Banking v721 Vs Banking v610 1019

BANKING PROCESS CLASSIFICATION
FRAMEWORK
VERSION NUMBER 7.2.1
GENERATED ON 10/11/2019
For more information about the PCF, visit www.apqc.org/pcf
COMPARED TO BANKING PROCESS CLASSIFICATION FRAMEWORK VERSION 6.1.0
Copyright 2019 APQC

Copyright 2019 APQC
N
ON 6.1.0
Copyright 2019 APQC

Copyright 2019 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 2019 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 2019 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 2019 APQC

esources" (17058)
ontains a number of
10731, which was
ely few changes
Develop and
e details) but the
Copyright 2019 APQC

Hierarchy Difference
PCF ID ID Name Index
10002 1.0 Develop Vision and Strategy 74
10003 2.0 Develop and Manage Products and Services 80
10004 3.0 Market and Sell Products and Services 140
20022 4.0 Deliver Physical Products 94
20025 5.0 Deliver Services 69
20085 6.0 Manage Customer Service 88
10007 7.0 Develop and Manage Human Capital 57
20607 8.0 Manage Information Technology (IT) 321
17058 9.0 Manage Financial Resources 66

19207 10.0 Acquire, Construct, and Manage Assets 55
16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and Resiliency 14
10012 12.0 Manage External Relationships 18
10013 13.0 Develop and Manage Business Capabilities 36
Copyright 2019 APQC 9 of 1492

Metrics
Change details available?
+20944, c10016 Y
+19696, +19698 Y
+20008, -10104, c10101 Y
+10217, c10215, NEW Y
+20026, +20040, +20058, NEW Y
+12658, +20110, +20595, c10379, NEW Y
+17043, +20599, -10409, -17458 Y
+20608, +20652, +20706, +20765, +20784, Y
+20824, +20866, NEW
c10731 Y
+19208, +19238, c10937, c10940, NEW N
+17060, NEW N
-14102 Y
+20959 Y

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

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

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

19949 1.1.4.1 Define the strategic vision 1
10035 1.1.4.2 Align stakeholders around strategic vision 0
10036 1.1.4.3 Communicate strategic vision to stakeholders 0

16792 1.1.5 Conduct organization restructuring opportunities 0
16793 1.1.5.1 Identify restructuring opportunities 0
16794 1.1.5.2 Perform due-diligence 0
16795 1.1.5.3 Analyze deal options 0
16796 1.1.5.3.1 Evaluate acquisition options 0
16797 1.1.5.3.2 Evaluate merger options 0
16798 1.1.5.3.3 Evaluate de-merger options 0
16799 1.1.5.3.4 Evaluate divesture options 0
10015 1.2 Develop business strategy 38
10037 1.2.1 Develop overall mission statement 0
10044 1.2.1.1 Define current business 0
10045 1.2.1.2 Formulate mission 0
10046 1.2.1.3 Communicate mission 0
10038 1.2.2 Define and evaluate strategic options to achieve the objectives 14
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
19952 1.2.2.12 Develop innovation strategy and framework 1
10039 1.2.3 Select long-term business strategy 0
10040 1.2.4 Coordinate and align functional and process strategies 0
10041 1.2.5 Create organizational design 0
10049 1.2.5.1 Evaluate breadth and depth of organizational structure 0
10050 1.2.5.2 Perform job-specific roles mapping and value-added 0
10051 1.2.5.3 analyses
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
10055 1.2.5.7 processes
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
19959 1.2.8 strategy
Develop customer experience strategy 17
19960 1.2.8.1 Assess customer experience 4
19961 1.2.8.1.1 Identify and review customer touchpoints 1
19962 1.2.8.1.2 Assess customer experience across touchpoints 1
19963 1.2.8.1.3 Perform root cause analysis of problematic customer 1
experiences
19964 1.2.8.2 Design customer experience 8

16612 1.2.8.2.1 Define and manage personas 1
19965 1.2.8.2.2 Create customer journey maps 1
19966 1.2.8.2.3 Define single view of the customer for the organization 1
19967 1.2.8.2.4 Define a vision for the customer experience 1
19968 1.2.8.2.5 Validate with customers 1
19969 1.2.8.2.6 Align experience with brand values and business 1
19970 1.2.8.2.7 strategies
Develop content strategy 1
19971 1.2.8.3 Design customer experience support structure 3
19972 1.2.8.3.1 Identify required capabilities 1
19973 1.2.8.3.2 Identify impact on functional processes 1
19974 1.2.8.4 Develop customer experience roadmap to develop and 1
implement defined capabilities
18916 1.2.9 Communicate strategies internally and externally 1
10016 1.3 Execute and measure strategic initiatives 12
10057 1.3.1 Develop strategic initiatives 3

19975 1.3.1.1 Identify strategic priorities 1
19976 1.3.1.2 Develop strategic initiatives based on business/customer 1
19977 1.3.1.3 value
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 Y
RENAME, WAS:Conduct qualitative/quantitative N
assessments
NEW N
NEW N
+19948, c10033, c10034, RENAME, WAS:Perform N
internal analysis
N
NEW N
N
N
RENAME, WAS:Analyze financial positions N
RENAME, WAS:Identify enterprise core N
competencies
+19949 N
NEW N
N
N

Metrics
N
N
N
N
N
N
N
N
+19959, +18916, c10038 N
N
N
N
N
+16800, +16802, +16803, +16805, +16806, N
+19950, +19951, +19952, -14190, 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

Metrics
NEW N
NEW N
N
NEW N
N
N
N
N
N
N
N
N
N
N
N
+19953, +19954, +19955 N
NEW N
NEW N
NEW N
+19956, +19957, +19958 N
NEW N
NEW N
NEW N
+19960, +19964, +19971, +19974, NEW N
+19961, +19962, +19963, NEW N
NEW N
NEW N
NEW N
+16612, +19965, +19966, +19967, +19968, N

+19969, +19970, NEW

Metrics
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
NEW N
NEW N

Metrics
+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 33
10061 2.1.1 Manage product and service portfolio 3
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 1
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
19647 2.1.2.5.4 network
Apply data and analytics to review supply chain 1
11426 2.1.2.5.5 methodologies
Review quality and performance of the product/service 1
11427 2.1.2.5.6 Conduct financial review 1
11428 2.1.2.5.7 Conduct new product development process assessment 1
19985 2.1.3 Manage patents, copyrights, and regulatory requirements 9
19941 2.1.3.1 Conduct mandatory and elective reviews 1

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

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

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

16808 2.2.3.1.2 Derive interoperability requirements for products and 1
services
16809 2.2.3.1.3 Derive safety requirements for products and services 1
16810 2.2.3.1.4 Derive security requirements for products and services 1
16811 2.2.3.1.5 Derive regulatory compliance requirements 1
16812 2.2.3.1.6 Derive requirements from industry standards 1
19992 2.2.3.1.7 Develop user experience requirements 1
16814 2.2.3.1.8 Derive ‘services-as-a-product’ offering 1
16815 2.2.3.2 Define post launch support model 1
17389 2.2.3.3 Identify product/service bundling opportunities 1
10062 2.3 Develop products and services 29
19993 2.3.1 Design and prototype products and services 17
10083 2.3.1.1 Assign resources to product/service project 1

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

10087 2.3.1.7 Conduct mandatory and elective external reviews 1
19995 2.3.1.8 Design products/services 7
16819 2.3.1.8.1 Design for manufacturing 1

16820 2.3.1.8.2 Design for product servicing 1
16821 2.3.1.8.3 Design for re-manufacturing 1
16822 2.3.1.8.4 Review product troubleshooting methodology 1
16818 2.3.1.8.5 Design and manage product data, design, and bill of 1
16823 2.3.1.8.6 materials
Design for product upgrades 1
10088 2.3.1.9 Build prototypes/proof of concepts 1
10098 2.3.1.10 Develop and test prototype production and/or service 1
delivery process
10089 2.3.1.11 Eliminate quality and reliability problems 0
10090 2.3.1.12 Conduct in-house product/service testing and evaluate 1
feasibility
10091 2.3.1.13 Identify design/development performance indicators 1
10092 2.3.1.14 Collaborate on design with suppliers and external partners 1
19996 2.3.2 Test market for new or revised products and services 2
10093 2.3.2.1 Prepare detailed market study 1
10094 2.3.2.2 Conduct customer tests and interviews 0
10095 2.3.2.3 Finalize product/service characteristics and business cases 0
10096 2.3.2.4 Finalize technical requirements 0
19997 2.3.3 Prepare for production/service delivery 7
10099 2.3.3.1 Design and obtain necessary capabilities/materials and 1
equipment
10097 2.3.3.2 Identify requirements for changes to manufacturing/delivery 1
processes
11418 2.3.3.3 Request engineering/process change 1

10100 2.3.3.4 Install and validate production/service delivery process 2
11417 2.3.3.4.1 Monitor initial production runs 1

19998 2.3.3.5 Validate launch procedures 1

Metrics
+19696, +19698 Y
+19985, +11740, NEW Y
-10064, -14192, c10073 Y
Y
N
RENAME, WAS:Plan and develop cost and N
profitability targets
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
+19941, +16826, +16827, +19697, +12771, NEW N
NEW N

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

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

NEW N
NEW N
NEW N

Metrics
NEW N
N
+11331, +16815, c17389, 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
RENAME, WAS:Identify product and service N
bundling opportunities
+19993, +19996, +19997, -17390, -17394, -10082 Y
+16813, +16817, +19995, +10088, c10098, Y

c10087, c10091, c10092, c10090, NEW
+19994 N
NEW N
N
N
NEW N
NEW N
N

Metrics
RENAME, WAS:Conduct mandatory and elective N
internal or external compliance reviews
+16819, +16820, +16821, +16822, +16818, N
+16823, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
RENAME, WAS:Develop and test product systems N
and/or service delivery processes
N
RENAME, WAS:Conduct pilot for new or revised N
product/service offering
RENAME, WAS:Determine performance indicators N
RENAME, WAS:Collaborate design with N

suppliers/partners
+10093, NEW Y
NEW N
N
N
N
+10097, +19998, c11418, c10099, c10100, NEW Y
RENAME, WAS:Design and obtain product/service N
delivery infrastructure
NEW N
RENAME, WAS:Request process change N

Metrics
c11417, RENAME, WAS:Implement product/service N
launch procedures
RENAME, WAS:Monitor in-flight processes N
NEW N

10101 3.1 Understand markets, customers, and capabilities 8
10106 3.1.1 Perform customer and market intelligence analysis 4

10108 3.1.1.1 Conduct customer and market research 1
10114 3.1.1.1.1 Understand consumer needs and predict customer 1
purchasing behavior
10109 3.1.1.2 Identify market segments 1
10115 3.1.1.2.1 Determine market share gain/loss 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 1
10121 3.1.2.4.2 Confirm internal capabilities 1
10102 3.2 Develop marketing strategy 40
11168 3.2.1 Define offering and customer value proposition 1

11169 3.2.1.1 Define offering and positioning 0
11170 3.2.1.2 Develop value proposition including brand positioning for 0
target segments
11171 3.2.1.3 Validate value proposition with target segments 1

11172 3.2.1.4 Develop new branding 0
10123 3.2.2 Define pricing strategy 5
13169 3.2.2.1 Conduct pricing analysis 1

10124 3.2.2.2 Establish guidelines for applying pricing and discounting of 1
products/services
19999 3.2.2.3 Establish pricing targets 1
10125 3.2.2.4 Approve pricing strategies/policies and targets 1
20000 3.2.3 Define and manage channel strategy 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
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 27
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
10150 3.3.3 Develop and manage media 0

10158 3.3.3.1 Define media objectives 0
10161 3.3.3.2 Engage media provider 0
10162 3.3.3.3 Develop and execute advertising 0
11253 3.3.3.4 Develop and execute other marketing campaigns/programs 0
11254 3.3.3.5 Assess brand/product marketing plan performance 0
13935 3.3.4 Develop and manage placement and campaign management 0
13936 3.3.4.1 Develop marketing material 0
13937 3.3.4.2 Develop market offering campaign 0
13938 3.3.4.3 Prepare for marketing campaign launch 0
13939 3.3.4.4 Execute the marketing campaign 0
20593 3.3.5 Develop and manage pricing 7
20009 3.3.5.1 Understand resource requirements for each product/service 1

and delivery channel/method
18948 3.3.5.2 Determine corporate incentives 1
10163 3.3.5.3 Determine pricing based on volume/unit forecast 0
10164 3.3.5.4 Execute pricing plan 0
10165 3.3.5.5 Evaluate pricing performance 0
10166 3.3.5.6 Refine pricing as needed 0
11495 3.3.5.7 Implement promotional pricing programs 1
11496 3.3.5.8 Implement other retail pricing programs 1
11497 3.3.5.9 Communicate and implement price changes 1
17684 3.3.5.10 Achieve regulatory approval for pricing 1
20010 3.3.6 Develop and manage promotional activities 2
10167 3.3.6.1 Define promotional concepts and objectives 1
10159 3.3.6.2 Develop marketing messages 0
10160 3.3.6.3 Define target audience 0
10168 3.3.6.4 Plan and test promotional activities 0
10169 3.3.6.5 Execute promotional activities 0
10170 3.3.6.6 Evaluate promotional performance metrics 0
10171 3.3.6.7 Refine promotional performance metrics 0

10172 3.3.6.8 Incorporate learning into future/planned consumer 0
10153 3.3.7 promotions
Track customer management measures 1
10173 3.3.7.1 Determine customer lifetime value 1
10174 3.3.7.2 Analyze customer revenue trend 0

10175 3.3.7.3 Analyze customer attrition and retention rates 0
10176 3.3.7.4 Analyze customer metrics 0
10177 3.3.7.5 Revise customer strategies, objectives, and plans based on 0
metrics
16613 3.3.8 Analyze and respond to customer insight 6
16627 3.3.8.1 Monitor and respond to social media activity 1

16614 3.3.8.2 Analyze customer website activity 1
16615 3.3.8.3 Analyze customer purchase patterns 1
16616 3.3.8.4 Develop business rules to provide personalized offers 1
16617 3.3.8.5 Monitor effectiveness of personalized offers and adjust 1
offers accordingly
10154 3.3.9 Develop and manage packaging strategy 5
10178 3.3.9.1 Plan packaging strategy 1
10179 3.3.9.2 Test packaging options 1
10180 3.3.9.3 Execute packaging strategy 1
10181 3.3.9.4 Refine packaging 1
16629 3.3.10 Manage product marketing content 3
16630 3.3.10.1 Manage product images 1
18130 3.3.10.2 Manage product copy 1
10103 3.4 Develop sales strategy 8
10129 3.4.1 Develop sales forecast 0
10134 3.4.1.1 Gather current and historic order information 0
10135 3.4.1.2 Analyze sales trends and patterns 0
10136 3.4.1.3 Generate sales forecast 0
10137 3.4.1.4 Analyze historical and planned promotions and events 0

10130 3.4.2 Develop sales partner/alliance relationships 7
10138 3.4.2.1 Identify alliance opportunities 0

10139 3.4.2.2 Design alliance programs and methods for selecting and 0
managing relationships
10140 3.4.2.3 Select alliances 0
11465 3.4.2.4 Develop customer trade strategy and customer 1
objectives/targets
11521 3.4.2.5 Define trade programs and funding options 1
11466 3.4.2.6 Conduct planning activities for major trade customers 1
10141 3.4.2.7 Develop partner and alliance management strategies 0
10142 3.4.2.8 Establish partner and alliance management goals 0
18629 3.4.2.9 Establish partner and alliance agreements 1
11522 3.4.2.10 Develop promotional and category management calendars 1
(trade marketing calendars)
11523 3.4.2.11 Create strategic and tactical sales plans by customer 1
11468 3.4.2.12 Communicate planning information to customer teams 1
10131 3.4.3 Establish overall sales budgets 1
17682 3.4.3.1 Calculate product market share 1
10143 3.4.3.2 Calculate product revenue 0
10144 3.4.3.3 Determine variable costs 0
10145 3.4.3.4 Determine overhead and fixed costs 0
10146 3.4.3.5 Calculate net profit 0
10147 3.4.3.6 Create budget 0
10132 3.4.4 Establish sales goals and measures 0
10133 3.4.5 Establish customer management measures 0
10105 3.5 Develop and manage sales plans 56
10182 3.5.1 Manage leads/opportunities 8
10188 3.5.1.1 Identify potential customers 0

10189 3.5.1.2 Identify/receive leads/opportunities 1

18115 3.5.1.3 Validate and qualify leads/opportunities 1
11773 3.5.1.4 Match opportunities to business strategy 1
18116 3.5.1.5 Develop opportunity win plans 1
20011 3.5.1.6 Manage opportunity pipeline 1
10209 3.5.1.7 Determine sales resource allocation 0
10184 3.5.2 Manage customer sales calls 2
10190 3.5.2.1 Perform sales calls 0
10191 3.5.2.2 Perform pre-sales activities 1
20012 3.5.2.2.1 Manage customer meetings/workshops 1
10192 3.5.2.3 Close the sale 0
10193 3.5.2.4 Record outcome of sales process 0
10183 3.5.3 Manage customers and accounts 6
20013 3.5.3.1 Select key customers/accounts 1
11173 3.5.3.2 Develop sales/key account plan 0
20014 3.5.3.3 Manage sales/key account plan 1
11174 3.5.3.4 Manage customer relationships 0
14208 3.5.3.5 Manage customer master data 2
16598 3.5.3.5.1 Collect and merge internal and third-party customer 1
information
16599 3.5.3.5.2 De-duplicate customer data 1
11779 3.5.4 Develop and manage sales proposals, bids, and quotes 16
11781 3.5.4.1 Receive Request For Proposal (RFP)/Request For Quote (RFQ) 1
11780 3.5.4.2 Refine customer requirements 1
11782 3.5.4.3 Review RFP/RFQ request 1
11783 3.5.4.4 Perform competitive analysis 1
11784 3.5.4.5 Validate with strategy/business plans 1
11785 3.5.4.6 Understand customer business and requirements 1
20015 3.5.4.7 Develop solution and delivery approach 1

11787 3.5.4.8 Identify staffing requirements 1
11788 3.5.4.9 Develop pricing and scheduling estimates 1
11789 3.5.4.10 Conduct profitability analysis 1
20016 3.5.4.11 Manage internal reviews 1
20017 3.5.4.12 Manage internal approvals 1
11790 3.5.4.13 Submit/present bid/proposal/quote to customer 1
20018 3.5.4.14 Revise bid/proposal/quote 1
11793 3.5.4.15 Manage notification outcome 1
17398 3.5.5 Manage sales applications 0
17399 3.5.5.1 Accept and validate applications 0
17400 3.5.5.2 Gather required customer data and documents 0
17401 3.5.5.2.1 Collate customer data for regulatory control 0
17402 3.5.5.2.2 requirements
Gather customer documents for credit appraisal 0
17403 3.5.5.3 Enter applications into system 0
17405 3.5.5.4 Track/manage existing product applications 0
17406 3.5.5.5 Handle inquiries on pending applications 0
10185 3.5.6 Manage sales orders 15
10194 3.5.6.1 Accept and validate sales orders 1

10195 3.5.6.2 Collect and maintain account information 9
10201 3.5.6.2.1 Administer key account details 1

10202 3.5.6.2.2 Retrieve full customer details 1
10203 3.5.6.2.3 Modify involved party details 1
10204 3.5.6.2.4 Record address details 1
10205 3.5.6.2.5 Record contact details 1
10206 3.5.6.2.6 Record key customer communication profile details 1
10207 3.5.6.2.7 Review involved party information 1
10208 3.5.6.2.8 Terminate involved party information 1

10196 3.5.6.3 Determine availability 1
10197 3.5.6.4 Determine fulfillment process 0
10198 3.5.6.5 Enter orders into system 1
17404 3.5.6.6 Identify/perform cross-sell/up-sell activity 0
10199 3.5.6.7 Process back orders and updates 1
10200 3.5.6.8 Handle order inquiries including post-order fulfillment 1
transactions
10187 3.5.7 Manage sales partners and alliances 8
10211 3.5.7.1 Provide sales and product/service training to sales 4
partners/alliances
20019 3.5.7.1.1 Provide certification enablement training 1

20020 3.5.7.1.2 Manage certifications and skills 1
20021 3.5.7.1.3 Provide support to partners/alliances 1
18641 3.5.7.2 Provide marketing materials to sales partners/alliances 1
10214 3.5.7.3 Evaluate partner/alliance results 0
10212 3.5.7.4 Develop sales forecast by partner/alliance 0
10213 3.5.7.5 Agree on partner and alliance commissions 0
14209 3.5.7.6 Manage sales partner/alliance master data 1
17408 3.5.8 Manage sales procedures 0

17409 3.5.8.1 Establish sales compliance standards based on internal and 0
external regulations
17410 3.5.8.2 Monitor compliance standards for sales 0
procedures/guidelines to comply with standards
17411 3.5.8.3 Perform sales quality audit to check sales practices 0

Metrics
+20008, -10104, c10101 Y
RENAME, WAS:Understand markets, customers and Y
capabilities
c10111, c10112 Y
+10114 N
NEW N
+10115 N
NEW 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
+10120, +10121 N
NEW N
NEW N
+20000, +20006, +16848, +18924, -10122, Y
c10123
c11171 Y
N
N
RENAME, WAS:Validate value proposition and N

shape offering to optimize target segments

Metrics
N
+13169, +19999, c10124, c10125, RENAME, N
WAS:Define pricing strategy to align to value
proposition
NEW N
RENAME, WAS:Establish guidelines for applying N
pricing of products/services
NEW N
RENAME, WAS:Approve pricing strategies/policies N
+20001, +20002, +20003, +20004, +20005, Y
c10126, c10127, c10128, NEW
NEW N
NEW N
RENAME, WAS:Determine channel fit with target N
segments
RENAME, WAS:Select channels for target N
segments/products
NEW N
RENAME, WAS:Evaluate channel attributes and N
partners
+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

Metrics
NEW N
NEW N
+16849, +16850, +16851, +16852, +16853, N
+16854, +16855, +18627, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20007, +18925, +18926, +16633, +18927, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20593, +20010, +16613, +10154, +16629, Y

c10148, NEW
RENAME, WAS:Establish goals, objectives, and Y
metrics for products by channels/segments
+17683 Y
N
N
N
NEW N
Y

Metrics
N
N
N
N
N
N
N
N
N
N
+20009, +18948, +11495, +11496, +11497, N
+17684, NEW
NEW N
NEW N
N
N
N
N
NEW N
NEW N
NEW N
NEW N
c10167, NEW N
RENAME, WAS:Define promotional concepts N
N
N
N
N
N
N

Metrics
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
+10178, +10179, +10180, +10181, NEW N

NEW N
NEW N
NEW N
NEW N
+16630, +18130, NEW N
NEW N
NEW N
Y
Y
N
N
N
N

Metrics
+11465, +11521, +11466, +18629, +11522, N
+11523, +11468
N
N
N
NEW N
NEW N
NEW N
N
N
NEW N
NEW N
NEW N
NEW N
+17682 Y
NEW Y
N
N
N
N
N
Y
Y
+11779, +10185, -10186, c10182, c10184 Y
+18115, +11773, +18116, +20011, -13940, Y
-13941, c10189, RENAME, WAS:Generate leads
N
RENAME, WAS:Identify leads N

Metrics
NEW N
NEW N
NEW N
NEW Y
N
RENAME, WAS:Manage customer sales Y
N
+20012 N
NEW N
N
Y
+20013, +20014, -13942, -19944 Y
NEW N
N
NEW N
N
+16598, +16599 N
NEW N
NEW N
+11781, +11780, +11782, +11783, +11784, Y
+11785, +20015, +11787, +11788, +11789,
+20016, +20017, +11790, +20018, +11793, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
N
N
N
N
N
N
+10194, +10198, +10199, +10200, c10195, Y
c10196, NEW
NEW N
+10201, +10202, +10203, +10204, +10205, Y
+10206, +10207, +10208, RENAME, WAS:Collect
and maintain customer account information
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
RENAME, WAS:Determine product availability Y
Y
NEW Y
Y
NEW N
NEW N
+18641, -14178, -14180, 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
N
N
RENAME, WAS:Manage channel partner master N
data
N
N

10215 4.1 Plan for and aquire necessary resources 49
10221 4.1.1 Develop production and materials strategies 8
10229 4.1.1.1 Define manufacturing goals 1

10230 4.1.1.2 Define labor and materials policies 1
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 1
14193 4.1.1.7 Define production process 1

19551 4.1.1.8 Define standard operating procedures 1
14194 4.1.1.9 Define production workplace layout and infrastructure 1
10222 4.1.2 Manage demand for products and services 8
17413 4.1.2.1 Manage product/service availability 0

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

10223 4.1.3 Create materials plan 7
10242 4.1.3.1 Create unconstrained plan 1

10243 4.1.3.2 Collaborate with supplier and contract manufacturers 1
10244 4.1.3.3 Identify critical materials and supplier capacity 1
10245 4.1.3.4 Monitor material specifications 1
10246 4.1.3.5 Generate constrained plan 1
14196 4.1.3.6 Define production balance and control 1
10224 4.1.4 Create and manage master production schedule 4
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 11
10252 4.1.5.1 Maintain master data 0

10253 4.1.5.2 Determine finished goods inventory requirements at 1
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 1
10256 4.1.5.6 Manage collaborative replenishment planning 1
10258 4.1.5.7 Calculate and optimize destination dispatch plan 1
10259 4.1.5.8 Manage dispatch plan attainment 1
10260 4.1.5.9 Calculate and optimize destination load plans 1
10261 4.1.5.10 Manage partner load plan 1
10262 4.1.5.11 Manage cost of supply 1
10263 4.1.5.12 Manage capacity utilization 0
10226 4.1.6 Establish distribution planning constraints 5
10267 4.1.6.1 Establish distribution center layout constraints 1
10268 4.1.6.2 Establish inventory management constraints 1
10269 4.1.6.3 Establish transportation management constraints 1
19558 4.1.6.4 Establish storage management constraints 1

10227 4.1.7 Review distribution planning policies 2
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 1
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 4
10277 4.2.1 Provide sourcing governance and perform category 2
management
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
20973 4.2.2 Develop sourcing and category management strategies 1
10278 4.2.3 Select suppliers and develop/maintain contracts 0
10288 4.2.3.1 Select suppliers 0
10289 4.2.3.2 Certify and validate suppliers 0
10290 4.2.3.3 Negotiate and establish contracts 0
10291 4.2.3.4 Manage contracts 0
10279 4.2.4 Order materials and services 1
10292 4.2.4.1 Process/Review requisitions 0
10293 4.2.4.2 Approve requisitions 0
10294 4.2.4.3 Solicit/Track vendor quotes 0
10295 4.2.4.4 Create/Distribute purchase orders 0
10296 4.2.4.5 Expedite orders and satisfy inquiries 0
10297 4.2.4.6 Record receipt of goods 0

10298 4.2.4.7 Research/Resolve order exceptions 1
13943 4.2.4.8 Perform financial settlements 0
10280 4.2.5 Manage suppliers 0
10299 4.2.5.1 Monitor/Manage supplier information 0
10300 4.2.5.2 Prepare/Analyze procurement and vendor performance 0
10301 4.2.5.3 Support inventory and production processes 0
10302 4.2.5.4 Monitor quality of product delivered 0
10217 4.3 Produce/Manufacture/Deliver product 30
10303 4.3.1 Schedule production 8
19563 4.3.1.1 Model and simulate plant 1

10306 4.3.1.2 Generate line level plan 1
10307 4.3.1.3 Generate detailed schedule 1
10308 4.3.1.4 Schedule production orders and create lots 1
10315 4.3.1.5 Schedule preventive (planned) maintenance (preventive 1
maintenance orders)
10316 4.3.1.6 Schedule requested (unplanned) maintenance (work order 1
cycle)
10309 4.3.1.7 Release production orders and create lots 1
10304 4.3.2 Produce product 11
10310 4.3.2.1 Manage raw material inventory 1

10311 4.3.2.2 Execute detailed line schedule 1
10319 4.3.2.3 Report maintenance issues 1
10313 4.3.2.4 Rerun defective items 1
19566 4.3.2.5 Monitor and optimize production process 5
19567 4.3.2.5.1 Automate and control plant 1
19568 4.3.2.5.2 Perform advanced process control 1
19569 4.3.2.5.3 Perform real-time optimization 1
19570 4.3.2.5.4 Manage plant alarms and alerts 1
10314 4.3.2.6 Assess production performance 1

10369 4.3.3 Perform quality testing 7
10318 4.3.3.1 Calibrate test equipment 1

10374 4.3.3.2 Perform testing using the standard testing procedure 1
20956 4.3.3.3 Manage quality samples 1
10375 4.3.3.4 Record test results 1
12045 4.3.3.5 Track and analyze non-conformance trends 1
12046 4.3.3.6 Perform root cause analysis 1
10370 4.3.4 Maintain production records and manage lot traceability 3
10376 4.3.4.1 Determine lot numbering system 1
10377 4.3.4.2 Determine lot use 1
10219 4.4 Manage logistics and warehousing 10
10338 4.4.1 Provide logistics governance 2
10343 4.4.1.1 Translate cash/currency 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
20936 4.4.2 Plan and manage inbound material flow 5
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 3
10366 4.4.2.6.1 Perform salvage activities 1
14195 4.4.2.6.2 Manage repair/refurbishment and return to 1
10340 4.4.3 customer/stock
Operate 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

Metrics
+10217, c10215, NEW Y
+10221, +10223, +10224, +17042, +10226, Y
+10227, -17412, -10225, -10228, RENAME,
WAS:Plan for and acquire necessary resources
+10229, +10230, +10232, +14193, +19551, N
+14194, c10234, NEW
NEW N
NEW N
N
NEW N
N
RENAME, WAS:Define capacity and availability N
constraints
NEW N
NEW N
NEW N
+10235, +10236, +10237, +10238, -17414, N
c10239, c10240, c10241
N
NEW N
NEW N
NEW N
NEW N
RENAME, WAS:Monitor demand against forecast N
and revise forecast
RENAME, WAS:Evaluate and revise forecasting N
approach
RENAME, WAS:Measure forecast accuracy Y
+10242, +10243, +10244, +10245, +10246, N
+14196, NEW
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
+20023, +20024, +17041, NEW N
NEW N
NEW N
NEW N
+10253, +19555, +10254, +10255, +10256, N
+10258, +10259, +10260, +10261, +10262, NEW
N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
+10267, +10268, +10269, +19558, NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+10266, NEW N
N
N
NEW N
N
N
N
N
+20973, c10277 Y
c10285, RENAME, WAS:Develop sourcing strategies Y
N
N
N
N
RENAME, WAS:Analyze bank's spend profile N
N
N
NEW N
Y
N
N
N
N
c10298 Y
N
N
N
Y
N
Y

Metrics
RENAME, WAS:Research/Resolve exceptions N
N
Y
N
N
N
N
+10303, +10304, +10369, +10370, NEW Y
+19563, +10306, +10307, +10308, +10315, N
+10316, +10309, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+10310, +10311, +10319, +10313, +19566, Y
+10314, NEW
NEW N
NEW N
NEW N
NEW N
+19567, +19568, +19569, +19570, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+10318, +10374, +20956, +10375, +12045, N
+12046, NEW
NEW N
NEW Y
NEW N
NEW N
NEW N
NEW N
+10376, +10377, NEW N
NEW N
NEW N
+20936, -10339, -17456, c10338 Y
+16905, RENAME, WAS:Define logistics strategy Y
N
N
N
N
N
N
NEW N
+12708, +20109, NEW Y
N
N
N
N
NEW N
+10366, +14195, NEW Y
NEW N
NEW N
+20957 Y

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

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

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

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
20054 5.2.2.4 capabilities
Collaborate with suppliers and partners to supplement skills 1
and capabilities
20055 5.2.2.5 Identify critical resources and supplier capacity 1
20056 5.2.2.6 Monitor and manage resource capacity and availability 1
12127 5.2.3 Enable service delivery resources 8
12128 5.2.3.1 Develop service delivery training plan 1

12129 5.2.3.2 Develop training materials 1
12131 5.2.3.3 Manage training schedule 1
12132 5.2.3.4 Deliver operations training 1
12133 5.2.3.5 Deliver technical training 1
20057 5.2.3.6 Perform skill and capability testing 1
12135 5.2.3.7 Evaluate training effectiveness 1
17416 5.3 Deliver banking services to customers 2
17417 5.3.1 Open Accounts 0
13964 5.3.1.1 Analyze customer creditworthiness 0
13953 5.3.1.2 Apply Anti-Money Laundering (AML) policy 0
13957 5.3.1.3 Apply customer identification policy 0
17418 5.3.1.4 Apply product conditions 0
17419 5.3.1.5 Apply product pricing 0
17420 5.3.1.6 Evaluate collateral/guarantee 0
17421 5.3.1.7 Set up and activate an account 0
13961 5.3.1.8 Fund and disburse proceeds 0
17422 5.3.2 Maintain accounts 1
13962 5.3.2.1 Monitor account status 0
17423 5.3.2.2 Manage fees/interest/commissions 0
17424 5.3.2.3 Monitor account transactions 0
17425 5.3.2.4 Review collateral/guarantee periodically 0

17426 5.3.2.5 Maintain internal accounts 0
13950 5.3.2.6 Reconcile accounts 0
17427 5.3.2.7 Monitor product profitability 0
17428 5.3.2.8 Review banking product portfolio 1
17429 5.3.2.9 Perform settlement 0
13963 5.3.2.10 Monitor and manage events 0
17430 5.3.2.11 Record adjustments in system of record 0
17431 5.3.3 Close accounts 0
17432 5.3.3.1 Authenticate customer instruction 0
17433 5.3.3.2 Manage fees/interest/commissions due 0
17434 5.3.3.3 Determine final settlement amount 0
17435 5.3.3.4 Record account closure in system of record 0
17436 5.3.4 Manage store cash 1
17437 5.3.4.1 Develop and execute store cash management policy and 0
procedures
17438 5.3.4.2 Sign out cash drawers 0
17439 5.3.4.3 Close and reconcile cash drawers 0
17440 5.3.4.4 Reconcile receipts and payments 0
16551 5.3.4.5 Deposit cash 0
13959 5.3.5 Service bank customers 0
13948 5.3.5.1 Provide account/product statements 0
17441 5.3.5.2 Manage repayments 0
17442 5.3.5.3 Manage negotiated changes 0
17443 5.3.5.4 Modify customer information 0
17444 5.3.5.5 Review and extend credit 0
17445 5.3.5.6 Price transaction 0
13968 5.3.5.7 Structure and negotiate transaction 0
17446 5.3.5.8 Perform syndication 0
17447 5.3.5.9 Perform securitization 0
17448 5.3.5.10 Administer third party accounts (eg escrow, endowment, 0
trusts)

17449 5.3.5.11 Perform cash management 0
17450 5.3.5.12 Perform remittances 0
13973 5.3.5.13 Prepare deal confirmations 0
13974 5.3.5.14 Prepare and negotiate master agreements 0
17451 5.3.6 Manage transfer transactions 0
17452 5.3.6.1 Authorize transactions 0
17453 5.3.6.2 Perform in-payment 0
17454 5.3.6.3 Perform out-payment 0
17455 5.3.6.4 Settle transfer transactions 0
20058 5.4 Deliver service to customer 27
20059 5.4.1 Initiate service delivery 10
20060 5.4.1.1 Review contract and agreed terms 1

20061 5.4.1.2 Understand customer requirements and define refine 1
20062 5.4.1.3 approach
Modify/revise and approve project plan 1
20063 5.4.1.4 Review customer business objectives 1
20064 5.4.1.5 Confirm environmental readiness 1
20065 5.4.1.6 Identify, select, and assign resources 3
20066 5.4.1.6.1 Establish people objectives 1
20067 5.4.1.6.2 Establish engagement rules 1
20068 5.4.1.7 Plan for service delivery 1
20069 5.4.2 Execute service delivery 8
20070 5.4.2.1 Analyze environment and customer needs 1

20071 5.4.2.2 Define solution 1
20072 5.4.2.3 Validate solution 1
20073 5.4.2.4 Identify changes 1
20074 5.4.2.5 Obtain approval to proceed 1
20075 5.4.2.6 Make build/buy solution 1
20076 5.4.2.7 Deploy solution 1

20077 5.4.3 Complete service delivery 8
20078 5.4.3.1 Conduct service delivery/project review and evaluate 1

20079 5.4.3.2 success
Complete/finalize financial management activities 1
20080 5.4.3.3 Confirm delivery according to contract terms 1
20081 5.4.3.4 Release resources 1
20082 5.4.3.5 Manage service delivery completion 1
20083 5.4.3.6 Harvest knowledge 1
20084 5.4.3.7 Archive records and update systems 1

Metrics
+20026, +20040, +20058, NEW Y
+20027, +20032, NEW Y
+20028, +20029, +20030, +20031, NEW N
NEW N
NEW N
NEW N
NEW N
+20033, +20034, +20035, +20036, +20037, N
+20038, +20039, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20041, +20050, +12127, NEW Y
+20042, +20043, +20044, +20045, +20046, N
+20047, +20048, +20049, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20051, +20052, +20053, +20054, +20055, N
+20056, NEW

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12128, +12129, +12131, +12132, +12133, N
+20057, +12135, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
c17436 Y
Y
N
N
N
N
N
N
N
N
c17428 Y
N
N
N
N

Metrics
N
N
N
RENAME, WAS:Review product portfolio N
N
N
N
Y
N
N
N
N
RENAME, WAS:Manage cash 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
+20059, +20069, +20077, NEW N
+20060, +20061, +20062, +20063, +20064, Y
+20065, +20068, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
+20066, +20067, NEW N
NEW N
NEW N
NEW N
+20070, +20071, +20072, +20073, +20074, Y
+20075, +20076, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

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

14017 6.1 Interface with customers 0
14018 6.1.1 Integrate channels 0
14019 6.1.2 Manage channels 0
14020 6.1.3 Perform data acquisition and storage 0
14021 6.2 Manage customer information 0
14022 6.2.1 Manage customer service infrastructure 0
14023 6.2.2 Integrate customer information 0
14024 6.2.3 Analyze customer information 0
14025 6.2.4 Assess customers and gain insight 0
10378 6.3 Develop customer care/customer service strategy 12
20086 6.3.1 Define customer service requirements across the enterprise 1

20087 6.3.2 Define customer service experience 1
20088 6.3.3 Define and manage customer service channel strategy 1
10382 6.3.4 Define customer service policies and procedures 0
10383 6.3.5 Establish target service level for each customer segment 1
20089 6.3.6 Define warranty offering 6
16893 6.3.6.1 Determine and document warranty policies 1

16890 6.3.6.2 Create and manage warranty rules/claim codes for products 1
20090 6.3.6.3 Agree warranty responsibilities with suppliers 1
20091 6.3.6.4 Define warranty related offerings for customers 1
12673 6.3.6.5 Communicate warranty policies and offerings 1
20092 6.3.7 Develop recall strategy 1
14026 6.3.8 Develop an advising strategy 0
10379 6.4 Plan and manage customer service contacts 14
14027 6.4.1 Manage customers' record 0

14031 6.4.2 Provide advice 0

14032 6.4.2.1 Analyze customer value status 0
14033 6.4.2.2 Track financial news 0
14034 6.4.2.3 Provide proactive and reactive advice 0
10387 6.4.3 Plan and manage customer service work force 0
10390 6.4.3.1 Forecast volume of customer service contacts 0
10391 6.4.3.2 Schedule customer service work force 0
10392 6.4.3.3 Track work force utilization 0
10393 6.4.3.4 Monitor and evaluate quality of customer interactions with 0
customer service representatives
10388 6.4.4 Manage customer service problems, requests, and inquiries 8
10394 6.4.4.1 Receive customer problems, requests, and inquiries 1
13482 6.4.4.2 Analyze problems, requests, and inquiries 1

10395 6.4.4.3 Resolve customer problems, requests, and inquiries 1
10396 6.4.4.4 Respond to customer problems, requests, and inquiries 1
16928 6.4.4.5 Identify and capture upsell/cross-sell opportunities 1

16937 6.4.4.6 Deliver opportunity to sales team 1
14041 6.4.4.7 Perform customer-based operations 0
14042 6.4.4.8 Perform trading operations (proprietary/customer) 0
10389 6.4.5 Manage customer complaints 1
14043 6.4.5.1 Manage customer service complaints 0
14044 6.4.5.2 Manage customer transaction complaints 0
10397 6.4.5.3 Receive customer complaints 0
10398 6.4.5.4 Route customer complaints 0
10399 6.4.5.5 Resolve customer complaints 0
10400 6.4.5.6 Respond to customer complaints 0
19072 6.4.5.7 Analyze customer complaints and response/redressal 1

20094 6.4.6 Process returns 3
10364 6.4.6.1 Authorize return 1
20095 6.4.6.2 Process return and record reason 1
12840 6.4.7 Report incidents and risks to regulatory bodies 1
12658 6.5 Service products after sales 34
20605 6.5.1 Register products 1
12669 6.5.2 Process warranty claims 16
20096 6.5.2.1 Receive warranty claim 1

12671 6.5.2.2 Validate warranty claim 1
20097 6.5.2.3 Investigate warranty issues 6
20098 6.5.2.3.1 Define issue 1

12677 6.5.2.3.2 Schedule field service 1
12678 6.5.2.3.3 Request and receive defective part 1
20099 6.5.2.3.4 Investigate issue/perform root cause analysis 1
20100 6.5.2.3.5 Receive investigation result/recommendation for 1
corrective action
20101 6.5.2.4 Determine responsible party 1
20102 6.5.2.5 Manage preauthorizations 1
12668 6.5.2.6 Approve or reject warranty claim 1
20103 6.5.2.7 Notify originator of approve/reject decision 1
20104 6.5.2.8 Authorize payment 1
20105 6.5.2.9 Close claim 1
12667 6.5.2.10 Reconcile warranty transaction disposition 1
20106 6.5.3 Manage supplier recovery 3
20107 6.5.3.1 Create supplier recovery claims 1
20108 6.5.3.2 Negotiate recoveries with suppliers 1
10218 6.5.4 Service products 13

10320 6.5.4.1 Confirm specific service requirements for individual 3
10324 6.5.4.1.1 customer
Process customer request 1
10325 6.5.4.1.2 Create customer profile 0
10326 6.5.4.1.3 Generate service order 1
10321 6.5.4.2 Identify and schedule resources to meet service 3
Create resourcing plan and schedule 1
10328 6.5.4.2.2 Create service order fulfillment schedule 1
10322 6.5.4.3 Provide service to specific customers 4
10330 6.5.4.3.1 Organize daily service order fulfillment schedule 1
10331 6.5.4.3.2 Execute product repair 1
10332 6.5.4.3.3 Manage service order fulfillment 1
10323 6.5.4.4 Ensure quality of service 2
10334 6.5.4.4.1 Identify completed service orders for feedback 1
10335 6.5.4.4.2 Identify incomplete service orders and service failures 1
10336 6.5.4.4.3 Solicit customer feedback on services delivered 0

10337 6.5.4.4.4 Process customer feedback on services delivered 0
20110 6.6 Manage product recalls and regulatory audits 7
20111 6.6.1 Initiate recall 1

20112 6.6.2 Assess the likelihood and consequences of occurrence of any 1
hazards
20113 6.6.3 Manage recall related communications 1
20114 6.6.4 Submit regulatory reports 1
20115 6.6.5 Monitor and audit recall effectiveness 1
20116 6.6.6 Manage recall termination 1
20595 6.7 Evaluate customer service operations and customer satisfaction 20

10401 6.7.1 Measure customer satisfaction with customer problems, 8
requests, and inquiries handling
11687 6.7.1.1 Solicit customer feedback on customer service experience 1

11688 6.7.1.2 Analyze customer service data and identify improvement 1
opportunities
18126 6.7.1.3 Provide customer feedback to product management on 1
customer service experience
10402 6.7.2 Measure customer satisfaction with customer- complaint 2
handling and resolution
11236 6.7.2.1 Solicit customer feedback on complaint handling and 0

11237 6.7.2.2 resolution
Analyze customer complaint data and identify improvement 0
opportunities
11689 6.7.2.3 Identify common customer complaints 1
10403 6.7.3 Measure customer satisfaction with products and services 2
11238 6.7.3.1 Gather and solicit post-sale customer feedback on products 0
and services
11239 6.7.3.2 Solicit post-sale customer feedback on ad effectiveness 0
20117 6.7.3.3 Solicit customer feedback on cross-channel experience 1
11240 6.7.3.4 Analyze product and service satisfaction data and identify 0
improvement opportunities
11241 6.7.3.5 Provide feedback and insights to appropriate teams (product 1
design/development, marketing, manufacturing)
12672 6.7.4 Evaluate and manage warranty performance 6
20118 6.7.4.1 Measure customer satisfaction with warranty handling and 1

resolution
12676 6.7.4.2 Monitor and report on warranty management metrics 1
20119 6.7.4.3 Identify improvement opportunities 1

12674 6.7.4.4 Identify opportunities to eliminate warranty waste 1
20120 6.7.4.5 Investigate fraudulent claims 1
20121 6.7.5 Evaluate recall performance 1

Metrics
+12658, +20110, +20595, c10379, NEW Y
N
N
N
N
N
N
N
N
N
+20086, +20087, +20088, +20089, +20092, Y
-10381, c10383
NEW N
NEW N
NEW N
N
RENAME, WAS:Establish service levels for Y
customers
+16893, +16890, +20090, +20091, +12673, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
+20094, +12840, c10388, RENAME, WAS:Plan and Y
manage customer service operations
N
N

Metrics
N
N
N
Y
N
N
N
N
+13482, +16928, +16937, -17457, c10394, Y

c10395, c10396, RENAME, WAS:Manage customer
service requests/inquiries
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
+19072 Y
N
N
N
N
N
N
NEW N

Metrics
+20095, c10364, NEW N
RENAME, WAS:Authorize and process returns N
NEW N
NEW N
+20605, +12669, +20106, c10218, NEW Y
NEW N
+20096, +12671, +20097, +20101, +20102, Y
+12668, +20103, +20104, +20105, +12667, NEW
NEW N
NEW N
+20098, +12677, +12678, +20099, +20100, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20107, +20108, NEW N
NEW N
NEW N
+10320, +10321, +10322, RENAME, WAS:Deliver Y
service to customer

Metrics
+10324, +10326, NEW N
NEW N
N
NEW N
+10327, +10328, NEW N
NEW N
NEW N
+10330, +10331, +10332, NEW N
NEW N
NEW N
NEW N
c10334, c10335 N
RENAME, WAS:Identify completed orders for N
feedback
RENAME, WAS:Identify incomplete orders and Y
service failures
N
N
+20111, +20112, +20113, +20114, +20115, N
+20116, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12672, +20121, c10401, c10402, NEW N

Metrics
+11687, +11688, +18126, -10404, -10405, N
-10406, -10407, RENAME, WAS:Measure customer
satisfaction with customer requests/inquiries
handling
NEW N
NEW N
NEW N
+11689, RENAME, WAS:Measure customer Y

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

product management on products and services
+20118, +12676, +20119, +12674, +20120, NEW Y
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N

17043 7.1 Develop and manage human resources planning, policies, and 11
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 8
10423 7.1.2.1 Gather skill requirements according to corporate strategy 0

and market environment
10424 7.1.2.2 Plan employee resourcing requirements per business 1
unit/organization
10425 7.1.2.3 Develop compensation plan 1
10210 7.1.2.3.1 Establish incentive plan 1
10426 7.1.2.4 Develop succession plan 0
16938 7.1.2.5 Develop high performers/leadership programs 1
10427 7.1.2.6 Develop employee diversity plan 0
11622 7.1.2.7 Develop training program 1
11623 7.1.2.8 Develop recruitment program 1
10428 7.1.2.9 Develop other HR programs 0
10429 7.1.2.10 Develop HR policies 0
10430 7.1.2.11 Administer HR policies 0
10431 7.1.2.12 Plan employee benefits 0
10433 7.1.2.13 Develop workforce strategy models 1
20122 7.1.2.14 Implement workforce strategy models 1

10417 7.1.3 Monitor and update strategy, plans, and policies 0
10434 7.1.3.1 Measure realization of objectives 0
10435 7.1.3.2 Measure contribution to business strategy 0
10436 7.1.3.3 Communicate plans and provide updates to stakeholders 0
10438 7.1.3.4 Review and revise HR plans 0
17046 7.1.4 Develop competency management models 0
10410 7.2 Recruit, source, and select employees 9
10439 7.2.1 Manage employee requisitions 5
10445 7.2.1.1 Align staffing plan to work force plan and business unit 0
strategies/resource needs
10447 7.2.1.2 Develop and maintain job descriptions 1
10446 7.2.1.3 Open job requisitions 1
10448 7.2.1.4 Post job requisitions 1

10450 7.2.1.5 Modify job requisitions 1
10451 7.2.1.6 Notify hiring manager 0
10452 7.2.1.7 Manage requisition dates 0
10440 7.2.2 Recruit/Source candidates 1
10453 7.2.2.1 Determine recruitment methods and channels 0
10454 7.2.2.2 Perform recruiting activities/events 0
10455 7.2.2.3 Manage recruitment vendors 0
17047 7.2.2.4 Manage employee referral programs 0
17048 7.2.2.5 Manage recruitment channels 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 21
10469 7.3.1 Manage employee orientation and deployment 7
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 10
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 1

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 8
10494 7.5.1 Develop and manage reward, recognition, and motivation 3
programs
10498 7.5.1.1 Develop salary/compensation structure and plan 0
10499 7.5.1.2 Develop benefits and rewards plan 1
10500 7.5.1.3 Perform competitive analysis of benefits and rewards 1
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 3
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 2
10522 7.7.1 Manage reporting processes 0
10523 7.7.2 Manage employee inquiry process 0
10524 7.7.3 Manage and maintain employee data 0
10525 7.7.4 Manage human resource information systems HRIS 1
10526 7.7.5 Develop and manage employee metrics 0

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

Metrics
+17043, +20599, -10409, -17458 Y
+20958, +17045, NEW Y
+20606, NEW N
N
N
N
N
N
N
NEW N
+16938, +11622, +11623, +20122, c10424, N
c10433, NEW
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
RENAME, WAS:Develop work force strategy models N
NEW N

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

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

RENAME, WAS:Modify requisitions N
N
N
c17048 N
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
-14046, -14047, -14048, -14049, 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, -14050, -14051, c10490, c10491 Y
RENAME, WAS:Align employee and organization N

development needs
NEW N
RENAME, WAS:Develop competencies N

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

NEW N
NEW N
NEW N
NEW N
Y
Y
N
N
Y
+10494, +10496, -17053, -17054 Y
c10499, c10500, NEW Y
Y
RENAME, WAS:Develop benefits and reward plan N
RENAME, WAS:Perform competitive analysis of N
benefit and rewards
N
N
N
N
N
N
N
N
+10509, +10511, NEW N

Metrics
N
NEW N
N
NEW N
Y
+20132 Y
Y
Y
N
N
N
+20133, c10517, NEW N
NEW N
RENAME, WAS:Manage deployment of personnel N
N
Y
-14052, c10525 Y
Y
Y
Y
RENAME, WAS:Manage human resource Y
information systems (HRIS)
Y
Y
N
+16944 Y
N
NEW N
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
20695 8.2.6.2 criteria
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
20742 8.3.5.7 controls
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

20745 8.3.6.2 risk
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

Metrics
+20633, +20634, +20635, +20636, +20637, N
+20638, +20640, NEW
NEW N
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

Metrics
+20661, +20662, +20663, +20664, +20665, N
+20667, NEW
NEW N
NEW N
NEW N
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

Metrics
NEW N
NEW N
NEW N
NEW N
+20694, +20695, +20696, +20697, NEW N
NEW N
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

Metrics
NEW N
NEW N
+20717, +20718, +20719, +20720, NEW N
NEW N
NEW N
NEW N
NEW N
+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

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

Metrics
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
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

