20838 8.6.2.6 Create implementation communications 1
20839 8.6.2.7 Manage IT roll-back procedures 1
20840 8.6.3 Manage change deployment control 8
20841 8.6.3.1 Asses IT change/release impact 1

20842 8.6.3.2 Confirm change/release compliance 1
20843 8.6.3.3 Assess IT change/release risk 1
20844 8.6.3.4 Consolidate IT change 1
20845 8.6.3.5 Create and communicate deployment schedule 1
20846 8.6.3.6 Approve change/release deployment 1
20847 8.6.3.7 Document IT change/release outcome 1
20848 8.6.4 Implement technology solutions 10
20849 8.6.4.1 Confirm hardware/software operational status 1

20850 8.6.4.2 Confirm operational availability 1

20851 8.6.4.3 Execute internal IT implementation plan 1
20852 8.6.4.4 Confirm implementation completion 1
20853 8.6.4.5 Implement software change/release 1
20854 8.6.4.6 Perform post-installation testing 1
20855 8.6.4.7 Distribute software components network-wide 1
20856 8.6.4.8 Verify change/release implementation success 1
20857 8.6.4.9 Execute roll-back plan 1
20858 8.6.5 Perform service and solution rollout 8
20859 8.6.5.1 Conduct IT training 1

20860 8.6.5.2 Prepare and distribute service/solution communications 1
20861 8.6.5.3 Support organizational changes 1
20862 8.6.5.4 Execute rollout plans 1
20863 8.6.5.5 Provide rollout support 1
20864 8.6.5.6 Manage rollout support capabilities 1
20865 8.6.5.7 Monitor and record rollout issues 1
20866 8.7 Create and manage support services/solutions 62
20867 8.7.1 Define and establish service delivery strategy 6
20868 8.7.1.1 Assess business objectives and IT service delivery 1

20869 8.7.1.2 Define IT service delivery portfolio 1
20870 8.7.1.3 Create and maintain IT service delivery model 1
20871 8.7.1.4 Determine IT service delivery locations and activities 1
20872 8.7.1.5 Define IT service delivery sourcing strategy 1
20873 8.7.2 Define and develop service support strategy 7
20874 8.7.2.1 Assess business objectives and IT service support delivery 1

20875 8.7.2.2 Define IT service support portfolio 1
20876 8.7.2.3 Create and maintain IT support model 1
20877 8.7.2.4 Develop IT support service sourcing strategy 1
20878 8.7.2.5 Establish support service framework 1
20879 8.7.2.6 Provide service support tools and technology 1

20880 8.7.3 Plan and manage service delivery control 8
20881 8.7.3.1 Plan operational activities for IT service delivery 7
20882 8.7.3.1.1 Schedule service delivery resources 1

20883 8.7.3.1.2 Maintain/optimize batch job schedule 1
20884 8.7.3.1.3 Schedule change/release windows 1
20885 8.7.3.1.4 Schedule/optimize backup and archive activities 1
20886 8.7.3.1.5 Balance operational workloads across available 1
infrastructure components
20887 8.7.3.1.6 Determine specific problem support procedures 1
20888 8.7.4 Develop and manage infrastructure resource planning 6
20889 8.7.4.1 Develop IT service delivery strategy 1

20890 8.7.4.2 Assess IT infrastructure business objectives 1
20891 8.7.4.3 Determine ongoing IT infrastructure capabilities 1
20892 8.7.4.4 Plan IT infrastructure change 1
20893 8.7.4.5 Plan and budget IT license usage volumes 1
20895 8.7.5 Define service support planning 11
20896 8.7.5.1 Understand IT support demand patterns 1

20897 8.7.5.2 Determine required support resource levels, responsibilities, 1
and capabilities
20898 8.7.5.3 Maintain service support knowledge repository 1
20943 8.7.5.4 Maintain service support learning 1
20899 8.7.5.5 Communicate service support needs 1
20900 8.7.5.6 Define IT escalation mechanisms 1
20901 8.7.5.7 Manage IT service support resources 1
20902 8.7.5.8 Coordinate with external support providers 1
20903 8.7.5.9 Triage IT service delivery incidents 1
20904 8.7.5.10 Monitor IT service support performance 1
20905 8.7.6 Develop and manage service delivery operations 9

20906 8.7.6.1 Operate and monitor online systems 1
20907 8.7.6.2 Run and monitor batch job schedule 1
20908 8.7.6.3 Manage service delivery workloads 1
20909 8.7.6.4 Manage infrastructure performance and capacity 1
20910 8.7.6.5 Respond to unplanned operational issues 1
20911 8.7.6.6 Produce and distribute output media 1
20912 8.7.6.7 Monitor IT infrastructure security 1
20913 8.7.6.8 Manage IT infrastructure/data recovery 1
20914 8.7.7 Manage infrastructure resource administration 7
20915 8.7.7.1 Manage infrastructure configuration 1

20916 8.7.7.2 Perform infrastructure component maintenance 1
20917 8.7.7.3 Install/configure/upgrade infrastructure components 1
20918 8.7.7.4 Maintain IT asset records 1
20919 8.7.7.5 Administer IT licenses/user agreements 1
20920 8.7.7.6 Provide IT infrastructure service and capabilities 1
20921 8.7.8 Operate IT user support 7
20922 8.7.8.1 Triage IT issues/requests 1

20923 8.7.8.2 Provide IT resolution capabilities 1
20925 8.7.8.3 Manage IT user requests 1
20926 8.7.8.4 Escalate IT requests 1
20927 8.7.8.5 Resolve IT issues/requests 1
20928 8.7.8.6 Execute IT continuity and recovery action 1

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

10788 9.1.4.7 Manage continuous cost improvement 0
10729 9.2 Perform revenue accounting 5
10742 9.2.1 Process customer credit 2
10789 9.2.1.1 Establish credit policies 0

10790 9.2.1.2 Analyze/Approve new account applications 0
14187 9.2.1.3 Analyze credit scoring history 1
14188 9.2.1.4 Forecast credit scoring requirement 1
10791 9.2.1.5 Review existing accounts 0
10792 9.2.1.6 Produce credit/collection reports 0
10793 9.2.1.7 Reinstate or suspend accounts based on credit policies 0
10743 9.2.2 Invoice customer 0
10794 9.2.2.1 Maintain customer/product master files 0
10795 9.2.2.2 Generate customer billing data 0
10796 9.2.2.3 Transmit billing data to customers 0
10797 9.2.2.4 Post receivable entries 0
10798 9.2.2.5 Resolve customer billing inquiries 0
10744 9.2.3 Process accounts receivable (AR) 0
10799 9.2.3.1 Establish AR policies 0
10800 9.2.3.2 Receive/Deposit customer payments 0
10801 9.2.3.3 Apply cash remittances 0
10802 9.2.3.4 Prepare AR reports 0
10803 9.2.3.5 Post AR activity to the general ledger 0
10745 9.2.4 Manage and process collections 3
10804 9.2.4.1 Establish policies for delinquent accounts 0
10805 9.2.4.2 Analyze delinquent account balances 0
10806 9.2.4.3 Correspond/Negotiate with delinquent accounts 0
10807 9.2.4.4 Discuss account resolution with internal parties 0
10808 9.2.4.5 Process adjustments/write off balances 1
14007 9.2.4.6 Perform recovery workout 1

14008 9.2.4.7 Manage default accounts 1
10746 9.2.5 Manage and process adjustments/deductions 0
10809 9.2.5.1 Establish policies/procedures for adjustments 0
10810 9.2.5.2 Analyze adjustments 0
10811 9.2.5.3 Correspond/Negotiate with customer 0
10812 9.2.5.4 Discuss resolution with internal parties 0
10813 9.2.5.5 Prepare chargeback invoices 0

10814 9.2.5.6 Process related entries 0
10730 9.3 Perform general accounting and reporting 13
10747 9.3.1 Manage policies and procedures 2
10815 9.3.1.1 Negotiate service-level agreements 1
10816 9.3.1.2 Establish accounting policies 0

20604 9.3.1.3 Publish accounting policies 1
10817 9.3.1.4 Set and enforce approval limits 0
10818 9.3.1.5 Establish common financial systems 0
10748 9.3.2 Perform general accounting 1
10819 9.3.2.1 Maintain chart of accounts 0
10820 9.3.2.2 Process journal entries 0
10821 9.3.2.3 Process allocations 0
10822 9.3.2.4 Process period end adjustments 1
10823 9.3.2.5 Post and reconcile intercompany transactions 0

10824 9.3.2.6 Reconcile general ledger accounts 0
10825 9.3.2.7 Perform consolidations and process eliminations 0
10826 9.3.2.8 Prepare trial balance 0
10827 9.3.2.9 Prepare and post management adjustments 0
10749 9.3.3 Perform fixed-asset accounting 9
10828 9.3.3.1 Establish fixed-asset policies and procedures 1
10829 9.3.3.2 Maintain fixed-asset master data files 1
10830 9.3.3.3 Process and record fixed-asset additions and retires 1
10831 9.3.3.4 Process and record fixed-asset adjustments, enhancements, 1


10832 9.3.3.5 Process and record fixed-asset maintenance and repair 1
expenses
10833 9.3.3.6 Calculate and record depreciation expense 0
10834 9.3.3.7 Reconcile fixed-asset ledger 1
10835 9.3.3.8 Track fixed-assets including physical inventory 1
10836 9.3.3.9 Provide fixed-asset data to support tax, statutory, and 1

10750 9.3.4 Perform financial reporting 1
10837 9.3.4.1 Prepare business unit financial statements 0
10838 9.3.4.2 Prepare consolidated financial statements 0
10839 9.3.4.3 Perform business unit reporting/review management reports 0
10840 9.3.4.4 Perform consolidated reporting/review of cost management 0
reports
10841 9.3.4.5 Prepare statements for board review 0
10842 9.3.4.6 Produce quarterly/annual filings and shareholder reports 0
10843 9.3.4.7 Produce regulatory reports 0
14074 9.3.4.8 Perform legal and management consolidation 1
10731 9.4 Manage fixed-asset project accounting 2
10751 9.4.1 Perform capital planning and project approval 1

10844 9.4.1.1 Develop capital investment policies and procedures 0
10845 9.4.1.2 Develop and approve capital expenditure plans and budgets 0
10846 9.4.1.3 Review and approve capital projects and fixed-asset 1
acquisitions
10847 9.4.1.4 Conduct financial justification for project approval 0
10752 9.4.2 Perform capital project accounting 0
10848 9.4.2.1 Create project account codes 0
10849 9.4.2.2 Record project-related transactions 0
10850 9.4.2.3 Monitor and track capital projects and budget spending 0
10851 9.4.2.4 Close/capitalize projects 0
10852 9.4.2.5 Measure financial returns on completed capital projects 0
10732 9.5 Process payroll 4

10753 9.5.1 Report time 0
10853 9.5.1.1 Establish policies and procedures 0
10854 9.5.1.2 Collect and record employee time worked 0
10855 9.5.1.3 Analyze and report paid and unpaid leave 0
10856 9.5.1.4 Monitor regular, overtime, and other hours 0
10857 9.5.1.5 Analyze and report employee utilization 0
10754 9.5.2 Manage pay 1
10858 9.5.2.1 Enter employee time worked into payroll system 0
10859 9.5.2.2 Maintain and administer employee earnings information 0
10860 9.5.2.3 Maintain and administer applicable deductions 0
10861 9.5.2.4 Monitor changes in tax status of employees 0
10862 9.5.2.5 Process and distribute payments 0
10863 9.5.2.6 Process and distribute manual checks 0
10864 9.5.2.7 Process period-end adjustments 1
10865 9.5.2.8 Respond to employee payroll inquiries 0

10755 9.5.3 Manage and process payroll taxes 3
14075 9.5.3.1 Develop tax plan 1

14076 9.5.3.2 Manage tax plan 1
10866 9.5.3.3 Calculate and pay applicable payroll taxes 0
10867 9.5.3.4 Produce and distribute employee annual tax statements 0
10868 9.5.3.5 File regulatory payroll tax forms 0
10733 9.6 Process accounts payable and expense reimbursements 10
10756 9.6.1 Process accounts payable (AP) 2
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file 0
10870 9.6.1.2 Maintain/Manage electronic commerce 0
10871 9.6.1.3 Audit invoices and key data in AP system 0
10872 9.6.1.4 Approve payments 0
10873 9.6.1.5 Process financial accruals and reversals 0
10874 9.6.1.6 Process payables taxes 1
10875 9.6.1.7 Research/Resolve payable exceptions 1
10876 9.6.1.8 Process payments 0

10877 9.6.1.9 Respond to AP inquiries 0
10878 9.6.1.10 Retain records 0
10879 9.6.1.11 Adjust accounting records 0
12213 9.6.1.12 Match receipts with purchase orders 0
12214 9.6.1.13 Perform evaluated receipt settlement 0
12215 9.6.1.14 Process invoices 0
12217 9.6.1.14.1 Process recurring invoices 0
19775 9.6.1.14.2 Process one-time invoices 0
10757 9.6.2 Process expense reimbursements 1
10880 9.6.2.1 Establish and communicate expense reimbursement policies 0
and approval limits
10881 9.6.2.2 Capture and report relevant tax data 0
10882 9.6.2.3 Approve reimbursements and advances 0
10883 9.6.2.4 Process reimbursements and advances 0
10884 9.6.2.5 Manage personnel accounts 1
20929 9.6.3 Manage corporate credit cards 7
20930 9.6.3.1 Establish corporate credit card policies and approval limits 1
20931 9.6.3.2 Process corporate credit card requests 1
20932 9.6.3.3 Order corporate credit cards 1
20933 9.6.3.4 Manage corporate credit card accounts 1
20934 9.6.3.5 Approve/Change credit limits 1
20935 9.6.3.6 Cancel/Deactivate credit card 1
10734 9.7 Manage treasury operations 21
10758 9.7.1 Manage treasury policies and procedures 0
10885 9.7.1.1 Establish scope and governance of treasury operations 0
10886 9.7.1.2 Establish and publish treasury policies 0
10887 9.7.1.3 Develop treasury procedures 0
10888 9.7.1.4 Monitor treasury procedures 0
10889 9.7.1.5 Audit treasury procedures 0
10890 9.7.1.6 Revise treasury procedures 0
10891 9.7.1.7 Develop and confirm internal controls for treasury 0
10892 9.7.1.8 Define system security requirements 0

10759 9.7.2 Manage cash 0
10893 9.7.2.1 Manage and reconcile cash positions 0
10894 9.7.2.2 Manage cash equivalents 0
10895 9.7.2.3 Process and oversee electronic fund transfers (EFTs) 0
10896 9.7.2.4 Develop cash flow forecasts 0
10897 9.7.2.5 Manage cash flows 0
10898 9.7.2.6 Produce cash management accounting transactions and 0
reports
10899 9.7.2.7 Manage and oversee banking relationships 0
10900 9.7.2.8 Analyze, negotiate, resolve, and confirm bank fees 0
10760 9.7.3 Manage in-house bank accounts 0
10901 9.7.3.1 Manage in-house bank accounts for subsidiaries 0
10902 9.7.3.2 Manage and facilitate inter-company borrowing transactions 0
10903 9.7.3.3 Manage centralized outgoing payments on behalf of 0
subsidiaries
10904 9.7.3.4 Manage central incoming payments on behalf of 0
10905 9.7.3.5 subsidiaries
Manage internal payments and netting transactions 0
10906 9.7.3.6 Calculate interest and fees for in-house bank accounts 0
10907 9.7.3.7 Provide account statements for in-house bank accounts 0
10761 9.7.4 Manage debt and investment 1
14079 9.7.4.1 Establish investment policy 1
10908 9.7.4.2 Manage financial intermediary relationships 0
10909 9.7.4.3 Manage liquidity 0
10910 9.7.4.4 Manage issuer exposure 0
10911 9.7.4.5 Process and oversee debt and investment transactions 0
10912 9.7.4.6 Process and oversee foreign currency transactions 0
10913 9.7.4.7 Produce debt and investment accounting transaction reports 0
14210 9.7.4.8 Process and oversee interest rate transactions 0
12218 9.7.5 Maintain bank account information 0
11208 9.7.6 Monitor and execute risk and hedging transactions 19
12974 9.7.6.1 Develop risk management/hedging strategy 1
11209 9.7.6.2 Manage interest rate risk 4
19575 9.7.6.2.1 Manage interest rate market data 1

19576 9.7.6.2.2 Determine interest rate exposure for all markets 1
19577 9.7.6.2.3 Determine interest rate hedge requirements in 1
19578 9.7.6.2.4 Execute interest rate trades 1
11210 9.7.6.3 Manage foreign exchange risk 5
19579 9.7.6.3.1 Manage foreign exchange market data 1
19580 9.7.6.3.2 Determine foreign exchange exposure for all currencies 1
19581 9.7.6.3.3 Determine foreign exchange hedge requirements in 1
19582 9.7.6.3.4 Execute foreign exchange trades 1
19583 9.7.6.3.5 Manage foreign exchange balance sheet risk 1
11211 9.7.6.4 Manage exposure risk 4
19584 9.7.6.4.1 Determine current customer exposures and limit 1
exceptions
19585 9.7.6.4.2 Resolve customer exposure limit violations 1
19586 9.7.6.4.3 Manage customer collateral 1
19587 9.7.6.4.4 Perform annual customer credit reviews 1
20137 9.7.6.5 Execute hedging transactions 4
19588 9.7.6.5.1 Measure physical positions 1
19589 9.7.6.5.2 Establish hedges 1
19590 9.7.6.5.3 Unwind hedges 1
11213 9.7.6.5.4 Evaluate and refine hedging positions 0
11215 9.7.6.5.5 Monitor credit 0
11214 9.7.6.6 Produce hedge accounting transactions and reports 0
16958 9.7.7 Manage financial fraud/dispute cases 1
10735 9.8 Manage internal controls 3
10762 9.8.1 Establish internal controls, policies, and procedures 1
10914 9.8.1.1 Establish board of directors and audit committee 0

10915 9.8.1.2 Define and communicate code of ethics 0
10916 9.8.1.3 Assign roles and responsibility for internal controls 0
11250 9.8.1.4 Define business process objectives and risks 0
11251 9.8.1.5 Define entity/unit risk tolerances 0

10763 9.8.2 Operate controls and monitor compliance with internal controls 0
policies and procedures
10917 9.8.2.1 Design and implement control activities 0
10918 9.8.2.2 Monitor control effectiveness 0
10919 9.8.2.3 Remediate control deficiencies 0
10920 9.8.2.4 Create compliance function 0
10921 9.8.2.5 Operate compliance function 0
10922 9.8.2.6 Implement and maintain controls-related enabling 0
10764 9.8.3 Report on internal controls compliance 2
10923 9.8.3.1 Report to external auditors 0
10924 9.8.3.2 Report to regulators, share-/debt-holders, securities 1
exchanges, etc.
10925 9.8.3.3 Report to third parties 1
10926 9.8.3.4 Report to internal management 0

10736 9.9 Manage taxes 1
10765 9.9.1 Develop tax strategy and plan 0
10927 9.9.1.1 Develop foreign, national, state, and local tax strategy 0
10928 9.9.1.2 Consolidate and optimize total tax plan 0
10929 9.9.1.3 Maintain tax master data 0
10766 9.9.2 Process taxes 1
10930 9.9.2.1 Perform tax planning/strategy 0
10931 9.9.2.2 Prepare tax returns 1
10932 9.9.2.3 Prepare foreign taxes 0
10933 9.9.2.4 Calculate deferred taxes 0
10934 9.9.2.5 Account for taxes 0
10935 9.9.2.6 Monitor tax compliance 0
10936 9.9.2.7 Address tax inquiries 0
10737 9.10 Manage international funds/consolidation 0
10767 9.10.1 Monitor international rates 0
10768 9.10.2 Manage transactions 0
10769 9.10.3 Monitor currency exposure/hedge currency 0

10770 9.10.4 Report results 0
17059 9.11 Perform global trade services 1
14090 9.11.1 Screen sanctioned party list 0
14091 9.11.2 Control exports and imports 0
14092 9.11.3 Classify products 0
19593 9.11.4 Perform currency conversion 1
14093 9.11.5 Calculate duty 0
14094 9.11.6 Communicate with customs 0
14095 9.11.7 Document trade 0
14096 9.11.8 Process trade preferences 0
14097 9.11.9 Handle restitution 0
14098 9.11.10 Prepare letter of credit 0

10937 10.1 Plan and acquire assets 10
10941 10.1.1 Develop property strategy and long term vision 3
10955 10.1.1.1 Confirm alignment of property requirements with business 0

strategy
10956 10.1.1.2 Appraise the external environment 1
10957 10.1.1.3 Determine build or buy decision 1

10942 10.1.2 Develop, construct, and modify sites 0
11277 10.1.2.1 Obtain construction permissions 0
11278 10.1.2.2 Perform construction design and planning 0
11279 10.1.2.3 Perform construction 0
10943 10.1.3 Plan facility 0
10958 10.1.3.1 Design facility 0
19776 10.1.3.1.1 Design / define maintenance facility 0
10959 10.1.3.2 Analyze budget 0
10960 10.1.3.3 Select property 0
10961 10.1.3.4 Negotiate terms for facility 0
10962 10.1.3.5 Manage construction or modification to building 0
10944 10.1.4 Provide workspace and facilities 3
10963 10.1.4.1 Acquire workspace and facilities 1

10964 10.1.4.2 Change fit/form/function of workspace and facilities 1
10949 10.1.5 Manage facilities operations 3

10965 10.1.5.1 Relocate people 1
10966 10.1.5.2 Relocate material and tools 1
19208 10.2 Design and construct productive assets 5
19209 10.2.1 Manage capital program for productive assets 0

19210 10.2.1.1 Define capital investment plan 0
19211 10.2.1.2 Monitor capital program 0
19212 10.2.1.3 Secure construction financing 0
20139 10.2.2 Design and plan asset construction 1
19220 10.2.2.1 Develop construction strategy 0
11276 10.2.2.2 Perform construction performance management 0
19222 10.2.2.3 Design assets 0
19223 10.2.2.4 Plan construction resources 0
19229 10.2.3 Schedule and perform construction work 2
19230 10.2.3.1 Schedule construction work 1

19231 10.2.3.2 Obtain resources 0
19232 10.2.3.3 Construct new assets 0
19233 10.2.3.4 Augment existing assets 0
19234 10.2.3.5 Renew/Replace assets 0
19224 10.2.4 Manage asset construction 1
19225 10.2.4.1 Monitor work performance 0
19226 10.2.4.2 Undertake construction quality control 1
19227 10.2.4.3 Create work and asset records 0
19228 10.2.4.4 Manage safety, security, and access to sites 0
11280 10.2.5 Commission new assets 0
19235 10.2.5.1 Schedule commissioning 0
19236 10.2.5.2 Co-ordinate energization with network operations 0
19237 10.2.5.3 Capture commissioning records 0
19238 10.3 Maintain productive assets 5
19239 10.3.1 Plan asset maintenance 1
19240 10.3.1.1 Develop maintenance strategies 0
10967 10.3.1.2 Analyze assets and predict maintenance requirements 0
19241 10.3.1.3 Specify maintenance policies 0
10968 10.3.1.4 Integrate preventive maintenance into operations schedule 0
19242 10.3.1.5 Identify work management tasks & priorities 1
19243 10.3.1.6 Conduct resource planning 0

19244 10.3.1.7 Create work plans 0
19245 10.3.2 Manage asset maintenance 2
19246 10.3.2.1 Schedule maintenance work 1
19247 10.3.2.2 Obtain required resources 0
19248 10.3.2.3 Undertake maintenance quality control 1
19249 10.3.2.4 Update work and asset records 0
19250 10.3.2.5 Manage maintenance work safety 0
19251 10.3.2.6 Define maintenance performance targets 0
19252 10.3.2.7 Monitor maintenance performance against targets/contracts 0
19253 10.3.3 Perform asset maintenance 0
10947 10.3.3.1 Perform preventative asset maintenance 0
19254 10.3.3.2 Perform routine asset maintenance 0
19255 10.3.3.3 Perform corrective asset maintenance and repairs 0
19256 10.3.3.4 Identify unplanned maintenance requirements 0
19257 10.3.3.5 Perform unplanned maintenance and repairs 0
19727 10.3.4 Perform component/part repair and overhaul activities 0
19728 10.3.4.1 Perform repair provider selection and interaction 0
19729 10.3.4.2 Receive component / part and analyze fault 0
19730 10.3.4.3 Test component / part 0
19731 10.3.4.4 Perform beyond economic repair (BER) assessment 0
19732 10.3.4.5 Prioritize repairs (based on aircraft on ground (AOG)) 0
19733 10.3.4.6 Establish availability of components / parts requiring repair 0
19734 10.3.4.7 Perform repairs 0
19735 10.3.4.8 Track component / part repairs (internal / external) 0
19736 10.3.4.9 Document repair testing 0
19737 10.3.4.10 Deliver repaired component/ part and relevant 0
documentation
19738 10.3.4.11 Provide billing / invoice data to finance 0
19739 10.3.4.12 Manage system and process integration 0
19791 10.3.5 Define and manage maintenance capacities 1
19740 10.3.5.1 Define and oversee maintenance capacities 1
19792 10.3.5.2 Plan maintenance work 0

19741 10.3.5.3 Develop and manage operational capacity plan 0
19742 10.3.6 Perform maintenance activities 0
19743 10.3.6.1 Receive aircraft 0
19744 10.3.6.2 Generate quote for additional maintenance and obtain 0
approval to proceed
19745 10.3.6.3 Perform aircraft / part maintenance 0
19746 10.3.6.4 Provide status reporting 0
19747 10.3.6.5 Manage certification documentation 0
19748 10.3.6.6 Compile aircraft component change and configuration 0
management data
19749 10.3.6.7 Manage task card lifecycle (issue, assign, work, approve, 0
close) compliance
19750 10.3.6.8 Manage third party provider interactions 0
19751 10.3.6.9 Provide invoice / billing data to finance 0
12089 10.3.7 Manage ongoing maintenance, repair and overhaul service 0
contracts
12090 10.3.7.1 Manage customer master information 0
12091 10.3.7.2 Manage customer pricing and quotations 0
12092 10.3.7.3 Manage customer claims processing 0
12093 10.3.7.4 Facilitate customer complaints seminars 0
12094 10.3.7.5 Facilitate customer design reviews and Initiatives 0
12095 10.3.7.6 Identify product improvements 0
12096 10.3.7.7 Support proposal activities 0
12097 10.3.7.8 Provide cost/price data 0
12098 10.3.8 Provide field-level support preparation 0
12099 10.3.8.1 Process customer request for service 0
12100 10.3.8.2 Determine resource and material requirements 0
12101 10.3.8.3 Provide pricing and quotations 0
12102 10.3.8.4 Generate service orders 0
12103 10.3.8.5 Generate service order documentation 0
12104 10.3.8.6 Secure resources and materials 0
12105 10.3.8.7 Manage subcontracts 0
12106 10.3.8.8 Develop maintenance plans 0

10940 10.4 Dispose of assets 1
10952 10.4.1 Develop exit strategy 0
19258 10.4.2 Decommission productive assets 0
10953 10.4.3 Perform sale or trade 0
10954 10.4.4 Perform abandonment 0
16970 10.4.5 Perform waste and hazardous goods management 1

16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and 11
Resiliency
17060 11.1 Manage enterprise risk 6
16439 11.1.1 Establish the enterprise risk framework and policies 0
16440 11.1.1.1 Determine risk tolerance for organization 0
16441 11.1.1.2 Develop and maintain enterprise risk policies and 0
procedures
16442 11.1.1.3 Identify and implement enterprise risk management tools 0
16443 11.1.1.4 Coordinate the sharing of risk knowledge across the 0
organization
16444 11.1.1.5 Prepare and report enterprise risk to executive management 0
and board
16445 11.1.2 Oversee and coordinate enterprise risk management activities 2
16446 11.1.2.1 Identify enterprise level risks 0
16447 11.1.2.2 Assess risks to determine which to mitigate 0
16448 11.1.2.3 Develop risk mitigation and management strategy and 1
16449 11.1.2.4 Verify business unit and functional risk mitigation plans are 0
implemented
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored 0
16451 11.1.2.6 Report on enterprise risk activities 1
16452 11.1.2.7 Coordinate business unit and functional risk management 0
activities
enterprise risk management process
enterprise risk reporting process
17462 11.1.3 Manage business unit and function risk 3
16456 11.1.3.1 Identify risks 0
16457 11.1.3.2 Assess risks using enterprise risk framework policies and 0
procedures

16458 11.1.3.3 Develop mitigation plans for risks 1
18129 11.1.3.3.1 Assess adequacy of insurance coverage 1
16459 11.1.3.4 Implement mitigation plans for risks 0
16460 11.1.3.5 Monitor risks 0
16461 11.1.3.6 Analyze risk activities and update plans 0
16462 11.1.3.7 Report on function risk activities 1
17467 11.2 Manage compliance 4
17468 11.2.1 Establish compliance framework and policies 0
17469 11.2.1.1 Develop enterprise compliance policies and procedures 0
17470 11.2.1.2 Implement enterprise compliance activities 0
14133 11.2.1.3 Manage internal audits 0
14137 11.2.1.4 Maintain controls-related technologies and tools 0
16463 11.2.2 Manage regulatory compliance 4
16464 11.2.2.1 Develop regulatory compliance procedures 0
16465 11.2.2.2 Identify applicable regulatory requirements 0
16466 11.2.2.3 Monitor the regulatory environment for changing or 0
emerging regulations
16467 11.2.2.4 Assess current compliance position and identify weaknesses 1
16468 11.2.2.5 Implement missing or stronger regulatory compliance 0

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

19596 11.2.2.8 Compile and communicate internal and regulatory 1
compliance reports
16470 11.2.2.9 Maintain relationships with regulators as appropriate 0
19777 11.2.2.10 Certify capabilities 0
11185 11.3 Manage remediation efforts 0

11201 11.3.1 Create remediation plans 0
11202 11.3.2 Contact and confer with experts 0
11203 11.3.3 Identify/Dedicate resources 0
11204 11.3.4 Investigate legal aspects 0
11205 11.3.5 Investigate damage cause 0
11206 11.3.6 Amend or create policy 0
11216 11.4 Manage business resiliency 0
11221 11.4.1 Develop the business resilience strategy 0
11222 11.4.2 Perform continuous business operations planning 0
11223 11.4.3 Test continuous business operations 0
11224 11.4.4 Maintain continuous business operations 0
16471 11.4.5 Share knowledge of specific risks across other parts of the 0
organization

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

12870 12.2.1.2 Appoint responsible executives 1
12871 12.2.1.3 Monitor relationships 1
12872 12.2.1.4 Receive input from internal advisors 1
12873 12.2.1.5 Receive input from external advisors 1
12874 12.2.1.6 Liaise with authorities 1
11039 12.2.2 Manage relations with quasi-government bodies 4
12875 12.2.2.1 Establish relationships with agencies 1
12876 12.2.2.2 Respond to audit inquiries 1
12877 12.2.2.3 Maintain documentation of contacts 1
12878 12.2.2.4 Plan and manage meetings 1
11040 12.2.3 Manage relations with trade or industry groups 3
12879 12.2.3.1 Evaluate the requirements for strategic relationships 1
12880 12.2.3.2 Monitor the success of the partnerships 1
12881 12.2.3.3 Extend or change the relationships 1
11041 12.2.4 Manage lobby activities 0
11012 12.3 Manage relations with board of directors 1
11042 12.3.1 Report financial results 1
11043 12.3.2 Report audit findings 0
11013 12.4 Manage legal and ethical issues 2
11044 12.4.1 Create ethics policies 0
11045 12.4.2 Manage corporate governance policies 0
11046 12.4.3 Develop and perform preventive law programs 1

11047 12.4.4 Ensure compliance 0
11053 12.4.4.1 Plan and initiate compliance program 0
11054 12.4.4.2 Execute compliance program 0
11048 12.4.5 Manage outside counsel 0
11056 12.4.5.1 Assess problem and determine work requirements 0
11057 12.4.5.2 Engage/Retain outside counsel if necessary 0
11058 12.4.5.3 Receive strategy/budget 0
11059 12.4.5.4 Receive work product and manage/monitor case and work 0
performed
11060 12.4.5.5 Process payment for legal services 0
11061 12.4.5.6 Track legal activity/performance 0
11049 12.4.6 Protect intellectual property 1
11062 12.4.6.1 Manage copyrights, patents, and trademarks 1
11063 12.4.6.2 Maintain intellectual property rights and restrictions 0
11064 12.4.6.3 Administer licensing terms 0
11065 12.4.6.4 Administer options 0
11050 12.4.7 Resolve disputes and litigations 0
11051 12.4.8 Provide legal advice/counseling 0
11052 12.4.9 Negotiate and document agreements/contracts 0
11014 12.5 Manage public relations program 0
11066 12.5.1 Manage community relations 0
11067 12.5.2 Manage media relations 0
11068 12.5.3 Promote political stability 0
11069 12.5.4 Create press releases 0
11070 12.5.5 Issue press releases 0

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

16407 13.2.2.2 Manage program stakeholders and partners 0
16408 13.2.2.3 Manage program execution 0
16409 13.2.2.4 Review and report program performance 0
16410 13.2.3 Manage projects 1
16411 13.2.3.1 Establish project scope 0
11117 13.2.3.1.1 Identify project requirements and objectives 0
16412 13.2.3.1.2 Identify project resource requirements 0
11118 13.2.3.1.3 Assess culture and readiness for project management 0
approach
11120 13.2.3.1.4 Create business case and obtain funding 0
11121 13.2.3.1.5 Develop project measures and indicators 0
11119 13.2.3.2 Identify appropriate project management methodologies 0
16413 13.2.3.3 Develop project plans 1
11123 13.2.3.3.1 Define roles and resources 0
20142 13.2.3.3.2 Acquire/secure project resources 1
11124 13.2.3.3.3 Identify specific IT requirements 0
11125 13.2.3.3.4 Create training and communication plans 0
11127 13.2.3.3.5 Design recognition and reward approaches 0
11128 13.2.3.3.6 Design and plan launch of project 0
11129 13.2.3.3.7 Deploy the project 0
16414 13.2.3.4 Execute projects 0
11131 13.2.3.4.1 Evaluate impact of project management (strategy and 0
16415 13.2.3.4.2 Report the status of project 0
16416 13.2.3.4.3 Manage project scope 0
11132 13.2.3.4.4 Promote and sustain activity and involvement 0
11133 13.2.3.4.5 Realign and refresh project management strategy and 0
approaches
16417 13.2.3.5 Review and report project performance 0
16418 13.2.3.6 Close projects 0
17471 13.3 Manage enterprise quality 0
17472 13.3.1 Establish quality requirements 0
17473 13.3.1.1 Define critical-to-quality characteristics 0

17474 13.3.1.2 Define preventive quality activities 0
17475 13.3.1.3 Develop quality controls 0
17476 13.3.1.3.1 Define process steps for controls (or integration points) 0
17477 13.3.1.3.2 Define sampling plan 0
17478 13.3.1.3.3 Identify measurement methods 0
17479 13.3.1.3.4 Define required competencies 0
17480 13.3.1.4 Prove capability to assess compliance with requirements 0
17481 13.3.1.5 Finalize quality plan 0
17482 13.3.2 Evaluate performance to requirements 0
17483 13.3.2.1 Test against quality plan 0
17484 13.3.2.1.1 Conduct test and collect data 0
17485 13.3.2.1.2 Record result(s) 0
17486 13.3.2.1.3 Determine disposition of result(s) 0
17487 13.3.2.2 Assess results of tests 0
17488 13.3.2.2.1 Assess sample significance 0
17489 13.3.2.2.2 Summarize result(s) 0
17490 13.3.2.2.3 Recommend actions 0
17491 13.3.2.2.4 Decide next steps 0
17492 13.3.3 Manage non-conformance 0
17493 13.3.3.1 Assess potential impact 0
17494 13.3.3.2 Determine immediate action(s) 0
17495 13.3.3.3 Identify root cause(s) 0
17496 13.3.3.4 Take corrective or preventative action 0
17497 13.3.3.5 Close non-conformance 0
17498 13.3.4 Implement and maintain the enterprise quality management 0
system (EQMS)
17499 13.3.4.1 Define the quality strategy 0
17500 13.3.4.2 Plan and deploy the EQMS scope, targets, and goals 0
17501 13.3.4.3 Identify core EQMS processes, controls, and metrics 0
17502 13.3.4.4 Develop and document EQMS policies, procedures, 0
standards, and measures
17503 13.3.4.5 Assess the EQMS performance 0
19778 13.3.4.6 Set service level standards 0

17504 13.3.4.7 Create environment and capability for EQMS 0
improvement(s)
17505 13.3.4.7.1 Reward quality excellence 0
17506 13.3.4.7.2 Create and maintain quality partnerships 0
17507 13.3.4.7.3 Maintain talent capabilities and competencies 0
17508 13.3.4.7.4 Incorporate EQMS messaging into communication 0
channels
17509 13.3.4.7.5 Assure independent EQMS management access to 0
appropriate authority in the organization
17510 13.3.4.7.6 Transfer proven EQMS methods 0
11074 13.4 Manage change 6
11134 13.4.1 Plan for change 3
11138 13.4.1.1 Select process improvement methodology 0
11140 13.4.1.2 Determine stakeholders 0
11139 13.4.1.3 Assess readiness for change 0
11141 13.4.1.4 Identify change champion(s) 1
11142 13.4.1.5 Form design team 0
11143 13.4.1.6 Define scope 0
11144 13.4.1.7 Understand current state 0
11145 13.4.1.8 Define future state 0
11146 13.4.1.9 Conduct organizational risk analysis 0
11147 13.4.1.10 Assess cultural issues 0
20143 13.4.1.11 Identify impacted groups 1
20144 13.4.1.12 Determine degree/extent of impact 1
11148 13.4.1.13 Establish accountability for change management 0
11149 13.4.1.14 Identify barriers to change 0
11150 13.4.1.15 Determine change enablers 0
11151 13.4.1.16 Identify resources and develop measures 0
11135 13.4.2 Design the change 1
11152 13.4.2.1 Assess connection to other initiatives 0
11153 13.4.2.2 Develop change management plans 0
11154 13.4.2.3 Develop training plan 0
11155 13.4.2.4 Develop communication plan 0

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

incumbents
11163 13.4.3.4 Monitor change 0
20146 13.4.3.5 Report on change 1
11137 13.4.4 Sustain improvement 0
11164 13.4.4.1 Monitor improved process performance 0
11165 13.4.4.2 Capture and reuse lessons learned from change process 0
11166 13.4.4.3 Take corrective action as necessary 0
11073 13.5 Develop and manage enterprise-wide knowledge management 9
(KM) capability
11095 13.5.1 Develop KM strategy 2
11100 13.5.1.1 Develop governance model with roles and accountability 1
11102 13.5.1.2 Define roles and accountability of core group versus 0
operating units
11103 13.5.1.3 Develop funding models 0
11104 13.5.1.4 Identify links to key initiatives 0
11105 13.5.1.5 Develop core KM methodologies 0
11106 13.5.1.6 Assess IT needs and engage IT function 0
11107 13.5.1.7 Develop training and communication plans 0
11108 13.5.1.8 Develop change management approaches 0
11109 13.5.1.9 Develop strategic measures and indicators 0
11096 13.5.2 Assess KM capabilities 0
11110 13.5.2.1 Assess maturity of existing KM initiatives 0
11111 13.5.2.2 Evaluate existing KM approaches 0

11112 13.5.2.3 Identify gaps and needs 0
20965 13.5.3 Design and implement KM capabilities 4
11114 13.5.3.1 Develop new KM approaches 0
20966 13.5.3.2 Design resource model for KM approaches 1
11115 13.5.3.3 Implement new KM approaches 0
20967 13.5.3.4 Leverage and enhance IT for KM approaches 1
20968 13.5.3.5 Develop measures 1
20969 13.5.4 Evolve and sustain KM capabilities 3
11113 13.5.4.1 Enhance/Modify existing KM approaches 0
20970 13.5.4.2 Sustain awareness and engagement 1
20971 13.5.4.3 Expand KM infrastructure to meet demand 1
16436 13.6 Measure and benchmark 14
11071 13.6.1 Create and manage organizational performance strategy 5
11075 13.6.1.1 Create enterprise measurement systems model 3
11076 13.6.1.2 Measure process efficiency 1
11077 13.6.1.3 Measure cost effectiveness 0
11078 13.6.1.4 Measure staff productivity 1
11079 13.6.1.5 Measure cycle time 0
11072 13.6.2 Benchmark performance 4
11083 13.6.2.1 Conduct performance assessments 0
11084 13.6.2.2 Develop benchmarking capabilities 0
11085 13.6.2.3 Conduct internal process and external competitive 3
benchmarking
11087 13.6.2.4 Conduct gap analysis 1
11088 13.6.2.5 Establish need for change 0

20147 13.6.3 Evaluate process performance 4
10270 13.6.3.1 Establish appropriate performance indicators (metrics) 0
10271 13.6.3.2 Establish monitoring frequency 0
20148 13.6.3.3 Collect performance data 1
10272 13.6.3.4 Calculate performance measures 0
10273 13.6.3.5 Identify performance trends 0

10274 13.6.3.6 Analyze performance against benchmark data 1
10275 13.6.3.7 Prepare reports 1

10276 13.6.3.8 Develop performance improvement plan 0
11179 13.7 Manage environmental health and safety (EHS) 0
11180 13.7.1 Determine environmental health and safety impacts 0
11186 13.7.1.1 Evaluate environmental impact of products, services, and 0
operations
11187 13.7.1.2 Conduct health and safety and environmental audits 0
11181 13.7.2 Develop and execute functional EHS program 0
11188 13.7.2.1 Identify regulatory and stakeholder requirements 0
11189 13.7.2.2 Assess future risks and opportunities 0
11190 13.7.2.3 Create EHS policy 0
11191 13.7.2.4 Record and manage EHS events 0
11182 13.7.3 Train and educate functional employees 0
11192 13.7.3.1 Communicate EHS issues to stakeholders and provide 0
support
11183 13.7.4 Monitor and manage functional EHS management program 0
11193 13.7.4.1 Manage EHS costs and benefits 0
11194 13.7.4.2 Measure and report EHS performance 0
11196 13.7.4.3 Implement emergency response program 0
11197 13.7.4.4 Implement pollution prevention program 0
11195 13.7.4.5 Provide employees with EHS support 0
20959 13.8 Develop, Manage, and Deliver Analytics 6
20960 13.8.1 Develop and manage hypotheses 1