Metrics
+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
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

Metrics
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
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

Metrics
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
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

Metrics
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
+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

Metrics
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
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

Metrics
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 3
10738 9.1.1 Perform planning/budgeting/forecasting 2
10771 9.1.1.1 Develop and maintain budget policies and procedures 0
10772 9.1.1.2 Prepare periodic budgets and plans 0
20135 9.1.1.3 Operationalize and implement plans to achieve budget 1
10773 9.1.1.4 Prepare periodic financial forecasts 0
20136 9.1.1.5 Perform variance analysis against forecasts and budgets 1
10739 9.1.2 Perform cost accounting and control 0
10774 9.1.2.1 Perform inventory accounting 0
14057 9.1.2.2 Perform profit center accounting 0
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
14186 9.1.4.2 Report on financial profitability 0
10783 9.1.4.3 Evaluate new products 0
10784 9.1.4.4 Perform life cycle costing 0
10785 9.1.4.5 Optimize customer and product mix 0
10786 9.1.4.6 Track performance of new-customer and product strategies 1
10787 9.1.4.7 Prepare activity-based performance measures 0

10788 9.1.4.8 Manage continuous cost improvement 0
10729 9.2 Perform revenue accounting 1

10742 9.2.1 Process customer credit 0
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 0
14188 9.2.1.4 Forecast credit scoring requirement 0
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 1
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 0

14008 9.2.4.7 Manage default accounts 0
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 19
10747 9.3.1 Manage policies and procedures 1
10815 9.3.1.1 Negotiate service-level agreements 0
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 5
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
10823 9.3.2.4 Post and reconcile intercompany transactions 0
10822 9.3.2.5 Process period end adjustments 1
14058 9.3.2.6 Perform contract accounting - corporate function 0
14059 9.3.2.7 Perform bank accounting - corporate function 0
14060 9.3.2.8 Account for financial instruments: sub-ledger 0
10824 9.3.2.9 Reconcile general ledger accounts 1
10825 9.3.2.10 Perform consolidations and process eliminations 1
10826 9.3.2.11 Prepare trial balance 1
10827 9.3.2.12 Prepare and post management adjustments 1
14061 9.3.3 Perform closing of general ledger 4
14062 9.3.3.1 Close sub-ledgers and post to general ledger 0
14063 9.3.3.2 Process period end adjustments (e.g., accruals, currency 0
conversions)

10749 9.3.4 Perform fixed-asset accounting 9
10828 9.3.4.1 Establish fixed-asset policies and procedures 1
10829 9.3.4.2 Maintain fixed-asset master data files 1
10830 9.3.4.3 Process and record fixed-asset additions and retires 1
10831 9.3.4.4 Process and record fixed-asset adjustments, enhancements, 1

revaluations, and transfers
10833 9.3.4.5 Calculate and record depreciation expense 0

10832 9.3.4.6 Process and record fixed-asset maintenance and repair 1
expenses
10834 9.3.4.7 Reconcile fixed-asset ledger 1
10835 9.3.4.8 Track fixed-assets including physical inventory 1
10836 9.3.4.9 Provide fixed-asset data to support tax, statutory, and 1

regulatory reporting
14069 9.3.5 Manage enterprise financial assets 0
14070 9.3.5.1 Plan and design investment 0
14071 9.3.5.2 Procure and construct financial assets 0
14072 9.3.5.3 Perform decommission and disposal 0
14073 9.3.5.4 Perform asset analytics and performance optimization 0
10750 9.3.6 Perform financial reporting 0
10837 9.3.6.1 Prepare business unit financial statements 0
10838 9.3.6.2 Prepare consolidated financial statements 0
10839 9.3.6.3 Perform business unit reporting/review management reports 0
10840 9.3.6.4 Perform consolidated reporting/review of cost management 0
reports

10841 9.3.6.5 Prepare statements for board review 0
10842 9.3.6.6 Produce quarterly/annual filings and shareholder reports 0
10843 9.3.6.7 Produce regulatory reports 0
14074 9.3.6.8 Perform legal and management consolidation 0
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 2
10753 9.5.1 Report time 0
10853 9.5.1.1 Establish policies and procedures 0
10854 9.5.1.2 Collect and record employee time worked 0
10855 9.5.1.3 Analyze and report paid and unpaid leave 0
10856 9.5.1.4 Monitor regular, overtime, and other hours 0
10857 9.5.1.5 Analyze and report employee utilization 0
10754 9.5.2 Manage pay 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 1
14075 9.5.3.1 Develop tax plan 0
14076 9.5.3.2 Manage tax plan 0
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 11
10756 9.6.1 Process accounts payable (AP) 3
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file 1
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
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 20
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
14077 9.7.2.4 Develop credit policy 0
10896 9.7.2.5 Develop cash flow forecasts 0
10897 9.7.2.6 Manage cash flows 0
10898 9.7.2.7 Produce cash management accounting transactions and 0
10899 9.7.2.8 reports
Manage and oversee banking relationships 0
10900 9.7.2.9 Analyze, negotiate, resolve, and confirm bank fees 0
14078 9.7.2.10 Analyze/Approve new account applications for customer 0
10760 9.7.3 creditin-house bank accounts
Manage 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
10904 9.7.3.4 subsidiaries
Manage central incoming payments on behalf of 0
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 0
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 debt and investment exposure 1
10911 9.7.4.5 Process and oversee debt and investment transactions 0
10912 9.7.4.6 Process and oversee foreign currency transactions 0
10913 9.7.4.7 Produce debt and investment accounting transaction reports 0
14210 9.7.4.8 Process and oversee interest rate transactions 0
11208 9.7.5 Monitor and execute risk and hedging transactions 18
12974 9.7.5.1 Develop risk management/hedging strategy 1
14080 9.7.5.2 Review product portfolio 0
14081 9.7.5.3 Review counterparty credit limit 0
11209 9.7.5.4 Manage interest rate risk 4
19575 9.7.5.4.1 Manage interest rate market data 1
19576 9.7.5.4.2 Determine interest rate exposure for all markets 1
19577 9.7.5.4.3 Determine interest rate hedge requirements in 1
accordance with risk policy
19578 9.7.5.4.4 Execute interest rate trades 1
11210 9.7.5.5 Manage foreign exchange risk 5
19579 9.7.5.5.1 Manage foreign exchange market data 1
19580 9.7.5.5.2 Determine foreign exchange exposure for all currencies 1
19581 9.7.5.5.3 Determine foreign exchange hedge requirements in 1
19582 9.7.5.5.4 Execute foreign exchange trades 1

19583 9.7.5.5.5 Manage foreign exchange balance sheet risk 1
11211 9.7.5.6 Manage exposure risk 8
19584 9.7.5.6.1 Determine current customer exposures and limit 1

19585 9.7.5.6.2 exceptions
Resolve customer exposure limit violations 1
19586 9.7.5.6.3 Manage customer collateral 1
19587 9.7.5.6.4 Perform annual customer credit reviews 1
20137 9.7.5.6.5 Execute hedging transactions 1
19588 9.7.5.6.6 Measure physical positions 1
19589 9.7.5.6.7 Establish hedges 1
19590 9.7.5.6.8 Unwind hedges 1
11212 9.7.5.6.9 Develop and execute hedging transactions 0
11213 9.7.5.6.10 Evaluate and refine hedging positions 0
11215 9.7.5.6.11 Monitor credit 0
11214 9.7.5.7 Produce hedge accounting transactions and reports 0
14084 9.7.5.8 Analyze capital adequacy history 0
14085 9.7.5.9 Forecast capital adequacy policy 0
16958 9.7.6 Manage financial fraud/dispute cases 1
10735 9.8 Manage internal controls 5
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 1
14168 9.8.1.6 Implement segregation of duties controls 0
10763 9.8.2 Operate controls and monitor compliance with internal controls 3
policies and procedures
10917 9.8.2.1 Design and implement control activities 1
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 1
10921 9.8.2.5 Operate compliance function 1
10922 9.8.2.6 Implement and maintain controls-related enabling 0
technologies and tools
10764 9.8.3 Report on internal controls compliance 1
10923 9.8.3.1 Report to external auditors 0
10924 9.8.3.2 Report to regulators, share-/debt-holders, securities 1
exchanges, etc.
10925 9.8.3.3 Report to third parties 0
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 2
14090 9.11.1 Screen sanctioned party list 0
14091 9.11.2 Control exports and imports 1

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
Y
N
N
N
N
N
N
Y
N
N
N
N
c10786 Y
N
N
N
N
N
RENAME, WAS:Track performance of new customer N
and product strategies
N
N
Y

Metrics
Y
Y
Y
N
N
Y
Y
N
Y
Y
Y
Y
Y
Y
Y
N
N
N
N
N
c10808 Y
N
N
N
N
RENAME, WAS:Process adjustments/write-off Y
balances
N
N
Y
N

Metrics
N
N
N
N
N
c10749 Y
+20604 Y
Y
Y
NEW Y
Y
Y
+10822, +10824, +10825, +10826, +10827 Y
Y
Y
Y
Y
NEW Y
N
N
N
NEW Y
NEW Y
NEW Y
NEW Y
-14065, -14066, -14067, -14068 N
N
N

Metrics
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
RENAME, WAS:Process and record fixed asset Y
adjustments, enhancements, revaluations, and
transfers
N
maintenance and repair expenses
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
N
N
N
N
N
Y
Y
Y
Y
Y

Metrics
Y
Y
Y
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
Y
N
N
N
N
N
c10864 Y
N
N
N
N
N

Metrics
N
RENAME, WAS:Process period end adjustments N
N
RENAME, WAS:Process payroll taxes Y
N
N
N
N
N
+20929 Y
c10869, c10874, c10875 Y
RENAME, WAS:Verify AP pay file with PO vendor Y
master file
Y
Y
Y
Y
RENAME, WAS:Process taxes Y
RENAME, WAS:Research/resolve exceptions Y
Y
Y
Y
Y
c10884 Y
Y
Y
Y
Y
RENAME, WAS:Manage personal accounts Y

Metrics
+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
Y
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
c10910 N
N
N
N
RENAME, WAS:Manage issuer exposure N
N
N
N
N
+12974 Y
NEW N
N
N
+19575, +19576, +19577, +19578 N
NEW N
NEW N
NEW N
NEW N
+19579, +19580, +19581, +19582, +19583 N
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
+19584, +19585, +19586, +19587, +20137, N
+19588, +19589, +19590
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
N
N
N
N
NEW N
Y
+11251 Y
N
N
N
N
NEW N
N
+10917, +10920, +10921 Y
NEW N
N
N

Metrics
NEW N
NEW N
N
c10924 Y
N
RENAME, WAS:Report to regulators, share/debt- N
holders, securities exchanges, etc.
N
N
Y
N
N
N
N
c10931 Y
N
RENAME, WAS:Prepare returns N
N
N
N
N
N
N
N
N
Y
N
+19593, c14091 N
N
RENAME, WAS:Control exports N

Metrics
N
NEW N
N
N
N
N
N
N

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

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

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

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

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

19231 10.2.3.2 Obtain resources 1
19232 10.2.3.3 Construct new assets 1
19233 10.2.3.4 Augment existing assets 1
19234 10.2.3.5 Renew/Replace assets 1
19224 10.2.4 Manage asset construction 5
19225 10.2.4.1 Monitor work performance 1
19226 10.2.4.2 Undertake construction quality control 1
19227 10.2.4.3 Create work and asset records 1
19228 10.2.4.4 Manage safety, security, and access to sites 1
19238 10.3 Maintain productive assets 22
19239 10.3.1 Plan asset maintenance 7
19240 10.3.1.1 Develop maintenance strategies 1

10967 10.3.1.2 Analyze assets and predict maintenance requirements 0
19241 10.3.1.3 Specify maintenance policies 1
10968 10.3.1.4 Integrate preventive maintenance into operations schedule 1
19242 10.3.1.5 Identify work management tasks & priorities 1

19243 10.3.1.6 Conduct resource planning 1
19244 10.3.1.7 Create work plans 1
19245 10.3.2 Manage asset maintenance 8
19246 10.3.2.1 Schedule maintenance work 1

19247 10.3.2.2 Obtain required resources 1

19248 10.3.2.3 Undertake quality control 1
19249 10.3.2.4 Update work and asset records 1
19250 10.3.2.5 Manage maintenance work safety 1
19251 10.3.2.6 Define maintenance performance targets 1
19252 10.3.2.7 Monitor maintenance performance against targets/contracts 1
19253 10.3.3 Perform asset maintenance 6
10947 10.3.3.1 Perform preventative asset maintenance 1

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

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

Metrics
+19208, +19238, c10937, c10940, NEW N
-10942, c10941, c10944, RENAME, WAS:Design N
and construct/acquire nonproductive assets
c10956, RENAME, WAS:Develop property strategy N
and long-term vision
Y
RENAME, WAS:Assess the external environment N

N
Y
N
N
N
N
N
c10963, c10964, RENAME, WAS:Provide workspace N
and assets
RENAME, WAS:Acquire workspace and assets N
RENAME, WAS:Change fit/form/function of N
workspace and assets
N
N
N
+19209, +20139, +19229, +19224, NEW N
+19210, +19211, +19212, NEW N
NEW N
NEW N
NEW N
+19220, +11276, +19221, +19222, +19223, NEW N
NEW N

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

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

16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and 14
Resiliency
17060 11.1 Manage enterprise risk 8
16439 11.1.1 Establish the enterprise risk framework and policies 0
16440 11.1.1.1 Determine risk tolerance for organization 0
16441 11.1.1.2 Develop and maintain enterprise risk policies and 0
16442 11.1.1.3 procedures
Identify and implement enterprise risk management tools 0
16443 11.1.1.4 Coordinate the sharing of risk knowledge across the 0
organization
16444 11.1.1.5 Prepare and report enterprise risk to executive management 0
and board
16445 11.1.2 Oversee and coordinate enterprise risk management activities 5
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
14120 11.1.2.5.1 Design risk management operating models 0
14121 11.1.2.5.1. Design and implement risk control activities 0
14122 11.1.2.5.1. Monitor risk management effectiveness 0
14123 11.1.2.5.1. Remediate risk management deficiencies 0
14124 11.1.2.5.1. Create risk management functions 0
14125 11.1.2.5.2 Manage and monitor risk management operating models 0
14126 11.1.2.5.2. Operate risk management function 0
14127 11.1.2.5.2. Implement and maintain risk management-related 0
enabling technologies and tools
14128 11.1.2.5.2. Review and generate risk reports 0
14129 11.1.2.5.2. Perform limit management 0

14130 11.1.2.5.2. Manage and mitigate risk 0
14131 11.1.2.5.2. Establish record retention policy 0
14132 11.1.2.5.2. Define entity/unit risk tolerances 0
16451 11.1.2.6 Report on enterprise risk activities 1
16452 11.1.2.7 Coordinate business unit and functional risk management 1
activities
16453 11.1.2.8 Ensure that each business unit/function follows the 1
enterprise risk management process
enterprise risk reporting process
17462 11.1.3 Manage business unit and function risk 1
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 risk activities 0
14161 11.1.4 Manage operational risk 0
14162 11.1.4.1 Analyze operational risk history 0
14163 11.1.4.2 Forecast operational risk requirement 0
14164 11.1.4.3 Provide operational risk capital allocation 0
14169 11.1.4.4 Calculate operational risks according to Basel II, EU CRD, 0
and national legislation
14170 11.1.4.5 Calculate operational risks according to internal models 0
14171 11.1.4.6 Report disclosure, COREP, and internal reporting 0
14172 11.1.4.7 Perform operational loss and risk event data capture 0
14166 11.1.4.8 Manage fraud management procedures 0
14138 11.1.5 Manage financial risk 1

17463 11.1.5.1 Manage credit risk 0
17464 11.1.5.1.1 Acquire credit risk data 0
14140 11.1.5.1.2 Develop credit policies 0
14141 11.1.5.1.3 Manage global credit limits 0
14142 11.1.5.1.4 Develop an early-warning system 0
14088 11.1.5.1.5 Manage issuer exposure 0
14143 11.1.5.1.6 Manage credit portfolio 0
14144 11.1.5.1.7 Calculate regulatory capital requirements for credit risks 0
14145 11.1.5.1.8 Perform stress testing 0
14146 11.1.5.1.9 Calibrate and validate credit risk models 0
14148 11.1.5.2 Manage strategic investment risk 1
14149 11.1.5.2.1 Perform asset liability management analytics 0
14150 11.1.5.2.2 Perform asset liability management simulation 0
14151 11.1.5.2.3 Plan liquidity and asset liability management 1
14152 11.1.5.2.4 Perform asset liability hedging 0

14153 11.1.5.2.5 Perform asset liability management reporting 0
14154 11.1.5.2.6 Manage global limits of asset liability management (ALM) 0
risk key figures
14155 11.1.5.3 Manage market risk 0
17465 11.1.5.3.1 Gather market risk analytics 0
14082 11.1.5.3.1. Analyze market risk history 0
14083 11.1.5.3.2 Forecast market risk requirement 0
14156 11.1.5.3.3 Manage global market limits 0
14157 11.1.5.3.4 Manage early-warning system 0
14158 11.1.5.3.5 Manage market data 0
14159 11.1.5.3.6 Model internal market risk 0
14160 11.1.5.3.7 Perform back-testing 0
17466 11.1.5.4 Manage insurance risk 0
17467 11.2 Manage compliance 5
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 5
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
14165 11.2.2.5 Ensure compliance with Sarbanes-Oxley Act 0

16468 11.2.2.6 Implement missing or stronger regulatory compliance 0
controls and policies
16469 11.2.2.7 Monitor and test regulatory compliance position and existing 1
controls
19595 11.2.2.8 Compile and communicate compliance scorecard(s) 1

19596 11.2.2.9 Compile and communicate internal and regulatory 1
compliance reports
16470 11.2.2.10 Maintain relationships with regulators as appropriate 1
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
+17060, NEW N
NEW Y
N
N
N
N
N
+16452, +16453, +16454, c16448, c16451 N

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

Metrics
N
N
N
RENAME, WAS:Report on risk activities N
NEW N
NEW N
NEW N
N
N
N
+18129 N
NEW 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
c14151 N
N
N
RENAME, WAS:Plan l;iquidity and asset liability N
management
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
+19595, +19596, c16467, c16469, c16470 N
N
N
N
RENAME, WAS:Assess current compliance position, N

and identify weaknesses or shortfalls therein
N
N
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
RENAME, WAS:Maintain relationships with N

regulators
N
N
N
N
N
N

Metrics
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
14100 12.1.3 Perform corporate secretary function 0
11037 12.1.4 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
14101 12.2.5 Manage tax regulatory relationships 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 3
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 1
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 1
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
-14102 Y
N
N
N
N
N
N
+12869, +12870, +12871, +12872, +12873, N
+12874
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12875, +12876, +12877, +12878 N
NEW N
NEW N
NEW N
NEW N
+12879, +12880, +12881 N
NEW N
NEW N
NEW N
N
N
c11042 N
RENAME, WAS:Report results N
N
c11046 Y
N

Metrics
N
RENAME, WAS:Develop and perform preventative N
law programs
N
N
N
c11059 N
N
N
N
RENAME, WAS:Receive work product and manage/ N
monitor case and work performed
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 1
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 1
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 1
17497 13.3.3.5 Close non-conformance 0

17498 13.3.4 Implement and maintain the enterprise quality management 0
system (EQMS)
17499 13.3.4.1 Define the quality strategy 0

17500 13.3.4.2 Plan and deploy the EQMS scope, targets, and goals 0
17501 13.3.4.3 Identify core EQMS processes, controls, and metrics 0
17502 13.3.4.4 Develop and document EQMS policies, procedures, 0
standards, and measures
17503 13.3.4.5 Assess the EQMS performance 0
17504 13.3.4.6 Create environment and capability for EQMS 0
17505 13.3.4.6.1 improvement(s)
Reward quality excellence 0
17506 13.3.4.6.2 Create and maintain quality partnerships 0
17507 13.3.4.6.3 Maintain talent capabilities and competencies 0
17508 13.3.4.6.4 Incorporate EQMS messaging into communication 0
17509 13.3.4.6.5 channels
Assure independent EQMS management access to 0
appropriate authority in the organization
17510 13.3.4.6.6 Transfer proven EQMS methods 0
11074 13.4 Manage change 7
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 9
11071 13.6.1 Create and manage organizational performance strategy 2
11075 13.6.1.1 Create enterprise measurement systems model 0
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 2
11083 13.6.2.1 Conduct performance assessments 0
11084 13.6.2.2 Develop benchmarking capabilities 0
11085 13.6.2.3 Conduct internal process and external competitive 0
benchmarking

11087 13.6.2.4 Conduct gap analysis 1
11088 13.6.2.5 Establish need for change 0

20147 13.6.3 Evaluate process performance 5
10270 13.6.3.1 Establish appropriate performance indicators (metrics) 1
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
11183 13.7.4 support
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

Metrics
N
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

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
c17496 N
N
N
N
RENAME, WAS:Take corrective or preventitive N
action
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
-14110 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

Metrics
+20145 N
N
N
N
N
NEW N
N
N
N
N
+20146, c11161 N
N
RENAME, WAS:Re-engineer business processes and N
systems
N
N
NEW N
N
N
N
N
+20965, +20969 Y
-11101, c11100 N
RENAME, WAS:Develop governance model N
N
N
N
N

Metrics
N
N
N
N
Y
N
N
N
+20966, +20967, +20968, NEW N
N
NEW N
N
NEW N
NEW N
+20970, +20971, NEW N
N
NEW N
NEW N
+20147 N
c11076, c11078 N
N
RENAME, WAS:Measure process productivity N
N
RENAME, WAS:Measure staff efficiency N
N
-14109, c11087 N
N
N
N

Metrics
RENAME, WAS:Conduct gap analysis to understand N
need for change and degree needed
N
+20148, c10270, c10274, c10275, NEW N
RENAME, WAS:Establish appropriate performance N
indicators
N
NEW N
N
N
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

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

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

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

19949 1.1.4.1 Define the strategic vision 1
10035 1.1.4.2 Align stakeholders around strategic vision 0
10036 1.1.4.3 Communicate strategic vision to stakeholders 0

16792 1.1.5 Conduct organization restructuring opportunities 0
16793 1.1.5.1 Identify restructuring opportunities 0
16794 1.1.5.2 Perform due-diligence 0
16795 1.1.5.3 Analyze deal options 0
16796 1.1.5.3.1 Evaluate acquisition options 0
16797 1.1.5.3.2 Evaluate merger options 0
16798 1.1.5.3.3 Evaluate de-merger options 0
16799 1.1.5.3.4 Evaluate divesture options 0
10015 1.2 Develop business strategy 38
10037 1.2.1 Develop overall mission statement 0
10044 1.2.1.1 Define current business 0
10045 1.2.1.2 Formulate mission 0
10046 1.2.1.3 Communicate mission 0
10038 1.2.2 Define and evaluate strategic options to achieve the objectives 14
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
19952 1.2.2.12 Develop innovation strategy and framework 1
10039 1.2.3 Select long-term business strategy 0
10040 1.2.4 Coordinate and align functional and process strategies 0
10041 1.2.5 Create organizational design 0
10049 1.2.5.1 Evaluate breadth and depth of organizational structure 0
10050 1.2.5.2 Perform job-specific roles mapping and value-added 0
10051 1.2.5.3 analyses
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
10055 1.2.5.7 processes
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
19959 1.2.8 strategy
Develop customer experience strategy 17
19960 1.2.8.1 Assess customer experience 4
19961 1.2.8.1.1 Identify and review customer touchpoints 1
19962 1.2.8.1.2 Assess customer experience across touchpoints 1
19963 1.2.8.1.3 Perform root cause analysis of problematic customer 1
experiences
19964 1.2.8.2 Design customer experience 8

16612 1.2.8.2.1 Define and manage personas 1
19965 1.2.8.2.2 Create customer journey maps 1
19966 1.2.8.2.3 Define single view of the customer for the organization 1
19967 1.2.8.2.4 Define a vision for the customer experience 1
19968 1.2.8.2.5 Validate with customers 1
19969 1.2.8.2.6 Align experience with brand values and business 1
19970 1.2.8.2.7 strategies
Develop content strategy 1
19971 1.2.8.3 Design customer experience support structure 3
19972 1.2.8.3.1 Identify required capabilities 1
19973 1.2.8.3.2 Identify impact on functional processes 1
19974 1.2.8.4 Develop customer experience roadmap to develop and 1
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
19977 1.3.1.3 value
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 33
10061 2.1.1 Manage product and service portfolio 3
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 1
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
19647 2.1.2.5.4 network
Apply data and analytics to review supply chain 1
11426 2.1.2.5.5 methodologies
Review quality and performance of the product/service 1
11427 2.1.2.5.6 Conduct financial review 1
11428 2.1.2.5.7 Conduct new product development process assessment 1
19985 2.1.3 Manage patents, copyrights, and regulatory requirements 9
19941 2.1.3.1 Conduct mandatory and elective reviews 1

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

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

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

16808 2.2.3.1.2 Derive interoperability requirements for products and 1
services
16809 2.2.3.1.3 Derive safety requirements for products and services 1
16810 2.2.3.1.4 Derive security requirements for products and services 1
16811 2.2.3.1.5 Derive regulatory compliance requirements 1
16812 2.2.3.1.6 Derive requirements from industry standards 1
19992 2.2.3.1.7 Develop user experience requirements 1
16814 2.2.3.1.8 Derive ‘services-as-a-product’ offering 1
16815 2.2.3.2 Define post launch support model 1
17389 2.2.3.3 Identify product/service bundling opportunities 1
10062 2.3 Develop products and services 29
19993 2.3.1 Design and prototype products and services 17
10083 2.3.1.1 Assign resources to product/service project 1

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

10087 2.3.1.7 Conduct mandatory and elective external reviews 1
19995 2.3.1.8 Design products/services 7
16819 2.3.1.8.1 Design for manufacturing 1

16820 2.3.1.8.2 Design for product servicing 1
16821 2.3.1.8.3 Design for re-manufacturing 1
16822 2.3.1.8.4 Review product troubleshooting methodology 1
16818 2.3.1.8.5 Design and manage product data, design, and bill of 1
16823 2.3.1.8.6 materials
Design for product upgrades 1
10088 2.3.1.9 Build prototypes/proof of concepts 1
10098 2.3.1.10 Develop and test prototype production and/or service 1
delivery process
10089 2.3.1.11 Eliminate quality and reliability problems 0
10090 2.3.1.12 Conduct in-house product/service testing and evaluate 1
feasibility
10091 2.3.1.13 Identify design/development performance indicators 1
10092 2.3.1.14 Collaborate on design with suppliers and external partners 1
19996 2.3.2 Test market for new or revised products and services 2
10093 2.3.2.1 Prepare detailed market study 1
10094 2.3.2.2 Conduct customer tests and interviews 0
10095 2.3.2.3 Finalize product/service characteristics and business cases 0
10096 2.3.2.4 Finalize technical requirements 0
19997 2.3.3 Prepare for production/service delivery 7
10099 2.3.3.1 Design and obtain necessary capabilities/materials and 1
equipment
10097 2.3.3.2 Identify requirements for changes to manufacturing/delivery 1
processes
11418 2.3.3.3 Request engineering/process change 1

10100 2.3.3.4 Install and validate production/service delivery process 2
11417 2.3.3.4.1 Monitor initial production runs 1

19998 2.3.3.5 Validate launch procedures 1

10101 3.1 Understand markets, customers, and capabilities 8
10106 3.1.1 Perform customer and market intelligence analysis 4

10108 3.1.1.1 Conduct customer and market research 1
10114 3.1.1.1.1 Understand consumer needs and predict customer 1
purchasing behavior
10109 3.1.1.2 Identify market segments 1
10115 3.1.1.2.1 Determine market share gain/loss 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 1
10121 3.1.2.4.2 Confirm internal capabilities 1
10102 3.2 Develop marketing strategy 40
11168 3.2.1 Define offering and customer value proposition 1

11169 3.2.1.1 Define offering and positioning 0
11170 3.2.1.2 Develop value proposition including brand positioning for 0
target segments
11171 3.2.1.3 Validate value proposition with target segments 1

11172 3.2.1.4 Develop new branding 0
10123 3.2.2 Define pricing strategy 5
13169 3.2.2.1 Conduct pricing analysis 1

10124 3.2.2.2 Establish guidelines for applying pricing and discounting of 1
products/services
19999 3.2.2.3 Establish pricing targets 1
10125 3.2.2.4 Approve pricing strategies/policies and targets 1
20000 3.2.3 Define and manage channel strategy 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
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 27
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
10150 3.3.3 Develop and manage media 0

10158 3.3.3.1 Define media objectives 0
10161 3.3.3.2 Engage media provider 0
10162 3.3.3.3 Develop and execute advertising 0
11253 3.3.3.4 Develop and execute other marketing campaigns/programs 0
11254 3.3.3.5 Assess brand/product marketing plan performance 0
13935 3.3.4 Develop and manage placement and campaign management 0
13936 3.3.4.1 Develop marketing material 0
13937 3.3.4.2 Develop market offering campaign 0
13938 3.3.4.3 Prepare for marketing campaign launch 0
13939 3.3.4.4 Execute the marketing campaign 0
20593 3.3.5 Develop and manage pricing 7
20009 3.3.5.1 Understand resource requirements for each product/service 1

18948 3.3.5.2 Determine corporate incentives 1
10163 3.3.5.3 Determine pricing based on volume/unit forecast 0
10164 3.3.5.4 Execute pricing plan 0
10165 3.3.5.5 Evaluate pricing performance 0
10166 3.3.5.6 Refine pricing as needed 0
11495 3.3.5.7 Implement promotional pricing programs 1
11496 3.3.5.8 Implement other retail pricing programs 1
11497 3.3.5.9 Communicate and implement price changes 1
17684 3.3.5.10 Achieve regulatory approval for pricing 1
20010 3.3.6 Develop and manage promotional activities 2
10167 3.3.6.1 Define promotional concepts and objectives 1
10159 3.3.6.2 Develop marketing messages 0
10160 3.3.6.3 Define target audience 0
10168 3.3.6.4 Plan and test promotional activities 0
10169 3.3.6.5 Execute promotional activities 0
10170 3.3.6.6 Evaluate promotional performance metrics 0
10171 3.3.6.7 Refine promotional performance metrics 0

10172 3.3.6.8 Incorporate learning into future/planned consumer 0
10153 3.3.7 promotions
Track customer management measures 1
10173 3.3.7.1 Determine customer lifetime value 1
10174 3.3.7.2 Analyze customer revenue trend 0

10175 3.3.7.3 Analyze customer attrition and retention rates 0
10176 3.3.7.4 Analyze customer metrics 0
10177 3.3.7.5 Revise customer strategies, objectives, and plans based on 0
metrics
16613 3.3.8 Analyze and respond to customer insight 6
16627 3.3.8.1 Monitor and respond to social media activity 1

16614 3.3.8.2 Analyze customer website activity 1
16615 3.3.8.3 Analyze customer purchase patterns 1
16616 3.3.8.4 Develop business rules to provide personalized offers 1
16617 3.3.8.5 Monitor effectiveness of personalized offers and adjust 1
offers accordingly
10154 3.3.9 Develop and manage packaging strategy 5
10178 3.3.9.1 Plan packaging strategy 1
10179 3.3.9.2 Test packaging options 1
10180 3.3.9.3 Execute packaging strategy 1
10181 3.3.9.4 Refine packaging 1
16629 3.3.10 Manage product marketing content 3
16630 3.3.10.1 Manage product images 1
18130 3.3.10.2 Manage product copy 1
10103 3.4 Develop sales strategy 8
10129 3.4.1 Develop sales forecast 0
10134 3.4.1.1 Gather current and historic order information 0
10135 3.4.1.2 Analyze sales trends and patterns 0
10136 3.4.1.3 Generate sales forecast 0
10137 3.4.1.4 Analyze historical and planned promotions and events 0

10130 3.4.2 Develop sales partner/alliance relationships 7
10138 3.4.2.1 Identify alliance opportunities 0

10139 3.4.2.2 Design alliance programs and methods for selecting and 0
10140 3.4.2.3 Select alliances 0
11465 3.4.2.4 Develop customer trade strategy and customer 1
objectives/targets
11521 3.4.2.5 Define trade programs and funding options 1
11466 3.4.2.6 Conduct planning activities for major trade customers 1
10141 3.4.2.7 Develop partner and alliance management strategies 0
10142 3.4.2.8 Establish partner and alliance management goals 0
18629 3.4.2.9 Establish partner and alliance agreements 1
11522 3.4.2.10 Develop promotional and category management calendars 1
11523 3.4.2.11 Create strategic and tactical sales plans by customer 1
11468 3.4.2.12 Communicate planning information to customer teams 1
10131 3.4.3 Establish overall sales budgets 1
17682 3.4.3.1 Calculate product market share 1
10143 3.4.3.2 Calculate product revenue 0
10144 3.4.3.3 Determine variable costs 0
10145 3.4.3.4 Determine overhead and fixed costs 0
10146 3.4.3.5 Calculate net profit 0
10147 3.4.3.6 Create budget 0
10132 3.4.4 Establish sales goals and measures 0
10133 3.4.5 Establish customer management measures 0
10105 3.5 Develop and manage sales plans 56
10182 3.5.1 Manage leads/opportunities 8
10188 3.5.1.1 Identify potential customers 0

10189 3.5.1.2 Identify/receive leads/opportunities 1

18115 3.5.1.3 Validate and qualify leads/opportunities 1
11773 3.5.1.4 Match opportunities to business strategy 1
18116 3.5.1.5 Develop opportunity win plans 1
20011 3.5.1.6 Manage opportunity pipeline 1
10209 3.5.1.7 Determine sales resource allocation 0
10184 3.5.2 Manage customer sales calls 2
10190 3.5.2.1 Perform sales calls 0
10191 3.5.2.2 Perform pre-sales activities 1
20012 3.5.2.2.1 Manage customer meetings/workshops 1
10192 3.5.2.3 Close the sale 0
10193 3.5.2.4 Record outcome of sales process 0
10183 3.5.3 Manage customers and accounts 6
20013 3.5.3.1 Select key customers/accounts 1
11173 3.5.3.2 Develop sales/key account plan 0
20014 3.5.3.3 Manage sales/key account plan 1
11174 3.5.3.4 Manage customer relationships 0
14208 3.5.3.5 Manage customer master data 2
16598 3.5.3.5.1 Collect and merge internal and third-party customer 1
information
16599 3.5.3.5.2 De-duplicate customer data 1
11779 3.5.4 Develop and manage sales proposals, bids, and quotes 16
11781 3.5.4.1 Receive Request For Proposal (RFP)/Request For Quote (RFQ) 1
11780 3.5.4.2 Refine customer requirements 1
11782 3.5.4.3 Review RFP/RFQ request 1
11783 3.5.4.4 Perform competitive analysis 1
11784 3.5.4.5 Validate with strategy/business plans 1
11785 3.5.4.6 Understand customer business and requirements 1
20015 3.5.4.7 Develop solution and delivery approach 1

11787 3.5.4.8 Identify staffing requirements 1
11788 3.5.4.9 Develop pricing and scheduling estimates 1
11789 3.5.4.10 Conduct profitability analysis 1
20016 3.5.4.11 Manage internal reviews 1
20017 3.5.4.12 Manage internal approvals 1
11790 3.5.4.13 Submit/present bid/proposal/quote to customer 1
20018 3.5.4.14 Revise bid/proposal/quote 1
11793 3.5.4.15 Manage notification outcome 1
17398 3.5.5 Manage sales applications 0
17399 3.5.5.1 Accept and validate applications 0
17400 3.5.5.2 Gather required customer data and documents 0
17401 3.5.5.2.1 Collate customer data for regulatory control 0
Gather customer documents for credit appraisal 0
17403 3.5.5.3 Enter applications into system 0
17405 3.5.5.4 Track/manage existing product applications 0
17406 3.5.5.5 Handle inquiries on pending applications 0
10185 3.5.6 Manage sales orders 15
10194 3.5.6.1 Accept and validate sales orders 1

10195 3.5.6.2 Collect and maintain account information 9
10201 3.5.6.2.1 Administer key account details 1

10202 3.5.6.2.2 Retrieve full customer details 1
10203 3.5.6.2.3 Modify involved party details 1
10204 3.5.6.2.4 Record address details 1
10205 3.5.6.2.5 Record contact details 1
10206 3.5.6.2.6 Record key customer communication profile details 1
10207 3.5.6.2.7 Review involved party information 1
10208 3.5.6.2.8 Terminate involved party information 1

10196 3.5.6.3 Determine availability 1
10197 3.5.6.4 Determine fulfillment process 0
10198 3.5.6.5 Enter orders into system 1
17404 3.5.6.6 Identify/perform cross-sell/up-sell activity 0
10199 3.5.6.7 Process back orders and updates 1
10200 3.5.6.8 Handle order inquiries including post-order fulfillment 1
transactions
10187 3.5.7 Manage sales partners and alliances 8
10211 3.5.7.1 Provide sales and product/service training to sales 4
partners/alliances
20019 3.5.7.1.1 Provide certification enablement training 1

20020 3.5.7.1.2 Manage certifications and skills 1
20021 3.5.7.1.3 Provide support to partners/alliances 1
18641 3.5.7.2 Provide marketing materials to sales partners/alliances 1
10214 3.5.7.3 Evaluate partner/alliance results 0
10212 3.5.7.4 Develop sales forecast by partner/alliance 0
10213 3.5.7.5 Agree on partner and alliance commissions 0
14209 3.5.7.6 Manage sales partner/alliance master data 1
17408 3.5.8 Manage sales procedures 0

17409 3.5.8.1 Establish sales compliance standards based on internal and 0
external regulations
17410 3.5.8.2 Monitor compliance standards for sales 0
procedures/guidelines to comply with standards
17411 3.5.8.3 Perform sales quality audit to check sales practices 0

10215 4.1 Plan for and aquire necessary resources 49
10221 4.1.1 Develop production and materials strategies 8
10229 4.1.1.1 Define manufacturing goals 1

10230 4.1.1.2 Define labor and materials policies 1
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 1
14193 4.1.1.7 Define production process 1

19551 4.1.1.8 Define standard operating procedures 1
14194 4.1.1.9 Define production workplace layout and infrastructure 1
10222 4.1.2 Manage demand for products and services 8
17413 4.1.2.1 Manage product/service availability 0

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

10223 4.1.3 Create materials plan 7
10242 4.1.3.1 Create unconstrained plan 1

10243 4.1.3.2 Collaborate with supplier and contract manufacturers 1
10244 4.1.3.3 Identify critical materials and supplier capacity 1
10245 4.1.3.4 Monitor material specifications 1
10246 4.1.3.5 Generate constrained plan 1
14196 4.1.3.6 Define production balance and control 1
10224 4.1.4 Create and manage master production schedule 4
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 11
10252 4.1.5.1 Maintain master data 0

10253 4.1.5.2 Determine finished goods inventory requirements at 1
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 1
10256 4.1.5.6 Manage collaborative replenishment planning 1
10258 4.1.5.7 Calculate and optimize destination dispatch plan 1
10259 4.1.5.8 Manage dispatch plan attainment 1
10260 4.1.5.9 Calculate and optimize destination load plans 1
10261 4.1.5.10 Manage partner load plan 1
10262 4.1.5.11 Manage cost of supply 1
10263 4.1.5.12 Manage capacity utilization 0
10226 4.1.6 Establish distribution planning constraints 5
10267 4.1.6.1 Establish distribution center layout constraints 1
10268 4.1.6.2 Establish inventory management constraints 1
10269 4.1.6.3 Establish transportation management constraints 1
19558 4.1.6.4 Establish storage management constraints 1

10227 4.1.7 Review distribution planning policies 2
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 1
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 4
10277 4.2.1 Provide sourcing governance and perform category 2
management
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
20973 4.2.2 Develop sourcing and category management strategies 1
10278 4.2.3 Select suppliers and develop/maintain contracts 0
10288 4.2.3.1 Select suppliers 0
10289 4.2.3.2 Certify and validate suppliers 0
10290 4.2.3.3 Negotiate and establish contracts 0
10291 4.2.3.4 Manage contracts 0
10279 4.2.4 Order materials and services 1
10292 4.2.4.1 Process/Review requisitions 0
10293 4.2.4.2 Approve requisitions 0
10294 4.2.4.3 Solicit/Track vendor quotes 0
10295 4.2.4.4 Create/Distribute purchase orders 0
10296 4.2.4.5 Expedite orders and satisfy inquiries 0
10297 4.2.4.6 Record receipt of goods 0

10298 4.2.4.7 Research/Resolve order exceptions 1
13943 4.2.4.8 Perform financial settlements 0
10280 4.2.5 Manage suppliers 0
10299 4.2.5.1 Monitor/Manage supplier information 0
10300 4.2.5.2 Prepare/Analyze procurement and vendor performance 0
10301 4.2.5.3 Support inventory and production processes 0
10302 4.2.5.4 Monitor quality of product delivered 0
10217 4.3 Produce/Manufacture/Deliver product 30
10303 4.3.1 Schedule production 8
19563 4.3.1.1 Model and simulate plant 1

10306 4.3.1.2 Generate line level plan 1
10307 4.3.1.3 Generate detailed schedule 1
10308 4.3.1.4 Schedule production orders and create lots 1
10315 4.3.1.5 Schedule preventive (planned) maintenance (preventive 1
maintenance orders)
10316 4.3.1.6 Schedule requested (unplanned) maintenance (work order 1
cycle)
10309 4.3.1.7 Release production orders and create lots 1
10304 4.3.2 Produce product 11
10310 4.3.2.1 Manage raw material inventory 1

10311 4.3.2.2 Execute detailed line schedule 1
10319 4.3.2.3 Report maintenance issues 1
10313 4.3.2.4 Rerun defective items 1
19566 4.3.2.5 Monitor and optimize production process 5
19567 4.3.2.5.1 Automate and control plant 1
19568 4.3.2.5.2 Perform advanced process control 1
19569 4.3.2.5.3 Perform real-time optimization 1
19570 4.3.2.5.4 Manage plant alarms and alerts 1
10314 4.3.2.6 Assess production performance 1

10369 4.3.3 Perform quality testing 7
10318 4.3.3.1 Calibrate test equipment 1

10374 4.3.3.2 Perform testing using the standard testing procedure 1
20956 4.3.3.3 Manage quality samples 1
10375 4.3.3.4 Record test results 1
12045 4.3.3.5 Track and analyze non-conformance trends 1
12046 4.3.3.6 Perform root cause analysis 1
10370 4.3.4 Maintain production records and manage lot traceability 3
10376 4.3.4.1 Determine lot numbering system 1
10377 4.3.4.2 Determine lot use 1
10219 4.4 Manage logistics and warehousing 10
10338 4.4.1 Provide logistics governance 2
10343 4.4.1.1 Translate cash/currency 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
20936 4.4.2 Plan and manage inbound material flow 5
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 3
10366 4.4.2.6.1 Perform salvage activities 1
14195 4.4.2.6.2 Manage repair/refurbishment and return to 1
10340 4.4.3 customer/stock
Operate 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

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
20032 5.1.2 satisfaction
Develop service delivery strategies 8
20033 5.1.2.1 Define service delivery goals 1

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

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
20054 5.2.2.4 capabilities
Collaborate with suppliers and partners to supplement skills 1
and capabilities
20055 5.2.2.5 Identify critical resources and supplier capacity 1
20056 5.2.2.6 Monitor and manage resource capacity and availability 1
12127 5.2.3 Enable service delivery resources 8
12128 5.2.3.1 Develop service delivery training plan 1

12129 5.2.3.2 Develop training materials 1
12131 5.2.3.3 Manage training schedule 1
12132 5.2.3.4 Deliver operations training 1
12133 5.2.3.5 Deliver technical training 1
20057 5.2.3.6 Perform skill and capability testing 1
12135 5.2.3.7 Evaluate training effectiveness 1
17416 5.3 Deliver banking services to customers 2
17417 5.3.1 Open Accounts 0
13964 5.3.1.1 Analyze customer creditworthiness 0
13953 5.3.1.2 Apply Anti-Money Laundering (AML) policy 0
13957 5.3.1.3 Apply customer identification policy 0
17418 5.3.1.4 Apply product conditions 0
17419 5.3.1.5 Apply product pricing 0
17420 5.3.1.6 Evaluate collateral/guarantee 0
17421 5.3.1.7 Set up and activate an account 0
13961 5.3.1.8 Fund and disburse proceeds 0
17422 5.3.2 Maintain accounts 1
13962 5.3.2.1 Monitor account status 0
17423 5.3.2.2 Manage fees/interest/commissions 0
17424 5.3.2.3 Monitor account transactions 0
17425 5.3.2.4 Review collateral/guarantee periodically 0

17426 5.3.2.5 Maintain internal accounts 0
13950 5.3.2.6 Reconcile accounts 0
17427 5.3.2.7 Monitor product profitability 0
17428 5.3.2.8 Review banking product portfolio 1
17429 5.3.2.9 Perform settlement 0
13963 5.3.2.10 Monitor and manage events 0
17430 5.3.2.11 Record adjustments in system of record 0
17431 5.3.3 Close accounts 0
17432 5.3.3.1 Authenticate customer instruction 0
17433 5.3.3.2 Manage fees/interest/commissions due 0
17434 5.3.3.3 Determine final settlement amount 0
17435 5.3.3.4 Record account closure in system of record 0
17436 5.3.4 Manage store cash 1
17437 5.3.4.1 Develop and execute store cash management policy and 0
procedures
17438 5.3.4.2 Sign out cash drawers 0
17439 5.3.4.3 Close and reconcile cash drawers 0
17440 5.3.4.4 Reconcile receipts and payments 0
16551 5.3.4.5 Deposit cash 0
13959 5.3.5 Service bank customers 0
13948 5.3.5.1 Provide account/product statements 0
17441 5.3.5.2 Manage repayments 0
17442 5.3.5.3 Manage negotiated changes 0
17443 5.3.5.4 Modify customer information 0
17444 5.3.5.5 Review and extend credit 0
17445 5.3.5.6 Price transaction 0
13968 5.3.5.7 Structure and negotiate transaction 0
17446 5.3.5.8 Perform syndication 0
17447 5.3.5.9 Perform securitization 0
17448 5.3.5.10 Administer third party accounts (eg escrow, endowment, 0
trusts)

17449 5.3.5.11 Perform cash management 0
17450 5.3.5.12 Perform remittances 0
13973 5.3.5.13 Prepare deal confirmations 0
13974 5.3.5.14 Prepare and negotiate master agreements 0
17451 5.3.6 Manage transfer transactions 0
17452 5.3.6.1 Authorize transactions 0
17453 5.3.6.2 Perform in-payment 0
17454 5.3.6.3 Perform out-payment 0
17455 5.3.6.4 Settle transfer transactions 0
20058 5.4 Deliver service to customer 27
20059 5.4.1 Initiate service delivery 10
20060 5.4.1.1 Review contract and agreed terms 1

20061 5.4.1.2 Understand customer requirements and define refine 1
20062 5.4.1.3 approach
Modify/revise and approve project plan 1
20063 5.4.1.4 Review customer business objectives 1
20064 5.4.1.5 Confirm environmental readiness 1
20065 5.4.1.6 Identify, select, and assign resources 3
20066 5.4.1.6.1 Establish people objectives 1
20067 5.4.1.6.2 Establish engagement rules 1
20068 5.4.1.7 Plan for service delivery 1
20069 5.4.2 Execute service delivery 8
20070 5.4.2.1 Analyze environment and customer needs 1

20071 5.4.2.2 Define solution 1
20072 5.4.2.3 Validate solution 1
20073 5.4.2.4 Identify changes 1
20074 5.4.2.5 Obtain approval to proceed 1
20075 5.4.2.6 Make build/buy solution 1
20076 5.4.2.7 Deploy solution 1

20077 5.4.3 Complete service delivery 8
20078 5.4.3.1 Conduct service delivery/project review and evaluate 1

20079 5.4.3.2 success
Complete/finalize financial management activities 1
20080 5.4.3.3 Confirm delivery according to contract terms 1
20081 5.4.3.4 Release resources 1
20082 5.4.3.5 Manage service delivery completion 1
20083 5.4.3.6 Harvest knowledge 1
20084 5.4.3.7 Archive records and update systems 1

14017 6.1 Interface with customers 0
14018 6.1.1 Integrate channels 0
14019 6.1.2 Manage channels 0
14020 6.1.3 Perform data acquisition and storage 0
14021 6.2 Manage customer information 0
14022 6.2.1 Manage customer service infrastructure 0
14023 6.2.2 Integrate customer information 0
14024 6.2.3 Analyze customer information 0
14025 6.2.4 Assess customers and gain insight 0
10378 6.3 Develop customer care/customer service strategy 12
20086 6.3.1 Define customer service requirements across the enterprise 1

20087 6.3.2 Define customer service experience 1
20088 6.3.3 Define and manage customer service channel strategy 1
10382 6.3.4 Define customer service policies and procedures 0
10383 6.3.5 Establish target service level for each customer segment 1
20089 6.3.6 Define warranty offering 6
16893 6.3.6.1 Determine and document warranty policies 1

16890 6.3.6.2 Create and manage warranty rules/claim codes for products 1
20090 6.3.6.3 Agree warranty responsibilities with suppliers 1
20091 6.3.6.4 Define warranty related offerings for customers 1
12673 6.3.6.5 Communicate warranty policies and offerings 1
20092 6.3.7 Develop recall strategy 1
14026 6.3.8 Develop an advising strategy 0
10379 6.4 Plan and manage customer service contacts 14
14027 6.4.1 Manage customers' record 0

14031 6.4.2 Provide advice 0

14032 6.4.2.1 Analyze customer value status 0
14033 6.4.2.2 Track financial news 0
14034 6.4.2.3 Provide proactive and reactive advice 0
10387 6.4.3 Plan and manage customer service work force 0
10390 6.4.3.1 Forecast volume of customer service contacts 0
10391 6.4.3.2 Schedule customer service work force 0
10392 6.4.3.3 Track work force utilization 0
10393 6.4.3.4 Monitor and evaluate quality of customer interactions with 0
10388 6.4.4 Manage customer service problems, requests, and inquiries 8
10394 6.4.4.1 Receive customer problems, requests, and inquiries 1
13482 6.4.4.2 Analyze problems, requests, and inquiries 1

10395 6.4.4.3 Resolve customer problems, requests, and inquiries 1
10396 6.4.4.4 Respond to customer problems, requests, and inquiries 1
16928 6.4.4.5 Identify and capture upsell/cross-sell opportunities 1

16937 6.4.4.6 Deliver opportunity to sales team 1
14041 6.4.4.7 Perform customer-based operations 0
14042 6.4.4.8 Perform trading operations (proprietary/customer) 0
10389 6.4.5 Manage customer complaints 1
14043 6.4.5.1 Manage customer service complaints 0
14044 6.4.5.2 Manage customer transaction complaints 0
10397 6.4.5.3 Receive customer complaints 0
10398 6.4.5.4 Route customer complaints 0
10399 6.4.5.5 Resolve customer complaints 0
10400 6.4.5.6 Respond to customer complaints 0
19072 6.4.5.7 Analyze customer complaints and response/redressal 1

20094 6.4.6 Process returns 3
10364 6.4.6.1 Authorize return 1
20095 6.4.6.2 Process return and record reason 1
12840 6.4.7 Report incidents and risks to regulatory bodies 1
12658 6.5 Service products after sales 34
20605 6.5.1 Register products 1
12669 6.5.2 Process warranty claims 16
20096 6.5.2.1 Receive warranty claim 1

12671 6.5.2.2 Validate warranty claim 1
20097 6.5.2.3 Investigate warranty issues 6
20098 6.5.2.3.1 Define issue 1