20961 13.8.2 Collect data 1
20962 13.8.3 Analyze data 1
20963 13.8.4 Report on data 1
20964 13.8.5 Identify remedial actions 1

Metrics
+20944, c10016 Y
c10019 N
+19945, +16790, +16791 Y
NEW N
N
N
N
N
N
N
N
NEW N
NEW N
+19946, +19947, -10029, c10028, c19693 Y
RENAME, WAS:Conduct qualitative/quantitative N
assessments
NEW N
NEW N
RENAME, WAS:Model customer, fleets and aircraft N
demand
+19948, c10033, c10034, RENAME, WAS:Perform N
internal analysis
N
NEW N
N
N
RENAME, WAS:Analyze financial positions N
RENAME, WAS:Identify enterprise core N
competencies
+19949 N
NEW N
N

Metrics
N
N
N
N
N
N
N
N
N
+10039, +19959, +18916, c10038, c10041 N
N
N
N
N
+16800, +16802, +16803, +16805, +16806, N
+19950, +19951, +19952, -14190, -19694,
RENAME, WAS:Evaluate strategic options to
achieve the objectives
+18083 N
NEW N
+13289, +13290 N
NEW N
NEW N
+16801, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
NEW N

Metrics
NEW N
N
N
NEW N
NEW N
N
c10050, RENAME, WAS:Create organizational N
design (structure, governance, reporting, etc.)
N
RENAME, WAS:Perform job specific roles mapping N
and value-add analyses
N
N
N
N
N
N
+19953, +19954, +19955 N
NEW N
NEW N
NEW N
+19956, +19957, +19958 N
NEW N
NEW N
NEW N
+19960, +19964, +19971, +19974, NEW N

+19961, +19962, +19963, NEW N
NEW N
NEW N
NEW N

Metrics
+16612, +19965, +19966, +19967, +19968, N
+19969, +19970, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19972, +19973, NEW N
NEW N
NEW N
NEW N
NEW N
+19507, RENAME, WAS:Manage strategic N
initiatives
+19975, +19976, +19977 N
NEW N
NEW N
NEW N
+19978, +19979 N
NEW N
NEW N
+19980, +19981 N
NEW N
NEW N
+19982, +19983, +19984 N

NEW N
NEW N

Metrics
NEW N
NEW N
+20945, +20950, +20955, NEW N
+20946, +20947, +20948, +20949, NEW N
NEW N
NEW N
NEW N
NEW N
+20951, +20952, +20953, +20954, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
c19696 Y
+19985, -16825, RENAME, WAS:Perform Y
governance and program management
Y
Y
N
N
N
N
+16824, +11423 Y
NEW N
N
N
N
+19646, +11424, +11425, +19647, +11426, N
+11427, +11428, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12771, c19941, c16827, NEW N

Metrics
external reviews (legal, regulatory, standards,
internal)
N
RENAME, WAS:Determine patent and copyright N
needs for the products and services
N
+12772, +12773, +12776, NEW N

NEW N
NEW N
NEW N
Y
N
N
N
N
N
N
N
N
N
N
+19669, +19990, -19699, -10064 Y
Y
N
N
N
+19986, +19987, +19988, +19989, NEW N

NEW N
NEW N
NEW N

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

+19991, +16808, +16809, +16810, +16811, N
+16812, +19992, +16814, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+19996, -10081 N
+16813, +16817, +19995, c11694, c11695, Y
c10087, c19701, c11696, c11697, c11698, c11699,
c11700, c11701, c10088, c10092
RENAME, WAS:Plan product development N
RENAME, WAS:Plan product resource requirements N
+19994 N
NEW N
N
N
NEW N
NEW N
N

Metrics
product-level external reviews (legal, regulatory,
standards, internal)
RENAME, WAS:Confirm internal design / production N
capabilities
RENAME, WAS:Determine procurement N
requirements
RENAME, WAS:Determine manufacturing/tooling N
requirements
RENAME, WAS:Determine quality/inspection N
requirements
RENAME, WAS:Determine service/maintenance N
requirements
RENAME, WAS:Finalize process design N
RENAME, WAS:Prepare preliminary product cost N
model
+16819, +16820, +16821, +16822, +16818, N
+16823, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
RENAME, WAS:Build prototypes N
N
N
N
N
N

Metrics
RENAME, WAS:Collaborate on design with suppliers N
and contract manufacturers
N
N
c11716 N
N
N
N
RENAME, WAS:Manage transfers of product data N
N
NEW 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
N
N
N
N
c10099 N
RENAME, WAS:Design and obtain necessary N
materials and equipment
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
+19998, c11418, c10100 N
RENAME, WAS:Request engineering change N

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

Metrics
+10102, +20008, +10103, -10104, -11757 Y
Y
c10111, c10112 Y
-10114 N
-10115 N
N
RENAME, WAS:Analyze competing organizations, N
competitive/substitute products
RENAME, WAS:Evaluate existing products/brands N
N
Y
N
+18941 N
NEW N
N
+10121, -12410 N
N
NEW N
+11168, +10123, +20000, +20006, +16848, Y
+18924, NEW
+11169, +11170, +11171, +11172, NEW Y
NEW N
NEW N
NEW N
NEW N
N
N
N
N

Metrics
+13169, +10124, +19999, +10125, NEW N
NEW N
NEW N
NEW N
NEW N
+20001, +20002, +10127, +10128, +20003, Y
+10126, +20004, +20005, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+16590, +16591, +16592, NEW Y
NEW N
NEW N
NEW N
NEW N
+16573, +16574, +16575, +16500, +16501, NEW Y
NEW Y
NEW N
NEW N
NEW N
NEW N
+16849, +16850, +16851, +16852, +16853, N
+16854, +16855, +18627, NEW
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
N
N
+20007, +18925, +18926, +16633, +18927, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20593, +20010, +16613, +16629, c10148, NEW Y
RENAME, WAS:Establish goals, objectives, and Y

metrics for products by channels/segments
+17683 Y
N
N
N
NEW N
+20009, +18948, +11495, +11496, +11497, N
+17684, NEW
NEW N
NEW N
N
N
N
N

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

Metrics
N
N
N
N
+16630, +18130, NEW N
NEW N
NEW N
+10129, +10130, +10131, +10132, +10133, NEW Y
+10134, +10135, +10136, +10137, NEW Y

NEW N
NEW N
NEW N
NEW N
+10138, +10139, +10140, +11465, +11521, N
+11466, +10141, +10142, +18629, +11522,
+11523, +11468, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+17682, +10143, +10144, +10145, +10146, Y
+10147, NEW
NEW Y
NEW N
NEW N
NEW N
NEW N
NEW N
NEW Y
NEW Y
c10182, c11779 Y
+18115, +18116, +20011, c10189, c10184, Y
RENAME, WAS:Generate leads
N
RENAME, WAS:Identify leads N
NEW N
N
NEW N
NEW Y
+20012, RENAME, WAS:Manage customer sales Y
N
N
NEW N
N
Y
+20013, +20014 Y
NEW N
N
NEW N
N
+16598, +16599 N

Metrics
NEW N
NEW N
N
N
N
+20015, +20016, +20017, +20018, -11786, N
-11791, c11784, c11785, c11790, c11793,
RENAME, WAS:Bid and proposal development
N
N
N
N
RENAME, WAS:Verify match with strategic/tactical N
plans
RENAME, WAS:Validate customer requirements N
NEW N
N
N
N
NEW N
NEW N
RENAME, WAS:Submit bid N
NEW N
RENAME, WAS:Receive notification N
+17404, c10195, c10198, c10200 Y
N
c10201, RENAME, WAS:Collect and maintain Y
customer account information
RENAME, WAS:Administer key customer/account N
details

Metrics
N
N
N
N
N
N
N
Y
Y
RENAME, WAS:Enter orders into system and Y
identify/perform cross-sell/up-sell activity
NEW Y
N
RENAME, WAS:Handle order inquiries including N
post-order fulfillment transactions
+18641, -10212, -10213, c10211, c14209 N
+20019, +20020, +20021, RENAME, WAS:Provide N
sales and product training to sales
partners/alliances
NEW N
NEW N
NEW N
NEW N
N
RENAME, WAS:Manage channel partner master N
data
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
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
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
c19709 N
N
N
N
N
RENAME, WAS:Obtain approval to proceed N
N

Metrics
c10217, NEW Y
-10228, c10222 Y
+19551, c10232 N
N
N
N
RENAME, WAS:Define manufacturing capital N
expense policies
N
N
N
NEW N
N
c10235, c10236, c10237, c10239, c10240, c10241, N
RENAME, WAS:Manage demand for products and
services
N
N
RENAME, WAS:Develop baseline forecasts N
RENAME, WAS:Collaborate with customers N
RENAME, WAS:Develop consensus forecast N
N
RENAME, WAS:Monitor activity against forecast and N
revise forecast
RENAME, WAS:Evaluate and revise forecasting N
approach
RENAME, WAS:Measure forecast accuracy Y
N
N
N
N
N

Metrics
N
N
N
+20023, +20024, -10247, -10248, -10249, -10250, N
c17041
NEW N
NEW N
RENAME, WAS:Monitor master production schedule N
and plan
+19555, c10254, c10258, c10260, c10262 N
N
N
NEW N
RENAME, WAS:Calculate requirements as N
destination
N
N
N
RENAME, WAS:Calculate destination dispatch plan N
N
RENAME, WAS:Calculate destination load plans N
N
RENAME, WAS:Manage the cost of supply N
N
+19558 N
N
N
N
NEW N

Metrics
N
N
N
N
N
N
N
N
Y
c10285 Y
N
N
N
N
RENAME, WAS:Analyze company’s spend profile N
N
N
N
N
N
N
N
Y
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
Y
N
N
N
Y
N
Y
N
N
N
N
N
Y
N
N
N
N
+10303, +10304, RENAME, Y
WAS:Produce/Manufacture/Deliver product
c11956, c11959, c11960 N
N
N
N

Metrics
service
N
N
organizations
N
N
c11966, c11971, c11972, c11973 N
N

service
N
N
N
organizations
RENAME, WAS:Publish annual assembly and test N
operating budget and plan
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
+19563, +10306, +10307, +10308, +10315, N
+10316, +10309, NEW
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+10311, +10319, +19566, NEW Y
N
NEW N
NEW N

Metrics
N
+19567, +19568, +19569, +19570, NEW N
NEW N
NEW N
NEW N
NEW 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
Y
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
c10377 N
N
RENAME, WAS:Determine lot usage 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
N
N
c10338 Y
+16905, RENAME, WAS:Define logistics strategy Y
N
N
N
N
N
NEW N
+12708, +20109 Y
N
N
N
N
NEW N

Metrics
NEW N
N
N
+20957 Y
N
N
N
N
N
N
Y
NEW N
Y
N
N
N
N
N
N
Y
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

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

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

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20057, c12128 N
RENAME, WAS:Develop training plan N
N
N
N
N
N
NEW N
N
N
N
N
N
N
N
+20059, +20069, +20077, NEW N
+20060, +20061, +20062, +20063, +20064, N
+20065, +20068, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
+20066, +20067, NEW N

Metrics
NEW N
NEW N
NEW N
+20070, +20071, +20072, +20073, +20074, N
+20075, +20076, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20078, +20079, +20080, +20081, +20082, N
+20083, +20084, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+20110, +20595, c10379, c12658, NEW Y
+20086, +20087, +20088, +20089, +20092, Y
c10383
NEW N
NEW N
NEW N
N
N
N
N
RENAME, WAS:Establish service levels for Y
customers
+20090, +20091, c16890, NEW N
N
RENAME, WAS:Create and manage warranty rules / N
claim codes for products
NEW N
NEW N
N
NEW N
+10388, +20094, +12840, -12196, RENAME, Y
WAS:Plan and manage customer service operations
Y
N
N
N
N
+13482, +16928, +16937, c10394, c10395, Y

c10396, NEW

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

requests/inquiries
NEW N
NEW N
N
N
N
+19072 Y
N
N
N
N
N
NEW N
+20095, c10364, NEW N
RENAME, WAS:Authorize and process returns N
NEW N
NEW N
+20605, +20106, -19651, -19664, -19667, c10218, Y
RENAME, WAS:Manage warranties
NEW N
+20096, +20097, +20101, +20102, +20103, Y
+20104, +20105, -19755, -19756, -19760, -19761,
-19762, -19763
NEW N
N
+20098, +20099, +20100, NEW N
NEW N

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

Metrics
+20111, +20112, +20113, +20114, +20115, N
+20116, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+10401, +12672, +20121, c10402, NEW N
+11687, +11688, +18126, NEW N
NEW N
NEW N
NEW N
+11689, RENAME, WAS:Measure customer Y

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

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

Metrics
+20599, -10411, c17043, c10413, c10532 Y
+20958, -17044, RENAME, WAS:Develop and Y
manage human resources (HR) planning, policies,
and strategies
+20606, NEW N
N
N
N
N
N
N
NEW N
+16938, +11622, +11623, +20122, c10424 N
N
RENAME, WAS:Plan employee resourcing N

requirements per unit/organization
c10210 N
RENAME, WAS:Establish sales force incentive plan N
Y
NEW N
N
NEW N
NEW N
N
N
N
N
N
NEW N
Y

Metrics
N
N
N
N
N
+20123, -17049 Y
-10449, c10445, c10447, c10446, c10448, c10450 N
RENAME, WAS:Align staffing plan to workforce plan N

and business unit strategies/resource needs
RENAME, WAS:Develop job descriptions N

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

RENAME, WAS:Modify requisitions N
N
N
c10453, c17048 N
RENAME, WAS:Determine recruitment methods N
N
N
N
RENAME, WAS:Monitor recruitment channels N
NEW N
N
N
N
N
Y
N
N

Metrics
N
N
N
N
+20124 N
NEW N
N
NEW Y
c17050 Y
+10477, +10478 N
NEW N
NEW N
N
RENAME, WAS:Execute onboarding program N

c10479 Y
RENAME, WAS:Define performance objectives N
N
N
c10488, c17051 Y
N
RENAME, WAS:Develop employee career plans N
RENAME, WAS:Manage employee skills N

development
+16940, +20125, c10490 Y
RENAME, WAS:Align employee and organization N
development needs
NEW N
N
N

Metrics
Y
+20126, +20127, +20128, +20129, NEW N

NEW N
NEW N
NEW N
NEW N
Y
Y
N
N
Y
+10494, +10496, -17053, -17054 Y
NEW Y
Y
N
N
N
N
N
N
N
N
N
N
+10509, +10511, NEW N
N
NEW N
N
NEW N
Y

Metrics
+20132, RENAME, WAS:Re-deploy and retire Y
employees
Y
Y
N
N
N
+20133, c10517, NEW N
NEW N
RENAME, WAS:Manage deployment of personnel N
N
Y
c10525 N
Y
Y
Y
RENAME, WAS:Manage human resource Y
information systems (HRIS)
Y
Y
N
+16944 Y
N
NEW N
RENAME, WAS:Publish employee communications N

Metrics
+20608, +20652, +20706, +20765, +20784, Y
+20824, +20866, NEW
+20609, +20612, +20617, +20623, +20632, Y
+20641, +20648, NEW
+20610, +20611, NEW N
NEW N
NEW N
+20613, +20614, +20615, +20616, NEW N
NEW N
NEW N
NEW N
NEW N
+20618, +20619, +20620, +20621, +20622, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20624, +20625, +20937, +20626, +20627, N
+20628, +20629, +20630, +20631, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20633, +20634, +20635, +20636, +20637, N
+20638, +20640, NEW
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20642, +20643, +20644, +20645, +20646, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20649, +20650, +20647, +20938, NEW N
NEW N
NEW N
NEW N
NEW N
+20653, +20660, +20668, +20674, +20682, Y
+20693, +20699, NEW
+20654, +20655, +20656, +20657, +20658, N
+20659, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20661, +20662, +20663, +20664, +20665, N
+20667, NEW
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
+20670, +20671, +20672, +20673, NEW N
NEW N
NEW N
NEW N
NEW N
+20675, +20676, +20677, +20678, +20679, N
+20680, +20681, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20683, +20684, +20685, +20686, +20687, N
+20688, +20689, +20690, +20692, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20694, +20695, +20696, +20697, NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
+20700, +20701, +20702, +20703, +20939, N
+20704, +20705, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20707, +20716, +20721, +20731, +20735, Y
+20743, +20749, +20756, NEW
+20708, +20940, +20709, +20710, +20711, N
+20712, +20941, +20713, +20714, +20715, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20717, +20718, +20719, +20720, NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+20722, +20723, +20724, +20942, +20725, N
+20726, +20727, +20728, +20729, +20730, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20732, +20733, +20734, NEW N
NEW N
NEW N
NEW N
+20736, +20737, +20738, +20739, +20740, N
+20741, +20742, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+20744, +20745, +20746, +20747, +20748, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20750, +20751, +20752, +20753, +20754, N
+20755, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20757, +20758, +20759, +20760, +20761, N
+20762, +20763, +20764, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20766, +20770, +20776, +20779, NEW Y
+20767, +20768, +20769, NEW N
NEW N
NEW N

Metrics
NEW N
+20771, +20772, +20773, +20774, +20775, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20777, +20778, NEW N
NEW N
NEW N
+20780, +20781, +20782, +20783, NEW N
NEW N
NEW N
NEW N
NEW N
+20785, +20793, +20799, +20808, +20817, NEW Y
+20786, +20787, +20788, +20789, +20790, N

+20791, +20792, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20794, +20795, +20796, +20797, +20798, NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
+20800, +20801, +20802, +20803, +20804, N
+20805, +20806, +20807, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20809, NEW N
+20810, +20811, +20812, +20813, +20814, N
+20815, +20816, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20818, NEW N
+20819, +20820, +20821, +20822, +20823, NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
+20825, +20832, +20840, +20848, +20858, NEW Y
+20826, +20827, +20828, +20829, +20830, N

+20831, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20833, +20834, +20835, +20836, +20837, N
+20838, +20839, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20841, +20842, +20843, +20844, +20845, N
+20846, +20847, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20849, +20850, +20851, +20852, +20853, N
+20854, +20855, +20856, +20857, NEW
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20859, +20860, +20861, +20862, +20863, N
+20864, +20865, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20867, +20873, +20880, +20888, +20895, Y
+20905, +20914, +20921, NEW
+20868, +20869, +20870, +20871, +20872, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20874, +20875, +20876, +20877, +20878, N
+20879, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+20881, NEW N
+20882, +20883, +20884, +20885, +20886, N
+20887, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20889, +20890, +20891, +20892, +20893, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20896, +20897, +20898, +20943, +20899, N
+20900, +20901, +20902, +20903, +20904, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20906, +20907, +20908, +20909, +20910, N
+20911, +20912, +20913, NEW

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20915, +20916, +20917, +20918, +20919, N
+20920, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20922, +20923, +20925, +20926, +20927, N
+20928, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
c10731 Y
Y
+20135, +20136 Y
N
N
NEW N
N
NEW N
+14057 Y
N
NEW N
N
N
N
N
Y
N
N
N
N
c10786 Y
N
N
N
N
RENAME, WAS:Track performance of new customer N
and product strategies
N
N
Y
+14187, +14188 Y
Y

Metrics
Y
NEW N
NEW N
Y
Y
N
Y
Y
Y
Y
Y
Y
Y
N
N
N
N
N
+14007, +14008, c10808 Y
N
N
N
N
RENAME, WAS:Process adjustments/write-off Y
balances
NEW N
NEW N
Y
N
N
N
N
N

Metrics
N
c10749 Y
+20604, c10815 Y
RENAME, WAS:Negotiate service level agreements Y
Y
NEW Y
Y
Y
c10822 Y
Y
Y
Y
RENAME, WAS:Process period end adjustments Y
(e.g., accruals, currency conversions, etc.)
Y
Y
Y
Y
Y
c10828, c10829, c10830, c10831, c10832, c10834, Y
c10835, c10836, RENAME, WAS:Perform fixed asset
accounting
RENAME, WAS:Establish fixed asset policies and N
procedures
RENAME, WAS:Maintain fixed asset master data N
files
additions and retires
adjustments, enhancements, revaluations, and
transfers

Metrics
maintenance and repair expenses
N
RENAME, WAS:Reconcile fixed asset ledger N
RENAME, WAS:Track fixed assets including physical N
inventory
RENAME, WAS:Provide fixed asset data to support N
tax, statutory, and regulatory reporting
+14074 Y
Y
Y
Y
Y
Y
Y
Y
NEW Y
RENAME, WAS:Manage fixed asset project Y
accounting
c10846 Y
N
N
RENAME, WAS:Review and approve capital projects N
and fixed asset acquisitions
N
Y
N
N
N
N
N
c10755 Y

Metrics
Y
N
N
N
N
N
c10864 Y
N
N
N
N
N
N
RENAME, WAS:Process period end adjustments N
N
+14075, +14076, RENAME, WAS:Process payroll Y
taxes
NEW N
NEW N
N
N
N
+20929 Y
c10874, c10875 Y
Y
Y
Y
Y
Y
RENAME, WAS:Process taxes Y
RENAME, WAS:Research/resolve exceptions Y
Y

Metrics
Y
Y
Y
N
N
N
N
N
c10884 Y
Y
Y
Y
Y
RENAME, WAS:Manage personal accounts Y
+20930, +20931, +20932, +20933, +20934, N
+20935, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+16958 Y
Y
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
+14079 N
NEW N
N
N
N
N
N
N
N
N
+12974, +20137, -11212 Y
NEW N
+19575, +19576, +19577, +19578 N
NEW N

Metrics
NEW N
NEW N
NEW N
+19579, +19580, +19581, +19582, +19583 N
NEW N
NEW N
NEW N
NEW N
NEW N
+19584, +19585, +19586, +19587 N
NEW N
NEW N
NEW N
NEW N
+19588, +19589, +19590, NEW N
NEW N
NEW N
NEW N
N
N
N
NEW N
c10762 Y
RENAME, WAS:Establish internal controls policies Y
and procedures
N
N
N
N
N

Metrics
Y
N
N
N
N
N
N
c10924, c10925 Y
N
RENAME, WAS:Report to regulators, share/debt- N
holders, securities exchanges, etc.
RENAME, WAS:Report to third parties (e.g., N
business partners)
N
Y
N
N
N
N
c10931 Y
N
RENAME, WAS:Prepare returns N
N
N
N
N
N
N
N
N
N

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

Metrics
c10937, c19238 N
+10949, c10941, c10944, RENAME, WAS:Design N
and construct/acquire buildings and facilities
c10956, c10957, RENAME, WAS:Develop property N

strategy and long-term vision
Y
RENAME, WAS:Assess the external environment N
RENAME, WAS:Make build-or-buy decision N

Y
N
N
N
Y
N
N
N
N
N
N
c10963, c10964, RENAME, WAS:Provide workspace N
and assets
RENAME, WAS:Acquire workspace and assets N
RENAME, WAS:Change fit/form/function of N
workspace and assets
+10965, +10966, NEW N
NEW N
NEW N
+20139, -19219, c19229 N
N

Metrics
N
N
N
NEW N
N
N
N
N
c19230, RENAME, WAS:Schedule and perform N
construction works
N
N
N
N
c19226 N
N
N
N
N
N
N
N
RENAME, WAS:Maintain assets N
c19242 N
N
N
N
N
RENAME, WAS:Identify work management tasks N
and priorities
N

Metrics
N
c19246, c19248 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
c19740 N
RENAME, WAS:Define and manage maintenance N
capacities
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

Metrics
+16970 Y
N
N
N
N
NEW N

Metrics
+17462, -17061 N
N
N
N
N
N
c16448, c16451 N
N
N
RENAME, WAS:Develop risk mitigation and N
management strategy, and integrate with existing
performance management processes
N
N
N
c16462, NEW N
N
N

Metrics
+18129 N
NEW N
N
N
N
N
N
N
N
N
N
+19595, +19596, c16467, c16469 N
N
N
N
RENAME, WAS:Assess current compliance position, N

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

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

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

Metrics
N
N
N
N
N
N
+12869, +12870, +12871, +12872, +12873, N
+12874
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12875, +12876, +12877, +12878 N
NEW N
NEW N
NEW N
NEW N
+12879, +12880, +12881 N
NEW N
NEW N
NEW N
N
c11042 N
RENAME, WAS:Report results N
N
c11046 N
N
N
RENAME, WAS:Develop and perform preventative N
law programs

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

Metrics
+20959 Y
N
N
N
N
N
N
N
N
N
c16390 N
N
+20140 N
NEW N
RENAME, WAS:Map processes N
N
N
N
N
+20141 N
NEW N
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
+20142 N
N
NEW N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
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
+20143, +20144, c11141 N
N
N
N
RENAME, WAS:Engage/Identify champion N
N
N
N
N
N
N
NEW N
NEW N
N
N
N
N
+20145 N
N
N
N
N

Metrics
NEW N
N
N
N
N
+20146, c11161 N
N
RENAME, WAS:Re-engineer business processes and N
systems
N
N
NEW N
N
N
N
N
+20965, +20969 Y
-11101, c11100 N
RENAME, WAS:Develop governance model N
N
N
N
N
N
N
N
N
Y
N
N

Metrics
N
+20966, +20967, +20968, NEW N
N
NEW N
N
NEW N
NEW N
+20970, +20971, NEW N
N
NEW N
NEW N
+20147, -19779 N
c11076, c11078 N
-11080, -11081, -11082 N
RENAME, WAS:Measure process productivity N
N
RENAME, WAS:Measure staff efficiency N
N
c11087 N
N
N
-11089, -11090, -11091 N
RENAME, WAS:Conduct gap analysis to understand N

need for change and degree needed
N
+20148, c10274, c10275, NEW N
N
N
NEW N
N
N

Metrics
RENAME, WAS:Analyze performance benchmark N
gaps
RENAME, WAS:Prepare appropriate reports N
N
N
Y
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
+20960, +20961, +20962, +20963, +20964, NEW N
NEW N
NEW N
NEW N
NEW N
NEW 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
19945 1.1.1.1 Identify competitors

Process
Element Hierarchy
10021 1.1.1.2 Analyze and evaluate competition
10022 1.1.1.3 Identify economic trends
10023 1.1.1.4 Identify political and regulatory issues

Process
Element Hierarchy
10024 1.1.1.5 Assess new technology innovations
10025 1.1.1.6 Analyze demographics
10026 1.1.1.7 Identify social and cultural changes
10027 1.1.1.8 Identify ecological concerns
16790 1.1.1.9 Identify intellectual property concerns

Process
Element Hierarchy
16791 1.1.1.10 Evaluate IP acquisition options
10018 1.1.2 Survey market and determine customer needs and wants
10028 1.1.2.1 Conduct qualitative/quantitative research and assessments
19946 1.1.2.2 Capture customer needs and wants
19947 1.1.2.3 Assess customer needs and wants
19693 1.1.2.4 Model customer, fleets, and aircraft demand

Process
Element Hierarchy
10019 1.1.3 Assess the internal environment
10030 1.1.3.1 Analyze organizational characteristics
19948 1.1.3.2 Analyze internal operations
10031 1.1.3.3 Create baselines for current processes
10032 1.1.3.4 Analyze systems and technology

Process
Element Hierarchy
10033 1.1.3.5 Analyze financial health
10034 1.1.3.6 Identify core competencies
10020 1.1.4 Establish strategic vision
19949 1.1.4.1 Define the strategic vision
10035 1.1.4.2 Align stakeholders around strategic vision

Process
Element Hierarchy
10036 1.1.4.3 Communicate strategic vision to stakeholders
16792 1.1.5 Conduct organization restructuring opportunities
16793 1.1.5.1 Identify restructuring opportunities
16794 1.1.5.2 Perform due-diligence

Process
Element Hierarchy
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
16799 1.1.5.3.4 Evaluate divesture options

Process
Element Hierarchy
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 Define and evaluate strategic options to achieve the

objectives
10047 1.2.2.1 Define strategic options
18083 1.2.2.1.1 Select partnerships and relationships to support the extended

enterprise

Process
Element Hierarchy
10048 1.2.2.2 Assess and analyze impact of each option
13289 1.2.2.2.1 Identify implications for key operating model business

13290 1.2.2.2.2 Identify implications for key technology aspects
16800 1.2.2.3 Develop B2B strategy
16801 1.2.2.3.1 Develop service as a product strategy
16802 1.2.2.4 Develop B2C strategy
16803 1.2.2.5 Develop partner/alliance strategy
16805 1.2.2.6 Develop merger/demerger/acquisition/exit strategy
16806 1.2.2.7 Develop innovation strategy

Process
Element Hierarchy
14189 1.2.2.8 Develop sustainability strategy
19950 1.2.2.9 Develop global support strategy
19951 1.2.2.10 Develop shared services strategy
14197 1.2.2.11 Develop Lean/continuous improvement strategy
19952 1.2.2.13 Develop innovation strategy and framework
10039 1.2.3 Select long-term business strategy

Process
Element Hierarchy
10040 1.2.4 Coordinate and align functional and process strategies
10041 1.2.5 Create organizational design
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

Process
Element Hierarchy
10052 1.2.5.4 Perform organization redesign workshops
10053 1.2.5.5 Design the relationships between organizational units
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

Process
Element Hierarchy
10042 1.2.6 Develop and set organizational goals
19953 1.2.6.1 Identify organizational goals
19954 1.2.6.2 Establish baseline metrics
19955 1.2.6.3 Monitor performance against goals
10043 1.2.7 Formulate business unit strategies
19956 1.2.7.1 Analyze business unit strategies
19957 1.2.7.2 Identify core competency for each business unit
19958 1.2.7.3 Refine business unit strategies in support of company

strategy

Process
Element Hierarchy
19959 1.2.8 Develop customer experience strategy
19960 1.2.8.1 Assess customer experience
19961 1.2.8.1.1 Identify and review customer touchpoints
19962 1.2.8.1.2 Assess customer experience across touchpoints
19963 1.2.8.1.3 Perform root cause analysis of problematic customer

experiences
19964 1.2.8.2 Design customer experience
16612 1.2.8.2.1 Define and manage personas

Process
Element Hierarchy
19965 1.2.8.2.2 Create customer journey maps
19966 1.2.8.2.3 Define single view of the customer for the organization
19967 1.2.8.2.4 Define a vision for the customer experience
19968 1.2.8.2.5 Validate with customers
19969 1.2.8.2.6 Align experience with brand values and business strategies
19970 1.2.8.2.7 Develop content strategy
19971 1.2.8.3 Design customer experience support structure
19972 1.2.8.3.1 Identify required capabilities
19973 1.2.8.3.2 Identify impact on functional processes

Process
Element Hierarchy
19974 1.2.8.4 Develop customer experience roadmap to develop and
18916 1.2.9 Communicate strategies internally and externally
10016 1.3 Execute and measure strategic initiatives
10057 1.3.1 Develop strategic initiatives
19975 1.3.1.1 Identify strategic priorities
19976 1.3.1.2 Develop strategic initiatives based on business/customer

value
19977 1.3.1.3 Review with stakeholders

Process
Element Hierarchy
10058 1.3.2 Evaluate strategic initiatives
19978 1.3.2.1 Determine business value for each strategic priority
19979 1.3.2.2 Determine the customer value for each strategic priority
10059 1.3.3 Select strategic initiatives
19980 1.3.3.1 Prioritize strategic initiatives
19981 1.3.3.2 Communicate strategic initiatives to business units and

stakeholders
10060 1.3.4 Establish high-level measures

Process
Element Hierarchy
19982 1.3.4.1 Identify business value drivers
19983 1.3.4.2 Establish baselines for business value drivers
19984 1.3.4.3 Monitor performance against baselines
19507 1.3.5 Execute strategic initiatives
10003 2.0 Develop and Manage Products and Services
19696 2.1 Govern and manage product/service development program
10061 2.1.1 Manage product and service portfolio

Process
Element Hierarchy
10063 2.1.1.1 Evaluate performance of existing products/services against
10066 2.1.1.2 Confirm alignment of product/service concepts with business

strategy

Process
Element Hierarchy
10074 2.1.1.3 Prioritize and select new product/service concepts
10073 2.1.1.4 Plan and develop cost and quality targets
10075 2.1.1.5 Specify development timing targets
10076 2.1.1.6 Plan for product/service offering modifications

Process
Element Hierarchy
10067 2.1.2 Manage product and service life cycle
16824 2.1.2.1 Develop plan for new product/service development and

introduction/launch
10077 2.1.2.2 Introduce new products/services
10078 2.1.2.3 Retire outdated products/services

Process
Element Hierarchy
10079 2.1.2.4 Identify and refine performance indicators
11423 2.1.2.5 Conduct post launch review
19646 2.1.2.5.1 Carry out post launch analytics to test the acceptability in the
market
11424 2.1.2.5.2 Review market performance

Process
Element Hierarchy
11425 2.1.2.5.3 Review effectiveness of supply chain and distribution network
19647 2.1.2.5.4 Apply data and analytics to review supply chain

methodologies
11426 2.1.2.5.5 Review quality and performance of the product/service
11427 2.1.2.5.6 Conduct financial review
11428 2.1.2.5.7 Conduct new product development process assessment
19985 2.1.3 Manage patents, copyrights, and regulatory requirements
19941 2.1.3.1 Conduct mandatory and elective reviews

Process
Element Hierarchy
16826 2.1.3.2 Review infringement of patents and copyrights
16827 2.1.3.3 Determine patent and copyright needs
19697 2.1.3.4 Define product technical documentation management

requirements
12771 2.1.3.5 Manage regulatory requirements
12772 2.1.3.5.1 Train employees on appropriate regulatory requirements
12773 2.1.3.5.2 Maintain records for regulatory agencies

Process
Element Hierarchy
12776 2.1.3.5.3 Manage regulatory submission life cycle
11740 2.1.4 Manage product and service master data
11741 2.1.4.1 Manage materials master lists
11742 2.1.4.2 Manage bills of material
11743 2.1.4.3 Manage routings
11744 2.1.4.4 Manage specifications
11745 2.1.4.5 Manage drawings
11746 2.1.4.6 Manage product/material classification
11747 2.1.4.7 Develop and maintain quality/inspection documents

Process
Element Hierarchy
11748 2.1.4.8 Maintain process specification data
11749 2.1.4.9 Manage traceability data
11750 2.1.4.10 Review and approve data access requests
19698 2.2 Generate and define new product/service ideas
10065 2.2.1 Perform discovery research
10070 2.2.1.1 Identify new technologies

Process
Element Hierarchy
10071 2.2.1.2 Develop new technologies
10072 2.2.1.3 Assess feasibility of integrating new leading technologies into

product/service concepts
19669 2.2.2 Generate new product/service concepts

Process
Element Hierarchy
19986 2.2.2.1 Gather new product/service ideas and requirements
19987 2.2.2.2 Analyze new product/service ideas and requirements
19988 2.2.2.3 Evaluate new product/service inputs and requirements
19989 2.2.2.4 Formulate new product/service concepts
10068 2.2.2.5 Identify potential improvements to existing products and

services
19990 2.2.3 Define product/service development requirements

Process
Element Hierarchy
11331 2.2.3.1 Define product/service requirements
19991 2.2.3.1.1 Define basic functional requirements
16808 2.2.3.1.2 Derive interoperability requirements for products and

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

16812 2.2.3.1.6 Derive requirements from industry standards
19992 2.2.3.1.7 Develop user experience requirements
16814 2.2.3.1.8 Derive ‘services-as-a-product’ offering
16815 2.2.3.2 Define post launch support model

17389 2.2.3.3 Identify product/service bundling opportunities

Process
Element Hierarchy
10080 2.3.1 Design and prototype aircraft
10083 2.3.1.3 Assign resources to product/service project
19994 2.3.1.3.1 Identify requirements for product/service design/development

partners

Process
Element Hierarchy
10084 2.3.1.4 Prepare high-level business case and technical assessment
10085 2.3.1.5 Develop product/service design specifications
16813 2.3.1.6 Develop user experience design specifications

16817 2.3.1.7 Provide warranty-related recommendations
10086 2.3.1.8 Document design specifications
10087 2.3.1.9 Conduct mandatory and elective external reviews

Process
Element Hierarchy
19701 2.3.1.10 Confirm internal prototype design / production capabilities
19995 2.3.1.17 Design products/services prototypes
16819 2.3.1.17.1 Design for manufacturing
16820 2.3.1.17.2 Design for product servicing
16821 2.3.1.17.3 Design for re-manufacturing
16822 2.3.1.17.4 Review product troubleshooting methodology
16818 2.3.1.17.5 Design and manage product data, design, and bill of materials
16823 2.3.1.17.6 Design for product upgrades
10088 2.3.1.18 Build prototypes/proof of concepts
10098 2.3.1.19 Develop and test prototype production and/or service delivery
process

Process
Element Hierarchy
10089 2.3.1.20 Eliminate quality and reliability problems
10090 2.3.1.21 Conduct in-house product/service testing and evaluate

feasibility
10091 2.3.1.22 Identify design/development performance indicators
10092 2.3.1.24 Collaborate on design with suppliers and external partners
19702 2.3.1.26 Obtain aircraft type certification

Process
Element Hierarchy
19703 2.3.2.5 Reconcile configuration perspectives
19996 2.3.3 Test market for new or revised products and services
10093 2.3.3.1 Prepare detailed market study

Process
Element Hierarchy
10094 2.3.3.2 Conduct customer tests and interviews
10095 2.3.3.3 Finalize product/service characteristics and business cases
10096 2.3.3.4 Finalize technical requirements
19704 2.4 Prepare for production or service delivery
11729 2.4.1.11 Conduct and monitor product launch
19705 2.4.2.9 Confirm readiness status of facilities

Process
Element Hierarchy
10099 2.4.3.1 Design and obtain necessary capabilities/materials and
equipment
10097 2.4.3.2 Identify requirements for changes to manufacturing/delivery

processes
11418 2.5.1 Request engineering/process change
10100 2.5.2 Install and validate production/service delivery process
11417 2.5.2.1 Monitor initial production runs

Process
Element Hierarchy
11419 2.5.3 Manage engineering change orders
19998 2.5.7 Validate launch procedures
10004 3.0 Market and Sell Products and Services
10101 3.1 Understand markets, customers, and capabilities

Process
Element Hierarchy
10106 3.1.1 Perform customer and market intelligence analysis
10108 3.1.1.1 Conduct customer and market research

Process
Element Hierarchy
10109 3.1.1.2 Identify market segments
10110 3.1.1.3 Analyze market and industry trends
10111 3.1.1.4 Analyze competing organizations, competitive/substitute

products/services
10112 3.1.1.5 Evaluate existing products/services

Process
Element Hierarchy
10113 3.1.1.6 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
10118 3.1.2.3 Prioritize opportunities consistent with capabilities and

10119 3.1.2.4 Validate opportunities

Process
Element Hierarchy
10102 3.2 Develop marketing strategy
11168 3.2.1 Define offering and customer value proposition
11169 3.2.1.1 Define offering and positioning
11170 3.2.1.2 Develop value proposition including brand positioning for

target segments

Process
Element Hierarchy
11171 3.2.1.3 Validate value proposition with target segments
11172 3.2.1.4 Develop new branding
10123 3.2.2 Define pricing strategy
10124 3.2.2.2 Establish guidelines for applying pricing and discounting of

products/services
10125 3.2.2.4 Approve pricing strategies/policies and targets

Process
Element Hierarchy
20000 3.2.3 Define and manage channel strategy
10127 3.2.3.3 Determine channel role and fit with target segments
10128 3.2.3.4 Select channels for target segments
10126 3.2.3.6 Evaluate channel attributes and potential partners
11254 3.2.5.9 Assess brand/product marketing plan performance

Process
Element Hierarchy
10162 3.2.5.10 Develop and execute advertising
18924 3.2.6 Design and manage customer loyalty program
20008 3.3 Develop and manage marketing plans

Process
Element Hierarchy
10148 3.3.1 Establish goals, objectives, and metrics for products/services
by channel/segment
10149 3.3.2 Establish marketing budgets
10155 3.3.2.1 Confirm marketing alignment to business strategy
10156 3.3.2.2 Determine costs of marketing

Process
Element Hierarchy
10157 3.3.2.3 Create marketing budget
20593 3.3.3 Develop and manage pricing
10163 3.3.3.3 Determine pricing based on volume/unit forecast
10164 3.3.3.4 Execute pricing plan
10165 3.3.3.5 Evaluate pricing performance

Process
Element Hierarchy
10166 3.3.3.6 Refine pricing as needed
20010 3.3.4 Develop and manage promotional activities
10167 3.3.4.1 Define promotional concepts and objectives
10159 3.3.4.2 Develop marketing messages

Process
Element Hierarchy
10160 3.3.4.3 Define target audience
10168 3.3.4.4 Plan and test promotional activities
10169 3.3.4.5 Execute promotional activities
10170 3.3.4.6 Evaluate promotional performance metrics

Process
Element Hierarchy
10171 3.3.4.7 Refine promotional performance metrics
10172 3.3.4.8 Incorporate learning into future/planned consumer

promotions
10153 3.3.5 Track customer management measures
10173 3.3.5.1 Determine customer lifetime value

Process
Element Hierarchy
10174 3.3.5.2 Analyze customer revenue trend
10175 3.3.5.3 Analyze customer attrition and retention rates
10176 3.3.5.4 Analyze customer metrics
10177 3.3.5.5 Revise customer strategies, objectives, and plans based on

metrics
10103 3.4 Develop sales strategy

Process
Element Hierarchy
10129 3.4.1 Develop sales forecast
10134 3.4.1.1 Gather current and historic order information
10135 3.4.1.2 Analyze sales trends and patterns
10136 3.4.1.3 Generate sales forecast
10137 3.4.1.4 Analyze historical and planned promotions and events

Process
Element Hierarchy
10130 3.4.2 Develop sales partner/alliance relationships
10138 3.4.2.1 Identify alliance opportunities
10139 3.4.2.2 Design alliance programs and methods for selecting and
10140 3.4.2.3 Select alliances

Process
Element Hierarchy
10141 3.4.2.7 Develop partner and alliance management strategies
10142 3.4.2.8 Establish partner and alliance management goals
10131 3.4.3 Establish overall sales budgets
10143 3.4.3.2 Calculate product revenue
10144 3.4.3.3 Determine variable costs
10145 3.4.3.4 Determine overhead and fixed costs

Process
Element Hierarchy
10146 3.4.3.5 Calculate net profit
10147 3.4.3.6 Create budget
10132 3.4.4 Establish sales goals and measures

Process
Element Hierarchy
10133 3.4.5 Establish customer management measures

Process
Element Hierarchy
10105 3.5 Develop and manage sales plans
10182 3.5.1 Manage leads/opportunities
10188 3.5.1.1 Identify potential customers
10189 3.5.1.2 Identify/receive leads/opportunities

Process
Element Hierarchy
10184 3.5.1.7 Manage customer sales calls
10190 3.5.1.7.1 Perform sales calls
10191 3.5.1.7.2 Perform pre-sales activities
10192 3.5.1.7.4 Close the sale
10193 3.5.1.7.5 Record outcome of sales process
10183 3.5.2 Manage customers and accounts

Process
Element Hierarchy
11173 3.5.2.2 Develop sales/key account plan
11174 3.5.2.4 Manage customer relationships
14208 3.5.2.5 Manage customer master data
11779 3.5.3 Develop and manage sales proposals, bids, and quotes

Process
Element Hierarchy
10185 3.5.4 Manage sales orders
10194 3.5.4.1 Accept and validate sales orders
10195 3.5.4.2 Collect and maintain account information
10196 3.5.4.3 Determine availability
10197 3.5.4.4 Determine fulfillment process
10198 3.5.4.5 Enter orders into system

Process
Element Hierarchy
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity
10199 3.5.4.7 Process back orders and updates
10200 3.5.4.8 Handle sales order inquiries including post-order fulfillment

transactions
10187 3.5.5 Manage sales partners and alliances
10211 3.5.5.1 Provide sales and product/service training to sales

partners/alliances
10214 3.5.5.3 Evaluate partner/alliance results

Process
Element Hierarchy
14209 3.5.5.4 Manage sales partner/alliance master data
10186 3.5.6 Manage sales force
10209 3.5.6.1 Determine sales resource allocation
11838 3.7 Manage contracts and programs
18634 3.7.7 Generate quotes
19706 3.7.7.1 Receive requests for quotes / identify requirement to

generate a quote

Process
Element Hierarchy
19707 3.7.7.2 Produce quotes
20022 4.0 Deliver Physical Products
10215 4.1 Plan for and align supply chain resources
10221 4.1.1 Develop production and materials strategies
10229 4.1.1.1 Define manufacturing goals
10230 4.1.1.2 Define labor and materials policies
10231 4.1.1.3 Define outsourcing policies

Process
Element Hierarchy
10232 4.1.1.4 Define capital expense policies
10233 4.1.1.5 Define capacities
10234 4.1.1.6 Define production network and supply constraints
14193 4.1.1.7 Define production process
14194 4.1.1.9 Define production workplace layout and infrastructure
10222 4.1.2 Manage demand for products
19711 4.1.2.1 Perform forward parts requirements forecasting

Process
Element Hierarchy
19712 4.1.2.2 Establish demand for PMA parts
10235 4.1.2.3 Develop baseline demand forecasts

Process
Element Hierarchy
10236 4.1.2.4 Collaborate demand with customers
10237 4.1.2.5 Develop demand consensus forecast
10238 4.1.2.6 Determine available to promise
10239 4.1.2.7 Monitor activity against demand forecast and revise forecast
10240 4.1.2.8 Evaluate and revise demand forecasting approach
10241 4.1.2.9 Measure demand forecast accuracy

Process
Element Hierarchy
10223 4.1.3 Create materials plan
10242 4.1.3.1 Create unconstrained plan
10243 4.1.3.2 Collaborate with supplier and contract manufacturers

Process
Element Hierarchy
10244 4.1.3.3 Identify critical materials and supplier capacity
10245 4.1.3.4 Monitor material specifications
10246 4.1.3.5 Generate constrained plan
14196 4.1.3.6 Define production balance and control
19713 4.1.3.7 Manage interchangeability and supersession
10224 4.1.4 Create and manage master production schedule

Process
Element Hierarchy
17041 4.1.4.3 Maintain master production schedule
17042 4.1.5 Plan distribution requirements
10252 4.1.5.1 Maintain master data
10253 4.1.5.2 Determine finished goods inventory requirements at

destination
10254 4.1.5.4 Calculate requirements at destination
10255 4.1.5.5 Calculate consolidation at source
10256 4.1.5.6 Manage collaborative replenishment planning
10257 4.1.5.7 Manage requirements for partners
10258 4.1.5.8 Calculate and optimize destination dispatch plan

Process
Element Hierarchy
10259 4.1.5.9 Manage dispatch plan attainment
10260 4.1.5.10 Calculate and optimize destination load plans
10261 4.1.5.11 Manage partner load plan
10262 4.1.5.12 Manage cost of supply
10263 4.1.5.13 Manage capacity utilization
10226 4.1.6 Establish distribution planning constraints
10267 4.1.6.1 Establish distribution center layout constraints
10268 4.1.6.2 Establish inventory management constraints

Process
Element Hierarchy
10269 4.1.6.3 Establish transportation management constraints
10227 4.1.7 Review distribution planning policies
10264 4.1.7.1 Review distribution network
10265 4.1.7.2 Establish sourcing relationships
10266 4.1.7.3 Establish dynamic deployment policies
10368 4.1.8 Develop quality standards and procedures
10371 4.1.8.1 Establish quality targets

10372 4.1.8.2 Develop standard testing procedures
10373 4.1.8.3 Communicate quality specifications

Process
Element Hierarchy
10216 4.2 Procure materials and services

Process
Element Hierarchy
10277 4.2.1 Develop sourcing strategies
10281 4.2.1.1 Develop procurement plan
10282 4.2.1.2 Clarify purchasing requirements

Process
Element Hierarchy
10283 4.2.1.3 Develop inventory strategy
10284 4.2.1.4 Match needs to supply capabilities
10285 4.2.1.5 Analyze organization’s spend profile
10286 4.2.1.6 Seek opportunities to improve efficiency and value
10287 4.2.1.7 Collaborate with suppliers to identify sourcing opportunities
10278 4.2.3 Select suppliers and develop/maintain contracts
10288 4.2.3.1 Select suppliers
10289 4.2.3.3 Certify and validate suppliers

Process
Element Hierarchy
10290 4.2.3.4 Negotiate and establish contracts
10291 4.2.3.5 Manage contracts
11931 4.2.4 Perform strategic sourcing
10279 4.2.5 Order materials and services
10292 4.2.5.1 Process/Review requisitions
10293 4.2.5.2 Approve requisitions
10294 4.2.5.3 Solicit/Track vendor quotes
10295 4.2.5.4 Create/Distribute purchase orders

Process
Element Hierarchy
10296 4.2.5.5 Expedite orders and satisfy inquiries
10297 4.2.5.6 Record receipt of goods
10298 4.2.5.7 Research/Resolve exceptions
19715 4.2.6.3 Verify effectiveness of inventory control and quality
10280 4.2.7 Manage suppliers
10299 4.2.7.1 Monitor/Manage supplier information
10300 4.2.7.2 Prepare/Analyze procurement and vendor performance
10301 4.2.7.3 Support inventory and production processes

Process
Element Hierarchy
10302 4.2.7.4 Monitor quality of product delivered
10217 4.3 Produce/Assemble/Test product
10303 4.3.5 Schedule production
10306 4.3.5.2 Generate line level plan
10307 4.3.5.3 Generate detailed schedule
10308 4.3.5.4 Schedule production orders and create lots

Process
Element Hierarchy
10315 4.3.5.5 Schedule preventive (planned) maintenance (preventive
maintenance orders)
10316 4.3.5.6 Schedule requested (unplanned) maintenance (work order
cycle)
10309 4.3.5.7 Release production orders and create lots
10304 4.3.7 Produce product
10310 4.3.7.1 Manage raw material inventory
10311 4.3.7.2 Execute detailed line schedule

Process
Element Hierarchy
10319 4.3.7.3 Report maintenance issues
10313 4.3.7.4 Rerun defective items
10314 4.3.7.6 Assess production performance
12035 4.3.8.19 Record calibration data and measurement device
19716 4.3.8.20 Obtain aircraft production certification
10369 4.3.9 Perform quality testing

Process
Element Hierarchy
10318 4.3.9.1 Calibrate test equipment
10374 4.3.9.2 Perform testing using the standard testing procedure
10375 4.3.9.3 Record test results
10370 4.3.11 Maintain production records and manage lot traceability
10376 4.3.11.1 Determine lot numbering system
10377 4.3.11.2 Determine lot use
19719 4.3.15 Develop and implement production rate increase methodology

Process
Element Hierarchy
10219 4.4 Manage logistics and warehousing
10338 4.4.1 Provide logistics governance
10343 4.4.1.1 Translate customer service requirements into logistics

requirements
10344 4.4.1.2 Design logistics network

Process
Element Hierarchy
10345 4.4.1.3 Communicate outsourcing needs
10346 4.4.1.4 Develop and maintain delivery service policy
10347 4.4.1.5 Optimize transportation schedules and costs
10348 4.4.1.6 Define key performance measures
10339 4.4.2 Plan and manage inbound material flow
10349 4.4.2.1 Plan inbound material receipts
10350 4.4.2.2 Manage inbound material flow

Process
Element Hierarchy
10351 4.4.2.3 Monitor inbound delivery performance
10352 4.4.2.4 Manage flow of returned products
20109 4.4.2.6 Salvage or repair returned products
10366 4.4.2.6.1 Perform salvage activities
14195 4.4.2.6.2 Manage repair/refurbishment and return to customer/stock
10340 4.4.3 Operate warehousing
10353 4.4.3.1 Track inventory deployment
10354 4.4.3.2 Receive, inspect, and store inbound deliveries

Process
Element Hierarchy
10355 4.4.3.3 Track product availability
10356 4.4.3.4 Pick, pack, and ship product for delivery
10357 4.4.3.5 Track inventory accuracy
10358 4.4.3.6 Track third-party logistics storage and shipping performance
10359 4.4.3.7 Manage physical finished goods inventory
10341 4.4.4 Operate outbound transportation

Process
Element Hierarchy
10360 4.4.4.1 Plan, transport, and deliver outbound product
10361 4.4.4.2 Track carrier delivery performance
10362 4.4.4.3 Manage transportation fleet
10363 4.4.4.4 Process and audit carrier invoices and documents
12137 4.4.4.5 Prepare package and shipment
10342 4.4.5 Manage returns; manage reverse logistics

Process
Element Hierarchy
10365 4.4.5.1 Perform reverse logistics
10367 4.4.5.2 Manage and process warranty claims
20025 5.0 Deliver Services
20026 5.1 Establish service delivery governance and strategies
20027 5.1.1 Establish service delivery governance
20028 5.1.1.1 Set up and maintain service delivery governance and

management system
20029 5.1.1.2 Manage service delivery performance
20030 5.1.1.3 Manage service delivery development and direction
20031 5.1.1.4 Solicit feedback from customer on service delivery

satisfaction

Process
Element Hierarchy
20032 5.1.2 Develop service delivery strategies
20033 5.1.2.1 Define service delivery goals
20034 5.1.2.2 Define labor policies
20035 5.1.2.3 Evaluate resource availability
20036 5.1.2.4 Define service delivery network and supply constraints
20037 5.1.2.5 Define service delivery process
20038 5.1.2.6 Review and validate service delivery procedures
20039 5.1.2.7 Define service delivery workplace layout and infrastructure
20040 5.2 Manage service delivery resources
20041 5.2.1 Manage service delivery resource demand
20042 5.2.1.1 Monitor pipeline

Process
Element Hierarchy
20043 5.2.1.2 Develop baseline forecasts
20044 5.2.1.3 Collaborate with customers
20045 5.2.1.4 Develop consensus forecast
20046 5.2.1.5 Determine availability of skills to deliver on current and

20047 5.2.1.6 Monitor activity against forecast and revise forecast
20048 5.2.1.7 Evaluate and revise forecasting approach
20049 5.2.1.8 Measure forecast accuracy
20050 5.2.2 Create and manage resource plan
20051 5.2.2.1 Define and manage skills taxonomy
20052 5.2.2.2 Create resource plan
20053 5.2.2.3 Match resource demand with capacity, skills, and capabilities

Process
Element Hierarchy
20054 5.2.2.4 Collaborate with suppliers and partners to supplement skills
and capabilities
20055 5.2.2.5 Identify critical resources and supplier capacity
20056 5.2.2.6 Monitor and manage resource capacity and availability
12127 5.2.3 Provide MRO related training
12128 5.2.3.1 Develop MRO training plan
12129 5.2.3.2 Develop training materials
12131 5.2.3.4 Manage training schedule
12132 5.2.3.5 Deliver operations training
12133 5.2.3.6 Deliver technical training
20057 5.2.3.7 Perform skill and capability testing

Process
Element Hierarchy
12135 5.2.3.9 Evaluate training effectiveness
20058 5.3 Deliver service to customer
20059 5.3.1 Initiate service delivery
20060 5.3.1.1 Review contract and agreed terms
20061 5.3.1.2 Understand customer requirements and define refine

approach
20062 5.3.1.3 Modify/revise and approve project plan
20063 5.3.1.4 Review customer business objectives
20064 5.3.1.5 Confirm environmental readiness
20065 5.3.1.6 Identify, select, and assign resources
20066 5.3.1.6.1 Establish people objectives
20067 5.3.1.6.2 Establish engagement rules

Process
Element Hierarchy
20068 5.3.1.7 Plan for service delivery
20069 5.3.2 Execute service delivery
20070 5.3.2.1 Analyze environment and customer needs
20071 5.3.2.2 Define solution
20072 5.3.2.3 Validate solution
20073 5.3.2.4 Identify changes
20074 5.3.2.5 Obtain approval to proceed
20075 5.3.2.6 Make build/buy solution
20076 5.3.2.7 Deploy solution

20077 5.3.3 Complete service delivery
20078 5.3.3.1 Conduct service delivery/project review and evaluate success
20079 5.3.3.2 Complete/finalize financial management activities

Process
Element Hierarchy
20080 5.3.3.3 Confirm delivery according to contract terms
20081 5.3.3.4 Release resources
20082 5.3.3.5 Manage service delivery completion
20083 5.3.3.6 Harvest knowledge
20084 5.3.3.7 Archive records and update systems

Process
Element Hierarchy
20085 6.0 Manage Customer Service

Process
Element Hierarchy
10378 6.1 Develop customer care/customer service strategy
20086 6.1.1 Define customer service requirements across the enterprise
20087 6.1.2 Define customer service experience
10381 6.1.4 Develop customer service segmentation/prioritization (e.g.,

tiers)
10384 6.1.4.1 Analyze existing customers
10385 6.1.4.2 Analyze feedback of customer's needs

Process
Element Hierarchy
10382 6.1.5 Define customer service policies and procedures
10383 6.1.6 Establish target service level for each customer segment
16890 6.1.7.2 Create and manage warranty rules/claim codes for products
12673 6.1.7.5 Communicate warranty policies and offerings
10379 6.2 Plan and manage customer service contacts

Process
Element Hierarchy
10387 6.2.1 Plan and manage customer service work force
10390 6.2.1.1 Forecast volume of customer service contacts

Process
Element Hierarchy
10391 6.2.1.2 Schedule customer service work force
10392 6.2.1.3 Track work force utilization
10393 6.2.1.4 Monitor and evaluate quality of customer interactions with

10388 6.2.2 Manage customer service problems, requests, and inquiries
10394 6.2.2.1 Receive customer problems, requests, and inquiries
13482 6.2.2.2 Analyze problems, requests, and inquiries

Process
Element Hierarchy
10395 6.2.2.3 Resolve customer problems, requests, and inquiries
10396 6.2.2.4 Respond to customer problems, requests, and inquiries
16928 6.2.2.5 Identify and capture upsell/cross-sell opportunities
16937 6.2.2.6 Deliver opportunity to sales team

Process
Element Hierarchy
10389 6.2.3 Manage customer complaints
10397 6.2.3.1 Receive customer complaints
10398 6.2.3.2 Route customer complaints

Process
Element Hierarchy
10399 6.2.3.3 Resolve customer complaints
10400 6.2.3.4 Respond to customer complaints
19072 6.2.3.6 Analyze customer complaints and response/redressal
20094 6.2.4 Process returns
10364 6.2.4.1 Authorize return
20095 6.2.4.2 Process return and record reason

12840 6.2.5 Report incidents and risks to regulatory bodies
12658 6.3 Service products after sales

Process
Element Hierarchy
12669 6.3.2 Process warranty claims
20096 6.3.2.1 Receive warranty claim
12671 6.3.2.2 Validate warranty claim
20097 6.3.2.3 Investigate warranty issues
20098 6.3.2.3.1 Define issue
12677 6.3.2.3.2 Schedule field service
12678 6.3.2.3.3 Request and receive defective part

Process
Element Hierarchy
20099 6.3.2.3.4 Investigate issue/perform root cause analysis
20100 6.3.2.3.5 Receive investigation result/recommendation for corrective

action
20101 6.3.2.4 Determine responsible party
20102 6.3.2.5 Manage preauthorizations

12668 6.3.2.6 Approve or reject warranty claim
20103 6.3.2.7 Notify originator of approve/reject decision
20104 6.3.2.8 Authorize payment

20105 6.3.2.9 Close claim
12667 6.3.2.10 Reconcile warranty transaction disposition

20106 6.3.3 Manage supplier recovery
20107 6.3.3.1 Create supplier recovery claims

Process
Element Hierarchy
10218 6.3.4 Service products
10321 6.3.4.1 Identify and schedule resources to meet service requirements
10327 6.3.4.1.1 Create resourcing plan and schedule
10328 6.3.4.1.2 Create service order fulfillment schedule
10322 6.3.4.2 Provide service to specific customers
10330 6.3.4.2.1 Organize daily service order fulfillment schedule
10331 6.3.4.2.2 Execute product repair

Process
Element Hierarchy
10332 6.3.4.2.3 Manage service order fulfillment
10323 6.3.4.3 Ensure quality of service
10334 6.3.4.3.1 Identify completed service orders for feedback
10335 6.3.4.3.2 Identify incomplete service orders and service failures
10336 6.3.4.3.3 Solicit customer feedback on services delivered
10337 6.3.4.3.4 Process customer feedback on services delivered

Process
Element Hierarchy
20595 6.5 Evaluate customer service operations and customer
satisfaction
10401 6.5.1 Measure customer satisfaction with customer problems,


Process
Element Hierarchy
11687 6.5.1.1 Solicit customer feedback on customer service experience
11688 6.5.1.2 Analyze customer service data and identify improvement

opportunities
18126 6.5.1.3 Provide customer feedback to product management on


Process
Element Hierarchy
10402 6.5.2 Measure customer satisfaction with customer- complaint
11236 6.5.2.1 Solicit customer feedback on complaint handling and

resolution

Process
Element Hierarchy
11237 6.5.2.2 Analyze customer complaint data and identify improvement
opportunities
11689 6.5.2.3 Identify common customer complaints

Process
Element Hierarchy
10403 6.5.3 Measure customer satisfaction with products and services
11238 6.5.3.1 Gather and solicit post-sale customer feedback on products

and services

Process
Element Hierarchy
11239 6.5.3.2 Solicit post-sale customer feedback on ad effectiveness
20117 6.5.3.3 Solicit customer feedback on cross-channel experience
11240 6.5.3.4 Analyze product and service satisfaction data and identify
11241 6.5.3.5 Provide feedback and insights to appropriate teams (product

10007 7.0 Develop and Manage Human Capital
17043 7.1 Develop and manage human resources planning, policies, and
strategies

Process
Element Hierarchy
10418 7.1.1.1 Identify strategic HR needs
10419 7.1.1.2 Define HR and business function roles and accountability
10420 7.1.1.3 Determine HR costs
10421 7.1.1.4 Establish HR measures
10422 7.1.1.5 Communicate HR strategies
10432 7.1.1.6 Develop strategy for HR systems/technologies/tools

Process
Element Hierarchy
17045 7.1.2 Develop and implement workforce strategy and policies
10423 7.1.2.1 Gather skill requirements according to corporate strategy and

market environment
10424 7.1.2.2 Plan employee resourcing requirements per business

unit/organization
10425 7.1.2.3 Develop compensation plan
10210 7.1.2.3.1 Establish incentive plan
10426 7.1.2.4 Develop succession plan

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

Process
Element Hierarchy
20122 7.1.2.14 Implement workforce strategy models
10417 7.1.3 Monitor and update strategy, plans, and policies
10434 7.1.3.1 Measure realization of objectives
10435 7.1.3.2 Measure contribution to business strategy
10436 7.1.3.3 Communicate plans and provide updates to stakeholders

Process
Element Hierarchy
10438 7.1.3.4 Review and revise HR plans
17046 7.1.4 Develop competency management models
10410 7.2 Recruit, source, and select employees
10439 7.2.1 Manage employee requisitions
10445 7.2.1.1 Align staffing plan to work force plan and business unit

Process
Element Hierarchy
10447 7.2.1.2 Develop and maintain job descriptions
10446 7.2.1.3 Open job requisitions
10448 7.2.1.4 Post job requisitions
10450 7.2.1.5 Modify job requisitions
10451 7.2.1.6 Notify hiring manager
10452 7.2.1.7 Manage requisition dates
10440 7.2.2 Recruit/Source candidates

Process
Element Hierarchy
10453 7.2.2.1 Determine recruitment methods and channels
10454 7.2.2.2 Perform recruiting activities/events
10455 7.2.2.3 Manage recruitment vendors
17047 7.2.2.4 Manage employee referral programs
17048 7.2.2.5 Manage recruitment channels
20123 7.2.3 Screen and select candidates
10456 7.2.3.1 Identify and deploy candidate selection tools
10457 7.2.3.2 Interview candidates

Process
Element Hierarchy
10458 7.2.3.3 Test candidates
10459 7.2.3.4 Select and reject candidates
10443 7.2.4 Manage new hire/re-hire
10463 7.2.4.1 Draw up and make offer
10464 7.2.4.2 Negotiate offer
10465 7.2.4.3 Hire candidate
10444 7.2.5 Manage applicant information
10460 7.2.5.1 Obtain candidate background information
10466 7.2.5.2 Create applicant record
10467 7.2.5.3 Manage/track applicant data

Process
Element Hierarchy
20124 7.2.5.3.1 Complete position classification and level of experience
10468 7.2.5.4 Archive and retain records of non-hires
20599 7.3 Manage employee on boarding, development, and training
10469 7.3.1 Manage employee orientation and deployment
10474 7.3.1.1 Create/maintain employee on-boarding program
11243 7.3.1.2 Evaluate the effectiveness of the employee on-boarding

program
17050 7.3.1.3 Execute on-boarding program

Process
Element Hierarchy
10470 7.3.2 Manage employee performance
10479 7.3.2.1 Define employee performance objectives
10480 7.3.2.2 Review, appraise, and manage employee performance
10481 7.3.2.3 Evaluate and review performance program
10472 7.3.3 Manage employee development
10487 7.3.3.1 Define employee development guidelines
10488 7.3.3.2 Develop employee career plans and career paths
17051 7.3.3.3 Manage employee skill and competency development
10473 7.3.4 Develop and train employees

Process
Element Hierarchy
10490 7.3.4.1 Align employee with organization development needs
16940 7.3.4.2 Define employee competencies
10491 7.3.4.3 Align learning programs with competencies
10492 7.3.4.4 Establish training needs by analysis of required and available

skills
10493 7.3.4.5 Develop, conduct, and manage employee and/or management

training programs
20125 7.3.4.6 Manage examinations and certifications
20126 7.3.4.6.1 Liaise with external certification authorities
20127 7.3.4.6.2 Administer certification tests
20128 7.3.4.6.3 Appraise experience qualifications

Process
Element Hierarchy
20129 7.3.4.6.4 Administer certificate issue and maintenance
17052 7.4 Manage employee relations
10483 7.4.1 Manage labor relations
10484 7.4.2 Manage collective bargaining process
10485 7.4.3 Manage labor management partnerships
10531 7.4.4 Manage employee grievances
10412 7.5 Reward and retain employees
10494 7.5.1 Develop and manage reward, recognition, and motivation

programs

Process
Element Hierarchy
10498 7.5.1.1 Develop salary/compensation structure and plan
10499 7.5.1.2 Develop benefits and reward plan
10500 7.5.1.3 Perform competitive analysis of benefit and rewards
10501 7.5.1.4 Identify compensation requirements based on financial,

10502 7.5.1.5 Administer compensation and rewards to employees
10503 7.5.1.6 Reward and motivate employees
10495 7.5.2 Manage and administer benefits
10504 7.5.2.1 Deliver employee benefits program
10505 7.5.2.2 Administer benefit enrollment

Process
Element Hierarchy
10506 7.5.2.3 Process claims
10507 7.5.2.4 Perform benefit reconciliation
10496 7.5.3 Manage employee assistance and retention
10508 7.5.3.1 Deliver programs to support work/life balance for employees
10509 7.5.3.2 Develop family support systems
10510 7.5.3.3 Review retention and motivation indicators
10511 7.5.3.4 Review compensation plan
10497 7.5.4 Administer payroll

Process
Element Hierarchy
10413 7.6 Redeploy and retire employees
10512 7.6.1 Manage promotion and demotion process
10513 7.6.2 Manage separation
10514 7.6.3 Manage retirement
10515 7.6.4 Manage leave of absence
10516 7.6.5 Develop and implement employee outplacement
20132 7.6.6 Manage workforce scheduling
20133 7.6.6.1 Receive required resources/skills and capabilities
10517 7.6.6.2 Manage resource deployment

Process
Element Hierarchy
17055 7.6.7 Relocate employees and manage assignments
10520 7.6.7.1 Manage expatriates
17056 7.7 Manage employee information and analytics
10522 7.7.1 Manage reporting processes
10523 7.7.2 Manage employee inquiry process
10524 7.7.3 Manage and maintain employee data
10525 7.7.4 Manage human resource information systems HRIS
10526 7.7.5 Develop and manage employee metrics
10527 7.7.6 Develop and manage time and attendance systems

Process
Element Hierarchy
10530 7.7.7 Manage/Collect employee suggestions and perform employee
research
17057 7.8 Manage employee communication
10529 7.8.1 Develop employee communication plan
16944 7.8.2 Conduct employee engagement surveys
10532 7.9 Deliver employee communications
20607 8.0 Manage Information Technology (IT)
20608 8.1 Develop and manage IT customer relationships

Process
Element Hierarchy
20609 8.1.1 Understand IT customer needs
20610 8.1.1.1 Understand IT customer communities
20611 8.1.1.2 Assess IT customer operational capabilities
20612 8.1.2 Identify IT customer transformation needs
20613 8.1.2.1 Understand business requirements for IT capabilities
20614 8.1.2.2 Understand IT landscape
20615 8.1.2.3 Develop IT visioning
20616 8.1.2.4 Outline IT service expectations
20617 8.1.3 Plan and communicate IT services
20618 8.1.3.1 Manage IT customer expectations

Process
Element Hierarchy
20619 8.1.3.2 Define future IT services
20620 8.1.3.3 Determine IT performance indicators
20621 8.1.3.4 Create IT marketing messages
20622 8.1.3.5 Create IT service marketing plan
20623 8.1.4 Provide IT transformation guidance
20624 8.1.4.1 Develop IT transformation plans
20625 8.1.4.2 Collect IT customer requirements
20937 8.1.4.3 Analyze IT customer requirements
20626 8.1.4.4 Identify and prioritize IT opportunities

Process
Element Hierarchy
20627 8.1.4.5 Facilitate solution design activities
20628 8.1.4.6 Prioritize IT outcomes
20629 8.1.4.7 Develop business cases
20630 8.1.4.8 Support business case
20631 8.1.4.9 Develop transformation roadmap
20632 8.1.5 Develop and manage IT service levels
20633 8.1.5.1 Understand IT service requirements
20634 8.1.5.2 Forecast IT service demand
20635 8.1.5.3 Maintain IT services catalog
20636 8.1.5.4 Define service level agreement

Process
Element Hierarchy
20637 8.1.5.5 Maintain IT customer contracts
20638 8.1.5.6 Negotiate and establish service level agreements
20640 8.1.5.7 Develop and maintain improvement processes
20641 8.1.6 Manage IT customer relationships
20642 8.1.6.1 Establish relationship management mechanisms
20643 8.1.6.2 Understand IT customer strategy
20644 8.1.6.3 Understand IT customer environment
20645 8.1.6.4 Communicate IT capabilities

Process
Element Hierarchy
20646 8.1.6.5 Manage IT requirements
20648 8.1.7 Analyze service performance
20649 8.1.7.1 Assess SLA compliance
20650 8.1.7.2 Triage SLA compliance issues

20647 8.1.7.3 Collect feedback about IT products and services
20938 8.1.7.4 Synthesize and distribute IT performance information
20652 8.2 Develop and manage IT business strategy
20653 8.2.1 Define business technology and governance strategy
20654 8.2.1.1 Build and maintain IT strategic intelligence

Process
Element Hierarchy
20655 8.2.1.2 Monitor and map current and emerging technologies
20656 8.2.1.3 Define and communicate digital transformation strategy
20657 8.2.1.4 Develop IT strategic alignment
20658 8.2.1.5 Articulate IT alignment principles
20659 8.2.1.6 Maintain IT strategic alignment
20660 8.2.2 Manage IT portfolio strategy
20661 8.2.2.1 Establish and validate IT value criteria
20662 8.2.2.2 Determine IT portfolio investment balance
20663 8.2.2.3 Evaluate proposed IT investment projects
20664 8.2.2.4 Prioritize IT projects
20665 8.2.2.5 Align IT resources to strategic priorities

Process
Element Hierarchy
20667 8.2.2.6 Align IT portfolio to business objectives
20668 8.2.3 Define and maintain enterprise architecture
20670 8.2.3.1 Create and publish enterprise architecture principles
20671 8.2.3.2 Establish and operate enterprise architecture governance
20672 8.2.3.3 Research technologies to innovate IT services and solutions
20673 8.2.3.4 Provide input to definition and prioritization of IT projects
20674 8.2.4 Define IT service management strategy
20675 8.2.4.1 Establish IT service management strategy and goals

Process
Element Hierarchy
20676 8.2.4.2 Identify IT service operating and process requirements
20677 8.2.4.3 Define IT service catalog
20678 8.2.4.4 Establish IT service management framework
20679 8.2.4.5 Define and implement IT service management
20680 8.2.4.6 Define and deploy support service management process tools
and methods
20681 8.2.4.7 Monitor and report IT performance
20682 8.2.5 Control IT management system
20683 8.2.5.1 Determine IT performance measures
20684 8.2.5.2 Define IT control points and assurance procedures governance

model
20685 8.2.5.3 Monitor and analyze overall IT performance

Process
Element Hierarchy
20686 8.2.5.4 Monitor and analyze IT financial performance
20687 8.2.5.5 Monitor and analyze IT value and benefits
20688 8.2.5.6 Optimize IT resource allocation
20689 8.2.5.7 Manage IT projects and services interdependencies
20690 8.2.5.8 Report IT service and project performance
20692 8.2.5.9 Select, deploy, and operate IT performance analytics tools
20693 8.2.6 Manage IT value portfolio
20694 8.2.6.1 Assess performance against IT service and project value

criteria
20695 8.2.6.2 Quantify value of IT service and project portfolio investments
20696 8.2.6.3 Communicate business technology value contribution
20697 8.2.6.4 Determine and implement IT portfolio adjustments

Process
Element Hierarchy
20699 8.2.7 Define and manage technology innovation
20700 8.2.7.1 Establish selection criteria for research initiatives
20701 8.2.7.2 Analyze emerging technology concepts
20702 8.2.7.3 Identify technology concepts and capabilities
20703 8.2.7.4 Execute IT research projects
20939 8.2.7.5 Evaluate IT research project outcomes
20704 8.2.7.6 Identify and promote viable concepts
20705 8.2.7.7 Develop and plan IT investment projects
20706 8.3 Develop and manage IT resilience and risk
20707 8.3.1 Develop IT compliance, risk, and security strategy

Process
Element Hierarchy
20708 8.3.1.1 Determine and evaluate IT regulatory and audit requirements
20940 8.3.1.2 Understand business unit risk tolerance
20709 8.3.1.3 Establish IT risk tolerance
20710 8.3.1.4 Establish risk ownership
20711 8.3.1.5 Establish and maintain risk management roles
20712 8.3.1.6 Establish compliance objectives
20941 8.3.1.7 Identify systems to support compliance
20713 8.3.1.8 Identify and evaluate IT risk
20714 8.3.1.9 Evaluate IT-related risks resiliency
20715 8.3.1.10 Create IT risk mitigation strategies and approaches
20716 8.3.2 Develop IT resilience strategy

Process
Element Hierarchy
20717 8.3.2.1 Determine IT delivery resiliency
20718 8.3.2.2 Determine critical IT risks

20719 8.3.2.3 Prioritize IT risks
20720 8.3.2.4 Establish mitigation approaches for IT risks
20721 8.3.3 Control IT risk, compliance, and security
20722 8.3.3.1 Evaluate enterprise regulatory and compliance obligations
20723 8.3.3.2 Analyze IT security threat impact
20724 8.3.3.3 Create and maintain IT compliance requirements
20942 8.3.3.4 Create and maintain IT security policies, standards, and

procedures
20725 8.3.3.5 Develop and deploy risk management training
20726 8.3.3.6 Establish risk reporting capabilities and responsibilities
20727 8.3.3.7 Establish communication standards

Process
Element Hierarchy
20728 8.3.3.8 Conduct IT risk and threat assessments
20729 8.3.3.9 Monitor and manage IT activity risk
20730 8.3.3.10 Identify, supervise and monitor IT risk mitigation measures
20731 8.3.4 Plan and manage IT continuity
20732 8.3.4.1 Evaluate IT continuity
20733 8.3.4.2 Identify IT continuity gaps
20734 8.3.4.3 Manage IT business continuity
20735 8.3.5 Develop and manage IT security, privacy, and data protection
20736 8.3.5.1 Assess IT regulatory and confidentiality requirements and

policies
20737 8.3.5.2 Create IT security, privacy, and data protection risk

governance
20738 8.3.5.3 Define IT data security and privacy policies, standards, and
procedures

Process
Element Hierarchy
20739 8.3.5.4 Review and monitor physical and logical IT data security
measures
20740 8.3.5.5 Review and monitor application security controls
20741 8.3.5.6 Review and monitor IT physical environment security controls
20742 8.3.5.7 Monitor/analyze network intrusion detection data and resolve

threats
20743 8.3.6 Conduct and analyze IT compliance assessments
20744 8.3.6.1 Conduct projects to enhance IT compliance and remediate risk
20745 8.3.6.2 Conduct IT compliance control auditing of internal and

external services
20746 8.3.6.3 Perform IT compliance reporting
20747 8.3.6.4 Identify and escalate IT compliance issues and remediation

requirements
20748 8.3.6.5 Support external audits and reports
20749 8.3.7 Develop and execute IT resilience and continuity operations

Process
Element Hierarchy
20750 8.3.7.1 Conduct IT resilience improvement projects
20751 8.3.7.2 Develop, document, and maintain IT business continuity

planning
20752 8.3.7.3 Implement and enforce change control procedures
20753 8.3.7.4 Execute recurring IT service provider business continuity
20754 8.3.7.5 Provide IT resilience training
20755 8.3.7.6 Execute recurring IT business operations continuity
20756 8.3.8 Manage IT user identity and authorization
20757 8.3.8.1 Support integration of identity and authorization policies
20758 8.3.8.2 Manage IT user directory
20759 8.3.8.3 Manage IT user authorization
20760 8.3.8.4 Manage IT user authentication mechanisms
20761 8.3.8.5 Audit IT user identity and authorization systems

Process
Element Hierarchy
20762 8.3.8.6 Respond to IT information security and network breaches
20763 8.3.8.7 Conduct penetration testing
20764 8.3.8.8 Audit integration of user identity and authorization systems
20765 8.4 Manage information
20766 8.4.1 Define business information and analytics strategy
20767 8.4.1.1 Establish data, information, and analytic objectives
20768 8.4.1.2 Establish data, information, and analytic governance
20769 8.4.1.3 Access IT data/analytic capabilities
20770 8.4.2 Define and maintain business information architecture

Process
Element Hierarchy
20771 8.4.2.1 Determine enterprise business information requirements
20772 8.4.2.2 Define enterprise data models
20773 8.4.2.3 Identify and understand external data sources
20774 8.4.2.4 Establish data ownership and stewardship responsibilities
20775 8.4.2.5 Maintain and evolve enterprise data and information

architecture
20776 8.4.3 Define and execute business information lifecycle planning

and control
20777 8.4.3.1 Define and maintain enterprise information policies,

20778 8.4.3.2 Implement and execute data administration responsibilities
20779 8.4.4 Manage business information content

Process
Element Hierarchy
20780 8.4.4.1 Monitor and control business information
20781 8.4.4.2 Maintain business information feeds and repositories
20782 8.4.4.3 Perform internal usage audits
20783 8.4.4.4 Implement and administer business information access
20784 8.5 Develop and manage services/solutions
20785 8.5.1 Develop service/solution and integration strategy
20786 8.5.1.1 Determine IT service/solution development
20787 8.5.1.2 Define IT service/solution development processes/standards
20788 8.5.1.3 Identify, deploy, and support development methodologies and

tools
20789 8.5.1.4 Establish service component criteria

20790 8.5.1.5 Understand and select reusable service components

Process
Element Hierarchy
20791 8.5.1.6 Maintain service component portfolio
20792 8.5.1.7 Establish development standards exception governance
20793 8.5.2 Manage service/solution lifecycle planning
20794 8.5.2.1 Monitor and track emerging technology capabilities
20795 8.5.2.2 Identify IT services/solutions
20796 8.5.2.3 Determine IT service/solution approach
20797 8.5.2.4 Define IT solution lifecycle
20798 8.5.2.5 Develop IT service/solution "sunset" plans
20799 8.5.3 Develop and manage service/solution architecture
20800 8.5.3.1 Assess IT application and infrastructure architecture

constraints
20801 8.5.3.2 Assess business constraints on IT service/solution

Process
Element Hierarchy
20802 8.5.3.3 Determine IT component integration requirements
20803 8.5.3.4 Identify opportunities for IT component reuse
20804 8.5.3.5 Promote adoption of existing service/solution architecture
20805 8.5.3.6 Develop and maintain service/solution architectures
20806 8.5.3.7 Assess IT service/solution architecture conformance
20807 8.5.3.8 Manage architectural exceptions
20808 8.5.4 Execute IT service/solution creation and testing
20809 8.5.4.1 Execute IT service/solution development lifecycle
20810 8.5.4.1.1 Assess and validate IT service/solution requirements
20811 8.5.4.1.2 Create service/solution design
20812 8.5.4.1.3 Build and test IT service/solution components

Process
Element Hierarchy
20813 8.5.4.1.4 Integrate IT components and services
20814 8.5.4.1.5 Execute IT service/solution validation
20815 8.5.4.1.6 Bundle service/solution deployment packaging
20816 8.5.4.1.7 Manage service/solution process exceptions
20817 8.5.5 Perform service/solution maintenance and testing
20818 8.5.5.1 Execute IT service/solution maintenance lifecycle
20819 8.5.5.1.1 Assess IT remediation
20820 8.5.5.1.2 Modify service/solution design
20821 8.5.5.1.3 Perform IT service/solution remediation

Process
Element Hierarchy
20822 8.5.5.1.4 Manage service/solution operations
20823 8.5.5.1.5 Prepare fixed/enhanced service/solution packaging
20824 8.6 Deploy services/solutions
20825 8.6.1 Develop and manage service/solution deployment strategy
20826 8.6.1.1 Assess IT deployment business impact
20827 8.6.1.2 Establish IT deployment policies
20828 8.6.1.3 Define and create deployment procedure workflow
20829 8.6.1.4 Define IT change/release standards
20830 8.6.1.5 Assign deployment approval responsibilities

Process
Element Hierarchy
20831 8.6.1.6 Analyze deployments outcomes
20832 8.6.2 Plan service and solution implementation
20833 8.6.2.1 Assess IT deployment risk
20834 8.6.2.2 Define implementation schedule and roll-out sequence
20835 8.6.2.3 Determine implementation requirements
20836 8.6.2.4 Plan and align user testing and resources
20837 8.6.2.5 Develop IT training
20838 8.6.2.6 Create implementation communications
20839 8.6.2.7 Manage IT roll-back procedures
20840 8.6.3 Manage change deployment control
20841 8.6.3.1 Asses IT change/release impact

20842 8.6.3.2 Confirm change/release compliance

Process
Element Hierarchy
20843 8.6.3.3 Assess IT change/release risk
20844 8.6.3.4 Consolidate IT change
20845 8.6.3.5 Create and communicate deployment schedule
20846 8.6.3.6 Approve change/release deployment
20847 8.6.3.7 Document IT change/release outcome

20848 8.6.4 Implement technology solutions
20849 8.6.4.1 Confirm hardware/software operational status
20850 8.6.4.2 Confirm operational availability

20851 8.6.4.3 Execute internal IT implementation plan
20852 8.6.4.4 Confirm implementation completion

20853 8.6.4.5 Implement software change/release
20854 8.6.4.6 Perform post-installation testing
20855 8.6.4.7 Distribute software components network-wide
20856 8.6.4.8 Verify change/release implementation success

20857 8.6.4.9 Execute roll-back plan

Process
Element Hierarchy
20858 8.6.5 Perform service and solution rollout
20859 8.6.5.1 Conduct IT training
20860 8.6.5.2 Prepare and distribute service/solution communications
20861 8.6.5.3 Support organizational changes
20862 8.6.5.4 Execute rollout plans
20863 8.6.5.5 Provide rollout support
20864 8.6.5.6 Manage rollout support capabilities
20865 8.6.5.7 Monitor and record rollout issues
20866 8.7 Create and manage support services/solutions
20867 8.7.1 Define and establish service delivery strategy

Process
Element Hierarchy
20868 8.7.1.1 Assess business objectives and IT service delivery
20869 8.7.1.2 Define IT service delivery portfolio
20870 8.7.1.3 Create and maintain IT service delivery model
20871 8.7.1.4 Determine IT service delivery locations and activities
20872 8.7.1.5 Define IT service delivery sourcing strategy
20873 8.7.2 Define and develop service support strategy
20874 8.7.2.1 Assess business objectives and IT service support delivery
20875 8.7.2.2 Define IT service support portfolio
20876 8.7.2.3 Create and maintain IT support model
20877 8.7.2.4 Develop IT support service sourcing strategy
20878 8.7.2.5 Establish support service framework