12677 6.5.2.3.2 Schedule field service 1
12678 6.5.2.3.3 Request and receive defective part 1
20099 6.5.2.3.4 Investigate issue/perform root cause analysis 1
20100 6.5.2.3.5 Receive investigation result/recommendation for 1
corrective action
20101 6.5.2.4 Determine responsible party 1
20102 6.5.2.5 Manage preauthorizations 1
12668 6.5.2.6 Approve or reject warranty claim 1
20103 6.5.2.7 Notify originator of approve/reject decision 1
20104 6.5.2.8 Authorize payment 1
20105 6.5.2.9 Close claim 1
12667 6.5.2.10 Reconcile warranty transaction disposition 1
20106 6.5.3 Manage supplier recovery 3
20107 6.5.3.1 Create supplier recovery claims 1
20108 6.5.3.2 Negotiate recoveries with suppliers 1
10218 6.5.4 Service products 13

10320 6.5.4.1 Confirm specific service requirements for individual 3
10324 6.5.4.1.1 customer
Process customer request 1
10325 6.5.4.1.2 Create customer profile 0
10326 6.5.4.1.3 Generate service order 1
10321 6.5.4.2 Identify and schedule resources to meet service 3
Create resourcing plan and schedule 1
10328 6.5.4.2.2 Create service order fulfillment schedule 1
10322 6.5.4.3 Provide service to specific customers 4
10330 6.5.4.3.1 Organize daily service order fulfillment schedule 1
10331 6.5.4.3.2 Execute product repair 1
10332 6.5.4.3.3 Manage service order fulfillment 1
10323 6.5.4.4 Ensure quality of service 2
10334 6.5.4.4.1 Identify completed service orders for feedback 1
10335 6.5.4.4.2 Identify incomplete service orders and service failures 1
10336 6.5.4.4.3 Solicit customer feedback on services delivered 0

10337 6.5.4.4.4 Process customer feedback on services delivered 0
20110 6.6 Manage product recalls and regulatory audits 7
20111 6.6.1 Initiate recall 1

20112 6.6.2 Assess the likelihood and consequences of occurrence of any 1
hazards
20113 6.6.3 Manage recall related communications 1
20114 6.6.4 Submit regulatory reports 1
20115 6.6.5 Monitor and audit recall effectiveness 1
20116 6.6.6 Manage recall termination 1
20595 6.7 Evaluate customer service operations and customer satisfaction 20

10401 6.7.1 Measure customer satisfaction with customer problems, 8
11687 6.7.1.1 Solicit customer feedback on customer service experience 1

11688 6.7.1.2 Analyze customer service data and identify improvement 1
opportunities
18126 6.7.1.3 Provide customer feedback to product management on 1
10402 6.7.2 Measure customer satisfaction with customer- complaint 2
11236 6.7.2.1 Solicit customer feedback on complaint handling and 0

11237 6.7.2.2 resolution
Analyze customer complaint data and identify improvement 0
opportunities
11689 6.7.2.3 Identify common customer complaints 1
10403 6.7.3 Measure customer satisfaction with products and services 2
11238 6.7.3.1 Gather and solicit post-sale customer feedback on products 0
and services
11239 6.7.3.2 Solicit post-sale customer feedback on ad effectiveness 0
20117 6.7.3.3 Solicit customer feedback on cross-channel experience 1
11240 6.7.3.4 Analyze product and service satisfaction data and identify 0
11241 6.7.3.5 Provide feedback and insights to appropriate teams (product 1
12672 6.7.4 Evaluate and manage warranty performance 6
20118 6.7.4.1 Measure customer satisfaction with warranty handling and 1

resolution
12676 6.7.4.2 Monitor and report on warranty management metrics 1
20119 6.7.4.3 Identify improvement opportunities 1

12674 6.7.4.4 Identify opportunities to eliminate warranty waste 1
20120 6.7.4.5 Investigate fraudulent claims 1
20121 6.7.5 Evaluate recall performance 1

17043 7.1 Develop and manage human resources planning, policies, and 11
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 8
10423 7.1.2.1 Gather skill requirements according to corporate strategy 0

and market environment
10424 7.1.2.2 Plan employee resourcing requirements per business 1
unit/organization
10425 7.1.2.3 Develop compensation plan 1
10210 7.1.2.3.1 Establish incentive plan 1
10426 7.1.2.4 Develop succession plan 0
16938 7.1.2.5 Develop high performers/leadership programs 1
10427 7.1.2.6 Develop employee diversity plan 0
11622 7.1.2.7 Develop training program 1
11623 7.1.2.8 Develop recruitment program 1
10428 7.1.2.9 Develop other HR programs 0
10429 7.1.2.10 Develop HR policies 0
10430 7.1.2.11 Administer HR policies 0
10431 7.1.2.12 Plan employee benefits 0
10433 7.1.2.13 Develop workforce strategy models 1
20122 7.1.2.14 Implement workforce strategy models 1

10417 7.1.3 Monitor and update strategy, plans, and policies 0
10434 7.1.3.1 Measure realization of objectives 0
10435 7.1.3.2 Measure contribution to business strategy 0
10436 7.1.3.3 Communicate plans and provide updates to stakeholders 0
10438 7.1.3.4 Review and revise HR plans 0
17046 7.1.4 Develop competency management models 0
10410 7.2 Recruit, source, and select employees 9
10439 7.2.1 Manage employee requisitions 5
10445 7.2.1.1 Align staffing plan to work force plan and business unit 0
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 1
10453 7.2.2.1 Determine recruitment methods and channels 0
10454 7.2.2.2 Perform recruiting activities/events 0
10455 7.2.2.3 Manage recruitment vendors 0
17047 7.2.2.4 Manage employee referral programs 0
17048 7.2.2.5 Manage recruitment channels 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 21
10469 7.3.1 Manage employee orientation and deployment 7
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 10
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 1

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 8
10494 7.5.1 Develop and manage reward, recognition, and motivation 3
programs
10498 7.5.1.1 Develop salary/compensation structure and plan 0
10499 7.5.1.2 Develop benefits and rewards plan 1
10500 7.5.1.3 Perform competitive analysis of benefits and rewards 1
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 3
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 2
10522 7.7.1 Manage reporting processes 0
10523 7.7.2 Manage employee inquiry process 0
10524 7.7.3 Manage and maintain employee data 0
10525 7.7.4 Manage human resource information systems HRIS 1
10526 7.7.5 Develop and manage employee metrics 0

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

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
20695 8.2.6.2 criteria
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
20742 8.3.5.7 controls
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

20745 8.3.6.2 risk
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 3
10738 9.1.1 Perform planning/budgeting/forecasting 2
10771 9.1.1.1 Develop and maintain budget policies and procedures 0
10772 9.1.1.2 Prepare periodic budgets and plans 0
20135 9.1.1.3 Operationalize and implement plans to achieve budget 1
10773 9.1.1.4 Prepare periodic financial forecasts 0
20136 9.1.1.5 Perform variance analysis against forecasts and budgets 1
10739 9.1.2 Perform cost accounting and control 0
10774 9.1.2.1 Perform inventory accounting 0
14057 9.1.2.2 Perform profit center accounting 0
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
14186 9.1.4.2 Report on financial profitability 0
10783 9.1.4.3 Evaluate new products 0
10784 9.1.4.4 Perform life cycle costing 0
10785 9.1.4.5 Optimize customer and product mix 0
10786 9.1.4.6 Track performance of new-customer and product strategies 1
10787 9.1.4.7 Prepare activity-based performance measures 0

10788 9.1.4.8 Manage continuous cost improvement 0
10729 9.2 Perform revenue accounting 1

10742 9.2.1 Process customer credit 0
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 0
14188 9.2.1.4 Forecast credit scoring requirement 0
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 1
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 0

14008 9.2.4.7 Manage default accounts 0
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 19
10747 9.3.1 Manage policies and procedures 1
10815 9.3.1.1 Negotiate service-level agreements 0
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 5
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
10823 9.3.2.4 Post and reconcile intercompany transactions 0
10822 9.3.2.5 Process period end adjustments 1
14058 9.3.2.6 Perform contract accounting - corporate function 0
14059 9.3.2.7 Perform bank accounting - corporate function 0
14060 9.3.2.8 Account for financial instruments: sub-ledger 0
10824 9.3.2.9 Reconcile general ledger accounts 1
10825 9.3.2.10 Perform consolidations and process eliminations 1
10826 9.3.2.11 Prepare trial balance 1
10827 9.3.2.12 Prepare and post management adjustments 1
14061 9.3.3 Perform closing of general ledger 4
14062 9.3.3.1 Close sub-ledgers and post to general ledger 0
14063 9.3.3.2 Process period end adjustments (e.g., accruals, currency 0
conversions)

10749 9.3.4 Perform fixed-asset accounting 9
10828 9.3.4.1 Establish fixed-asset policies and procedures 1
10829 9.3.4.2 Maintain fixed-asset master data files 1
10830 9.3.4.3 Process and record fixed-asset additions and retires 1
10831 9.3.4.4 Process and record fixed-asset adjustments, enhancements, 1

10833 9.3.4.5 Calculate and record depreciation expense 0

10832 9.3.4.6 Process and record fixed-asset maintenance and repair 1
expenses
10834 9.3.4.7 Reconcile fixed-asset ledger 1
10835 9.3.4.8 Track fixed-assets including physical inventory 1
10836 9.3.4.9 Provide fixed-asset data to support tax, statutory, and 1

14069 9.3.5 Manage enterprise financial assets 0
14070 9.3.5.1 Plan and design investment 0
14071 9.3.5.2 Procure and construct financial assets 0
14072 9.3.5.3 Perform decommission and disposal 0
14073 9.3.5.4 Perform asset analytics and performance optimization 0
10750 9.3.6 Perform financial reporting 0
10837 9.3.6.1 Prepare business unit financial statements 0
10838 9.3.6.2 Prepare consolidated financial statements 0
10839 9.3.6.3 Perform business unit reporting/review management reports 0
10840 9.3.6.4 Perform consolidated reporting/review of cost management 0
reports

10841 9.3.6.5 Prepare statements for board review 0
10842 9.3.6.6 Produce quarterly/annual filings and shareholder reports 0
10843 9.3.6.7 Produce regulatory reports 0
14074 9.3.6.8 Perform legal and management consolidation 0
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 2
10753 9.5.1 Report time 0
10853 9.5.1.1 Establish policies and procedures 0
10854 9.5.1.2 Collect and record employee time worked 0
10855 9.5.1.3 Analyze and report paid and unpaid leave 0
10856 9.5.1.4 Monitor regular, overtime, and other hours 0
10857 9.5.1.5 Analyze and report employee utilization 0
10754 9.5.2 Manage pay 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 1
14075 9.5.3.1 Develop tax plan 0
14076 9.5.3.2 Manage tax plan 0
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 11
10756 9.6.1 Process accounts payable (AP) 3
10869 9.6.1.1 Verify AP pay file with purchase order vendor master file 1
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
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 20
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
14077 9.7.2.4 Develop credit policy 0
10896 9.7.2.5 Develop cash flow forecasts 0
10897 9.7.2.6 Manage cash flows 0
10898 9.7.2.7 Produce cash management accounting transactions and 0
10899 9.7.2.8 reports
Manage and oversee banking relationships 0
10900 9.7.2.9 Analyze, negotiate, resolve, and confirm bank fees 0
14078 9.7.2.10 Analyze/Approve new account applications for customer 0
10760 9.7.3 creditin-house bank accounts
Manage 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
Manage central incoming payments on behalf of 0
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 0
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 debt and investment exposure 1
10911 9.7.4.5 Process and oversee debt and investment transactions 0
10912 9.7.4.6 Process and oversee foreign currency transactions 0
10913 9.7.4.7 Produce debt and investment accounting transaction reports 0
14210 9.7.4.8 Process and oversee interest rate transactions 0
11208 9.7.5 Monitor and execute risk and hedging transactions 18
12974 9.7.5.1 Develop risk management/hedging strategy 1
14080 9.7.5.2 Review product portfolio 0
14081 9.7.5.3 Review counterparty credit limit 0
11209 9.7.5.4 Manage interest rate risk 4
19575 9.7.5.4.1 Manage interest rate market data 1
19576 9.7.5.4.2 Determine interest rate exposure for all markets 1
19577 9.7.5.4.3 Determine interest rate hedge requirements in 1
19578 9.7.5.4.4 Execute interest rate trades 1
11210 9.7.5.5 Manage foreign exchange risk 5
19579 9.7.5.5.1 Manage foreign exchange market data 1
19580 9.7.5.5.2 Determine foreign exchange exposure for all currencies 1
19581 9.7.5.5.3 Determine foreign exchange hedge requirements in 1
19582 9.7.5.5.4 Execute foreign exchange trades 1

19583 9.7.5.5.5 Manage foreign exchange balance sheet risk 1
11211 9.7.5.6 Manage exposure risk 8
19584 9.7.5.6.1 Determine current customer exposures and limit 1

19585 9.7.5.6.2 exceptions
Resolve customer exposure limit violations 1
19586 9.7.5.6.3 Manage customer collateral 1
19587 9.7.5.6.4 Perform annual customer credit reviews 1
20137 9.7.5.6.5 Execute hedging transactions 1
19588 9.7.5.6.6 Measure physical positions 1
19589 9.7.5.6.7 Establish hedges 1
19590 9.7.5.6.8 Unwind hedges 1
11212 9.7.5.6.9 Develop and execute hedging transactions 0
11213 9.7.5.6.10 Evaluate and refine hedging positions 0
11215 9.7.5.6.11 Monitor credit 0
11214 9.7.5.7 Produce hedge accounting transactions and reports 0
14084 9.7.5.8 Analyze capital adequacy history 0
14085 9.7.5.9 Forecast capital adequacy policy 0
16958 9.7.6 Manage financial fraud/dispute cases 1
10735 9.8 Manage internal controls 5
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 1
14168 9.8.1.6 Implement segregation of duties controls 0
10763 9.8.2 Operate controls and monitor compliance with internal controls 3
policies and procedures
10917 9.8.2.1 Design and implement control activities 1
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 1
10921 9.8.2.5 Operate compliance function 1
10922 9.8.2.6 Implement and maintain controls-related enabling 0
10764 9.8.3 Report on internal controls compliance 1
10923 9.8.3.1 Report to external auditors 0
10924 9.8.3.2 Report to regulators, share-/debt-holders, securities 1
exchanges, etc.
10925 9.8.3.3 Report to third parties 0
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 2
14090 9.11.1 Screen sanctioned party list 0
14091 9.11.2 Control exports and imports 1

14092 9.11.3 Classify products 0
19593 9.11.4 Perform currency conversion 1
14093 9.11.5 Calculate duty 0
14094 9.11.6 Communicate with customs 0
14095 9.11.7 Document trade 0
14096 9.11.8 Process trade preferences 0
14097 9.11.9 Handle restitution 0
14098 9.11.10 Prepare letter of credit 0

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

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

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

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

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

19231 10.2.3.2 Obtain resources 1
19232 10.2.3.3 Construct new assets 1
19233 10.2.3.4 Augment existing assets 1
19234 10.2.3.5 Renew/Replace assets 1
19224 10.2.4 Manage asset construction 5
19225 10.2.4.1 Monitor work performance 1
19226 10.2.4.2 Undertake construction quality control 1
19227 10.2.4.3 Create work and asset records 1
19228 10.2.4.4 Manage safety, security, and access to sites 1
19238 10.3 Maintain productive assets 22
19239 10.3.1 Plan asset maintenance 7
19240 10.3.1.1 Develop maintenance strategies 1

10967 10.3.1.2 Analyze assets and predict maintenance requirements 0
19241 10.3.1.3 Specify maintenance policies 1
10968 10.3.1.4 Integrate preventive maintenance into operations schedule 1
19242 10.3.1.5 Identify work management tasks & priorities 1

19243 10.3.1.6 Conduct resource planning 1
19244 10.3.1.7 Create work plans 1
19245 10.3.2 Manage asset maintenance 8
19246 10.3.2.1 Schedule maintenance work 1

19247 10.3.2.2 Obtain required resources 1

19248 10.3.2.3 Undertake quality control 1
19249 10.3.2.4 Update work and asset records 1
19250 10.3.2.5 Manage maintenance work safety 1
19251 10.3.2.6 Define maintenance performance targets 1
19252 10.3.2.7 Monitor maintenance performance against targets/contracts 1
19253 10.3.3 Perform asset maintenance 6
10947 10.3.3.1 Perform preventative asset maintenance 1

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

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

16437 11.0 Manage Enterprise Risk, Compliance, Remediation, and 14
Resiliency
17060 11.1 Manage enterprise risk 8
16439 11.1.1 Establish the enterprise risk framework and policies 0
16440 11.1.1.1 Determine risk tolerance for organization 0
16441 11.1.1.2 Develop and maintain enterprise risk policies and 0
16442 11.1.1.3 procedures
Identify and implement enterprise risk management tools 0
16443 11.1.1.4 Coordinate the sharing of risk knowledge across the 0
organization
16444 11.1.1.5 Prepare and report enterprise risk to executive management 0
and board
16445 11.1.2 Oversee and coordinate enterprise risk management activities 5
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
14120 11.1.2.5.1 Design risk management operating models 0
14121 11.1.2.5.1. Design and implement risk control activities 0
14122 11.1.2.5.1. Monitor risk management effectiveness 0
14123 11.1.2.5.1. Remediate risk management deficiencies 0
14124 11.1.2.5.1. Create risk management functions 0
14125 11.1.2.5.2 Manage and monitor risk management operating models 0
14126 11.1.2.5.2. Operate risk management function 0
14127 11.1.2.5.2. Implement and maintain risk management-related 0
enabling technologies and tools
14128 11.1.2.5.2. Review and generate risk reports 0
14129 11.1.2.5.2. Perform limit management 0

14130 11.1.2.5.2. Manage and mitigate risk 0
14131 11.1.2.5.2. Establish record retention policy 0
14132 11.1.2.5.2. Define entity/unit risk tolerances 0
16451 11.1.2.6 Report on enterprise risk activities 1
16452 11.1.2.7 Coordinate business unit and functional risk management 1
activities
enterprise risk management process
enterprise risk reporting process
17462 11.1.3 Manage business unit and function risk 1
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 risk activities 0
14161 11.1.4 Manage operational risk 0
14162 11.1.4.1 Analyze operational risk history 0
14163 11.1.4.2 Forecast operational risk requirement 0
14164 11.1.4.3 Provide operational risk capital allocation 0
14169 11.1.4.4 Calculate operational risks according to Basel II, EU CRD, 0
and national legislation
14170 11.1.4.5 Calculate operational risks according to internal models 0
14171 11.1.4.6 Report disclosure, COREP, and internal reporting 0
14172 11.1.4.7 Perform operational loss and risk event data capture 0
14166 11.1.4.8 Manage fraud management procedures 0
14138 11.1.5 Manage financial risk 1

17463 11.1.5.1 Manage credit risk 0
17464 11.1.5.1.1 Acquire credit risk data 0
14140 11.1.5.1.2 Develop credit policies 0
14141 11.1.5.1.3 Manage global credit limits 0
14142 11.1.5.1.4 Develop an early-warning system 0
14088 11.1.5.1.5 Manage issuer exposure 0
14143 11.1.5.1.6 Manage credit portfolio 0
14144 11.1.5.1.7 Calculate regulatory capital requirements for credit risks 0
14145 11.1.5.1.8 Perform stress testing 0
14146 11.1.5.1.9 Calibrate and validate credit risk models 0
14148 11.1.5.2 Manage strategic investment risk 1
14149 11.1.5.2.1 Perform asset liability management analytics 0
14150 11.1.5.2.2 Perform asset liability management simulation 0
14151 11.1.5.2.3 Plan liquidity and asset liability management 1
14152 11.1.5.2.4 Perform asset liability hedging 0

14153 11.1.5.2.5 Perform asset liability management reporting 0
14154 11.1.5.2.6 Manage global limits of asset liability management (ALM) 0
risk key figures
14155 11.1.5.3 Manage market risk 0
17465 11.1.5.3.1 Gather market risk analytics 0
14082 11.1.5.3.1. Analyze market risk history 0
14083 11.1.5.3.2 Forecast market risk requirement 0
14156 11.1.5.3.3 Manage global market limits 0
14157 11.1.5.3.4 Manage early-warning system 0
14158 11.1.5.3.5 Manage market data 0
14159 11.1.5.3.6 Model internal market risk 0
14160 11.1.5.3.7 Perform back-testing 0
17466 11.1.5.4 Manage insurance risk 0
17467 11.2 Manage compliance 5
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 5
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
14165 11.2.2.5 Ensure compliance with Sarbanes-Oxley Act 0

16468 11.2.2.6 Implement missing or stronger regulatory compliance 0
controls and policies
16469 11.2.2.7 Monitor and test regulatory compliance position and existing 1
controls
19595 11.2.2.8 Compile and communicate compliance scorecard(s) 1

19596 11.2.2.9 Compile and communicate internal and regulatory 1
compliance reports
16470 11.2.2.10 Maintain relationships with regulators as appropriate 1
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
14100 12.1.3 Perform corporate secretary function 0
11037 12.1.4 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
14101 12.2.5 Manage tax regulatory relationships 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 3
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 1
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 1
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 1
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 1
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 1
17497 13.3.3.5 Close non-conformance 0

17498 13.3.4 Implement and maintain the enterprise quality management 0
system (EQMS)
17499 13.3.4.1 Define the quality strategy 0

17500 13.3.4.2 Plan and deploy the EQMS scope, targets, and goals 0
17501 13.3.4.3 Identify core EQMS processes, controls, and metrics 0
17502 13.3.4.4 Develop and document EQMS policies, procedures, 0
standards, and measures
17503 13.3.4.5 Assess the EQMS performance 0
17504 13.3.4.6 Create environment and capability for EQMS 0
17505 13.3.4.6.1 improvement(s)
Reward quality excellence 0
17506 13.3.4.6.2 Create and maintain quality partnerships 0
17507 13.3.4.6.3 Maintain talent capabilities and competencies 0
17508 13.3.4.6.4 Incorporate EQMS messaging into communication 0
17509 13.3.4.6.5 channels
Assure independent EQMS management access to 0
appropriate authority in the organization
17510 13.3.4.6.6 Transfer proven EQMS methods 0
11074 13.4 Manage change 7
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 9
11071 13.6.1 Create and manage organizational performance strategy 2
11075 13.6.1.1 Create enterprise measurement systems model 0
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 2
11083 13.6.2.1 Conduct performance assessments 0
11084 13.6.2.2 Develop benchmarking capabilities 0
11085 13.6.2.3 Conduct internal process and external competitive 0
benchmarking

11087 13.6.2.4 Conduct gap analysis 1
11088 13.6.2.5 Establish need for change 0

20147 13.6.3 Evaluate process performance 5
10270 13.6.3.1 Establish appropriate performance indicators (metrics) 1
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
11183 13.7.4 support
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 Y
RENAME, WAS:Conduct qualitative/quantitative N
assessments
NEW N
NEW N
+19948, c10033, c10034, RENAME, WAS:Perform N
internal analysis
N
NEW N
N
N
RENAME, WAS:Analyze financial positions N
RENAME, WAS:Identify enterprise core N
competencies
+19949 N
NEW N
N
N

Metrics
N
N
N
N
N
N
N
N
+19959, +18916, c10038 N
N
N
N
N
+16800, +16802, +16803, +16805, +16806, N
+19950, +19951, +19952, -14190, 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

Metrics
NEW N
NEW N
N
NEW N
N
N
N
N
N
N
N
N
N
N
N
+19953, +19954, +19955 N
NEW N
NEW N
NEW N
+19956, +19957, +19958 N
NEW N
NEW N
NEW N
+19960, +19964, +19971, +19974, NEW N
+19961, +19962, +19963, NEW N
NEW N
NEW N
NEW N
+16612, +19965, +19966, +19967, +19968, N

+19969, +19970, NEW

Metrics
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
NEW N
NEW N

Metrics
+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
+19696, +19698 Y
+19985, +11740, NEW Y
-10064, -14192, c10073 Y
Y
N
RENAME, WAS:Plan and develop cost and N
profitability targets
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
+19941, +16826, +16827, +19697, +12771, NEW N
NEW N

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

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

NEW N
NEW N
NEW N

Metrics
NEW N
N
+11331, +16815, c17389, 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
RENAME, WAS:Identify product and service N
bundling opportunities
+19993, +19996, +19997, -17390, -17394, -10082 Y
+16813, +16817, +19995, +10088, c10098, Y

c10087, c10091, c10092, c10090, NEW
+19994 N
NEW N
N
N
NEW N
NEW N
N

Metrics
RENAME, WAS:Conduct mandatory and elective N
internal or external compliance reviews
+16819, +16820, +16821, +16822, +16818, N
+16823, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
RENAME, WAS:Develop and test product systems N
and/or service delivery processes
N
RENAME, WAS:Conduct pilot for new or revised N
product/service offering
RENAME, WAS:Determine performance indicators N
RENAME, WAS:Collaborate design with N

suppliers/partners
+10093, NEW Y
NEW N
N
N
N
+10097, +19998, c11418, c10099, c10100, NEW Y
RENAME, WAS:Design and obtain product/service N
delivery infrastructure
NEW N
RENAME, WAS:Request process change N

Metrics
c11417, RENAME, WAS:Implement product/service N
launch procedures
RENAME, WAS:Monitor in-flight processes N
NEW N

Metrics
+20008, -10104, c10101 Y
RENAME, WAS:Understand markets, customers and Y
capabilities
c10111, c10112 Y
+10114 N
NEW N
+10115 N
NEW 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
+10120, +10121 N
NEW N
NEW N
+20000, +20006, +16848, +18924, -10122, Y
c10123
c11171 Y
N
N
RENAME, WAS:Validate value proposition and N

shape offering to optimize target segments

Metrics
N
+13169, +19999, c10124, c10125, RENAME, N
WAS:Define pricing strategy to align to value
proposition
NEW N
RENAME, WAS:Establish guidelines for applying N
pricing of products/services
NEW N
RENAME, WAS:Approve pricing strategies/policies N
+20001, +20002, +20003, +20004, +20005, Y
c10126, c10127, c10128, NEW
NEW N
NEW N
RENAME, WAS:Determine channel fit with target N
segments
RENAME, WAS:Select channels for target N
segments/products
NEW N
RENAME, WAS:Evaluate channel attributes and N
partners
+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

Metrics
NEW N
NEW N
+16849, +16850, +16851, +16852, +16853, N
+16854, +16855, +18627, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20007, +18925, +18926, +16633, +18927, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20593, +20010, +16613, +10154, +16629, Y

c10148, NEW
RENAME, WAS:Establish goals, objectives, and Y
metrics for products by channels/segments
+17683 Y
N
N
N
NEW N
Y

Metrics
N
N
N
N
N
N
N
N
N
N
+20009, +18948, +11495, +11496, +11497, N
+17684, NEW
NEW N
NEW N
N
N
N
N
NEW N
NEW N
NEW N
NEW N
c10167, NEW N
RENAME, WAS:Define promotional concepts N
N
N
N
N
N
N

Metrics
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
+10178, +10179, +10180, +10181, NEW N

NEW N
NEW N
NEW N
NEW N
+16630, +18130, NEW N
NEW N
NEW N
Y
Y
N
N
N
N

Metrics
+11465, +11521, +11466, +18629, +11522, N
+11523, +11468
N
N
N
NEW N
NEW N
NEW N
N
N
NEW N
NEW N
NEW N
NEW N
+17682 Y
NEW Y
N
N
N
N
N
Y
Y
+11779, +10185, -10186, c10182, c10184 Y
+18115, +11773, +18116, +20011, -13940, Y
-13941, c10189, RENAME, WAS:Generate leads
N
RENAME, WAS:Identify leads N

Metrics
NEW N
NEW N
NEW N
NEW Y
N
RENAME, WAS:Manage customer sales Y
N
+20012 N
NEW N
N
Y
+20013, +20014, -13942, -19944 Y
NEW N
N
NEW N
N
+16598, +16599 N
NEW N
NEW N
+11781, +11780, +11782, +11783, +11784, Y
+11785, +20015, +11787, +11788, +11789,
+20016, +20017, +11790, +20018, +11793, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
N
N
N
N
N
N
+10194, +10198, +10199, +10200, c10195, Y
c10196, NEW
NEW N
+10201, +10202, +10203, +10204, +10205, Y
+10206, +10207, +10208, RENAME, WAS:Collect
and maintain customer account information
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
RENAME, WAS:Determine product availability Y
Y
NEW Y
Y
NEW N
NEW N
+18641, -14178, -14180, 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
N
N
RENAME, WAS:Manage channel partner master N
data
N
N

Metrics
+10217, c10215, NEW Y
+10221, +10223, +10224, +17042, +10226, Y
+10227, -17412, -10225, -10228, RENAME,
WAS:Plan for and acquire necessary resources
+10229, +10230, +10232, +14193, +19551, N
+14194, c10234, NEW
NEW N
NEW N
N
NEW N
N
RENAME, WAS:Define capacity and availability N
constraints
NEW N
NEW N
NEW N
+10235, +10236, +10237, +10238, -17414, N
c10239, c10240, c10241
N
NEW N
NEW N
NEW N
NEW N
RENAME, WAS:Monitor demand against forecast N
and revise forecast
RENAME, WAS:Evaluate and revise forecasting N
approach
RENAME, WAS:Measure forecast accuracy Y
+10242, +10243, +10244, +10245, +10246, N
+14196, NEW
NEW N

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
+20023, +20024, +17041, NEW N
NEW N
NEW N
NEW N
+10253, +19555, +10254, +10255, +10256, N
+10258, +10259, +10260, +10261, +10262, NEW
N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
+10267, +10268, +10269, +19558, NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+10266, NEW N
N
N
NEW N
N
N
N
N
+20973, c10277 Y
c10285, RENAME, WAS:Develop sourcing strategies Y
N
N
N
N
RENAME, WAS:Analyze bank's spend profile N
N
N
NEW N
Y
N
N
N
N
c10298 Y
N
N
N
Y
N
Y

Metrics
RENAME, WAS:Research/Resolve exceptions N
N
Y
N
N
N
N
+10303, +10304, +10369, +10370, NEW Y
+19563, +10306, +10307, +10308, +10315, N
+10316, +10309, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+10310, +10311, +10319, +10313, +19566, Y
+10314, NEW
NEW N
NEW N
NEW N
NEW N
+19567, +19568, +19569, +19570, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

Metrics
+10318, +10374, +20956, +10375, +12045, N
+12046, NEW
NEW N
NEW Y
NEW N
NEW N
NEW N
NEW N
+10376, +10377, NEW N
NEW N
NEW N
+20936, -10339, -17456, c10338 Y
+16905, RENAME, WAS:Define logistics strategy Y
N
N
N
N
N
N
NEW N
+12708, +20109, NEW Y
N
N
N
N
NEW N
+10366, +14195, NEW Y
NEW N
NEW N
+20957 Y

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

Metrics
+20026, +20040, +20058, NEW Y
+20027, +20032, NEW Y
+20028, +20029, +20030, +20031, NEW N
NEW N
NEW N
NEW N
NEW N
+20033, +20034, +20035, +20036, +20037, N
+20038, +20039, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20041, +20050, +12127, NEW Y
+20042, +20043, +20044, +20045, +20046, N
+20047, +20048, +20049, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20051, +20052, +20053, +20054, +20055, N
+20056, NEW

Metrics
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12128, +12129, +12131, +12132, +12133, N
+20057, +12135, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
c17436 Y
Y
N
N
N
N
N
N
N
N
c17428 Y
N
N
N
N

Metrics
N
N
N
RENAME, WAS:Review product portfolio N
N
N
N
Y
N
N
N
N
RENAME, WAS:Manage cash 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
+20059, +20069, +20077, NEW N
+20060, +20061, +20062, +20063, +20064, Y
+20065, +20068, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
+20066, +20067, NEW N
NEW N
NEW N
NEW N
+20070, +20071, +20072, +20073, +20074, Y
+20075, +20076, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N

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

Metrics
+12658, +20110, +20595, c10379, NEW Y
N
N
N
N
N
N
N
N
N
+20086, +20087, +20088, +20089, +20092, Y
-10381, c10383
NEW N
NEW N
NEW N
N
RENAME, WAS:Establish service levels for Y
customers
+16893, +16890, +20090, +20091, +12673, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
+20094, +12840, c10388, RENAME, WAS:Plan and Y
manage customer service operations
N
N

Metrics
N
N
N
Y
N
N
N
N
+13482, +16928, +16937, -17457, c10394, Y

c10395, c10396, RENAME, WAS:Manage customer
service requests/inquiries
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
+19072 Y
N
N
N
N
N
N
NEW N

Metrics
+20095, c10364, NEW N
RENAME, WAS:Authorize and process returns N
NEW N
NEW N
+20605, +12669, +20106, c10218, NEW Y
NEW N
+20096, +12671, +20097, +20101, +20102, Y
+12668, +20103, +20104, +20105, +12667, NEW
NEW N
NEW N
+20098, +12677, +12678, +20099, +20100, NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+20107, +20108, NEW N
NEW N
NEW N
+10320, +10321, +10322, RENAME, WAS:Deliver Y
service to customer

Metrics
+10324, +10326, NEW N
NEW N
N
NEW N
+10327, +10328, NEW N
NEW N
NEW N
+10330, +10331, +10332, NEW N
NEW N
NEW N
NEW N
c10334, c10335 N
RENAME, WAS:Identify completed orders for N
feedback
RENAME, WAS:Identify incomplete orders and Y
service failures
N
N
+20111, +20112, +20113, +20114, +20115, N
+20116, NEW
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12672, +20121, c10401, c10402, NEW N

Metrics
+11687, +11688, +18126, -10404, -10405, N
-10406, -10407, RENAME, WAS:Measure customer
satisfaction with customer requests/inquiries
handling
NEW N
NEW N
NEW N
+11689, RENAME, WAS:Measure customer Y

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

product management on products and services
+20118, +12676, +20119, +12674, +20120, NEW Y
NEW N
NEW N
NEW N

Metrics
NEW N
NEW N
NEW N

Metrics
+17043, +20599, -10409, -17458 Y
+20958, +17045, NEW Y
+20606, NEW N
N
N
N
N
N
N
NEW N
+16938, +11622, +11623, +20122, c10424, N
c10433, NEW
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
RENAME, WAS:Develop work force strategy models N
NEW N

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

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

RENAME, WAS:Modify requisitions N
N
N
c17048 N
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
-14046, -14047, -14048, -14049, 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, -14050, -14051, c10490, c10491 Y
RENAME, WAS:Align employee and organization N

development needs
NEW N
RENAME, WAS:Develop competencies N

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

NEW N
NEW N
NEW N
NEW N
Y
Y
N
N
Y
+10494, +10496, -17053, -17054 Y
c10499, c10500, NEW Y
Y
RENAME, WAS:Develop benefits and reward plan N
RENAME, WAS:Perform competitive analysis of N
benefit and rewards
N
N
N
N
N
N
N
N
+10509, +10511, NEW N

Metrics
N
NEW N
N
NEW N
Y
+20132 Y
Y
Y
N
N
N
+20133, c10517, NEW N
NEW N
RENAME, WAS:Manage deployment of personnel N
N
Y
-14052, c10525 Y
Y
Y
Y
RENAME, WAS:Manage human resource Y
information systems (HRIS)
Y
Y
N
+16944 Y
N
NEW N
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

Metrics
+20633, +20634, +20635, +20636, +20637, N
+20638, +20640, NEW
NEW N
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

Metrics
+20661, +20662, +20663, +20664, +20665, N
+20667, NEW
NEW N
NEW N
NEW N
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

Metrics
NEW N
NEW N
NEW N
NEW N
+20694, +20695, +20696, +20697, NEW N
NEW N
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

Metrics
NEW N
NEW N
+20717, +20718, +20719, +20720, NEW N
NEW N
NEW N
NEW N
NEW N
+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

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

Metrics
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
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

Metrics
+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
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

Metrics
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
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

Metrics
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
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

Metrics
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
+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

Metrics
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
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

Metrics
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
Y
N
N
N
N
N
N
Y
N
N
N
N
c10786 Y
N
N
N
N
N
RENAME, WAS:Track performance of new customer N
and product strategies
N
N
Y

Metrics
Y
Y
Y
N
N
Y
Y
N
Y
Y
Y
Y
Y
Y
Y
N
N
N
N
N
c10808 Y
N
N
N
N
RENAME, WAS:Process adjustments/write-off Y
balances
N
N
Y
N

Metrics
N
N
N
N
N
c10749 Y
+20604 Y
Y
Y
NEW Y
Y
Y
+10822, +10824, +10825, +10826, +10827 Y
Y
Y
Y
Y
NEW Y
N
N
N
NEW Y
NEW Y
NEW Y
NEW Y
-14065, -14066, -14067, -14068 N
N
N

Metrics
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
RENAME, WAS:Process and record fixed asset Y
adjustments, enhancements, revaluations, and
transfers
N
maintenance and repair expenses
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
N
N
N
N
N
Y
Y
Y
Y
Y

Metrics
Y
Y
Y
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
Y
N
N
N
N
N
c10864 Y
N
N
N
N
N

Metrics
N
RENAME, WAS:Process period end adjustments N
N
RENAME, WAS:Process payroll taxes Y
N
N
N
N
N
+20929 Y
c10869, c10874, c10875 Y
RENAME, WAS:Verify AP pay file with PO vendor Y
master file
Y
Y
Y
Y
RENAME, WAS:Process taxes Y
RENAME, WAS:Research/resolve exceptions Y
Y
Y
Y
Y
c10884 Y
Y
Y
Y
Y
RENAME, WAS:Manage personal accounts Y

Metrics
+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
Y
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
N
N
c10910 N
N
N
N
RENAME, WAS:Manage issuer exposure N
N
N
N
N
+12974 Y
NEW N
N
N
+19575, +19576, +19577, +19578 N
NEW N
NEW N
NEW N
NEW N
+19579, +19580, +19581, +19582, +19583 N
NEW N
NEW N
NEW N
NEW N

Metrics
NEW N
+19584, +19585, +19586, +19587, +20137, N
+19588, +19589, +19590
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
N
N
N
N
N
N
NEW N
Y
+11251 Y
N
N
N
N
NEW N
N
+10917, +10920, +10921 Y
NEW N
N
N

Metrics
NEW N
NEW N
N
c10924 Y
N
RENAME, WAS:Report to regulators, share/debt- N
holders, securities exchanges, etc.
N
N
Y
N
N
N
N
c10931 Y
N
RENAME, WAS:Prepare returns N
N
N
N
N
N
N
N
N
Y
N
+19593, c14091 N
N
RENAME, WAS:Control exports N

Metrics
N
NEW N
N
N
N
N
N
N

Metrics
+19208, +19238, c10937, c10940, NEW N
-10942, c10941, c10944, RENAME, WAS:Design N
and construct/acquire nonproductive assets
c10956, RENAME, WAS:Develop property strategy N
and long-term vision
Y
RENAME, WAS:Assess the external environment N

N
Y
N
N
N
N
N
c10963, c10964, RENAME, WAS:Provide workspace N
and assets
RENAME, WAS:Acquire workspace and assets N
RENAME, WAS:Change fit/form/function of N
workspace and assets
N
N
N
+19209, +20139, +19229, +19224, NEW N
+19210, +19211, +19212, NEW N
NEW N
NEW N
NEW N
+19220, +11276, +19221, +19222, +19223, NEW N
NEW N

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

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

Metrics
+17060, NEW N
NEW Y
N
N
N
N
N
+16452, +16453, +16454, c16448, c16451 N

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

Metrics
N
N
N
RENAME, WAS:Report on risk activities N
NEW N
NEW N
NEW N
N
N
N
+18129 N
NEW 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
c14151 N
N
N
RENAME, WAS:Plan l;iquidity and asset liability N
management
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N

Metrics
N
N
N
N
+19595, +19596, c16467, c16469, c16470 N
N
N
N
RENAME, WAS:Assess current compliance position, N

and identify weaknesses or shortfalls therein
N
N
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
RENAME, WAS:Maintain relationships with N

regulators
N
N
N
N
N
N

Metrics
N
Y
N
N
N
N
N

Metrics
-14102 Y
N
N
N
N
N
N
+12869, +12870, +12871, +12872, +12873, N
+12874
NEW N
NEW N
NEW N
NEW N
NEW N
NEW N
+12875, +12876, +12877, +12878 N
NEW N
NEW N
NEW N
NEW N
+12879, +12880, +12881 N
NEW N
NEW N
NEW N
N
N
c11042 N
RENAME, WAS:Report results N
N
c11046 Y
N

Metrics
N
RENAME, WAS:Develop and perform preventative N
law programs
N
N
N
c11059 N
N
N
N
RENAME, WAS:Receive work product and manage/ N
monitor case and work performed
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

Metrics
N
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

Metrics
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
c17496 N
N
N
N
RENAME, WAS:Take corrective or preventitive N
action
N
N

Metrics
N
N
N
N
N
N
N
N
N
N
N
-14110 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

Metrics
+20145 N
N
N
N
N
NEW N
N
N
N
N
+20146, c11161 N
N
RENAME, WAS:Re-engineer business processes and N
systems
N
N
NEW N
N
N
N
N
+20965, +20969 Y
-11101, c11100 N
RENAME, WAS:Develop governance model N
N
N
N
N

Metrics
N
N
N
N
Y
N
N
N
+20966, +20967, +20968, NEW N
N
NEW N
N
NEW N
NEW N
+20970, +20971, NEW N
N
NEW N
NEW N
+20147 N
c11076, c11078 N
N
RENAME, WAS:Measure process productivity N
N
RENAME, WAS:Measure staff efficiency N
N
-14109, c11087 N
N
N
N

Metrics
RENAME, WAS:Conduct gap analysis to understand N
need for change and degree needed
N
+20148, c10270, c10274, c10275, NEW N
RENAME, WAS:Establish appropriate performance N
indicators
N
NEW N
N
N
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

Metrics
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
10021 1.1.1.2 Analyze and Evaluate competition

Process
Element Hierarchy
10022 1.1.1.3 Identify economic trends
10023 1.1.1.4 Identify political and regulatory issues
10024 1.1.1.5 Assess new technology innovations

Process
Element Hierarchy
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
16791 1.1.1.10 Evaluate IP acquisition options
10018 1.1.2 Survey market and determine customer needs and wants

Process
Element Hierarchy
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
10019 1.1.3 Assess the internal environment
10030 1.1.3.1 Analyze organizational characteristics
19948 1.1.3.2 Analyze internal operations

Process
Element Hierarchy
10031 1.1.3.3 Create baselines for current processes
10032 1.1.3.4 Analyze systems and technology
10033 1.1.3.5 Analyze financial health
10034 1.1.3.6 Identify core competencies

Process
Element Hierarchy
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
10036 1.1.4.3 Communicate strategic vision to stakeholders
16792 1.1.5 Conduct organization restructuring opportunities

Process
Element Hierarchy
16793 1.1.5.1 Identify restructuring opportunities
16794 1.1.5.2 Perform due-diligence
16795 1.1.5.3 Analyze deal options
16796 1.1.5.3.1 Evaluate acquisition options

Process
Element Hierarchy
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
10015 1.2 Develop business strategy

Process
Element Hierarchy
10037 1.2.1 Develop overall mission statement
10044 1.2.1.1 Define current business
10045 1.2.1.2 Formulate mission
10046 1.2.1.3 Communicate mission

Process
Element Hierarchy
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
10048 1.2.2.2 Assess and analyze impact of each option

Process
Element Hierarchy
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 1.2.2.12 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

Process
Element Hierarchy
19973 1.2.8.3.2 Identify impact on functional processes
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
20944 1.4 Develop and maintain business models
20945 1.4.1 Develop business models
20946 1.4.1.1 Assemble business model information
20947 1.4.1.2 Secure appropriate approvals
20948 1.4.1.3 Identify integration points with existing models

Process
Element Hierarchy
20949 1.4.1.4 Adopt the business model
20950 1.4.2 Maintain business models
20951 1.4.2.1 Establish business model maintenance parameters
20952 1.4.2.2 Accept business model feedback parameters
20953 1.4.2.3 Prioritize and manage incoming feedback
20954 1.4.2.4 Update existing models
20955 1.4.3 Establish business model governance
10003 2.0 Develop and Manage Products and Services

Process
Element Hierarchy
19696 2.1 Govern and manage product/service development program
10061 2.1.1 Manage product and service portfolio
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
10079 2.1.2.4 Identify and refine performance indicators

Process
Element Hierarchy
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
11425 2.1.2.5.3 Review effectiveness of supply chain and distribution network

Process
Element Hierarchy
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
16826 2.1.3.2 Review infringement of patents and copyrights
16827 2.1.3.3 Determine patent and copyright needs

Process
Element Hierarchy
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
12776 2.1.3.5.3 Manage regulatory submission life cycle
11740 2.1.4 Manage product and service master data

Process
Element Hierarchy
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
11748 2.1.4.8 Maintain process specification data
11749 2.1.4.9 Manage traceability data

Process
Element Hierarchy
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
10071 2.2.1.2 Develop new technologies

Process
Element Hierarchy
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

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

Process
Element Hierarchy
19990 2.2.3 Define product/service development requirements
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

Process
Element Hierarchy
16814 2.2.3.1.8 Derive ‘services-as-a-product’ offering
16815 2.2.3.2 Define post launch support model
17389 2.2.3.3 Identify product/service bundling opportunities
10062 2.3 Develop products and services
19993 2.3.1 Design and prototype products and services
10083 2.3.1.1 Assign resources to product/service project
19994 2.3.1.1.1 Identify requirements for product/service design/development

partners
10084 2.3.1.2 Prepare high-level business case and technical assessment

Process
Element Hierarchy
10085 2.3.1.3 Develop product/service design specifications
16813 2.3.1.4 Develop user experience design specifications
16817 2.3.1.5 Provide warranty-related recommendations
10086 2.3.1.6 Document design specifications
10087 2.3.1.7 Conduct mandatory and elective external reviews
19995 2.3.1.8 Design products/services
16819 2.3.1.8.1 Design for manufacturing
16820 2.3.1.8.2 Design for product servicing
16821 2.3.1.8.3 Design for re-manufacturing

16822 2.3.1.8.4 Review product troubleshooting methodology

Process
Element Hierarchy
16818 2.3.1.8.5 Design and manage product data, design, and bill of materials
16823 2.3.1.8.6 Design for product upgrades

10088 2.3.1.9 Build prototypes/proof of concepts
10098 2.3.1.10 Develop and test prototype production and/or service delivery
process
10089 2.3.1.11 Eliminate quality and reliability problems
10090 2.3.1.12 Conduct in-house product/service testing and evaluate

feasibility
10091 2.3.1.13 Identify design/development performance indicators

Process
Element Hierarchy
10092 2.3.1.14 Collaborate on design with suppliers and external partners
19996 2.3.2 Test market for new or revised products and services
10093 2.3.2.1 Prepare detailed market study

Process
Element Hierarchy
10094 2.3.2.2 Conduct customer tests and interviews
10095 2.3.2.3 Finalize product/service characteristics and business cases
10096 2.3.2.4 Finalize technical requirements
19997 2.3.3 Prepare for production/service delivery

Process
Element Hierarchy
10099 2.3.3.1 Design and obtain necessary capabilities/materials and
equipment
10097 2.3.3.2 Identify requirements for changes to manufacturing/delivery

processes
11418 2.3.3.3 Request engineering/process change
10100 2.3.3.4 Install and validate production/service delivery process
11417 2.3.3.4.1 Monitor initial production runs

Process
Element Hierarchy
19998 2.3.3.5 Validate launch procedures
10004 3.0 Market and Sell Products and Services
10101 3.1 Understand markets, customers, and capabilities
10106 3.1.1 Perform customer and market intelligence analysis
10108 3.1.1.1 Conduct customer and market research
10114 3.1.1.1.1 Understand consumer needs and predict customer purchasing

behavior

Process
Element Hierarchy
10109 3.1.1.2 Identify market segments
10115 3.1.1.2.1 Determine market share gain/loss
10110 3.1.1.3 Analyze market and industry trends
10111 3.1.1.4 Analyze competing organizations, competitive/substitute

products/services

Process
Element Hierarchy
10112 3.1.1.5 Evaluate existing products/services
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
18941 3.1.2.2.1 Identify under-served and saturated market segments
10118 3.1.2.3 Prioritize opportunities consistent with capabilities and


Process
Element Hierarchy
10119 3.1.2.4 Validate opportunities
10120 3.1.2.4.1 Test with customers/consumers
10121 3.1.2.4.2 Confirm internal capabilities
10102 3.2 Develop marketing strategy
11168 3.2.1 Define offering and customer value proposition

Process
Element Hierarchy
11169 3.2.1.1 Define offering and positioning
11170 3.2.1.2 Develop value proposition including brand positioning for

target segments
11171 3.2.1.3 Validate value proposition with target segments
11172 3.2.1.4 Develop new branding

Process
Element Hierarchy
10123 3.2.2 Define pricing strategy
13169 3.2.2.1 Conduct pricing analysis
10124 3.2.2.2 Establish guidelines for applying pricing and discounting of

products/services
19999 3.2.2.3 Establish pricing targets
10125 3.2.2.4 Approve pricing strategies/policies and targets
20000 3.2.3 Define and manage channel strategy

Process
Element Hierarchy
20001 3.2.3.1 Determine channels to be supported
20002 3.2.3.2 Establish channel objectives
10127 3.2.3.3 Determine channel role and fit with target segments
10128 3.2.3.4 Select channels for target segments
20003 3.2.3.5 Identify required channel capabilities

Process
Element Hierarchy
10126 3.2.3.6 Evaluate channel attributes and potential partners
20004 3.2.3.7 Orchestrate seamless customer experience across supported

channels
16590 3.2.3.7.1 Define omni-channel strategy
16591 3.2.3.7.2 Define omni-channel requirements
16592 3.2.3.7.3 Develop omni-channel policies and procedures

Process
Element Hierarchy
20005 3.2.3.8 Develop and manage execution roadmap
20006 3.2.4 Analyze and manage channel performance
16573 3.2.4.1 Establish channel-specific metrics and targets
16574 3.2.4.2 Monitor and report performance
16575 3.2.4.3 Monitor and report events influencing factors
16500 3.2.4.4 Analyze performance
16501 3.2.4.5 Develop plan for improvements
16848 3.2.5 Develop marketing communication strategy
16849 3.2.5.1 Develop customer communication calendar

Process
Element Hierarchy
16850 3.2.5.2 Define public relations (PR) strategy
16851 3.2.5.3 Define direct marketing strategy
16852 3.2.5.4 Define internal marketing communication strategy
16853 3.2.5.5 Identify new media for marketing communication
16854 3.2.5.6 Define new media communication strategy
16855 3.2.5.7 Define point of sale (POS) communication strategy

Process
Element Hierarchy
18627 3.2.5.8 Define communication guidelines and mechanisms
18924 3.2.6 Design and manage customer loyalty program
20007 3.2.6.1 Define customer loyalty program
18925 3.2.6.2 Acquire members to customer loyalty program
18926 3.2.6.3 Build engagement and relationship with members
16633 3.2.6.4 Monitor customer loyalty program benefits to the enterprise

and the customer

Process
Element Hierarchy
18927 3.2.6.5 Optimize loyalty program value to both the enterprise and the
customer
20008 3.3 Develop and manage marketing plans
10148 3.3.1 Establish goals, objectives, and metrics for products/services

by channel/segment
10149 3.3.2 Establish marketing budgets

Process
Element Hierarchy
10155 3.3.2.1 Confirm marketing alignment to business strategy
10156 3.3.2.2 Determine costs of marketing
10157 3.3.2.3 Create marketing budget
17683 3.3.2.4 Determine projected ROI for marketing investment
10150 3.3.3 Develop and manage media

Process
Element Hierarchy
10158 3.3.3.1 Define media objectives
10161 3.3.3.2 Engage media provider
10162 3.3.3.3 Develop and execute advertising
11253 3.3.3.4 Develop and execute other marketing campaigns/programs
11254 3.3.3.5 Assess brand/product marketing plan performance

Process
Element Hierarchy
20593 3.3.5 Develop and manage pricing
20009 3.3.5.1 Understand resource requirements for each product/service