Process
Element Hierarchy
20879 8.7.2.6 Provide service support tools and technology
20880 8.7.3 Plan and manage service delivery control
20881 8.7.3.1 Plan operational activities for IT service delivery
20882 8.7.3.1.1 Schedule service delivery resources
20883 8.7.3.1.2 Maintain/optimize batch job schedule
20884 8.7.3.1.3 Schedule change/release windows
20885 8.7.3.1.4 Schedule/optimize backup and archive activities
20886 8.7.3.1.5 Balance operational workloads across available infrastructure

components
20887 8.7.3.1.6 Determine specific problem support procedures
20888 8.7.4 Develop and manage infrastructure resource planning

Process
Element Hierarchy
20889 8.7.4.1 Develop IT service delivery strategy
20890 8.7.4.2 Assess IT infrastructure business objectives
20891 8.7.4.3 Determine ongoing IT infrastructure capabilities
20892 8.7.4.4 Plan IT infrastructure change
20893 8.7.4.5 Plan and budget IT license usage volumes
20895 8.7.5 Define service support planning
20896 8.7.5.1 Understand IT support demand patterns
20897 8.7.5.2 Determine required support resource levels, responsibilities,

and capabilities
20898 8.7.5.3 Maintain service support knowledge repository

Process
Element Hierarchy
20943 8.7.5.4 Maintain service support learning
20899 8.7.5.5 Communicate service support needs
20900 8.7.5.6 Define IT escalation mechanisms
20901 8.7.5.7 Manage IT service support resources
20902 8.7.5.8 Coordinate with external support providers
20903 8.7.5.9 Triage IT service delivery incidents
20904 8.7.5.10 Monitor IT service support performance
20905 8.7.6 Develop and manage service delivery operations
20906 8.7.6.1 Operate and monitor online systems
20907 8.7.6.2 Run and monitor batch job schedule

Process
Element Hierarchy
20908 8.7.6.3 Manage service delivery workloads
20909 8.7.6.4 Manage infrastructure performance and capacity
20910 8.7.6.5 Respond to unplanned operational issues
20911 8.7.6.6 Produce and distribute output media
20912 8.7.6.7 Monitor IT infrastructure security
20913 8.7.6.8 Manage IT infrastructure/data recovery
20914 8.7.7 Manage infrastructure resource administration
20915 8.7.7.1 Manage infrastructure configuration

Process
Element Hierarchy
20916 8.7.7.2 Perform infrastructure component maintenance
20917 8.7.7.3 Install/configure/upgrade infrastructure components
20918 8.7.7.4 Maintain IT asset records
20919 8.7.7.5 Administer IT licenses/user agreements
20920 8.7.7.6 Provide IT infrastructure service and capabilities
20921 8.7.8 Operate IT user support
20922 8.7.8.1 Triage IT issues/requests
20923 8.7.8.2 Provide IT resolution capabilities
20925 8.7.8.3 Manage IT user requests

Process
Element Hierarchy
20926 8.7.8.4 Escalate IT requests
20927 8.7.8.5 Resolve IT issues/requests
20928 8.7.8.6 Execute IT continuity and recovery action
17058 9.0 Manage Financial Resources
10728 9.1 Perform planning and management accounting
10738 9.1.1 Perform planning/budgeting/forecasting
10771 9.1.1.1 Develop and maintain budget policies and procedures

Process
Element Hierarchy
10772 9.1.1.2 Prepare periodic budgets and plans
20135 9.1.1.3 Operationalize and implement plans to achieve budget
10773 9.1.1.4 Prepare periodic financial forecasts
20136 9.1.1.5 Perform variance analysis against forecasts and budgets
10739 9.1.2 Perform cost accounting and control
10774 9.1.2.1 Perform inventory accounting
14057 9.1.2.2 Perform profit center accounting
10775 9.1.2.3 Perform cost of sales analysis
10776 9.1.2.4 Perform product costing
10777 9.1.2.5 Perform variance analysis

Process
Element Hierarchy
11175 9.1.2.6 Report on profitability
10740 9.1.3 Perform cost management
10778 9.1.3.1 Determine key cost drivers

10779 9.1.3.2 Measure cost drivers
10780 9.1.3.3 Determine critical activities
10781 9.1.3.4 Manage asset resource deployment and utilization
10741 9.1.4 Evaluate and manage financial performance
10782 9.1.4.1 Assess customer and product profitability
10783 9.1.4.2 Evaluate new products

Process
Element Hierarchy
10784 9.1.4.3 Perform life cycle costing
10785 9.1.4.4 Optimize customer and product mix
10786 9.1.4.5 Track performance of new-customer and product strategies
10787 9.1.4.6 Prepare activity-based performance measures
10788 9.1.4.7 Manage continuous cost improvement
10729 9.2 Perform revenue accounting
10742 9.2.1 Process customer credit
10789 9.2.1.1 Establish credit policies
10790 9.2.1.2 Analyze/Approve new account applications
14187 9.2.1.3 Analyze credit scoring history
14188 9.2.1.4 Forecast credit scoring requirement
10791 9.2.1.5 Review existing accounts

Process
Element Hierarchy
10792 9.2.1.6 Produce credit/collection reports
10793 9.2.1.7 Reinstate or suspend accounts based on credit policies
10743 9.2.2 Invoice customer
10794 9.2.2.1 Maintain customer/product master files
10795 9.2.2.2 Generate customer billing data
10796 9.2.2.3 Transmit billing data to customers
10797 9.2.2.4 Post receivable entries

10798 9.2.2.5 Resolve customer billing inquiries
10744 9.2.3 Process accounts receivable (AR)

Process
Element Hierarchy
10799 9.2.3.1 Establish AR policies
10800 9.2.3.2 Receive/Deposit customer payments
10801 9.2.3.3 Apply cash remittances
10802 9.2.3.4 Prepare AR reports
10803 9.2.3.5 Post AR activity to the general ledger
10745 9.2.4 Manage and process collections
10804 9.2.4.1 Establish policies for delinquent accounts
10805 9.2.4.2 Analyze delinquent account balances
10806 9.2.4.3 Correspond/Negotiate with delinquent accounts
10807 9.2.4.4 Discuss account resolution with internal parties
10808 9.2.4.5 Process adjustments/write off balances
14007 9.2.4.6 Perform recovery workout

Process
Element Hierarchy
14008 9.2.4.7 Manage default accounts
10746 9.2.5 Manage and process adjustments/deductions
10809 9.2.5.1 Establish policies/procedures for adjustments
10810 9.2.5.2 Analyze adjustments
10811 9.2.5.3 Correspond/Negotiate with customer
10812 9.2.5.4 Discuss resolution with internal parties
10813 9.2.5.5 Prepare chargeback invoices
10814 9.2.5.6 Process related entries
10730 9.3 Perform general accounting and reporting
10747 9.3.1 Manage policies and procedures
10815 9.3.1.1 Negotiate service-level agreements

Process
Element Hierarchy
10816 9.3.1.2 Establish accounting policies
10817 9.3.1.4 Set and enforce approval limits
10818 9.3.1.5 Establish common financial systems
10748 9.3.2 Perform general accounting
10819 9.3.2.1 Maintain chart of accounts
10820 9.3.2.2 Process journal entries
10821 9.3.2.3 Process allocations
10822 9.3.2.4 Process period end adjustments
10823 9.3.2.5 Post and reconcile intercompany transactions
10824 9.3.2.6 Reconcile general ledger accounts

Process
Element Hierarchy
10825 9.3.2.7 Perform consolidations and process eliminations
10826 9.3.2.8 Prepare trial balance
10827 9.3.2.9 Prepare and post management adjustments
10749 9.3.3 Perform fixed-asset accounting
10828 9.3.3.1 Establish fixed-asset policies and procedures
10829 9.3.3.2 Maintain fixed-asset master data files
10830 9.3.3.3 Process and record fixed-asset additions and retires
10831 9.3.3.4 Process and record fixed-asset adjustments, enhancements,

10832 9.3.3.5 Process and record fixed-asset maintenance and repair

expenses
10833 9.3.3.6 Calculate and record depreciation expense

Process
Element Hierarchy
10834 9.3.3.7 Reconcile fixed-asset ledger
10835 9.3.3.8 Track fixed-assets including physical inventory
10836 9.3.3.9 Provide fixed-asset data to support tax, statutory, and

10750 9.3.4 Perform financial reporting
10837 9.3.4.1 Prepare business unit financial statements
10838 9.3.4.2 Prepare consolidated financial statements
10839 9.3.4.3 Perform business unit reporting/review management reports

Process
Element Hierarchy
10840 9.3.4.4 Perform consolidated reporting/review of cost management
reports
10841 9.3.4.5 Prepare statements for board review
10842 9.3.4.6 Produce quarterly/annual filings and shareholder reports
10843 9.3.4.7 Produce regulatory reports
14074 9.3.4.8 Perform legal and management consolidation
10731 9.4 Manage fixed-asset project accounting
10751 9.4.1 Perform capital planning and project approval
10844 9.4.1.1 Develop capital investment policies and procedures

Process
Element Hierarchy
10845 9.4.1.2 Develop and approve capital expenditure plans and budgets
10846 9.4.1.3 Review and approve capital projects and fixed-asset

acquisitions
10847 9.4.1.4 Conduct financial justification for project approval
10752 9.4.2 Perform capital project accounting
10848 9.4.2.1 Create project account codes

10849 9.4.2.2 Record project-related transactions
10850 9.4.2.3 Monitor and track capital projects and budget spending
10851 9.4.2.4 Close/capitalize projects
10852 9.4.2.5 Measure financial returns on completed capital projects
10732 9.5 Process payroll

Process
Element Hierarchy
10753 9.5.1 Report time
10853 9.5.1.1 Establish policies and procedures
10854 9.5.1.2 Collect and record employee time worked

10855 9.5.1.3 Analyze and report paid and unpaid leave
10856 9.5.1.4 Monitor regular, overtime, and other hours
10857 9.5.1.5 Analyze and report employee utilization

10754 9.5.2 Manage pay
10858 9.5.2.1 Enter employee time worked into payroll system
10859 9.5.2.2 Maintain and administer employee earnings information
10860 9.5.2.3 Maintain and administer applicable deductions
10861 9.5.2.4 Monitor changes in tax status of employees
10862 9.5.2.5 Process and distribute payments

Process
Element Hierarchy
10863 9.5.2.6 Process and distribute manual checks
10864 9.5.2.7 Process period-end adjustments
10865 9.5.2.8 Respond to employee payroll inquiries

10755 9.5.3 Manage and process payroll taxes
10866 9.5.3.3 Calculate and pay applicable payroll taxes
10867 9.5.3.4 Produce and distribute employee annual tax statements
10868 9.5.3.5 File regulatory payroll tax forms
10733 9.6 Process accounts payable and expense reimbursements
10756 9.6.1 Process accounts payable (AP)
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file
10870 9.6.1.2 Maintain/Manage electronic commerce

10871 9.6.1.3 Audit invoices and key data in AP system
10872 9.6.1.4 Approve payments

10873 9.6.1.5 Process financial accruals and reversals

Process
Element Hierarchy
10874 9.6.1.6 Process payables taxes
10875 9.6.1.7 Research/Resolve payable exceptions
10876 9.6.1.8 Process payments
10877 9.6.1.9 Respond to AP inquiries
10878 9.6.1.10 Retain records

10879 9.6.1.11 Adjust accounting records
10757 9.6.2 Process expense reimbursements
10880 9.6.2.1 Establish and communicate expense reimbursement policies

and approval limits
10881 9.6.2.2 Capture and report relevant tax data
10882 9.6.2.3 Approve reimbursements and advances

10883 9.6.2.4 Process reimbursements and advances
10884 9.6.2.5 Manage personnel accounts

Process
Element Hierarchy
10734 9.7 Manage treasury operations
10758 9.7.1 Manage treasury policies and procedures
10885 9.7.1.1 Establish scope and governance of treasury operations
10886 9.7.1.2 Establish and publish treasury policies
10887 9.7.1.3 Develop treasury procedures
10888 9.7.1.4 Monitor treasury procedures
10889 9.7.1.5 Audit treasury procedures

10890 9.7.1.6 Revise treasury procedures
10891 9.7.1.7 Develop and confirm internal controls for treasury
10892 9.7.1.8 Define system security requirements

Process
Element Hierarchy
10759 9.7.2 Manage cash
10893 9.7.2.1 Manage and reconcile cash positions
10894 9.7.2.2 Manage cash equivalents
10895 9.7.2.3 Process and oversee electronic fund transfers (EFTs)

10896 9.7.2.4 Develop cash flow forecasts
10897 9.7.2.5 Manage cash flows
10898 9.7.2.6 Produce cash management accounting transactions and

reports
10899 9.7.2.7 Manage and oversee banking relationships
10900 9.7.2.8 Analyze, negotiate, resolve, and confirm bank fees
10760 9.7.3 Manage in-house bank accounts

Process
Element Hierarchy
10901 9.7.3.1 Manage in-house bank accounts for subsidiaries
10902 9.7.3.2 Manage and facilitate inter-company borrowing transactions

10903 9.7.3.3 Manage centralized outgoing payments on behalf of
subsidiaries
10904 9.7.3.4 Manage central incoming payments on behalf of subsidiaries
10905 9.7.3.5 Manage internal payments and netting transactions
10906 9.7.3.6 Calculate interest and fees for in-house bank accounts
10907 9.7.3.7 Provide account statements for in-house bank accounts

10761 9.7.4 Manage debt and investment
10908 9.7.4.2 Manage financial intermediary relationships
10909 9.7.4.3 Manage liquidity
10910 9.7.4.4 Manage issuer exposure
10911 9.7.4.5 Process and oversee debt and investment transactions

Process
Element Hierarchy
10912 9.7.4.6 Process and oversee foreign currency transactions
10913 9.7.4.7 Produce debt and investment accounting transaction reports
14210 9.7.4.8 Process and oversee interest rate transactions
11208 9.7.6 Monitor and execute risk and hedging transactions
12974 9.7.6.1 Develop risk management/hedging strategy
11209 9.7.6.2 Manage interest rate risk

11210 9.7.6.3 Manage foreign exchange risk
19582 9.7.6.3.4 Execute foreign exchange trades
19583 9.7.6.3.5 Manage foreign exchange balance sheet risk
11211 9.7.6.4 Manage exposure risk

Process
Element Hierarchy
20137 9.7.6.5 Execute hedging transactions
19589 9.7.6.5.2 Establish hedges

19590 9.7.6.5.3 Unwind hedges
11213 9.7.6.5.4 Evaluate and refine hedging positions
11215 9.7.6.5.5 Monitor credit
11214 9.7.6.6 Produce hedge accounting transactions and reports
10735 9.8 Manage internal controls
10762 9.8.1 Establish internal controls, policies, and procedures
10914 9.8.1.1 Establish board of directors and audit committee
10915 9.8.1.2 Define and communicate code of ethics

10916 9.8.1.3 Assign roles and responsibility for internal controls
11250 9.8.1.4 Define business process objectives and risks

Process
Element Hierarchy
11251 9.8.1.5 Define entity/unit risk tolerances
10763 9.8.2 Operate controls and monitor compliance with internal

controls policies and procedures
10917 9.8.2.1 Design and implement control activities
10918 9.8.2.2 Monitor control effectiveness
10919 9.8.2.3 Remediate control deficiencies
10920 9.8.2.4 Create compliance function
10921 9.8.2.5 Operate compliance function

10922 9.8.2.6 Implement and maintain controls-related enabling
10764 9.8.3 Report on internal controls compliance
10923 9.8.3.1 Report to external auditors

Process
Element Hierarchy
10924 9.8.3.2 Report to regulators, share-/debt-holders, securities
exchanges, etc.
10925 9.8.3.3 Report to third parties
10926 9.8.3.4 Report to internal management
10736 9.9 Manage taxes
10765 9.9.1 Develop tax strategy and plan
10927 9.9.1.1 Develop foreign, national, state, and local tax strategy
10928 9.9.1.2 Consolidate and optimize total tax plan
10929 9.9.1.3 Maintain tax master data
10766 9.9.2 Process taxes
10930 9.9.2.1 Perform tax planning/strategy
10931 9.9.2.2 Prepare tax returns
10932 9.9.2.3 Prepare foreign taxes

Process
Element Hierarchy
10933 9.9.2.4 Calculate deferred taxes
10934 9.9.2.5 Account for taxes
10935 9.9.2.6 Monitor tax compliance
10936 9.9.2.7 Address tax inquiries
10737 9.10 Manage international funds/consolidation
10767 9.10.1 Monitor international rates
10768 9.10.2 Manage transactions
10769 9.10.3 Monitor currency exposure/hedge currency
10770 9.10.4 Report results
17059 9.11 Perform global trade services

Process
Element Hierarchy
14090 9.11.1 Screen sanctioned party list
14091 9.11.2 Control exports and imports
14092 9.11.3 Classify products
19593 9.11.4 Perform currency conversion
14093 9.11.5 Calculate duty

14094 9.11.6 Communicate with customs
14095 9.11.7 Document trade
14096 9.11.8 Process trade preferences
14097 9.11.9 Handle restitution

Process
Element Hierarchy
14098 9.11.10 Prepare letter of credit
19207 10.0 Acquire, Construct, and Manage Assets
10937 10.1 Plan and acquire assets
10941 10.1.1 Develop property strategy and long term vision
10955 10.1.1.1 Confirm alignment of property requirements with business

strategy
10956 10.1.1.2 Appraise the external environment
10957 10.1.1.3 Determine build or buy decision
10942 10.1.2 Develop, construct, and modify sites
10943 10.1.3 Plan facility
10958 10.1.3.1 Design facility

Process
Element Hierarchy
19776 10.1.3.1.1 Design / define maintenance facility
10959 10.1.3.2 Analyze budget
10960 10.1.3.3 Select property
10961 10.1.3.4 Negotiate terms for facility
10962 10.1.3.5 Manage construction or modification to building
10944 10.1.4 Provide workspace and facilities
10963 10.1.4.1 Acquire workspace and facilities
10964 10.1.4.2 Change fit/form/function of workspace and facilities
10949 10.1.5 Manage facilities operations
10965 10.1.5.1 Relocate people

Process
Element Hierarchy
10966 10.1.5.2 Relocate material and tools
19208 10.2 Design and construct productive assets
19209 10.2.1 Manage capital program for productive assets
19210 10.2.1.1 Define capital investment plan
19211 10.2.1.2 Monitor capital program
19212 10.2.1.3 Secure construction financing

20139 10.2.2 Design and plan asset construction
19220 10.2.2.1 Develop construction strategy
11276 10.2.2.2 Perform construction performance management
19222 10.2.2.3 Design assets

Process
Element Hierarchy
19223 10.2.2.4 Plan construction resources
19229 10.2.3 Schedule and perform construction work
19230 10.2.3.1 Schedule construction work
19231 10.2.3.2 Obtain resources
19232 10.2.3.3 Construct new assets
19233 10.2.3.4 Augment existing assets
19234 10.2.3.5 Renew/Replace assets
19224 10.2.4 Manage asset construction
19225 10.2.4.1 Monitor work performance
19226 10.2.4.2 Undertake construction quality control
19227 10.2.4.3 Create work and asset records

Process
Element Hierarchy
19228 10.2.4.4 Manage safety, security, and access to sites
19238 10.3 Maintain productive assets
19239 10.3.1 Plan asset maintenance
19240 10.3.1.1 Develop maintenance strategies
10967 10.3.1.2 Analyze assets and predict maintenance requirements
19241 10.3.1.3 Specify maintenance policies
10968 10.3.1.4 Integrate preventive maintenance into operations schedule
19242 10.3.1.5 Identify work management tasks & priorities
19243 10.3.1.6 Conduct resource planning
19244 10.3.1.7 Create work plans

19245 10.3.2 Manage asset maintenance

Process
Element Hierarchy
19246 10.3.2.1 Schedule maintenance work
19247 10.3.2.2 Obtain required resources
19248 10.3.2.3 Undertake maintenance quality control
19249 10.3.2.4 Update work and asset records
19250 10.3.2.5 Manage maintenance work safety
19251 10.3.2.6 Define maintenance performance targets
19252 10.3.2.7 Monitor maintenance performance against targets/contracts
19253 10.3.3 Perform asset maintenance
10947 10.3.3.1 Perform preventative asset maintenance
19254 10.3.3.2 Perform routine asset maintenance
19255 10.3.3.3 Perform corrective asset maintenance and repairs

Process
Element Hierarchy
19256 10.3.3.4 Identify unplanned maintenance requirements
19257 10.3.3.5 Perform unplanned maintenance and repairs
19728 10.3.4.1 Perform repair provider selection and interaction
19729 10.3.4.2 Receive component / part and analyze fault
19731 10.3.4.4 Perform beyond economic repair (BER) assessment

Process
Element Hierarchy
19732 10.3.4.5 Prioritize repairs (based on aircraft on ground (AOG))
19733 10.3.4.6 Establish availability of components / parts requiring repair
19735 10.3.4.8 Track component / part repairs (internal / external)

Process
Element Hierarchy
19736 10.3.4.9 Document repair testing
19738 10.3.4.11 Provide billing / invoice data to finance
19739 10.3.4.12 Manage system and process integration
19791 10.3.5 Define and manage maintenance capacities

19740 10.3.5.1 Define and oversee maintenance capacities
19741 10.3.5.3 Develop and manage operational capacity plan
19742 10.3.6 Perform maintenance activities

Process
Element Hierarchy
19744 10.3.6.2 Generate quote for additional maintenance and obtain
approval to proceed
19747 10.3.6.5 Manage certification documentation
19748 10.3.6.6 Compile aircraft component change and configuration

management data
19749 10.3.6.7 Manage task card lifecycle (issue, assign, work, approve,
close) compliance
19750 10.3.6.8 Manage third party provider interactions
19751 10.3.6.9 Provide invoice / billing data to finance

Process
Element Hierarchy
10940 10.4 Dispose of assets
10952 10.4.1 Develop exit strategy
19258 10.4.2 Decommission productive assets
10953 10.4.3 Perform sale or trade
10954 10.4.4 Perform abandonment
16970 10.4.5 Perform waste and hazardous goods management
16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and

Resiliency
17060 11.1 Manage enterprise risk

Process
Element Hierarchy
16439 11.1.1 Establish the enterprise risk framework and policies
16440 11.1.1.1 Determine risk tolerance for organization
16441 11.1.1.2 Develop and maintain enterprise risk policies and procedures
16442 11.1.1.3 Identify and implement enterprise risk management tools
16443 11.1.1.4 Coordinate the sharing of risk knowledge across the

organization
16444 11.1.1.5 Prepare and report enterprise risk to executive management

and board
16445 11.1.2 Oversee and coordinate enterprise risk management activities
16446 11.1.2.1 Identify enterprise level risks
16447 11.1.2.2 Assess risks to determine which to mitigate
16448 11.1.2.3 Develop risk mitigation and management strategy and


Process
Element Hierarchy
16449 11.1.2.4 Verify business unit and functional risk mitigation plans are
implemented
16450 11.1.2.5 Ensure risks and risk mitigation actions are monitored
16451 11.1.2.6 Report on enterprise risk activities
16452 11.1.2.7 Coordinate business unit and functional risk management

activities
16453 11.1.2.8 Ensure that each business unit/function follows the enterprise
risk management process
16454 11.1.2.9 Ensure that each business unit/function follows the enterprise
risk reporting process
17462 11.1.3 Manage business unit and function risk
16456 11.1.3.1 Identify risks
16457 11.1.3.2 Assess risks using enterprise risk framework policies and
procedures
16458 11.1.3.3 Develop mitigation plans for risks
16459 11.1.3.4 Implement mitigation plans for risks
16460 11.1.3.5 Monitor risks

Process
Element Hierarchy
16461 11.1.3.6 Analyze risk activities and update plans
16462 11.1.3.7 Report on function risk activities
17467 11.2 Manage compliance
17468 11.2.1 Establish compliance framework and policies
17469 11.2.1.1 Develop enterprise compliance policies and procedures
17470 11.2.1.2 Implement enterprise compliance activities
14133 11.2.1.3 Manage internal audits
14137 11.2.1.4 Maintain controls-related technologies and tools
16463 11.2.2 Manage regulatory compliance
16464 11.2.2.1 Develop regulatory compliance procedures

Process
Element Hierarchy
16465 11.2.2.2 Identify applicable regulatory requirements
16466 11.2.2.3 Monitor the regulatory environment for changing or emerging

regulations
16467 11.2.2.4 Assess current compliance position and identify weaknesses

16468 11.2.2.5 Implement missing or stronger regulatory compliance controls
and policies
16469 11.2.2.6 Monitor and test regulatory compliance position and existing
controls
19595 11.2.2.7 Compile and communicate compliance scorecard(s)
19596 11.2.2.8 Compile and communicate internal and regulatory compliance

reports
16470 11.2.2.9 Maintain relationships with regulators as appropriate
19777 11.2.2.10 Certify capabilities

Process
Element Hierarchy
11185 11.3 Manage remediation efforts
11201 11.3.1 Create remediation plans
11202 11.3.2 Contact and confer with experts
11203 11.3.3 Identify/Dedicate resources
11204 11.3.4 Investigate legal aspects
11205 11.3.5 Investigate damage cause
11206 11.3.6 Amend or create policy
11216 11.4 Manage business resiliency

Process
Element Hierarchy
11221 11.4.1 Develop the business resilience strategy
11222 11.4.2 Perform continuous business operations planning

11223 11.4.3 Test continuous business operations
11224 11.4.4 Maintain continuous business operations
16471 11.4.5 Share knowledge of specific risks across other parts of the
organization
10012 12.0 Manage External Relationships
11010 12.1 Build investor relationships
11035 12.1.1 Plan, build, and manage lender relations
11036 12.1.2 Plan, build, and manage analyst relations
11037 12.1.3 Communicate with shareholders

Process
Element Hierarchy
11011 12.2 Manage government and industry relationships
11038 12.2.1 Manage government relations
12869 12.2.1.1 Assess relationships
12870 12.2.1.2 Appoint responsible executives
12871 12.2.1.3 Monitor relationships
12872 12.2.1.4 Receive input from internal advisors
12873 12.2.1.5 Receive input from external advisors
12874 12.2.1.6 Liaise with authorities

11039 12.2.2 Manage relations with quasi-government bodies
12875 12.2.2.1 Establish relationships with agencies
12878 12.2.2.4 Plan and manage meetings
11040 12.2.3 Manage relations with trade or industry groups

Process
Element Hierarchy
12879 12.2.3.1 Evaluate the requirements for strategic relationships
12880 12.2.3.2 Monitor the success of the partnerships
12881 12.2.3.3 Extend or change the relationships
11041 12.2.4 Manage lobby activities

11012 12.3 Manage relations with board of directors
11042 12.3.1 Report financial results
11043 12.3.2 Report audit findings
11013 12.4 Manage legal and ethical issues
11044 12.4.1 Create ethics policies

Process
Element Hierarchy
11045 12.4.2 Manage corporate governance policies
11046 12.4.3 Develop and perform preventive law programs
11047 12.4.4 Ensure compliance
11053 12.4.4.1 Plan and initiate compliance program
11054 12.4.4.2 Execute compliance program
11048 12.4.5 Manage outside counsel

Process
Element Hierarchy
11056 12.4.5.1 Assess problem and determine work requirements
11057 12.4.5.2 Engage/Retain outside counsel if necessary
11058 12.4.5.3 Receive strategy/budget
11059 12.4.5.4 Receive work product and manage/monitor case and work
performed
11060 12.4.5.5 Process payment for legal services
11061 12.4.5.6 Track legal activity/performance
11049 12.4.6 Protect intellectual property

Process
Element Hierarchy
11062 12.4.6.1 Manage copyrights, patents, and trademarks
11063 12.4.6.2 Maintain intellectual property rights and restrictions
11064 12.4.6.3 Administer licensing terms
11065 12.4.6.4 Administer options
11050 12.4.7 Resolve disputes and litigations

11051 12.4.8 Provide legal advice/counseling
11052 12.4.9 Negotiate and document agreements/contracts
11014 12.5 Manage public relations program
11066 12.5.1 Manage community relations

Process
Element Hierarchy
11067 12.5.2 Manage media relations
11068 12.5.3 Promote political stability
11069 12.5.4 Create press releases
11070 12.5.5 Issue press releases
10013 13.0 Develop and Manage Business Capabilities
16378 13.1 Manage business processes
16379 13.1.1 Establish and maintain process management governance
16380 13.1.1.1 Define and manage governance approach

Process
Element Hierarchy
16381 13.1.1.2 Establish and maintain process tools and templates
16382 13.1.1.3 Assign and support process ownership
16383 13.1.1.4 Perform process governance activities
16384 13.1.2 Define and manage process frameworks
16385 13.1.2.1 Establish and maintain process framework
16386 13.1.2.2 Identify cross-functional processes
16387 13.1.3 Define processes
16388 13.1.3.1 Scope processes

Process
Element Hierarchy
16389 13.1.3.2 Analyze processes
20140 13.1.3.2.1 Identify published best practices
16390 13.1.3.3 Model and document processes
16391 13.1.3.4 Publish processes
16392 13.1.4 Manage process performance
16393 13.1.4.1 Provide process training
16394 13.1.4.2 Support process execution

Process
Element Hierarchy
16395 13.1.4.3 Measure and report process performance
20141 13.1.4.3.1 Identify additional metrics as required
16396 13.1.5 Improve processes
16397 13.1.5.1 Identify and select improvement opportunities
16398 13.1.5.2 Manage improvement projects
16399 13.1.5.3 Perform continuous improvement activities
16400 13.2 Manage portfolio, program, and project
16401 13.2.1 Manage portfolio
16402 13.2.1.1 Establish portfolio strategy

Process
Element Hierarchy
16403 13.2.1.2 Define portfolio governance
16404 13.2.1.3 Monitor and control portfolio
16405 13.2.2 Manage programs
16406 13.2.2.1 Establish program structure and approach
16407 13.2.2.2 Manage program stakeholders and partners
16408 13.2.2.3 Manage program execution
16409 13.2.2.4 Review and report program performance

Process
Element Hierarchy
16410 13.2.3 Manage projects
16411 13.2.3.1 Establish project scope
11117 13.2.3.1.1 Identify project requirements and objectives
16412 13.2.3.1.2 Identify project resource requirements
11118 13.2.3.1.3 Assess culture and readiness for project management

approach
11120 13.2.3.1.4 Create business case and obtain funding
11121 13.2.3.1.5 Develop project measures and indicators

Process
Element Hierarchy
11119 13.2.3.2 Identify appropriate project management methodologies
16413 13.2.3.3 Develop project plans
11123 13.2.3.3.1 Define roles and resources
20142 13.2.3.3.2 Acquire/secure project resources
11124 13.2.3.3.3 Identify specific IT requirements
11125 13.2.3.3.4 Create training and communication plans
11127 13.2.3.3.5 Design recognition and reward approaches
11128 13.2.3.3.6 Design and plan launch of project
11129 13.2.3.3.7 Deploy the project

Process
Element Hierarchy
16414 13.2.3.4 Execute projects
11131 13.2.3.4.1 Evaluate impact of project management (strategy and

16415 13.2.3.4.2 Report the status of project
16416 13.2.3.4.3 Manage project scope
11132 13.2.3.4.4 Promote and sustain activity and involvement
11133 13.2.3.4.5 Realign and refresh project management strategy and

approaches
16417 13.2.3.5 Review and report project performance

Process
Element Hierarchy
16418 13.2.3.6 Close projects
17471 13.3 Manage enterprise quality
17472 13.3.1 Establish quality requirements
17473 13.3.1.1 Define critical-to-quality characteristics
17474 13.3.1.2 Define preventive quality activities
17475 13.3.1.3 Develop quality controls
17476 13.3.1.3.1 Define process steps for controls (or integration points)

Process
Element Hierarchy
17477 13.3.1.3.2 Define sampling plan
17478 13.3.1.3.3 Identify measurement methods
17479 13.3.1.3.4 Define required competencies
17480 13.3.1.4 Prove capability to assess compliance with requirements
17481 13.3.1.5 Finalize quality plan
17482 13.3.2 Evaluate performance to requirements

Process
Element Hierarchy
17483 13.3.2.1 Test against quality plan
17484 13.3.2.1.1 Conduct test and collect data
17485 13.3.2.1.2 Record result(s)
17486 13.3.2.1.3 Determine disposition of result(s)
17487 13.3.2.2 Assess results of tests
17488 13.3.2.2.1 Assess sample significance
17489 13.3.2.2.2 Summarize result(s)

Process
Element Hierarchy
17490 13.3.2.2.3 Recommend actions
17491 13.3.2.2.4 Decide next steps
17492 13.3.3 Manage non-conformance
17493 13.3.3.1 Assess potential impact
17494 13.3.3.2 Determine immediate action(s)
17495 13.3.3.3 Identify root cause(s)
17496 13.3.3.4 Take corrective or preventative action
17497 13.3.3.5 Close non-conformance

Process
Element Hierarchy
17498 13.3.4 Implement and maintain the enterprise quality management
system (EQMS)
17499 13.3.4.1 Define the quality strategy
17500 13.3.4.2 Plan and deploy the EQMS scope, targets, and goals
17501 13.3.4.3 Identify core EQMS processes, controls, and metrics
17502 13.3.4.4 Develop and document EQMS policies, procedures, standards,

and measures

Process
Element Hierarchy
17503 13.3.4.5 Assess the EQMS performance
17504 13.3.4.7 Create environment and capability for EQMS improvement(s)
17505 13.3.4.7.1 Reward quality excellence
17506 13.3.4.7.2 Create and maintain quality partnerships
17507 13.3.4.7.3 Maintain talent capabilities and competencies
17508 13.3.4.7.4 Incorporate EQMS messaging into communication channels
17509 13.3.4.7.5 Assure independent EQMS management access to appropriate

authority in the organization

Process
Element Hierarchy
17510 13.3.4.7.6 Transfer proven EQMS methods
11074 13.4 Manage change
11134 13.4.1 Plan for change
11138 13.4.1.1 Select process improvement methodology
11140 13.4.1.2 Determine stakeholders
11139 13.4.1.3 Assess readiness for change

Process
Element Hierarchy
11141 13.4.1.4 Identify change champion(s)
11142 13.4.1.5 Form design team
11143 13.4.1.6 Define scope
11144 13.4.1.7 Understand current state
11145 13.4.1.8 Define future state
11146 13.4.1.9 Conduct organizational risk analysis
11147 13.4.1.10 Assess cultural issues
20143 13.4.1.11 Identify impacted groups
20144 13.4.1.12 Determine degree/extent of impact

Process
Element Hierarchy
11148 13.4.1.13 Establish accountability for change management
11149 13.4.1.14 Identify barriers to change
11150 13.4.1.15 Determine change enablers
11151 13.4.1.16 Identify resources and develop measures
11135 13.4.2 Design the change
11152 13.4.2.1 Assess connection to other initiatives
11153 13.4.2.2 Develop change management plans

Process
Element Hierarchy
11154 13.4.2.3 Develop training plan
11155 13.4.2.4 Develop communication plan
20145 13.4.2.5 Assign change champion(s)
11156 13.4.2.6 Develop rewards/incentives plan
11157 13.4.2.7 Establish change adoption metrics
11158 13.4.2.8 Establish/Clarify new roles
11159 13.4.2.9 Identify budget/roles

Process
Element Hierarchy
11136 13.4.3 Implement change
11160 13.4.3.1 Create commitment for improvement/change
11161 13.4.3.2 Reengineer business processes and systems
11162 13.4.3.3 Support transition to new roles or exit strategies for

incumbents
11163 13.4.3.4 Monitor change
20146 13.4.3.5 Report on change
11137 13.4.4 Sustain improvement

Process
Element Hierarchy
11164 13.4.4.1 Monitor improved process performance
11165 13.4.4.2 Capture and reuse lessons learned from change process
11166 13.4.4.3 Take corrective action as necessary
11073 13.5 Develop and manage enterprise-wide knowledge management

(KM) capability
11095 13.5.1 Develop KM strategy
11100 13.5.1.1 Develop governance model with roles and accountability
11102 13.5.1.2 Define roles and accountability of core group versus operating
units

Process
Element Hierarchy
11103 13.5.1.3 Develop funding models
11104 13.5.1.4 Identify links to key initiatives
11105 13.5.1.5 Develop core KM methodologies
11106 13.5.1.6 Assess IT needs and engage IT function
11107 13.5.1.7 Develop training and communication plans
11108 13.5.1.8 Develop change management approaches
11109 13.5.1.9 Develop strategic measures and indicators

Process
Element Hierarchy
11096 13.5.2 Assess KM capabilities
11110 13.5.2.1 Assess maturity of existing KM initiatives
11111 13.5.2.2 Evaluate existing KM approaches
11112 13.5.2.3 Identify gaps and needs
11114 13.5.3.1 Develop new KM approaches
11115 13.5.3.3 Implement new KM approaches
11113 13.5.4.1 Enhance/Modify existing KM approaches
16436 13.6 Measure and benchmark
11071 13.6.1 Create and manage organizational performance strategy

Process
Element Hierarchy
11075 13.6.1.1 Create enterprise measurement systems model
11076 13.6.1.2 Measure process efficiency
11077 13.6.1.3 Measure cost effectiveness
11078 13.6.1.4 Measure staff productivity
11079 13.6.1.5 Measure cycle time
11072 13.6.2 Benchmark performance

Process
Element Hierarchy
11083 13.6.2.1 Conduct performance assessments
11084 13.6.2.2 Develop benchmarking capabilities
11085 13.6.2.3 Conduct internal process and external competitive

benchmarking
11087 13.6.2.4 Conduct gap analysis
11088 13.6.2.5 Establish need for change
20147 13.6.3 Evaluate process performance
10270 13.6.3.1 Establish appropriate performance indicators (metrics)
10271 13.6.3.2 Establish monitoring frequency
20148 13.6.3.3 Collect performance data
10272 13.6.3.4 Calculate performance measures
10273 13.6.3.5 Identify performance trends

Process
Element Hierarchy
10274 13.6.3.6 Analyze performance against benchmark data
10275 13.6.3.7 Prepare reports
10276 13.6.3.8 Develop performance improvement plan
11179 13.7 Manage environmental health and safety (EHS)
11180 13.7.1 Determine environmental health and safety impacts
11186 13.7.1.1 Evaluate environmental impact of products, services, and

operations
11187 13.7.1.2 Conduct health and safety and environmental audits
11181 13.7.2 Develop and execute functional EHS program

Process
Element Hierarchy
11188 13.7.2.1 Identify regulatory and stakeholder requirements
11189 13.7.2.2 Assess future risks and opportunities
11190 13.7.2.3 Create EHS policy
11191 13.7.2.4 Record and manage EHS events
11182 13.7.3 Train and educate functional employees
11192 13.7.3.1 Communicate EHS issues to stakeholders and provide support
11183 13.7.4 Monitor and manage functional EHS management program
11193 13.7.4.1 Manage EHS costs and benefits

Process
Element Hierarchy
11194 13.7.4.2 Measure and report EHS performance
11196 13.7.4.3 Implement emergency response program
11197 13.7.4.4 Implement pollution prevention program
11195 13.7.4.5 Provide employees with EHS support

Definition
This is the root of the PCF hierarchy
Develop vision and strategy establishes a direction and vision for an
organization. It involves defining the business concept and long-term
vision, as well as developing the business strategy and managing
strategic initiatives. Processes in this category focus on creating a
vision, a mission, and strategic objectives, and culminate in creating
measures to ensure that the organization is moving in the desired
direction.
The Define the business concept and long-term vision process group
encompasses four processes related to developing an organization’s
strategy and business design. First, the organization assesses the
external environment, which provides insight into the operating
framework. Next, the organization surveys the market, which provides
insight into business opportunities and customer desires. Third, there
is an internal analysis of the organization’s characteristics, which
assesses how it matches market requirements and opportunities; this
process results in the ability to define internal core capabilities.
Finally, the organization defines a strategic vision that states long-
term goals. This process group forms an organization’s strategic
direction.
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.
Identifying your competitors, their service and/or product. Evaluating
competitors strategies to determine their strengths and weaknesses
relative to those of your own product or service.

Definition
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.
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.

Definition
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.
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.
Establishing measures and procedures for identifying various

intellectual property threats and concerns.

Definition
Establishing and defining measures and methods for valuation and
acquisitions of IP. Defining the value of intellectual property for buying
and licensing of IP rights.
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.
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 and collecting customers' wants and needs of a product
and/or services from a marketing perspective. Identify which
consumer needs are important and whether needs are being met by
current products/services.
Creating customer profiles to get a picture of customers and their
needs. Identify particular groups of people/organizations that benefit
from your product/services and then selling to them.
Modeling of long-term customer, fleets, and aircraft demand. Strategic
planning is carried out over a planning horizon of 3-10 years. It is
linked to long term planning of facilities. If the plan is to provide a full
suite of services to business jet customers, the demand for these
services must be predicted and a facility that is capable of handling
this demand must be established. The key inputs include past
customer demand for aircraft, aircraft types operated by the
customers, market growth projections, etc. (The initial strategic
demand plan baseline is periodically updated to reflect changing
market conditions, new customers, etc. )

Definition
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.
Identify key elements of operations and measure effectiveness of

these elements within internal operations.
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.

Definition
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.
Developing goals to define organizations vision. Define and document
ideas, direction, and activities which enable the organization to reach
these goals.
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].)

Definition
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.
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.

Definition
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.
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.

Definition
The Develop business strategy process group encompasses the
development of an organization’s mission statement, strategy, and
business design. The first step is to develop a mission statement that
clarifies the reason for the organization. The next steps are to define
key steps in realizing the vision and to develop strategic options to
achieve objectives. Implications of strategic options should match the
organization’s internal capabilities, which are then transformed into a
long-term business strategy. After the organization’s strategy is
defined, functional and process strategies are developed to coordinate
with the overarching vision. Based on the requirements set through
these processes, an organizational design is created and goals are
defined. The formulation of business unit strategies is the final
process in this group.
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.
Supporting the design, manufacture and distribution of product and

services through the extended enterprise model. This is concerned
with the strategic decisions on make vs buy, in house or out sourced.
Senior Executives map out how they want to run their business. Make
strategic choices as to whether to buy in components / sub-
assemblies, run their own distribution fleet or contract out, own their
dealerships or franchise out, etc. Strategize with partnerships.
Collaborate design consideration at strategy level for automotive and
procurement act within the Target Operating Model set at strategy
level.