18948 3.3.5.2 Determine corporate incentives
10163 3.3.5.3 Determine pricing based on volume/unit forecast
10164 3.3.5.4 Execute pricing plan
10165 3.3.5.5 Evaluate pricing performance

Process
Element Hierarchy
10166 3.3.5.6 Refine pricing as needed
11495 3.3.5.7 Implement promotional pricing programs
11496 3.3.5.8 Implement other retail pricing programs
11497 3.3.5.9 Communicate and implement price changes
17684 3.3.5.10 Achieve regulatory approval for pricing
20010 3.3.6 Develop and manage promotional activities

Process
Element Hierarchy
10167 3.3.6.1 Define promotional concepts and objectives
10159 3.3.6.2 Develop marketing messages
10160 3.3.6.3 Define target audience
10168 3.3.6.4 Plan and test promotional activities

Process
Element Hierarchy
10169 3.3.6.5 Execute promotional activities
10170 3.3.6.6 Evaluate promotional performance metrics
10171 3.3.6.7 Refine promotional performance metrics
10172 3.3.6.8 Incorporate learning into future/planned consumer

promotions
10153 3.3.7 Track customer management measures

Process
Element Hierarchy
10173 3.3.7.1 Determine customer lifetime value
10174 3.3.7.2 Analyze customer revenue trend
10175 3.3.7.3 Analyze customer attrition and retention rates
10176 3.3.7.4 Analyze customer metrics

Process
Element Hierarchy
10177 3.3.7.5 Revise customer strategies, objectives, and plans based on
metrics
16613 3.3.8 Analyze and respond to customer insight
16627 3.3.8.1 Monitor and respond to social media activity
16614 3.3.8.2 Analyze customer website activity
16615 3.3.8.3 Analyze customer purchase patterns
16616 3.3.8.4 Develop business rules to provide personalized offers
16617 3.3.8.5 Monitor effectiveness of personalized offers and adjust offers

accordingly

Process
Element Hierarchy
10154 3.3.9 Develop and manage packaging strategy
10178 3.3.9.1 Plan packaging strategy
10179 3.3.9.2 Test packaging options
10180 3.3.9.3 Execute packaging strategy
10181 3.3.9.4 Refine packaging
16629 3.3.10 Manage product marketing content

Process
Element Hierarchy
16630 3.3.10.1 Manage product images
18130 3.3.10.2 Manage product copy
10103 3.4 Develop sales strategy
10129 3.4.1 Develop sales forecast
10134 3.4.1.1 Gather current and historic order information

Process
Element Hierarchy
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
10130 3.4.2 Develop sales partner/alliance relationships
10138 3.4.2.1 Identify alliance opportunities

Process
Element Hierarchy
10139 3.4.2.2 Design alliance programs and methods for selecting and
10140 3.4.2.3 Select alliances
11465 3.4.2.4 Develop customer trade strategy and customer

objectives/targets
11521 3.4.2.5 Define trade programs and funding options
11466 3.4.2.6 Conduct planning activities for major trade customers

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
18629 3.4.2.9 Establish partner and alliance agreements
11522 3.4.2.10 Develop promotional and category management calendars

11523 3.4.2.11 Create strategic and tactical sales plans by customer
11468 3.4.2.12 Communicate planning information to customer teams
10131 3.4.3 Establish overall sales budgets
17682 3.4.3.1 Calculate product market share

Process
Element Hierarchy
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
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
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
18115 3.5.1.3 Validate and qualify leads/opportunities
11773 3.5.1.4 Match opportunities to business strategy

18116 3.5.1.5 Develop opportunity win plans
20011 3.5.1.6 Manage opportunity pipeline
10209 3.5.1.7 Determine sales resource allocation
10184 3.5.2 Manage customer sales calls
10190 3.5.2.1 Perform sales calls
10191 3.5.2.2 Perform pre-sales activities
20012 3.5.2.2.1 Manage customer meetings/workshops
10192 3.5.2.3 Close the sale

Process
Element Hierarchy
10193 3.5.2.4 Record outcome of sales process
10183 3.5.3 Manage customers and accounts
20013 3.5.3.1 Select key customers/accounts

11173 3.5.3.2 Develop sales/key account plan
20014 3.5.3.3 Manage sales/key account plan

11174 3.5.3.4 Manage customer relationships
14208 3.5.3.5 Manage customer master data

Process
Element Hierarchy
16598 3.5.3.5.1 Collect and merge internal and third-party customer
information
16599 3.5.3.5.2 De-duplicate customer data
11779 3.5.4 Develop and manage sales proposals, bids, and quotes
11781 3.5.4.1 Receive Request For Proposal (RFP)/Request For Quote (RFQ)
11780 3.5.4.2 Refine customer requirements
11782 3.5.4.3 Review RFP/RFQ request
11783 3.5.4.4 Perform competitive analysis
11784 3.5.4.5 Validate with strategy/business plans
11785 3.5.4.6 Understand customer business and requirements

Process
Element Hierarchy
20015 3.5.4.7 Develop solution and delivery approach
11787 3.5.4.8 Identify staffing requirements

11788 3.5.4.9 Develop pricing and scheduling estimates
11789 3.5.4.10 Conduct profitability analysis
20016 3.5.4.11 Manage internal reviews

20017 3.5.4.12 Manage internal approvals
11790 3.5.4.13 Submit/present bid/proposal/quote to customer
20018 3.5.4.14 Revise bid/proposal/quote
11793 3.5.4.15 Manage notification outcome
10185 3.5.6 Manage sales orders
10194 3.5.6.1 Accept and validate sales orders
10195 3.5.6.2 Collect and maintain account information
10201 3.5.6.2.1 Administer key account details

10202 3.5.6.2.2 Retrieve full customer details
10203 3.5.6.2.3 Modify involved party details
10204 3.5.6.2.4 Record address details
10205 3.5.6.2.5 Record contact details

Process
Element Hierarchy
10206 3.5.6.2.6 Record key customer communication profile details
10207 3.5.6.2.7 Review involved party information

10208 3.5.6.2.8 Terminate involved party information
10196 3.5.6.3 Determine availability
10197 3.5.6.4 Determine fulfillment process
10198 3.5.6.5 Enter orders into system
17404 3.5.6.6 Identify/perform cross-sell/up-sell activity
10199 3.5.6.7 Process back orders and updates

Process
Element Hierarchy
10200 3.5.6.8 Handle order inquiries including post-order fulfillment
transactions
10187 3.5.7 Manage sales partners and alliances
10211 3.5.7.1 Provide sales and product/service training to sales

partners/alliances
20019 3.5.7.1.1 Provide certification enablement training
20020 3.5.7.1.2 Manage certifications and skills
20021 3.5.7.1.3 Provide support to partners/alliances

18641 3.5.7.2 Provide marketing materials to sales partners/alliances
10214 3.5.7.3 Evaluate partner/alliance results
10212 3.5.7.4 Develop sales forecast by partner/alliance

Process
Element Hierarchy
10213 3.5.7.5 Agree on partner and alliance commissions
14209 3.5.7.6 Manage sales partner/alliance master data
20022 4.0 Deliver Physical Products
10215 4.1 Plan for and aquire necessary 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
10232 4.1.1.4 Define capital expense policies

Process
Element Hierarchy
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
19551 4.1.1.8 Define standard operating procedures
14194 4.1.1.9 Define production workplace layout and infrastructure
10222 4.1.2 Manage demand for products and services
10235 4.1.2.2 Develop baseline demand forecasts

Process
Element Hierarchy
10236 4.1.2.3 Collaborate demand with customers
10237 4.1.2.4 Develop demand consensus forecast
10238 4.1.2.5 Determine available to promise
10239 4.1.2.6 Monitor activity against demand forecast and revise forecast
10240 4.1.2.7 Evaluate and revise demand forecasting approach
10241 4.1.2.8 Measure demand forecast accuracy
10223 4.1.3 Create materials plan
10242 4.1.3.1 Create unconstrained plan

Process
Element Hierarchy
10243 4.1.3.2 Collaborate with supplier and contract manufacturers
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
10224 4.1.4 Create and manage master production schedule

Process
Element Hierarchy
20023 4.1.4.1 Model production network to enable simulation and
optimization
20024 4.1.4.2 Create master production schedule
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
19555 4.1.5.3 Determine product storage facility requirements
10254 4.1.5.4 Calculate requirements at destination

Process
Element Hierarchy
10255 4.1.5.5 Calculate consolidation at source
10256 4.1.5.6 Manage collaborative replenishment planning
10258 4.1.5.7 Calculate and optimize destination dispatch plan
10259 4.1.5.8 Manage dispatch plan attainment
10260 4.1.5.9 Calculate and optimize destination load plans
10261 4.1.5.10 Manage partner load plan
10262 4.1.5.11 Manage cost of supply
10263 4.1.5.12 Manage capacity utilization
10226 4.1.6 Establish distribution planning constraints

Process
Element Hierarchy
10267 4.1.6.1 Establish distribution center layout constraints
10268 4.1.6.2 Establish inventory management constraints
10269 4.1.6.3 Establish transportation management constraints
19558 4.1.6.4 Establish storage 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

Process
Element Hierarchy
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
10216 4.2 Procure materials and services
10277 4.2.1 Provide sourcing governance and perform category

management

Process
Element Hierarchy
10281 4.2.1.1 Develop procurement plan
10282 4.2.1.2 Clarify purchasing requirements
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

Process
Element Hierarchy
20973 4.2.2 Develop sourcing and category management strategies
10278 4.2.3 Select suppliers and develop/maintain contracts
10288 4.2.3.1 Select suppliers
10289 4.2.3.2 Certify and validate suppliers
10290 4.2.3.3 Negotiate and establish contracts
10291 4.2.3.4 Manage contracts
10279 4.2.4 Order materials and services
10292 4.2.4.1 Process/Review requisitions
10293 4.2.4.2 Approve requisitions

Process
Element Hierarchy
10294 4.2.4.3 Solicit/Track vendor quotes
10295 4.2.4.4 Create/Distribute purchase orders
10296 4.2.4.5 Expedite orders and satisfy inquiries
10297 4.2.4.6 Record receipt of goods
10298 4.2.4.7 Research/Resolve order exceptions
10280 4.2.5 Manage suppliers
10299 4.2.5.1 Monitor/Manage supplier information
10300 4.2.5.2 Prepare/Analyze procurement and vendor performance
10301 4.2.5.3 Support inventory and production processes
10302 4.2.5.4 Monitor quality of product delivered

Process
Element Hierarchy
10217 4.3 Produce/Manufacture/Deliver product
10303 4.3.1 Schedule production
19563 4.3.1.1 Model and simulate plant
10306 4.3.1.2 Generate line level plan
10307 4.3.1.3 Generate detailed schedule
10308 4.3.1.4 Schedule production orders and create lots
10315 4.3.1.5 Schedule preventive (planned) maintenance (preventive

maintenance orders)

Process
Element Hierarchy
10316 4.3.1.6 Schedule requested (unplanned) maintenance (work order
cycle)
10309 4.3.1.7 Release production orders and create lots
10304 4.3.2 Produce product
10310 4.3.2.1 Manage raw material inventory
10311 4.3.2.2 Execute detailed line schedule
10319 4.3.2.3 Report maintenance issues
10313 4.3.2.4 Rerun defective items

Process
Element Hierarchy
19566 4.3.2.5 Monitor and optimize production process
19567 4.3.2.5.1 Automate and control plant
19568 4.3.2.5.2 Perform advanced process control
19569 4.3.2.5.3 Perform real-time optimization
19570 4.3.2.5.4 Manage plant alarms and alerts

Process
Element Hierarchy
10314 4.3.2.6 Assess production performance
10369 4.3.3 Perform quality testing
10318 4.3.3.1 Calibrate test equipment
10374 4.3.3.2 Perform testing using the standard testing procedure
20956 4.3.3.3 Manage quality samples
10375 4.3.3.4 Record test results
12045 4.3.3.5 Track and analyze non-conformance trends

Process
Element Hierarchy
12046 4.3.3.6 Perform root cause analysis
10370 4.3.4 Maintain production records and manage lot traceability
10376 4.3.4.1 Determine lot numbering system
10377 4.3.4.2 Determine lot use
10219 4.4 Manage logistics and warehousing
10338 4.4.1 Provide logistics governance

Process
Element Hierarchy
10343 4.4.1.1 Translate cash/currency requirements into logistics
requirements
10344 4.4.1.2 Design logistics network
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

Process
Element Hierarchy
16905 4.4.1.7 Define reverse logistics strategy
20936 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
10351 4.4.2.3 Monitor inbound delivery performance
10352 4.4.2.4 Manage flow of returned products
12708 4.4.2.5 Control quality of returned parts
20109 4.4.2.6 Salvage or repair returned products

Process
Element Hierarchy
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
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

Process
Element Hierarchy
10358 4.4.3.6 Track third-party logistics storage and shipping performance
10359 4.4.3.7 Manage physical finished goods inventory
20957 4.4.3.8 Manage warehouse transfers
10341 4.4.4 Operate outbound transportation
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

Process
Element Hierarchy
10363 4.4.4.4 Process and audit carrier invoices and documents
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
20032 5.1.2 Develop service delivery strategies
20033 5.1.2.1 Define service delivery goals

Process
Element Hierarchy
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
20043 5.2.1.2 Develop baseline forecasts
20044 5.2.1.3 Collaborate with customers

Process
Element Hierarchy
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
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

Process
Element Hierarchy
20056 5.2.2.6 Monitor and manage resource capacity and availability
12127 5.2.3 Enable service delivery resources
12128 5.2.3.1 Develop service delivery training plan
12129 5.2.3.2 Develop training materials
12131 5.2.3.3 Manage training schedule
12132 5.2.3.4 Deliver operations training
12133 5.2.3.5 Deliver technical training
20057 5.2.3.6 Perform skill and capability testing
12135 5.2.3.7 Evaluate training effectiveness
17442 5.3.5.3 Manage negotiated changes

20058 5.4 Deliver service to customer

Process
Element Hierarchy
20059 5.4.1 Initiate service delivery
20060 5.4.1.1 Review contract and agreed terms
20061 5.4.1.2 Understand customer requirements and define refine

approach
20062 5.4.1.3 Modify/revise and approve project plan
20063 5.4.1.4 Review customer business objectives
20064 5.4.1.5 Confirm environmental readiness
20065 5.4.1.6 Identify, select, and assign resources
20066 5.4.1.6.1 Establish people objectives
20067 5.4.1.6.2 Establish engagement rules
20068 5.4.1.7 Plan for service delivery
20069 5.4.2 Execute service delivery

Process
Element Hierarchy
20070 5.4.2.1 Analyze environment and customer needs
20071 5.4.2.2 Define solution
20072 5.4.2.3 Validate solution
20073 5.4.2.4 Identify changes
20074 5.4.2.5 Obtain approval to proceed
20075 5.4.2.6 Make build/buy solution
20076 5.4.2.7 Deploy solution

20077 5.4.3 Complete service delivery
20078 5.4.3.1 Conduct service delivery/project review and evaluate success
20079 5.4.3.2 Complete/finalize financial management activities
20080 5.4.3.3 Confirm delivery according to contract terms
20081 5.4.3.4 Release resources

Process
Element Hierarchy
20082 5.4.3.5 Manage service delivery completion
20083 5.4.3.6 Harvest knowledge
20084 5.4.3.7 Archive records and update systems
20085 6.0 Manage Customer Service
10378 6.3 Develop customer care/customer service strategy
20086 6.3.1 Define customer service requirements across the enterprise
20087 6.3.2 Define customer service experience
20088 6.3.3 Define and manage customer service channel strategy
10382 6.3.4 Define customer service policies and procedures
10383 6.3.5 Establish target service level for each customer segment

Process
Element Hierarchy
20089 6.3.6 Define warranty offering
16893 6.3.6.1 Determine and document warranty policies
16890 6.3.6.2 Create and manage warranty rules/claim codes for products
20090 6.3.6.3 Agree warranty responsibilities with suppliers
20091 6.3.6.4 Define warranty related offerings for customers
12673 6.3.6.5 Communicate warranty policies and offerings
20092 6.3.7 Develop recall strategy

10379 6.4 Plan and manage customer service contacts
10387 6.4.3 Plan and manage customer service work force

Process
Element Hierarchy
10390 6.4.3.1 Forecast volume of customer service contacts
10391 6.4.3.2 Schedule customer service work force
10392 6.4.3.3 Track work force utilization
10393 6.4.3.4 Monitor and evaluate quality of customer interactions with

10388 6.4.4 Manage customer service problems, requests, and inquiries

Process
Element Hierarchy
10394 6.4.4.1 Receive customer problems, requests, and inquiries
13482 6.4.4.2 Analyze problems, requests, and inquiries
10395 6.4.4.3 Resolve customer problems, requests, and inquiries
10396 6.4.4.4 Respond to customer problems, requests, and inquiries
16928 6.4.4.5 Identify and capture upsell/cross-sell opportunities
16937 6.4.4.6 Deliver opportunity to sales team
10389 6.4.5 Manage customer complaints
10397 6.4.5.3 Receive customer complaints

Process
Element Hierarchy
10398 6.4.5.4 Route customer complaints
10399 6.4.5.5 Resolve customer complaints
10400 6.4.5.6 Respond to customer complaints
19072 6.4.5.7 Analyze customer complaints and response/redressal
20094 6.4.6 Process returns

10364 6.4.6.1 Authorize return
20095 6.4.6.2 Process return and record reason

12840 6.4.7 Report incidents and risks to regulatory bodies

Process
Element Hierarchy
12658 6.5 Service products after sales
20605 6.5.1 Register products

12669 6.5.2 Process warranty claims
20096 6.5.2.1 Receive warranty claim
12671 6.5.2.2 Validate warranty claim
20097 6.5.2.3 Investigate warranty issues
20098 6.5.2.3.1 Define issue

Process
Element Hierarchy
12677 6.5.2.3.2 Schedule field service
12678 6.5.2.3.3 Request and receive defective part

20099 6.5.2.3.4 Investigate issue/perform root cause analysis
20100 6.5.2.3.5 Receive investigation result/recommendation for corrective

action
20101 6.5.2.4 Determine responsible party
20102 6.5.2.5 Manage preauthorizations

12668 6.5.2.6 Approve or reject warranty claim
20103 6.5.2.7 Notify originator of approve/reject decision
20104 6.5.2.8 Authorize payment

20105 6.5.2.9 Close claim
12667 6.5.2.10 Reconcile warranty transaction disposition

Process
Element Hierarchy
20106 6.5.3 Manage supplier recovery
20107 6.5.3.1 Create supplier recovery claims
20108 6.5.3.2 Negotiate recoveries with suppliers

10218 6.5.4 Service products
10320 6.5.4.1 Confirm specific service requirements for individual customer
10324 6.5.4.1.1 Process customer request
10325 6.5.4.1.2 Create customer profile
10326 6.5.4.1.3 Generate service order
10321 6.5.4.2 Identify and schedule resources to meet service requirements

Process
Element Hierarchy
10327 6.5.4.2.1 Create resourcing plan and schedule
10328 6.5.4.2.2 Create service order fulfillment schedule
10322 6.5.4.3 Provide service to specific customers
10330 6.5.4.3.1 Organize daily service order fulfillment schedule
10331 6.5.4.3.2 Execute product repair
10332 6.5.4.3.3 Manage service order fulfillment
10323 6.5.4.4 Ensure quality of service
10334 6.5.4.4.1 Identify completed service orders for feedback

Process
Element Hierarchy
10335 6.5.4.4.2 Identify incomplete service orders and service failures
10336 6.5.4.4.3 Solicit customer feedback on services delivered
10337 6.5.4.4.4 Process customer feedback on services delivered
20110 6.6 Manage product recalls and regulatory audits
20111 6.6.1 Initiate recall

20112 6.6.2 Assess the likelihood and consequences of occurrence of any
hazards
20113 6.6.3 Manage recall related communications

20114 6.6.4 Submit regulatory reports
20115 6.6.5 Monitor and audit recall effectiveness

20116 6.6.6 Manage recall termination
20595 6.7 Evaluate customer service operations and customer

satisfaction

Process
Element Hierarchy
10401 6.7.1 Measure customer satisfaction with customer problems,
11687 6.7.1.1 Solicit customer feedback on customer service experience
11688 6.7.1.2 Analyze customer service data and identify improvement

opportunities
18126 6.7.1.3 Provide customer feedback to product management on

10402 6.7.2 Measure customer satisfaction with customer- complaint
11236 6.7.2.1 Solicit customer feedback on complaint handling and

resolution

Process
Element Hierarchy
11237 6.7.2.2 Analyze customer complaint data and identify improvement
opportunities
11689 6.7.2.3 Identify common customer complaints
10403 6.7.3 Measure customer satisfaction with products and services
11238 6.7.3.1 Gather and solicit post-sale customer feedback on products

and services
11239 6.7.3.2 Solicit post-sale customer feedback on ad effectiveness
20117 6.7.3.3 Solicit customer feedback on cross-channel experience
11240 6.7.3.4 Analyze product and service satisfaction data and identify

Process
Element Hierarchy
11241 6.7.3.5 Provide feedback and insights to appropriate teams (product
12672 6.7.4 Evaluate and manage warranty performance

20118 6.7.4.1 Measure customer satisfaction with warranty handling and
resolution
12676 6.7.4.2 Monitor and report on warranty management metrics
20119 6.7.4.3 Identify improvement opportunities
12674 6.7.4.4 Identify opportunities to eliminate warranty waste

20120 6.7.4.5 Investigate fraudulent claims
20121 6.7.5 Evaluate recall performance
10007 7.0 Develop and Manage Human Capital
17043 7.1 Develop and manage human resources planning, policies, and
strategies

Process
Element Hierarchy
20958 7.1.1 Develop human resources strategy
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
20606 7.1.1.7 Manage employer branding
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

Process
Element Hierarchy
10433 7.1.2.13 Develop workforce strategy models
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

Process
Element Hierarchy
10436 7.1.3.3 Communicate plans and provide updates to stakeholders
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
10477 7.3.1.1.1 Develop employee induction program
10478 7.3.1.1.2 Maintain/Update employee induction program

Process
Element Hierarchy
11243 7.3.1.2 Evaluate the effectiveness of the employee on-boarding
program
17050 7.3.1.3 Execute on-boarding program
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
20127 7.3.4.6.2 Administer certification tests
20128 7.3.4.6.3 Appraise experience qualifications
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

Process
Element Hierarchy
10494 7.5.1 Develop and manage reward, recognition, and motivation
programs
10498 7.5.1.1 Develop salary/compensation structure and plan
10499 7.5.1.2 Develop benefits and rewards plan
10500 7.5.1.3 Perform competitive analysis of benefits 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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
10510 7.5.3.3 Review retention and motivation indicators
10511 7.5.3.4 Review compensation plan
10497 7.5.4 Administer payroll
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
20607 8.0 Manage Information Technology (IT)
20608 8.1 Develop and manage IT customer relationships
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
20667 8.2.2.6 Align IT portfolio to business objectives
20668 8.2.3 Define and maintain enterprise architecture

Process
Element Hierarchy
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
20676 8.2.4.2 Identify IT service operating and process requirements
20677 8.2.4.3 Define IT service catalog

Process
Element Hierarchy
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
20686 8.2.5.4 Monitor and analyze IT financial performance

Process
Element Hierarchy
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
20699 8.2.7 Define and manage technology innovation

Process
Element Hierarchy
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
20708 8.3.1.1 Determine and evaluate IT regulatory and audit requirements
20940 8.3.1.2 Understand business unit risk tolerance

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
20750 8.3.7.1 Conduct IT resilience improvement projects
20751 8.3.7.2 Develop, document, and maintain IT business continuity

planning

Process
Element Hierarchy
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
20762 8.3.8.6 Respond to IT information security and network breaches
20763 8.3.8.7 Conduct penetration testing

Process
Element Hierarchy
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
20771 8.4.2.1 Determine enterprise business information requirements
20772 8.4.2.2 Define enterprise data models

Process
Element Hierarchy
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
20780 8.4.4.1 Monitor and control business information
20781 8.4.4.2 Maintain business information feeds and repositories

Process
Element Hierarchy
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
20791 8.5.1.6 Maintain service component portfolio
20792 8.5.1.7 Establish development standards exception governance

Process
Element Hierarchy
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
20802 8.5.3.3 Determine IT component integration requirements
20803 8.5.3.4 Identify opportunities for IT component reuse

Process
Element Hierarchy
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
20813 8.5.4.1.4 Integrate IT components and services

Process
Element Hierarchy
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
20831 8.6.1.6 Analyze deployments outcomes

Process
Element Hierarchy
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
20843 8.6.3.3 Assess IT change/release risk

Process
Element Hierarchy
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
20858 8.6.5 Perform service and solution rollout

Process
Element Hierarchy
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
20868 8.7.1.1 Assess business objectives and IT service delivery
20869 8.7.1.2 Define IT service delivery portfolio

Process
Element Hierarchy
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
20879 8.7.2.6 Provide service support tools and technology

Process
Element Hierarchy
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
20889 8.7.4.1 Develop IT service delivery strategy

Process
Element Hierarchy
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
20943 8.7.5.4 Maintain service support learning

Process
Element Hierarchy
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
20908 8.7.6.3 Manage service delivery workloads

Process
Element Hierarchy
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
20916 8.7.7.2 Perform infrastructure component maintenance

Process
Element Hierarchy
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
20926 8.7.8.4 Escalate IT requests

Process
Element Hierarchy
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
10772 9.1.1.2 Prepare periodic budgets and plans

Process
Element Hierarchy
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
11175 9.1.2.6 Report on profitability

Process
Element Hierarchy
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 9.1.4.3 Evaluate new products
10784 9.1.4.4 Perform life cycle costing
10785 9.1.4.5 Optimize customer and product mix
10786 9.1.4.6 Track performance of new-customer and product strategies

Process
Element Hierarchy
10787 9.1.4.7 Prepare activity-based performance measures
10788 9.1.4.8 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
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

Process
Element Hierarchy
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)
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
10816 9.3.1.2 Establish accounting policies
20604 9.3.1.3 Publish accounting policies
10817 9.3.1.4 Set and enforce approval limits

Process
Element Hierarchy
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
10823 9.3.2.4 Post and reconcile intercompany transactions
10822 9.3.2.5 Process period end adjustments
10824 9.3.2.9 Reconcile general ledger accounts
10825 9.3.2.10 Perform consolidations and process eliminations

Process
Element Hierarchy
10826 9.3.2.11 Prepare trial balance
10827 9.3.2.12 Prepare and post management adjustments
10749 9.3.4 Perform fixed-asset accounting
10828 9.3.4.1 Establish fixed-asset policies and procedures
10829 9.3.4.2 Maintain fixed-asset master data files
10830 9.3.4.3 Process and record fixed-asset additions and retires
10831 9.3.4.4 Process and record fixed-asset adjustments, enhancements,

10833 9.3.4.5 Calculate and record depreciation expense
10832 9.3.4.6 Process and record fixed-asset maintenance and repair

expenses

Process
Element Hierarchy
10834 9.3.4.7 Reconcile fixed-asset ledger
10835 9.3.4.8 Track fixed-assets including physical inventory
10836 9.3.4.9 Provide fixed-asset data to support tax, statutory, and

10750 9.3.6 Perform financial reporting
10837 9.3.6.1 Prepare business unit financial statements
10838 9.3.6.2 Prepare consolidated financial statements
10839 9.3.6.3 Perform business unit reporting/review management reports

Process
Element Hierarchy
10840 9.3.6.4 Perform consolidated reporting/review of cost management
reports
10841 9.3.6.5 Prepare statements for board review
10842 9.3.6.6 Produce quarterly/annual filings and shareholder reports
10843 9.3.6.7 Produce regulatory reports
14074 9.3.6.8 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
14075 9.5.3.1 Develop tax plan
14076 9.5.3.2 Manage tax plan

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

20929 9.6.3 Manage corporate credit cards

Process
Element Hierarchy
20930 9.6.3.1 Establish corporate credit card policies and approval limits
20931 9.6.3.2 Process corporate credit card requests

20932 9.6.3.3 Order corporate credit cards
20933 9.6.3.4 Manage corporate credit card accounts
20934 9.6.3.5 Approve/Change credit limits
20935 9.6.3.6 Cancel/Deactivate credit card
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 9.7.2.5 Develop cash flow forecasts
10897 9.7.2.6 Manage cash flows
10898 9.7.2.7 Produce cash management accounting transactions and

reports
10899 9.7.2.8 Manage and oversee banking relationships
10900 9.7.2.9 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
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
14079 9.7.4.1 Establish investment policy
10908 9.7.4.2 Manage financial intermediary relationships
10909 9.7.4.3 Manage liquidity
10910 9.7.4.4 Manage issuer debt and investment exposure
10911 9.7.4.5 Process and oversee debt and investment transactions
10912 9.7.4.6 Process and oversee foreign currency transactions

Process
Element Hierarchy
10913 9.7.4.7 Produce debt and investment accounting transaction reports
14210 9.7.4.8 Process and oversee interest rate transactions
11208 9.7.5 Monitor and execute risk and hedging transactions
12974 9.7.5.1 Develop risk management/hedging strategy
11209 9.7.5.4 Manage interest rate risk

19575 9.7.5.4.1 Manage interest rate market data
19576 9.7.5.4.2 Determine interest rate exposure for all markets
19577 9.7.5.4.3 Determine interest rate hedge requirements in accordance
with risk policy
19578 9.7.5.4.4 Execute interest rate trades

11210 9.7.5.5 Manage foreign exchange risk
19579 9.7.5.5.1 Manage foreign exchange market data
19580 9.7.5.5.2 Determine foreign exchange exposure for all currencies

19581 9.7.5.5.3 Determine foreign exchange hedge requirements in
19582 9.7.5.5.4 Execute foreign exchange trades

Process
Element Hierarchy
19583 9.7.5.5.5 Manage foreign exchange balance sheet risk
11211 9.7.5.6 Manage exposure risk
19584 9.7.5.6.1 Determine current customer exposures and limit exceptions
19585 9.7.5.6.2 Resolve customer exposure limit violations

19586 9.7.5.6.3 Manage customer collateral
19587 9.7.5.6.4 Perform annual customer credit reviews
20137 9.7.5.6.5 Execute hedging transactions
19588 9.7.5.6.6 Measure physical positions
19589 9.7.5.6.7 Establish hedges

19590 9.7.5.6.8 Unwind hedges
11212 9.7.5.6.9 Develop and execute hedging transactions
11213 9.7.5.6.10 Evaluate and refine hedging positions
11215 9.7.5.6.11 Monitor credit
11214 9.7.5.7 Produce hedge accounting transactions and reports
16958 9.7.6 Manage financial fraud/dispute cases

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
10737 9.10 Manage international funds/consolidation
10767 9.10.1 Monitor international rates
10768 9.10.2 Manage transactions
10769 9.10.3 Monitor currency exposure/hedge currency
10770 9.10.4 Report results
17059 9.11 Perform global trade services
14090 9.11.1 Screen sanctioned party list
14091 9.11.2 Control exports and imports

Process
Element Hierarchy
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
14098 9.11.10 Prepare letter of credit
19207 10.0 Acquire, Construct, and Manage Assets

Process
Element Hierarchy
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
10943 10.1.2 Plan facility
10958 10.1.2.1 Design facility
10959 10.1.2.2 Analyze budget
10960 10.1.2.3 Select property
10961 10.1.2.4 Negotiate terms for facility
10962 10.1.2.5 Manage construction or modification to building

Process
Element Hierarchy
10944 10.1.3 Provide workspace and facilities
10963 10.1.3.1 Acquire workspace and facilities
10964 10.1.3.2 Change fit/form/function of workspace and facilities
10949 10.1.4 Manage facilities operations
10965 10.1.4.1 Relocate people
10966 10.1.4.2 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

Process
Element Hierarchy
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
19221 10.2.2.3 Obtain construction permissions
19222 10.2.2.4 Design assets
19223 10.2.2.5 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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
19246 10.3.2.1 Schedule maintenance work
19247 10.3.2.2 Obtain required resources
19248 10.3.2.3 Undertake quality control
19249 10.3.2.4 Update work and asset records
19250 10.3.2.5 Manage maintenance work safety

Process
Element Hierarchy
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
19256 10.3.3.4 Identify unplanned maintenance requirements
19257 10.3.3.5 Perform unplanned maintenance and repairs
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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

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

Process
Element Hierarchy
16457 11.1.3.2 Assess risks using enterprise risk framework policies and
procedures
16458 11.1.3.3 Develop mitigation plans for risks
18129 11.1.3.3.1 Assess adequacy of insurance coverage
16459 11.1.3.4 Implement mitigation plans for risks
16460 11.1.3.5 Monitor risks
16461 11.1.3.6 Analyze risk activities and update plans
16462 11.1.3.7 Report on risk activities
14138 11.1.5 Manage financial risk

17466 11.1.5.4 Manage insurance risk
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

Process
Element Hierarchy
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
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 11.2.2.6 Implement missing or stronger regulatory compliance controls
and policies

Process
Element Hierarchy
16469 11.2.2.7 Monitor and test regulatory compliance position and existing
controls
19595 11.2.2.8 Compile and communicate compliance scorecard(s)
19596 11.2.2.9 Compile and communicate internal and regulatory compliance

reports
16470 11.2.2.10 Maintain relationships with regulators as appropriate
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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 12.1.4 Communicate with shareholders
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

Process
Element Hierarchy
11039 12.2.2 Manage relations with quasi-government bodies
12875 12.2.2.1 Establish relationships with agencies
12876 12.2.2.2 Respond to audit inquiries

12877 12.2.2.3 Maintain documentation of contacts
12878 12.2.2.4 Plan and manage meetings
11040 12.2.3 Manage relations with trade or industry groups
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

Process
Element Hierarchy
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
11045 12.4.2 Manage corporate governance policies
11046 12.4.3 Develop and perform preventive law programs
11047 12.4.4 Ensure compliance

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
16392 13.1.4 Manage process performance
16393 13.1.4.1 Provide process training
16394 13.1.4.2 Support process execution
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

Process
Element Hierarchy
16401 13.2.1 Manage portfolio
16402 13.2.1.1 Establish portfolio strategy
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

Process
Element Hierarchy
16408 13.2.2.3 Manage program execution
16409 13.2.2.4 Review and report program performance
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

Process
Element Hierarchy
11121 13.2.3.1.5 Develop project measures and indicators
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

Process
Element Hierarchy
11128 13.2.3.3.6 Design and plan launch of project
11129 13.2.3.3.7 Deploy the project

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

Process
Element Hierarchy
16417 13.2.3.5 Review and report project performance
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

Process
Element Hierarchy
17475 13.3.1.3 Develop quality controls
17476 13.3.1.3.1 Define process steps for controls (or integration points)
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

Process
Element Hierarchy
17481 13.3.1.5 Finalize quality plan
17482 13.3.2 Evaluate performance to requirements
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

Process
Element Hierarchy
17488 13.3.2.2.1 Assess sample significance
17489 13.3.2.2.2 Summarize result(s)
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)

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
17503 13.3.4.5 Assess the EQMS performance
17504 13.3.4.6 Create environment and capability for EQMS improvement(s)
17505 13.3.4.6.1 Reward quality excellence
17506 13.3.4.6.2 Create and maintain quality partnerships

Process
Element Hierarchy
17507 13.3.4.6.3 Maintain talent capabilities and competencies
17508 13.3.4.6.4 Incorporate EQMS messaging into communication channels
17509 13.3.4.6.5 Assure independent EQMS management access to appropriate

authority in the organization
17510 13.3.4.6.6 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

Process
Element Hierarchy
11140 13.4.1.2 Determine stakeholders
11139 13.4.1.3 Assess readiness for change
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
11158 13.4.2.8 Establish/Clarify new roles
11159 13.4.2.9 Identify budget/roles
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

Process
Element Hierarchy
11163 13.4.3.4 Monitor change
20146 13.4.3.5 Report on change
11137 13.4.4 Sustain improvement
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
11112 13.5.2.3 Identify gaps and needs
20965 13.5.3 Design and implement KM capabilities
11114 13.5.3.1 Develop new KM approaches
20966 13.5.3.2 Design resource model for KM approaches
11115 13.5.3.3 Implement new KM approaches
20967 13.5.3.4 Leverage and enhance IT for KM approaches
20968 13.5.3.5 Develop measures
20969 13.5.4 Evolve and sustain KM capabilities
11113 13.5.4.1 Enhance/Modify existing KM approaches
20970 13.5.4.2 Sustain awareness and engagement
20971 13.5.4.3 Expand KM infrastructure to meet demand
16436 13.6 Measure and benchmark

Process
Element Hierarchy
11071 13.6.1 Create and manage organizational performance strategy
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

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

Process
Element Hierarchy
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
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

Process
Element Hierarchy
11187 13.7.1.2 Conduct health and safety and environmental audits
11181 13.7.2 Develop and execute functional EHS program
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

Process
Element Hierarchy
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
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
20959 13.8 Develop, Manage, and Deliver Analytics
20960 13.8.1 Develop and manage hypotheses

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

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

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

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

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

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

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

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

composite. Isolate shifts in the societal composition and distribution,
as well as the value systems and attributes that bind the organization
together. Analyze well-regarded publications--and gather the
perspective of public intellectuals and opinion leaders--on relevant
issues.
Identifying changes in ecological ecosystems that can be directly or

indirectly detrimental to the organization. Analyze ecological factors
within the immediate ecosystem for near to middle-term impact.
Analyze the ecology, at large, to get a sense of long-term shifts and
concerns. Gather analyses from research publications. Speak to
subject matter experts. Engage with advocacy groups, lawyers,
journalists, and the active populations.
Establishing measures and procedures for identifying various

intellectual property threats and concerns.
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.

Definition
Investigating key market features and customer characteristics, using
qualitative and quantitative measures to capture relevant aspects.
Distill key ingredients that allow the organization to Capture customer
needs and wants [19946], and Assess customer needs and wants
[19947]. Conduct standardized appraisals by defining selection
parameters and setting quotas.
Identifying 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.
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.

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

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

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

capacities that differentiates the organization in the market. Identify
distinguishing attributes including unique skills and resources and its
brand and services in the marketplace. Have senior executives and
management personnel assess competencies in order to further
develop these capabilities into distinct commercial value propositions.

Definition
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].)
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.

Definition
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.
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.

Definition
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.
Developing an organization's mission statement, strategy, and

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

Definition
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.
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.

Definition
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.
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.

Definition
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.

Definition
Identifying the affect of customer experience through customer
experience support structure on other functions of customer services
related to customer.
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.
Managing strategic initiatives, from development through selection,
execution, and evaluation. Conduct and oversee strategic projects
supporting long-term objectives. Administer programs of strategic
significance by developing such initiatives, select the most
appropriate projects, and formulate measures to assess their impact.
Developing strategic projects that help fulfill long-term goals. Develop

time-bound projects that are discretionary in nature and lie beyond
the scope of the organization's routine operations.
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.
Establishing how an organization creates, delivers and captures value
or makes profit. Identify the products or services that a business will
sell, its target market, anticipated expenses, and other core aspects of
its modus operandi. Revise the plan as required to reflect changing
circumstances.
Creating an economic model that describes the goals of an

organization and the business processes needed to achieve those
goals. This involves information gathering, securing necessary
approvals and authorizations, integrating with preexisting models,
including the general business concept [10002] and business strategy
[10015], and formally accepting the model as the basis for
organization's day-to-day operations.
Collecting all relevant materials needed to develop the business

model, so that it can adequately model its processes.
Obtaining required permissions, licenses and authorizations that
legitimize the business, help to mitigate associated risks and
safeguard the operations.
Ensuring coherence with pre-exsiting models to avoid contradictions
between models. Make sure that all models represent the same long-
term vision.

Definition
Consenting to a particular business model and formally accepting it to
serve as the set of guiding principles in operating the company.
Revising and updating business models to reflect the changes in the
marketed services, product inventory, market behavior, available
resources or accrued expenses. Determine how and when to modify
the accepted business model in response to incoming feedback.
Determining the timeline, procedures and responsibilities for
reviewing the business model and for updating it to best serve the
organization.
Deciding the type of responses, reactions, sentiments and insights
that are crucial to be taken into consideration with business model
maintenance.
Evaluating the feedback regarding products, services, processes or
resources. Determine which judgments are critical and mandate
changes to the current business model to better deliver the desired
value
Modifying the business models that are presently in use in response to
incoming feedback or changing markets to achieve the enterprise
business goals.
Creating and implementing a strategy, responsibilities and control
mechanisms for managing business models that are timely, efficient
and cost-effective.
Detailing practices and procedures related to the concept of
developing and managing products and services. These are reflected
in the process groups Govern and manage product/service
development program [19696], Generate and define new
product/service ideas [19698], and Develop products and services
[10062].

Definition
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.
Managing a portfolio of product/service offerings to take advantage of
shifts in the market expectations, all the while coordinating with the
overall business strategy. Revisit the product/service portfolio in light
of market opportunities, and overhaul it to capture value created by
these opportunities. Identify gaps between current offerings and the
market expectations to direct the organization's R&D activity. Create
new solutions, and revise or retire existing ones so that the revamped
portfolio aligns with Develop a business strategy [10015].
Assessing the capabilities and performance of existing

products/services, in light of market opportunities. Examine
performance of the existing line of products/services, including
measures of profitability, penetration, and value delivered. Identify
gaps between existing solutions' portfolio or their performance levels,
on the one hand, and the current market demand, available
technologies, and/or customer expectations, on the other. Consider
opportunities in the present market environment and any relation with
the performance. Consider input from professional services providers.
Checking the alignment of product/service portfolio, and its individual

offerings, with the organization's overall strategy and planning for the
development of new or revised solutions. Conduct reality checks on
new product/service concepts prior to committing significant
investment to ensure that the revamped solutions' portfolio is in line
with the overall business strategy, aligns organizational processes for
their development, and creates a plan for assimilating these changes
in the organization's offerings. Enlist senior management executives.

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
Manage the introduction and withdrawal of products/services.
Administer associated changes, namely measuring the performance of
new solution offerings and the revision of master files in the archives.
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.
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].)

Definition
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.
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).

Definition
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].
Reviewing activities in regards to patentability and infringement. The
usage of Open Source in commercial product development will be
reviewed in 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].

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
Appraising the feasibility of integrating new technologies, whether
developed as a custom solution or adopted from an external source,
into revised portfolio of solution offerings. Examine recently
developed technological advances for suitability to incorporate them
into the concept of revised and/or new solution offerings. Enlist senior
management, in consultation with in-house personnel responsible for
the design, processing, and delivery of these solutions, as well as key
supply-chain stakeholders.
Producing and defining ideologies for new product/service offerings.

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.

Definition
Encompassing the identification and capture of new product/service
requirements or potential improvements to current products/services.
Collaborating 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.
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.
Determining the ability of products and services to work together,
exchange and use information in a multi-vendor, multi-network, and
multi-service environment.
Developing safety requirements in line with environmental safety,
occupational health and safety, and community health and safety
guidelines.
Implementing security requirements through authentication and
encryption of CE device data stream. Utilize security measures such
as cryptographic protocols and hardware security (smart cards).
Meeting regulatory requirements set forth by such directives as RoHS,
WEEE, ELV, and REACH.
Complying with consumer electronic industry standards developed by
the Consumer Technology Association (CTA).
Identifying and creating steps and tools to develop the user
experience.

Definition
Productizing the service by defining the scope of the service/cost.
Target market for the service and make the service more tangible.
Defining SLAs (Service Level Agreement) and service level KPIs (Key
Performance Indicator).
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.
Developing new products/services from scratch, including all activities
associated with the design, prototyping, evaluation, and market
testing of these planned offerings.
Sketching and standardizing product and service based on the market.
Analyze the data market competitiveness and innovation attained for
the product and service development.
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.
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.

Definition
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.
Determining the usability and user experience of products and the

business impact it creates.
Providing warranty plan and pricing specifications for
recommendation.
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.
Creating a sketch of the customer focused product/service in Develop

and Manage Products and Services [10003].
Carrying out the steps necessary to appropriately manufacture correct
parts. This includes designing application, product hardware, mold,
casting, mechanical, and electrical aspects of the product.
Creating product application service view to allow for product
servicing and refurbishing.
Replacing core components and republishing.
Reviewing the design and approach for troubleshooting the product.

Definition
Designing the BOM-Bill of material, manufacturing BOM and Service
BOMA bill of materials list for all the raw materials and
components/parts used in the producing end product.
Designing 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.
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.

Definition
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.
Expanding on the marketplace analysis that took place earlier in the

product development lifecycle by testing the market against offerings.
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.
Devising business plans and procedures for

manufacturing/operations/production and delivery of services offered
by the organization. Further in general terms the total amount of
output that the manufacturing department is responsible to produce
for each period.

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
Verifying the measures/processes/techniques through systems and
tools involved in the introduction of products and services.
Outlining 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.
Gathering intelligence on the market and customers. Closely examine

the inherent attributes and collective behavior of the various market
and customer segments. Track trends in the market. Determine what
drives the customers to make purchasing decisions in order to identify
opportunities in the market.
Carrying out research studies to understand the behavior of

customers and the realities of the market. Undertake research to
understand the market conditions as well as the characteristics,
drives, and desires of prospective customers. Gather highly
contextualized intelligence through primary and secondary research
methods, with the objective of gaining insights over how to best seize
a market opportunity. Consider assistance from professional research
services.
Identifying the factors that drive the targeted market segment. Model
customer purchasing patterns, and forecast their future purchasing
behavior.

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.
Determining the increase or decrease of the company's sales volume

in the targeted markets. Conduct an analysis to determine the factors
and underlying causes that affect the changes in the demand for
products or services offered. Consider changes in offerings or in the
business strategy to regain or increase the market share.
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.

Definition
Examining the brands owned and products offered in the market.
Determine the relative position of the existing products/brands in the
marketplace.
Understanding the culture and environment in which you're operating.
Analyze how internal decision-making, thought processes, financial
circumstances, and more affect the ability to bring new products to
market. Survey or analyze the market into which the products would
be introduced.
Appraising market opportunities by quantifying and subjecting them

to prioritization, as well as validation tests. Closely examine the
market opportunities that have been identified by Perform customer
and market intelligence analysis [10106]. Triangulate those
opportunities to capitalize by finding a fit between identified
opportunities and the composite of organizational capabilities and
business strategy.
Attaching quantifiable indicators to opportunities that have been

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

particular customer segments that are to be targeted from among the
market segments.
Determining which groups of potential customers do not yet, or
already do have access to the product or a service that the company
produces or markets. Use those findings to create specialized product
offerings and differentiated marketing campaigns.
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.

Definition
Confirming the practicability and reasonableness of the market
opportunities that have been identified. Give substance to the real-
time feasibility of the market opportunities.
Validating identified market opportunities by testing company's
offerings on limited-size samples of the consumer population that are
hypothesized to be representative of the target market at large and to
have similar purchasing behavior. The feedback gained through
consumer testing can be used to modify or reject product offerings
before their full scale launch, saving the company valuable resources,
should the initial offering not be successful.
Verifying that the company has sufficient infrastructure and resources

to deliver their offerings in a timely and cost-effective manner, and
that it is able to scale up from the small-scale market samples, used
for consumer testing, to the entire identified market segment.
Charting a strategic course for marketing products/services. This will

include defining the value proposition, creating a mechanism for
pricing, and determining the right mix of marketing channels. Create
a specific positioning and branding for the organization's offerings.
Enlist marketing head to lead, with inputs from the business
development and sales functions.
Refining the attributes of organizational offerings to define their value

proposition for the customer. Clearly define the suite of offerings in
terms of the value delivered, from the perspective of what the
customer desires. Validate the benefits delivered to the customers
against target market segments, using techniques such as minimum
viable product. Position brands for the respective products/services, in
line with their unique value proposition and aligned with customers
needs.

Definition
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.
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.

Definition
Creating a pricing strategy and mechanism that aligns with the
benefits of the products/services, as perceived by customers. Chart a
strategic course and a methodology that can guide the pricing of
products/services. Draw heavily from the customer value proposition,
and balance the expectations of different divisions inside the
organization, while delivering the maximum ROI.
Analyzing marketing objectives, consumer demand, product

attributes, competitors' pricing, and economic trends to determine
optimum prices for the set of products and services that the company
offers or intends to offer by delivering maximum ROI.
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.
Determining optimum prices for individual products or services on the

basis of the cost of producing, distributing and marketing the
offerings, pricing analysis and general pricing strategy.
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.
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.

Definition
Deciding which distributors, wholesalers and retailers the company
will use to promote its offerings and to distribute its products and
services to the target market. Narrowing down which intermediaries
the company will use will affect retail prices of individual products,
and should therefore be included in the pricing analysis.
Identifying the role that each chosen marketing channels plays in the
larger distribution network with respect to the organizational
marketing strategy. Determine intermediary costs for shipping,
handling, transporting, warehousing, insurance and marketing that
incur and accumulate in the distribution channel.
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]).
Determining the maximum output rate required from a distribution
channel to optimally market and deliver the products and services the
company offers or would like to offer. Ideally, a channel should be able
to adapt to a certain degree of variability in the demand for the
offerings, and able scale up if needed.

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

channels that integrate well with each other, are in conformance with
company values, visual identity and branding, and offer uniform
customer service experience that drives customer loyalty and repeat
business.
Devising a strategy to market company's products or services

seamlessly through all or most channels that are in widespread use
among the target market. This may mean cross-channel access to
customer preferences and purchasing history to accept returned
merchandise, provide refunds, resolve payment issues or to provide
technical support.
Identifying necessary preconditions that a channel should fulfill in

order to be included as one of the adopted channels, such as required
throughput capacities, service capabilities, competitive pricing, and
alignment with organizational marketing strategies.
Determining the detailed policies and procedures that each of the
channels needs to follow in order to conform to the organizational
marketing strategy and to provide seamless customer service
experience.

Definition
Determining the actions that need to be taken for successful
multichannel marketing, the ordering, timing and dependencies of the
steps, and the governance mechanism for reviewing and changing the
protocol, if needed.
Monitoring marketing and distribution efforts of all channels
individually and as a network. Re-distribute or add resources to
channels that perform better than expected. Purge or consolidate
under-performing channels, and find more promising replacements.
Determining measurable parameters to be used for comparing the
performance of different marketing channels. Decide on benchmarks
and values for optimum or desired performance.
Tracking trends and changes in performance inside individual
marketing channels and in channels collectively. Summarize and
document results. Alert relevant parties about significant or
unexpected deviations from expected behaviors.
Analyzing the factors and circumstances that influence desired
outcomes. Communicate core findings to relevant parties.
Conducting an analysis to review channel performance with respect to
chosen metrics, benchmarks and performance targets [16573].
Compare to past performance and forecasts for the channel.
Devising a course of action to be taken to improve under-performing
channels and to promote or expand channels that surpass
expectations.
Establishing marketing communications that deliver promotional
messages, in a coordinated way, through multiple marketing
channels, such as print, radio, television, direct mail, online or mobile
advertising, email, social media or personal selling.
Timing and scheduling the delivery of marketing messages to
maximize their impact on customer purchasing behavior. Integrate
individual messages to larger marketing campaigns and to seasonal
purchasing patterns.

Definition
Deciding how to promote and maintain a favorable public image of
the company in the eyes of its employees, customers, investors,
suppliers, politicians or the general public. This may involve various
means but is frequently conducted through publicity, education,
corporate social responsibility, charitable causes or civic
engagements.
Devising a master plan how to select potential customers or qualified
clients for customized offers, and contact them on one-to-one basis
through chat, phone, email or regular mail. The strategy would need
to take into account that personalizing offers and contacting
customers individually is an effective but resource-intensive
marketing technique, and that ill-targeted offers risk at angering and
alienating the contactees.
Developing a program to promote the objectives, values, products and

services of the company to its employees by treating them as
potential customers, in order to extend company client base, increase
employee engagement or to foster brand advocacy.
Finding emerging media based on digital or other technologies that
would enable the company to increase the speed and volume of
marketing communications, to make communications more interactive
and to customize promotional messages more easily to the target
audience, thus rendering them more effective.
Developing a marketing strategy that is maximally effective in a new

or emerging media channel by capitalizing on its novel attributes and
capabilities.
Establishing a framework for coordinated marketing to increase the
profitability and increase brand awareness at the point of sale. This
may include promotional posters on product shelves or island
displays, advertisements in shopping carts, stickers on the floor that
lead consumers to the promoted product, multi-buy promotions,
coupons on sales receipts, etc.

Definition
Establishing standardized procedures for effective communication that
maximizes ROI, promotes brand awareness and respects customers.
In its simplest form, it includes a message (what is to be said), a
target (to whom the message is reaching) and a medium or a channel
(where the message is to be said).
Creating and managing a customer loyalty program. The loyalty

program is a key part of marketing, with an elaborate strategy and
process for acquiring, retaining, and engaging with members.
Members are engaged and acquainted to the loyalty program, thus
growing relationship and adding value through the program.
Devising procedures and mechanisms to retain existing customers,

promote repeat business and increase the likelihood that previous
customers to continue to buy products or services from the company.
This may be achieved by rewarding customers for repeat business by
means of gifts, discounts, redeemable "points", or prioritized access to
new products, events or services.
Convincing customers to register their personal information with the

company and be assigned a unique identifier that they use when
making purchases. The identifier makes it easier for the company to
track customer purchases. Customers are rewarded by various
incentives that encourage repeat business [20007].
Building deeper relationships between a customer and a brand in

order to promote customer loyalty and derive repeat business.
Besides making frequent purchases, highly engaged customers refer
family, friends and colleagues to make purchases as well, consume
and re-broadcast promotional materials, provide feedback to the
purchases they make and do not support competing brands.
Surveying and tracking the benefits of customer loyalty programs

both for the company and for customers. Compare with comparable
loyalty programs instituted in competitor companies. Propose changes
as needed to keep up with market trends.

Definition
Enhancing the customer loyalty program so that it will yield maximum
value both for the company and for the patrons enrolled in the
program, increasing customer retention and continued engagement.
Creating specific plans to market offerings to customers. 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.
Determining what to achieve by marketing. Create qualitative and

quantitative targets. Establish metrics to track performance (for
individual Market segments [10109] and Channels for target
segments [10129]). Enlist the head of marketing to determine
marketing priorities and the related measures. (The decision in
establishing these goals, objectives, and metrics is founded in
Develop marketing strategy [10102] and takes cues from current
priorities and organizational strategy.)
Creating a budget for the organization's marketing efforts, in line with

the business-wide strategic outlook. Create a plan to distribute
resources for achieving the marketing strategy in light of the overall
business strategy. Make cost assumptions; calculate the estimated
total revenue from the marketing activities against the costs/expenses
of these activities. Forecast the return on investment. Attribute costs
to the appropriate marketing activities such as promotional
campaigns, advertising, marketing communications, PR campaigns,
personnel, and office space. Enlist the financial and marketing
functions.

Definition
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.
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.
Estimating how much profit the company would generate for its
expenses on marketing . Forecasted return on investment, used as a
metric to gauge the efficiency of marketing, is beneficial in revising
marketing budgets and adjusting costs to improve the overall yield.
Conceptualizing, creating, and coordinating the execution of
marketing programs. Account for all marketing activities. Clearly
define objectives for using various marketing channels. Identify target
audiences at a micro-level. Design the sales messages. Package these
messages into advertising and other marketing campaigns. Enroll
service providers. Determine the choice of media channels on the
basis of Analyze customer and market intelligence analysis [10106]
and the Define the channel strategy [10122].

Definition
Creating a set of general objectives that the organization aims to
achieve through the use of various media vehicles, for its marketing
efforts. Outline the intention and purpose in using certain media
channels for the marketing and promotion of its products/services.
Create a media plan with specific goals for media channels.
Enrolling the services of certain media providers, who employ

marketing channels that are appropriate for target audience. Analyze
vendors over several criteria, including channels appropriate for these
populations, price points, turnaround time, reliability, quality of
deliverables, etc.
Developing and delivering advertising messages to the target

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

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

Definition
Determining and maintaining a pricing mechanism based on
forecasted sales and that enables a pricing equilibrium for the
lifecycles of products/services. Create a pricing mechanism, factoring
in attributes relating to the market, customers, sales, and the cost of
production. Implement this pricing mechanism over all
products/services. Analyze its performance, and adjust accordingly.
Determining the production and distribution costs for each product or

service, and each channel or method as factors in determining overall
pricing.
Introducing financial inducements, such as discounts, to distributors,
resellers or vendors as a motivation to prioritize selling company's
products or services over those of its competitors.
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.
Managing schemes that offer lower pricing for a limited time as a

promotional and sales incentive when launching a new product or a
service.
Determining the optimum consumer pricing for each product or
service at the point of sale, based on production and distribution costs
and estimated sales volume.
Assigning new prices or pricing adjustments to products or services to
replace the original base prices. Update the prices in product catalogs
and databases, and disseminate the information through all involved
distribution and marketing channels.
Obtaining internal price approvals and governmental approvals that
are required for licensed products and for products that can be
reimbursed by the government.
Conceptualizing, testing, and 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. Purchase lists, consult with social media
experts, hire seasonal staff, or pay for additional research.

Definition
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.
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.

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

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

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

activities as well as refining them. Include the best practices and
value-enhancing attributes identified in Refine promotional activities
[10171] into similarly planned schemes, programs, and campaigns.
Adjust promotional activities to further increase the effectiveness of
the overall promotional efforts.
Collating all customer-centered metrics. The objective is to create a

big-picture view of the customers' mindset and their behavior
pertaining to the organization's offerings.

Definition
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.
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.

Definition
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.
Reviewing and responding to customer feedback. Create tickets to

initiate bug fixes or to propose feature updates. Monitor and track
progress.
Following postings on social media to promote offerings, raise brand
awareness, interact with customers, increase customer engagement
and brand loyalty, respond to queries, gauge sentiment regarding
company's products or services, and to derive customer insight.
Examining user activity on company, vendor or reseller websites to
improve traffic on and to the website, improve user experience on the
website to simplify purchasing process and encourage repeat
purchases, and to increase the site's visibility in search engine results.
Various metrics can be used to measure user activity, such as number
of users who are new, returning or unique, time spent on page,
session duration, bounce rate, click through rate, conversion rate, and
others.
Conducting analyses to uncover customer purchasing habits. Detect

patterns and categorize users based on similar characteristics and
behaviors, demographic information, geographic location, search
history, etc.
Creating formulas for personalized offers, purchasing
recommendations and targeted advertisements for customers on the
basis of previously detected purchase patterns [16615].
Analyzing how well the targeted offers perform to see whether they
result in an increased conversion rate. Reanalyze the purchase
patterns or modify those business rules that are produce effective
recommendations.

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

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

audience. Create trial runs using techniques such as focus groups of
the final product, wrapped and bundled.
Implementing the final packaging. Put into action the packaging
strategy in light of the insights accumulated from testing various
options.
Fine-tuning the packaging that has been developed and tested using
insights gleaned from feedback.
Creating descriptions of products that are promotional and informative
in content in order to initiate and increase sales. Marketing content
consists of text, and optionally, images.

Definition
Producing or overseeing the creation or acquisition of photos, images
and graphics for a product description, advertisement or a website.
Like the copy [18131], product images are chosen and edited to
enhance the product description and to convince consumers to
purchase the product.
Authoring or overseeing the creation of the textual portion of a

product description, advertisement, or web page, including the
headline, body, product attributes, and brand or advertiser
information. A copy is designed to provide information about the
product and to catch and hold the interest of prospective buyers long
enough to persuade them to make a purchase. The copy of a website
is called its content.
Developing concrete plans for guiding and providing support to the

sales function. Chart a road map for the sales function, including an
analysis of historical sales data to create forecasts for anticipated
sales, forming sales targets, forging partnerships with other economic
agents to boost sales, devising a budget for this function, and
determining metrics to measure customer management activities as
well as progress in achieving sales targets.
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.

Definition
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.
Cultivating an alliance of partners by identifying, analyzing,
negotiating, and managing partnerships with other economic agents.
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.

Definition
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.
Implementing category management strategies for customers through

the use of consumer insights and understanding of customer specifics.
Develop consumer and channel insights. Establish long term
strategies, objectives and targets across the brand.
Establishing business-to-business marketing campaigns and financial
incentives for wholesalers, dealers, distributors and other
intermediaries that the company uses to distribute its products or
services.
Arranging meetings with trade partners to coordinate logistics,
manage critical resources, resolve bottlenecks, and schedule urgent
or time-sensitive matters.

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.
Setting up strategic alliances with key trade partners and ratifying

partnership agreements.
Combining scheduled promotional, category management and trade
marketing events into unified timetables. Update the calendars.
Register new events.
Establishing long term customer sales plans to assess current sales
and to determine future sales objectives, strategies for achieving the
goals, and available resources.
Sending invitations and distributing information about upcoming
events to customer teams and other involved entities.
Setting up a financial plan for the sales function. Calculate the
estimated sales revenue and costs, which helps in calculating the
overall net profit. Create a sound plan for resource outlay by
comparing the forecast with historical data.
Determining the percentage of total sales volume in the market for a
particular product.

Definition
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).
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.
Establishing specific quantitative and qualitative measures of realizing
sales targets. Create sales targets by analyzing historical sales data
and comparing the forecasts to results, in light of customer and
market intelligence. Examine the performance of sales personnel in
light of market opportunities. Based on this review, establish sales
targets along with metrics to quantify these goals, corresponding with
the overall business strategy.

Definition
Identifying the appropriate measures that can represent key attributes
of the customer management function. Select measures to track
customer activity, feedback, satisfaction, organizational
responsiveness to customer needs, and general data on how the
organization is managing customer accounts, leads, and contacts.
Build on customer and market intelligence to identify metrics gauging
aspects related to customer management. Select measures based on
the nature of the business, the type and size of customer base,
strategic goals, and the model used to structure sales and customer
relationships.
Selling products/services. Set appropriate customer expectations.

Work with customers using the same schedule that product/service
development, production, and customer service functions follow.
Manage sales personnel and sales partnerships/alliances.
Generating leads of prospective customers to grow the organization's
business. Identify viable customers based on customer and market
research. Discover leads through IT applications, cold calling,
reference/network development, or other sales and business
development techniques. Employ a scoring model qualify the
prospective customers into leads, and prioritize them.
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
Reviewing the set of potential customers and sales opportunities.
Approve the leads that meet company requirements on new
businesses.
Aligning sales leads with business objectives.
Creating plans about how to close leads and win sales opportunities.
Overseeing and planning the acquisition of new customers.
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 the entire sales process, from using leads to open sales to
closing sales and creating records. Govern all sales activities. Make
sales calls based on leads and preparatory work (drafting terms of the
sale, creating proposals, suggesting prices, etc.). Close the sale, along
with any administrative activities related to data entry and the
processing of the sale.
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.
Arranging and leading meetings, seminars, workshops and training
events with customers to educate them about current offerings, best
practices and technological advances to provide more value to
customers and to increase their attrition and loyalty.
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.

Definition
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.
Managing the customer's expectations, with the intent of responsibly
increasing the sale of the organization's products/services. Create a
systematic method for governing sales, using sales forecasts and
customer management measures. Develop a blueprint to manage
relationships with customers and the data it holds on them, as well as
the sale of its products/services to these customers. Devise a recipe
for handling the organization's key customers in order to manage their
expectations with tact and responsibility while maximizing revenue.
Choosing principal clients that are vital for the company.

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.
Handling the accounts of important 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.

Definition
Gathering the data about customers. Combine the information
available locally with the data obtained from external sources.
Eliminating redundant information in customer data.
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.
Accepting procurement proposals.

Clarifying the details about procurement requests, such as the scope,
timeline, data sources, type and characteristics and evaluation criteria
for the goods or services to be delivered, and any additional terms,
conditions or special requirements.
Evaluating individual price and delivery solicitations for their strengths
and weaknesses. Analyze how closely the submitted bids respond to
the requirements outlined in the RFPs.
Comparing the proposals submitted by different bidders in terms of
cost, efficiency and value.
Assessing the business strategy, forecasted performance, financing
and cash flow of the proposals.
Deepening knowledge about the customer's field of operation and
business needs.

Definition
Creating a plan with detailed steps about how produce and deliver the
goods or services.
Determining the needs for internal resources and vacancies.
Establishing predicted delivery costs, fees and timelines.
Reviewing profitability data. Analyze systematically all relevant
metrics and parameters. Report findings and make recommendations
for changes to operational strategies.
Overseeing the internal review process.
Obtaining required company-internal authorizations.
Delivering the proposal to the potential client.
Amending bids, proposals or quotes with more accurate time, cost or
delivery estimates.
Handling proposals depending on whether they were accepted or
rejected.
Taking, receiving, processing, and acknowledging new customer
orders or amendments to outstanding customer orders. Monitoring
status from order receipt to customer delivery/customer invoicing.
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.
Managing essential information of customer accounts.

Obtaining detailed information about customers.
Altering information about involved parties.
Documenting address information.
Documenting contact information.

Definition
Providing information about important business rules regarding
communicating with customers.
Revising information about involved parties.
Dismissing information about involved parties.
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.
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.

Definition
Attending to any queries received from the customers, even after a
sales order has been serviced. Deploy ad hoc personnel for managing
these enquiries.
Managing the organization's partners and alliances, with the objective
of maximizing revenue. Train partners regarding the organization's
portfolio of products/services. Craft sales forecasts. Examine their
performance. Manage all data held by the organization on these
partners.
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.
Provide training and certification to develop strategies for marketing-

driven sales.
Reviewing, processing and issuing certifications and accrediting skills
and competencies.
Backing sales partners and strategic alliances.
Distributing marketing materials and sales brochures to entities that
the company partners with.
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.
Estimating the sales enabled by the partners/alliances. Bear in mind
any historical information on this subject. Analyze the capabilities of
these partners, their extent of customer engagement, reputation,
history with selling similar products/services, etc.

Definition
Agreeing to a compensation structure for awarding commissions to
the organization's partners/alliances. Select a methodology for
awarding commissions, such as offering commissions for units sold
per quarter or as a percentage of the margin over the cost of
production. Set equitable figures for the direct compensation.
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.
Performing supply chain activities include planning supply chain,
procuring materials and services, and managing logistics.
Creating strategies for production and materials. Handle the demand
for the products of the organization. Develop plans for handling
materials. Develop and administer the schedule for master
production. Plan for distribution requirements and its constraints by
reviewing and assessing distribution policies and performance and by
establishing quality standards and procedures.
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.
Designing rules and regulations pertaining to the expenditure incurred
in acquiring or upgrading the existing stock of manufacturing capital.

Definition
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.
Establishing or prescribing methods to be followed routinely for the
performance of designated operations or in designated situations.
This may include step-by-step instructions to help workers carry out
complex routine operations. The goal is to improve efficiency, quality,
and uniformity of performance, while reducing miscommunication,
failure, or rework.
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.
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.
Developing a scheme that allows for advance planning for the
availability of raw materials and spares. Start with an unconstrained
plan, and refine based on supply chain realities by identifying critical
materials required for production, checking material specifications,
and collaborating with all vendors over the supply.
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].

Definition
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.
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.
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
Create representative logical system that provides the framework to
attain strategic objectives based on resources, product volumes, and
processes. Provides the general sequential flow and capacity
requirement relationships among raw materials, parts, resources,
finished products, and product families.
Creating the plan for internal activities such as production, inventory,

and staffing. Include forecasted quantity of items to produce based on
inputs from sales planning, demand planning/forecasting, and supply
chain partners.
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.
Evaluate constraints, needs, parameters, and conditions for physical
storage and retrieval of components or products for future use or
shipment in a storage facility within a certain timeframe.
Interact with the concerned authority at the destination to reach a
specific figure that correctly represents requirements.

Definition
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.
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.
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.

Definition
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.
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.
Determining potential constraints for physical storage and retrieval of
components or products in a storage facility within a certain
timeframe. Consider factors such as the building shape, height,
capacity, door locations, lift equipment, automation, 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.

Definition
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.
Creating a plan for procuring materials and services. Develop
strategies for sourcing materials and services. Choose the most
appropriate suppliers, and develop contracts with them. Order the
materials and services as per the requirements. Manage relationships
with suppliers.
Creating strategies for procuring materials and services from various

sources, and for managing and evaluating categories. Establish a
procurement process that describes the approach for obtaining
products and purchasing activities. Evaluate the sources. Create
sourcing relationships in order to continuously improve. Re-evaluate
purchasing activities.

Definition
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.
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.

Definition
Deploying a strategic sourcing methodology to segment the majority
of organizational spend based on external supply markets (versus
individual suppliers or internal stakeholders) to reduce the cost of
buying goods and services, reduce risk in the supply chain, and
maximize value delivered from the supply base. This approach
typically includes cross-functional management of categories,
examining the entire category spend, how the organization uses the
products or services within the category, the marketplace, and major
suppliers.
Evaluating supplier options to select the most effective and efficient

suppliers. Validate selected suppliers. Establish and manage supplier
contracts.
Evaluating the pros and cons of various suppliers. Choose the most
appropriate and cost-effective suppliers on the basis of their material
quality, delivery schedules, and costs.
Validating the supply sources, and provide certification as an official
supplier.
Legally binding suppliers with the company. Negotiate contracts
individually with all the suppliers that include the promised material
delivery, the delivery dates and duration, etc.
Keeping contracts up-to-date with routine evaluation. Maintain order
and discipline with the contracts in order to avoid any loss of
information and mishaps.
Creating and approving requisitions and distributing purchase orders
accordingly. Hasten the procurement process to satisfy internal needs.
Handling operations related to processing/reviewing the requisitions.

Establish and maintain procedures for the initiation, authorization, and
processing of purchase requirements to procure products/services.
Approving requisitions for materials and services. Examine distributor-
specific requests, and validate them individually.

Definition
Requesting quotes from suppliers. Use a request for quotation (RFQ)
to invite suppliers into a bidding process for specific
products/services.
Creating and placing the orders for purchasing materials and services
from suppliers. Analyze vendor quotes. Choose the most cost-effective
vendors. Create vendor-specific orders. Distribute them in order to
initiate the purchasing process.
Accelerating the purchase orders in order to fulfill the internal needs
(for raw materials) depicted through inquiries.
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.
Collecting and analyzing new information in order to track and rate
suppliers through a supplier information management system.
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.)
Track the performance of the suppliers on product quality. Use this

information to further improve sourcing and supplier performance.

Definition
Processing and delivering the finished goods manufactured by the
organization. Schedule the production of products. Execute the
product production activities. Perform tests to oversee and ensure
quality of production. Maintain records of the production process.
Track lots.
Scheduling the production of final products. Generate a detailed

schedule plan. Create and release production orders and lots.
Schedule the planned and unplanned maintenance orders.
Creating a representation of plant facilities to optimize material flow,
resource utilization, and logistics for all levels of plant planning from
global production facilities, through local plants, to specific lines and
enabling the comparison of production�alternatives,.
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.
Scheduling planned maintenance of the production equipment.

Definition
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.
Manufacturing the product. Convert the raw materials to develop

consumer-ready products. Manage the raw materials to implement the
detailed production schedule. Reproduce the defective items to
ensure efficiency. Benchmark performance.
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.
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.

Definition
Integrating different resources in the production process: material,
personnel, equipment, robotics, etc. Includes automating and
controlling the plant, performing advanced process control and real-
time optimization. This activity also includes managing plant alarms
and alerts.
Creating and applying technology to monitor and control the

production and delivery of products and services. Automation involves
a broad range of technologies.
Including a broad range of techniques and technologies implemented
within industrial process control systems that are routinely reviewed,
audited, and improved, advanced process controls typically address
particular performance or economic improvement opportunities. An
advanced set of process control measures can be used to reduce
variation and identify primary improvement options. Results of
analysis are fed back into process design for incorporation into
production.
Helping organizations increase performance and efficiency, real-time

optimization is a category of closed-loop process control that aims at
optimizing process performance in real time for systems. It is normally
built upon model-based optimization systems and is usually large
scale. Real-time optimization automatically detects errors, and can
modify and eliminate both random and non-random errors, as well as
analyze and monitor all systems involved.
Applying human factors and instrumentation engineering and systems

thinking to manage the design of an alarm or alert system to increase
its usability. Typical challenges include having too many alarms in a
plant, poorly designed alarms/alerts, improperly set alarm/alert points,
unclear alarm/alert messages, etc. Poor alarm management is one of
the leading causes of unplanned downtime.

Definition
Analyzing and benchmarking the production process to judge its
effectiveness and efficiency. Create production metrics to numerically
calculate the performance of the production process.
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.
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.
Selecting a set of elements from a product lot to draw conclusions or
make inferences about the quality of the product lot from which the
sample is drawn. Sampling is frequently used because gathering data
on every product produced by a company is often impossible,
impractical, or too costly to collect.
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.
Managing and monitoring the occurrences of problems with a process

or product. It is important that nonconformance occurrences are
tracked in a standardized way so the data can easily be reviewed to
assess the impact of the problem. Ongoing analysis of trends in
nonconformance gives an organization the ability to make process
changes to reduce the incidence and cost of nonconformances.

Definition
Using a technique that helps people answer the question of why a
problem occurred in the first place. It seeks to identify the origin of a
problem using a specific set of steps, with associated tools, to find the
primary cause of the problem to determine what happened, why, and
how to reduce the likelihood that it will happen again.
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.
Administering and overseeing all activities related to logistics and
warehousing. Outline and establish a strategy for the logistics
function. Plan and administer the flow of inbound materials.
Administer the operational activities of warehousing and outbound
transportation. Manage reverse logistics including returns and
exchanges.
Outlining the strategy for managing logistics. Translate customer

requirements logistic requirements. Create an efficient logistic
network and outsourcing portions of logistics activities. Design a
logistics strategy that optimizes transportation costs and schedule.
Define key performance indicators.

Definition
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.
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.

Definition
Establish a strategy that includes rules and regulations for the
physical handling, information processing, and disposition of product
and packaging returned by the buyer to the seller or an intermediary.
Include return approval, transportation coordination, advance
communication, product tracking, receipt, disposition of the return,
and processing warranty claims in the strategy.
Creating and executing a strategy for all the internal activities related
to the flow/transfer of inbound materials. This process includes
planning inbound material receipts, managing inbound material flow,
monitoring inbound delivery performance, managing the flow of
returned products, controlling the quality of returned parts, and
salvaging or repairing returned products.
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.
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.
Implement a checks and balances system to verify that returned parts
meet acceptable quality standards to determine appropriate
disposition activity.
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.

Definition
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.
Tracking the inventory deployment. Accept and store products. Ship

the products. Measure the accuracy of the inventory. Assess the
performance of the outsourced logistics activities.
Tracking the logistical act of delivering or releasing an inventory item
or entity to targeted end users. Track how much inventory has been
deployed at all the distribution centers, individually.
Coordinating the incoming inbound materials/products. Accept the
delivery of these materials and the subsequent storage. Track them at
the warehouse/distribution center.
Keeping track of the availability of different materials/products at the
warehouse and distribution centers.
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.

Definition
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.
Shipping items from one warehouse to another in a multi-warehouse
environment. A warehouse transfer is typically handled electronically
in a system designed to replicate the physical processes involved with
transferring items from one warehouse to another.
Creating a plan that specifies the schedule and system for
transportation and delivery of the outbound products, as well as
tracking the performance of the carrier delivery system. Conduct
vehicle management and processing of all carrier-related documents.
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.

Definition
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.
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.
(e.g. interest / fees/ tenure / structure)
Rendering service to the customer by initiating, executing, and
completing tasks associated with service delivery.

Definition
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.
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.

Definition
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.
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.

Definition
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.
Managing customers before and after the delivery of services. This
includes developing and planning customer service practices with an
eye on steering processes relating to inquiries after sales, feedback,
warranties, and recalls.
Defining a plan that removes customer obstacles by gathering
operational insight and competitive insight, as well as improving soft
skills and forward resolution for employees. Develop customer
segmentation. Define rules and regulations for customer service.
Establish service levels for customers.
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.
Establishing and refining procedures for customer service and
technical support.
Outlining the framework of policies and methods for developing
customer service strategy. Establish the rules and regulations that
serve as a guideline for the customer service strategy. Take into
account customer needs and behavior.
Determining and implementing levels for customer services.
Benchmark certain customer service practices, and base customer
level services on those benchmarks. Create a service level
agreement, which is a negotiated agreement designed to create a
common understanding about services, priorities, and responsibilities.

Definition
Determining the exact terms and conditions under which specific
warranties apply to certain goods or services.
Establishing warranty policies to assure customers that the company
will guarantee its warranties that it issues.
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.
Negotiating with manufacturers and dealers the obligations of each

party in upholding warranties.
Informing customers about warranties that apply to promoted
products or services.
Communicating rules and updates via training manuals for new
products and training resources.
Establishing procedures to handle recalls of defective products.
Planning and administering work force operations for customer
service provision by taking care of customer services
requests/inquiries, as well as the complaints.
Creating and administering the work force deployed for the customer
service process. Forecast the customer work force needs to correctly
schedule the work force. Track the utility of the work force deployed.
Examine the interactions between the customer and customer service
representatives to achieve high quality.

Definition
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.
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.
Handling the requests and inquiries from customers that seek
information regarding the organization's products/services. Obtain the
customer requests online and by phone. Direct these requests to
higher-level representatives. Approve requests, and respond to
customers.

Definition
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.
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.
Obtaining customer complaints online or by phone. Direct these
complaints to higher-level representatives as appropriate. Resolve
them. Respond to customers.
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.

Definition
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.
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].)
Analyzing complaint logs to provide input for continuous service

improvement and customer profiling.
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.

Definition
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.
Filing product registrations.

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.

Definition
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.
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. 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.

Definition
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].
Arranging the returns of recalled products to suppliers.
Validating specific service requirements for individual customers.
Determine and schedule resource to fulfill these requirements. Provide
service to specific individual customers. Ensure the quality of service
delivery.
Acquiring or soliciting information about specific service requirements
for individual customers through the customer service function.
Obtain information about customer specific requests, process these
requests, and create customer profiles to generate a service order.
Soliciting or acquiring information using various sources such as

databases, customer interactions, and customer request forms. Hand
them further up the hierarchy to deal with them. Categorize the user's
request, determining if the request is supportable and prioritizing the
request.
Documenting the individual customer service requirements solicited,

along with personal information of the customers, in order to generate
customized profiles that hasten the delivery process.
Designing a short-term agreement between the service provider and
customer. One-time services are ordered by the service recipient and
resource-related billing is performed upon completion. Use the service
order to document service and customer service work.
Determining and scheduling the resources required to fulfill customer
service requirements. Create a detailed schedule about the service
orders and development of these service orders.

Definition
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.
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.
Guaranteeing the quality of service provided to customers. Identify
the successful and unsuccessful orders along with the service failures.
Collect customer feedback. Process the feedback to ensure the quality
of service in the future.
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.

Definition
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.
Removing defective products from the distribution chain. Participate in
audits from watchdog agencies.
Commencing the removal process of defective products.
Performing risk analysis. Identify all dangers, evaluate how probable
they are, and what kinds of negative results or or adverse side effect
they carry.
Handling communications that are related to product recalls.
Creating and delivering reports to regulatory agencies to provide
details about handling product recalls.
Analyzing the effectiveness of product recalls.
Ending product recalls, communicating to the public and filing reports.
Calculating and assessing the operational activities of the customer

service function. Evaluation is achieved through the customer
requests/inquiries handling process, the customer complaint handling
process, and product and services quality. Examine activities to
ensure high levels of customer service.

Definition
Calculating satisfaction levels of customers by effectively evaluating
the process of handling requests/inquiries of customers. Effectively
calculate the performance of customer-requests/inquiries handling
and resolution. Obtain information regarding requests/inquiries
handling and resolution through customer feedback. Use it to explore
new ideas and opportunities for enhanced customer requests/inquiries
handling and resolution process.
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.
Measuring the satisfaction level of customers as pertains to how their
complaints are handled and resolved. This process element requires
the organization to estimate the customers level of fulfillment with the
process reconciling their complaints and towards the objective of
ensuring customer retention. The feedback received can be used to
develop concepts for new opportunities to boost the level of customer
satisfaction.
Requesting customer feedback on the process of handling and

resolving customer complaints. Obtain information about the
effectiveness and performance of the customer complaint handling
process from the customers through various means (e.g., online and
by phone).

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.
Calculating satisfaction levels of customers with products/services.
Obtain customer feedback on products/services, as well as the
effectiveness of the advertising campaigns. Examine this information
to reach meaningful conclusions, which could then be used to
enhance the customer service operations.
Obtaining customer feedback/review on the quality and utility derived

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

Definition
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.
Assessing the cost and effectiveness of warranties.

Evaluating how satisfied customers are with how product warranties
are managed and resolved.
Comparing warranties by using using applicable metrics to see how
they are handled and resolved. Develop and submit reports that
summarize significant conclusions.
Determining how warranties and warranty management can be made
better and more efficient.
Finding ways to phase out unused or seldom used warranties.
Reviewing and assessing claims that contain deliberately incorrect
information or that have been submitted with the goal to deceive the
system.
Reviewing customer service feedback to identify areas in which
improvements can be made. Engage with management to discuss
issues.
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
Creating a long-term plan to associate human resource requirements
with the strategic goals of the company to ensure that there is enough
qualified staffing to achieve those goals, to maintain competitive
advantage and to reduce employee turnover.
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, maintaining and communicating company's reputation and
values to keep current employees and attract potential hires.
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.

Definition
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.
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.

Definition
Conveying the plans for HR function to stakeholders. Ensure that the
HR plans and strategy are effectively communicated to the people
who can affect or be affected by the organization's actions, objectives,
and policies such as the creditors, shareholders, employees, and
suppliers. Provide regular updates to these stakeholders to ensure
effective communication.
Reassessing the strategies, plans, and policies of the HR function, with

the objective of revising them. Revisit the schematic plans for the HR
function. Taking stock of any suggestions or feedback from the
stakeholders, revamp the blueprint of HR strategies and plans.
Creating and implementing the tools for managing the competency
levels of HR. Design a model for integrating HR planning with business
planning. Assess current HR capacity based on the competencies
against the capacity needed to achieve the vision, mission, and
business goals of the organization. Consider factors such as employee
development, career path, compensation policies, and performance
management.
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.
Designing a program to systematically introduce newly hired

employees to the organizational culture of the company.
Managing the orientation and training of new employees about the
organizational culture of the company.

Definition
Assessing the performance and effectiveness of employee on-
boarding program. Examine the performance of on-boarding program
through feedback and reviews from the new employees. Create web
and written forms. Obtain information through face-to-face
discussions.
Bringing the employee on-boarding program into effect. Implement

Create/Maintain employee on-boarding program [10474]. Conduct
training sessions and employee engagement programs.
Defining individual performance objectives. Review performance in
order to provide appraisals. Evaluate the efficiency and effectiveness
of the current performance program. Update it regularly.
Outlining the objectives for employee performance. Establish key
performance objectives and measures such as customer-focus
objectives, financially focused objectives, and employee growth
objectives.
Refurbishing, appraising, and managing the performance of
employees. Create performance reviews for all the employees by
qualitatively and quantitatively measuring them. Use the reviews to
provide performance appraisals. Monitor under-performing employees.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.
Managing activities centered around 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.

Definition
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.
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).

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
Developing goals to define IT vision. Define and document ideas,
direction, and activities which enable information technology to reach
these goals.
Defining a roadmap to meet organizational expectations from
information technology 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.
Defining the expected demand and usage of information technology
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.

Definition
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.
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.

Definition
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 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.
Maintaining and documenting commitment of service to staff for
information technology 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.

Definition
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. Create a plan to create services and solutions, conduct
daily operations, and train new employees.
Understanding the environment of staff dependent on information
technology. 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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
Creating and publishing high level statements of the fundamental
values (principles) based on the organization's objectives that guide
Information Technology 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 is used within an organization.
Implementing strategy for designing, delivering, managing, and
improving the way information technology 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.
Identifying operating and process requirement for designing,

delivering, managing, and improving the way information technology
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.

Definition
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 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 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 performance
measures to ensure timely completion, and that quality assurance is
met at all steps of IT services.
Checking and analyzing predetermined financial targets and timelines
of IT management system. Monitoring their profitability, feasibility,
and consistency. Study the revenues generated.

Definition
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 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.
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.

Definition
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 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 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.
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.

Definition
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.
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.

Definition
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 services.
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.

Definition
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.
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.

Definition
Identifying and examining security controls for physical environment
of information technology 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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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 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.
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.

Definition
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
Combining the newly built IT component along with IT services in
order to gain optimum output.

Definition
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 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.
Evaluating the impact (pros and cons) of IT services deployment.

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.
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.
Evaluating for any kind of risks or threats which could be caused due
to IT change/release deployment.

Definition
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 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.
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.

Definition
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 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
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
Follow processes and procedures to escalate IT requests to required

levels for resolution or effective decision making when necessary.

Definition
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.
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].)

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
Establishing policies and procedures to prepare financial statements,
including methods, measurement systems, and procedures for
providing disclosures.
Creating a written copy of agreed-upon procedures for preparing
financial statements, and making them available to the public.
Implementing parameters for accounting. Apply set conditions for any
approval process.

Definition
Establishing processes and procedures to exercise financial control
and accountability. Record, verify, and report transactions that affect
revenues, expenditures, assets, and liabilities.
Applying basic principles, concepts, and accounting practices in
recording and preparing final accounts, and using accounting
information in management.
Preparing trial balance account from general ledgers. List all accounts
used in the general ledger. Alter accounts according to business
requirements.
Making ledger and trial balance accounts from journal entries. This
process requires the organization to record every transaction into
accounts done by business. It is a base documents for preparing final
accounts of company.
Allocating funds across functions. Apportion funds in line with the
budgets created. Formalize allocations in centralized internal records.
Checking accounts separately for a parent and subsidiary company.
Manage relationship between a parent company and subsidiaries.
Document intercompany transactions in separate financial
statements.
Updating journal entries to adjust the balance of income and
expenses at the end of an accounting period.
Reviewing general ledger accounts for a parent and subsidiaries
companies. Validate the integrity of account balances on the
company's general ledger of accounts. Review and compare general
ledger accounts balances with source documents to ensure that
balances match.
Aggregating different processes in the business. Eliminate

discontinued processes.

Definition
Balancing debit and credit balances of trial balance to preparing final
accounts. Calculate the total debits and credits in company's
accounts. Correspond the sum of all debits with the sum of all credits.
Adjust entries as appropriate.
Accounting for changes due to country-level policy changes. Record
adjustments made by management in the accounts.
Accounting for long-term and fixed assets. Record purchased, fixed
assets that are not easily convertible into cash. Account for costs,
useful life, resale value, depreciation, and amortization.
Creating rules for fixed assets market valuation. Make rules and
regulations for fixed assets regarding depreciation, provisions, resale,
usage, etc.
Keeping reports up-to-date regarding fixed assets. Create a fixed
assets database detailing price, life cycle, depreciation rate, resale
value, installation information, usage information, etc.
Keeping a summary of sales and purchases of assets. Record any
expenses made for new assets purchased and sales of any old assets
during the fiscal year.
Keeping a summary of expenses for installing and modifying assets.
Record any expenses made for new assets purchased, any expenses
incurred on improvements, the valuation of assets to reach current
market price, and any transfer assets from one location to another
during the fiscal year.
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.
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.

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.
Devising a method to minimize payroll tax liability by means of
allowances, deductions, exclusions or exemptions.
Overseeing maintaining the reduction of payroll taxes [14075].
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.
Handling and authoring credit cards to business entities or for
corporate purchases.

Definition
Developing procedures for using company credit cards. Set or approve
credit limits.
Handling applications credit card applications for business expenses.
Obtaining credit cards for business-related expenses.
Handling credit card accounts of business customers.
Authorizing changes to the available credit advances.
Blocking an existing credit card to disable all future transactions.
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.
Developing and instituting principles that the organization ill use in
making investments.
Maintaining smooth relations with financial investment banks that
help availing loans and services.
Managing and maintaining enough liquidity in form of cash and cash
equivalents in the business to meet urgent and timely requirements
Managing the exposure incurred by the issuer for providing credit to
the borrower.
Tracking loans taken and money invested in different options. Arrange
and supervise loans from banks and individuals and investments in
different available and profitable options.
Arranging and supervising foreign exchange rate changes to avoid
loss on foreign-currency transactions.

Definition
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.
Collecting and storing data that pertains to interest rate markets.
Identifying potential interest rate risks for all markets.
Deciding the requirements on interest rate investments that are made
by trading in futures or options market, on the basis of the accepted
risk policy.
Performing trading on interest rates.
Taking care of foreign-exchange risks.
Handling and processing information about changes in foreign
exchange rates.
Establishing potential foreign exchange risks for all currencies.
Deciding the requirements on investments in foreign exchange made
by trading in futures or options market, on the basis of current risk
policy.
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.

Definition
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.
Establishing ongoing risks that the customers face, and the
exceptions to exceeded limits.
Settling cases that involve violations of customer exposure limit.
Handling customer securities to recover loans that are not paid back.
Conducting reviews to assess customer credit on a yearly basis.
Introduce changes or make recommendations, if needed.
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].
Evaluating investments made in some market to offset the risks of
investing in a contrary or opposing market.
Determining which hedge options to execute.
Closing out a position or cashing in derivatives early.
Preparing and buying derivatives, such as options and futures
contracts, to limit investment risks.
Examining options in the market for hedging investments. Select an
option.
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.
Handling cases that involve financial fraud. Resolve disputes.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
Creating a document assuring that a seller will receive payment when

certain delivery conditions are met. (If the buyer is unable to make
payment on the purchase, a bank covers the outstanding amount.)
Relating to the design, construction, acquisition, and management of
both productive and non-productive assets.

Definition
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.
Recognizing the needs of facility users in order to construct a project
proposal that meets those needs.
Preparing and analyzing different designs for a facility in order to
finalize which design will be the most suitable option.
Evaluating the feasibility of budgets prepared for the construction of
facilities.
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.

Definition
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.
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.
Conceptualizing and realizing dividend and income generating assets
such as machines, tools, factories, etc. Manage steps to acquire
assets including managing capital, as well as planning, scheduling,
and overseeing construction.
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.

Definition
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.
Gathering the required permits for construction from the proper
jurisdiction. This may include inspections during and after
construction to verify that the new asset meets all national, regional,
and local codes.
Designing assets to meet organizational needs as well as ensuring
that the asset adheres to all national, regional, and local construction
codes.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.
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.

Definition
Disposing of waste and hazardous materials as outlined by state,
local, and federal regulations.
Ensuring that an organization effectively manages its risk. Process
groups are aligned with traditional risk management activities.
Creating requisite frameworks and coordinating all risk management
activities for the entire organization and each function. Manage the
enterprise risk by outlining the risk policies and procedures. Monitor
and communicate all risk management activities. Encourage
correspondence among the business units. Manage the risk of all
business units and functions.
Creating an agenda for the rules and regulations of enterprise risk

that deal with hazardous, financial, operational, and strategic risks.
Recognizing the organization's tolerance for risk, given risk-return
trade-offs for one or more anticipated and predictable consequences.
Establishing and maintaining the policies and procedures for
managing risk. Create rules and regulations for enterprise risk dealing
with hazardous, financial, operational, and strategic risks.
Recognizing and implementing tools for managing risk. Identify and
apply enterprise risk management tools. Leverage methods and
processes to manage risks and opportunities associated with business
objectives.
Communicating the knowledge about risk within the organization.
Identify operational risks. Share risk information within the
organization.
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).

Definition
Coordinating to plan, organize, lead, and control the activities of an
organization in order to minimize the special effects of risk on capital
and earnings.
Determining risks that could thwart objectives. Document and
communicate the concern.
Identifying options/actions to enhance opportunities and reduce
threats. Recognize the root reasons of the identified risks.
Developing activities to improve opportunities and lessen threats.
Specify the organization's objectives. Evolve strategies and policies to
attain these objectives. Assign resources to project objectives.
Checking that the blueprint created for managing risk in individual
business units and divisions is correctly effectuated. Validate the
implementation of all activities geared to mitigate risks.
Ensuring risk monitoring and mitigation activities. Monitor actions to
enhance opportunities and reduce threats to project objectives.
Creating a report of activities to address hazard risks, liability torts,
financial risks, operational risks, social trends, competition, etc.
Coordinating risk management activities to improve opportunities and
lessen threats. Specify the organization's objectives. Assign resources
to project objectives.
Checking each business unit's/function's options and activities to
improve opportunities and lessen threats.
Checking the reporting process of each business unit's/function's
options and activities to improve opportunities and lessen threats.
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.

Definition
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.
Evaluating the changing needs for insurance coverage. Research
available insurance providers and offerings.
Executing mitigation plans to improve opportunities and reduce
deviations to project objectives.
Identifying, examining, and recognizing/justifying any improbability in
investment decision making.
Examining the impact of risk activities in order to update the existing
scheme of risk management. Analyze and substantiate the potential
for adverse consequences to occur. Consider the risks associated with
the activity and the methods available to manage those risks.
Creating reports on risk activities, and communicating them to
management. Prepare reports on the potential for adverse safety
consequences.
Executing financial risk management frameworks and policies.
Managing re-insurance through setting up proportional, non-
proportional XL, non-proportional CAT XL and facultative treaty
masters.
Managing steps to confirm enduring compliance to industry
regulations and government legislation.
Developing a set of procedures detailing an organization's progress in
complying with established guidelines, provisions, and legislation.
Creating a standardized approach to ethics and compliance. Have a
programmatic approach for compliance that focuses on the definite
risks the organization faces.

Definition
Implementing standardized for ethics and compliance. Have a
programmatic approach, built from the top down, to enterprise
compliance that focuses on the definite risks the organization faces.
Managing accounts and prepare regular reports on financial
performance.
Managing technologies and tools related to the confidentiality,
integrity, and availability of data in order to ensure the security of the
organization's information.
Obeying laws, guidelines, strategies, and stipulations related to the
business.
Developing procedures and methodologies to comply with relevant
laws and regulations of an organization's obedience to laws,
guidelines, strategies and stipulations related to business.
Determining the regulatory requirements that are most appropriate
for the organization. Identify goals in order to follow the appropriate
rules and regulations, guidelines, and strategies.
Analyzing and overseeing the regulatory environment in order to spot
any changing or emerging regulations. This process element calls
upon the organization to monitor the regulatory environment for any
new statutes, policies, and enactments issued by the respective
government authorities or those which have been updated.
Evaluating current regulatory policies and regulations. Assess their

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

Definition
Monitoring, appraising, and evaluating the compliance position of the
organization in order to fine-tune for effective remediation. Track
efforts for handling regulatory and compliance requirements
necessitated by law. Test the robustness of internal frameworks,
procedures, and approaches for dealing with these requirements, in
order to clearly identify any necessary changes.
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.
Administering the efforts and activities for remediation. This process
element requires the organization to create plans for corrective action
in collaboration with government agencies and pertinent professional
services agencies which specialize in remediation efforts relevant to
the organization's operations. Additionally, the organization needs to
consult experts to validate the plan, determine resources allocation,
resolve any legal concerns, and formulate a company-wide policy for
remediation.
Creating plans for remediation efforts. Make a plan to address a case

of environmental adulteration. Identify and treat the adulteration so
that the area will become operational again.
Discussing and soliciting advice from experts for in order to
incorporate their suggestion (regarding Create remediation plans
[11201]).
Identifying and dedicating the resources for managing remediation
efforts. Discern the resources needed for remediation efforts.
Dispense with resources in a sound and well-reasoned manner.

Definition
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.
Including the processes required to rapidly adapt and respond to any
internal or external opportunity, demand, disruption, or threat.
Develop a more dynamic, strategic, and integrated approach to
managing compliance obligations.
Creating a strategy for rapidly adapting to disturbances. Maintain
continuous business processes and protecting employees, assets, and
overall brand equity.
Developing plans to ensure continuous business operations.
Assessing ongoing activities within the organization that are not
intended to stop except for in an emergency.
Evaluating business operations. Determine which activities generate
revenues, perform best, and provide good returns.
Sharing information about risks and resilience strategies of business
operations across the organization so that prospective risks can be
avoided.
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.

Definition
Creating a strategic management responsibility for integrating
finance, communication, marketing, and securities law compliance.
Allow the most effective two-way communication among the
organization, the financial community, and other constituencies. Enlist
the investor relations function to provide market intelligence to
corporate management.
Building and managing relations with bankers or lenders through

strong products/services strategies that bankers would want to invest
in. Foster a receptive environment for low rates of interest, easy
access to loans, etc.
Creating and maintaining long-term relations with analysts. Involve
analysts in strategy and product decisions in order to elicit valuable
information.
Practicing regular, transparent communication with shareholders
through annual shareholders' meetings, quarterly earnings calls,
shareholders letters, one-on-one emails or calls, etc.
Creating and maintaining relationships with government and industry
representatives.
Persuading public and government policy at the local, regional,
national, and global level (subject to government regulations).
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.

Definition
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.
Cooperating with auditors regarding potential or ongoing inquiries.
Keeping a repository of documents that contain information about the
network of partners, prospects and customers. Keep records up-to-
date with routine reviews and modify as 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.
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.

Definition
Maintaining relations with representatives of the stockholders.
Establish corporate management-related policies and to make
decisions on major company issues. Implement practices designed to
engender communication, trust, and cooperation.
Reporting financial results to management, and releasing results to
the public. Report financial statements, including the income
statement, balance sheet, and statement of cash flows.
Reporting audit findings to management. Practice an internal audit
with criteria for confirming a problem, a description of the situation,
and the root cause of the problem. Make recommendations that
resolve the issue.
Managing legal practices to abide by the law, as well as ethical
practices.
Creating a code of ethics that communicate the organization's
philosophy to employees, vendors, customers, clients, and the public.
Administering the system of rules, practices, and processes through
which a company is directed and controlled. Balance stakeholder
interests including shareholders, management, customers, suppliers,
financiers, government, and the community. Outline a strategy for
achieving organizational goals, from action plans and internal controls
to performance measurement and corporate disclosure.
Creating and applying programs and activities. Encourage the

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

Definition
Employing an internal system or process to identify and reduce the
risk of breaching the Competition and Consumer Act 2010. Remedy
any breach. Create a culture of compliance. Design compliance
programs.
Implementing the established compliance program in order to meet
the government laws and regulations. Create a compliance team that
scrutinizes the rules set out by government bodies such as the
Securities and Exchange Commission.
Managing professionals, sought externally for assistance over legal
and ethical concerns. Administer and oversee assistance from subject
matter experts and professionals for sourcing expert opinion and
counseling over legal and ethical matters.
Examining the problems and deciding the action requirements for
engaging outside counsel. This process element calls upon the
organization to internally analyze the issues for which assistance from
external counsel is needed. Additionally, the organization needs to
break-down the issue, identifying the tasks and exercises where
outside counsel can help.
Recruiting the assistance of outside counsel for any legal and/or

ethical concerns. Engage and/or retain any external counsel sought
from subject matter experts and professionals.
Making a financial plan. This strategy sets out, using figures, an
organization's expected future results. Enlist the finance function to
support work generated by other business functions in order to build
and secure their support for the budget.
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.

Definition
Making payments to legal advisers for their services. Payments
include addressing issues or suits by customers, suppliers,
competitors, bankers, government agencies, etc.
Keeping track of the legal activities and performance of the
organization.
Safeguarding the intellectual property of the organization. This
process requires the organization to protect a wide variety of
intellectual property created by it. It involves creating and managing
non-disclosure agreements (NDAs), following up on current
developments in the areas where the organization holds patents,
tracking the use of the organization's copyrighted material, creating
and upholding licensing terms, and administering policies for
safeguarding intellectual property.
Managing the patents and copyrights already held or sought by the

organization. Administer and oversee applying for, securing, and
maintaining intellectual property rights in the form of patents and
copyrights. Submit applications for such rights. Handle associated
legal issues. Draft and communicate proper attributions. Collect
royalties. Monitor any misuse of the intellectual property rights.
Managing the upkeep of intellectual property rights by creating and

managing a framework of rules, policies, procedures, and restrictions.
Outline a clear policy for any possible scenario of their use by any
external agent.
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.

Definition
Providing legal advice concerning the substance or procedure of a law
in relation to a particular situation.
Negotiating terms to reach a final draft of a contract that is acceptable
to all parties.
Managing a public relations programs through business and
communications skills.
Developing and administering community relations. Establish business
connections with the people constituting the environment the
organization operates in and draws resources from in order to foster
mutual understanding, trust, and support. Create programs that
promote the organization's image in a positive and community-
oriented way.
Developing and managing relations with media. Develop connections

with journalists to solicit critical, third-party endorsements for a
product, issue, service, or organization.
Promoting political security and stability in the regions where the
organization conducts business. Encourage political stability in the
regions where the organization operates. Support civic programs,
citizen engagement, connection platforms, etc.
Developing press releases to communicate developments and
generate interest in the organization.
Issuing press releases to carefully selected media in distribution
channels such as the web, newspapers, and social media.
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.

Definition
Establishing and administering governance for management of the
processes. Outline and manage the frameworks for management of
the processes. Define the business processes. Administer the
performance of the processes. Enhance the business processes.
Defining and managing the organization's approach to governing
business process management. Establish and manage tools to support
the governance process. Assign ownership for all business processes.
Perform activities to administer the governing process.
Outlining and managing the methodology for administering business
process management (BPM). Define the method for setting standards
and priorities for BPM efforts. Identify BPM governance leaders. Define
BPM project participants' roles.
Instituting, organizing, and maintaining the upkeep of the techniques
used for business process management (BPM). Create and maintain
templates of BPM tools that can be readily implemented, including
process engine, business analytics, content management, and
collaboration tools.
Assigning resources (employees) ownership of tasks. These include

the responsibility of identifying, analyzing, and improving business
processes in order to meet the goals and objectives such as increasing
profits and performance, reducing costs, and accelerating schedules.
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.

Definition
Defining and managing the framework that outlines the required
business processes of the organization, key elements, and how they
should interact. Institute strategy infrastructure and product,
operations, and enterprise management.
Recognizing the different functional areas working on the same
project or goal.
Outlining and establishing the business processes of the organization.
Scope, analyze, map, and publish processes for the employees who
may require it.
Defining the extent and limits of business processes. Define the range
and diversity of all the set of activities and tasks that, once
completed, will accomplish an organizational goal.
Assessing and examining the set of activities and tasks that, once
completed, will accomplish an organizational goal. Create a business
process model that captures how a business process works and how
individuals from different groups work together to achieve a business
goal.
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.

Definition
Evaluating and handling the performance of business processes.
Provide training to process owners. Support the execution of business
processes. Measure and report the performance of the business
processes.
Providing training for the employees and process owners that
administer the business processes. Design internal training programs
or source third party agencies to provide the skills and training
necessary.
Assisting and executing the business processes. Use business process
execution language (BEPL), which is a standard, executable language
for specifying actions within the business processes with the use of
web services.
Defining and using performance indicators to consider the financial
perspective, customer perspective, internal process perspective, and
learning perspective of the organization.
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.

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

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

business programs. Monitor key factors such as governance,
alignment with the overall business vision, assurance, and
management.
Managing relationships with stakeholders and partners of the business
programs.