Definition
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.
Determine impacts of elements such as staffing, skills, training, new
markets, technology, or policies within operating model which needs
change.
Determining key factors for technology ROI, benefits, architecture,
etc.
Defining a long term plan of action and roadmap to achieve business
to business objectives and goals.
Defining objectives related to business and delivery models to
productize service.
Defining a long term plan of action and roadmap to achieve business
to consumer objectives and goals.
Defining direction and plan objectives for partnering with other
companies to deliver product/services. Focus on creating a vision and
strategic objectives, and culminate in creating measures for strategic
alliance or partnership.
Defining a strategy for corporate development. Include providing a
framework for evaluating merger and acquisition candidates; and
planning for a value creation through merging/demerging with a
company, acquiring a company, or exiting from an already
merged/acquired company.
Developing a plan and vision to encourage advancements in
technology or services. Create a roadmap for changing or innovating
the business model to make business operations more competitive.
Set up new R&D services for changing or bringing new value
propositions, services, production processes, and invention of
technology not previously used by competitors etc.

Definition
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.
Developing a plan to deploy support services and support functions
throughout the organization globally. Arrange the organization�s
functional support areas to create efficiencies of scale in the delivery
of support services, globally.
Charting a plan to leverage 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.
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.
Creating a framework for disruptive change. Change includes
practices for growth strategies, new product categories, services or
business models. Changes generate significant new value for
consumers, customers, and the corporation. It also seeks to leverage
breakthrough disruptive innovation .
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.

Definition
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.
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.

Definition
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.
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].)

Definition
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.
Creating and developing strategic objectives that establishes a

process to outline expected outcomes and guide employees' efforts.
Establishing baselines that provide standards for assessing

performance. Create metrics and KPI's for various
functions/processes/activities based on organizational goals.
Defining methodology and frequency of assessment for measuring
and monitoring performance of various functions/processes/activities
against standard set goals.
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.
Assessing the performance of a business unit against set
organizational goals which are based on pre-defined metrics collected
through various business unit operations.
Determining the resources and skills of each business unit based on
knowledge and technical capacity. Enable business units to meet
customer needs and grow in a competitive marketplace.
Evaluating existing business unit strategy based on the company's
strategy and eliminate unwanted/unnecessary resources/elements
and re-consider necessary resources to meet the overall company's
strategy.

Definition
Defining a roadmap to meet customer expectations while considering
how it will affect the business.
Measuring customer feedback in regard to product and services
effectiveness based on overall satisfaction. The data to be analyzed is
collected through surveys, customer responses, and feedbacks based
on the delivered products/services.
Creating methods to gauge customer experiences, expectations, and
suggestions. Review both liked and disliked areas of product/services
to be delivered. Evaluate touchpoints based on the nature of
product/service in the market e.g., billboards, web sites, direct mail,
service calls, etc.
Evaluating customer experiences, expectations, and suggestions in
both liked and disliked areas of the product or services. Analyze all
modes of communication, human and physical interactions, or
customers experience during the relationship lifecycle with your
organization. Evaluate the gaps/further development/alterations to
the existing product/service to attain better customer response.
Analyzing the core reason for the customer
experience/feedback/response about the product/service to take
considerable action for better customer experience.
Creating a design of how customers interact with the business by
analyzing data captured through various customer interaction and
customer involvement. These will be captured through various
channels such as customer satisfaction surveys, feedback forms,
product reviews, targeted studies, observational studies, or voice of
customer research.
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
Creating a story of the customer�s experience: from initial contact,
through the process of engagement and into a long-term relationship.
The goal is to teach organization about the customer.
Defining parameters to show aggregated, consistent, and holistic
representation of known data about customers. Define key
parameters which enable the tracking of customers and
communications across every channel.
Establishing a direction and vision on how the organization behaves
towards customers in a consistent, effective way. The key attributes
for customer experience vision consists of emotional connection,
commitments and expectations, compelling value proposition, and
ease of understanding the organization's behavior.
Creating a process to validate the sales process and the assumptions

that underpin the business model. Understand if the products/services
have a repeatable, scalable business model around that product.
Aligning and defining a relevant, differentiated, and credible value

proposition for the brand. Align experience to ensure that the product
and service quality is consistent with brand promise and business
strategies.
Planning, development, and management of content�written or in
other media. Getting the right content to the right user at the right
time through strategic planning of content creation, delivery, and
governance.
Creating a roadmap for customer experience support with an overall
approach, process flow, and impact timeframe.
Determining the necessary skills and competencies required to
efficiently collect customer experiences through the support structure.
Identifying the affect of customer experience through customer

experience support structure on other functions of customer services
related to customer.

Definition
Defining a standard guideline to create and execute the capacities of
registering customer experiences in a timely manner. Create a
common understanding of what behaviors are required to implement
the strategy. Define what talent/skills your organization needs to
reach customer experience goals.
Conveying planned procedures and methods to both internal
departments and external stakeholders like customers, suppliers, etc.,
in an effective manner based on organizational objective.
Manage strategic initiatives focuses on actions, projects, or programs
that enable an organization to realize its strategy and achieve goals.
It includes analyzing the operating environment for the development
of strategic initiatives. Strategic initiatives are evaluated and the
most appropriate initiatives are selected for execution. It is critical to
follow the progress of execution so that the impact of the initiatives is
identified. Refer to 12.2 Manage portfolio, program, and project for
additional information on managing strategic initiatives.
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.
Creating a statement of the organization's direction to guide decision
making around the allocation of resources. Provide a focus on the
organization's overarching goals to ensure coherent and considered
action. Strategic objectives are ranked by their importance in
achieving the strategic goals. All subsequent operational or tactical
planning and resource allocation is based on strategic priorities
Creating a statement of the organization's direction based on what is

considered "value" to the customer or business.
Developing a process for stakeholder dialog that is integrated into the
assessment of business strategies. Report on the evaluation of the
business objectives, strategies, subject, or past events.

Definition
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.
Establishing a standard measure of value to determine the business
worth for each of the Identify strategic priorities [19975]. List the
effectiveness and utility for every important strategic element based
on the benefit it adds to the business.
Analyzing the value preposition; the value the customer gets from a
product/services for each of your Identify strategic priorities [19975].
Customer value is the satisfaction a consumer feels after making a
purchase for goods or services relative to what he/she must give up to
receive them.
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.
Listing the most effective procedures in the order of most important to

the least. Create measures or filter for determining which of many
�strategic initiatives� is most important to the least important.
Establishing procedures for communications within the organization

which creates the road map for successful understanding of strategic
initiatives for both business units and stakeholders (internal and
external).
Devising measures to examine strategic projects. Formulate
evaluation criteria to assess the strategic initiatives for the level of
impact.

Definition
Determining key indicators or factors responsible for driving business
value. Key business value drivers comprise of operational, financial,
and sustainability drivers.
Establishing baseline measures that provide standards for assessing
performance of Identify business value drivers [19982].
Overseeing the progress of activities to ensure they are on-course and
on-schedule in meeting the objectives and performance targets
against Establish baselines for business value drivers [19983].
Successfully implement strategic initiatives. Execution of strategy is

also defined as the process of implementing logical set of connected
activities by an organization to make a strategy work.
Develop and manage products and services represents the process
groups "management of the product and service portfolio" and
"develop of products and services."
Supervising the complete product/service program from innovation
until its commercial success. Meeting the customer demand and
expectations. Conduct further development and innovation pertaining
to business goals.
This process group encompasses all processes associated with
product and service portfolio management, including the analysis of
the current portfolio compared to market opportunities and the
definition of requirements for new/evolved products and services
using that analysis. This group also includes activities related to the
alignment of new additions to the portfolio with corporate business
strategy as well as the management of the product or service
lifecycle. Preliminary research and development falls in this group,
under 2.1.3 Perform discovery research.

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

for new product or services, the Confirm alignment of product/service
concepts with business strategy process is a reality check prior to
significant investment by the organization. It ensures that the new
product/service concepts are in line with overall business strategy.
This process plans and develops the cost, quality, and risk targets for
the new products/services. This process can also be used in the
prioritization and timing of development activities if there are a
number of concepts vying for funding or other scarce resources. This
process is most useful when the business strategy is current. If the
strategy is outdated, this process may trigger a review of the
corporate business direction and drivers.

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

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

new/revised solutions. Create a schedule that clearly demarcates the
timeframes designated for the development of every new solution
and/or revising each of the existing ones. Create a timetable by
setting deadlines for each step in overhauling the product/service
portfolio.
Developing a programmatic procedure for changing products/services
while paying heed to all stakeholders involved and the prerequisites
identified. Create a plan for changing the existing portfolio of solution
offerings. Develop a systematic program for the design, processing,
and delivery of the new product/service concepts. Construct project-
flow diagrams. Identify the stakeholders involved and personnel
responsible for each stage, as well as the necessary decisions.
Earmark the budgetary outlay, and conduct any strategic planning
required.

Definition
The Manage product and service life cycle process describes how new
products and services are conceived, introduced to the market,
supported, and retired. This process also encompasses how new
product performance in the marketplace is monitored and
continuously improved. Introduction of the new product/service may
be timed to coincide with key marketing opportunities. Products and
services should be retired when their marketplace or cost
effectiveness begins to decline below a predetermined threshold.
Once a product or service has reached marketplace maturity, its
performance indicators should be continuously refined.
Developing a program and managing a perspective for new

product/service introduction and launch.
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.
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.

Definition
Attuning the performance measures of products/services to better
reflect the revamped portfolio of solution offerings. Revise the
parameters used to measure performance, apropos the organization's
product/service offerings. (Modify these standards in consideration of
the changes made to the portfolio by Introduce new products/services
[10077] and Retire outdated products/services [10078].)
Learning from either a test or a full production run within the

consumer market. Companies use this as an opportunity to both test
and react to new products, ideas, or innovations based on the initial
reaction of consumers on an individual level. Within this process,
analytics are used to determine the relative success of a new product
offering. Within this process, companies will launch key analytics to
test a products acceptance. They will also review market performance
and compare to similar products and against the business case or the
financial plan. Companies can also measure the effectiveness of their
supply chain network, and can apply what is learned from the post
launch review to other new products, processes, and procedures to
ensure and enhance the product quality.
Measuring the performance of marketing once the product/services

are launched. This broadly covers measuring user engagement and
product's/service's performance in the market.
Conducting customer and market analysis to review progress and

identify opportunities for increasing market position. Track and review
product/service response through sales reports, website statistics,
direct response from customers, and survey reports.

Definition
Determining the performance of supply chain to all departments and
logistics from input to shop floor. Seeking performance reviews at
each intersection and communication channels. Review effectiveness
of supply chain and distribution to check if it is meeting the demands
of the various groups and organizations that are concerned with its
activities (groups might include customers, partners, suppliers, and
vendors).
Collecting and examining raw data with the purpose of drawing

conclusions about that information and correlate gaps and efficiencies
to the existing supply chain channels. Apply the information to make
better business decisions to the related supply chain methodologies
to meet efficiency.
Identifying the quality and performance of the product/service
delivered to customers. Analyze data from the customer feedback,
audits, measures of customer satisfaction (such as product quality
complaints and recalls), and organizational policies on delivery.
Evaluating organization's financial reports and financial reporting

processes. Review and document the ROI catered by the
product/service delivery to the customer in the market.
Analyzing the steps involved in the development of new product, its
effect on existing product, resources, and functions related to the
development of the new product until its sale in the competitive
market place.
Determining the attributes necessary to protect and safeguard
intellectual assets, maximize the value of IP assets through
streamlined process, and collaboration between departments. Focus
on needs to safeguard, critical assets, and assets' value.
Conducting necessary performance reviews on enforcement of
processes and steps to ensure protection. Determine policies and
reviews for Manage patents, copyrights, and regulatory requirements [
19985 ].

Definition
Review Patentability & Infringement Activities : Usage of Open Source
in commercial Product development to be reviewed with regard to
licensing, community development etc.
Determining the business need for patents and copyrights. The
patents and copyrights are managed by Manage copyrights and
patents [11062].
Defining sourcing and procurement requirements for new product
technical documentation management. Make sourcing-based
decisions that identify the capabilities that will be required in order to
launch the new product. This documentation will be used to support
the product following entry into service. It is compiled and managed
in Manage product and process related data [12082], but the
capability to manage and maintain this documentation must be
defined and established.
Aligning regulatory activities related to managing industry

requirements. Train employees on regulatory requirements. Records
for the appropriate regulatory agencies must be maintained and the
new product process must be approved by the appropriate regulatory
body before it is published to the organization. The submission
lifecycle - i.e. creation, review, and approval of the submission and its
components must be managed in a collaborative fashion.
Conducting training and impart learning to existing and new

employees. Training will relate to the most recent/enforced regulations
of the business to meet Manage regulatory requirements [ 12771 ].
Identifying steps and procedures to manage and regularly update the

records for regulatory agencies. Updates will be made to safety
procedures, identity and access management, software tools and
applications, internal accessibility policies, internal quality
parameters, etc.

Definition
Determine and follow the timely input and update of regulatory
information by assessing reforms, regulatory policies, and guidelines.
Controlling/authorizing to enable services' and products' data and

other critical data of these functions through a well secured storage
and accessibility processes backed by siloed applications/IT systems.
Controlling the details of materials' storage and utilization, supplier

details linked to materials, in a defined sequential manner and
ensuring regular updates with permissible accessibility.
Managing the purchase details/bills through regular and error free
updates to applications. Create manual entries wherever necessary
and ensure timely review of the laid processes and systems.
Controlling and executing the flow of operations from raw form to

finished product in a defined format using industry
applications/routing sheets for the specific product/service layout.
Direct, supervise, and control the product/service details necessary to
execute the process. Adhere to details and descriptions for
product/service through identified or guided parameters towards final
outcome in the market with due critical analysis formed on
organizational objectives.
Administering the specifications of the product/service and ensure
accessibility for product alteration/new product development.
Controlling the details of the product and the input materials. Manage
classification throughout the production process, and for future
accessibility to new product development or product enrichment.
Determining procedures required to assess the sustainability of

defined criterion for product/service delivery to customers. Retain
results for further review as a procedural practice.

Definition
Directing and handling data with respect to the procedures followed
across different functions and mission critical applications.
Identifying and handling data accessed by the permitted touch points.

Ensure that no data is accessible to any unnecessary recipient. Data
flow should be controlled through secured access and free from
unauthorized access.
Determining the requests pertaining to data accessibility. Review the
requester details based on internal data security policies and permit
data access only if internal policies and data access parameters are
met.
Identifying and describing new product or service thoughts based on
organizational objectives/targets.
Coordinating R&D activity to identify new technologies to integrate
into the revamped portfolio of products/services. Conduct early-stage
R&D activity to close gaps between existing solution offerings and
changing market expectations. Triangulate appropriate technologies
that can support the development of a revised product/service
portfolio.
Determining new technologies to revise the portfolio of solution
offerings. Identify recently developed technological advances that can
be leveraged in the development or advancement of the
organization's product/service portfolio. Enlist senior management in
conjunction with personnel responsible for the design, processing, and
delivery of products/services. Have the organization's research
division(s) carry out the process.

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

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

Definition
Collecting necessary items, documents, regulatory requirements, etc.,
based on Generate and define new product/service ideas [ 19698 ]
Assessing and reviewing the concepts and requirements of Generate

and define new product/service ideas [ 19698 ]
Assessing and reviewing the required inputs and necessary elements
such as automation, technology, hardware installation, regulatory
requirements, certifications, etc., for new products/services through
defined process and analysis.
Devising ideas and elements necessary for thoughts on new
product/service development.
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.
The Define product/service development requirements process
encompasses the identification and capture of new product/ service
requirements or potential improvements to current products/services.
This process entails collaboration with members of the supply chain to
ensure the feasibility of what is being defined in the requirements. For
example, a product with manufacturing requirements that supply
chain cannot currently fulfill requires a corporate decision to either
upgrade manufacturing capabilities or abandon the new product.
Enterprise-level effects and needs must be considered. Depending on
the nature of the final product or service, these requirements are
often defined as a set of abilities, such as availability or reliability, that
influence product development decisions.

Definition
Determining requirements related to the creation of the
product/service. Explain potential achievements that could be made.
Determining the operations of functions related to the product/service

in the marketing environment.
Non-Functional / Performance / System Engineering. Mechanical +
Electrical + SoftwareInteroperability - Ability of products and services
to work together, exchange and use information in a multi-vendor,
multi-network and multi-service environment.
Safety environmental, Occupational Health and Safety, Community
health and safety…
Authentication / Encryption of CE device data stream. Cryptographic
protocols,Hardware security (smart cards)
RoHS,WEEE,ELV,REACH
CE Industry standards etc. developed by CEA.
Identifying and creating steps and tools to develop the user
experience.
Service Strategy / Packaging the service ('Productizing the service') -
define the scope of service / cost. 'Target market' for the service.
Making the service more tangible
Define SLA's and Service level KPI's
Establishing areas of growth and further development of
product/service mix, customization, market based changes, etc., to
further demonstrate value to the customer in the competition.

Definition
The Design, build, and evaluate product and services process
describes the core engineering design and development of any new
product/service introduction or existing product/service upgrade. The
process includes planning the development of the product/service and
assigning resources to deliver the plan. Building on the research and
development efforts carried out earlier in the development lifecycle,
these process activities further define the engineering intent based on
customer specifications and input from marketplace gap analysis.
Further detailed specifications may be developed as part of this
process to ensure compliance to original requirements. This process
can also include collaboration with customers to review progress and
ensure compliance; with suppliers to stay current on any changes in
requirements; and, where applicable, with regulatory bodies for
product or service certification. Cross-functional collaboration, in
parallel with the pure design definition, will enable the capture and
honing of manufacturing, tooling, production, quality, inspection, and
in-service requirements. With the design underway, organizations may
chose to create physical or virtual prototypes of the products to aid
with compliance certification. They may also conduct customer
acceptance testing to eliminate, as early as possible, any quality or
reliability problems.
Allocating resources to the design, development, and evaluation of

product/service concepts. Allocate funds, personnel, and time for
developing the new and/or revised products/services. Begin to design
the potential new product/service concepts that have been prioritized
and selected for further development.
Determining essential elements for collaborators involved in
blueprint/development of product/service.

Definition
Preparing a business-level business case and a technical feasibility
assessment in order to move the product/service projects forward.
Weigh the costs and benefits of designing, developing, and evaluating
the shortlisted product/service concepts. Prepare a business case to
justify the product/service projects. Conduct a technical appraisal to
ensure that the organization has the technical know-how and
resources to further develop these concepts.
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.
Usability and User Experience have a very high business impact
Warranty Plan & Pricing
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
Identifying capabilities required to launch new products. Once
capabilities are determined, procurement requirements can be
established and procurement processes invoked. Sourcing strategies
are developed in Develop sourcing strategies [10277].
Creating a sketch of the customer focused product/service in Develop
and Manage Products and Services [ 10003 ].
Design appropriately for manufacture, prevent wrong assembly ?
[design the application, design the product hardware, plastic, mold,
casting, mechanical, electrical ]
application service view, product service + refurbishing
replacement of a core component + re-publishing
Review the design and approach for troubleshooting the product
Design BOM-Bill of material, Manufacture BOM & Service BOMA bill of

materials lists all the raw materials and components / parts used in
the manufacture of an end product.
Hardware and Software upgrade techniques
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.
Creating the new manufacturing/delivery processes for the new
products/services, and testing them to ensure proper functioning.
Create the production/delivery process for the prototypes that have
been built for the new products/services. Conduct trial-runs to test
these processes and their integration with the organization's other
processes.

Definition
Eliminating any problems relating to utility of the product/service over
the course of its expected lifetime. Tweak the prototype in order to
comply with the required quality and reliability standards. Further
refine the prototype, so it may be subjected to testing.
Carrying out an in-house appraisal of the prototypes in order to
validate design and feasibility. Test the product/service prototypes to
confirm their compliance with design and usability standards.
Corroborate the viability of the design, and validate the feasibility of
their production. Identify any areas for improvement.
Identifying performance parameters. Determine the parameters to
measure performance of the design and development of the
product/service concepts into prototypes.
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.
Obtaining aircraft regulatory certification in country of origin. Obtain

regulatory authority in the country where first-time aircraft builds will
take place. Ensure the design work that has been completed complies
with the regulatory requirements for the aircraft type being built.

Definition
Managing the transition of product configuration perspectives. As
designed - every conceivable version of an aircraft. As sold - specific
to customer e.g.,. 10 toilets etc. - what customer has agreed to buy.
As engineered = how the org will manufacture what has been sold. As
built - what rolls off the production line. As delivered - specific to A&D.
A customer may have their own equipment that they will install on
the aircraft when they collect it. As maintained - responsibility for the
documentation and configuration of an aircraft is the responsibility of
the customer once it has been collected. It is extremely difficult to
manage these transitions primarily because the design org,
engineering, production orgs use different technologies and have
different visions. Transitioning between them is very complex.
The process Test market for new or revised products and services is a
more detailed iteration of the marketplace analysis that took place
earlier in the product development lifecycle. The results from this in-
depth analysis will help the organization finalize product/service
characteristics and technical requirements and also identify any
needed changes in the manufacturing and delivery processes that
support market delivery. To prepare a detailed market study that
accounts for any changes in the global environment, the organization
may want to conduct a series of interviews, workshops, and focus
groups with potential and existing customers.
Composing a detailed study of the market ecosystem in light of new

products/services. Conduct a detailed analysis of the targeted
market(s) in order to Introduce new products/services [10077].
Examine the competition, market size and growth rate, market trends,
customer segments and their characteristics, market influencers,
distribution channels, and profitability. Enlist in-house marketing
and/or solutioning teams, or outsource to specialized professional
services agencies.

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

appropriately weighing feedback from prospective customers against
a cost-benefit analysis in order to produce a profitable business
proposition. Refine the attributes of the newly developed
products/services, in light of the feedback and insights collected
during Conduct customer tests and interviews [10094]. Revisit the
high-level business case to justify the resources assigned to the
product/service project against the anticipated benefits.
Reassessing the technical requirements in light of the final

product/service attributes. Revisit the technical assessment to
revalidate the organization's capacity for progressing with new
product/service projects, in light of the revised product/service
characteristics.
Understand, design, build, and commission everything required to
manufacture finished product.
Understanding resources for product launch. Identify the need for
expansion to deliver products through building new greenfield
facilities or existing facilities.
Confirming final assembly line readiness. Parts and components are
built, then shipped to be assembled in one facility called the final
assembly line. Ensure that all elements involved in the generation of
the product are complete, tested and ready for operation before the
start of production.

Definition
Developing and/or sourcing the essential machinery needed for
creating purpose-built processes, as well as the raw materials, to
produce the new products/services. Either design the equipment and
materials needed internally, or source from external vendors. Obtain
the feedstock or raw materials needed to prepare the finished
products, as well as the machinery - hardware and software - needed
to arrange production lines, factory operations, assemblies, and
manufacturing processes. Revisit the technologies that underpin the
new or revised products/services in order to source the right
equipment and materials.
Identifying any changes that need to be effectuated in the

organization's internal processes for manufacturing, and delivering
the newly developed products/services. Determine if any changes
need to be made to the production and distribution processes, in light
of the new products/services. Begin production process planning.
Prepare for factory layout planning. Generate shop-floor instructions
and changes to the supply chain.
Requesting changes in the production and/or delivery operations for

processing the new or revised products/services. Rectify any problems
identified in the manufacturing or delivery processes (through Monitor
production runs [11417]). Seek changes in components, repair
machinery, optimize production lines, and tweak factory assemblies
through a formal notice to the concerned division, known as an
engineering change order.
Finalizing production process or methodology. Install and initiate the

production process to manufacture the new products, using the
equipment and machinery already assembled. In the case of new
services, implement delivery processes and methodologies. Validate
processes for the accuracy of their operation and proper functioning.
Regularly monitoring production runs of the production and/or delivery

operations.

Definition
Coordinating the implementation of requests for component changes,
equipment repairs, and the optimization of production/delivery
processes. Oversee Request an engineering change [11418] in the
production and/or delivery operations. Coordinate with the concerned
divisions that will implement these changes.
Verifying the measures/processes/techniques through systems and

tools involved in the introduction of products and services.
The "market and sell products and services" category contains
process groups related to understanding markets, customers, and
capabilities; developing marketing strategies; executing marketing
plans; developing sales strategies; developing and managing
marketing plans; and managing sales partners and alliances.
Making sense of the market and customers to identify the right

opportunities to be capitalized, given the organization's
competencies. Discern trends and shift in the market and customers.
Identify the right market opportunities that fit closely with the
organization's capabilities and strategy by gathering intelligence on
various attributes of different market/customer segments.

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

Definition
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.
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.

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

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

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

the customers, thereby determining how they are positioned in the
market. Refine the product/service concepts from the perspective of
customers. Succinctly outline the problem the organization's offerings
solves for the customers, making a case for why the customer should
buy a product or use a service. Define the offering's unique value.
Boosting the attractiveness of products/services to the targeted

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

Definition
Validating the desirability of the perceived value delivered by the
organization's offerings, to the targeted customer segment.
Substantiate the value of the benefits accrued to the customers
through the organization's offerings. Justify the value proposition in
light of the targeted segments by gathering feedback (using teaser
demonstrations, surveys, interviews, primary research studies, and
customer case studies). Corroborate the benefits of the organization's
offerings.
Creating branding collaterals and campaigns that carve a significant

and differentiated presence for the organization's offerings. Create
new collaterals, which include names, designs, and symbols, for their
products/services. Ensure collaterals reflect the unique value
proposition of the respective offerings through a consistent theme.
Create advertising and promotion campaigns.
In the Define pricing strategy to align to value proposition process, the

organization determines the pricing that will be applied to specific
customer offerings and gets the proper approval for that pricing plan
For many organizations, pricing is not one size fits all. In typical
business-to-business service offerings, for example, the price depends
entirely on the scope of the project or service.
Creating a framework that allows for a uniform methodology while
determining the price of individual offerings. Devise a blueprint for
establishing the pricing of specific products/services. Create
guidelines that factor in the cost of production/servicing, price
sensitivity, product lifecycle, and the price of competing/substitute
products.
Confirming the strategy and specifications developed for pricing the
organization's products/services. Approve pricing guidelines by vetting
the soundness of the methodology and the guidelines' alignment with
the value proposition.

Definition
Establishing all the activities needed to identify the appropriate
channels to market to different customer segments as defined in
Determine target segments [10117]. This involves finding channel
partners, ensuring that the channels align with organizational strategy
for each segment, and the final channel selection process.
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]).
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.
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.

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.
Creating and managing an airline customer loyalty program. The

loyalty program is a key part of airline marketing, with an elaborate
strategy and process for acquiring, retaining, and engaging with
members. Members are engaged and acquainted to the loyalty
program. Relationships are built and the value to the airline from this
ongoing engagement is grown.
Based on strategy established within “develop marketing strategy”
and through coordination with sales strategies established in “develop
sales strategy,” the organization creates specific plans to market its
offerings to customers within this process group. This process group
includes processes for making budgets, identifying and developing
media, pricing products and services, managing packaging, managing
marketing content and promotional activities, tracking and responding
to customer insight and monitoring measures established within
“develop marketing strategy.” Additionally, in this process group,
organizations take action on plans made in earlier processes. Here,
marketing and customers are managed and measured along with any
supporting materials.

Definition
The Establish goals, objectives, and metrics for products by
channels/segments process relies on customer segments and
channels set in process groups 3.1 and 3.2. In this process, the
organization determines its priorities and the metrics that will reflect
how well those priorities are being achieved. To do this, the
organization looks at measures identified in processes 3.3.4 Establish
sales goals and measures and 3.3.5 Establish customer management
measures and applies these to specific customer segments, basing its
choices on current top goals and strategic initiatives.
In the Establish marketing budgets process, an organization ensures

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

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

Definition
Estimating the outlay required for promoting, selling, and distributing
the products/services of the organization. Add up the expenses of all
activities necessitated in marketing, such as promotional campaigns,
advertising, marketing communications, PR campaigns, employing
skilled personnel, and office space.
During the Develop and manage pricing process, the organization
determines pricing plans for its offerings based on forecasted sales
and the characteristics of its customers. This process is ongoing
throughout the lifecycle of a product or service and depends on
market, customer, sales, and production costs. Activity 3.4.4.3
Evaluate pricing performance can be executed at any time to
reexamine pricing thresholds and schedules, and changes can be
made in activity 3.4.4.4 Refine pricing as needed.
Establishing a dynamic pricing mechanism for the organization's

offerings that is supported by the number of units in production.
Outline a system for determining the optimum price point for each
product/service. Based this model on an estimation of the volume of
anticipated sales for each offering and variable costs.
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.
Examining the efficiency of pricing with the objective of identifying
any divergence from the equilibrium prices and avoiding any
deadweight loss. Gauge the performance of the pricing plan by
tracking growth in the revenue and/or customer uptake, secured as a
result of new prices. Measure the performance of pricing by
periodically checking the profits generated from the sale of each of
the organization's offerings against the backdrop of any events that
may have influenced the uptake of a certain good/service by the
customer base.

Definition
Refining the pricing mechanism to create equitable prices for all
products/services with the objective of maximizing the profits and/or
customer uptake of these offerings. Reconcile the pricing mechanism
in order to achieve equilibrium pricing. Adjust the prices for all of the
organization's offerings, using the insights gleaned from examining
how much profit or customer uptake is generated by the present
pricing strategy.
The Develop and manage promotional activities process encompasses

all activities related to conceptualizing, testing, executing
product/service/brand promotions. Once a promotion has launched,
this process continues as the organization tweaks parts of the
promotion or chooses to use ideas or lessons learned during the
promotion in future activities. The promotion’s performance according
to organizational measures is also evaluated in this process.
Determine early on whether you need third party help with promotion.
You may need to purchase lists, consult with social media experts, hire
seasonal staff, or pay for additional research
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 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.

Definition
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.
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.
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.

Definition
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.
The Track customer management measures process focuses on the
analysis of customer data in order to refine strategy and marketing
plans. These measures are primarily quantitative, but qualitative
information can be used as well. Focus on the value of customers and
their responsiveness to marketing campaigns and promotions to
determine priorities and tactics for reaching customers more
effectively.
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.
Process group “develop sales strategy” includes the processes for
creating concrete sales plans including forecasts, budgets,
partnerships, goals, and measures.

Definition
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.
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.

Definition
The Develop sales partner/alliance relationships process deals with
the activities needed to identify, research, negotiate, and finalize
partnerships and alliances with other entities. These relationships
should further the organization’s goals and align with market strategy
developed in process group 3.2 Develop marketing strategy.
Identifying collaboration opportunities for selling, marketing, and

distributing the organization's products/services. Determine any scope
for partnering with other economic agents, with synergies for the
marketing, sales, and/or distribution of the organization's
products/services. Identify alliance opportunities that target customer
segments who would be interested.
Creating the frameworks needed to select alliance partners, and
maintaining relationships with them. Create a framework for
structured programs that can receive and support multiple alliances.
Clearly outline the responsibilities and benefits of the alliance
partners. Create frameworks for selecting the right alliance partners,
and maintain a relationship with them. Create or repurpose teams of
relationship managers and outline a methodology for selecting
alliance partners.
Choosing alliance partners using the selected programs and

methodology. Select the most feasible and profitable alliance partners,
based on Design alliance programs and methods for selecting and
managing relationships [10139] and through a careful scrutiny of the
potential alliance.

Definition
Designing strategies for effectively managing, identifying, and
countering any possible issues from the alliance partnerships formed.
Create a strategic road map for managing the partnerships forged
through Design alliance programs and methods for selecting and
managing relationships [10139]. Determine where the alliance
partnerships are headed, possible problems or pushback from the
partners, how these issues might be countered, how these alliance
partnerships would evolve in the future, any other business cases
where these partnerships might be deployed, etc.
Setting targets for organizational achievement. This includes what the

organization aims to achieve from and how it wishes to manage both
the individual partners and the alliance as a whole. Set immediate
through long-term goals including revenue targets, market
penetration, footfall numbers, and geographical coverage.
The Establish overall sales budgets process includes all activities
related to setting up a financial plan for sales. During this process, the
organization calculates revenue, costs, and profit; compares these to
forecasted and historical data; and creates a budget based on actual
and reasonable assumptions and goals
Estimating revenue from the sale of products/services. Approximate
the anticipated sale of products/services and multiply it by the selling
price of the respective offering. (This represents the total amount of
money that the organization receives from the sale of its portfolio of
offerings.)
Calculating the variable costs of production. Approximate those costs
that depend on the volume of products/services produced by the
organization.
Calculating the overhead costs associated with selling the
organization's products/services. Determine fixed costs that are not
directly related to the volume of products/services processed or the
sale of these offerings (e.g., expense over machinery and equipment).

Definition
Calculating the net income. Calculate the organization's profitability
by accounting for Determine overhead and fixed costs [10145] and
Determine variable costs [10144].
Creating a plan in measurable terms for the financial outlay that best
captures resource allocation for the sales forecast. Consider the outlay
of capital, HR, raw materials, and provisions needed to reach sales
targets.
During the Establish sales goals and measures process, the
organization analyzes historical sales data and the performance of
sales personnel. It compares forecasts to actuals and looks at the
assessment of the market as created within process group 3.1
Understand markets, customers, and capabilities. Based on this
information, the organization establishes its sales goals along with
measures that align with overall business strategy.

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

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

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

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

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

creating sales opportunities. Reach out to existing and prospective
customers through alternate media and networking channels, apart
from cold calling/emailing.
Capitalizing on sales calls by pitching on bids and closing deals.
Outline the nature and scope of the work, draft agreement terms,
prepare proposals and agreements, and propose timelines and prices.
Formalizing a sale by reaching an agreement on terms of the deal.

Negotiate on the price, and reach a consensus on the terms and
conditions.
Completing all the paper-work associated with the sale of its
products/services. Exchange any pertinent legal/financial information
required for completing the sale, signing of a contract/work-order, and
issuing copies of bills/invoices.
During the Manage customers and accounts process, the organization
develops and executes customer relationship management plans. This
includes the accumulation of customer data in the appropriate tools
(IT applications and systems) and the administrative management of
proactive and responsive customer contact and facilitation methods
(processes you have mapped for responding to customer inquiries and
making scheduled contact).

Definition
Creating a plan for managing the accounts of key customers in order
to better maintain relationships with them. Chart a scheme for
managing sales. Create a plan for administering accounts of the
significant and most important customers of the organization.
Coordinate the accounts of principal clients.
Managing the organization's relationship with its customers, by
systematically coordinating interactions over multiple touch points, on
a regular basis. Coordinate the organization's efforts to reach out to
its customers. Create and manage effective touch points for
interactions from the customers, which could include emails, social-
media interactions, newsletters, and direct conversations.
Managing the corpus of data relating all customers acquired over
time. Manage the storage, maintenance, access, revision, and usage
of all data on customers. Ensure its security, and determine legitimate
use cases that are beneficial to the organization.
Understanding and refining the customer requirements as provided in

a RFP (Request for Proposal) or RFI (Request for Information). (For
military contracts and supplying fuels to railroads and major fuel
users, there is a bidding process. These entities ask for bids from the
refiners to supply fuel at a given location.). When compiling the
response, they must take into consideration whether the requirements
are a match with the strategic or tactical plans of the organization and
whether they are able to submit a bid/proposal that is competitive
based on an understanding of the offerings of other competing
organizations. The next step will be to define the pricing and
scheduling of the proposed solution and determine whether the
proposal will be profitable for the company if accepted. The bid is
then submitted and a notification of whether or not it was successful
is received.

Definition
Once a sale has been achieved, the Manage sales orders process
begins. It involves the acceptance/validation of sales orders,
coordination with other departments required to fulfill the orders, data
entry, and follow-up activities such as inquiries and reports of
transactions.
Receiving and confirming orders from customers. Verify that no extra
expenses have to be disbursed on part of the organization for labor or
inventory when processing the order.
Collecting and maintaining all account information. Collect information
about the purchase, servicing, return, and/or commitment of any
products/services on part of the organization to its customers. Bring
together information from various organizational divisions, and update
periodically.
Ascertaining the volume or scale of products/services to provide to
customers to fulfill sales orders. Check the finished products stored in
warehouses, the production capacity, and (in the case of services) the
processing speed, as well as work force availability.
Devising a blueprint for order fulfillment. Create a schematic flow
encompassing all activities to deliver orders to the customers. Outline
a procedure for satisfying these orders by answering questions about
what needs to happen in sequence to realize an order.
Analyzing all data relating to sales orders by entering it into a

centralized repository, and using the insights generated to create
opportunities for cross-/up-selling. Maintain up-to-date records of
sales, along with current status. Include all sales activity with relevant
information about the associated customers, and identify patterns in
the data. Glean insights from these patterns to persuade customers to
purchase additional offerings or upgrade purchased products/services.

Definition
Utilizing customer inquiries as opportunities to either provide a
comparable service to the one in question, offer additional
complimentary service, or suggest a service that is better than what
was initially offered.
Processing any unfulfilled orders, and updating the status of any
orders that have been accepted and are being attended to. Deliver on
any purchase orders that remain unserviced due to temporary
unavailability of the product/service. Manage any updates to the sales
orders. Revise their status in the order system.
Attending to any queries received from the customers, even after a
sales order has been serviced. Deploy ad hoc personnel for managing
these enquiries.
The Manage sales partners and alliances process incorporates
activities required to manage working relationships with external sales
or channel entities. The process involves training new partners in the
organization’s offerings and sales strategy, developing a cooperative
forecast based on the expected output of the partner and their
requirements of the organization, determining appropriate
compensation, measuring and evaluating the results, tracking data,
and analyzing progress. The organization should regularly review,
prioritize, and update these partnerships in process 3.3.2 Develop
sales partner/alliance relationships.
Imparting guidance and instruction to sales partners/alliances

concerning products/services. Distribute literature about the
organization's products/services. Conduct workshops. Disseminate
useful media content to engage and enlighten partners. Create
communities through group engagements.
Examining the performance of its partners/alliances in selling its
products/services. Use metrics such as growth in revenue generated,
conversion rate, and total outreach to customers for assessing the
performance results.

Definition
Managing the repository of data relating to the organization's
partners/alliances over time. Store, maintain, access, revise, and use
all data on partners/alliances. Manage data. Ensure its security.
Determine legitimate use cases that are beneficial to the organization.
The Manage sales force process involves allocating the appropriate

number of sales resources to strategically advantageous locations or
customer segments. The management of the sales force includes the
development of an incentive plan to drive sales as well as
coordinating sales assignments.
Planning the distribution of personnel across various sales functions.

Match the capabilities of individual employees with the skill sets
needed for specific roles. Seek assistance from HR.
Managing contracts with multiple suppliers. Supplier are dealt with as
single entities in Select suppliers and develop/maintain contracts
[10278].
Generating quotes for parts and services. Services include
maintenance, parts repairs, digital, etc. Quote activities are also
aligned with Manage customer pricing and quotations [12091];
Manage ongoing maintenance, repair and overhaul service contracts
[12089]; Provide pricing and quotations [12101]; Provide field-level
support preparation [12098] which covers quoting for field level
support services.
Managing quotes from multiple channels. Quotes are generated from

sales calls, customer service or as a result of additional work being
identified while an aircraft is being maintained.

Definition
Identifying quote factors. In order to produce a quote, several factors
must be identified and reconciled. What does it cost to get the part?
What does it cost to ship to the customer? What is the margin for this
customer and part combination? What are competitors charging? Take
into consideration the following in order to produce quotes for
services, such as field level support: repair service, training, additional
tech manuals, etc.
"Deliver products and services" refers to the process groups "plan for
and align supply chain resources," "procure materials and services,"
"produce/manufacture/deliver product, "deliver service to customer,"
and "manage logistics and warehousing." This category is traditionally
referred to as "supply chain."
This category includes all processes that are involved in planning,
including managing the demand for products and services, creating a
materials plan, and scheduling production to meet actual demand.
Sales and operations planning activities are included in this process
group. Key sales and operations planning activities result in the
development of the sales and production plan. The processes in this
group may be performed regularly (i.e. at the beginning of each
period).
Creating strategies for production processes, as well as the process of

managing materials. Define production and supply constraints. Design
a blueprint of the workplace. Establish rules and regulations regarding
the employees, outsourcing of services, and the expenditure to be
incurred on the manufacturing capital.
Creating quantifiable strategic objectives for each manufacturing
segment in conjunction with sales projections.
Setting up internal rules and regulations regarding the employees and
the materials.
Creating rules and regulations regarding contracting out of a business
process to another party in order to reduce costs.

Definition
Designing rules and regulations pertaining to the expenditure incurred
in acquiring or upgrading the existing stock of manufacturing capital.
Outlining the manufacturing and processing capacities of the

organization. Delineate the capabilities required for optimizing output
with available resources. Analyze capabilities possessed by the
organization concerning the raw materials required and the process
necessitated for producing finished products.
Defining limitations in the ability of the organization's supply chain to
deliver a new stock, and creating a network of production
stakeholders. Frame and manage relationships within the flow of
manufacturing and processing operations. Identify probable supply
issues.
Outlining the scheme of processing inventory into finished
products/services. This includes the use of raw materials, machinery,
skill sets, and knowledge to create new offerings.
Determining the floor plans for the processing facility that is meant for
delivering finished products/services. Identify the totality of
infrastructure needed for using this space in the manufacturing
process, including machinery, factory floors, offices, and furniture.
Forecasting demand for products using secondary research and
customer feedback. Refine these forecasts. Inspect the approach used
in creating forecasts, and determine its accuracy.
Analyzing historical needs to forecast future requirements. This
capability requires taking a snapshot of the requirements in the past,
comparing the requirements under the circumstances under which
those requirements were generated, using a combination of both
quantitative methods and subjective analysis to extrapolate
requirements for parts based on a customer's future requirement
projections. Some examples of current conditions may include fleet
growth, current schedules that are in operation that help define part
needs, etc.

Definition
Establishing PMA parts demand with customers use. PMA parts is
governed by many factors such as aircraft type, who owns the aircraft:
airline / leasing company, etc.. PMA parts management is the
discipline by which you define, understand and manage the process
of PMA parts. It requires knowing the demand for PMA parts, using
that to figure out how much to carry and at what locations. It is a
commercial contractual decision whether or not a customer will use
PMA parts. Some customers will be prepared to buy PMA parts as
they are cheaper. (This is also dependent upon the type of aircraft
they are flying or whether the regulatory authority in a specific
country allows the use of PMA parts). This must be considered when
doing demand planning. Parts Manufacturer Approval (PMA) is an
approval granted by the United States Federal Aviation Administration
(FAA) to a manufacturer of aircraft parts. It is generally illegal in the
United States to install replacement or modification parts on a
certificated aircraft without a PMA (although there are a number of
exceptions to this general rule, including parts manufactured to
government or industry standards, parts manufactured under
technical standard order authorization [TSOA], experimental aircraft,
etc.). Thus, PMA-holding manufacturers are permitted to make
replacement parts for aircraft, even though they may not have been
the original manufacturer of the aircraft. An applicant for a PMA
applies for approval from the FAA. The FAA prioritizes its review of a
new application based on its internal process called Project
Prioritization.
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.

Definition
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.
Arriving at a consensus over the forecasted levels of demand for
products/services. Consensus is achieved by juxtaposing decisions
developed in the baseline forecast with those reached at by
collaborating with customers. Enlist senior-level decision makers of
the sales and marketing functions.
Identify the volume of products/services that may be committed for
delivery to fulfill sales. Figure out the amount of stock available.
Forecast its volumes.
Picking out any activity that deviates from the forecast, and adjusting
it. Closely track and study the levels of demand as they emerge.
Refine the consensus forecast as needed.
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.

Definition
The “create materials plan” process is used to source and obtain
materials needed to execute operations necessary to meet customer
demand. In products-related businesses, materials plans consider
hard goods, while in services oriented businesses, materials plans
consider management of service delivery resources. Critical to the
success of this process is the definition and maintenance of item
nomenclature for products based industries and skills taxonomies for
services based industries. Without common nomenclatures,
mismatches between suppliers and producers can occur. This process
begins with generating an unconstrained plan. Additional steps
include collaborating with suppliers or contractors, identifying critical
materials and supplier constraints, anticipating special events that
restrict supply flow, and generating a constrained plan. Demand may
be geographic, regional, and global, and the material plan must take
into account the most practical means to satisfy the demand using
identified resources
Developing a plan for raw materials and other inventory items in order
to meet market demand. Ensure the availability of all inventory items
such as raw materials and spares. Create a blueprint in line with
Define labor and materials policies [10230].
Collaborating with vendors and contractual manufacturers with the
objective of ensuring a continual supply of raw materials and spares.
Leverage long-term connections/relationships with various suppliers,
and cultivate new ones. Track the activities of all vendors. Receive
regular updates to prepare for any fluctuations in supply.

Definition
Identifying principal materials needed for the manufacturing process
and the levels of supply that may be ensured for them. Determine the
essential and crucial inventory items required for the smooth
functioning of all manufacturing processes. Estimate the average,
peak, and baseline capacities of various vendors and suppliers.
Establish the capability of individual suppliers from the market and
the vendors.
Observing and surveying all inventory items in order to check for the
veracity of their specifications. Monitor various attributes and
characteristics for respective inventory items such as density, volume,
and size, as well as contextualized specifications particular to the
respective materials.
Generating a bounded plan that takes stock of the actual supply chain
scenario. Take stock of all information collected while creating an
inventory supply plan.
Defining an equitable volume for the production of products/services
that adheres to an equilibrium value, and creating a scheme of control
for processing items. Create schematics for systematically planning,
coordinating, and directing the manufacturing activities in line with
the production balance determined.
Determining continued parts purchasing. Supersession is a

commercial decision. From a commercial perspective, a company
takes a strategic decision that it will no longer buy a part that is fully
interchangeable, e.g.. For pricing reasons, for quality reasons etc.
Rather than dealing with Parts A,B,C,D that are fully interchangeable,
it will only now deal with Parts C and D. A is too expensive, B is too
low quality.
Taking care of the master production plan. The master production

includes creation and implementation of the site-level production
plan, as well as management of the inventory that is currently in the
production process.

Definition
Supervising and overseeing the plan for internal activities such as
production, inventory, and staffing. Set the quantity of items to
produce each week of a short-range planning horizon.
Maintaining master data of finished products and inventory. Identify
the requirements of finished products at the destination, as well as
partner requirements. Calculate the consolidation at source. Manage
replenishment planning. Create and administer a dispatch plan.
Calculate load plans for destinations and partners. Manage the cost of
supplying these products. Ensure effective utilization of capacity.
Maintaining and preserving the master data plan for distribution

requirements. Create a systematic collection of facts and figures
regarding the distribution of the inventories. Maintain policies,
processes, and tools covering the distribution function.
Interact with the concerned person at the destination to validate the
requirements and to avoid any miscommunication of information.
Interact with the concerned authority at the destination to reach a

specific figure that correctly represents requirements.
Determining the aggregate volume of products/services consolidated
at the source. Calculate the number of finished products that are
ready to be delivered to the customers, particularly at one date.
Administering the plan for collaborative replenishment of goods.

Replenish inventory by creating a plan in case of faulty production.
Associating with partners to simplify and increase the efficiency of the
process. Take care of the specific inventory requirements for all the
partners. Ensure the timely dispatch and receiving of the inventory.
Estimating the timing and duration of the delivery of the inventory

from the source to the destination. Plan the logistic details of all the
distribution routes and activities.

Definition
Accomplishing the dispatch plan. Strictly follow the schedule, and
adjust for deviations. Coordinate with the concerned authorities at
various destinations.
Evaluating the plans for delivering loads to destinations. Create a
systematic plan that specifies the load plans for every single
destination.
Administering the load plan for partners. Manage the delivery, and
dispatch from the source to the partners.
Managing all expenses to provide products/services in the market.
Estimate the overall cost of supplying of products/inventory, including
the cost distributing it through various partners and channels.
Consider the cost of all the logistical processes that occur from the
moment a product is ready to be dispatched to the time it reaches the
destination.
Determining the capacity utilization of the organization's production
process. Realize the extent to which an enterprise uses its installed
productive capacity (i.e., the relationship between output and the
potential output if capacity was fully used).
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.
Revisiting and refurbishing the policies for planning the distribution
process. Asses the distribution strategies, including how the products
are to be made available and sent to different distributors. Set
guidelines regarding relationships between the sources and the
distribution centers.
Evaluating the system that defines how the products/inventory would
reach from the source (i.e., manufacturer) to the destination (i.e.,
retailer/distributer).
Establishing relationships with transportation/distribution sources in
order to ensure an effective distribution network and strategy. Screen
and evaluate various sources available to pick out the best among
them.
Creating strategic guidelines on the availability of the products at all
the distribution centers. Create a dynamic network to ensure
availability at all times, even in cases of defaults.
Developing standards and procedures for maintaining the quality of
products/services. Establish desired quality targets. Create
standardized procedures for the quality. Ensure quality specifications
are effectively communicated.
Defining specific qualitative and quantitative target figures.
Creating standard procedures for testing the quality of
products/services. Describe the steps of key processes to help ensure
consistent and quality output. Define the routine instructions for
performing the quality testing activity.
Communicating the desired quality specifications to the
manufacturing units, as well as the distribution centers, to avoid any
misunderstanding or misinterpretation.

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

Definition
Developing sourcing strategies, also known as “supplier portfolio
strategies,” comprises multiple activities including clarifying
purchasing requirements, matching needs to supplier capabilities,
analyzing a company’s spend profile to identify high opportunity
categories, matching the most effective sourcing strategy by
category, seeking opportunities to improve efficiency and value, and
collaborating with suppliers to identify sourcing strategies. The
process may include the development of a timeline that incorporates
sourcing milestones for each category of sourced product or service.
Sourcing strategies are occasionally identified by category or supplier,
for example, reverse auction, request for information (RFI), request for
proposal (RFP), request for quote (RFQ), or consortium. For services
business that are human resource-centric, the sourcing strategy will
include sources of supply other than those that are procured. For
example, in-house, low-cost labor from other geographies, low-cost
labor from alternate employee categories (e.g., retirees that reenter
the company with a modified employment type), use of affiliates, or a
joint venture. All of these elements are used to create a procurement
strategy and plan that guides purchasing activities with a focus on
reducing total cost of supply and creating a balanced supplier
portfolio.
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 a strategy to deal with issues projected to arise during
implementation of the inventory plan. Identify how to react to issues
that arise and require changes to the inventory plan, such as a vendor
failing to deliver materials on time. Collaborate with production and
suppliers to prepare solutions to projected problems.
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.
The process to select suppliers and develop/maintain contracts is
responsible for selecting suppliers (typically through a request for
information [RFI], request for proposal [RFP], or request for quote
[RFQ] process) to create business value, reduce cost, and ensure
quality. The process comprises multiple activities including identifying
categories of purchase, matching suppliers by category, certifying and
validating suppliers, and negotiating and managing contracts
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.

Definition
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.
Improving and evaluating purchasing activities. In a production
environment, strategic sourcing is often considered one component of
supply chain management. Strategic sourcing techniques are also
applied to nontraditional areas such as services or capital and has
become the norm for procurement departments in large, sophisticated
companies.
“Order materials and services” is the process of planning, ordering,
and executing the physical delivery of materials and services from
suppliers to the points of need and use. This process comprises
multiple activities including processing/ reviewing requisitions,
approving requisitions, soliciting/tracking vendor quotes,
creating/distributing purchase orders, expediting orders to satisfy
special requests, and researching/resolving exceptions.
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.

Definition
Accelerating the purchase orders in order to fulfill the internal needs
(for raw materials) depicted through inquiries.
Verify that purchase orders are filled as expected: verify that items
and quantities are delivered as expected, based on purchase order
details and goods receipts.
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.
Analyzing issues related to quality as perceived by customers. Follow
parts trends to identify issues with FIFO consumption of parts, the
delivery of documented parts, defective or non-working parts, and the
compliancy of parts that are configured for the aircraft.
Appraising and developing suppliers is the process of developing and

managing programs and policies for interacting with suppliers and
measuring/improving their performance. This includes monitoring and
managing supplier information, preparing/analyzing spend and vendor
performance (including meeting quality standards) supporting
inventory and production processes, and the creation/implementation
of suppler training and certification programs
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.
Support inventory and production processes by analyzing impact of
procurement decisions and collaborating to constantly improve. (For
example, perhaps minimum order requirements could be negotiated
to be lower, to reduce excessive inventory and make production more
flexible.)

Definition
Track the performance of the suppliers on product quality. Use this
information to further improve sourcing and supplier performance.
The process group “produce/manufacture/deliver product” comprises

three main high-level processes: scheduling production, producing the
product and delivering it to the appropriate site, and scheduling and
performing maintenance on the capital equipment used during
production. Manufacturing is the physical production of finished
goods.
This process includes two activities: generating a sitelevel plan and
generating an optional detailed schedule. The sitelevel plan should
include the rough forecast quantities of each product to be produced
by the site over a given time period (e.g., one month). The optional
detailed schedule comprises the exact quantities of each product to
be produced on a given day or week, as well as the machines the
products will be run on, setup times, etc.
Initiating the line-level plan for production. Break down the production
schedule into specific lines, specifying the various objectives the
production schedule.
Broadening the line-level plan. Specify all the individual production
processes, along with the timing and the duration to come up with a
working schedule that tracks the whole process and any deviations
that might occur.
Creating a schedule to commence production of orders received, and
creating lots to consolidate the processing. Plan when the production
orders are to be initiated by commencing the operations for
processing products/services. Specify which materials to produce,
where to produce them, which operations will facilitate this, and on
which date production is to start. Define the size of production lots,
demarcating the durations of batch production.

Definition
Scheduling planned maintenance of the production equipment.
Scheduling requested maintenance in order to address breakdowns

where repairs or corrective remedies are needed immediately. Create
a scheme for undertaking unplanned maintenance work on
equipment/machinery that has come to be in urgent need for it.
Express turnaround to redress using specialized personnel.
Initiating the delivery of production orders, and creating lots.

Communicate the order that specifies which material to produce,
where to produce it, which operations to require, and on which date
production takes place. Define how to settle the order costs. Create
production lots, which is a particular production unit of an assembly
that is planned and manufactured.
Through the production process, it is most efficient to execute the
detailed schedule that was created during the “schedule production”
step. This process will vary depending on the product produced, level
of automation, labor force skill, and manufacturing strategy. Some
common manufacturing practices include quick changeover
techniques, focused factory production systems, employee
empowerment, ISO 9000, TPS/lean/pull, kaizen events, errorproofing,
JIT/continuous flow, 5S, standardized work, and cellular
manufacturing.
Administering the inventory of raw materials. Manage the total cost of

all component parts in stock but not yet used. Manage the cost of the
direct materials (i.e., materials incorporated into the final product)
and indirect materials (i.e., materials not incorporated into the final
product but consumed during the production process).
Creating and implementing the detailed line production schedule on

the ground level.

Definition
Recording and reporting any deviations or issues in the maintenance
schedule, in the performance to the production management team,
and for unplanned maintenance.
Reproducing the items produced defectively. Assess the produced
items by conducting quality and standardization tests in order to
diagnose any discrepancies. Reproduce defective items.
Analyzing and benchmarking the production process to judge its
effectiveness and efficiency. Create production metrics to numerically
calculate the performance of the production process.
Tracking tool calibration. Record and track when the tool was last
calibrated and if it is still safe to use and still within the defined
tolerances. Apply for the production certification, which when
granted, means that the Regulator has looked at production
procedures and are satisfied.
Verifying aircraft production compliance for certification acquisition.
Certification is obtained when a new product is produced and one last
quality check has been performed before mass production. Once
Record calibration data and measurement device [12035] is complete
and the first aircraft / product has actually been built, the Regulator
has to verify that what is produced matches the approved design and
that the processes in place are sufficiently robust for the aircraft to be
produced as designed. This means that the regulator does not have
to certify every aircraft that rolls off the production line - every plane
that rolls off will be produced in the same way and to the same
standard as the one before.
Executing tests to evaluate the quality of the products manufactured.

Calibrate the test equipment. Conduct the actual tests. Record the
results and outcomes of the quality test conducted.

Definition
Regulating the equipment used for performing quality tests. Assess
correspondence between the quality testing equipment and the
desired quality standards. Ensure the calibration standard is more
accurate than the instrument being tested.
Performing testing using calibrated equipment and in consent with the
standard testing procedure, including testing time.
Documenting the results and outcomes of the quality tests. Track the
performance of the production process. Record/Document it to
evaluate the qualitative efficiency of the production process. Use
electronic devices and software in order to ensure effectiveness in
recording the results and outcomes of the test.
Perpetuating the production records by systematically documenting
and using it to ensure the effective management of lots. Determine
the lot numbering system and its use. (The lot number enables
tracking of the constituent parts, as well as labor and equipment
records involved in the manufacturing of a product. It enables
manufacturers and to perform quality control checks, calculate
expiration dates, and issue corrections of their production output.)
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.
Developing global production rate methodology. This is required in
order to assess on a global basis if all suppliers have the capability to
be able to absorb / prepare for an end product rate increase within a
predefined timeframe.

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

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

between the point of origin and the point of consumption by assessing
the service requirements of the customers.
Developing a network for logistical activities. Create a network of
entities through which materials and information flow, encompassing
all related activities associated with the flow of transformation of
products.

Definition
Conveying outsourcing needs within the organization, with the
objective of sourcing the assistance required. Define the portion of
logistical activities that can be transferred to outside suppliers. Assess
third-party agencies to carefully select the most appropriate agencies
for outsourcing. Convey these needs to management or the
appropriate authority.
Establishing rules and regulations, as well as the terms and conditions
regarding the delivery of service by the company. Develop a delivery
plan that specifies what, how, when, and in which way to deliver
services 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.
This is the process of planning, transporting, and tracking the delivery
of all incoming materials; monitoring inbound transportation carrier
performance; and managing the flow of returned materials.
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.
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.
Determining if a returned product can be salvaged or repaired.
Salvage or repair is dependent upon the product, the condition of the
product, or the availability of a like item.
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.
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.
Warehousing is the process of receiving, inspecting, and storing

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

Definition
Keeping track of the availability of different materials/products at the
warehouse and distribution centers.
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. Notify the ERP system and/or Accounts Receivable
Dept.
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.
“Operate outbound transportation” is the process of preparing the
goods for delivery from a warehouse to a receiving location. It
typically comprises activities like the notification of goods to be
supplied from a warehouse to a customer, carrier selection, loading,
advanced shipping notification, proof of delivery from the receiving
location and freight bill auditing. Many of these services are provided
by transportation management systems.

Definition
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.
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.
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.
Creating documentation and packaging for shipment. Create
documentation for repair, information verification, and shipment
status. Prepare packages for shipment and communicate shipment
status with customer.
Returns processing is the physical handling, information processing,
and disposition of the product and packaging returned by the buyer to
the seller or an intermediary. Returns management includes return
approval, transportation coordination, advance communication,
product tracking, receipt, disposition of the return (reuse of the
material, waste disposal, refurbish, repair, resale, etc.) and processing
warranty claims (crediting the customer account, material
substitution, replacement, etc.).

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.
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.
Offering services to customers. This is the act of providing service
delivery as a core business practice and covers identifying strategies
for performing service delivery, managing resources, and delivering
services to the customer.
Creating rules and regulations for service delivery to the customer.
Establish a system to manage performance, delivery, and direction of
service delivery. Engage with the customer for satisfaction feedback.
Define goals, policies, processes, and workplace layout and
infrastructure as a part of the service delivery strategy.
Establishing service delivery governance through a system that

manages performance, development, and direction. Allow for
customer feedback on delivery satisfaction.
Providing a system for which to manage customer needs and a
structure for which to facilitate service delivery to fulfill those needs.
Conducting and implementing performance measures to ensure

successful delivery of service to the customer.
Providing guidance of resources to ensure that the development and
direction of service delivery is in line with customer needs.
Engaging the customer post delivery to gauge the effectiveness of
services rendered in order to improve on key delivery functions going
forward.

Definition
Constructing strategies that identify goals, policies, processes, and
procedures in relation to service delivery. Review and validate
strategies. Define the workplace layout and infrastructure.
Aligning organization practices to meet the needs of the customer by

creating service delivery goals.
Outlining labor policies for resources and ensuring that those policies
meet the needs of the organization, the customer, and government
regulations.
Understanding the needs of the customer and providing the necessary
resources to meet those requirements.
Identifying and understanding the limitations imposed upon service
delivery network and supply.
Defanging policies and procedures that focus on meeting the needs
and expectations of the customer within the working parameters of
the organization.
Revisioning service delivery procedures that fall short of performance
parameters. Realign procedures with specified expectations in order
to provide successful service delivery.
Creating a workplace that best serves the needs of the organization
and customer through strategic layout and infrastructure.
Understanding the demands on resources and creating a plan to

enable the delivery of services via those resources.
Ensuring necessary resources are maintained through monitoring
pipeline, developing forecasts, and collaborating with customers.
Determine skills needed for service deliver and forecast customer
orders. Monitor forecasted orders and modify if where needed.
Measure forecast accuracy.
Tracking potential opportunities as they move through the various
stages of the pipeline.

Definition
Identifying the demand anticipated for the organization's services.
Estimate future demand for services using historical data, analysis of
the market environment, and external data.
Providing a collaborative meeting in which to engage the customer to
understand the scope of their needs and constructing solutions based
on need and constraints.
Arriving at a consensus over the forecasted levels of demand for
services by analyzing baseline forecasts and customer input.
Identifying what skillset is necessary for the delivery of opportunities.
Determine the forecast of customer orders based upon those skillsets
and the resources available.
Overseeing all activities necessary to deliver services to customer.
Revise forecast to account for any issues that may arise. This could
be changes in market trend, resource changes, etc.
Recognizing potential problems in the current forecast and making the

necessary changes to align the forecast meet demand.
Analyzing forecasting against actuals to determine accuracy. Modify

forecasting to align with actual need.
Identifying the need for and creating a resource plan. Understand
resource demand and align with capacity, skills, and capabilities.
Enlist suppliers and partners to supplement needed skills and
capabilities. Monitor and manage capabilities and skills with an eye
on critical resources and supplier capacity.
Analyzing the skills needed to perform services to be delivered.
Classify and organize these skills requirements.
Creating a plan to ensure that all resources are available to carry out
services required for the customer. This can include physical
resources and personnel.
Matching demand with skills and capability. Enlisting suppliers and
partners to help with demand when needed.

Definition
Understanding organizational need to enlist suppliers to provide
resources for gaps in skills and capabilities. Identify where additional
skills are needed and collaborate with third parties to fill those
demands.
Realizing critical resources required to perform and carry out customer
needs. Engage with suppliers to fulfill those needs, if necessary.
Identify supplier threshold for performing those needs.
Directing and managing workforce needs. Ensure that resources are
at full capacity. Monitor that all resources are able to skilled in their
respective rolls. Make sure that necessary resources are available to
provide the needed services.
Instituting training to enable resources to provide service delivery to
the customer. Develop a training plan. Create materials that provide
for operation and technical training. Schedule, perform, and evaluate
training.
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 materials necessary to provide comprehensive training for
the skills or behavior needed to deliver services. This can be any
number for formats such as classroom or computer based training.
Providing training to the employee within a manageable timeframe to

meet the needs of both the individual and the organization.
Educating service delivery personnel on all aspects of the operations
process of the organization.
Ensuring that all personnel are trained on all technical aspects of
service delivery.
Verifying that training provided to the person was successful through
the administration testing and the application of skills for practical
use.

Definition
Eliciting feedback from various sources to evaluate the training
provided. This can be achieved through testing and the practical
application of skills. Additionally, manager or student feedback can
be garnered to evaluate training effectiveness.
Rendering service to the customer by initiating, executing, and
completing tasks associated with service delivery.
Collaborating with the customer to understand service needs.
Review, understand, and modify the delivery scope with the
organization needs of the customer in mind. Confirm readiness and
identify, select, and assign resources. Plan for service delivery.
Meeting with the customer, partner, and/or supplier to review the

terms of the solutions contract and agree on the terms set forth.
Taking the customer requirements for a solution and applying those
requirements to a refined approach for service.
Updating the project plan to align with the new solution approach
agreed upon with the customer.
Aligning the customer business objectives with the agreed service
delivery solution.
Confirming that the organization has the recourses necessary to meet
the expectations for the solution for service delivery.
Identifying, selecting, and assigning resources required to deliver
service to the customer. Ensure that all objectives are established
and met, and the all rules of engagement have been identified and
communicated.
Providing the workforce with a plan of action and goals necessary to
provide a service. Make sure that those objectives are met.
Establishing guidelines for how resources engage with the customer.
For example, set rules of accountability, interaction, and
accommodation when engaging the customer. Resources should be
polite, empathetic, and attentive.

Definition
Establishing a plan of action to successfully render a solution for
service delivery.
Carrying out service delivery to the customer by creating and
deploying the necessary solution. Analyze need and create a solution.
Validate the solution and make changes if needed. Obtain approval
to build/buy solution and then deploy solution to customer.
Understanding the needs of the customer and providing the necessary

resources to meet those requirements within the scope of the
organization.
Creating a plan of action to provide service delivery to the customer
through a possible solution. This solution should be in response to a
collaborative effort made by the organization and the customer to
meet service delivery needs.
Validating that the proposed solution is feasible and provides the
needed services for the customer.
Realizing issues within the original drafted solution and providing
changes to correct those issues.
Gaining approval from all avenues to proceed with providing solutions
for service delivery.
Constructing or purchasing solutions necessary to provide service
delivery.
Providing the customer with promised services and solutions.
Implementing final steps to complete service delivery to the customer.
Evaluate success through project review, complete finance activities,
and confirm delivery. Release resources and manage completion by
harvesting knowledge and systems by archiving records.
Reviewing the entire service delivery process to evaluate the success

of the project from beginning to end.
Insuring all payments are received and all activates therein are
completed.

Definition
Confirming that the organization has satisfied all terms of the delivery
contract set forth in collaboration between the organization and
customer.
Discharging leveraged resources from service delivery commitments
upon completion. Returning resources to the resource pool.
Ensuring that all aspects of the service delivery process are

completed both internally and externally.
Garnering feedback from all avenues to collect a knowledge base
concerning services rendered.
Completing and archiving all records associated with requested
services. Update all necessary systems to reflect those changes.

Definition
The use of category 5.0 processes will depend on the nature of an
organization’s business. At some organizations—such as those in
telecommunications, food service, customer contact services, or retail
—the core business (or a significant portion of the business) is
customer service. In these cases, category 4.0 Deliver Products and
Services may be more appropriate—in particular, process group 4.4
Deliver service to customer. When thinking about the distinction
between the delivery of a service and the “customer service”
function, remember that the employee or group that delivers an initial
service to a customer (such as a restaurant server or retail store
cashier) is often not the same person or group that deals with
customer inquiries, requests, and complaints after the fact. Those who
deal with customers before and after the delivery of a service are
typically working within the category 5.0 Manage Customer Service.
Those delivering the service are working within 4.0 Deliver Products
and Services. The distinction between the two depends on the needs
of the organization. As long as the organization is consistent in its use
of particular processes for certain business activities, the framework
structure will work. But typically, categories 4.0 and 5.0 deal with
activities related to actual provision of the product or service (4.0) and
activities related to customer contact before or after that provision
(5.0). Note that not all key performance indicators (KPIs) listed in this
document will apply to every organization. The KPIs selected by an
organization depend on its structure, strategy, and critical objectives.

Definition
Process group 5.1 Develop customer care/customer service strategy
involves understanding and segmenting customers, creating policies
to govern customer service, and setting service targets and priorities.
Some of these determinations may be informed by segmentation and
relationship building that occurred within process category 3.0 Market
and Sell Products and Services. This strategy governs the way the
organization provides service to customers proactively or in response
to customer requests/issues.
Defining a set of behaviors, skills, and policies needed to provide

customer service effectively across the enterprise.
Communicating to the customer service resources what is expected
when engaging the customer. Relate service level expectations to the
workforce. Ensure positive customer experience.
During the Develop customer service segmentation/prioritization

process, an organization analyzes its existing customers and any
feedback it has received. Based on research and customer
characteristics and needs, the organization develops an appropriate
customer segmentation plan and links customers with the appropriate
segment. The organization also prioritizes customers and the types of
issues that should be escalated in priority.
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.
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.

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

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

Establish and maintain claims processing and routing rules for product
warranties, coverage lists, repair, fault, trouble codes, repair time
setup, and warranty policy registration. This also includes rolling out
the codes and rules, and the improvements/ updates to these rules
and codes via systematic updates.
Communicating rules and updates via training manuals for new
products and training resources.
This process group involves the development of plans and
management standards for the customer service work force and the
actual processing and management of customer service requests,
inquiries, and complaints. The way these processes are performed
depends heavily on the strategy, policies, and service levels
established in process group “develop customer care/customer
service strategy.”

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

inquiries in order to effectively predict the volume of vendor contracts
required. Estimate the number of the customer service contracts in an
agreed-upon time frame in order to strategically maintain the work
force necessitated for customer inquires. Analyze historical data
around customer service contracts, the universe of customer
inquiries, frequency of inquiries, servicing capability (per head) of the
employees, etc.

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

service operations. Monitor the utility of the work force deployed for
managing customer service operations in order to evaluate its
efficiency and cost effectiveness. Calculate the overall labor
effectiveness, which measures the utility, performance, and quality of
the work force.
Tracking and determining the quality of interactions between the
customer and customer representatives. Use electronic devices to
record and effectively assess customer representatives' interactions.
The Manage customer service requests/inquiries process deals with

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

channels. Receive various requests and inquiries from customers
regarding products/services. Accept these inquiries through channels
such as email, telephone, online forms, text messages, social media,
and in person. Supply dedicated equipment, systems, and personnel.
Analyzing various requests and inquiries from customers regarding

products/services. Provide answers and offerings to satisfy the
customer's needs.

Definition
Routing customer inquiries in order to service them with the most
apposite response. Direct customer inquires to the best suited
personnel or system. Have a system or procedure capable of
efficiently channeling these requests.
Responding to customer requests by email, conversation, interactive
voice response, mail, etc. with the most appropriate reply. Instill a
robust process to locate the right information for a solution to a
customer's problem.
Utilizing customer inquiries as opportunities to either provide a
comparable service to the one in question, offer additional
complimentary service, or suggest a service that is better than what
was initially offered.
Providing possible sales leads to the sales team in an effort to garner
more business opportunities.

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

organization's products/services. Receive objections, complaints, and
criticism from customers regarding products/services through email,
telephone, online forms, text messages, social media, in person, etc.
Dedicate equipment, systems, and personnel.
Routing any complaints or grievances received from customers in

order to address them in the most appropriate manner. Direct
complaints to the best suited personnel or system. Implement a
system or procedure capable of efficiently channeling the various
objections, complaints, and criticism from customers over the
offerings provided by the organization.

Definition
Resolving any customer complaints that are deemed to be sound and
reasonable. Redress any objections, grievances, and complaints
received from customers regarding the offerings provided by the
organization. Identify the legitimate complaints, where the situation
needs to be appropriately corrected. Deploy personnel who can rectify
the issue within a stipulated time frame.
Responding to customer complaints including all activities
necessitated to service any objections, complaints, or grievances with
the most appropriate reply. Source the right information to formulate a
response that eases the discomfort being experienced by the
customer. (Closely coordinate with Resolve customer complaints
[10399].)
Analysis of log provides input for continuous service improvement and
customer profiling e.g. claims for lost baggage or refunds on cancelled
tickets
Acquiring returns and identify if the returns are scraped or salvaged.
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.
Notating the reason for the return of the product.
Notifying all stakeholders, legal, and industry regulatory bodies of the
incidents and risks related to a return or recall, if needed.
Assigning post-sales policies and paying claims on purchased
products. This is a process that is an administrative function focused
on creating rules (claim codes). This group ensures that claims are
valid and are processed quickly. As well as to quickly determine
responsibility for claim settlement.

Definition
Identifying, investigating, and processes warranty claims. This
process includes: receipt and validation of a warranty claim; definition
and diagnosis / root cause analysis of an issue and recommendation
for corrective action; the determination of responsibility for settlement
of the claim; the transaction being approved or denied; and the
originator being notified and payment authorized. In the case of a
recurring event, further investigation (definition and diagnosis or root
cause analysis) is performed, and a recommendation for corrective
action is made and implemented in production/design. It ends when
the claim is closed.
Receiving incoming warranty claims. Route claim to correct

department. Document claim.
Ensuring that the claim falls within the parameters of the warranty in
question. After validation is made, the claim must be investigated.
Executing investigational and analysis of warranty claims. This

involves notification and definition of a warranty issue, includes the
scheduling of a field service agent to perform further investigation;
the request and receipt of defective parts; and diagnosis/root cause
analysis. This concludes with the receipt of the result and
recommendation for corrective action.
Defining the issue of the claim. The warranty team will look into the
issue and understand whether it is covered by the claim code or if
more detail is required. Field service will be scheduled to further
qualify the definition of the issue and to collect more evidence.
Scheduling additional investigative field service. This is performed for

high priority claims or claims that require additional investigation.
Field service engineers will gather additional information, perform
further investigation, and qualify the definition of the issue.
Requesting receipt of a defective part for further investigation.

Definition
Investigating claims by an appropriate functional representative.
Once the issue has been clearly defined and diagnosed and a
recommendation for corrective action is determined, it will be
provided to the warranty management team.
Receiving investigative results to assess claim approval or denial. The
warranty team will assess the results of the investigation and the
recommendations for corrective action.
Identifying responsible party for a claim. There is no negotiation with
the supplier at this point. For A&D, there can be multiple warranties
applicable to the same part: a new part warranty, a new product
warranty (for the product the part is installed on), and a supplier
warranty from the company that last repaired the part. The
information required for this decision would be the output of Receive
component/part and analyze fault [19728].
Authorizing claims prior to submittal.

Following Defining issue [20098], an approval or rejection with be
made against the warranty claim. If it is deemed that the claim falls
within the warranty parameters, the claim will be approved. If the
claim is deemed to fall outside warranty parameters, the claim with
be rejected.
Contacting the originator of whether the warranty claim has been
approved or rejected.
Allowing for a payment to be made to the claimant.
Archiving and closing the warranty claim after a final decision has
been made to either approve or reject.
Assuring that the warranty transaction has been completed.
Managing the recovery of costs from suppliers for individual claims.
Raising a supplier recovery claim. This is based off the decision made
in Receive investigation result/recommendation for corrective action
[20100].

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

fulfillment schedule. The resources could include any of the following:
personnel, raw materials, equipment, time frames, and finances.
Customer service needs might require product development, shipping
options, inventory management, order tracking, returns management,
etc.
Developing a plan for sourcing and deploying the resources required
to fulfill customer service needs. Document a detailed summary of all
types of resources (equipment, finance, personnel, time, etc.) required
to complete customer service requests and procure these resources.
Identify and assess various sources in order to effectively create a
resourcing plan.
Designing a detailed summary of customer service order
requirements, along with information concerning the timing and
duration for these services. Categorize the customer needs. Monitor
the services delivered.
Dispatching resources for managing and fulfilling daily service
requirements. Manage the progress of order fulfillment. Complete
order blocks.
Laying out a daily plan of specific service orders that need to be
fulfilled. Document and systematically order these activities to ensure
high effectiveness and efficiency.
Dispatching and delivering the resources needed for the specific
service requirements from the source/warehouse. Manage the
dispatch, transportation, and delivery of the services.

Definition
Handling and managing orders fulfilled, along with the orders are not
or partially fulfilled to track the order fulfillment progress. Use
electronic devices such as trackers and GPS in order track and ensure
delivery of the orders.
To ensure the quality of service, a company can identify completed
product service orders and solicit customer feedback on delivery
expectations as a part of the improvement process.
Determining the service orders that have been successfully delivered.
Identify the service orders completed and delivered to the customer.
Leverage communication systems to ensure coordination with the
customers in order to avoid mishaps.
Determining orders which have not been completed or delivered.
Identify the service orders that are partially or entirely incomplete, as
well as the orders that have not been delivered to the customer. Use
techniques such as project trackers to recognize the progress of the
service orders.
Obtaining and procuring customer reviews or feedback on the
services delivered. Design a customer feedback form, or communicate
with the customer through the phone or online.
Assessing and incorporating customer reviews/feedback into the
service plan to ensure high quality of service.

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

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

Definition
Creating an avenue for which the customer can provide feedback on
their experience with how their inquiry, problem, or request was
handled.
Reviewing customer service feedback to identify areas in which
improvements can be made. Engage with management to discuss
issues.
Handing over data to management to analyze common issues in
regards to customer service.

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

Definition
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.
Determining complaint patterns in order to identify common issues.
Document common problems for correction.

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

experience. Find out what channels were effective and what areas
need improvement.
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.
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.
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.

Definition
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.
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.

Definition
Creating and executing strategies and policies for smooth
administration of work force. Determine and gather skill requirements.
Plan the requirements for employee resourcing per unit. Create
compensation, succession, HR program, and employee diversity plans.
Develop and administer policies for HR. Develop benefits for
employees. Create models for work force strategies.
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 a scheme of awards and recognition for sales employees to

promote a results-based culture. Create specific incentives to reach
desired outcomes, such as landing key clients, growing the customer
base, providing exceptional servicing, and increasing profit margins.
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.

Definition
Creating a program that incorporates incentives and compensation
put forth by the organization to recognize high performing workers
and excellence in leadership.
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.
Identifying skills, knowledge, and attributes that need enhancement
in order to perform a job. Develop the appropriate training programs.
These programs can be computer-based, classroom, or on-the-job
training, etc.
Developing a program to entice prospective resources to engage with
the organization for a position of employment.
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 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.

Definition
Implementing models for effectively strategizing the work force of the
organization. Carry out 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.
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.

Definition
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.
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.

Definition
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.
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.
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.
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.

Definition
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.
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.
Evaluating and selecting potential employees through interviews,
tests, etc.
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.

Definition
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].)
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.
Conducting a background investigation on the candidates with the

objective of looking up and compiling criminal, commercial, and
financial records.
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.

Definition
Identifying the requirements for the position to be filled. Determine
the experience and skills necessary to perform the tasks outlined.
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.
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.

Definition
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.
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.
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.
Creating a link between employee and organizational development
needs. Conduct and manage employee training programs by
considering the need and availability of these programs.

Definition
Aligning the needs of the employees to development needs.
Defining the skills, knowledge, abilities, and attributes needed to
carry out a specific job.
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.
Managing identified training programs for employees. Engage with

industries to provide certifications, administer certification test, and
maintain active certification.
Coordinating with third party certification authorities to provide
training and certifications for necessary skills.
Providing tests to the workforce that will satisfy completion of
certifications.
Ascertaining the experience level needed to qualify for a specific job
or certification within the organization. Some certificates require
practical experience as well as training programs.

Definition
Administering certificates to all candidates that have successfully met
experience qualifications, and passed all tests necessary to obtain the
certificate.
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.
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 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.
Developing a salary/ compensation structure and plan; developing a
benefits and reward plan; develop commission plan; performing
competitive analyses of benefits and rewards; identifying
compensation requirements based on compensation, benefits, and HR
policies; administering compensation, commission, and rewards to
employees; and rewarding and motivating employees.

Definition
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, commission, 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.
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.

Definition
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.
The manage employee assistance and retention process consists of

delivering programs to support work/life balance for employees;
developing family support systems; reviewing retention and
motivation indicators; and reviewing compensation plans
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.
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.

Definition
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.
Organizing the workforce so that all positions are covered for all shifts
with the necessary skilled resources in place. Have a system in place
to backfill positions while an employee is on leave.
Obtaining resources necessary to fill a position utilizing specific skills

and capabilities.
Allocating employees. Deploy personnel to ensure that the labor of
the organization is continuously in an optimal relation to the jobs and
organizational structure.

Definition
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.
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.

Definition
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.
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.
Questioning employees to ascertain overall workplace satisfaction.
Implementing the communication plan for employees. Initiate

dialogues and engagement by monitoring the exchange of ideas and
opinions, the development of personal relationships, etc.
Managing process groups relevant to the business of information
technology within an organization. The process groups include
"Develop and manage IT customer relationships," �Develop and
manage IT business strategy," " Develop and manage IT resilience
and risk," " Manage information,� " Develop and manage
services/solutions," �Deploy services/solutions,� and " Create and
manage support services/solutions."
Creating and administering relationships with IT customers.

Understanding customer needs including high-level business
requirements for IT transformation. Plan for and communicate IT
services along with establishing IT service levels, providing
transformation guidance, and performance analysis that foster IT
customer relationships.

Definition
Assessing the customer communities along with current IT operational
capabilities and usage.
Interacting with IT customers to understand the IT needs through a
collaborative community through involvement, connection, and
informed communication.
Evaluate the ability of the group of staff dependent on information
technology, to align resources and critical processes according to
organizational vision being able to deliver effectively and efficiently.
Identifying changing needs of staff dependent on information
technology based on continuous improvement to deliver results
according to organizational goals.
Understanding business requirements for the existing IT environment
as well as future IT needs.
Understanding the complete logical structure and working of the
organization's IT landscape. Assess the configuration of hardware and
software (IT Assets) across the organization that supports overall
business operations.
Developing goals to define IT vision. Define and document ideas,
direction, and activities which enable information technology (IT) to
reach these goals.
Defining a roadmap to meet organizational expectations from
information technology (IT) services while considering how it will
affect the business.
Create and design an organized and curated collection of all IT-related
services that can be performed by, for, or within the organization.
Maintain and convey information about deliverables, prices, contact
points, and processes for requesting an information technology
service.
Managing customer expectations of the existing IT environment while
considering how it will affect the business.

Definition
Defining the expected demand and usage of information technology
(IT) services to meet organization�s future business goals. Gather
necessary information about the processes, resource requirements,
and structures pertaining to planned business growth.
Determining IT KPIs crucial to the organization's success. Measure

indicators such as IT costs as percentage of revenue, IT maintenance
ratio, and system downtime in an effort to evaluate the performance
of IT across the organization.
Developing concise statements that position the value proposition
around the pressing concerns of the internal IT user base, thereby
showing how the IT offerings are the right fit for a segment of IT
customers.
Creating a marketing strategy for IT offerings to customers. Plan
processes for making budgets; identifying and developing media; and
managing marketing content and promotional activities.
Understanding the necessity of IT transformation for the business.
Collect and analyze customer requirements. Identify opportunities and
prioritize outcomes. Develop and support business case for
transformation. Develop transformation plan and roadmap.
Developing a robust plan to replace or upgrade an organization's
information technology systems. Understanding the business need of
IT transformation from current to an expected state for the business.
Developing a strategic plan for IT operating model, governance,
service delivery, and workforce transformation.
Identifying existing or potential IT gaps between the expected
business performance levels and current business outcomes.
Assessing identified IT gaps to plan for remediation efforts to allow
outcomes to meet established performance levels.
Identifying IT opportunities on the basis of collection and analysis of
IT customer requirements, then prioritize the identified IT
opportunities on the basis of their importance.

Definition
Providing a plan of action to provide solution to IT customers. The
solution design should be based on the collection and analysis of IT
customer requirements.
Prioritizing IT outcomes based on need, effectiveness, and efficiency.
Create a business case with value proposition indicating current

situation, proposed solution, financial analysis, and measurable
benefits to the IT customers.
Supporting business case with supporting research, business analysis,
and background information on IT transformation.
Creating a blueprint for execution of IT transformation from the
existing state to the planned organizational structure based on the
value proposition and projected business growth.
Establishing and maintaining service levels for the provision of IT
services and solutions. Design and maintain the IT services and
solution catalogue, as well as service level agreements. Evaluate the
performance of IT service level agreements. Communicate the results
to the management.
Understand requirements related to information technology (IT)
services considering enterprise-level effects and understand potential
achievements in the business environment.
Forecasting demand for IT services using current business growth,
research, and customer feedback. Refine these forecasts, inspect the
approach used in creating forecasts, and determine its accuracy.
Maintain information about IT deliverables, prices, contact points, and

processes for requesting a service.
Designing and maintaining commitment of service by performance
evaluation of IT services and communicate the results to the
management.