Definition
Administering and implementing business programs. Implement and
execute programs with the intention of improving an organization's
performance. Execute all the individual projects of the program to
ensure the desired success.
Evaluating and documenting the performance of business programs.
Evaluate the performance of the programs. Create reports on the
basis of the analysis. Use performance indicators and metrics such as
desired/achieved goals, completion dates, issues and defects, and
cost effectiveness.
Establishing the scope of the projects. Create plans for implementing

the projects. Initiate projects. Review and report project performance
to management. Close projects.
Establishing the horizons of business projects. Identify the objectives
of the program, along with the resource requirements. Assess the
readiness for the project management approach. Identify
methodologies for project management. Obtain funding. Develop
performance measures and indicators.
Recognizing and defining what the project is ultimately supposed to

do. Specify the capabilities, features, or attributes of the project's
deliverables, as well as any kind of formal documentation.
Identifying the prerequisites of business projects. Identify the people
with appropriate and applicable skills and competencies. Locate
resources such as capital, facilities, equipment, material, and
information required to accomplish the objectives of a specific project.
Evaluating the culture and readiness of the organizational

environment is order to implement the project management
approach.
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.

Definition
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.
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.

Definition
Creating a plan specifying when to initiate the project, and introducing
it to the target audience. Clearly define the project team, objectives,
timelines, and milestone.
Putting the project into position by effectively bringing it into action.
Implementing the business projects of the organization. Evaluate the
impact of project management. Record and report the status of the
project. Manage the project scope. Promote and sustain activities and
involvement. Realign and revamp the project management strategy
and approach.
Assessing the impact of business project management on the

measures and outcomes of the projects. Gauge non-financial
measures, frequency of measurement, action plan, etc.
Recording and documenting the current status and position of the
project. Record and report items such as completed tasks, incomplete
tasks, planned tasks, and problems faced.
Determining and documenting a list of specific project goals,
deliverables, tasks, costs, and deadlines. Use the scope statement to
explain the boundaries of the project. Assign responsibilities for team
members. Set up procedures for verifying and approving the
completed tasks.
Encouraging and sustaining the activities and involvement while

executing projects. Promote the execution activities of the projects.
Encourage employee involvement in project implementation.
Reorganizing and stimulating the approach and strategy for managing
business projects. Make improvements based on the project scope
and on findings from Evaluate the impact of project management
(strategy and projects) on measures and outcomes [11131].

Definition
Measuring the performance of a business project against key
performance indicators including the project scope, schedule, quality,
cost, and risk criteria. Identify any deviations from the plan. Assess
the impact of these deviations on the project, as well as on the overall
program. Report results to key stakeholders.
Settling each contract. Close each contract applicable to the project or

project phase. Finalize all activities across all of the process groups in
order to formally close the project or a project phase.
Managing organizational attributes that are closely associated with
the quality of output. Determine the quality requirements. Evaluate
the correspondence between the quality performance and
requirements. Manage non-conformance activities. Ensure
implementation and maintenance of the enterprise quality
management system.
Determining essential activities, processes, and attributes for securing
enterprise quality. Outline critical characteristics for quality. Outline
activities encouraging the preservation of quality. Create quality
controls. Confirm capabilities in accordance with quality requirements.
Finalize the plan for quality maintenance.
Outlining characteristics crucial for managing enterprise quality.

Translate broad customer needs into specific, actionable, measurable
performance requirements. Define the key measurable characteristics
of key products and processes.
Identifying gaps in customer requirements and determining whether
the gap will be mitigated through preventive Quality activities or
deemed as acceptable risk. The goal of any preventive quality
activities is to create provisions to prevent, control, or reduce the risk
of not meeting the CtQCs. In addition, any standard methodology that
will be used to design or conduct preventive Quality activities are
defined and documented.

Definition
Developing controls for managing the quality of enterprise. Define the
process steps for quality controls and the sampling plan. Identify the
tools and methods to measure quality. Define the competencies
required.
Establishing the steps for developing quality controls. Conduct Alpha
testing. Have the product team conduct rework. Send the
product/service for Beta testing, and carry on rework as needed.
Establishing a detailed summary including measures, on which
material, in what manner, and by whom. Identify the parameters to be
measured, the range of possible values, and the required resolution.
Provide a sampling scheme that details how and when samples will be
taken. Select sample sizes. Assign roles and responsibilities.
Using tools to measure quality. Use tools such as quality improvement

oversight system tool, performance measurement tools, consumer
information models/guides, and validation tools to effectively
determine the quality levels.
Defining the competencies required for developing quality controls.
Define the required competencies including compliance management,
audit management, and document control and document
management.
Demonstrating the ability and capability to confirm and fulfill the
quality requirements in front of customers, managers, employees,
board members, associations, regulatory bodies, and creditors.
Leverage tools and techniques such as process behavior or control
charts, statistical process control, measurement system analysis, gage
calibration management, and process capability analysis.

Definition
Establishing how the critical-to-quality characteristics will be
achieved, controlled, ensured, and managed throughout the lifecycle
of a product/service. Address quality requirements and critical-to-
quality characteristics. Conduct a preventive quality assessment.
Describe how to verify the product/service, verification criteria, and
response to nonconformance. Keep records to demonstrate
conformity.
Analyzing if the performance of the quality plan has achieved the
estimated and desired requirements. Conduct tests against the quality
plan. Assess the results of these tests.
Examining the quality of organizational processes. Conduct tests.
Collect information and data. Record the results of these tests.
Determine the dispositions of the test results.
Evaluating quality performance through periodic or episodic testing
against the established standards for quality characteristics. For
periodic testing, design a schedule with sufficient time to make any
required adjustments to the process or system to maintain the desired
level of quality. For episodic testing, conduct a test whenever a known
non-conformance or fault occurs, which results in outputs or outcomes
known to be unsatisfactory to performance requirements.
Maintaining and recording the results of Test against the quality plan
[17483] electronically and in standard formats. Assign ownership to a
designated function or role.
Deciding whether to take any additional actions based on the results
of quality tests. Initiate a quarantine disposition and relocated
inventory, scrap workflow item and scrap transaction, rework
operation, net-able and nonnet-able items, and the activity list.
Assessing the significance of the sample. Summarize the results of the
test. Recommend improvement actions. Decide what steps to take
next.

Definition
Assessing the significance of the sample chosen for the test in order
to determine whether or not the sample is representative of the larger
output or outcome. Determine if the sample meets or does not meet
the requirements. Identify the conditions for acceptance, rejection,
remediation, and prevention.
Outlining the major facts and figures of the quality test results in order
to provide insights and information. Use charts, tables, statistical test
results, and written findings and conclusions in a summary of results.
Recommending measures for improvement. Assess the summarized

results to identify areas which can be improved. Suggest actions to
management for improving the quality plan basis on the results of the
tests.
Selecting the subsequent actions that the organization can adopt for
improving the enterprise quality. Select measures and recommended
actions for managing the enterprise quality.
Handling any nonconformance activities or events. Assess the
potential impact of the nonconformity. Decide the immediate actions
to take. Identify the root causes. Take corrective or preventive action.
Ensure future conformance.
Analyzing any nonconformance events. Determine the need for
corrective and/or preventative action(s). Leverage root-cause analysis,
risk exposure, and other evaluations to properly review and
approve/reject subsequent actions.
Initiating immediate corrective, preventative, or no action based upon
the impact and likelihood of reoccurrence. Consider cost/benefit, risk
exposure, timing, the assignment of responsibility, and other
pertinent factors .

Definition
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.
Establishing and administering the software that manages content
and business processes for quality and compliance across the value
chain. Define the quality strategy. Plan and deploy the EQMS scope,
targets, and goals. Identify core process controls and metric. Develop
EQMS governance. Assess the performance of EQMS. Encourage
improvements in EQMS.
Outlining the strategy for managing enterprise quality. Define and

formalize quality techniques and standards. Assign responsibilities for
achieving the required quality levels. Standardize the quality
maintenance procedure, tools and techniques, recording and
reporting, the timing of quality maintenance activities, and the roles
and responsibilities for the quality management team.
Establishing and effectively deploying the scope, targets, and goals of

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

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

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

monetary and nonmonetary rewards such as compensation,
vacations, gift cards, and reimbursements to employees in in
recognition of their services, efforts, and achievements in quality
excellence.
Establishing and maintaining partnerships with third-party sources to

achieve quality excellence. Source and evaluate third-party sources
both public and private to ensure that the most effective and efficient
partnerships are formed.

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

organization's already established communication channels.
Ensuring EQMS access to the person in charge of the quality
management process. Establish who has the authority to manage the
EQMS. Ensure access of EQMS to only the person(s) in authority.
Recording and transferring the best practices and proven methods
associated with enterprise quality management systems (EQMS) that
can be leveraged in improving the organization's framework. Record
proven methodologies and approaches with the objective of
communicating them for upgrading, refining, and enhancing the
organization's systems.
Planning, designing, and implementing the change. Ensure

improvement in the change process.
Crafting a plan for implementing change to the organization's multiple
frameworks, systems, and functional areas. Chart a schematic plan
that gives the organization a foundation to shape its change efforts.
Assessing and choosing methodologies to identify, analyze, and
improve existing processes within an organization to meet new goals
and objective. Assess the various methodologies available such as
process mapping, statistical process control, and simulation. Choose
the most appropriate and effective methodology.

Definition
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.
Identifying people exhibit an extraordinary interest in the adoption,
implementation, and success of the change. Engage champions in
each division or team. Define the roles and responsibilities for the
change champions. Determine criteria for selecting change
champions. Provide training sessions to champions. Reward and
recognize champions.
Preparing a design team for implementing change throughout the

organization.
Defining the extent of the area or subject matter that the change
process deals with or to which it is relevant. Establish a set of tools,
processes, skills, and principles for managing the people side of
change to achieve the required outcomes of the change process.
Using graphical and statistical tools such as pareto diagrams, process
flow diagrams, cause-and-effect diagrams, check sheets, histograms,
run charts, and scatter diagrams.
Determining the state or position that the organization wants to be in
after the implementation of the change. Gather necessary information
about the processes, structures, and cultures. Define resource
requirements.

Definition
Looking beyond the immediate consequences of the threat to a
critical asset and placing it in the context of what is important to the
organization. Identify the impact of threats to critical assets. Create
risk evaluation criteria. Evaluate the impact of threats to critical
assets. Incorporate probability into the risk analysis.
Evaluating the culture within the organization. Adopt a quantitative,

multidimensional measurement approach of an organization's culture
and the aspirations for it. Diagnose cultural activities, enhance
leadership sections. Integrate cultures.
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
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.

Definition
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.
Creating knowledge bases and other repositories to preserve and
develop company expertise, and to train new employees.
Designing new policies, procedures, and guidelines to support
knowledge management.
Creating a model to describe resources and approaches to
organization's knowledge management. Establish standards and
guidelines to be followed.
Implementing new policies, procedures, and guidelines to support
knowledge management.
Using existing technologies to improve organization's knowledge
management processes. Research available third-party offerings.
Develop proprietary solutions. Employ knowledge engineers, data
scientists and other relevant personnel.
Creating metrics that can be used to systematically describe KM
approaches and capabilities. Choose applicable scales, benchmarks
and units of measure. Determine required precision and error rates.
Developing resources for improved knowledge management and
knowledge engineering.
Leveraging KM evaluations and identified gap to enhance existing
approaches.
Developing awareness about available knowledge bases and
promoting their use to maximize their impact.
Augmenting available resources to better leverage the offerings of the
organization to serve existing clients and to expand the client base.
Creating and administering a strategy to manage organizational
performance. Benchmark the performance of the internal processes,
as well as the organization as a whole.

Definition
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].
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.

Definition
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.
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.

Definition
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.
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.

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

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

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

pollutants through increased efficiency in the use of raw materials,
energy, water, or other resources. Implement a program to inspect
facilities that store, manufacture, or use hazardous, toxic, or polluting
materials.
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.
Creating new and improving existing analytical capabilities to
enhance data management pipeline.
Creating theories that explain empirical data. Use the hypotheses to
guide feature selection in the process of data collection.

Definition
Gathering and harvesting structured and unstructured data from
disparate sources. Clean and pre-process data. Remove duplicates.
Convert to a uniform format to make records comparable.
Conducting data analysis. Choose statistical algorithms that best
reveal patterns and trends in the data. Compare with hypotheses and
time series forecasts. Determine error rates and significant outliers.
Summarizing and documenting the results of data analysis. Create
graphs and visualizations to illustrate numerical findings to make
them more accessible to readers.
Determining the steps that need to be taken to correct the
shortcomings.

Process
Element Hierarchy
ID ID Process element Metric Category Metric ID
10002 1.0 Develop Vision and Strategy Process Efficiency 101337
10002 1.0 Develop Vision and Strategy Process Efficiency 101339
10003 2.0 Develop and Manage Products and Services Cost Effectiveness 100026

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Cycle Time 100193

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Process Efficiency 100184

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Staff Productivity 105510

Process
Element Hierarchy

Process
Element Hierarchy
10003 2.0 Develop and Manage Products and Services Supplemental 101998
Information
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Process
Element Hierarchy
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Process
Element Hierarchy
Information
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Information
Information
10004 3.0 Market and Sell Products and Services Process Efficiency 100511

Process
Element Hierarchy
10004 3.0 Market and Sell Products and Services Supplemental 101926
Information
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Information
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Information
Information
Information
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Process
Element Hierarchy
Information
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Information
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Information
Information
10007 7.0 Develop and Manage Human Capital Cost Effectiveness 106545

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10007 7.0 Develop and Manage Human Capital Cycle Time 106030
10007 7.0 Develop and Manage Human Capital Process Efficiency 101031

Process
Element Hierarchy
10007 7.0 Develop and Manage Human Capital Staff Productivity 107206

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

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10007 7.0 Develop and Manage Human Capital Supplemental 101435

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Element Hierarchy
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Process
Element Hierarchy
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Process
Element Hierarchy
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Process
Element Hierarchy
10012 12.0 Manage External Relationships Cost Effectiveness 106527
10012 12.0 Manage External Relationships Cost Effectiveness 106528
10012 12.0 Manage External Relationships Cycle Time 106539
10012 12.0 Manage External Relationships Cycle Time 106540
10012 12.0 Manage External Relationships Staff Productivity 106526
10012 12.0 Manage External Relationships Staff Productivity 106541
10012 12.0 Manage External Relationships Supplemental 106529

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Process
Element Hierarchy
Information

Information

Information
Information
10017 1.1.1 Assess the external environment Supplemental 101747

Information
10018 1.1.2 Survey market and determine customer needs and Process Efficiency 106127
wants
10061 2.1.1 Manage product and service portfolio Supplemental 105242
Information
10061 2.1.1 Manage product and service portfolio Supplemental 105243
Information
10062 2.3 Develop products and services Cost Effectiveness 103512

Process
Element Hierarchy

Process
Element Hierarchy
10062 2.3 Develop products and services Cycle Time 105530
10062 2.3 Develop products and services Cycle Time 105528

Process
Element Hierarchy
10062 2.3 Develop products and services Process Efficiency 105504
10062 2.3 Develop products and services Staff Productivity 105508
10063 2.1.1.1 Evaluate performance of existing products/services Supplemental 105762

against market opportunities Information

Process
Element Hierarchy
10065 2.2.1 Perform discovery research Supplemental 105240
Information
10065 2.2.1 Perform discovery research Supplemental 105241
Information
10067 2.1.2 Manage product and service life cycle Cycle Time 105216
10101 3.1 Understand markets, customers, and capabilities Supplemental 104740

Information

Information

Information

Information

Information
10102 3.2 Develop marketing strategy Process Efficiency 100479


Process
Element Hierarchy
10103 3.4 Develop sales strategy Cost Effectiveness 100027
10105 3.5 Develop and manage sales plans Cycle Time 104636
10105 3.5 Develop and manage sales plans Process Efficiency 100213
10105 3.5 Develop and manage sales plans Staff Productivity 106145
10105 3.5 Develop and manage sales plans Supplemental 102530

Information
10106 3.1.1 Perform customer and market intelligence analysis Supplemental 106159
Information
10107 3.1.2 Evaluate and prioritize market opportunities Cost Effectiveness 104751

Process
Element Hierarchy
10129 3.4.1 Develop sales forecast Process Efficiency 104838
10129 3.4.1 Develop sales forecast Supplemental 105867

Information
10131 3.4.3 Establish overall sales budgets Cost Effectiveness 105796
10132 3.4.4 Establish sales goals and measures Process Efficiency 106120
10133 3.4.5 Establish customer management measures Cycle Time 106147
10148 3.3.1 Establish goals, objectives, and metrics for Cycle Time 106131
products/services by channel/segment
10148 3.3.1 Establish goals, objectives, and metrics for Process Efficiency 106130
10149 3.3.2 Establish marketing budgets Cost Effectiveness 100025

Process
Element Hierarchy
10149 3.3.2 Establish marketing budgets Cost Effectiveness 100859
10149 3.3.2 Establish marketing budgets Supplemental 105825

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Process
Element Hierarchy
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Process
Element Hierarchy
10150 3.3.3 Develop and manage media Cycle Time 104637
10150 3.3.3 Develop and manage media Supplemental 104635

Information
10153 3.3.7 Track customer management measures Process Efficiency 106134
10153 3.3.7 Track customer management measures Process Efficiency 106125
10153 3.3.7 Track customer management measures Supplemental 104631

Information
10153 3.3.7 Track customer management measures Supplemental 105791
Information
10182 3.5.1 Manage leads/opportunities Process Efficiency 105808
10182 3.5.1 Manage leads/opportunities Process Efficiency 105811

10182 3.5.1 Manage leads/opportunities Supplemental 105824
Information
10183 3.5.3 Manage customers and accounts Process Efficiency 105792
10183 3.5.3 Manage customers and accounts Supplemental 105800

Information
Information
Information

Information

Process
Element Hierarchy
Information
Information
Information
Information
10184 3.5.2 Manage customer sales calls Process Efficiency 106133
10184 3.5.2 Manage customer sales calls Staff Productivity 104769
10184 3.5.2 Manage customer sales calls Supplemental 104764

Information
10185 3.5.6 Manage sales orders Cost Effectiveness 105608

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10185 3.5.6 Manage sales orders Cycle Time 105605

Process
Element Hierarchy
10185 3.5.6 Manage sales orders Process Efficiency 101014

Process
Element Hierarchy


Process
Element Hierarchy
10185 3.5.6 Manage sales orders Staff Productivity 102529
10185 3.5.6 Manage sales orders Supplemental 101495

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Process
Element Hierarchy
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Process
Element Hierarchy
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Process
Element Hierarchy
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Process
Element Hierarchy
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Information
10193 3.5.2.4 Record outcome of sales process Process Efficiency 106122
10193 3.5.2.4 Record outcome of sales process Supplemental 106124
Information
10195 3.5.6.2 Collect and maintain account information Process Efficiency 105569
10196 3.5.6.3 Determine availability Process Efficiency 106157
10197 3.5.6.4 Determine fulfillment process Cycle Time 105795
10198 3.5.6.5 Enter orders into system Supplemental 105246

Information

Process
Element Hierarchy
10215 4.1 Plan for and aquire necessary resources Cost Effectiveness 104796

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10215 4.1 Plan for and aquire necessary resources Process Efficiency 104194
10215 4.1 Plan for and aquire necessary resources Process Efficiency 104175
10215 4.1 Plan for and aquire necessary resources Staff Productivity 101218
10215 4.1 Plan for and aquire necessary resources Supplemental 100687
Information
10216 4.2 Procure materials and services Cost Effectiveness 106478

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10216 4.2 Procure materials and services Cycle Time 106474

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


Process
Element Hierarchy

Process
Element Hierarchy
10216 4.2 Procure materials and services Staff Productivity 106018

Process
Element Hierarchy
10216 4.2 Procure materials and services Supplemental 100673

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Process
Element Hierarchy
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Process
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Process
Element Hierarchy
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Process
Element Hierarchy
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Process
Element Hierarchy
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Information
10217 4.3 Produce/Manufacture/Deliver product Cost Effectiveness 106366

Process
Element Hierarchy

10217 4.3 Produce/Manufacture/Deliver product Cycle Time 100690
10217 4.3 Produce/Manufacture/Deliver product Cycle Time 100697
10217 4.3 Produce/Manufacture/Deliver product Process Efficiency 100668


Process
Element Hierarchy


10217 4.3 Produce/Manufacture/Deliver product Staff Productivity 104202
10217 4.3 Produce/Manufacture/Deliver product Staff Productivity 105248
10217 4.3 Produce/Manufacture/Deliver product Supplemental 105988

Information
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Information
Information
10218 6.5.4 Service products Cost Effectiveness 100471

Process
Element Hierarchy
10218 6.5.4 Service products Supplemental 100683

Information

Information

Information
10219 4.4 Manage logistics and warehousing Cost Effectiveness 104783

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10219 4.4 Manage logistics and warehousing Cycle Time 107232
10219 4.4 Manage logistics and warehousing Process Efficiency 100097


Process
Element Hierarchy

Process
Element Hierarchy


Process
Element Hierarchy


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

Information

Information

Information

Information

Process
Element Hierarchy
10241 4.1.2.8 Measure demand forecast accuracy Process Efficiency 100737
10277 4.2.1 Provide sourcing governance and perform category Cost Effectiveness 103644
management
management
management
management
management
management
management
management
management

Process
Element Hierarchy
management
10277 4.2.1 Provide sourcing governance and perform category Process Efficiency 101008
management
management
management
10277 4.2.1 Provide sourcing governance and perform category Staff Productivity 106424
management
10278 4.2.3 Select suppliers and develop/maintain contracts Cost Effectiveness 106511

Process
Element Hierarchy
10278 4.2.3 Select suppliers and develop/maintain contracts Process Efficiency 106523

Process
Element Hierarchy
10278 4.2.3 Select suppliers and develop/maintain contracts Staff Productivity 106509
10278 4.2.3 Select suppliers and develop/maintain contracts Supplemental 105194

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information
10279 4.2.4 Order materials and services Cost Effectiveness 102978

Process
Element Hierarchy

Process
Element Hierarchy
10279 4.2.4 Order materials and services Cycle Time 100639
10279 4.2.4 Order materials and services Process Efficiency 101071
10279 4.2.4 Order materials and services Staff Productivity 101391

Process
Element Hierarchy
10279 4.2.4 Order materials and services Supplemental 105204

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Process
Element Hierarchy
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Process
Element Hierarchy
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Information
10280 4.2.5 Manage suppliers Cost Effectiveness 103224

Process
Element Hierarchy
10280 4.2.5 Manage suppliers Cycle Time 106128
10280 4.2.5 Manage suppliers Process Efficiency 100102

Process
Element Hierarchy

10280 4.2.5 Manage suppliers Supplemental 105207
Information
10295 4.2.4.4 Create/Distribute purchase orders Staff Productivity 105551
10297 4.2.4.6 Record receipt of goods Cost Effectiveness 105035
10297 4.2.4.6 Record receipt of goods Staff Productivity 105031

Process
Element Hierarchy
10297 4.2.4.6 Record receipt of goods Supplemental 105015

Information
Information
Information
Information
10304 4.3.2 Produce product Cycle Time 100854
10304 4.3.2 Produce product Process Efficiency 100251


10304 4.3.2 Produce product Staff Productivity 107253

Process
Element Hierarchy
10335 6.5.4.4.2 Identify incomplete service orders and service Supplemental 105498
failures Information
10338 4.4.1 Provide logistics governance Cost Effectiveness 103241

Process
Element Hierarchy
10338 4.4.1 Provide logistics governance Process Efficiency 101224
10338 4.4.1 Provide logistics governance Process Efficiency 100648
10340 4.4.3 Operate warehousing Cost Effectiveness 103780

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


10340 4.4.3 Operate warehousing Staff Productivity 100882

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

Information
10340 4.4.3 Operate warehousing Supplemental 102067

Information
10341 4.4.4 Operate outbound transportation Cost Effectiveness 105193


Process
Element Hierarchy

Process
Element Hierarchy
10341 4.4.4 Operate outbound transportation Cycle Time 100520
10341 4.4.4 Operate outbound transportation Process Efficiency 100004




Process
Element Hierarchy
10341 4.4.4 Operate outbound transportation Staff Productivity 107214
10341 4.4.4 Operate outbound transportation Supplemental 101437

Information

Information
Information

Information
Information
Information
Information
Information

Process
Element Hierarchy
10359 4.4.3.7 Manage physical finished goods inventory Cost Effectiveness 106146
10374 4.3.3.2 Perform testing using the standard testing Cost Effectiveness 105029
procedure
procedure
procedure
procedure
10374 4.3.3.2 Perform testing using the standard testing Staff Productivity 105023
procedure
procedure
procedure
procedure
10378 6.3 Develop customer care/customer service strategy Cost Effectiveness 103234

Process
Element Hierarchy

Process
Element Hierarchy
10378 6.3 Develop customer care/customer service strategy Process Efficiency 100992
10378 6.3 Develop customer care/customer service strategy Supplemental 104538

Information
10379 6.4 Plan and manage customer service contacts Cost Effectiveness 100401

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10379 6.4 Plan and manage customer service contacts Cycle Time 104514
10379 6.4 Plan and manage customer service contacts Process Efficiency 100020

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10379 6.4 Plan and manage customer service contacts Staff Productivity 104121
10379 6.4 Plan and manage customer service contacts Staff Productivity 104123
10379 6.4 Plan and manage customer service contacts Supplemental 101858
Information
Information
Information
Information
Information
Information
Information

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

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

Process
Element Hierarchy
Information
Information
Information
Information
Information
Information
Information
Information
Information
Information
Information
10383 6.3.5 Establish target service level for each customer Process Efficiency 103177
segment
10387 6.4.3 Plan and manage customer service work force Process Efficiency 100735

Process
Element Hierarchy
10387 6.4.3 Plan and manage customer service work force Process Efficiency 100736
10388 6.4.4 Manage customer service problems, requests, and Cycle Time 104515
inquiries
inquiries
inquiries
inquiries
inquiries
inquiries
inquiries
inquiries
10388 6.4.4 Manage customer service problems, requests, and Process Efficiency 104503
inquiries
inquiries
inquiries
inquiries
inquiries

Process
Element Hierarchy
inquiries
inquiries
inquiries
inquiries
inquiries
10388 6.4.4 Manage customer service problems, requests, and Supplemental 104530
inquiries Information

Process
Element Hierarchy
10389 6.4.5 Manage customer complaints Process Efficiency 106148
10402 6.7.2 Measure customer satisfaction with customer- Process Efficiency 105781
complaint handling and resolution

Process
Element Hierarchy
10403 6.7.3 Measure customer satisfaction with products and Process Efficiency 102602
services
10410 7.2 Recruit, source, and select employees Cost Effectiveness 106239

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

Process
Element Hierarchy
10410 7.2 Recruit, source, and select employees Process Efficiency 101123

Process
Element Hierarchy
10410 7.2 Recruit, source, and select employees Staff Productivity 106235

Process
Element Hierarchy
10410 7.2 Recruit, source, and select employees Supplemental 101401

Information

Information
Information
Information
Information

Information

Information
Information
Information
Information

Process
Element Hierarchy
Information

Information
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information
Information
10412 7.5 Reward and retain employees Cost Effectiveness 106186

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

Process
Element Hierarchy
10412 7.5 Reward and retain employees Cycle Time 100302
10412 7.5 Reward and retain employees Process Efficiency 100324
10412 7.5 Reward and retain employees Process Efficiency 101137
10412 7.5 Reward and retain employees Staff Productivity 106202

Process
Element Hierarchy
10412 7.5 Reward and retain employees Supplemental 100907
Information
Information
Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information
10413 7.6 Redeploy and retire employees Cost Effectiveness 103962

Process
Element Hierarchy
10413 7.6 Redeploy and retire employees Cycle Time 100301
10413 7.6 Redeploy and retire employees Cycle Time 100298
10413 7.6 Redeploy and retire employees Process Efficiency 101124

Process
Element Hierarchy
10413 7.6 Redeploy and retire employees Process Efficiency 106045
10413 7.6 Redeploy and retire employees Staff Productivity 106460
10413 7.6 Redeploy and retire employees Supplemental 101402

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information
Information
Information

Information

Process
Element Hierarchy
Information

Information
10417 7.1.3 Monitor and update strategy, plans, and policies Cost Effectiveness 106052
10417 7.1.3 Monitor and update strategy, plans, and policies Cost Effectiveness 106053
10417 7.1.3 Monitor and update strategy, plans, and policies Process Efficiency 106054
10417 7.1.3 Monitor and update strategy, plans, and policies Supplemental 106251
Information

Process
Element Hierarchy
10426 7.1.2.4 Develop succession plan Cost Effectiveness 106055
10426 7.1.2.4 Develop succession plan Process Efficiency 106056
10426 7.1.2.4 Develop succession plan Process Efficiency 106057
10443 7.2.4 Manage new hire/re-hire Cycle Time 100571
10443 7.2.4 Manage new hire/re-hire Cycle Time 104723
10443 7.2.4 Manage new hire/re-hire Process Efficiency 104563

Process
Element Hierarchy
10443 7.2.4 Manage new hire/re-hire Supplemental 101340

Information
10443 7.2.4 Manage new hire/re-hire Supplemental 102326
Information
10469 7.3.1 Manage employee orientation and deployment Cost Effectiveness 104566
10469 7.3.1 Manage employee orientation and deployment Cost Effectiveness 104571
10469 7.3.1 Manage employee orientation and deployment Supplemental 104576

Information
10469 7.3.1 Manage employee orientation and deployment Supplemental 106174

Information
10470 7.3.2 Manage employee performance Cost Effectiveness 104572
10470 7.3.2 Manage employee performance Cost Effectiveness 104567

Process
Element Hierarchy
10470 7.3.2 Manage employee performance Cycle Time 104029
10470 7.3.2 Manage employee performance Process Efficiency 102302
10470 7.3.2 Manage employee performance Supplemental 106175

Information
10470 7.3.2 Manage employee performance Supplemental 104577

Information

Process
Element Hierarchy
10472 7.3.3 Manage employee development Cost Effectiveness 104569
10472 7.3.3 Manage employee development Cost Effectiveness 104574
10472 7.3.3 Manage employee development Process Efficiency 106058
10472 7.3.3 Manage employee development Supplemental 104579

Information
10472 7.3.3 Manage employee development Supplemental 106176

Information
10473 7.3.4 Develop and train employees Cost Effectiveness 106211

Process
Element Hierarchy
10473 7.3.4 Develop and train employees Cycle Time 104595
10473 7.3.4 Develop and train employees Process Efficiency 101040

Process
Element Hierarchy
10473 7.3.4 Develop and train employees Staff Productivity 106203
10473 7.3.4 Develop and train employees Supplemental 106177

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Information
Information

Process
Element Hierarchy
Information

Information
Information
Information
Information
Information

Information
10483 7.4.1 Manage labor relations Cost Effectiveness 106061
10483 7.4.1 Manage labor relations Process Efficiency 106062
10493 7.3.4.5 Develop, conduct, and manage employee and/or Supplemental 102253
management training programs Information

Process
Element Hierarchy

Process
Element Hierarchy
10494 7.5.1 Develop and manage reward, recognition, and Cost Effectiveness 100109
motivation programs
10494 7.5.1 Develop and manage reward, recognition, and Process Efficiency 102292
motivation programs
motivation programs
motivation programs
10497 7.5.4 Administer payroll Cost Effectiveness 106063
10497 7.5.4 Administer payroll Process Efficiency 106064

Process
Element Hierarchy
10497 7.5.4 Administer payroll Process Efficiency 101082
10497 7.5.4 Administer payroll Staff Productivity 100490
10498 7.5.1.1 Develop salary/compensation structure and plan Cost Effectiveness 106150
10512 7.6.1 Manage promotion and demotion process Staff Productivity 106065
10513 7.6.2 Manage separation Cost Effectiveness 104036
10513 7.6.2 Manage separation Cycle Time 100577

Process
Element Hierarchy
10513 7.6.2 Manage separation Process Efficiency 100021

10513 7.6.2 Manage separation Supplemental 104125

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information
Information

Information

Information
Information

Process
Element Hierarchy
Information
10520 7.6.7.1 Manage expatriates Cost Effectiveness 106069
10520 7.6.7.1 Manage expatriates Cost Effectiveness 106070
10520 7.6.7.1 Manage expatriates Process Efficiency 106071
10522 7.7.1 Manage reporting processes Process Efficiency 106417
10523 7.7.2 Manage employee inquiry process Cycle Time 100303

Process
Element Hierarchy
10523 7.7.2 Manage employee inquiry process Process Efficiency 106418
10523 7.7.2 Manage employee inquiry process Supplemental 101400

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information
10524 7.7.3 Manage and maintain employee data Process Efficiency 106419
10525 7.7.4 Manage human resource information systems HRIS Process Efficiency 106420

Process
Element Hierarchy
10526 7.7.5 Develop and manage employee metrics Process Efficiency 106421
10527 7.7.6 Develop and manage time and attendance Process Efficiency 106422
systems
10531 7.4.4 Manage employee grievances Cycle Time 100584
10728 9.1 Perform planning and management accounting Cost Effectiveness 103385

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10728 9.1 Perform planning and management accounting Process Efficiency 106522

Process
Element Hierarchy
10728 9.1 Perform planning and management accounting Supplemental 102050

Information

Information

Information

Process
Element Hierarchy
10729 9.2 Perform revenue accounting Cost Effectiveness 106081

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

Process
Element Hierarchy

Process
Element Hierarchy
10729 9.2 Perform revenue accounting Process Efficiency 107242


Process
Element Hierarchy
10729 9.2 Perform revenue accounting Staff Productivity 105986

Process
Element Hierarchy
10729 9.2 Perform revenue accounting Supplemental 102017

Information

Information

Process
Element Hierarchy
Information

Information
Information
10730 9.3 Perform general accounting and reporting Cost Effectiveness 107240

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10730 9.3 Perform general accounting and reporting Cycle Time 100613
10730 9.3 Perform general accounting and reporting Process Efficiency 107241

Process
Element Hierarchy
10730 9.3 Perform general accounting and reporting Supplemental 102048

Information
10731 9.4 Manage fixed-asset project accounting Cost Effectiveness 107281

Process
Element Hierarchy

Process
Element Hierarchy
10731 9.4 Manage fixed-asset project accounting Process Efficiency 101161
10731 9.4 Manage fixed-asset project accounting Supplemental 102039

Information

Process
Element Hierarchy
10732 9.5 Process payroll Cost Effectiveness 106161

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10732 9.5 Process payroll Cycle Time 100152
10732 9.5 Process payroll Process Efficiency 101184

Process
Element Hierarchy
10732 9.5 Process payroll Staff Productivity 100920
10732 9.5 Process payroll Staff Productivity 101372
10732 9.5 Process payroll Supplemental 102057

Information

Process
Element Hierarchy
Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information
Information
Information
Information

Information
10733 9.6 Process accounts payable and expense Cost Effectiveness 105892
reimbursements
reimbursements
reimbursements
reimbursements

Process
Element Hierarchy
reimbursements
reimbursements
reimbursements
reimbursements
reimbursements
10733 9.6 Process accounts payable and expense Process Efficiency 101095
reimbursements

Process
Element Hierarchy
10733 9.6 Process accounts payable and expense Supplemental 102018
reimbursements Information



Process
Element Hierarchy

10734 9.7 Manage treasury operations Cost Effectiveness 104893
10734 9.7 Manage treasury operations Process Efficiency 103152

10734 9.7 Manage treasury operations Process Efficiency 101167
10734 9.7 Manage treasury operations Staff Productivity 104617

Process
Element Hierarchy
10734 9.7 Manage treasury operations Supplemental 104776

Information
10734 9.7 Manage treasury operations Supplemental 102045
Information
10735 9.8 Manage internal controls Cost Effectiveness 106281

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10735 9.8 Manage internal controls Process Efficiency 101163
10735 9.8 Manage internal controls Supplemental 102041

Information
10735 9.8 Manage internal controls Supplemental 105545

Information
10736 9.9 Manage taxes Cost Effectiveness 104807
10736 9.9 Manage taxes Cost Effectiveness 104894
10736 9.9 Manage taxes Process Efficiency 101165
10736 9.9 Manage taxes Supplemental 102043

Information

Process
Element Hierarchy
10738 9.1.1 Perform planning/budgeting/forecasting Cost Effectiveness 105139

Process
Element Hierarchy
10738 9.1.1 Perform planning/budgeting/forecasting Cycle Time 100160

10738 9.1.1 Perform planning/budgeting/forecasting Process Efficiency 101098

Process
Element Hierarchy

10738 9.1.1 Perform planning/budgeting/forecasting Staff Productivity 105134
10738 9.1.1 Perform planning/budgeting/forecasting Supplemental 102027

Information
10739 9.1.2 Perform cost accounting and control Supplemental 102059

Information
10739 9.1.2 Perform cost accounting and control Supplemental 105140

Information
10740 9.1.3 Perform cost management Cost Effectiveness 106138
10741 9.1.4 Evaluate and manage financial performance Cost Effectiveness 101555

Process
Element Hierarchy

Process
Element Hierarchy
10741 9.1.4 Evaluate and manage financial performance Cycle Time 100616

Process
Element Hierarchy
10741 9.1.4 Evaluate and manage financial performance Process Efficiency 101019
10741 9.1.4 Evaluate and manage financial performance Staff Productivity 106508
10741 9.1.4 Evaluate and manage financial performance Supplemental 102009

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information
10742 9.2.1 Process customer credit Cost Effectiveness 105960

Process
Element Hierarchy

Process
Element Hierarchy
10742 9.2.1 Process customer credit Cycle Time 100561

10742 9.2.1 Process customer credit Process Efficiency 101114
10742 9.2.1 Process customer credit Staff Productivity 100878

Process
Element Hierarchy
10742 9.2.1 Process customer credit Supplemental 102034

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information
10743 9.2.2 Invoice customer Cost Effectiveness 101561

Process
Element Hierarchy

Process
Element Hierarchy
10743 9.2.2 Invoice customer Cycle Time 100164

Process
Element Hierarchy
10743 9.2.2 Invoice customer Cycle Time 100558
10743 9.2.2 Invoice customer Process Efficiency 101035
10743 9.2.2 Invoice customer Staff Productivity 105479
10743 9.2.2 Invoice customer Supplemental 102010

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information
Information

Information

Information

Information
Information
10744 9.2.3 Process accounts receivable (AR) Cost Effectiveness 105938

Process
Element Hierarchy

Process
Element Hierarchy
10744 9.2.3 Process accounts receivable (AR) Cycle Time 100178

10744 9.2.3 Process accounts receivable (AR) Cycle Time 100581

Process
Element Hierarchy
10744 9.2.3 Process accounts receivable (AR) Process Efficiency 101109
10744 9.2.3 Process accounts receivable (AR) Staff Productivity 100904

Process
Element Hierarchy
10744 9.2.3 Process accounts receivable (AR) Supplemental 102011

Information

Information
Information

Information

Process
Element Hierarchy
Information

Information
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information
10745 9.2.4 Manage and process collections Cost Effectiveness 105956

Process
Element Hierarchy

Process
Element Hierarchy
10745 9.2.4 Manage and process collections Process Efficiency 106504
10745 9.2.4 Manage and process collections Staff Productivity 100796
10745 9.2.4 Manage and process collections Staff Productivity 104115
10745 9.2.4 Manage and process collections Supplemental 102013

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information
10746 9.2.5 Manage and process adjustments/deductions Cost Effectiveness 105592

Process
Element Hierarchy

Process
Element Hierarchy
10746 9.2.5 Manage and process adjustments/deductions Cycle Time 100628
10746 9.2.5 Manage and process adjustments/deductions Process Efficiency 101043
10746 9.2.5 Manage and process adjustments/deductions Staff Productivity 105985
10746 9.2.5 Manage and process adjustments/deductions Staff Productivity 100880
10746 9.2.5 Manage and process adjustments/deductions Supplemental 102012

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information
Information

Information

Process
Element Hierarchy
10747 9.3.1 Manage policies and procedures Cost Effectiveness 101593
10747 9.3.1 Manage policies and procedures Process Efficiency 101054
10747 9.3.1 Manage policies and procedures Supplemental 102015

Information

Process
Element Hierarchy
Information

Information
10748 9.3.2 Perform general accounting Cost Effectiveness 106297

Process
Element Hierarchy
10748 9.3.2 Perform general accounting Cycle Time 100625
10748 9.3.2 Perform general accounting Cycle Time 104615
10748 9.3.2 Perform general accounting Process Efficiency 101096
10748 9.3.2 Perform general accounting Staff Productivity 100875

Process
Element Hierarchy
10748 9.3.2 Perform general accounting Staff Productivity 101330
10748 9.3.2 Perform general accounting Supplemental 100874

Information
Information

Information
Information
Information

Information

Information

Process
Element Hierarchy
Information
10749 9.3.4 Perform fixed-asset accounting Cost Effectiveness 107280

Process
Element Hierarchy

Process
Element Hierarchy
10749 9.3.4 Perform fixed-asset accounting Cycle Time 100591

10749 9.3.4 Perform fixed-asset accounting Process Efficiency 101091

Process
Element Hierarchy

10749 9.3.4 Perform fixed-asset accounting Staff Productivity 101329
10749 9.3.4 Perform fixed-asset accounting Supplemental 102022

Information

Information

Process
Element Hierarchy
Information
Information

Information

Information

Information
10750 9.3.6 Perform financial reporting Cost Effectiveness 104851

Process
Element Hierarchy
10750 9.3.6 Perform financial reporting Cycle Time 100162
10750 9.3.6 Perform financial reporting Process Efficiency 101090
10750 9.3.6 Perform financial reporting Supplemental 102021

Information

Process
Element Hierarchy
Information

Information
10751 9.4.1 Perform capital planning and project approval Cost Effectiveness 100008

Process
Element Hierarchy
10751 9.4.1 Perform capital planning and project approval Cycle Time 100586
10751 9.4.1 Perform capital planning and project approval Process Efficiency 101086
10751 9.4.1 Perform capital planning and project approval Supplemental 102019
Information
10752 9.4.2 Perform capital project accounting Cost Effectiveness 106270

Process
Element Hierarchy
10752 9.4.2 Perform capital project accounting Process Efficiency 100896
10752 9.4.2 Perform capital project accounting Process Efficiency 101088
10752 9.4.2 Perform capital project accounting Supplemental 102020

Information
10753 9.5.1 Report time Cost Effectiveness 106166

Process
Element Hierarchy

Process
Element Hierarchy
10753 9.5.1 Report time Cycle Time 100540
10753 9.5.1 Report time Process Efficiency 101130

Process
Element Hierarchy
10753 9.5.1 Report time Staff Productivity 101422
10753 9.5.1 Report time Supplemental 102037

Information
10753 9.5.1 Report time Supplemental 102389

Information
10754 9.5.2 Manage pay Cost Effectiveness 106167

Process
Element Hierarchy

Process
Element Hierarchy
10754 9.5.2 Manage pay Cycle Time 100543
10754 9.5.2 Manage pay Process Efficiency 101057

Process
Element Hierarchy
10754 9.5.2 Manage pay Staff Productivity 101334
10754 9.5.2 Manage pay Staff Productivity 101370
10754 9.5.2 Manage pay Supplemental 102014

Information

Information

Information

Process
Element Hierarchy
10755 9.5.3 Manage and process payroll taxes Cost Effectiveness 106168

Process
Element Hierarchy
10755 9.5.3 Manage and process payroll taxes Cycle Time 100534

Process
Element Hierarchy
10755 9.5.3 Manage and process payroll taxes Process Efficiency 101120
10755 9.5.3 Manage and process payroll taxes Process Efficiency 101128
10755 9.5.3 Manage and process payroll taxes Supplemental 102007

Information
10755 9.5.3 Manage and process payroll taxes Supplemental 102387

Information
10756 9.6.1 Process accounts payable (AP) Cost Effectiveness 105910

Process
Element Hierarchy

Process
Element Hierarchy

Process
Element Hierarchy
10756 9.6.1 Process accounts payable (AP) Cycle Time 100154
10756 9.6.1 Process accounts payable (AP) Process Efficiency 101108

Process
Element Hierarchy
10756 9.6.1 Process accounts payable (AP) Staff Productivity 105908

Process
Element Hierarchy
10756 9.6.1 Process accounts payable (AP) Supplemental 101285

Information
Information

Information

Information

Process
Element Hierarchy
Information

Information
Information

Information

Information
Information
Information

Information

Information
Information

Process
Element Hierarchy
Information

Information
10757 9.6.2 Process expense reimbursements Cost Effectiveness 105894

Process
Element Hierarchy

Process
Element Hierarchy
10757 9.6.2 Process expense reimbursements Cycle Time 100587
10757 9.6.2 Process expense reimbursements Process Efficiency 101119
10757 9.6.2 Process expense reimbursements Staff Productivity 100952

Process
Element Hierarchy
10757 9.6.2 Process expense reimbursements Staff Productivity 101419
10757 9.6.2 Process expense reimbursements Supplemental 100955

Information
Information

Information

Information

Information

Information

Process
Element Hierarchy
Information
10758 9.7.1 Manage treasury policies and procedures Process Efficiency 106503
10759 9.7.2 Manage cash Cost Effectiveness 104814
10759 9.7.2 Manage cash Cost Effectiveness 104815
10759 9.7.2 Manage cash Cycle Time 100171
10759 9.7.2 Manage cash Staff Productivity 104818

Process
Element Hierarchy
10762 9.8.1 Establish internal controls, policies, and procedures Cost Effectiveness 103280
10762 9.8.1 Establish internal controls, policies, and procedures Process Efficiency 101018

Process
Element Hierarchy
10762 9.8.1 Establish internal controls, policies, and procedures Supplemental 102006
Information
Information
Information
Information
Information
Information

Process
Element Hierarchy
Information
Information
Information
Information

Process
Element Hierarchy
Information
10763 9.8.2 Operate controls and monitor compliance with Cost Effectiveness 101568
internal controls policies and procedures
10763 9.8.2 Operate controls and monitor compliance with Cycle Time 100140

Process
Element Hierarchy
10763 9.8.2 Operate controls and monitor compliance with Process Efficiency 101070
10763 9.8.2 Operate controls and monitor compliance with Supplemental 102016
internal controls policies and procedures Information

Process
Element Hierarchy
10764 9.8.3 Report on internal controls compliance Cost Effectiveness 103347
10764 9.8.3 Report on internal controls compliance Process Efficiency 102391
10764 9.8.3 Report on internal controls compliance Process Efficiency 101125

Process
Element Hierarchy
10764 9.8.3 Report on internal controls compliance Supplemental 101459
Information

Information
Information

Information
10766 9.9.2 Process taxes Supplemental 105544
Information
10769 9.10.3 Monitor currency exposure/hedge currency Process Efficiency 107284
10789 9.2.1.1 Establish credit policies Supplemental 105437
Information
Information
Information
10790 9.2.1.2 Analyze/Approve new account applications Supplemental 105474

Information

Process
Element Hierarchy
10791 9.2.1.5 Review existing accounts Supplemental 105475
Information
10792 9.2.1.6 Produce credit/collection reports Supplemental 105476

Information
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
10794 9.2.2.1 Maintain customer/product master files Supplemental 105490

Information
10795 9.2.2.2 Generate customer billing data Supplemental 105491

Information
10796 9.2.2.3 Transmit billing data to customers Supplemental 105492

Information

Process
Element Hierarchy
10797 9.2.2.4 Post receivable entries Supplemental 105493
Information
10798 9.2.2.5 Resolve customer billing inquiries Supplemental 105494

Information
10808 9.2.4.5 Process adjustments/write off balances Supplemental 105555

Information
10815 9.3.1.1 Negotiate service-level agreements Supplemental 106292
Information
10816 9.3.1.2 Establish accounting policies Supplemental 106293

Information
10817 9.3.1.4 Set and enforce approval limits Supplemental 106295

Information
10818 9.3.1.5 Establish common financial systems Supplemental 106296

Information

Process
Element Hierarchy
10819 9.3.2.1 Maintain chart of accounts Supplemental 106300
Information
10820 9.3.2.2 Process journal entries Supplemental 106301

Information

Information
Information
Information
Information
10821 9.3.2.3 Process allocations Supplemental 106302

Information
10822 9.3.2.5 Process period end adjustments Supplemental 106303

Information

Information
Information
Information

Process
Element Hierarchy
10823 9.3.2.4 Post and reconcile intercompany transactions Supplemental 106304
Information

Information

Information
Information
Information
10824 9.3.2.9 Reconcile general ledger accounts Supplemental 106305

Information
10825 9.3.2.10 Perform consolidations and process eliminations Supplemental 106306

Information
10826 9.3.2.11 Prepare trial balance Supplemental 106307

Information

Process
Element Hierarchy
10827 9.3.2.12 Prepare and post management adjustments Supplemental 106308
Information
10831 9.3.4.4 Process and record fixed-asset adjustments, Process Efficiency 107283
enhancements, revaluations, and transfers
10837 9.3.6.1 Prepare business unit financial statements Supplemental 106310
Information
10838 9.3.6.2 Prepare consolidated financial statements Supplemental 106311

Information
10839 9.3.6.3 Perform business unit reporting/review Supplemental 106312

management reports Information
10840 9.3.6.4 Perform consolidated reporting/review of cost Supplemental 106313

management reports Information

Process
Element Hierarchy
10841 9.3.6.5 Prepare statements for board review Supplemental 106314
Information
10842 9.3.6.6 Produce quarterly/annual filings and shareholder Supplemental 106315

reports Information
10843 9.3.6.7 Produce regulatory reports Supplemental 106316

Information
10869 9.6.1.1 Verify AP pay file with purchase order vendor Supplemental 105881
master file Information
10870 9.6.1.2 Maintain/manage electronic commerce Supplemental 105882

Information
10871 9.6.1.3 Audit invoices and key data in AP system Supplemental 105883
Information

Process
Element Hierarchy
Information
Information
Information
10872 9.6.1.4 Approve payments Supplemental 105898

Information
Information
Information
Information
Information
Information
Information

Information

Process
Element Hierarchy
10873 9.6.1.5 Process financial accruals and reversals Supplemental 105885
Information
10874 9.6.1.6 Process payables taxes Supplemental 105886

Information
10875 9.6.1.7 Research/Resolve payable exceptions Cycle Time 105906
10875 9.6.1.7 Research/Resolve payable exceptions Supplemental 105887

Information
10876 9.6.1.8 Process payments Process Efficiency 105905
10876 9.6.1.8 Process payments Process Efficiency 104604
10876 9.6.1.8 Process payments Supplemental 105888

Information
10877 9.6.1.9 Respond to AP inquiries Staff Productivity 105907

Process
Element Hierarchy
10877 9.6.1.9 Respond to AP inquiries Supplemental 105889
Information
10878 9.6.1.10 Retain records Supplemental 105890

Information
10879 9.6.1.11 Adjust accounting records Supplemental 105891

Information
10880 9.6.2.1 Establish and communicate expense Supplemental 105875

reimbursement policies and approval limits Information
10881 9.6.2.2 Capture and report relevant tax data Supplemental 105876
Information
10882 9.6.2.3 Approve reimbursements and advances Supplemental 105877

Information

Process
Element Hierarchy
10883 9.6.2.4 Process reimbursements and advances Supplemental 105878
Information
10884 9.6.2.5 Manage personnel accounts Supplemental 105879

Information
10940 10.4 Dispose of assets Supplemental 106154

Information
10943 10.1.2 Plan facility Cost Effectiveness 106155
10955 10.1.1.1 Confirm alignment of property requirements with Cost Effectiveness 106152
business strategy
11013 12.4 Manage legal and ethical issues Cost Effectiveness 106542
11013 12.4 Manage legal and ethical issues Supplemental 106537

Information

Process
Element Hierarchy
11073 13.5 Develop and manage enterprise-wide knowledge Cost Effectiveness 106337
management (KM) capability

Process
Element Hierarchy
11073 13.5 Develop and manage enterprise-wide knowledge Process Efficiency 106105

Process
Element Hierarchy
11073 13.5 Develop and manage enterprise-wide knowledge Staff Productivity 106117
11073 13.5 Develop and manage enterprise-wide knowledge Supplemental 106095

management (KM) capability Information






Process
Element Hierarchy






11096 13.5.2 Assess KM capabilities Process Efficiency 106102

Process
Element Hierarchy
11096 13.5.2 Assess KM capabilities Staff Productivity 106336
11168 3.2.1 Define offering and customer value proposition Supplemental 105770
Information
11208 9.7.5 Monitor and execute risk and hedging transactions Cost Effectiveness 104817
11208 9.7.5 Monitor and execute risk and hedging transactions Staff Productivity 104813