Definition
Maintaining and documenting commitment of service to staff for
information technology (IT) contracts including providing software or
hardware solution through communication channels like phone, email,
and on-site services.
Establish a service level agreement, which is a negotiated agreement
designed to create a common understanding about services,
priorities, and responsibilities.
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.
Managing the IT relationship with its customers by systematically

coordinating interactions over multiple touch points on a regular
basis. Coordinate the IT's efforts to reach out to its customers, which
include emails, social-media interactions, newsletters, and direct
conversations.
Create mechanisms for effective public relationship in order to
preserve the image and goodwill of the organization through the
process.
Understanding the strategy for staff dependent on information
technology (IT). Create a plan to create services and solutions,
conduct daily operations, and train new employees.
Understanding the environment of staff dependent on information
technology (IT). Assess and evaluate services and solutions used by
customers to conduct daily operations, and train new employees.
Conveying the goals and objectives of the IT function and how it

contributes to the overall business objectives to staff and
departments across the organization.

Definition
Managing the IT requirements for business objectives. Identify the
requirements of hardware and software equipment to store, retrieve,
transmit, and manipulate data related to business operations.
Consider factors such as functional, design, growth phases, and
delivery schedule while managing IT requirements.
Proactively manage IT service levels against IT customer
requirements.
Gather data from each service target defined in an SLA for a time
segment or review period to evaluate an overall performance
percentage.
Prioritizing SLA compliance issues and plan for remediation.
Collecting customer feedback about IT products and services
effectiveness based on overall satisfaction. The data is collected
through surveys, customer responses, and feedbacks based on the
delivered products/services.
Providing stakeholders with collected IT performance measures for
further development based on evaluation.
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.
Defining the need of technology in business and systematic

implementation of IT investments. It comprises of assessing
competitive technology components to ensure structural analysis,
development, usage and security of technology for efficient business
operations.
Building and maintaining intelligence towards changing organizational
goals, supporting management, and operational or functional levels of
the business. It is the ability to understand business trends that
present threats or opportunities for IT in an organization.

Definition
Monitoring and evaluating existing and forthcoming technologies to
meet the current and future growth plans for business operations.
Defining the integration of digital technology into business operations
and service delivery, and convey the strategy to different segments of
business. It is always backed by continuous improvement followed by
periodic review and change per requirement of the business.
Developing the process of aligning the organization's business

divisions and staff members with the organization's planned
objectives for IT.
Systematic approach to clearly communicate and operate the usage
of information technology as it relates to business objectives.
Maintaining alignment of the organization's business divisions and

staff members with the organization's planned objectives for IT.
Strategy for systematic management of IT investments, projects, and
activities. Analyze and examine the value of the IT portfolio and
allocate resources based on business objectives.
Create and certify the standards to determine the value of the
investments, projects, and activities of IT function for the overall
business objectives.
Determining the uninvested amount out of the total approved amount
for overall IT management, IT investments, projects, and activities.
Evaluating IT investment projects to achieve overall business

objectives in regard to implementation, efficiency, and profitability.
Listing the IT projects in the order of most important to the least.
Determining which of many IT projects are most important or critical
to business operations.
Aligning physical IT resources like software, IT infrastructure,
networks, and non-physical resources like technology expertise, to
strategic objectives ranked by their importance in achieving the
strategic goals.

Definition
Aligning IT investments, projects, and activities to achieve overall
Outlining and maintaining the organization's IT architecture. Establish
the IT architecture definition and framework. Ensure the relevance of
IT. Create and confirm the approach for IT maintenance. Create rules
and regulations to guide IT architecture. Authenticate and finalize all
IT related research and innovation that takes place within the
organization.
Creating and publishing high level statements of the fundamental
values (principles) based on the organization's objectives that guide
Information Technology (IT) decision-making and activities, and are
the foundation for enterprise architecture.
Establishing and operating a structure by which an enterprise defines
appropriate strategies and ensures development alignment with those
strategies. 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.
Systematically investigating and studying materials and sources

relevant to the IT function. Reach meaningful insights and conclusions
in the form of new ideas and innovation for delivering IT services and
solutions.
Analyze the value driven through IT projects and redefine and/or
reprioritize. Evaluate planning, organizing, and implementation of IT
projects based on research outcomes and business objectives.
Defining perspective, position, plans, and patterns needed to execute
designing, delivering, managing, and improving the way information
technology (IT) is used within an organization.
Implementing strategy for designing, delivering, managing, and
improving the way information technology (IT) be used in the
organization. The goal of IT Service Management is to ensure that the
right processes, people, and technology are in place to meet business
goals.

Definition
Identifying operating and process requirement for designing,
delivering, managing, and improving the way information technology
(IT) be used in the organization.
Create and design an organized and curated collection of all IT-related
services that can be performed by, for, or within the organization.
Create a layered structure for IT service management framework

ensuring right processes, people, and technology are in place to meet
business goals.
Defining and implementing activities involved in designing, creating,
delivering, supporting, and managing the lifecycle of information
technology (IT) services within an organization.
Establishing services for providing support to users of IT services and
solutions. Define the plethora of services along with tools and
methods by which the organization assists users of computers,
software products, or other electronic/mechanical products.
Supervising, analyzing, and reporting performance of information
technology (IT) to ensure they are on-course and on-schedule in
meeting the organizational objectives and performance targets.
Regulating the IT management system through performance
measures, governance, analysis, and monitoring through a variety of
analytic tools. Evaluate IT finances, resource, services, projects, and
value for report out.
Determining measures for evaluating the performance of IT services
in the organization. Establish key performance indicators, including
the IT services performance index.
Establishing a governance model with its own structure and functions
from where full or partial control can be exercised over the entire IT
management system. Specify evaluation and quality control
procedures in the structure.
Monitoring and analyzing information technology (IT) performance
measures to ensure timely completion, and that quality assurance is
met at all steps of IT services.

Definition
Checking and analyzing predetermined financial targets and timelines
of IT management system. Monitoring their profitability, feasibility,
and consistency. Study the revenues generated.
Examining and analyzing the value and benefits of IT service
management to ensure benefits outweigh incurred costs.
Create process to assign and manage IT assets that support
organization's strategic goals.
Manage capabilities required for the successful delivery of information
technology (IT) projects, which, by extension, affect the success of the
overall IT services.
Process of collecting, analyzing, and reporting information regarding
the performance of IT services and projects.
Select, establish, and operate analytics tool to analyze data and
extract actionable and commercially relevant information on IT
performance to evaluate or increase performance.
Creating and establishing the value portfolio. Defining, analyzing, and
examining the value of projects, investments, and activities of the IT
function.
Process of evaluating performance to collect and analyze IT services
and projects. Ensure expected IT service and project value based on
established criteria.
Evaluate the value of the investments, projects, and activities of IT
function by assigning it a quantifiable value with a profitable return to
business operations.
Conveying the value addition through adopting technology targeting
towards integrated profitable business operations.
Determining and implementing IT investments, projects, and activities
based on trending technological advancements in the existing
environment in order to achieve overall business objectives.

Definition
Outline and manage the innovation of technology within the
organization. Research and understand emerging future technological
concepts and capabilities. Plan for IT innovation investments. Plan and
execute viable innovation projects.
Establishing the standard for selecting IT research initiatives to align
with organizational criteria for implementing future technologies.
Assessing new and future technologies relevant to the organization's

vision of its IT capabilities.
Identification of conceptual elements that define the benefits of
technology to business.
Implement information technology (IT) research projects that focus on
meeting the goals of the organization's IT services and capabilities.
Assessing IT research projects based on defined outcome

expectations.
Determine project viability. Promote relevant IT innovations that meet
Develop and plan long-term allocation of funds for information
technology (IT) endeavors to meet business goals.
Develop and include the processes required to rapidly adapt and
respond to any internal or external opportunity, demand, disruption,
or threat to IT. Develop a more dynamic, strategic, and integrated
approach to managing risk and compliance obligations.
Ensuring that the organization effectively manages risk. Develop rules
and standards for robust IT operations, manage risk, and adopt
measures to protect integrity, confidentiality, and security of IT
assets.

Definition
Determining and evaluating IT regulatory and audit requirements.
Train employees on regulatory and audit requirements. Records for
the appropriate regulatory and audit agencies must be maintained
and the new product process must be approved by the appropriate
regulatory body before it is published to the organization.
Understand the risk tolerance levels of individual business units, given

risk-return trade-offs for one or more anticipated and predictable
consequences.
Determine the specific maximum risk to take in quantitative terms for
each relevant risk sub-category, including strategic, operational,
financial, and compliance risks.
Establish an individual or a group who is ultimately accountable for
ensuring that IT risks are managed appropriately.
Determine and maintain roles that are specialized in each risk areas
and coordinating all risk management activities for IT function with
due escalation structure.
Establishing compliance objectives which ensures that the
organization has systems of internal controls that adequately measure
and manage IT risk.
Identifying and adopting information technology solutions to support
changing regulatory compliance. Safeguard compliance and manage
risk by outlining the risk policies and procedures.
Developing a timely and continuous process to identify and evaluate
activities that might hinder IT operations or an IT project's goals.
Assess IT-related risk resilience strategies to ensure that the

organization effectively manages its risk.
Developing activities to improve performance opportunities and
lessen threats in IT. Evolve strategies and policies to attain
organizational objectives.
Developing resilience strategies of IT across the organization so that
prospective risks can be avoided.

Definition
Determining resilience strategies to ensure that IT effectively
manages it's delivery process to mitigate risk.
Determining risks that could disrupt objectives of IT.
Prioritize potential IT risks based on business need to ensure overall IT
stability.
Establishing activities to improve opportunities and lessen threats for
IT.
Ensure effective control in overall IT risk management, formulate and
execute guidelines in-line with regulatory bodies, and manage
organizational security throughout the business operations.
Evaluation of dynamic, strategic, and integrated approach to manage
regulatory requirements and compliance obligations.
Analyzing the impact of threats to critical IT assets across different
departments and functions in the organization in terms of quantifiable
results.
Develop and maintain IT compliance standards. Maintaining
requirements set forth by such directives as GRCP, PMI RMP, CGRC,
CGEIT, CRMA.
Develop and maintain an architecture for securing and ensuring the
privacy of data flows throughout the organization. Create, test,
evaluate, and implement IT security policies to ensure the safe use of
IT services and solutions.
Develop and implement training in regard to managing IT risks,
understanding criticality, impact, and opportunities associated with
Establishing processes to communicate IT risk to the organization.
Establishing standards for communications within the organization

which creates the road map for successful understanding of strategic
initiatives for both business units and information technology (IT)
services.

Definition
Evaluate IT risk and threat assessments by way of IT assets,
information security, and breach points within the organization.
Monitoring and managing risks related to IT adoption within the
organization.
Identifying and supervising a blueprint of measures for managing risk
in IT. Monitor actions to enhance opportunities and reduce threats to
project objectives.
Planning and managing IT�s ability to recover from exposure to
internal and external threats.
Evaluating IT business needs and IT's ability to recover from internal
or external threat exposure.
Identifying the limitations of the IT organization 's ability to remediate
disruptions in IT services.
Integrating the disciplines of Emergency Response, Crisis
Management, Disaster Recovery (technology continuity) and Business
Continuity for IT.
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
Evaluate principles or rules employed in controlling, directing, or
managing IT services. Assessing requirements and policies related to
confidentiality.
Defining and managing organization's approach to governing IT
security and ensuring the privacy of data flows throughout the
organization. Establish and manage tools to support the governance
process in order to avoid misuse of information and breach of
organizational privacy.
Outlining and establishing policies, regulations, standards, and
procedures for IT data security and privacy.

Definition
Identifying, examining, and reviewing physical and logical IT data
security measures such as hardware security (smart cards),
cryptographic protocols, and access control.
Identifying, examining, and reviewing security control for IT
applications. Test, analyze, and implement security protocols in order
to safeguard IT applications.
Identifying and examining security controls for physical environment
of information technology (IT) such as business facilities, equipment,
and resources.
Monitoring and evaluating network intrusion detection for any
malicious activity or policy violations. Identify the gaps in order to
resolve threats and enhance existing network security.
Evaluate and analyze the IT environment for the compliance of
industry regulations and government legislation. Ensure that IT
capability and resources meet the set standards.
Conducting projects in order to enhance set standards, established
guidelines, and risk preventive measures for IT risk and resilience.
Examine compliance control systems and tools implemented for

internal and external IT services.
Execute IT compliance reporting in order to review processes,
standards, regulations, and laws are followed as laid out by the
regulatory bodies.
Identify and escalate issues related to IT compliance to ensure that
corrective measures are taken.
Supporting audits and reports through external resources. This
process requires the organization to follow all the regulations set forth
by external auditors.
Create and execute a process to rapidly adapt and respond to any
internal or external opportunity, demand, disruption, or threat in IT.
Maintain continuous IT operations to protect employees, assets, and
overall brand equity.

Definition
Conducting projects to improve the strategy and process for rapidly
adapting to any threat in IT.
Develop, document, and maintain plans to ensure uninterrupted
operations of critical IT services. Determine resources such as
specialized personnel, equipment, support infrastructure, legal and
financial aspects.
Implement and enforce procedures and policies in order to control
changes in IT services and solutions. Manage changes in a rational
and predictable manner for optimum resource utilization.
Review and implement resources (including external parties)
necessary to support uninterrupted operations of critical IT services.
Conduct and manage employee training programs on IT resilience so

that prospective risks can be avoided.
Implement regular resources supporting uninterrupted operations of
critical IT services.
The process of identifying, authenticating, and authorizing IT users to
have access to applications, systems, IT components, or networks by
associating user rights and restrictions with established identities.
Create and implement policies that integrate authorization policies

with authorized profiles of users meant to access network resources.
Managing directory of user profiles and access requirements across

different levels in the organization's IT network.
Managing the process of authorizing IT users to access applications,
systems, IT components, or networks by associating user rights.
Create and manage the process to authenticate IT users from user

directory based on the internal policies.
Examine the processes responsible for reviewing IT user identity and
authorization.

Definition
Address any form of unauthorized network breach such as
unauthorized access or usage of data, applications, services,
networks, and/or devices. Identify the root cause and take corrective
measures to resolve the breach.
Conduct penetration testing (pen test) through an authorized
stimulated attack to identify security weakness in an IT environment
by evaluating the system or network with various harmful techniques.
Reviewing the processes responsible for integration of user identity

and access authorization in order to confirm that all the required
regulations are followed.
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.
Create an organization-wide strategy for the IT function by combining
skills, technologies, applications, and processes in order to attain
organizations objectives.
Implementing strategies for securing and ensuring the privacy of data
flows throughout the organization. Create protocols and guidelines for
individual IT components. Outline analytic objectives in order to avoid
misuse of information.
Creating a set of guidelines that ensure effective and efficient use of
IT. Define data, information, and analytic governance to reach the
organization's goal.
Determining the request for data accessibility and analysis. Review
the details based on internal data security policies and permit data
access only if internal policies and data access parameters are met.
Creating strategies to manage the organization's information and

content. Outline the architecture for information collection and
communication. Administer information resources, data management
and content.

Definition
Determining strategies to manage the enterprise wide flow of
business information and content. Outline the required architecture
for information resources.
Define different ways of representation, usage, and identification of
data with independent or interdependent sources across the
organization.
Identifying and understanding external sources of data in relevance of
reliability, security, and authenticity.
Establishing entities responsible for data accuracy, integrity, and
timeliness that can authorize or deny access to certain data. Develop
data utilizing governance processes to ensure fitness of data
elements.
Creating and maintaining the process of designing, creating,
deploying, and managing strategies to maintain enterprise data and
information architecture.
Develop and implement strategies to plan and manage the flow of an
information system's data from creation and initial storage to the time
when it becomes obsolete and deleted.
Outlining and establishing policies for information and setting
information standards and procedures. Establish policies to regulate
the creation, use, storage, access, communication, and dissemination
of information.
Implementing and executing strategies for processes and
technologies that support the collection, managing, and storing of
data.
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.

Definition
Defining the rules, diction, and logic that make up the framework of
the organization's information architecture. Monitoring and controlling
information attributes that flow through the IT framework.
Maintain information feedstock along with IT hardware and software

needed for storage, access, and retrieval of business information.
Verification of information access and usage through regular reports

on organizational performance.
Implement and manage the process for accessing information
including issues related to copyright, open source, privacy, and
security.
Designing and maintaining the IT services/solutions catalogue.
Evaluate the performance of IT services/solutions. Communicate the
results to the management.
Developing service/solution along with creating a strategy that
provides a base for delivering service/solution aligned with overall
business needs. Conduct research within the services/solutions field
for development and integration.
Determining the development of IT service/solution. Analyze the pros
and cons of IT service/solution and it's methods on the basis of their
cost effectiveness and development value.
Establishing the methods and processes as the foundation for
developing new IT platforms, components, software, and explore new
standards for better IT usage in the organization.
Identifying and implementing techniques and tools for development
based on overall value addition to the IT environment.
Establishing standards for selection of IT service components.

Understanding and selecting reusable service components so that
they can be cost-effective and efficient.

Definition
Creating and establishing service component portfolio by defining
investments, and activities. Analyze and examine the value of the
service component portfolio, and allocate resources towards it.
Creating standards and procedures for developing IT
services/solutions outside of defined business parameters.
Executing life-cycle planning for IT services and solutions. Develop
new requirements and feature-function enhancements. Create and
design a life cycle plan that addresses the current and future state of
Perform a systematic investigation to new and future technology
capabilities for future upgrades.
Identifying processes and supporting procedures that are performed
by an organization to design, plan, deliver, operate, and control
information technology (IT) services/solutions offered to customers.
Determining an approach to create a base for delivering IT

service/solution aligned with overall business needs while maintaining
a tight control on delivery and costs.
Defining solutions to satisfy business needs. IT solution lifecycle
provides a means to address the full life cycle of an information
technology solution and addresses the current and future state of IT
services and solutions.
Developing plans to retire IT service/solution resources when the
service/solution is no longer feasible.
Creating the architecture for the IT services and solutions. Assess
architecture and business constraints in order to understand
integration requirements. Promote existing architecture. Manage
exceptions.
Assessing limitations in IT application and infrastructure architecture
that may hinder expected performance.
Evaluate business limitations that may hinder IT service/solution
performance.

Definition
Determining the requirements to integrate IT components such as
hardware, software, database, telecommunication, and network.
Identification of opportunities for reusing IT components so that they
can be cost-effective and efficient.
Encouraging acceptance of existing IT service/solution architecture in
the organization.
Creating and maintaining a services and solutions architecture over a
network that can be revised as needed or even eliminated in case of
inefficiencies.
Assessing functional compliance of the IT service/solution
architecture. Safeguard compliance with guidelines for the
architecture.
Identifying and resolving any architectural exceptions. Address the
internal inquiries related to architecture that cannot be addressed
immediately. Research inquiries that require the need of exceptional
methods.
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.
Executing an information system, aiming to produce a high quality
system that meets or exceeds customer expectations, reaches
completion within time and cost estimates, and is inexpensive to
maintain and cost-effective to enhance.
Evaluating and validating the requirements and needs of IT
service/solution.
Formulating a design for service/solution that helps an organization to
meet its objectives. Develop a new framework for molding the
service/solution processes into a coherent and structured form.
Building and testing new components required for the development of


Definition
Combining the newly built IT component along with IT services in
order to gain optimum output.
Validating that the proposed IT service/solution is feasible and
provides the needed services for the customer.
Creating and implementing a strategy for the deployment of IT
service/solution by defining all of the activities that make the IT
function available for use. Define the deployment process,
procedures, and tools. Select the most feasible and practical
methodologies for the deployment process.
Identifying and resolving internal needs/inquiries for service/solution
that cannot be resolved immediately. Research inquiries that require
the need of exceptional solutions.
Engaging in all aspects of service/solution maintenance and testing
includes all preventative, routine, and corrective activates. Ensure
that IT service/solution are functioning properly and regulations where
applicable.
Executing IT service/solution maintenance lifecycle in order to reduce
maintenance costs and increase reliability of IT infrastructure
concerning service/solution related problems.
Evaluate plans to address information technology (IT) environmental
adulteration for rectification efforts.
Redesign the roadmap to seek solution or service with an overall
process flow and impact timeframe.
Administering the efforts and activities for IT service/solution
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 service/solution.
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 IT service/solution remediation.

Definition
Understanding customer requirements. Managing services/solutions
based on the requirements. Develop components for providing the
requirements. Train resources to provide support. Confirm the
customer experience post-sale. Evaluate the performance of
service/solution. Communicate the results to the management.
Developing packaging for fixed/enhanced service/solution based on

the standalone or bundled offerings to be used by the organization.
Executing IT services/solutions by creating a strategy for deployment.

Plan and execute the changes. Plan and administer the release of its
Creating and implementing a strategy for the deployment of IT
service/solution. 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.
Evaluate the impact of IT deployment (products/services) on the
business. Compare pre and post development performance, behavior
of resources, and cost to assess organizational benefit.
Defining deployment policies regarding IT services and solutions to
allow employees to plan accordingly. Reduce the negative impact to
the user community.
Outlining processes, methods, and equipment for deployment of IT
solutions. Manage core operations servers like subversion server,
production server, and development server, to make the IT services
and solutions available for internal/client use.
Establishing guidelines for the changed/released IT services and
solutions to meet business objectives with optimum utilization.
Coordinating development approval responsibilities based on defined
change standards.

Definition
Evaluating the impact (pros and cons) of IT services deployment.
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.
Accessing threats and potential failures related to the deployment of
IT services/solutions.
Defining the schedule for implementation of change. Plan and carry
out a process or procedure to implement the predefined changes.
Determine requirements for implementation of IT deployment. Carry

out a pre-implementation audit to assess the impact and use case.
Gauge the possible vulnerabilities and impact the business
operations during and after the implementation.
Plan methodologies and align resources for user testing of IT
deployment.
Create and manage employee training programs by considering the
need and availability of these programs. Manage all aspects related to
the training programs.
Coordinating change implementation in IT services and solutions
communications with employees and stakeholders.
Managing procedures to return to initial pre-deployment stage or
previous state from current environment.
Creating and deploying an architecture for securing the changes
deployed in the organization. Create and develop protocols that
ensure proper and efficient use of deployed IT services and solutions.
Test, evaluate, and implement the policies and protocols.
Evaluating the impact of IT change/release on the business.

Ensure that change/release meets change guidelines set by the
organization.

Definition
Evaluating for any kind of risks or threats which could be caused due
to IT change/release deployment.
Integrate all forms of changes in IT in order to make more efficient use
of resources and down time, and optimizing results.
Defining and communicating the schedule for implementation to
related stakeholders and functions.
Permitting for the change/release deployment. Approve deployment
based on the evaluation of business impact due to change/release.
Recording outcomes related to the change/release deployment.

Deploy the identified solutions for information technology (IT)
important for healthy business operations. Confirm status and
operational availability of IT resources. Perform testing and
distribution of change. Execute roll-back protocol if necessary.
Confirm if hardware/software are operating as per the expectation.
Confirm if operational activities of IT services could be performed.

Executing IT implementation plan to make the IT services and
solutions available for internal use.
Confirming the completion of IT implementation.
Executing changes in software and services as per change/release
schedule.
Perform testing after installation to confirm expected performance is
met.
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.
Execution of plan to return to the previous operating state if the
change/release impedes operational expectations.

Definition
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.
Preparing users for changes in IT solutions. Conduct training sessions
and engagement activities to familiarize users with the new changes.
Implementing the programs for training IT employees.
Coordinating communications regarding the changes in IT services

and solutions with employees in the organization.
Creating a strategy for providing support for organizational changes.
Providing support to users of IT services and solutions.
Executing a plan for introducing the IT services and solutions to the
organization's end user base.
Establishing services for providing support to users of IT services and
solutions for rollout. Define the plethora of services by which the
organization assists users of technology products.
Managing the necessary skills and competencies required to
efficiently provide IT resolution for rollout through the support
structure. Identify the gaps and needs in support structure.
Track and record any issues being faced due to rollout. Define
methodology of assessment for measuring and monitoring issues.
Establishing and managing 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
information technology (IT) products.
Defining and establishing strategy for delivering IT services and
solutions to the users. Design an IT service delivery model that
defines the processes and procedures needed to deliver the IT

Definition
Assessing the goals and objectives of IT service delivery and how it
contributes to the overall business objectives. Align with the business
objectives of the organization.
Creating and establishing a repository of IT service delivery offerings.
Design and maintaining an IT service delivery model that defines the

processes and procedures needed to deliver the IT services and
solutions.
Determining locations and types of IT services and solutions which
need to be delivered.
Defining 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.
Defining and creating a strategy for provision of support to users of IT

Assessing the goals of IT service support delivery and how it aligns to
contribute to the overall business objectives.
Defining different IT support services and solutions such as remote
support and cloud support. Include planned IT initiatives and ongoing
IT services (such as application support).
Design and maintaining an IT support model that defines the
processes and procedures needed to support users of IT services and
solutions.
Developing a strategy for sourcing resources to support users of IT
services and solutions. Establish 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.
Creating an agenda for the rules and regulations of support service
that deal with providing support to users of IT services and solutions.

Definition
Providing the tools and techniques to support users of 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.
Determine and manage service delivery flow across different business

functions. Understand the level of services needed by different
stakeholders. Identify major service delivery touch points and
criticality associated. Ensure timely communication with users.
Planning different delivery services for operational activities within the

IT function. Use service delivery systems to manage the IT service
delivery services.
Scheduling resources to provide service delivery to IT users. Ensure
design, development, deployment, and operations are aligned with
the business objectives.
Maintaining and scheduling batch jobs to run in the background at a
certain date and time.
Determine the timely change or release of IT services or support.
Assign periodic release/change to IT systems or services.
Schedule or optimize backup and archive activities for IT services and
solutions. Use a backup system or application and archive operations
data for future retrieval.
Balancing workloads of all the processes and services that are
provisioned to their internal or external clients, across available
components of IT infrastructure. No component should be over or
under utilized with the workflow of the IT operations.
Determining process and procedure to provide support for specific IT
service problems.
Developing and managing the resources required for administration of
infrastructure. Manage the IT inventory and assets to meet
organization's IT resource capacity.

Definition
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.
Assessing the goals and objectives of IT infrastructure and how it
contributes to the overall business objectives.
Determining existing IT infrastructure capabilities. Identify the gaps
and needs in order to enhance the existing IT infrastructure to meet
growth objectives.
Identify the gaps and needs of existing IT infrastructure. Plan and
develop strategies to upgrade/replace existing IT infrastructure.
Creating a plan associated with usage volumes of IT licenses. Develop
a framework to govern the licensing of an IT services along with
identified usage volumes. Determine the amount of investment in IT
license usage volumes and how would the license volumes be
financed.
Develop strategies and methodologies to provide service support.
Examine service levels, support complexity, stakeholder requirements
to offer service support.
Evaluate criticality catered by the IT support and expectations to
resolve raised or identified issues. Determine the usual requests
received for IT support for each area of IT operations. Ensure
resolution to every identified or reported issue within specified SLAs.
Determining levels of required support resources along with their

responsibilities, and capabilities to resolve IT issues. Evaluate and
ensure that support resources are fulfilling their responsibilities n a
timely manner.
Create and maintain service support knowledge repository. Store,
maintain, access, revise, and use knowledge for IT services. Review
knowledge trends and implement knowledge transfer methodologies
for competitive advantage.

Definition
Maintaining and transfer of knowledge towards service support with
the change/upgrade in technology over a stipulated period. Ensure IT
staff is well trained and tested on the new learning of service support.
Conveying service support needs within the organization, with the

objective of providing required support services. Define processes and
procedures needed to support users of IT services and solutions.
Convey these procedures to appropriate governing authority.
Determining mechanisms to report for a higher degree of decision

making depending on the criticality of IT escalations. Define the
processes and procedures needed to follow for IT escalation at
different levels. Convey the mechanisms within the organization.
Managing resources required for administration of IT service support.
Establish 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.
Developing a strategy that will make use of multiple resources to
coordinate with external support providers in order to make the
support services work more smoother.
Sorting the incidents of IT service delivery in certain order so that the
services could be delivered based on the criticality.
Defining methodology and frequency of assessment for measuring
and monitoring performance of various processes and activities of IT
service support against standard set goals.
Developing and managing different delivery services using service
delivery systems for operational activities within the IT function in
order to achieve organizations goal.
Operating and defining methodology of assessment for measuring
and monitoring performance of online systems against its expected
result.
Operate and monitor the application of scheduling batch jobs to be
run in the background at a certain date and time.

Definition
Analyze and manage workload needs in relation to service delivery.
Plan resources and mechanism around those workload needs so that
services could be delivered smoothly.
Managing the performance and capacity of infrastructure by using key
performance indicators to routinely track the performance and
capacity levels. Review performance. Evaluate the efficiency and
effectiveness of the infrastructure.
Addressing to an issue in operational activities within the IT function,
that occur outside of normal routine or preventative maintenance.
Identify and introduce resources to display output in a viewable form

to key decision makers and evaluators.
Identifying, examining, and recognizing any flaw or breach in security
of IT infrastructure. Ensure that protocols and guidelines for individual
IT components are being followed and there is no misuse of
information and breach of individual or organizational privacy.
Managing resources of IT infrastructure and their recovery capacity.

Manage storage, computer hardware, software, and infrastructure
resources that can be stored as inventory or provided by the
organization as needed. Managing backup/recovery for IT services and
solutions. Use a backup system or application.
Managing the resources required for administration of IT

infrastructure. Manage the IT inventory and assets. Take care of the
organization's IT resource capacity.
Identifying and tracking individual configuration items, documenting
functional capabilities and interdependencies of IT infrastructure.
Determining the gaps and needs in order to enhance existing
infrastructure configuration.

Definition
Evaluating and maintaining all aspects of infrastructure component
maintenance. Ensure that all components of an IT infrastructure are
functioning properly as per the expectation. Maintenance includes all
preventative, routine, and corrective measures.
Installing/configuring/upgrading all the components required for

operational activities within IT infrastructure. Ensure that all
components of an IT infrastructure are functioning properly and
updated to latest version/technology.
Maintaining the complete list of IT items or resources available with
the organization with the details on date of purchase, licenses,
deployment and SLAs.
Administering and overseeing the terms and policies associated with
licensing the IT 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.
Providing all the infrastructure services and capabilities required for
operational activities within the IT function supporting overall
Managing systematic user support functionality and capability through
defined procedures. Determine, record, and monitor user requests.
Execute issue/request resolution. Utilize escalation path when needed.
Resolve issue/request.
Evaluate and assign IT issues/requests accordingly to allow for the
correct routing of IT issues to the relevant support teams.
Providing the necessary skills and competencies required to efficiently
provide IT resolution through the support structure.
Creating an effective plan and structure to address and resolve
requests of IT users. Determine, record, and monitor user requests.
Obtain information about the effectiveness and performance of the
user request handling process from the IT users through various
means.

Definition
Follow processes and procedures to escalate IT requests to required
levels for resolution or effective decision making when necessary.
Creating a structure to resolve issues/requests of IT services using

different mechanisms.
Successfully implement preventive measures to manage IT risk of
exposure to internal and external threats. Integrating the disciplines
of Emergency Response, Crisis Management, Disaster Recovery
(technology continuity) and Business Continuity for IT.
Overseeing key back-office processes for organizations. This category

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

Definition
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].)
Putting budgeting plans into practical use keeping within designated
forecasting parameters.
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.
Conducting a quantitative analysis between what was forecasted and

budgeted and actual financial behavior.
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.).
Determining the revenue, profits, and losses incurred by each unit

within the organization that produces profit.
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.
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.

Definition
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.
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.

Definition
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 met for a new
account.
Reviewing past credit scores to determine the if a line of credit will be
extended to potential customers. This could also include extending
additional credit to existing accounts.
Planning credit score requirements based on established credit
policies.
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.
Renegotiating the terms of a loan agreement in order to recoup
money from a default account.

Definition
Managing accounts that have not met the requirements agreed upon
to pay off outstanding debts.
Creating and providing funds for necessary adjustments and
deductions, including all expenses that were required for the business
at certain point in time.
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. Publish accounting policies.
Agreeing upon terms and conditions. Negotiate an agreement
between two or more parties, the customer and service providers.
Specify scope, quality, and responsibilities.

Definition
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.
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.

Definition
Aggregating different processes in the business. Eliminate
discontinued processes.
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.

Definition
Balancing the ledger account balance for fixed assets. Correct errors
in the books of fixed assets. Provide correct information in relevant
accounts.
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.

Definition
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.
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.
Carrying out activities associated with legal and management
consolidation. Legal consolidation can include currency conversion,
balance carry forward, and consolidation of journal entries.
Management consolidation can include reporting on financials on a
reporting cycle basis to gauge the performance of the organization.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
Filing the amount of taxes that a company owes as of the balance
sheet date. 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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.

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.

Definition
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.
Taking an investment position to offset exposure to certain risks. This

may include purchasing opposite of the organization's position in the
marketplace, using derivatives transactions, or futures contracts.
Handling risks arising from changes in the interest rate.

Taking care of foreign-exchange risks.
Executing all aspects for foreign exchange trade within foreign
exchange market. This includes buying, selling, and exchanging
currencies at the current or expressed price point.
Overseeing the foreign exchange balance sheet with an eye towards
potential risk. Risks include changes in conversion rates between the
time the transaction occurred and when it is completed, or when
transactions are made in a denomination other than that of the
organization's base currency.
Taking care of exposure risks. Maintain financial investments in
particular investments or a portfolios that could be risky for the
organization.

Definition
Implementing hedging strategy in attempt to alleviate risk. This will
include all options, depravities, and futures contracts agreed upon in
Develop risk management/hedging strategy [12974].
Determining which hedge options to execute.
Closing out a position or cashing in derivatives early.
Examining options in the market for hedging investments. Select an
option.
Revising credit reports periodically for accurateness and changes that
could be suggestive of duplicitous activity.�
Preparing and documenting accounts and records of all hedging
investment transactions to reduce risks due to change in markets.
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.
Reporting to external auditors. This process requires the organization
to report to external auditors about the regulations for any critical
data that the organization is holding.

Definition
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.
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.

Definition
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.
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.

Definition
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.
Identifying current exchange rates between two currencies and
converting the foreign currency to that of the local monetary unit. I.E.,
yen to US dollar.
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.)
This category has been expanded in the E&U model to include both
the original non-productive assets (such as property, buildings and
facilities) plus utility networks and major plant assets.
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.

Definition
Analyzing the need and type of maintenance facility required. The
facility is a locations in which aircraft maintenance work can be
carried out. It will be defined according to the maintenance services
that will be provided to customers. For example: Line Maintenance,
Heavy Maintenance, Aircraft Recovery, Incident repairs, Aircraft
Modifications, Passenger to Freighter conversions. All of these
capabilities must fully certified by the relevant NAA and Product
OEMs. These are defined in Develop products and services, [10003]
Evaluating the feasibility of budgets prepared for the construction of

facilities.
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.
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.
Previously these processes might have been covered under 9.1. But
9.1 was a poor representation of utility plant and network design and
construction processes. The new 9.2 process group for E&U provides a
more comprehensive and accurate description of this core utility
function, leaving 9.1 to describe processes applicable to property and
buildings (as was its original intent).
Producing and maintaining a planning schedule and a financial plan to

purchase or manufacture productive assets. Determine the
investment plan, monitor capital, and secure the necessary financing
in order to realize completion of the program.
Establishing what funds will be invested in the construction of
productive assets for the advancement of established business
objectives.
Monitoring plans on capital projects. Capital projects can be
purchasing buildings, lands, etc.
Acquiring the loans needed to construct necessary assets.
Outlining the steps and strategies needed to construct assets. Verify
that all regulations are adhered to and that all permissions have been
granted. Organize and plan for resources to complete construction.
Developing a strategy to perform asset construction. Assure that

timelines, regulations, and resources are on task and on budget.
Managing the construction process to ensure that activates are on
task, on budget, and are being performed with safety and quality in
mind.
Designing assets to meet organizational needs as well as ensuring
that the asset adheres to all national, regional, and local construction
codes.

Definition
Determining what resources will need to be acquired in order to carry
out construction. Plan when, where, and how resources will be used.
Determine the length of time resources will be utilized.
Arranging a timetable for which to perform construction work.
Schedule resources to contract assets for new or replacement assets.
Reschedule or redesign assets if needed.
Defining a timetable for which to execute the construction of the
asset.
Gathering resources needed to complete all construction work. Verify
that all resources have the proper training and skills to perform the
work.
Building new assets necessary for the organization. Be aware of any
construction codes and permits that need to be addressed.
Modifying existing assets to align with the changing needs of the
organization. Be aware of any construction codes and permits that
need to be addressed.
Determining the need to replace existing assets. Be aware of any
construction codes and permits that need to be addressed.
Overseeing the performance and quality of work. Assure that records
are maintained throughout the construction process. Adhere to all
safety, security, and access regulations set forth by the organization
and all government standards.
Monitoring construction to insure that all regulatory laws are being
adhered to, that all work is being performed in a timely manner, and
that quality assurance is met at all steps of the construction process.
Implementing a checks and balances system to verify that the

construction was performed correctly. Rework when errors are found.
Implementing records to include all construction work that has been

performed. Include all new or modified construction, and any
construction or regulatory issues that might have occurred.

Definition
Ensuring that safety, security, and access is maintained. Provide a
workplace that meets and exceeds all local, state, and federal
guidelines. Provide security and access to the building site as set
forth by safety and organizational guidelines.
Preserving productive assets through the planning, managing, and
performance of preventative, routine, and critical maintenance work.
Ensuring that necessary resources are available and tasks are

prioritized accordingly through planning. Provide strategies and
policies that identify tasks that need to be completed, and the
resources necessary to fulfill those tasks.
Creating goals and agendas to better realize the success of the
maintenance policies that have been put into place.
Evaluating assets in order to project future requirements for
maintenance. Evaluate the present working condition of assets.
Determine the future maintenance requirements of assets.
Communicating policies in regards to asset maintenance. Provide a
clear set of procedures and policies that outline what will be involved
in the maintenance process.
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.
Identifying the steps needed for asset maintenance. List out the
those tasks that are involved in completing this process. Prioritize the
tasks that are created.
Analyzing workload needs in relation to asset maintenance and plan
resources around those needs.
Creating procedures on how to maintain productive assets.
Ensuring that asset maintenance is conducted in a timely manner and
successfully. Schedule work with the required resources with an eye
on quality control and safety. Verify that contracted maintenance
meets performance targets.

Definition
Defining a timetable for which to execute the maintenance of the
asset.
Gathering resources needed to complete all maintenance work. Verify
that all resources have the proper training and skills to perform the
work.
Implementing a checks and balances system to verify that the
maintenance was performed correctly. Rework when errors are found.
Modifying existing maintenance records to include all new work that

has been performed, what assets were serviced, and any issues that
might have arisen.
Assuring that all safety laws and regulations are being implemented
and followed. Align practices with regulatory bureaus such as OSHA ,
EHS, and ISO.
Outlining what should be achieved through predictive indicators with
regard to performing maintenance. This could include the length of
time it takes to perform routine maintenance or how often unplanned
maintenance feasibly occur.
Following set performance targets, monitor and gage the success of
the organization in meeting those targets.
Engaging in all aspects of asset maintenance. Ensure that all assets
are functioning properly and to all specified codes and regulations
where applicable. Maintenance includes all preventative, routine, and
corrective activates.
Performing prophylactic maintenance in an effort to avoid corrective
or unplanned repairs.
Carrying out required maintenance to continue upkeep of equipment
or assets.
Repairing or correcting faults that occur with an asset. This could be a
break or other repairable damage.

Definition
Realizing potential or current problems with assets that would require
unplanned maintenance. Unplanned maintenance is a repair or
change that needs to be made that is not preventative or routine.
Performing repairs that occur outside of normal routine or

preventative maintenance.
Selecting a supplier base from an existing population of suppliers of
parts and services. This can involve integration of information from a
variety of external sources such as Dun and Bradstreet, past supplier
performance measures, etc. to develop a network of preferred
suppliers.
Analyzing components/parts for fault. Analysis will include the
following questions: 1. Is the part in receiving as indicated by the
shipping notification? 2. Is the part that was sent the same as
documented in the system? I.e., is it the part expected to receive? 3.
Is there documentation provided of what is wrong with the part? 4.
Can confirmation of what is wrong with the part be made in regard to
what is reported as the problem? 5. If confirmation cannot be made,
then can a determination me made through testing? 6. Do the tests
confirm the mentioned fault? 7. If #6 evaluates to false, the part is a
NFF part, etc.
Performing BER assessment by the CRO provider when a damaged

part arrives in a repair shop. The purpose of this assessment is
decide if the cost of repairing the part is less than the cost of
scrapping it and buying a new one.

Definition
Prioritizing repair work based on preset factors , requirements, and
need. These factors include: 1. The SLA associated with a
customer/part combination 2. Number of these parts already on order
3. Are parts open loop (customer needs a working part back, not
necessarily the same serialized part) or closed loop (customer will
only accept the same serial numbered part back). Once the
prioritization of work is completed, the sequence will have to be
checked for feasibility against the available resources vs required
resources. The output of this is called a nominal repair prioritization
sequence. The nominal sequence can be interrupted at any time by
AOG part arrivals, where AOG parts take precedence and may even
interrupt normal operation, requiring continuous re-scheduling and re-
sequencing. The situation gets more complex when multiple AOGs
arrive at the same time.
Identify the availability of the parts requiring repair. This requires full
visibility across the entire internal and partner networks of all
available materials both on hand and on order, and also includes parts
themselves within the repair process. Many OEMs and suppliers have
developed the capability to share available parts inventory across
partner networks in real time. (Determining the availability of
inventory starts by looking within a warehouse; at all warehouses in a
given location and may expand to country-wide and worldwide
checks. It also involves lookup of consignment inventory, inventory
on order with lead time, in repair with estimated availability date,
checks for replacement parts and their associated availability, or PMA
parts. Interchangeability is defined in the engineering system but, the
key source of information for interchangeability of parts is the
Illustrated Parts Catalog.)
Providing complete visibility throughout the entire repair cycle. Both

internal and external customers are aware of exactly where within the
process a given part actually is. This could be by order number, part &
serial number, warranty claim number, etc.