Process
Element Hierarchy
11208 9.7.5 Monitor and execute risk and hedging transactions Staff Productivity 104821
11216 11.4 Manage business resiliency Cost Effectiveness 103295

Process
Element Hierarchy
11216 11.4 Manage business resiliency Cycle Time 103439
11216 11.4 Manage business resiliency Process Efficiency 100831
11216 11.4 Manage business resiliency Process Efficiency 101318
11216 11.4 Manage business resiliency Supplemental 102192

Information

Process
Element Hierarchy
Information

Information
11740 2.1.4 Manage product and service master data Supplemental 105244
Information
11740 2.1.4 Manage product and service master data Supplemental 105245
Information

Process
Element Hierarchy
11779 3.5.4 Develop and manage sales proposals, bids, and Process Efficiency 106521
quotes
11779 3.5.4 Develop and manage sales proposals, bids, and Staff Productivity 106524
quotes
11779 3.5.4 Develop and manage sales proposals, bids, and Supplemental 106512
quotes Information
12658 6.5 Service products after sales Cycle Time 104855
12658 6.5 Service products after sales Process Efficiency 104887

12669 6.5.2 Process warranty claims Cost Effectiveness 105610

Process
Element Hierarchy

Process
Element Hierarchy
12669 6.5.2 Process warranty claims Cycle Time 104870
12669 6.5.2 Process warranty claims Process Efficiency 105611

Process
Element Hierarchy

Process
Element Hierarchy
12669 6.5.2 Process warranty claims Staff Productivity 105614
12669 6.5.2 Process warranty claims Staff Productivity 105615
12672 6.7.4 Evaluate and manage warranty performance Supplemental 104888

Information
13959 5.3.5 Service bank customers Cost Effectiveness 105108

Process
Element Hierarchy

Process
Element Hierarchy
13959 5.3.5 Service bank customers Staff Productivity 105406
13959 5.3.5 Service bank customers Supplemental 105097

Information

Process
Element Hierarchy
Information

Information
14074 9.3.6.8 Perform legal and management consolidation Supplemental 106317

Information
16573 3.2.4.1 Establish channel-specific metrics and targets Staff Productivity 106144
16613 3.3.8 Analyze and respond to customer insight Process Efficiency 105805
17043 7.1 Develop and manage human resources planning, Process Efficiency 105603
policies, and strategies
17052 7.4 Manage employee relations Cost Effectiveness 106354

Process
Element Hierarchy
17052 7.4 Manage employee relations Process Efficiency 106151

17052 7.4 Manage employee relations Staff Productivity 106356
17052 7.4 Manage employee relations Staff Productivity 106359
17052 7.4 Manage employee relations Supplemental 106376

Information

Information

Process
Element Hierarchy
Information

Information
17056 7.7 Manage employee information and analytics Staff Productivity 106461
17056 7.7 Manage employee information and analytics Supplemental 106463

Information
17057 7.8 Manage employee communication Cost Effectiveness 106357
17058 9.0 Manage Financial Resources Supplemental 105083

Information
Information
Information

Process
Element Hierarchy
Information

Information

Information

Information

Information
17060 11.1 Manage enterprise risk Supplemental 106536

Information
17404 3.5.6.6 Identify/perform cross-sell/up-sell activity Cycle Time 105794
17404 3.5.6.6 Identify/perform cross-sell/up-sell activity Process Efficiency 105809
17404 3.5.6.6 Identify/perform cross-sell/up-sell activity Staff Productivity 106135

Process
Element Hierarchy
17404 3.5.6.6 Identify/perform cross-sell/up-sell activity Staff Productivity 105822
17416 5.3 Deliver banking services to customers Process Efficiency 105104
17416 5.3 Deliver banking services to customers Staff Productivity 105405
17416 5.3 Deliver banking services to customers Supplemental 105091

Information

Information

Information

Information
17417 5.3.1 Open Accounts Cost Effectiveness 105419

Process
Element Hierarchy
17417 5.3.1 Open Accounts Cycle Time 105088
17417 5.3.1 Open Accounts Process Efficiency 105119
17417 5.3.1 Open Accounts Staff Productivity 105407
17417 5.3.1 Open Accounts Supplemental 105411

Information

Process
Element Hierarchy
Information

Information

Information

Information

Information
17422 5.3.2 Maintain accounts Process Efficiency 105086
17422 5.3.2 Maintain accounts Process Efficiency 105087
17422 5.3.2 Maintain accounts Staff Productivity 105105
17422 5.3.2 Maintain accounts Supplemental 105129

Information
Information
Information

Process
Element Hierarchy
Information
17431 5.3.3 Close accounts Supplemental 105101
Information
17682 3.4.3.1 Calculate product market share Process Efficiency 105763
19696 2.1 Govern and manage product/service development Cost Effectiveness 105214
program
19696 2.1 Govern and manage product/service development Cost Effectiveness 105521
program
19696 2.1 Govern and manage product/service development Process Efficiency 105213
program
19696 2.1 Govern and manage product/service development Supplemental 105224

program Information

Process
Element Hierarchy
19696 2.1 Govern and manage product/service development Supplemental 105217
program Information
19698 2.2 Generate and define new product/service ideas Cost Effectiveness 105522
19698 2.2 Generate and define new product/service ideas Process Efficiency 105463

Process
Element Hierarchy
19698 2.2 Generate and define new product/service ideas Staff Productivity 105506
19698 2.2 Generate and define new product/service ideas Supplemental 105220
Information
19698 2.2 Generate and define new product/service ideas Supplemental 105225
Information
19993 2.3.1 Design and prototype products and services Cost Effectiveness 105467
19993 2.3.1 Design and prototype products and services Cost Effectiveness 105523

Process
Element Hierarchy
19993 2.3.1 Design and prototype products and services Process Efficiency 105462
19993 2.3.1 Design and prototype products and services Supplemental 105226
Information
19993 2.3.1 Design and prototype products and services Supplemental 105221
Information
19996 2.3.2 Test market for new or revised products and Cost Effectiveness 105524
services
19996 2.3.2 Test market for new or revised products and Cost Effectiveness 105471
services

Process
Element Hierarchy
19996 2.3.2 Test market for new or revised products and Process Efficiency 105465
services
19996 2.3.2 Test market for new or revised products and Supplemental 105222
services Information
19996 2.3.2 Test market for new or revised products and Supplemental 105227
services Information
19997 2.3.3 Prepare for production/service delivery Cost Effectiveness 105525
19997 2.3.3 Prepare for production/service delivery Cost Effectiveness 105470

Process
Element Hierarchy
19997 2.3.3 Prepare for production/service delivery Process Efficiency 105464
19997 2.3.3 Prepare for production/service delivery Supplemental 105228

Information

Information

Information
20000 3.2.3 Define and manage channel strategy Supplemental 105767
Information

Information

Information
20004 3.2.3.7 Orchestrate seamless customer experience across Supplemental 105783

supported channels Information
20006 3.2.4 Analyze and manage channel performance Cost Effectiveness 105786

Process
Element Hierarchy
20006 3.2.4 Analyze and manage channel performance Cycle Time 105806
20006 3.2.4 Analyze and manage channel performance Process Efficiency 105807

Process
Element Hierarchy
20006 3.2.4 Analyze and manage channel performance Supplemental 105771

Information
Information
Information

Information
20008 3.3 Develop and manage marketing plans Cycle Time 105823
20011 3.5.1.6 Manage opportunity pipeline Supplemental 105802

Information
Information

Information
20022 4.0 Deliver Physical Products Process Efficiency 105991
20022 4.0 Deliver Physical Products Staff Productivity 105990

20022 4.0 Deliver Physical Products Supplemental 107282
Information

Process
Element Hierarchy
Information
Information
Information
20025 5.0 Deliver Services Cost Effectiveness 107231
20025 5.0 Deliver Services Process Efficiency 107228
20025 5.0 Deliver Services Process Efficiency 105402
20025 5.0 Deliver Services Staff Productivity 107226

Process
Element Hierarchy
20025 5.0 Deliver Services Supplemental 105416

Information

Information

Information

Information

Information

Process
Element Hierarchy
Information

Information

Information

Information
20026 5.1 Establish service delivery governance and Supplemental 107220

strategies Information
20040 5.2 Manage service delivery resources Cycle Time 107210
20040 5.2 Manage service delivery resources Supplemental 107209

Information
20059 5.4.1 Initiate service delivery Cycle Time 107212
20059 5.4.1 Initiate service delivery Supplemental 107211

Information
20069 5.4.2 Execute service delivery Process Efficiency 107224

Process
Element Hierarchy
20069 5.4.2 Execute service delivery Supplemental 107213
Information
20077 5.4.3 Complete service delivery Process Efficiency 107227
20085 6.0 Manage Customer Service Cost Effectiveness 107293

20085 6.0 Manage Customer Service Cycle Time 107304
20085 6.0 Manage Customer Service Cycle Time 107305
20085 6.0 Manage Customer Service Process Efficiency 107296

Process
Element Hierarchy
20085 6.0 Manage Customer Service Staff Productivity 107287
20085 6.0 Manage Customer Service Supplemental 107292

Information
Information

Information
20109 4.4.2.6 Salvage or repair returned products Cost Effectiveness 107229
20599 7.3 Manage employee on-boarding, development, and Cost Effectiveness 106361
training

Process
Element Hierarchy
training
training
training
training
training
training
training
20599 7.3 Manage employee on-boarding, development, and Process Efficiency 106171
training

Process
Element Hierarchy
20599 7.3 Manage employee on-boarding, development, and Staff Productivity 106170
training
20599 7.3 Manage employee on-boarding, development, and Staff Productivity 106201
training
20599 7.3 Manage employee on-boarding, development, and Supplemental 106180

training Information




Process
Element Hierarchy





Process
Element Hierarchy

20604 9.3.1.3 Publish accounting policies Supplemental 106294

Information
20607 8.0 Manage Information Technology (IT) Supplemental 106450

Information
Information
Information
Information
Information
Information
Information
Information

Process
Element Hierarchy
Information
Information
20608 8.1 Develop and manage IT customer relationships Supplemental 106448
Information
20652 8.2 Develop and manage IT business strategy Supplemental 106449
Information
20706 8.3 Develop and manage IT resilience and risk Supplemental 106452
Information
20765 8.4 Manage information Supplemental 106453
Information
20784 8.5 Develop and manage services/solutions Supplemental 106454
Information
20824 8.6 Deploy services/solutions Supplemental 106455
Information
20866 8.7 Create and manage support services/solutions Supplemental 106456
Information
20936 4.4.2 Plan and manage inbound material flow Supplemental 107225
Information
20936 4.4.2 Plan and manage inbound material flow Supplemental 107230
Information

Metric name Formula Units
Number of new businesses launched over the past Number of new businesses/services launched over new businesses
three reporting periods per $1 billion revenue the past three years / (Total business entity
(current reporting period) revenue * 0.000000001)
Number of new businesses launched over the past Number of new businesses/services launched over new businesses
three reporting periods per $100 million R&D the past three years / (Research and development
spend (three reporting periods prior) (R&D) costs (three reporting periods prior) *
0.000000010)
Budget for research and development (R&D) as a (Budget for research and development (R&D) / percent
percentage of revenue Total business entity revenue) * 100.0
Average project cost from the start of the design Average project cost from the start of the design dollars
and develop products/services process through the and develop products/services process through the
support product manufacturing or service delivery support product manufacturing or service delivery
process for existing product/service extension process for existing product/service extension
projects projects
process for existing product/service extension process for existing product/service extension
projects per $1,000 revenue projects / (Total business entity revenue * 0.0010)
Average project cost of existing product/service Average project cost from the start of the design dollars
improvements and extensions from start of design and develop products/services process through the
and develop product/service process through support product manufacturing or service delivery
support product manufacturing or service delivery process for existing product/service improvement
process projects
process for existing product/service improvement process for existing product/service improvement

process for new product/service development process for new product/service development
Average project cost of new product/service Average project cost from the start of the design dollars
developments from start of design and develop and develop products/services process through the
product/service process through support product support product manufacturing or service delivery
manufacturing or service delivery process process for new product/service development
projects
Cost of existing product/service extension Cost of new product/service opportunities from dollars
opportunities per $1,000 revenue existing product/service extensions / (Total
business entity revenue * 0.0010)
Cost of existing product/service extension Cost of new product/service opportunities from dollars
opportunities per product/service extensions existing product/service extensions / Number of
opportunity product/service opportunities that are existing
product/service extensions
Cost of existing product/service improvement Cost of new product/service opportunities from dollars
opportunities per $1,000 revenue existing product/service improvements / (Total
Cost of existing product/service improvement Cost of new product/service opportunities from dollars
opportunities per product/service improvement existing product/service improvements / Number of
opportunity product/service opportunities that are existing
product/service improvements
Cost of new product/service development Cost of new product/service opportunities from dollars
opportunities per $1,000 revenue new product/service developments / (Total

Cost of new product/service development Cost of new product/service opportunities from dollars
opportunities per new product/service opportunity new product/service developments / Number of
product/service opportunities that are new
product/service developments
Compounded annual growth rate of R&D costs over (((Costs of research and development (R&D) / percent
the past three reporting periods Research and development (R&D) costs (three
reporting periods prior)) ^ 0.3333) - 1) * 100.0
Engineering change order (ECO) costs as a Engineering change-order costs as a percentage of percent
percentage of the total new product development total new product development costs
cost
Outsourced cost to generate new product/service Outsourced cost to generate new product/service dollars
ideas per new product/service opportunity ideas / Total number of product/service
opportunities
Other cost to generate new product/service ideas Costs other than personnel, systems, overhead, dollars
per new product/service opportunity and outsourced to generate new product/service
ideas / Total number of product/service
opportunities
Overhead cost to generate new product/service Overhead cost to generate new product/service dollars
opportunities
Percentage growth in R&D cost from three ((Costs of research and development (R&D) - percent
reporting periods prior Research and development (R&D) costs (three
reporting periods prior)) / Research and
development (R&D) costs (three reporting periods
prior)) * 100.0
Personnel cost to generate new product/service Personnel cost to generate new product/service dollars
opportunities
Research and development (R&D) budget per R&D Budget for research and development (R&D) / dollars
FTE Number of FTEs who perform research and
development (R&D)

Research and development (R&D) cost per $1,000 Costs of research and development (R&D) / (Total dollars
revenue business entity revenue * 0.0010)
Research and development (R&D) cost related to ((Percentage of research and development (R&D) dollars
new product development projects per $1,000 cost related to new product development projects *
revenue 0.010) * Costs of research and development (R&D))
/ (Total business entity revenue * 0.001)
Research and development (R&D) cost related to ((Percentage of research and development (R&D) dollars
product improvements and extensions per $1,000 cost related to new product development projects *
revenue -0.01 + 1) * Costs of research and development
(R&D)) / (Total business entity revenue * 0.0010)
Total cost to generate new product/service ideas Total cost to generate new product/service ideas / dollars
per concept in the pre-design phase that is an Number of concepts in the pre-design phase that
existing product/service improvement or extension are existing product/service improvements and
extensions
Total cost to generate new product/service ideas Total cost to generate new product/service ideas / dollars
per completely new product/service concept Number of concepts in the pre-design phase that
are new product/service developments
Total cost to perform product development per (Total cost to generate new product/service ideas + dollars
$1,000 revenue Total cost to design and develop products/services
+ Total cost to test market products/services +
Total cost to support product manufacturing or
service delivery) / (Total business entity revenue *
0.0010)
Systems cost to generate new product/service Systems cost to generate new product/service dollars
opportunities
Systems cost to support product manufacturing or Systems cost to support product manufacturing or dollars
service delivery per project that exits or completes service delivery / Number of projects that exit or
the test market products/services phase complete the test market products/services phase

Total R&D cost as a percentage of revenue (three (Research and development (R&D) costs (three percent
reporting periods prior) reporting periods prior) / Total revenue (three
reporting periods prior)) * 100.0
Total R&D cost per $1,000 revenue (three reporting Research and development (R&D) costs (three dollars
periods prior) reporting periods prior) / (Total revenue (three
reporting periods prior) * 0.0010)
Total R&D cost per business entity employee for Costs of research and development (R&D) / dollars
the current reporting period Number of business entity employees
Internal personnel cost to perform the function Percentage of total annual cost for new percent
"develop and manage products and services" as a product/service development allocated to internal
percentage of total cost personnel cost
Internal systems cost to perform the function Percentage of total annual cost for new percent
percentage of total cost systems cost
Outsourced cost to perform the function "develop Percentage of total annual cost for new percent
and manage products and services" as a product/service development allocated to
percentage of total cost outsourced cost
Internal overhead cost to perform the function Percentage of total annual cost for new percent
percentage of total cost overhead cost
Equipment cost to perform the function "develop Percentage of total annual cost for new percent
and manage products and services" as a product/service development allocated to
percentage of total cost equipment cost
Material cost to perform the function "develop and Percentage of total annual cost for new percent
manage products and services" as a percentage of product/service development allocated to material
total cost cost
Other costs to perform the function "develop and Percentage of total annual cost for new percent
manage products and services" as a percentage of product/service development allocated tocosts
total cost other than equipment, material, personnel,
systems, outsourced, or overhead costs

Fixed cost to perform the function "develop and Percentage of total annual cost for new percent
manage products and services" as a percentage of product/service development allocated to fixed
total cost cost
Variable cost to perform the function "develop and Percentage of total annual cost for new percent
manage products and services" as a percentage of product/service development allocated to variable
total cost cost
Total infrastructure cost for new product/service Total annual infrastructure cost for new dollars
development per $1,000 revenue product/service development / (Total business
entity revenue * 0.0010)
The total annual cost of poor quality per $1,000 Total annual cost of poor quality / (Total business dollars
revenue entity revenue * 0.0010)
Research and development (R&D) cost per newly Costs of research and development (R&D) / (Total dollars
launched product/service number of projects * Percentage of new
product/service development projects that are
commercially launched * 0.01)
Equipment cost to perform the function "develop (Total annual cost for new product/service dollars
and manage products and services" per $1,000 development * 0.01 * Percentage of total annual
revenue cost for new product/service development
allocated to equipment cost) / (Total business
Material cost to perform the function "develop and (Total annual cost for new product/service dollars
manage products and services" per $1,000 development * 0.01 * Percentage of total annual
allocated to material cost) / (Total business entity
revenue * 0.0010)
Internal personnel cost to perform the function (Total annual cost for new product/service dollars
"develop and manage products and services" per development * 0.01 * Percentage of total annual
$1,000 revenue cost for new product/service development
allocated to internal personnel cost) / (Total

Internal systems cost to perform the function (Total annual cost for new product/service dollars
allocated to internal systems cost) / (Total business
Outsourced cost to perform the function "develop (Total annual cost for new product/service dollars
and manage products and services" per $1,000 development * 0.01 * Percentage of total annual
allocated to outsourced cost) / (Total business
Internal overhead cost to perform the function (Total annual cost for new product/service dollars
allocated to internal overhead cost) / (Total
Other cost to perform the function "develop and (Total annual cost for new product/service dollars
allocated tocosts other than equipment, material,
personnel, systems, outsourced, or overhead costs)
Fixed cost to perform the function "develop and (Total annual cost for new product/service dollars
allocated to fixed cost) / (Total business entity
revenue * 0.0010)
Variable cost to perform the function "develop and (Total annual cost for new product/service dollars
allocated to variable cost) / (Total business entity
revenue * 0.0010)

Total cost to perform the function "develop and Total annual cost for new product/service dollars
manage products and services" per $1,000 development / (Total business entity revenue *
revenue 0.0010)
manage products and services" per newly development / (Total number of projects *
launched product/service Percentage of new product/service development
projects that are commercially launched * 0.01)
manage products and services" per FTE (including development / Number of FTEs who develop and
external) manage products and services
Average design cycle time in days for all products Average design cycle time in days for all products days
Average time-to-market in days for all products Average time-to-market in days for all products days
(including product improvements and extensions)
Average time-to-profitability in months for existing Average time-to-profitability in months for existing months
product/service improvement and extension product/service improvement projects
projects
Average time-to-profitability in months for new Average time-to-profitability in months for new months
product/service development projects product/service development projects
Cycle time in days from the start of the design and Cycle time in days from the start of the design and days
develop products/services process through the develop products/services process through the
completion of the test market for products/services completion of the test market for products/services
for existing product/service extension projects for existing product/service extension projects
Cycle time in days from start of design and Cycle time in days from the start of the design and days
develop product/service through completion of test develop products/services process through the
market product/service for existing product/service completion of the test market products/services
improvement and extension projects process for existing product/service improvement
projects

Cycle time in days from start of design and Cycle time in days from the start of the design and days
develop product/service through completion of test develop products/services process through the
market product/service for new product/service completion of the test market products/services
development projects process for new product/service development
projects
Average time-to-market in days for existing Average time-to-market in days from the start of days
product/service extension projects the design and develop products/services process
until the existing product/service extension project
is ready for sale
Time-to-market in days for existing product/service Average time-to-market in days from the start of days
improvement and extension projects the design and develop products/services process
until the existing product/service improvement
project is ready for sale
Average time-to-profitability in months for existing Average time-to-profitability in months for existing months
product/service extension projects product/service extension projects
Time-to-market in days for new product/service Average time-to-market in days from the start of days
development projects the design and develop products/services process
until the new product/service development project
ready for sale
Average design-to-launch time, in months, for RESERVED BY QUESTION CREATOR months
product platforms
Average design-to-launch time, in months, for RESERVED BY QUESTION CREATOR months
completely new products
Average design-to-launch time, in months, for new RESERVED BY QUESTION CREATOR months
product variants
Average design-to-launch time, in months, fornew RESERVED BY QUESTION CREATOR months
software-enabled features for existing products
Average design and develop hours for existing Average number of hours to design and develop hours
product/service extension projects products/services for existing product/service
extension projects

Average design and develop hours for existing Average number of hours to design and develop hours
product/service improvement projects products/services for existing product/service
improvement projects
Average design and develop hours for new Average number of hours to design and develop hours
product/service development projects products/services for new product/service
development projects
Average team size in FTEs for existing Average team size in FTEs for existing FTEs
product/service extension projects per $1 billion product/service extension projects / (Total business
product/service extension projects product/service extension projects
product/service improvement projects per $1 product/service improvement projects / (Total
billion revenue business entity revenue * 0.000000001)
product/service improvement projects product/service improvement projects
Average team size in FTEs for new product/service Average team size in FTEs for new product/service FTEs
development projects per $1 billion revenue development projects / (Total business entity
revenue * 0.000000001)
Average team size in FTEs for new product/service Average team size in FTEs for new product/service FTEs
development projects development projects
Average generate new ideas hours for existing Average number of hours to generate new hours
product/service extension projects product/service ideas for existing product/service
extension projects
Average generate new ideas hours for existing Average number of hours to generate new hours
product/service improvement projects product/service ideas for existing product/service
improvement projects
Average generate new ideas hours for new Average number of hours to generate new hours
product/service development projects product/service ideas for new product/service
development projects

Average percentage variance from budget for Average percentage variance from budget for percent
existing product/service extension projects existing product/service extension projects
Average percentage variance from budget for Average percentage variance from budget for percent
existing product/service improvement projects existing product/service improvement projects
Average percentage variance from budget for new Average percentage variance from budget for new percent
product/service development projects product/service development projects
Number of concepts in the pre-design phase that Number of concepts in the pre-design phase that concepts
are new product/service developments per are new product/service developments / (Total
$100,000 revenue business entity revenue * 0.000010)
Number of new product/service development Number of new product/service developments projects
projects per $1 billion revenue projects / (Total business entity revenue *
0.000000001)
Number of new product/service opportunities Number of product/service opportunities that are opportunities
generated per $1,000 revenue new product/service developments / (Total
Number of product/service improvements Number of product/service opportunities that are improvements
generated per $1,000 revenue existing product/service improvements / (Total
Number of concepts in the pre-design phase that Number of concepts in the pre-design phase that concepts
are existing product/service improvements and are existing product/service improvements and
extensions per $1,000 revenue extensions / (Total business entity revenue *
0.0010)
Number of FTEs for product development phases Number of FTEs who develop and manage products FTEs
per $1 billion revenue and services / (Total business entity revenue *
0.000000001)
Number of existing product/service improvement Number of existing product/service improvement projects
and extension projects per $1 billion revenue and extension projects / (Total business entity
revenue * 0.000000001)
Percentage of existing product/service extension Percentage of existing product/service extension percent
projects launched on budget projects launched on budget

Percentage of existing product/service extension Percentage of existing product/service extension percent
projects launched on time projects launched on time
Percentage of existing product/service Percentage of existing product/service percent
improvement and extension projects launched on improvement projects launched on budget
budget
Percentage of existing product/service Percentage of existing product/service percent
improvement and extension projects launched on improvement projects launched on time
time
Number of product/service extensions generated Number of product/service opportunities that are extensions
per $1,000 revenue existing product/service extensions / (Total
Research and development (R&D) FTEs as a (Number of FTEs who perform research and percent
percentage of total business entity FTEs development (R&D) / Number of business entity
FTEs) * 100.0
Percentage of revenue from product/services Percentage of revenue from products/services percent
launched in the past year launched in the last 12-month reporting period
Percentage of new product/service development Percentage of new product/service development percent
projects launched on budget projects launched on budget
Percentage of new product/service development Percentage of new product/service development percent
projects launched on time projects launched on time
Percentage of new idea development from internal Percentage of new ideas from internal sources percent
sources
Number of FTEs (including external) that perform Number of FTEs who develop and manage products FTEs
the function "develop and manage products and and services / (Total business entity revenue *
services" per $1 billion revenue 0.000000001)
Ratio of the number of projects to concepts in the Number of existing product/service improvement projects
pre-design phase for existing product/service and extension projects / Number of concepts in the
extensions and improvements pre-design phase that are existing product/service
improvements and extensions

Ratio of the number of projects to concepts in the Number of new product/service developments projects
pre-design phase for new product/service projects / Number of concepts in the pre-design
developments phase that are new product/service developments
Ratio of the total numbers of projects to pre-design Total number of projects / Total number of projects
concepts product/service concepts in the pre-design phase
Percentage of product/service development Percentage of new product/service development percent
projects launched as commercial products/services projects that are commercially launched
annually
Percentage of revenue from completely new RESERVED BY QUESTION CREATOR percent
products/services launched in the past year
Percentage of revenue from existing RESERVED BY QUESTION CREATOR percent
product/service improvements launched in the past
year
Percentage of new products, including planned RESERVED BY QUESTION CREATOR percent
variants, launched on time
Percentage of products, launched with embedded RESERVED BY QUESTION CREATOR percent
software, meeting quality targets
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
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)
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 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 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 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
services who generate new product/service ideas)
* 0.010)
Percentage of external ideas from Percentage of external ideas from percent

clients/customers clients/customers
Percentage of external ideas from competitors Percentage of external ideas from competitors percent
Percentage of external ideas from consultants Percentage of external ideas from consultants percent
Percentage of external ideas from other sources Percentage of external ideas from other sources percent
Percentage of external ideas from partners Percentage of external ideas from partners percent
Percentage of external ideas from suppliers Percentage of external ideas from suppliers percent
Percentage of R&D cost related to new product Percentage of research and development (R&D) percent
development projects cost related to new product development projects
Percentage of R&D cost related to product (100 - Percentage of research and development percent
improvements and extensions (R&D) cost related to new product development
projects)
Percentage of total innovation spend allocated to Percentage of total innovation spend allocated to percent
enhancements to existing enhancements to existing
products/processes/business models products/processes/business models
major extensions to existing major extensions to products/processes/business
products/processes/business models models

new or white space opportunities new or white space opportunities
categories other than enhancements, extensions, other categories
and new or white space opportunities
Research and development (R&D) cost as a (Costs of research and development (R&D) / Total percent
percentage of revenue business entity revenue) * 100.0
Percentage of new ideas from external sources Percentage of new ideas from external sources percent
Average number of components (part numbers) RESERVED BY QUESTION CREATOR components

per product unit
Percentage of product cost allocated to software RESERVED BY QUESTION CREATOR percent
Percentage of product cost allocated to electrical RESERVED BY QUESTION CREATOR percent

components
Percentage of product cost allocated to mechanical RESERVED BY QUESTION CREATOR percent
components
Percentage of product cost allocated to costs other RESERVED BY QUESTION CREATOR percent
than software, electrical components, or
mechanical components
Percentage of product development project cost RESERVED BY QUESTION CREATOR percent
allocated to software
allocated to electrical components
allocated to mechanical components
allocated to intellectual property protection

Percentage of product cost allocated to costs other RESERVED BY QUESTION CREATOR percent
than software, electrical components, mechanical
components, or intellectual property protection
Percentage of total annual revenue from pre- RESERVED BY QUESTION CREATOR percent
defined variants/SKUs
Percentage of total annual revenue from RESERVED BY QUESTION CREATOR percent
generating variants in production
Percentage of total annual revenue from RESERVED BY QUESTION CREATOR percent
generating variants in engineering
Percentage of component part numbers common RESERVED BY QUESTION CREATOR percent
with other products
Customer retention rate Customer retention rate for all customers percent
Net promoter score measured 12 months ago RESERVED BY QUESTION CREATOR percent
Percentage change in net promoter score RESERVED BY QUESTION CREATOR percent
attributable to AI over the past 12 months
Value of sales order line items not fulfilled due to Total value of sales order line items lost due to lack dollars
stockouts per $1 million revenue of production capacity/stockouts / (Total business
Net Promoter Score Net Promoter Score percent
Number of marketing FTEs per $1 billion revenue Number of FTEs who perform the marketing FTEs
function / (Total business entity revenue *
0.000000001)
Number of sales FTEs per $1 billion revenue Number of FTEs who perform the sales function / FTEs
(Total business entity revenue * 0.000000001)
Percentage of active customers who transact via Percentage of active customers who transact via percent
an electronic marketplace an electronic marketplace

Marketing, sales, and R&D FTEs as a percentage of ((Number of FTEs who perform the marketing percent
total business entity FTEs function + Number of FTEs who perform the sales
function + Number of FTEs who perform research
and development (R&D)) / Number of business
entity FTEs) * 100.0
Percentage of customer accounts set up for (Customer accounts set up for EDI to submit sales percent
electronic data interchange (EDI) orders / Number of customers in the customer
master file) * 100.0
Revenue received from internet orders, WAP ((Revenue received from internet orders + percent
orders, EDI orders, and orders from a direct Revenue received from WAP orders + Revenue
connection to the system as a percentage of total received from EDI orders + Revenue received from
business entity revenue orders through a direct connection to the system) /
Total business entity revenue) * 100.0
Percentage of customers targeted through Percentage of customers targeted through percent

campaigns using the website channel campaigns using the website channel
campaigns using the mobile application channel campaigns using the mobile application channel
campaigns using the search engine marketing campaigns using the search engine marketing
channel channel
campaigns using the social media channel campaigns using the social media channel
campaigns using the traditional face-to-face campaigns using the traditional face-to-face
contact channel contact channel
campaigns using the direct mail channel campaigns using the direct mail channel
campaigns using the indirect marketing channel campaigns using the indirect marketing channel
Marketing FTEs as a percentage of total business (Number of FTEs who perform the marketing percent
entity FTEs function/Number of business entity FTEs)*100

Revenue received from orders through a direct (Revenue received from orders through a direct percent
connection to the system as a percentage of total connection to the system / Total business entity
business entity revenue revenue) * 100.0
Revenue received from EDI orders as a percentage (Revenue received from EDI orders / Total business percent
of total business entity revenue entity revenue) * 100.0
Revenue received from email orders as a (Revenue received from email orders / Total percent
percentage of total business entity revenue business entity revenue) * 100.0
Revenue received from fax and mail orders as a (Revenue received from fax and mail orders / Total percent
Revenue received from orders through other (Revenue received from orders through other percent
methods as a percentage of total business entity methods / Total business entity revenue) * 100.0
revenue
Revenue received from telephone orders as a (Revenue received from telephone orders / Total percent
Revenue received from WAP orders as a (Revenue received from WAP orders / Total percent
Percentage of active customers that are profitable Percentage of active customers that are profitable percent
Selling, general, and administrative (SGA) costs Total SG&A costs / Number of business entity dollars
per business entity employee employees
Total North American HR shared services center if((Employees served by Center 1)=0,0,(Total in- dollars
cost per employee house operating cost for your HR service center for
North American center + Total of all outsourcing
costs associated with HR service center for North
American center) / (Employees served by Center
1))
Total cost to perform the process groups "manage Total cost to perform the process groups "manage dollars
employee communications" and "deliver employee employee communications" and "deliver employee
communications" per $1,000 revenue communications" / (Total business entity revenue *
0.001)

Personnel cost to perform the process groups Personnel cost to perform the process groups dollars
"manage employee communications" and "deliver "manage employee communications" and "deliver
employee communications" per $1,000 revenue employee communications" / (Total business entity
revenue * 0.0010)
Systems cost to perform the process groups Systems cost to perform the process groups dollars
revenue * 0.000010)
Overhead cost to perform the process groups Overhead cost to perform the process groups dollars
revenue * 0.000010)
Other cost to perform the process groups "manage Costs other than personnel, systems, overhead, dollars
employee communications" and "deliver employee and outsourced to perform the process groups
communications" per $1,000 revenue "manage employee communications" and "deliver
employee communications" / (Total business entity
revenue * 0.0010)
Outsourced cost to perform the process groups Outsourced cost to perform the process groups dollars
revenue * 0.0010)
Total cost to perform HR administration activities Total cost to perform HR administration activities / dollars
per $1,000 revenue (Total business entity revenue * .001)
Total cost to perform HR administration activities Total cost to perform HR administration activities / dollars
per business entity employee Number of business entity employees
Total cost to perform the HR function as a (Total cost to perform the function "develop and percent
percentage of selling, general, and administrative manage human capital" / Total SG&A costs) * 100
(SGA) costs

Personnel cost to perform the HR function per Personnel cost to perform the function "develop dollars
function FTE and manage human capital" / Number of FTEs who
perform the function "develop and manage human
capital"
Overhead and other cost of the HR function per Overhead and other cost to perform the function dollars
$1,000 revenue "develop and manage human capital" / (Total
function FTE "develop and manage human capital" / Number of
FTEs who perform the function "develop and
manage human capital"
business entity employee "develop and manage human capital" / Number of
business entity employees
Outsourced cost to perform the HR function per Outsourced cost to perform the function "develop dollars
business entity employee and manage human capital" / Number of business
entity employees
Total cost of the North American HR shared ((Total in-house operating cost for your HR service percent
services center as a percentage of revenue center for North American center + Total of all
outsourcing costs associated with HR service
center for North American center) / Total business
entity revenue) * 100
Total North American HR shared services center if((Employees served by Center 1 + Total retiree dollars
cost per customer (employees + retirees) headcount served by HR shared services
organization)=0,0,(Total in-house operating cost for
your HR service center for North American center
+ Total of all outsourcing costs associated with HR
service center for North American center) /
(Employees served by Center 1 + Total retiree
headcount served by HR shared services
organization))

North American HR shared service center in-house if(Total HR shared service transaction volume by dollars
cost per North American center transaction the North American center=0,0,Total in-house
operating cost for your HR service center for North
American center / Total HR shared service
transaction volume by the North American center)
North American HR shared service center in-house if(Total HR shared service call/inquiry volume by dollars
cost per North American center call/inquiry the North American center=0,0,Total in-house
operating cost for your HR service center for North
American center / Total HR shared service
call/inquiry volume by the North American center)
Overhead and other cost of the HR function as a (Overhead and other cost to perform the function percent
percentage of total HR function cost "develop and manage human capital" / Total cost
to perform the function "develop and manage
human capital") * 100
Total budget for the HR function per $1,000 Budget to perform the function "develop and dollars
revenue manage human capital" / (Total business entity
revenue * 0.0010)
Total budget for the HR function per business entity Budget to perform the function "develop and dollars
FTE manage human capital" / Number of business
entity FTEs
Budget for the HR function per business entity Budget to perform the function "develop and dollars
employee manage human capital" / Number of business
entity employees
Total business entity personnel cost per $1,000 Personnel cost for all employees / (Total business dollars
Personnel cost for the business entity per business Personnel cost for all employees / Number of dollars
entity employee business entity employees

$1,000 revenue and manage human capital" / (Total business entity
revenue * 0.001)
business entity FTE and manage human capital" / Number of business
entity FTEs
business entity employee and manage human capital" / Number of business
entity employees
Systems cost to perform the HR function per Systems cost to perform the function "develop and dollars
$1,000 revenue manage human capital" / (Total business entity
revenue * 0.001)
Systems cost to perform the HR function per Systems cost to perform the function "develop and dollars
business entity employee manage human capital" / Number of business
entity employees
Total cost to perform the HR function per business Total cost to perform the function "develop and dollars
entity FTE manage human capital" / Number of business
entity FTEs
Internal cost to perform HR administration Internal cost for HR administration / (Total business dollars
activities per $1,000 revenue entity revenue * .001)
Internal cost to perform HR administration Internal cost for HR administration / Number of dollars
activities per business entity employee business entity employees
Total cost to perform the HR function per $1,000 Total cost to perform the function "develop and dollars
revenue manage human capital" / (Total business entity
revenue * 0.001)
Total cost to perform the HR function per HR Total cost to perform the function "develop and dollars
function FTE manage human capital" / Number of FTEs who
perform the function "develop and manage human
capital"

Total cost to perform the HR function per business Total cost to perform the function "develop and dollars
entity employee manage human capital" / Number of business
entity employees
Personnel cost of temporary staff/contractor per Personnel cost of temporary staff/contractors / dollars
temporary staff/contractor Number of temporary staff/contractors
Average fully loaded salary for middle Personnel cost for all middle dollars
management or specialists management/specialist employees / Number of
middle management/specialist employees
Average fully loaded salary for operational workers Personnel cost for all operational worker/office staff dollars
or office staff employees / Number of operational worker/office
staff employees
Average fully loaded salary for senior management Personnel cost for all senior dollars
or executives management/executive employees / Number of
senior management/executive employees
Average speed to answer in seconds for your HR Average speed to answer in seconds for your HR seconds
service center service center
Number of FTEs that perform HR administration Number of FTEs who perform HR administrative FTEs
activities per $1 billion revenue activities (exclude the activities for processing and
distributing payments) / (Total business entity
revenue * 0.000000001)
Senior management/executive satisfaction with Most recent rating of HR satisfaction for senior percent
overall HR services management/executive employees
Middle management/specialist satisfaction with Most recent rating of HR satisfaction for middle percent
overall HR services management/specialist employees
Operational workers/office staff satisfaction with Most recent rating of HR satisfaction for percent
overall HR services operational worker/office staff employees
First contact resolution rate for your HR service First contact resolution rate for your HR service percent
center center
Number of FTEs that perform the HR function per Number of FTEs who perform the function "develop FTEs
$1 billion revenue and manage human capital" / (Total business entity
revenue*.000000001)

Average speed to answer for North American HR Average speed to answer in seconds for your HR seconds
shared services center service center for North American center
First contact resolution for North American HR First contact resolution rate for North American percent
shared services center center
Total employees served by HR shared services if(Total HR headcount for overall HR employees
center per total HR headcount organization=0,0,Total employee headcount served
by HR shared services organization / Total HR
headcount for overall HR organization)
Total company employees served per payroll if(Payroll services employee headcount=0,0,Total employees
processing employee headcount employee headcount served by HR shared services
organization / Payroll services employee
headcount)
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
Number of business entity employees per HR Number of business entity employees / Number of employees
function FTE FTEs who perform the function "develop and
manage human capital"

Number of middle management/specialists Number of middle management/specialist employees
employees per HR function FTE employees / Number of FTEs who perform the
function "develop and manage human capital"
Number of operational workers/office staff Number of operational worker/office staff employees
Number of senior management/executive Number of senior management/executive employees
Number of business entity employees per 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 if(Number of tier 1 service center employees
employees per Tier 1 manager/supervisor managers/supervisors=0,0,Number of tier 1
service center employees / Number of tier 1
service center managers/supervisors)
Tier 1 transaction volume per Tier 1 HR shared if(Number of tier 1 service center transactions
service organization employee employees=0,0,Total HR shared service tier 1
transaction volume / Number of tier 1 service
center employees)
Tier 1 call/inquiry volume per Tier 1 HR shared if(Number of tier 1 service center calls/inquiries
call/inquiry volume / Number of tier 1 service
center employees)
Number of Tier 2 HR shared service organization if(Number of tier 2 service center employees
employees per Tier 2 manager/supervisor managers/supervisors=0,0,Number of tier 2
service center employees / Number of tier 2
service center managers/supervisors)

Tier 2 transaction volume per Tier 2 HR shared if(Number of tier 2 service center transactions
transaction volume / Number of tier 2 service
center employees)
Tier 2 call/inquiry volume per Tier 2 HR shared if(Number of tier 2 service center calls/inquiries
call/inquiry volume / Number of tier 2 service
center employees)
Total company employees served per North if(Recruiting/staffing service center specialist employees
American HR shared services center headcount for North American
recruiting/staffing specialist headcount Center=0,0,Employees served by Center 1 /
Recruiting/staffing service center specialist
headcount for North American Center)
Total requisitions per North American HR shared if(Recruiting/staffing service center specialist requisitions
services center recruiting/staffing specialist headcount for North American Center=0,0,Number
headcount of job requisitions handled by North American HR
shared services center / Recruiting/staffing service
center specialist headcount for North American
Center)
Total hires handled per North American HR shared if(Recruiting/staffing service center specialist hires
services center recruiting/staffing specialist headcount for North American Center=0,0,Number
headcount of hires handled by North American HR shared
services center / Recruiting/staffing service center
specialist headcount for North American Center)
Total company employees served per North if(Workforce administration service center employees
American HR shared services center workforce specialist headcount for North American
administration specialist headcount Center=0,0,Employees served by Center 1 /
Workforce administration service center specialist

Total company employees served per North if(Training administration service center specialist employees
American HR shared services center training headcount for North American
administration specialist headcount Center=0,0,Employees served by Center 1 /
Training administration service center specialist
Total company employees served per North if(Leave of absence administration service center employees
American HR shared services center leave of specialist headcount for North American
absence administration specialist headcount Center=0,0,Employees served by Center 1 / Leave
of absence administration service center specialist
Total company employees served per North if(Employee relations service center specialist employees
American HR shared services center employee headcount for North American
relations specialist headcount Center=0,0,Employees served by Center 1 /
Employee relations service center specialist
Self-service transaction volume per employee for if(Total employee headcount for Center 1=0,0,Self- transactions
Center 1 service transaction volume for Center 1 / Total
employee headcount for Center 1)
Self-service inquiry per employee for Center 1 if(Total employee headcount for Center 1=0,0,Self- inquiry
service inquiry volume for Center 1 / Total


Total company employees served per HR shared if(HR business partners headcount for overall HR employees
services center HR business partner headcount organization=0,0,Total employee headcount served
by HR shared services organization / HR business
partners headcount for overall HR organization)
Total company employees served per HR shared if(HR generalists headcount for overall HR employees
services center HR generalist headcount organization=0,0,Total employee headcount served
by HR shared services organization / HR generalists
Total company employees served per HR shared if(HR administrators headcount for overall HR employees
services center HR administrator headcount organization=0,0,Total employee headcount served
by HR shared services organization / HR
administrators headcount for overall HR
organization)
Total company employees served per HR shared if(Total field HR headcount for overall HR employees
services center field HR headcount organization=0,0,Total employee headcount served
by HR shared services organization / Total field HR
Number of transactions per HR shared service if(Total HR shared service employee transactions
organization employee headcount=0,0,Total HR shared service transaction
volume / Total HR shared service employee
headcount)
Number of calls/inquiries per HR shared service if(Total HR shared service employee calls/inquiries
organization employee headcount=0,0,Total HR shared service call/inquiry
volume / Total HR shared service employee
headcount)
Number of employees served per HR shared if(Total HR shared service employee employees
service organization employee headcount=0,0,Total employee headcount served
by HR shared services organization / Total HR
shared service employee headcount)

Number of retirees served per HR shared service if(Total HR shared service employee retirees
organization employee headcount=0,0,Total retiree headcount served by
HR shared services organization / Total HR shared
service employee headcount)
Number of transactions per Center 1 employee if(Total employee headcount for Center transactions
1=0,0,Transaction volume for Center 1 / Total
Number of calls/inquiries per Center 1 employee if(Total employee headcount for Center calls
1=0,0,Call/inquiry volume for Center 1 / Total
Number of employees served per Center 1 if(Total employee headcount for Center employees
employee 1=0,0,Employees served by Center 1 / Total
Number of retirees served per Center 1 employee if(Total employee headcount for Center retirees
1=0,0,Retirees served by Center 1 / Total employee
headcount for Center 1)


Total company employees served per HR shared if(Number of tier 1 service center employees
services center tier 1 headcount employees=0,0,Total employee headcount served
by HR shared services organization / Number of
tier 1 service center employees)

Total company employees served per HR shared if(Number of tier 2 service center employees
services center tier 2 headcount employees=0,0,Total employee headcount served
by HR shared services organization / Number of
tier 2 service center employees)
Total customers (employees + retirees) served by if(Total HR headcount for overall HR customers
HR shared services center per total HR headcount organization=0,0,(Total employee headcount
served by HR shared services organization + Total
retiree headcount served by HR shared services
organization) / Total HR headcount for overall HR
organization)
Total company employees served per HR shared if(HRIS headcount for overall HR employees
services center HRIS headcount organization=0,0,Total employee headcount served
by HR shared services organization / HRIS
Total company employees served per HR shared if(Talent acquisition CoE headcount for entire employees
services center talent acquisition CoE headcount shared services operation=0,0,Total employee
organization / Talent acquisition CoE headcount for
entire shared services operation)
Total company employees served per HR shared if(Talent management CoE headcount for entire employees
services center talent management CoE headcount shared services operation=0,0,Total employee
organization / Talent management CoE headcount
for entire shared services operation)
Total company employees served per HR shared if(Compensation CoE headcount for entire shared employees
services center compensation CoE headcount services operation=0,0,Total employee headcount
served by HR shared services organization /
Compensation CoE headcount for entire shared
services operation)

Total company employees served per HR shared if(Benefits CoE headcount for entire shared employees
services center benefits CoE headcount services operation=0,0,Total employee headcount
served by HR shared services organization /
Benefits CoE headcount for entire shared services
operation)
Total company employees served per HR shared if(Employee and labor relations CoE headcount for employees
services center employee and labor relations CoE entire shared services operation=0,0,Total
headcount employee headcount served by HR shared services
organization / Employee and labor relations CoE
headcount for entire shared services operation)
Tier 1 employees per Tier 1 manager/supervisors if(Manager/supervisor headcount for Center employees
for Center 1 1=0,0,Tier 1 representative headcount for Center 1
/ Manager/supervisor headcount for Center 1)
Transaction volume per Tier 1 employee for Center if(Tier 1 representative headcount for Center transactions
1 1=0,0,Transaction volume for Center 1 / Tier 1
representative headcount for Center 1)
Call/inquiry volume per Tier 1 employee for Center if(Tier 1 representative headcount for Center calls
1 1=0,0,Call/inquiry volume for Center 1 / Tier 1




Call/inquiry volume per Tier 2 employee for Center if(Transaction volume for Center 7=0,0,Call/inquiry calls
7 volume for Center 7 / Transaction volume for
Center 7)
Total cost for the learning management system as ((Hardware costs associated with ownership for percent
a percentage of the total cost to perform the HR your LMS + Software costs associated with
function ownership for your LMS + Upgrade and
maintenance costs associated with ownership for
your LMS + Consultancy/third-party costs
associated with ownership for your LMS) / Total
cost to perform the function "develop and manage
human capital") * 100.0
Operational workers/office staff as a percentage of (Number of operational worker/office staff percent

total business entity employees employees / Number of business entity employees)
* 100
Percentage of business entity employees who are (Number of employees greater than 60 years old / percent
60 years old or greater Number of business entity employees) * 100.0

Percentage of business entity employees who are (Number of employees between 25 and 30 years percent
at least 25 but less than 30 years old old / Number of business entity employees) * 100.0
Percentage of business entity employees who are (Number of employees less than 25 years old / percent
less than 25 years old Number of business entity employees) * 100.0
Percentage of FTEs who perform the HR function Percentage of FTEs who perform the function percent
that do not directly report to the HR organization "develop and manage human capital" that do not
directly report to the HR organization
Systems cost to perform the HR function as a (Systems cost to perform the function "develop percent
percentage of total HR function cost and manage human capital" / Total cost to perform
the function "develop and manage human capital")
* 100

Percentage of business entity employees with 15 ((Number of employees employed between 15 and percent
years of tenure or more 20 years + Number of employees employed
between 20 and 25 years + Number of employees
employed greater than 25 years) / Number of
business entity employees) * 100.0
Percentage of business entity employees with 20 ((Number of employees employed between 20 and percent
years of tenure or more 25 years + Number of employees employed
greater than 25 years) / Number of business entity
employees) * 100.0
Percentage of business entity employees with 25 (Number of employees employed greater than 25 percent
years or more of tenure years / Number of business entity employees) *
100.0
Percentage of business entity employees with less (Number of employees employed less than 1 year / percent
than 1 year of tenure Number of business entity employees) * 100.0
Percentage of business entity employees with less ((Number of employees employed less than 1 year percent
than 5 years of tenure + Number of employees employed between 1 and
5 years) / Number of business entity employees) *
100.0
Percentage of senior management/executives that (Number of female senior management/executive percent
are female employees / Number of senior
management/executive employees) * 100.0
Other cost to perform the HR function as a Costs other than personnel, systems, overhead, percent
percentage of the total cost to perform the function and outsourced to perform the function "develop
and manage human capital" / Total cost to perform
the function "develop and manage human capital"
* 100
Outsourced cost to perform the HR function as a (Outsourced cost to perform the function "develop percent
* 100

Overhead cost to perform the HR function as a Overhead cost to perform the function "develop percent
percentage of the total cost to perform the function and manage human capital"/Total cost to perform
the function "develop and manage human
capital"*100
Personnel cost to perform the HR function as a (Personnel cost to perform the function "develop percent
* 100
Middle management/specialists as a percentage of (Number of middle management/specialist percent
* 100
Percentage of middle management/specialists that (Number of female middle management/specialist percent
are female employees / Number of middle
management/specialist employees) * 100.0
Senior management/executives as a percentage of (Number of senior management/executive percent
* 100
Percentage of operational workers/office staff that (Number of female operational worker/office staff percent
are female employees / Number of operational worker/office
staff employees) * 100
Percentage of total employees who are remote Percentage of total employees who are remote percent
employees employees
Personnel cost for middle management or (Personnel cost for all middle percent
specialist as a percentage of total business entity management/specialist employees / Personnel cost
personnel cost for all employees) * 100.0
Personnel cost for senior management or executive (Personnel cost for all senior percent
employees as a percentage of total business entity management/executive employees / Personnel cost
personnel cost for all employees) * 100
Personnel cost for operational workers or office (Personnel cost for all operational worker/office percent
staff as a percentage of total business entity staff employees / Personnel cost for all employees)
personnel cost * 100

HR service center employee turnover for North HR service center employee turnover rate for North percent
American shared services center American center
Self-service transaction volume per HR shared if(Total HR shared service employee transactions
service organization employee headcount=0,0,Total HR shared service self-service
transaction volume / Total HR shared service
employee headcount)
Self-service inquiry volume per HR shared service if(Total HR shared service employee inquiries
organization employee headcount=0,0,Total HR shared service self-service
inquiry volume / Total HR shared service employee
headcount)
Portal hits per 1,000 employees for North American if((Employees served by Center 1 * portal hits
HR shared services center 0.001)=0,0,Number of portal hits for North
American HR shared services center / (Employees
served by Center 1 * 0.001))
Employees who perform the function "develop and (Number of employees who perform the function percent
manage human capital" as a percentage of total "develop and manage human capital" / Number of
business entity employees business entity employees) * 100
Total number of HR service center portal hits per Number of portal hits for your HR service center / portal hits
1,000 company employees (Total employee headcount served by HR shared
services organization * .001)
Average span of control for the HR function (Average span of control for the first level in the HR direct reports
function + Average span of control for the second
level in the HR function + Average span of control
for the third level in the HR function + Average
span of control for the fourth level in the HR
function + Average span of control for the fifth
level in the HR function + Average span of control
for the sixth level in the HR function + Average
span of control for the seventh level in the HR
function) / Number of levels for the HR function