Definition
Confirming and documenting repair testing. Once a component repair
is complete, fully document the testing standards required, confirm
testing has been carried out, and record the results. Document who
did what, and where and when testing occurred.
Invoicing customer when repaired part is returned to sender. The
customer is invoiced using Invoice customer [10743]. The invoice is
created using the materials and labor data, and any warranty
dependent costs that have been identified and possibly excluded.
Ensuring that customer required work from different business units,
partners, and/or processes and systems they need to access are
consistent and fully integrated.
Managing the ability to deliver maintenance services.
Managing the potential facilities capacities that are available for
planning maintenance services. An example will include a hanger
which can have one bay which can accommodate 1 B747 or B777, or
2 B737s or 2 A320s.
Managing operational capacity on a shift-by-shift basis. The number of
resources and distribution of resources are aligned with the short-term
demand. Output of the operational plan may involve determining
overtime and reallocation of capacity to demand in order to optimize
operations. At an operational level, the activity is focused primarily
on internal operations.
Delivering maintenance services to customers. Activities are in
accordance with the maintenance contracts defined in Manage
ongoing maintenance, repair and overhaul service contracts [12089].
The planning and maintenance of the facility where this maintenance
will be executed is addressed in Acquire, Construct, and Manage
Assets [19207].

Definition
Obtaining approval for generated maintenance quotes. This occurs
once the aircraft has arrived, and is in the hangar. This is an estimate
generation for any additional work that has been generated between
the time the initial work scope was generated and the time that the
aircraft entered the hangar (some additional squawks, etc., may be
provided by the customer); also includes the subsequent approval of
the additional estimate by the customer. This also occurs on day-by-
day, shift-by-shift basis once maintenance work is in progress. If,
during the course of the check event, additional work elements are
identified, a quote for the customer needs to be prepared. The
consequences of the inclusion of this additional work will be added to
the existing contract and presented to the customer for acceptance.
Collating all relevant documentation associated with the repair. Verify

all of the information, prepare the package for (electronic)
transmission to the customer, and notify the customer of shipment
status.
Documenting components that have been changed. Record the new
serial number, the modification standard of the part being installed,
number of cycles remaining on the new part, service bulletins or
modifications that need to be made to the component that have not
yet been made, and when it is in plan for those changes to be made.
Managing the task card life cycle from a work and compliance
perspective.
Managing all interchanges with 3rd party providers of Service
Partners. Ensure that all partners are aware of their commitments and
that any modifications required can be quickly and easily completed.
Completing collection and outputting of necessary information for the

timely provision of a complete and accurate invoice on completion of
the work tasks.

Definition
Retiring productive and non-productive assets.
Creating a strategy for managing asset exits.
Retiring assets that are no longer viable to the business.
Decommission assets that are no longer in working order, are out of
date, or whose maintenance exceeds the cost of replacement.
Performing the sale of assets. Achieve and complete the sale process.
Deliver the end product to the customers.
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.
Disposing of waste and hazardous materials as outlined by state,

local, and federal regulations.
The process group "manage enterprise risk, compliance, remediation,
and resiliency" is responsible for ensuring that an organization
effectively manages its risk. Process groups are aligned with
traditional risk management activities.
The "manage enterprise risk" process group addresses enterprise risk
management. Risk is the probability or threat of a negative
occurrence caused by potential events. Strategic, operational,
financial, and hazard risks categories are included in this group.
Manage enterprise risk includes establishing an enterprise risk
management framework and policies, overseeing enterprise risk
management activities across the organization, and coordinating
business unit/functional risk management processes. Based on the
enterprise-level risk management frameworks and policies, business
unit/functional risk management activities are executed and
managed. This process group also covers the management of
regulatory compliance to ensure the organization has the required
procedures in place and follows regulatory requirements.

Definition
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.
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.

Definition
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.
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.

Definition
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.
The "manage compliance" process group is responsible for the
development of internal and external compliance activities.
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.
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.

Definition
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.
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.
Creating a graphical representation of metrics in order to
communicate the general health of the organization in relation to risk
and compliancy.
Submitting compliance reports to regulatory agencies. These reports
can be made to environmental, securities, or human resources
agencies as stipulated by the local governing body.
Developing and preserving relationships with the regulators, without
compromising the legal basis of the relationship.
Inspecting maintenance capabilities. The applicable regulatory
authority must inspect the maintenance capabilities and indicate that
the company is capable of providing maintenance services for XXX
aircraft types.

Definition
Remediation efforts are those processes necessary to repair damage
to assets created by the occurrence of a risk, be it a new risk or a risk
under existing management.
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.
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.
Managing business resiliency and risk includes the processes required
to enable firms to rapidly adapt and respond to any internal or
external opportunity, demand, disruption, or threat; continue
operations without significant impact to the business; and develop a
more dynamic, strategic, and integrated approach to managing
compliance obligations.

Definition
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.
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.

Definition
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).
Ascertaining how the business entity relates to all levels of
government. Identify areas that needs further growth and resources to
foster those relationships.
Assigning executive level resources to manage, grow, and drive
relationships with government bodies.
Analyzing current relationships with government bodies and entities.
Garnering internal advice from an informal group in order to

successfully maintain and advance relationships.
Garnering third party advice from an informal group in order to
successfully maintain and advance relationships.
Meeting with government heads and representatives.
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.�
Engaging government, regulatory, or industry agencies to establish

relationships. Analyze steps and requirements necessary for
inclusion, if needed.
Ensuring regular interaction between business entity and quasi-
government bodies in order to maintain established relationships.
Collect and record meeting data for further analysis and use.
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.

Definition
Determining the requirements to enter in to an agreement with trade
or industry agencies. Discover what activities or processes can be
conducted to provide the best mutual outcome.
Analyzing current relationships with trade and industry groups. Ensure
that the partnership in successful and make modifications where
needed.
Providing additional information or inclusion for third party trade or
industry entities; or changing existing parameters to modify the
current relationship. Communicate and execute changes.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
Realizing those practices and procedures that are the most effective
to the success of the business and making that information available.
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.
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.

Definition
Defining and using performance indicators to consider the financial
perspective, customer perspective, internal process perspective, and
learning perspective of the organization.
Determining the need for additional performance indicators that
would be necessary to successfully achieve the business goal.
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.
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.

Definition
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.
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.

Definition
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.
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.

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.
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.
Procuring the necessary resources outlined in Define roles and

resources [11123]
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.
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.

Definition
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].
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.
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.

Definition
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.
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.
Recognizing the impact of threats to critical assets. Determine what
groups are impacted by this impact.
Evaluating the impact of threats to critical assets. Determine what
assets will be impacted by the change.

Definition
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.
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.

Definition
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.
Utilizing champions that have been trained to carry out needed
changes. Engage champions to communicate roles and
responsibilities for the change.
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.
Reporting on the outcome of the change. Document changes and the
impact those changes had on critical assets. Share findings with
those within the target audience: those impacted by the change,
change champions, stakeholders, etc.
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.

Definition
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.
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.
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.
Designing new policies, procedures, and guidelines to support
knowledge management.
Implementing new policies, procedures, and guidelines to support
knowledge management.
Leveraging KM evaluations and identified gap to enhance existing
approaches.
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 efficiency of the organization's processes. Adapt
evaluation to the activities and business components being measured.
(Unlike process Measure staff productivity [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 productivity of employees. Measure activities

performed to determine where automation could increase productivity.
Identify differences between the productivity 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.
Assessing process data, measures, and trends in an effort to evaluate
process performance and identify possible improvements.
Designing key measures that analyze and interpret how effectively

the business is achieving its objectives.
Deciding on the appropriate amount of supervisions that are needed
to effectively assess the performance of business plans.
Consolidating acquired metrics and trends. Provide data that can be
benchmarked against historical data.
Measuring the performance of process planning. Quantify the
performance, record results of the performance tests, and report them
to the appropriate authority.
Recognizing the trends in performance. Carefully and strategically
assess the results in order to effectively spot the trends.

Definition
Evaluating the gaps between achieved and benchmarked
performance. Analyze how performance differs from the optimal or
expected performance.
Creating reports that systematically record and represent the
performance planning. Construct a detailed report specifying the
performance, and include indicators such as the performance gaps,
performance trends, and analysis.
Using performance indicators to report, analyze, and create a detailed
performance improvement plan to bridge the performance gaps.
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.
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.

Definition
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.
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.

Definition
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.
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.

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID
10003 2.0 Develop and Manage Products and Services Staff Productivity 105510

Process
Element Hierarchy
10007 7.0 Develop and Manage Human Capital Staff Productivity 100943

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10105 3.5 Develop and manage sales plans Staff Productivity 106145
10184 3.5.1.7 Manage customer sales calls Staff Productivity 104769
10185 3.5.4 Manage sales orders Staff Productivity 102529
10186 3.5.6 Manage sales force Staff Productivity 104634

10215 4.1 Plan for and align supply chain resources Staff Productivity 101218

Process
Element Hierarchy
10216 4.2 Procure materials and services Staff Productivity 104139

Process
Element Hierarchy
10217 4.3 Produce/Assemble/Test product Staff Productivity 104202
10217 4.3 Produce/Assemble/Test product Staff Productivity 105248
10219 4.4 Manage logistics and warehousing Staff Productivity 105152
10277 4.2.1 Develop sourcing strategies Staff Productivity 106424
10279 4.2.5 Order materials and services Staff Productivity 105162

Process
Element Hierarchy
10295 4.2.5.4 Create/Distribute purchase orders Staff Productivity 105551
10297 4.2.5.6 Record receipt of goods Staff Productivity 105031
10340 4.4.3 Operate warehousing Staff Productivity 100882
10340 4.4.3 Operate warehousing Staff Productivity 100888
10374 4.3.9.2 Perform testing using the standard testing Staff Productivity 105023
procedure
procedure

Process
Element Hierarchy
procedure
procedure
10379 6.2 Plan and manage customer service contacts Staff Productivity 104121
10379 6.2 Plan and manage customer service contacts Staff Productivity 104123
10410 7.2 Recruit, source, and select employees Staff Productivity 106235
10412 7.5 Reward and retain employees Staff Productivity 106202

Process
Element Hierarchy
10413 7.6 Redeploy and retire employees Staff Productivity 101276
10413 7.6 Redeploy and retire employees Staff Productivity 100491
10473 7.3.4 Develop and train employees Staff Productivity 104585

Process
Element Hierarchy
10497 7.5.4 Administer payroll Staff Productivity 100490
10512 7.6.1 Manage promotion and demotion process Staff Productivity 106065
10729 9.2 Perform revenue accounting Staff Productivity 105924

Process
Element Hierarchy

Process
Element Hierarchy
10732 9.5 Process payroll Staff Productivity 100920
10732 9.5 Process payroll Staff Productivity 101372
10734 9.7 Manage treasury operations Staff Productivity 104820
10738 9.1.1 Perform planning/budgeting/forecasting Staff Productivity 105134
10741 9.1.4 Evaluate and manage financial performance Staff Productivity 103159
10742 9.2.1 Process customer credit Staff Productivity 105478

Process
Element Hierarchy
10743 9.2.2 Invoice customer Staff Productivity 105477
10744 9.2.3 Process accounts receivable (AR) Staff Productivity 105557
10745 9.2.4 Manage and process collections Staff Productivity 100796

Process
Element Hierarchy
10745 9.2.4 Manage and process collections Staff Productivity 104115
10746 9.2.5 Manage and process adjustments/deductions Staff Productivity 100880
10746 9.2.5 Manage and process adjustments/deductions Staff Productivity 105985
10748 9.3.2 Perform general accounting Staff Productivity 100875
10748 9.3.2 Perform general accounting Staff Productivity 101330
10749 9.3.3 Perform fixed-asset accounting Staff Productivity 101329
10753 9.5.1 Report time Staff Productivity 101422
10754 9.5.2 Manage pay Staff Productivity 101370

Process
Element Hierarchy
10754 9.5.2 Manage pay Staff Productivity 101334
10756 9.6.1 Process accounts payable (AP) Staff Productivity 101290

Process
Element Hierarchy
10757 9.6.2 Process expense reimbursements Staff Productivity 101419
10757 9.6.2 Process expense reimbursements Staff Productivity 100952
10759 9.7.2 Manage cash Staff Productivity 104810
10794 9.2.2.1 Maintain customer/product master files Staff Productivity 105496
10794 9.2.2.1 Maintain customer/product master files Staff Productivity 105497
10877 9.6.1.9 Respond to AP inquiries Staff Productivity 105907

Process
Element Hierarchy
11073 13.5 Develop and manage enterprise-wide knowledge Staff Productivity 106117
management (KM) capability
11096 13.5.2 Assess KM capabilities Staff Productivity 106336
11208 9.7.6 Monitor and execute risk and hedging transactions Staff Productivity 104821
11208 9.7.6 Monitor and execute risk and hedging transactions Staff Productivity 104813
12669 6.3.2 Process warranty claims Staff Productivity 105614
12669 6.3.2 Process warranty claims Staff Productivity 105615
16573 3.2.4.1 Establish channel-specific metrics and targets Staff Productivity 106144
16573 3.2.4.1 Establish channel-specific metrics and targets Staff Productivity 105872
17052 7.4 Manage employee relations Staff Productivity 106359

Process
Element Hierarchy
17052 7.4 Manage employee relations Staff Productivity 106356
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity Staff Productivity 106135
17404 3.5.4.6 Identify/perform cross-sell/up-sell activity Staff Productivity 105822
19698 2.2 Generate and define new product/service ideas Staff Productivity 105506
20022 4.0 Deliver Physical Products Staff Productivity 105990

20025 5.0 Deliver Services Staff Productivity 105403

Process
Element Hierarchy
20599 7.3 Manage employee on boarding, development, and Staff Productivity 106170
training
training
training

Metric name Formula Units
Number of newly launched products/services per (Total number of projects * Percentage of new products/services
FTE (including external) that performs the function product/service development projects that are
"develop and manage products and services" commercially launched * 0.01) / Number of FTEs
who develop and manage products and services
Percentage of employees tasked with at least one Percentage of employees tasked with at least one percent
innovation goal innovation goal
Number of product/service extensions generated Number of product/service opportunities that are extensions
per generate new product/service ideas FTE existing product/service extensions / Number of
FTEs who generate new product/service ideas
Number of new product/service development Number of new product/service developments projects

projects per FTE involved from the start of the projects / (((Percentage of FTEs who develop and
design and develop products/services process manage products and services who design and
through the support product manufacturing or develop products/services + Percentage of FTEs
service delivery process who develop and manage products and services
who test market products/services + Percentage of
FTEs who develop and manage products and
services who support product manufacturing or
service delivery)*Number of FTEs who develop and
manage products and services)/100)
Number of new product/service development Number of product/service opportunities that are concepts
concepts per FTE that performs the phase new product/service developments / Number of
'generate new product/service ideas' FTEs who generate new product/service ideas

Number of existing product/service improvement Number of existing product/service improvement projects
and extension projects per FTE involved from the and extension projects / (((Percentage of FTEs who
start of the design and develop products/services develop and manage products and services who
process through the support product design and develop products/services +
manufacturing or service delivery process Percentage of FTEs who develop and manage
products and services who test market
products/services + Percentage of FTEs who
develop and manage products and services who
support product manufacturing or service
delivery)*Number of FTEs who develop and
manage products and services)/100)
Number of product/service improvements Number of product/service opportunities that are improvements

generated per generate new product/service ideas existing product/service improvements / Number of
FTE FTEs who generate new product/service ideas
Number of existing product/service improvement Number of concepts in the pre-design phase that concepts
and extension concepts per generate new are existing product/service improvements and
product/service ideas FTE extensions / ((Number of FTEs who develop and
manage products and services * Percentage of
FTEs who develop and manage products and
services who generate new product/service ideas)
* 0.010)
Number of research and development (R&D) FTEs Number of FTEs who perform research and FTEs
per $1 billion revenue development (R&D) / (Total business entity
revenue * .000000001)
Number of 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 operational workers/office staff Number of operational worker/office staff employees
employees per HR function FTE employees / Number of FTEs who perform the
function "develop and manage human capital"

Number of middle management/specialists Number of middle management/specialist employees
Number of senior management/executive Number of senior management/executive employees
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 Tier 1 HR shared service organization Number of tier 1 service center employees / employees
employees per Tier 1 manager/supervisor Number of tier 1 service center
managers/supervisors
Tier 1 transaction volume per Tier 1 HR shared Total HR shared service tier 1 transaction volume / transactions
service organization employee Number of tier 1 service center employees
Tier 1 call/inquiry volume per Tier 1 HR shared Total HR shared service tier 1 call/inquiry volume / calls/inquiries
Number of Tier 2 HR shared service organization Number of tier 2 service center employees / employees
employees per Tier 2 manager/supervisor Number of tier 2 service center
managers/supervisors
Tier 2 transaction volume per Tier 2 HR shared Total HR shared service tier 2 transaction volume / transactions
Tier 2 call/inquiry volume per Tier 2 HR shared Total HR shared service tier 2 call/inquiry volume / calls/inquiries
Total company employees serviced per North Total employee headcount served by HR shared employees
American HR shared services center services organization / Recruiting/staffing service
recruiting/staffing specialist headcount center specialist headcount for North American
Center

Total requisitions per North American HR shared Number of job requisitions handled by North requisitions
services center recruiting/staffing specialist American HR shared services center /
headcount Recruiting/staffing service center specialist
headcount for North American Center
Total hires handled per North American HR shared Number of hires handled by North American HR hires
services center recruiting/staffing specialist shared services center / Recruiting/staffing service
headcount center specialist headcount for North American
Center
American HR shared services center workforce services organization / Workforce administration
administration specialist headcount service center specialist headcount for North
American Center
American HR shared services center training services organization / Training administration
administration specialist headcount service center specialist headcount for North
American Center
American HR shared services center leave of services organization / Leave of absence
absence administration specialist headcount administration service center specialist headcount
for North American Center
American HR shared services center employee services organization / Employee relations service
relations 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 serviced per HR shared Total employee headcount served by HR shared employees
services center HR business partner headcount services organization / HR business partners for
overall HR organization
services center HR generalist headcount services organization / HR generalists for overall
HR organization
services center HR administrator headcount services organization / HR administrators for
services center field HR headcount services organization / Total field HR headcount for

Number of transactions per HR shared service Total HR shared service transaction volume / Total transactions
organization employee HR shared service employee headcount
Number of calls/inquiries per HR shared service Total HR shared service call/inquiry volume / Total calls/inquiries
organization employee HR shared service employee headcount
Number of employees served per HR shared Total employee headcount served by HR shared employees
service organization employee services organization / Total HR shared service
employee headcount
Number of retirees served per HR shared service Total retiree headcount served by HR shared retirees
organization employee services organization / Total HR shared service
employee headcount
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


services center tier 1 headcount services organization / Number of tier 1 service
center employees
services center tier 2 headcount services organization / Number of tier 2 service
center employees
Total customers (employees + retirees) served by (Total employee headcount served by HR shared customers
HR shared services center per total HR headcount services organization + Total retiree headcount
served by HR shared services organization) / Total
HR headcount for overall HR organization
services center HRIS headcount services organization / HRIS headcount for overall
HR organization
services center talent acquisition CoE headcount services organization / Talent acquisition CoE
headcount for entire shared services operation
services center talent management CoE headcount services organization / Talent management CoE
services center compensation CoE headcount services organization / Compensation CoE
services center benefits CoE headcount services organization / Benefits CoE headcount for
entire shared services operation

services center employee and labor relations CoE services organization / Employee and labor
headcount relations CoE headcount for entire shared services
operation
services center continuous improvement services organization / Dedicated continuous
headcount 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 original customer inquiries/calls Number of monthly original customer inquiries/calls
handled by Tier 1 service center employee per Tier inquiries/calls handled by Tier 1 service center
1 service center employee per month employees / Number of tier 1 service center
employees

Total company employees per employee relations Total employee headcount served by HR shared employees
specialist services organization / Total number of employee
relations specialists
Total company employees per recruiting/staffing Total employee headcount served by HR shared employees
specialist services organization / Total number of
recruiting/staffing specialists
Total company employees per training Total employee headcount served by HR shared employees
administration specialist services organization / Total number of training
administration specialists
Total number of job requisitions handled per Total number of job requisitions handled / Total requisitions
recruiting/staffing specialist number of recruiting/staffing specialists
Employee satisfaction index Employee satisfaction rate percent
Average daily retail shoppers to brick-and-mortar Shoppers to retail store staff ratio
retail store staff ratio
Number of active customers per sales FTE Number of active customers in customer master customers
file/Number of FTEs who perform the sales function
Percentage of sales force that made their Percentage of the sales force that made their percent
quotas/targets in the last 12-month reporting quotas/targets in the last 12-month reporting
period period
Number of sales order line items per FTE that Number of sales order line items / Number of FTEs sales order line
performs the process "manage sales orders" who perform the process "manage sales orders" items
Number of sales orders per FTE that performs the Number of sales orders placed / Number of FTEs sales orders
process "manage sales orders" who perform the process "manage sales orders"
Sales force turnover rate Sales force turnover percent

Number of FTEs that perform the process group Number of FTEs who perform the process group FTEs
"plan for and align supply chain resources" per $1 "plan for and align supply chain resources" / (Total
billion revenue business entity revenue * .000000001)

Number of products (SKUs) per FTE that performs Number of products (SKUs) supported/managed / products (SKUs)
the process group "plan for and align supply chain Number of FTEs who perform the process group
resources" "plan for and align supply chain resources"
Value added productivity per employee Value added productivity per employee in revenue dollars
value
Total purchase value (spend, in thousands of (Value of all materials and services purchased / dollars
dollars) per FTE that performs the process group (Number of FTEs who perform the process "develop
"procure materials and services" 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 "manage suppliers")) * .001
Number of purchase orders processed per FTE that Number of purchase orders placed / (Number of purchase orders
performs the process group "procure materials and FTEs who perform the process "develop sourcing
services" 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 "manage
suppliers")
Number of active suppliers in vendor master file Number of active unique suppliers in vendor active suppliers
per procurement process group FTE master file / (Number of FTEs who perform the
process "develop sourcing strategies" + Number of
FTEs who perform the process "select suppliers and
develop/maintain contracts" + Number of FTEs
who perform the process "order materials and
services" + Number of FTEs who perform the
process "manage suppliers")

Number of business entity employees per FTE that Number of business entity employees / (Number of employees
performs the process group "procure materials and FTEs who perform the process "develop sourcing
services" 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 "manage
suppliers")
Value of plant shipments per business entity Most recent fiscal year's approximate currency dollars
employee value of plant shipments per business entity
employee
Percentage of manufacturing workforce that has Percentage of manufacturing workforce that has percent
completed Six Sigma training completed Six Sigma training
Number of FTEs that perform the process group ((Number of FTEs who perform the process "define percent
"manage logistics and warehousing" as a logistics strategy" + Number of FTEs who perform
percentage of total business entity FTEs the process "plan and manage inbound material
flow" + Number of FTEs who perform the process
"operate warehousing" + Number of FTEs who
perform the process "operate outbound
transportation") / Number of business entity
FTEs)*100
Number of FTEs dedicated to retail buying and Number of FTEs employed for buying and FTEs
merchandising activities per $1 billion revenue purchasing activities / (Total business entity
revenue * .000000001)
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 per Number of purchase order line items processed / purchase order line
FTE that performs the process "order materials and Number of FTEs who perform the process "order items
services" materials and services"

Number of purchase orders processed per FTE that Number of purchase orders placed / Number of purchase orders
performs the process "order materials and FTEs who perform the process "order materials and
services" services"
Total number of purchase orders placed per finance Number of purchase orders placed / Number of Purchase Orders
shared services center employee responsible for FTEs who perform the process "order
creating/distributing purchase orders materials/services" who create/distribute purchase
orders
Number of FTEs who perform the process "record Number of business entity FTEs who perform the FTEs
receipt of goods" per million barrel of oil equivalent process "record receipt of goods" / (Average oil and
(BOE) gas net production (BOE/day) * .000001)
receipt of goods" per thousand gross operated process "record receipt of goods" / (Total operated
producing wells producing well count * .001)
receipt of goods" per thousand miles of pipe process "record receipt of goods" / (Total number of
miles of pipeline in service * .001)
receipt of goods" per thousand barrels throughput process "record receipt of goods" / (Average
refining throughput * .001)
Number of sales order line items filled per FTE that Number of sales order line items / Number of FTEs sales order line
performs the process "operate warehousing" who perform the process "operate warehousing" items
Number of annual sales orders filled per FTE that Number of sales orders fulfilled / Number of FTEs sales orders
performs the process "operate warehousing" who perform the process "operate warehousing"
Number of FTEs who perform the process "order Number of FTEs who perform the process "order FTEs
materials and services" per million barrel of oil materials and services" / (Average oil and gas net
equivalent (BOE) production (BOE/day) * .000001)
materials and services" per thousand gross materials and services" / (Total operated producing
operated producing wells well count * .001)

materials and services" per thousand miles of pipe materials and services" / (Total number of miles of
pipeline in service * .001)
materials and services" per thousand barrels materials and services" / (Average refining
throughput throughput * .001)
Inbound live agent calls per agent FTE Number of inbound calls received through a live calls
agent / Number of agent FTEs
Inbound contacts per agent FTE Total number of inbound contacts / Number of contacts
agent FTEs
Total number of job applications received per FTE Number of job applications received / Number of applications
that performs the process group "recruit, source, FTEs who perform the process group "recruit,
and select employees" 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 hire makers per senior management/executive new 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
Number of new hires per FTE that performs the Total number of new hires / Number of FTEs who new hires
process group "recruit, source, and select perform the process group "recruit, source, and
employees" select employees"
Number of remote business entity employees per (Percentage of total employees who are remote employees
FTE that performs the process group "reward and employees * Number of business entity employees
retain employees" * 0.01) / Number of FTEs who perform 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 process group FTE the process group "reward and retain employees" /
Number of FTEs who perform the process group
"reward and retain employees"
Number of monthly non-routine "reward and retain Number of non-routine inquiries received monthly inquiries
employees" inquiries per process group FTE for the process group "reward and retain
employees" / Number of FTEs who perform the
process group "reward and retain employees"
Number of total monthly "reward and retain (Number of routine inquiries received monthly for inquiries
employees" inquiries per process group FTE the process group "reward and retain employees"
+ Number of non-routine inquiries received
monthly for the process group "reward and retain
employees") / Number of FTEs who perform the
process group "reward and retain employees"
performs the process group "reward and retain FTEs who perform the process group "reward and
employees" retain 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"
performs the process group "redeploy and retire FTEs who perform the process group "redeploy and
employees" retire employees"
performs the process "develop and train FTEs that perform the process "develop and train
employees" employees"
FTE that performs the process "develop and train employees * Number of business entity employees
employees" * 0.01) / Number of FTEs that perform the process
"develop and train employees"

"manage employee information and analytics" FTE employees * Number of business entity employees
* 0.01) / Number of FTEs who perform the process
group "manage employee information and
analytics"
Number of business entity employees per FTE in Number of business entity employees / Number of employees
learning administration FTEs who perform learning administrative activities
performs payroll administration activities FTEs who perform payroll administrative activities
Percentage of business entity employees who have (Number of business entity employees promoted percent
been promoted internally within the past year internally during past 12 months / Number of
business entity employees) * 100
Number of adjustments/deductions per FTE that Number of adjustments/deductions / (Number of adjustments/deduc
performs the processes "process accounts FTEs who perform the process "process accounts tions
receivable (AR)", "manage and process receivable (AR)" + Number of FTEs who perform
collections", and "manage and process the process "manage and process collections" +
adjustments/deductions" Number of FTEs who perform the process "manage
and process adjustments/deductions")
Number of invoice line items processed per FTE Number of billed/invoiced line items paid to your invoice line items
that performs the order to invoice processes business entity / (Number of FTEs who perform the
process "manage sales orders" + Number of FTEs
who perform the process "process customer credit"
+ Number of 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 order to invoice processes FTEs who perform the process "manage sales
orders" + Number of FTEs who perform the process
"process customer credit" + Number of FTEs who
perform the process "invoice customer")
Number of receipts processed per FTE that Number of receipts processed / (Number of FTEs receipts
performs the processes "process accounts who perform the process "process accounts
Number of sales order line items per FTE that Number of sales order line items / (Number of FTEs sales order line
performs the order to invoice processes who perform the process "manage sales orders" + items
Number of FTEs who perform the process "process
customer credit" + Number of FTEs who perform
the process "invoice customer")
Number of sales orders per FTE that performs the Number of sales orders placed / (Number of FTEs sales orders
order to invoice processes who perform the process "manage sales orders" +
customer credit" + Number of FTEs who perform
the process "invoice customer")
Value of customer adjustments/deductions per FTE Total value of adjustments/deductions / (Number of dollars
that performs the processes "process accounts FTEs who perform the process "process accounts

Number of employees paid per FTE that performs Total number of employees paid / (Number of FTEs employees
the process group "process payroll" who perform the process "report time" + Number
of FTEs who perform the process "manage pay" +
payroll taxes")
Number of payroll inquiries per FTE that performs Number of payroll inquiries received / (Number of payroll inquiries
the process group "process payroll" FTEs who perform the process "report time" +
Number of FTEs who perform the process "manage
pay" + Number of FTEs who perform the process
"process payroll taxes")
Number of global legal entities supported by the Number of global legal entities supported by entities
treasury management operation per $1 billion treasury management operation / (Total business
revenue entity revenue * .000000001)
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 FTE that performs Number of corporate bank accounts managed by bank accounts
the process group "manage treasury operations" this finance SSC / Number of FTEs who perform the
process group "manage treasury operations"
Number of budget line items per FTE that performs Number of line items budgeted for the complete line items
the process "perform budget / Number of FTEs who perform the process
planning/budgeting/forecasting" "perform planning/budgeting/forecasting"
Revenue per employee for the current reporting Total business entity revenue / Number of business dollars
period (business entity) entity employees
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 the Credit reviews performed at account level by credit credit reviews
process "process customer 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"
the process "invoice customer" file / Number of 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"
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"
Number of invoice line items processed per FTE Number of billed/invoiced line items paid to your invoice line items
that performs the process "invoice customer" business entity / Number of FTEs who perform the
process "invoice customer"
Number of active customers managed per FTE that Number of active customers in customer master customers
performs the process "process accounts receivable file / Number of FTEs who perform the process
(AR)" "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 invoices processed per FTE that Number of invoices billed to customer / Number of invoices
performs the process "process accounts receivable FTEs who perform the process "process accounts
(AR)" receivable (AR)"
Total number of invoices billed to customers Number of invoices billed to customer / Number of invoices
(current and delinquent) per FTE that performs the FTEs who perform the process "manage and
process "manage and process collections" 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"
Number of adjustments/deductions per FTE that Number of adjustments/deductions / Number of adjustments/deduc
performs the process "manage and process FTEs who perform the process "manage and tions
adjustments/deductions" process adjustments/deductions"
Value of customer adjustments/deductions per FTE Total value of adjustments/deductions / Number of dollars
that performs the process "manage and process FTEs who perform the process "manage and
adjustments/deductions" process adjustments/deductions"
Number of accounts per FTE that performs the Number of accounts in the chart of accounts / accounts
process "perform general accounting" Number of FTEs who perform the process "perform
general accounting"
Number of journal entry line items per FTE that Number of journal entry line items processed / journal entry line
performs the process "perform general accounting" Number of FTEs who perform the process "perform items
general accounting"
Number of journal entry line items for fixed asset Number of journal entry line items processed to journal entry line
transactions per fixed asset accounting FTE record fixed asset transactions / Number of FTEs items
who perform the process "perform fixed-asset
accounting"
Number of fixed assets managed per FTE that Number of fixed assets managed / Number of FTEs fixed assets
performs the process "perform fixed-asset who perform the process "perform fixed-asset
accounting" accounting"
Number of fixed assets transactions per FTE that Number of fixed asset transactions / Number of fixed asset
performs the process "perform fixed-asset FTEs who perform the process "perform fixed-asset transactions
accounting" accounting"
Number of time records processed per FTE that Number of time records processed / Number of time records
performs the process "report time" FTEs who perform the process "report time"
Number of payroll disbursements processed per Number of payroll disbursements / Number of FTEs disbursements
FTE that performs the process "manage pay" who perform the process "manage pay"

Number of manual checks/payments per FTE that (Number of payroll disbursements * Percentage of manual checks
performs the process group "process payroll" payroll disbursements that were manual cheques
* .01) / (Number of FTEs who perform the process
"report time" + Number of FTEs who perform the
process "manage pay" + Number of FTEs who
perform the process "process payroll taxes")
Number of 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)"
Total annual number of updates to the vendor Number of updates made to the vendor master file updates
master file per FTE that performs the process / Number of FTEs who perform the process
"process accounts payable" "process accounts payable (AP)"
Number of disbursements per FTE that performs Total number of disbursements excluding T&E disbursements
the process "process accounts payable (AP)" disbursements / Number of FTEs who perform the
process "process accounts payable (AP)"
Number of invoice line items processed per FTE Number of invoice line items processed / Number invoice line items
that performs the process "process accounts of FTEs who perform the process "process accounts
payable (AP)" payable (AP)"
Number of FTEs who perform the process "process Number of FTEs who perform the process "process FTEs
accounts payable" per million barrel of oil accounts payable (AP)" / (Average oil and gas net
equivalent (BOE) net production production (BOE/day) * .000001)
accounts payable" per thousand gross operated accounts payable (AP)" / (Total operated producing
producing wells well count * .001)
accounts payable" per thousand miles of pipe accounts payable (AP)" / (Total number of miles of
pipeline in service * .001)
accounts payable" per thousand barrels throughput accounts payable (AP)" / (Average refining
throughput * .001)

Number of T&E disbursements per "process Number of T&E disbursements / Number of FTEs disbursements
expense reimbursements" FTE who perform the process "process expense
reimbursements"
Number of expense report line items per FTE that Expense report line items / Number of FTEs who expense report line
performs the process "process expense perform the process "process expense items
reimbursements" reimbursements"
Number of banks used in cash collection network Number of banks used in organization's cash banks
per FTE that performs the process group "Manage collection network / Number of FTEs who perform
treasury operations" the process group "manage treasury operations"
Number of banks used in cash disbursement Number of banks used in organization's cash banks
network per FTE that performs the process group disbursement network / Number of FTEs who
"Manage treasury operations" perform the process group "manage treasury
operations"
Number of banks used in cash collection network Number of banks used in organization's cash banks
per $1 billion revenue collection network / (Total business entity revenue
* .000000001)
Number of banks used in cash disbursement Number of banks used in organization's cash banks
network per $1 billion revenue disbursement network / (Total business entity
revenue * .000000001)
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
Total annual number of vendor inquiries received Number of vendor inquiries received / Number of inquiries
by the business entity per FTE dedicated to the FTEs who perform the process "process accounts
process "process accounts payable" that performs payable" who respond to inquiries
the activity "respond to AP inquiries"

Percentage of business entity FTEs that directly (Number of FTEs that directly support the percent
support business entity's knowledge management knowledge management program, initiative, or
program service / Number of business entity FTEs) * 100
directly supports the business entity's knowledge FTEs that directly support the knowledge
management program management program, initiative, or service
Number of foreign currencies involved in foreign Number of foreign currencies involved in foreign foreign currencies
exchange hedging program per $1 billion revenue exchange hedging program / (Total business entity
revenue * .000000001)
Number of foreign currencies involved in foreign Number of foreign currencies involved in foreign foreign currencies
exchange hedging program per FTE that performs exchange hedging program / Number of FTEs who
the process group "Manage treasury operations" perform the process group "manage treasury
operations"
Number of invalid or fraudulent claims that are (Percentage of warranty claims approved that were claims
approved per FTE that performs the process invalid or fraudulent * Percentage of warranty
"process warranty claims" claims approved * Total number of warranty claims
processed * 0.0001) / Number of FTEs who to
perform the process "process warranty claims"
Number of invalid or fraudulent claims that are (Percentage of warranty claims approved that were claims
approved per $1,000 revenue invalid or fraudulent * Percentage of warranty
claims approved * Total number of warranty claims
processed * 0.0001) / (Total business entity
revenue * 0.001)
Average annual retail sales revenue per customer- Average retail sales revenue per customer-facing dollars
facing sales associate associate
Average retail sales revenue per customer-facing Average retail sales revenue per customer-facing dollars
associate associate
Number of business entity employees per FTE that Number of business entity employees / Total employees
performs the process groups "manage employee number of FTEs that perform the process groups
communications" and "deliver employee "manage employee communications" and "deliver
communications" employee communications"

performs the process group "manage employee FTEs that perform the process group "manage
relations" employee relations"
E-commerce cross-sell/up-sell revenue as a Percentage of revenue from cross-selling/up-selling percent
percentage of revenue through e-commerce sales
Percentage of total annual net sales revenue Percentage of total annual revenue that is a result percent
resulting from cross-selling or up-selling of cross-selling or up-selling
Number of concepts (pre-design phase) per FTE Total number of product/service concepts in the concepts
(including external) that performs the process pre-design phase / (Number of FTEs who develop
group "generate and define new product/service and manage products and services * Percentage of
ideas" FTEs performing product/service development are
allocated to generating and defining
product/service ideas * 0.01)
Average number of orders picked per hour Average number of orders picked per hour orders
Number of FTEs who perform retail banking (Number of FTEs who perform Branch Banking FTEs
activities per $1 billion fee income activities + Number of FTEs who perform Non-
Branch Banking activities) / (Total annual fee
income for retail banking operation * .000000001)
Number of FTEs who perform retail banking (Number of FTEs who perform Branch Banking FTEs
activities per $1 billion retail bank revenue activities + Number of FTEs who perform Non-
(interest income plus fee income) Branch Banking activities) / (Total annual revenue
for retail banking operation * .000000001)
Number of retail banking customers per back office Number of unique retail banking customers / customers
activities FTE Number of FTEs who perform back office activities
Cost to serve banking customers (all channels) per Total annual cost to serve retail banking dollars
retail banking customer customers / Number of unique retail banking
customers

performs the process group "manage employee on- FTEs that perform the process group "manage
boarding, development, and training" employee on-boarding, development, and training"
FTE that performs the process group "manage employees * Number of business entity employees
employee on-boarding, development, and training" * 0.01) / Number of FTEs that perform the process
group "manage employee on-boarding,
development, and training"
FTE that performs the process group "redeploy and employees * Number of business entity employees
retire employees" * 0.01) / Number of FTEs who perform the process
group "redeploy and retire employees"

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
COPYRIGHT AND ATTRIBUTION
knowledge, training, and tools they need to
©2018
succeed. APQC.
Founded ALL in
RIGHTS
1977,RESERVED. This Process
APQC is a member-based
Classification
nonprofit serving Framework® (“PCF”)
organizations is the
around the world in
copyrighted
all sectors ofintellectual property ofand
business, education, APQC. APQC
government.
encourages
APQC is alsothe wide winner
a proud distribution,
of thediscussion,
2003, 2004, and
use
2008,of 2012,
the PCF andfor2013
classifying and defining
North American Most Admired
organizational processes.
Knowledge Enterprises Accordingly,
(MAKE) awards.APQC herebyis
This award
grants
based on youa astudy
perpetual, worldwide,
by Teleos, royalty-free
a European based
license
research tofirm,
use, and
copy, publish,
the KNOW modify,
network.and create
derivative works of the PCF, provided that all copies
of the PCF and any derivative works contain the
following attribution:
This APQC Process Classification Framework® (“PCF”) is an open standard developed
by APQC, a nonprofit that promotes benchmarking and best practices worldwide. The
PCF is intended to facilitate organizational improvement through process
management and benchmarking, regardless of industry, size, or geography. To
download the full PCF or industry-specific versions of the PCF, as well as associated
measures and benchmarking, please visit www.apqc.org/pcf.
Copyright 2018 APQC

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AEROSPACE AND DEFENSE PROCESS

For more information about the PCF, visit www.apqc.org/pcf

COMPARED TO AEROSPACE AND DEFENSE PROCESS CLASSIFICATION FRAMEWORK VERSIO

Copyright 2018 APQC

Copyright 2018 APQC

Copyright 2018 APQC

Copyright 2018 APQC

ntact APQC directly

oss releases. The

Copyright 2018 APQC

Copyright 2018 APQC

17058 9.0 Manage Financial Resources 64

10012 12.0 Manage External Relationships 16

Copyright 2018 APQC 7 of 884

Copyright 2018 APQC 8 of 884

19946 1.1.2.2 Capture customer needs and wants 1

10019 1.1.3 Assess the internal environment 4

10030 1.1.3.1 Analyze organizational characteristics 0

10020 1.1.4 Establish strategic vision 1

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10047 1.2.2.1 Define strategic options 1

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10049 1.2.5.1 Evaluate breadth and depth of organizational structure 0

Copyright 2018 APQC 11 of 884

16612 1.2.8.2.1 Define and manage personas 1

10057 1.3.1 Develop strategic initiatives 3

Copyright 2018 APQC 12 of 884

Copyright 2018 APQC 13 of 884

Copyright 2018 APQC 14 of 884

Copyright 2018 APQC 15 of 884

+19960, +19964, +19971, +19974, NEW N

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+19982, +19983, +19984 N

Copyright 2018 APQC 17 of 884

Copyright 2018 APQC 18 of 884

10061 2.1.1 Manage product and service portfolio 0

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16826 2.1.3.2 Review infringement of patents and copyrights 0

19697 2.1.3.4 Define product technical documentation management 0

Copyright 2018 APQC 20 of 884

19991 2.2.3.1.1 Define basic functional requirements 1

11694 2.3.1.1 Plan prototype product development 1

10083 2.3.1.3 Assign resources to product/service project 1

Copyright 2018 APQC 21 of 884

19701 2.3.1.10 Confirm internal prototype design / production capabilities 1

11696 2.3.1.11 Determine prototype procurement requirements 1

11697 2.3.1.12 Determine prototype manufacturing/tooling requirements 1

11698 2.3.1.13 Determine prototype quality/inspection requirements 1

11699 2.3.1.14 Determine prototype service/maintenance requirements 1

11700 2.3.1.15 Finalize prototype process design 1

19995 2.3.1.17 Design products/services prototypes 7

16819 2.3.1.17.1 Design for manufacturing 1

Copyright 2018 APQC 22 of 884

11702 2.3.1.25 Conduct, monitor, and manage engineering efforts 0

19703 2.3.2.5 Reconcile configuration perspectives 0

Copyright 2018 APQC 23 of 884

Copyright 2018 APQC 24 of 884

11417 2.5.2.1 Monitor initial production runs 1

Copyright 2018 APQC 25 of 884

Copyright 2018 APQC 26 of 884

+12772, +12773, +12776, NEW N

+19986, +19987, +19988, +19989, NEW N

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+11331, +16815, +17389, NEW N