Total cost to perform the legal services function as (Total cost of the legal services function /Total percent
a percentage of selling, general, and SG&A costs) * 100
administrative cost (SG&A)
Total cost to perform the legal services function as (Total cost of the legal services function /Total percent
a percentage of revenue business entity revenue) * 100
Cycle time in days for a legal services FTE to Average cycle time in days for a legal services FTE days
complete contract preparation to complete contract preparation
Cycle time in days for a legal services FTE to Average cycle time in days for a legal services FTE days
complete contract review to complete contract review
Total number of legal services FTEs per $1 billion Number of FTEs dedicated to the legal services FTEs
revenue function / (Total business entity revenue *
0.000000001)
Customer satisfaction rate for legal services Most recent customer satisfaction rating of the percent
legal services function
Percentage of legal services FTEs that perform the Percentage allocation of legal services function percent
process "conduct board activities" FTEs dedicated to the process "conduct board
activities"
process "manage regulatory activities" FTEs dedicated to the process "manage regulatory
activities"
processes "manage, prepare, and review contracts" FTEs dedicated to the process "manage, prepare,
and review contracts"
process "manage litigation and dispute resolution" FTEs dedicated to the process "manage litigation
and dispute resolution"
process "manage outside counsel" FTEs dedicated to the process "manage outside
counsel"

process "protect intellectual property" FTEs dedicated to the process "protect intellectual
property"
process "oversee corporate governance" FTEs dedicated to the process "oversee corporate
governance"
Percentage of legal services FTEs that perform Percentage allocation of legal services function percent
other legal services processes FTEs dedicated to other processes
Percentage of contracts management FTEs that Percentage allocation of contracts management percent
perform "other contracts management function function FTEs dedicated to other processes
processes”
Percentage of your organization's revenue growth Percentage of your organization's revenue growth percent
over the past three years due to acquisitions over the past three years due to acquisitions
Actual Open-to-buy retail inventory as a Actual Open-to-buy inventory as a percentage of percent
percentage of planned retail inventory planned inventory
Growth or decline of the count of active finished Growth or decline in the count of active finished percent
products/SKUs over the past three years products/SKUs over the past three years
Growth or decline of the count of active raw Growth or decline in the count of active raw percent
products/SKUs over the past three years material products/SKUs over the past three years
Total cost to develop and manage products and (Total cost to generate new product/service ideas + dollars
services per project that exits or completes the Total cost to design and develop products/services
test market products/services phase + Total cost to test market products/services +
Total cost to support product manufacturing or
service delivery) / Number of projects that exit or
complete the test market products/services phase
Total cost to support product manufacturing or Total cost to support product manufacturing or dollars
service delivery per project that exits or completes service delivery / Number of projects that exit or
the test market products/services phase complete the test market products/services phase

Total cost to perform the process group "develop (Total annual cost for new product/service dollars
products and services" per $1,000 revenue development * (Percentage of total annual cost for
new product/service development allocated to
designing, building, and testing products/services
+ Percentage of total annual cost for new
product/service development allocated to test
marketing products/services + Percentage of total
annual cost for new product/service development
allocated to preparing for production or service
delivery) * 0.01) / (Total business entity revenue *
0.0010)
products and services" per product/service project development * (Percentage of total annual cost for
delivery) * 0.01) / Total number of projects
Average project cost of existing product/service Average project cost from the start of the design dollars
improvements and extensions from the start and and develop products/services process through the
finish of the process group "develop products and support product manufacturing or service delivery
services" process for existing product/service improvement
projects
Average project cost of new product/service Average project cost from the start of the design dollars
developments from the start and finish of the and develop products/services process through the
process group "develop products and services" support product manufacturing or service delivery
process for new product/service development
projects

products and services" per FTE (including external) development * (Percentage of total annual cost for
delivery) * 0.01) / (Number of FTEs who develop
and manage products and services * (Percentage
of FTEs performing product/service development
are allocated to designing, building, and testing
products/services + Percentage of FTEs performing
product/service development are allocated to test
marketing products/services + Percentage of FTEs
performing product/service development are
delivery) * 0.01)
Cycle time in days for new product/service Cycle time in days from the start of the design and days
development projects from the start of the process develop products/services process through the
"design and prototype products and services" to completion of the test market products/services
the end of the process "test market for new or process for new product/service development
revised products and services" projects
Cycle time in days for existing product/service Cycle time in days from the start of the design and days
improvement and extension projects from the start develop products/services process through the
of the process "design and prototype products and completion of the test market products/services
services" to the end of the process "test market for process for existing product/service improvement
new or revised products and services" projects

Number of FTEs (including external) that perform (Number of FTEs who develop and manage FTEs
the process group "develop products and services" products and services * (Percentage of FTEs
per $1 billion revenue performing product/service development are
allocated to designing, building, and testing
products/services + Percentage of FTEs performing
marketing products/services + Percentage of FTEs
delivery) * 0.01) / (Total business entity revenue *
0.000000001)
Ratio of projects that enter the design and develop Number of projects that enter the design and projects
products/services phase to projects that enter the develop products/services phase / Number of
test market products/services phase projects that enter the test market
products/services phase
Ratio of projects that enter the test market Number of projects that enter the test market projects
products/services phase to projects that exit or products/services phase / Number of projects that
complete the test market products/services phase exit or complete the test market products/services
phase
Number of product/service projects per FTE Total number of projects / (Number of FTEs who projects
(including external) that performs the process develop and manage products and services *
group "develop products and services" (Percentage of FTEs performing product/service
development are allocated to designing, building,
and testing products/services + Percentage of FTEs
allocated to test marketing products/services +
Percentage of FTEs performing product/service
development are allocated to preparing for
production or service delivery) * 0.01)
Market opportunity for the telecommunications Market opportunity currency value dollars
business entity in US Dollars

Percentage of products that are based on common Percentage of products are based on common percent
development platforms development platforms
Percentage of parts that are common across major Percentage of parts that are common across major percent
product lines product lines
Average lead time in months between subsequent Average lead time in months between subsequent days
product generations for primary products product generations
Percentage of customers using your business Percentage of your customers uses your website percent
entity's website for information gathering on your (your company name.com) for information
business entity's products/services gathering or research on your products/services
Percentage of customers using social media for Percentage of your customers uses social media percent
information gathering on your business entity's (interactions via social platforms external to your
products/services company website) for information gathering or
research on your products/services
Percentage of customers using mobile applications Percentage of your customers uses mobile percent
for information gathering on your business entity's applications for information gathering or research
products/services on your products/services
Percentage of customers using traditional face-to- Percentage of your customers uses traditional face- percent
face contact for information gathering on your to-face contact for information gathering or
business entity's products/services research on your products/services
Percentage of customers using indirect marketing Percentage of your customers uses indirect percent
for information gathering on your business entity's marketing such as billboards, print, broadcasting
products/services (radio/TV) for information gathering or research on
your products/services
Customer wallet share Customer wallet share percent
Market share Market share percent
Key customer retention rate Key customer retention rate percent
Key customer growth Percentage of revenue growth for the top 20 percent
percent of customers
Key customer profitability Percentage of profitability change for the top 20 percent
percent of customers

Percentage of customers who can name brand in Percentage of customers who can name your percent
unaided recall test business entity's brand in an unaided recall test
Percentage of customers who would recommend Percentage of customers who would recommend percent
product/service to family/friends your business entity's product/service to
family/friends
Relative change in brand performance over the Relative change in brand performance over the percent
past three years past three years
Percentage of revenue attributed to customers who Percentage of revenue from customers making percent
made first purchase of the brand their first purchase of the brand in the last 12-
month reporting period
Budget for sales as a percentage of revenue (Budget for sales / Total business entity revenue) * percent
100
Average sales cycle time in calendar days from Cycle time in days from when a sales days
the time the lead/opportunity is identified and the lead/opportunity is identified to when it is closed
sale is closed
Average monthly sales forecast error within a Average monthly product family sales forecast percent
product family error
Average daily retail shoppers to brick-and-mortar Shoppers to retail store staff ratio
retail store staff ratio
Sales FTEs as a percentage of total business entity (Number of FTEs who perform the sales percent
FTEs function/Number of business entity FTEs)*100
Customer lifetime value Customer lifetime value (CLV) for your retail dollars
operation
Average return on investment on website channel Average return on investment for marketing/sales percent
marketing/sales campaigns campaigns for the website channel
Average return on investment on mobile Average return on investment for marketing/sales percent
application channel marketing/sales campaigns campaigns for the mobile application channel
Average return on investment on search engine Average return on investment for marketing/sales percent
marketing channel marketing/sales campaigns campaigns for the search engine marketing
Average return on investment on social media channel
Average return on investment for marketing/sales percent
marketing channel marketing/sales campaigns campaigns for the social media channel

Average return on investment on traditional face- Average return on investment for marketing/sales percent
to-face channel marketing/sales campaigns campaigns for the face-to-face channel
Average return on investment on indirect Average return on investment for marketing/sales percent
marketing (billboards, print, broadcasting campaigns for the indirect marketing channel
(radio/TV)) channel marketing/sales campaigns
Average monthly national/global forecast error S25320470QN0001 percent
measured by the mean absolute percentage error
(MAPE)
Percentage of all of retail store units sold at full Percentage of all of retail store units sold at full percent
price in the past year price in the past year
Average cost to acquire a telecommunications Average cost to acquire a customer dollars
customer
Average cost to retain a telecommunications Average cost to retain a customer dollars
customer
Sales budget per sales FTE Budget for sales / Number of FTEs who perform the dollars
sales function
Like for Like (LFL) retail sales growth Like for Like (LFL) retail sales growth percent
Average time in minutes from queue to till in brick- Average retail customer wait time in minutes from minutes
and-mortar retail stores queue time to till
Average time in minutes a user spends on the Average time in minutes that a user spends on the minutes
retail website business entity website
Number of unique visits to the retail website per $1 Total unique visits to the business entity website / visits
billion revenue (Total business entity revenue * .000000001)
Retail website bounce rate Average percentage of visitors to the business percent
entity website who navigate away from the site
after viewing only one page
Click through rate for the retail website Click through rate for the business entity website percent
Budget for marketing as a percentage of revenue (Budget for marketing / Total business entity percent
revenue) * 100

Marketing budget per marketing FTE Budget for marketing / Number of FTEs who dollars
perform the marketing function
Percentage of total annual marketing budget that Percentage of marketing budget allocated to percent
is personnel related (compensation and benefits) personnel (compensation-related)
Percentage of total annual marketing budget that Percentage of marketing budget allocated to non- percent
is not related to personnel (compensation and personnel
benefits)
Percentage of total annual marketing budget Percentage of marketing budget allocated to digital percent
allocated to digital marketing - website design, marketing - website design, management, and
management, and optimization optimization
allocated to digital marketing - mobile app design, marketing - mobile app design, management, and
management, and optimization optimization
allocated to digital marketing - digital content marketing - digital content creation (e.g., videos,
creation (e.g., videos, games) games)
allocated to digital marketing - virtual events (e.g., marketing - virtual events (e.g., webinars)
webinars)
allocated to digital marketing - search engine marketing - search engine optimization (seo) and
optimization (seo) and paid search / pay per click paid search / pay per click (ppc)
(ppc)
allocated to digital marketing - online advertising marketing - online advertising (banners, pop-up
(banners, pop-up ads, ads on external websites) ads, ads on external websites)
allocated to digital marketing - mobile marketing marketing - mobile marketing other than apps
other than apps (e.g., text/multimedia messages) (e.g., text/multimedia messages)

allocated to digital marketing - social media marketing - social media engagement
engagement
allocated to digital marketing - other marketing - other
Percentage of total annual marketing budget Percentage of marketing budget allocated to non- percent
allocated to non-digital content creation digital content creation
Percentage of total annual marketing budget Percentage of marketing budget allocated to percent
allocated to physical events (e.g., trade shows) physical events (e.g., trade shows)
allocated to traditional media advertising and traditional media advertising and sponsorships -
sponsorships - print media print media
sponsorships - television/radio media television/radio media
sponsorships - other media (e.g., billboards) other media (e.g., billboards)
allocated to non-digital direct marketing - direct digital direct marketing - direct postal mail
postal mail
allocated to non-digital direct marketing - digital direct marketing - telemarketing
telemarketing
allocated to allocated overhead allocated overhead
Percentage of total annual marketing budget Percentage of marketing budget allocated to other percent
allocated to other
allocated to digital marketing - email marketing marketing - email marketing

Average cycle time to develop a direct marketing Cycle time in days to develop a direct marketing days
campaign campaign
Total number of direct marketing campaigns Number of direct marketing campaigns executed campaigns
executed
Retail shopping cart abandonment rate Shopping cart abandonment for the business entity percent
website
Annual percentage change in retail customer Annual percentage change in retail customer percent
purchase frequency purchase frequency
Percentage of business entity's growth in revenues Percentage of revenue growth for the top 20 percent
from the top twenty percent of customers percent of customers
Telecommunications customer churn rate Customer churn rate (all types) for retail store percent
transactions
Percentage of inbound calls to the Percentage of inbound calls to the telecom call percent
telecommunications call center that are turned into center turned into potential revenue opportunities
potential revenue opportunities
Cart abandonment rate for telecommunications Cart abandonment rate percent
Percentage of customers who are inactive Percentage of customers that have been inactive percent
customers for longer than 12 months
Success rate of keeping customers who try to Percentage of customers who try to cancel their percent
cancel telecommunications service telecommunications service that wind up keeping
it
Percentage of inbound contacts that are business Percentage of inbound contacts that are B2B percent
to business (B2B) for telecommunications
Percentage of inbound contacts that are consumer Percentage of inbound contacts that are C2B percent
to business (C2B) for telecommunications
Total number of telecommunications subscribers Total number of subscribers/end users subscribers
(end users) per $1 billion revenue (telecommunications provider) / (Total business
Percentage of telecommunications subscribers that Percentage of total number of subscribers/end percent
are prepaid customers users that are prepaid customers
(telecommunications provider)

Customer retention rate for customers attempting Percentage of customers that try to cancel their percent
service cancellation service that are kept
Percentage of customers opting out of receiving Percentage of customers that opt out of receiving percent
marketing messages from the organization marketing messages from the organization
Percentage of active customers who are repeat Percentage of active customers who are repeat percent
customers customers
Number of subscribers (end users) per Total number of subscribers/end users subscribers
telecommunications account (telecommunications provider) / Total number of
accounts (telecommunications provider)
E-commerce sales conversion rate for the retail E-commerce conversion rate for the business percent
website entity website
Percentage of qualified leads where the sale is Percentage of qualified leads where the sale is percent
closed closed
Percentage of order inquiry contacts received Percentage of order inquiry contacts received percent
through new (such as digital/electric) channels through new (such as digital/electric) channels
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 annual net sales revenue Percentage of net sales revenue attributable to percent
attributable to repeat customers repeat customers
Annual personnel cost savings through sales order Annual personnel cost savings from automation of dollars
processing automation for the process "manage sales order processing / ( Total business entity
sales orders" per $1 billion revenue revenue * .000000001)
Total cost to perform the process "manage sales (Total cost to perform the process "manage sales percent
orders" as percentage of selling, general, and orders" / Total SG&A costs) * 100
administration costs

Outsourced cost of the customer order ((Outsourced cost to perform the process group percent
management function as a percentage of the total "develop customer care/customer service strategy"
cost of the function + Outsourced cost to perform the process "manage
sales orders" + Outsourced cost to perform the
process "service customers" + Outsourced cost to
perform the process "manage returns; manage
reverse logistics") / (Total cost to perform the
process group "develop customer care/customer
service strategy" + Total cost to perform the
process "manage sales orders" + Total cost to
perform the process "service customers" + Total
cost to perform the process "manage returns;
manage reverse logistics")) * 100.0

Combined personnel and systems costs of the ((Personnel cost to perform the process group percent
customer order management function as a "develop customer care/customer service strategy"
percentage of the total cost the function + Systems cost to perform the process group
"develop customer care/customer service strategy"
+ Personnel cost to perform the process "manage
sales orders" + Systems cost to perform the
process "manage sales orders" + Personnel cost to
perform the process "service customers" +
Systems cost to perform the process "service
customers" + Personnel cost to perform the
process "manage returns; manage reverse
logistics" + Systems cost to perform the process
"manage returns; manage reverse logistics") /
(Total cost to perform the process group "develop
customer care/customer service strategy" + Total
cost to perform the process "manage sales orders"
+ Total cost to perform the process "service
customers" + Total cost to perform the process
"manage returns; manage reverse logistics")) *
100.0
Outsourced cost to perform the process "manage (Percentage of total cost to perform the process dollars
sales orders" per $1,000 revenue "Manage sales orders" allocated to external cost *
Total cost to perform the process "manage sales
orders" * .01) / (Total business entity revenue * .
001)
Average cost to resolve a service-after-sales Average cost to resolve a service-after-sales dollars

request for contact centers or similar remote request for contact centers or similar remote
assistance channel assistance channel
request for the customer self-service channel request for the customer self-service channel
request for on-site visits request for on-site visits

Average cost per sales order for orders received Average cost per sales order received through new dollars
through new channels (such as digital/electric) channels
Average cost per sales order for orders received Average cost per sales order received through dollars
through traditional channels traditional channels
Personnel cost to perform the process "manage (Percentage of total cost of the process "Manage dollars
sales orders" per $1,000 revenue sales orders" allocated to internal cost *
Percentage of internal cost of the process "Manage
sales orders" allocated to personnel cost * Total
* .0001) / (Total business entity revenue * .001)
Personnel cost to perform the process "manage (Personnel cost to perform the process "manage percent
sales orders" as a percentage of the total cost to sales orders" / Total cost to perform the process
perform the process "manage sales orders") * 100.0
Personnel cost to perform the process "manage Personnel cost to perform the process "manage dollars
sales orders" per process FTE sales orders" / Number of FTEs who perform the
process "manage sales orders"
Overhead cost to perform the process "manage Overhead cost to perform the process "manage dollars
sales orders" per $1,000 revenue sales orders" / (Total business entity revenue * .
001)

Personnel cost of the customer order management ((Personnel cost to perform the process group percent
function as a percentage of the total cost of the "develop customer care/customer service strategy"
function + Personnel cost to perform the process "manage
sales orders" + Personnel cost to perform the
process "service customers" + Personnel cost to
Other cost to perform the process "manage sales Costs other than personnel, systems, overhead, dollars
orders" per $1,000 revenue and outsourced to perform the process "manage
sales orders" / (Total business entity revenue * .
001)

Other cost of the customer order management ((Costs other than personnel, systems, overhead, percent
function as a percentage of the total cost of the and outsourced to perform the process group
function "develop customer care/customer service strategy"
+ Costs other than personnel, systems, overhead,
and outsourced to perform the process "manage
sales orders" + Costs other than personnel,
systems, overhead, and outsourced to perform the
process "service customers" + Costs other than
personnel, systems, overhead, and outsourced to
Outsourced cost to perform the process "manage (Outsourced cost to perform the process "manage percent
sales orders" as a percentage of the total cost to sales orders" / Total cost to perform the process
perform the process "manage sales orders") * 100.0
Outsourced cost to perform the process "manage (Outsourced cost to perform the process "manage dollars
sales orders", "manage customer sales orders" + Outsourced cost to perform the
requests/inquiries", and "manage customer processes "manage customer service
complaints" per call contact requests/inquiries" and "manage customer
complaints") / Number of inbound calls received
through a live agent
Overhead cost to perform the processes "manage (Overhead cost to perform the process "manage dollars
sales orders", "manage customer service sales orders" + Overhead cost to perform the
complaints" per inbound contact requests/inquiries" and "manage customer
complaints") / Total number of inbound contacts

Overhead cost of the customer order management ((Overhead cost to perform the process group percent
function as a percentage of the total cost of the "develop customer care/customer service strategy"
function + Overhead cost to perform the process "manage
sales orders" + Overhead cost to perform the
process "service customers" + Overhead cost to
Total cost to perform the processes "manage sales (Total cost to perform the process "manage sales dollars
orders", "manage customer service orders" + Total cost to perform the processes
requests/inquiries", and "manage customer "manage customer service requests/inquiries" and
complaints" per active customer "manage customer complaints") / Number of active
customers in customer master file
Total cost to perform the processes "manage sales (Total cost to perform the process "manage sales dollars
orders", "manage customer service orders" + Total cost to perform the processes
requests/inquiries", and "manage customer "manage customer service requests/inquiries" and
complaints" per inbound contact "manage customer complaints") / Total number of
inbound contacts
Total cost to perform the customer order (Total cost to perform the process group "develop dollars
management function per $1,000 revenue customer care/customer service strategy" + Total

Total cost of the customer order management (Total cost to perform the process group "develop dollars
function per function FTE customer care/customer service strategy" + Total
(Number of FTEs who perform the process group
+ Number of FTEs who perform the process
"manage sales orders" + Number of FTEs who
Number of FTEs who perform the process "manage
returns; manage reverse logistics")
function per sales order customer care/customer service strategy" + Total
Number of sales orders placed
function per sales order line item customer care/customer service strategy" + Total
Number of sales order line items
Total cost to perform the process "manage sales Total cost to perform the process "manage sales dollars
orders" per $1,000 revenue orders" / (Total business entity revenue * .001)

orders" per process FTE orders" / Number of FTEs who perform the process
"manage sales orders"
orders" per sales order placed orders" / Number of sales orders placed
Systems cost to perform the process "manage (Percentage of total cost of the process "Manage dollars
sales orders" per $100,000 revenue sales orders" allocated to internal cost *
sales orders" allocated to systems cost * Total cost
to perform the process "manage sales orders" * .
0001) / (Total business entity revenue * .00001)
orders" per sales order line item orders" / Number of sales order line items
Overhead and other costs to perform the process (Percentage of total cost of the process "Manage dollars
"manage sales orders" per $100,000 revenue sales orders" allocated to internal cost *
sales orders" allocated to overhead and other
costs * Total cost to perform the process "manage
sales orders" * .0001) / (Total business entity
revenue * .00001)
Cycle time in hours before automation from the Cycle time in hours before automation from the hours
time a sales order is received until the time time a sales order is received until the time
manufacturing/logistics is notified manufacturing/logistics is notified
Cycle time in hours after automation from the time Cycle time in hours after automation from the time hours
a sales order is received until the time a sales order is received until the time
manufacturing/logistics is notified manufacturing/logistics is notified
Cycle time in hours from the time a sales order is Cycle time in hours from the time a sales order is hours
received until the time manufacturing/logistics is received until the time manufacturing/logistics is
notified notified
Cycle time in hours from receipt of customer order Cycle time in hours from receiving a customer's hours
to completing order preparation order to completing the order's preparation

Number of FTEs that perform the process "manage Number of FTEs who perform the process "manage FTEs
sales orders" per $1 billion revenue sales orders" / (Total business entity revenue * .
000000001)
First contact resolution rate for inquiries on existing First contact resolution rate for inquiries on existing percent
orders and service-after-sales requests orders and service-after-sales requests
Percentage of sales order line items placed over (Number of sales order line items received over the percent
the internet internet / Number of sales order line items) * 100
Percentage of sales order line items placed through (Number of sales order line items received by percent
WAP WAP / Number of sales order line items) * 100
direct connection to system direct connection to system / Number of sales
order line items) * 100
Percentage of sales order line items placed through (Number of sales order line items received by e- percent
e-mail mail / Number of sales order line items) * 100
Percentage of sales order line items placed through (Number of sales order line items received through percent
fax and mail fax and mail / Number of sales order line items) *
100
telephone telephone / Number of sales order line items) * 100
Percentage of sales order line items placed through (Sales order line items received through other percent
other methods methods / Number of sales order line items) * 100
Number of FTEs who perform order entry/order (Number of agent FTEs who perform the process percent
processing as a percentage of total FTEs for the "manage sales orders" who perform order
"manage sales orders" process entry/order processing / Number of agent FTEs that
perform the process "manage sales orders") *
100.0

Number of FTEs who perform order inquiry as a (Number of agent FTEs who perform the process percent
percentage of total FTEs for the "manage sales "manage sales orders" who perform order inquiry /
orders" process Number of agent FTEs that perform the process
"manage sales orders") * 100.0
Percentage of sales order line items delivered on (Sales order line items delivered on time as percent
time scheduled / Number of sales order line items) *
100.0
Percentage of sales order line items requiring no Percentage of sales order line items requiring no percent
human intervention to create, modify, or fulfill manual intervention to create, modify, or fulfill
Percentage of sales orders transacted via a portal Percentage of sales orders transacted via portal percent
Percentage of sales orders received through new Percentage of sales orders received through new percent
(such as digital/electronic) channels (such as digital/electric) channels
Percentage of sales orders requiring no human Percentage of sales orders requiring no manual percent
intervention to create, modify, or fulfill intervention to create, modify, or fulfill
Inbound calls for the process "manage sales (Number of inbound calls for the process "manage percent
orders" as a percentage of total inbound calls sales orders" / Number of inbound calls) * 100.0
Number of FTEs that perform the customer order (Number of FTEs who perform the process group FTEs
management function per $1 billion revenue "develop customer care/customer service strategy"
returns; manage reverse logistics") / (Total
Cross-sell/up-sell close rate Percentage of inbound contacts that completed an percent

additional cross-sell or up-sell
Value of sales order line items not fulfilled due to Value of sales order line items not fulfilled due to percent
production capacity or stockouts as a percentage production capacity or stockouts as a percentage
of revenue of revenue

Percentage of sales orders received through non- Percentage of sales orders received through percent
digital channels (such as face-to-face, phone calls, traditional channels
fax, post)
Percentage of sales orders delivered on time (three Percentage of sales orders delivered on time (three percent
reporting periods prior) reporting periods prior)
Percentage of sales order line items placed through (Number of sales order line items received by EDI / percent
EDI Number of sales order line items) * 100
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 placed per FTE that Number of sales orders placed / Number of FTEs sales orders
performs the process "manage sales orders" who perform the process "manage sales orders"
Other cost to perform the process "manage sales (Costs other than personnel, systems, overhead, percent
orders" as a percentage of total process cost and outsourced to perform the process "manage
sales orders" / Total cost to perform the process
Percentage of finance function FTEs allocated to (Number of FTEs who perform the process percent
the process "manage sales orders" "manage sales orders" / Number of FTEs who
perform the function "manage financial resources")
* 100
Personnel cost of the process "Manage sales (Personnel cost to perform the process "manage percent
orders" as a percentage of total process cost sales orders" / Total cost to perform the process
"manage sales orders") * 100
Systems cost of the process "Manage sales orders" (Systems cost to perform the process "manage percent
as a percentage of total process cost sales orders" / Total cost to perform the process

Overhead and other cost to perform the process ((Overhead cost to perform the process "manage percent
"manage sales orders" as a percentage of total sales orders" + Costs other than personnel,
process cost systems, overhead, and outsourced to perform the
process "manage sales orders") / Total cost to
perform the process "manage sales orders") *
100.0
Outsourced cost of the process "Manage sales (Outsourced cost to perform the process "manage percent
orders" as a percentage of total process cost sales orders" / Total cost to perform the process
Inbound contacts for the process "manage sales Percentage of inbound contacts from all channels percent
orders" as a percentage of total inbound contacts related to the process "manage sales orders"
Total cost to perform the process "manage sales (Total cost to perform the process "manage sales percent
orders" as a percentage of total order-to-cash orders" / (Total cost to perform the process
process cost "manage sales orders" + Total cost to perform the
process "process customer credit" + Total cost to
perform the process "invoice customer" + Total
cost to perform the process "process accounts
receivable (AR)" + Total cost to perform the
process "manage and process collections" + Total
cost to perform the process "manage and process
adjustments/deductions")) * 100
Percentage effect of sales order processing Percentage effect on overall profitability through percent
automation on overall profitability implementation of sales order management
automation
Percentage of sales order line items changed after (Number of sales order line items changed after percent
initial order placement through direct connection initial order placement through direct connection
to the system to the system / Number of sales order line items
changed by the customer after the initial order
placement) * 100.0

initial order placement through electronic data initial order placement through EDI / Number of
interchange (EDI) sales order line items changed by the customer
after the initial order placement) * 100.0
initial order placement through e-mail initial order placement through e-mail / Number of
sales order line items changed by the customer
initial order placement through fax and mail initial order placement through fax and mail /
Number of sales order line items changed by the
customer after the initial order placement) * 100.0
initial order placement through other methods initial order changed through methods other than
the internet, WAP, EDI, direct connection to the
system, e-mail, fax and mail, and the telephone /
initial order placement through telephone initial order placement through telephone /
initial order placement through the internet initial order placement through the internet /
initial order placement through WAP initial order placement through WAP / Number of
sales order line items changed by the customer

Percentage of revenue attributed to direct sources Percentage of revenue attributed to direct sources percent
for the current period for the current period
Percentage of revenue attributed to direct sources Percentage of revenue attributed to direct sources percent
three reporting periods ago (three reporting periods prior)
Percentage of sales orders changed by the Percentage of sales orders changed by the percent
customer after the initial order placement customer after the initial order placement
Percentage of revenue attributed to e-commerce Percentage of revenue attributed to e-commerce percent
for the current period for the current period
Percentage of revenue attributed to e-commerce Percentage of revenue attributed to e-commerce percent
three reporting periods ago (three reporting periods prior)
Percentage of revenue attributed to indirect Percentage of revenue attributed to indirect percent
sources three reporting periods ago sources (three reporting periods prior)
Percentage of revenue attributed to indirect Percentage of revenue attributed to indirect percent
sources for the current period sources for the current period
Overhead cost to perform the process "manage (Overhead cost to perform the process "manage percent
sales orders" as a percentage of total process cost sales orders" / Total cost to perform the process
Percentage of total annual sales revenue Percentage of total annual sales revenue percent
attributable to sales completed on your business attributable to your website channel
entity's website
attributable to sales completed on social media attributable to social media
attributable to sales completed on mobile attributable to mobile applications
applications
attributable to sales completed through traditional attributable to the face-to-face channel
face-to-face channels
attributable to sales completed through human- attributable to a human-assisted sales method
assisted channels other than face-to-face contact other than face-to-face contact

attributable to sales completed through digital attributable to a digital channel other than your
channels other than social media, website, or website, social media, or mobile applications
mobile applications
Percentage of sales order line items changed by (Number of sales order line items changed by the percent
the customer following initial order entry customer after the initial order placement /
Number of sales order line items) * 100.0
Total revenue per sales order Total business entity revenue / Number of sales dollars
orders placed
Percentage of total sales order line items not (Number of sales orders line items not fulfilled due percent
fulfilled due to lack of production to lack of production capacity/stockouts / Number
capacity/stockouts of sales order line items) * 100.0
Percentage of sales orders not fulfilled due to lack Percentage of sales orders not fulfilled due to lack percent
of production capacity/stockouts of production capacity/stockouts
E-commerce sales as a percentage of retail sales E-commerce sales as a percentage of retail sales percent
Retail sell through rate Retail sell through rate percent

Annual percentage change in average retail basket Annual percentage change in average retail basket percent
size size
Percentage of customer accounts set up for Percentage of customer accounts set up for percent
automatic cash application automatic cash application
Retail on-shelf/in-stock availability rate On shelf availability/In-stock rate for both online percent
and store operations
Average time in days to move a Average number of days to move a customer from days
telecommunications customer from acquisition to acquisition to activation
activation
Percentage of total annual revenue that is Percentage of revenue generated from cross- percent
generated from up-sell/cross-selling services selling and up-selling services associated with
associated with product purchases product purchase

Personnel cost to perform the process group "plan (Total cost to perform the supply chain function * dollars
for and align supply chain resources" per $1,000 Percentage of total cost to perform the supply
revenue chain function "deliver products and services"
allocated to process group "plan for and align
supply chain resources" * Percentage of total cost
of the process group "plan for and align supply
chain resources" allocated to internal cost *
Percentage of internal cost of the process group
"plan for and align supply chain resources"
allocated to personnel cost * .000001) / (Total
business entity revenue * .001)
Systems cost to perform the process group "plan (Total cost to perform the supply chain function * dollars
for and align supply chain resources" per $100,000 Percentage of total cost to perform the supply
allocated to systems cost * .000001) / (Total

Overhead and other costs to perform the process (Total cost to perform the supply chain function * dollars
group "plan for and align supply chain resources" Percentage of total cost to perform the supply
per $100,000 revenue chain function "deliver products and services"
allocated to overhead/other costs * .000001) /
(Total business entity revenue * .00001)
Outsourced cost to perform the process group (Total cost to perform the supply chain function * dollars
"plan for and align supply chain resources" per Percentage of total cost to perform the supply
$1,000 revenue chain function "deliver products and services"
chain resources" allocated to external cost * .0001)
/ (Total business entity revenue * .001)
Percentage of the total cost of the supply chain Percentage of total cost to perform the supply percent
function allocated to the process group "Plan for chain function "deliver products and services"
and align supply chain resources" allocated to process group "plan for and align
supply chain resources"
Total cost to perform the process group "plan for (Total cost to perform the supply chain function * dollars
and align supply chain resources" per $1 billion Percentage of total cost to perform the supply
supply chain resources" * .01) / (Total business
entity revenue * .000000001)

Total cost to perform the process group "plan for (Total cost to perform the supply chain function * dollars
and align supply chain resources" per $1,000 Percentage of total cost to perform the supply
supply chain resources" * .01) / (Total business
Total cost to perform the process group "Plan for (Total cost to perform the supply chain function * dollars
and align supply chain resources" per process Percentage of total cost to perform the supply
group FTE chain function "deliver products and services"
supply chain resources" * .01) / Number of FTEs
who perform the process group "plan for and align
supply chain resources"
Personnel cost to perform the process group "Plan (Total cost to perform the supply chain function * dollars
for and align supply chain resources" per process Percentage of total cost to perform the supply
group FTE chain function "deliver products and services"
allocated to personnel cost * .000001) / Number of
FTEs who perform the process group "plan for and
align supply chain resources"
Total cost of quality per $100,000 revenue Total cost of quality / (Total business entity revenue dollars
* 0.000010)
Demand/supply planning costs per $1,000 revenue Demand/Supply planning cost / (Total business dollars
Inventory carrying cost per $1,000 revenue Value of inventory carrying costs / (Total business dollars

Forecast accuracy as a percentage of value Forecast accuracy as a percentage of value percent
shipped
Forecast accuracy as a percentage of units shipped shipped
Forecast accuracy as a percentage of units shipped 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
Employee retention rate Employee retention rate percent
Total annual cost takeout savings obtained on Total annual cost takeout savings obtained on dollars
purchased goods and services purchased goods and services
Total annual cost avoidance savings obtained on Total annual cost avoidance savings obtained on dollars
purchased goods and services purchased goods and services
Total annual personnel cost to perform the (Total cost to perform the process group "procure dollars
procurement process group per $1,000 revenue materials and services" * Percentage of total
procurement cost allocated to personnel cost * .01)
/ (Total business entity revenue * .001)
Total annual systems cost to perform the (Total cost to perform the process group "procure dollars
procurement cost allocated to systems cost * .01) /
Total annual overhead cost to perform the (Total cost to perform the process group "procure dollars
procurement cost allocated to overhead cost * .

Total annual outsourced cost to perform the (Total cost to perform the process group "procure dollars
procurement cost allocated to outsourced cost * .
Total annual other cost to perform the procurement (Total cost to perform the process group "procure dollars
process group per $1,000 revenue materials and services" * Percentage of total
procurement cost allocated to other cost * .01) /
Personnel cost to perform the procurement process (Total cost to perform the process group "procure dollars
group per process group FTE materials and services" * Percentage of total
procurement cost allocated to personnel cost * .01)
/ Number of FTEs who perform the process group
"procure materials and services"
Systems cost to perform the procurement process (Total cost to perform the process group "procure dollars
group per process group FTE materials and services" * Percentage of total
procurement cost allocated to systems cost * .01) /
Number of FTEs who perform the process group
Total annual overhead cost to perform the (Total cost to perform the process group "procure dollars
procurement process group per process group FTE materials and services" * Percentage of total
procurement cost allocated to overhead cost * .
01) / Number of FTEs who perform the process
group "procure materials and services"
Total annual outsourced cost to perform the (Total cost to perform the process group "procure dollars
procurement process group per process group FTE materials and services" * Percentage of total
procurement cost allocated to outsourced cost * .
01) / Number of FTEs who perform the process
group "procure materials and services"

Total annual other cost to perform the procurement (Total cost to perform the process group "procure dollars
process group per procurement process group FTE materials and services" * Percentage of total
procurement cost allocated to other cost * .01) /
Total cost to perform the process group "procure Total cost to perform the process group "procure dollars
materials and services" per business entity materials and services" / Number of business
employee entity employees
Annual percentage change in savings in Goods Not Annual percentage change in savings in Goods Not percent
For Resale (GNFR) For Resale (GNFR)
Cost to source per $1,000 total revenue Total cost to source / (Total business entity revenue dollars
* 0.0010)
materials and services" per $1 billion revenue materials and services" / (Total business entity
revenue * .000000001)
function allocated to the process group "Procure chain function "deliver products and services"
materials and services" allocated to process group "procure materials and
services"
Total cost to perform the procurement process (Total cost to perform the process group "procure percent
group as a percentage of cost of goods sold (COGS) materials and services" / Cost of goods sold
(COGS)) * 100
Total cost to perform the process group "procure (Total cost to perform the process group "procure percent
materials and services" as a percentage of revenue materials and services" / Total business entity
revenue) * 100
materials and services" per $1,000 revenue materials and services" / (Total business entity
revenue * .001)
materials and services" per $1,000 purchases materials and services" / (Value of all materials and
services purchased * .001)

Total cost to perform the procurement process Total cost to perform the process group "procure dollars
group per process group FTE materials and services" / Number of FTEs who
perform the process group "procure materials and
services"
group per purchase order materials and services" / Number of purchase
orders placed
group per purchase order line item materials and services" / Number of purchase order
line items processed
Systems cost of the procurement process group as ((Systems cost to perform the process "develop percent
a percentage of total cost of the process group sourcing strategies" + Systems cost to perform the
process "select suppliers and develop/maintain
contracts" + Systems cost to perform the process
"order materials and services" + Systems cost to
perform the process "manage suppliers") / (Total
cost to perform the process "develop sourcing
strategies" + Total cost to perform the process
"select suppliers and develop/maintain contracts"
+ Total cost to perform the process "order
materials and services" + Total cost to perform the
process "manage suppliers")) * 100.0
Average cycle time in days for sourcing events for Average cycle time in days for sourcing events for days
the procurement process group the procurement process group
Average cycle time in days to establish a contract Average cycle time in days to establish a contract days
with a supplier with a supplier
Average cycle time in days to set up a supplier in Average cycle time in days to set up a supplier in days
the procurement system the procurement system
Average procure-to-pay cycle time in days for Average procure-to-pay cycle time in days for days
goods goods
Days payable Days payable outstanding days

Average procure-to-pay cycle time in days for Average procure-to-pay cycle time in days for days
services services
Average procure-to-pay cycle time in days Average procure-to-pay cycle time in days for days
goods
Source Cycle Time (Average supplier lead time on purchased days
materials * 24 + Cycle time in hours from the
receipt of a purchase requisition line item to the
purchase order's transmission to the
vendor/contractor + Dock-to-stock cycle time for
supplier deliveries in hours) / 24
Average supplier lead time in days on purchased Average supplier lead time on purchased materials days
materials
Transaction amount per purchase order Average transaction amount per purchase order dollars
Number of FTEs that perform the process group Percentage of FTEs performing procurement FTEs
"procure materials and services" per $1 billion processes dedicated to ordering materials and
purchases services / (Value of all materials and services
purchased * .000000001)
Manual transmission rate for direct materials and Percentage of purchase orders for direct materials percent
services purchase orders and services transmitted to the vendor manually
transmission rate for direct materials and services
Manual transmission rate for indirect materials and Percentage of purchase orders for direct materials percent
services purchase orders and services transmitted to the vendor manually
transmission rate for indirect materials and
services
Net Promoter Score (NPS) of the procurement Net Promoter Score (NPS) of the procurement percent
function stakeholders function stakeholders
Number of active vendors in the master file per $1 Number of active unique suppliers in vendor active vendors
million purchases master file / (Value of all materials and services
purchased * .000001)

Strategic suppliers as a percentage of all active (Number of active suppliers considered strategic percent
suppliers suppliers / Number of active unique suppliers in
vendor master file) * 100.0
"procure materials and services" per $1 billion "procure materials and services" / (Total business
revenue entity revenue * .000000001)
Percentage of total purchases procured via Percentage of total purchase value procured via percent
maverick buying maverick buying
Percentage of purchase order line items received Percentage of purchase order line items received percent
complete with all items complete
Percentage of purchase order line items received (Purchase order line items received damage free / percent
damage free Number of purchase order line items processed) *
100.0
Percentage of purchase order line items transacted Percentage of purchase order line items transacted percent
using e-procurement enabled catalogue suppliers using e-procurement enabled catalogue suppliers
Percentage of purchase value transacted via an (Percentage of purchases by currency volume percent
electronic marketplace transacted electronically via private online trade
exchange + Percentage of purchases by currency
volume transacted electronically via public online
trade exchange)
Percentage of purchase value transacted via a Percentage of purchases by currency volume percent
private electronic marketplace transacted electronically via private online trade
exchange
Percentage of purchase value transacted via a Percentage of purchases by currency volume percent
public electronic marketplace transacted electronically via public online trade
exchange
Percentage of purchase orders approved Percentage of purchase orders approved percent
electronically electronically
Percentage of purchase orders received complete Percentage of purchase orders received with all percent
items complete

Percentage of purchase orders received damage (Number of purchase orders received with all items percent
free damage free / Number of purchase orders placed) *
100
Percentage of total number of goods receipts (Number of goods receipts received without item percent
received without item and quantity verification and quantity verification / Number of parts and
materials receipts received) * 100
Percentage of total number of items purchased and (Items received that fail inspection / Number of percent
received failing inspection (incoming material items received) * 100.0
quality)
Percentage of supplier orders received by original Percentage of supplier orders delivered by original percent
request date (on time) request date
Percentage of purchase value from certified Percentage of purchase value from certified percent
vendors vendors
Percentage of total value of goods and services Percentage of the total value of goods and services percent
purchased from top ten suppliers purchased from your top 10 suppliers
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")
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 group
"procure materials and services" "procure materials and services") * .001
Number of active suppliers in vendor master file Number of active unique suppliers in vendor active suppliers
per procurement process group FTE master file / Number of FTEs who perform the
process group "procure materials and services"

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 group "procure
services" materials and services"
Direct materials and services value as a (Value of all direct materials and services percent
percentage of total value of purchases purchased / Value of all materials and services
purchased) * 100
Indirect materials and services value as a (Value of all indirect materials and services percent
percentage of total value of purchases purchased / Value of all materials and services
purchased) * 100
Percentage of the total value of purchases (Value of purchases placed by procurement cards / percent
allocated among the following purchase Value of all materials and services purchased) *
arrangement type: procurement cards 100.0
Percentage of the total value of purchases (Value of purchases placed by individual purchase percent
allocated among the following purchase orders / Value of all materials and services
arrangement type: individual purchase orders purchased) * 100.0
Percentage of the total value of purchases (Value of purchases placed by blanket/contract percent
allocated among the following purchase orders / Value of all materials and services
arrangement type: blanket/contract orders purchased) * 100.0
Percentage of the total value of purchases (Value of purchase order line items submitted by percent
allocated among the following submission method: other methods / Value of all materials and services
other purchased) * 100.0
Percentage of the total value of purchases placed ((Value of purchase order line items submitted by percent
by non-traditional submission methods (without a internet + Value of purchase order line items
buyer or purchasing agent being involved to submitted by WAP + Value of purchase order line
process the transaction) items submitted by EDI) / Value of all materials and
services purchased) * 100.0
Percentage of purchase order line items transacted Percentage of purchase order line items transacted percent
via a portal via portal

Percentage of purchase requisition line items (Number of purchase requisition line items by percent
allocated among the following request method: electronic request direct to internal purchasing
electronic request direct to internal purchasing department / Number of purchase requisition line
department items processed) * 100.0
allocated among the following request method: other request methods / Number of purchase
other requisition line items processed) * 100.0
allocated among the following request method: paper request / Number of purchase requisition line
paper items processed) * 100.0
allocated among the following request method: telephone request direct to internal purchasing
telephone request direct to internal purchasing department / Number of purchase requisition line
department items processed) * 100.0
allocated among the following request method: telephone request direct to vendor / Number of
telephone request direct to vendor purchase requisition line items processed) * 100.0
allocated among the following request method: electronic request direct to vendor / Number of
electronic request direct to vendor purchase requisition line items processed) * 100.0
Percentage of value of purchased material that is Percentage of value of purchased materials from percent
received from vendors that participate in vendor- vendors that participate in vendor-managed
managed inventory programs programs
Percentage of total value of materials and services Percentage of materials and services purchase percent
purchases included in total cost of ownership value that is included in a TCO model
model
Percentage of total value of purchases allocated (Value of purchases placed by other methods / percent
among the following purchase arrangement type: Value of all materials and services purchased) *
other 100.0

Percentage of total value of purchases allocated (Value of purchases placed by percent
among the following purchase arrangement type: replenishment/vendor managed inventory / Value
replenishment/vendor management inventor of all materials and services purchased) * 100.0
Percentage of total value of purchases allocated (Value of purchase order line items submitted by percent
among the following submission method: electronic EDI / Value of all materials and services purchased)
data interchange * 100.0
among the following submission method: fax fax / Value of all materials and services purchased)
* 100.0
among the following submission method: internet internet / Value of all materials and services
purchased) * 100.0
among the following submission method: mail mail / Value of all materials and services
purchased) * 100.0
among the following submission method: telephone / Value of all materials and services
telephone purchased) * 100.0
among the following submission method: wireless WAP / Value of all materials and services
application protocol purchased) * 100.0
Percentage of total value of direct materials and Percentage of total value of direct materials and percent
services purchased outside of country services purchased that is sourced outside of the
country
Percentage of value of supplier certified purchased Percentage of total value of purchased material percent
material that is supplier certified
Percentage of procurement process group staff Percentage of procurement department staff with percent
with formal training in negotiations formal training in negotiations
with over three years of purchasing operations over three years of purchasing operations
experience experience

with over three years of strategic over three years of strategic sourcing/commodity
sourcing/commodity management experience management experience
Percentage of unique suppliers who are active (Number of active unique suppliers in vendor percent
suppliers master file / Number of unique suppliers in vendor
master file) * 100
Number of items received by the business entity Number of items received / Number of FTEs who items
per procurement process group FTE perform the process group "procure materials and
services"
Value of materials and services per $1,000 revenue Value of all materials and services purchased / dollars
Ratio of purchases to revenue (Value of all materials and services purchased/Total percent
business entity revenue)*100
Percentage of spend that is processed by the Percentage of spend processed by EPC or EPCM Percent
business entity’s EPC (Engineering, Procurement, partners
and Construction) or EPCM (Engineering,
Procurement, and Construction Management)
partners
Percentage of transactions that are processed by Percentage of transactions processed by EPC or Percent
the business entity’s EPC (Engineering, EPCM partners
Procurement, and Construction) or EPCM
(Engineering, Procurement, and Construction
Management) partners
Direct materials and services value as a (Value of all direct materials and services percent
percentage of cost of goods sold purchased / Cost of goods sold (COGS)) * 100
Percentage of procurement process group FTEs Percentage of procurement process group FTEs percent
associated with direct materials and services associated with direct materials and services

Average span of control for the procurement (Average span of control for the first level in the direct reports
function Procurement function + Average span of control for
the second level in the Procurement function +
Average span of control for the third level in the
Procurement function + Average span of control for
the fourth level in the Procurement function +
Average span of control for the fifth level in the
Procurement function + Average span of control for
the sixth level in the Procurement function +
Average span of control for the seventh level in the
Procurement function) / Number of levels for the
Procurement function
Typical savings goal of the procurement process Percentage of savings goal that the procurement percent
group set to deliver on sourcing events/projects organization delivers on sourcing events/projects
Typical achieved savings of the procurement Percentage of achieved savings that the percent
process group set to deliver on sourcing procurement organization delivers on sourcing
events/projects events/projects
Percentage of procurement process group FTEs Percentage of procurement process group FTEs percent
associated with indirect materials and services associated with indirect materials and services
Percentage of purchase orders associated with Percentage of purchase orders associated with percent
direct materials and services direct materials and services
Percentage of purchase orders associated with Percentage of purchase orders associated with percent
indirect materials and services indirect materials and services
Average payment days for negotiated payment Average payment days for negotiated payment days
terms terms
Percentage of procurement costs allocated to Percentage of procurement costs allocated to percent
direct materials and services purchases direct materials and services purchases
Percentage of procurement costs allocated to Percentage of procurement costs allocated to percent
indirect materials and services purchases indirect materials and services purchases

Total annual personnel cost to perform the Percentage of total procurement cost allocated to percent
procurement process group as a percentage of the personnel cost
total process group cost
Total annual systems cost to perform the Percentage of total procurement cost allocated to percent
procurement process group as a percentage of the systems cost
Total annual overhead cost to perform the Percentage of total procurement cost allocated to percent
procurement process group as a percentage of the overhead cost
Total annual outsourced cost to perform the Percentage of total procurement cost allocated to percent
procurement process group as a percentage of the outsourced cost
Total annual other cost to perform the procurement Percentage of total procurement cost allocated to percent
process group as a percentage of the total process other cost
group cost
Total cost of manufacturing (without materials) as a ((Total cost to manufacture - (Material cost as a percent
percentage of revenue percentage of cost of goods sold * Cost of goods
sold (COGS) * .01)) / Total business entity revenue)
* 100
Total cost of manufacturing as a percentage of Total cost of manufacturing as a percentage of percent
revenue revenue
Total cost to manufacture per $1,000 revenue Total cost to manufacture / (Total business entity dollars
revenue * 0.0010)
function allocated to the process group chain function "deliver products and services"
"Produce/Manufacture/Deliver product" allocated to process group
"produce/manufacture/deliver product"

Total cost to perform the process group (Total cost to perform the supply chain function * dollars
"produce/manufacture/deliver product" per $1 Percentage of total cost to perform the supply
billion revenue chain function "deliver products and services"
allocated to process group
"produce/manufacture/deliver product" * .01) /
Total cost to perform the process group (Total cost to perform the supply chain function * dollars
"produce/manufacture/deliver product" per $1,000 Percentage of total cost to perform the supply
allocated to process group
"produce/manufacture/deliver product" * .01) /
Scrap and rework costs as a percentage of cost of The business entity's scrap and rework costs as a percent
goods sold percentage of cost of goods sold
Manufacturing controllable cost as a percentage of (Manufacturing controllable costs / Total business percent
revenue entity revenue) * 100.0
Overhead costs as a percentage of cost of goods Overhead cost as a percentage of cost of goods percent
sold sold
Scrap and rework costs as a percentage of sales Scrap and rework costs as a percentage of sales percent
Maximum elapsed time in hours to engineer, Maximum elapsed time it takes to engineer, select, hours
select, and negotiate with suppliers and order and negotiate with suppliers and order materials
materials for customized configuration of non- for customized configuration of non-standard items
standard items (capability model engineer-to-order (capability model engineer-to-order only)
only)
Engineering change order (ECO) cycle time in days Engineering change-order cycle time in days days
Direct labor availability for manufacturing Percentage of direct labor in manufacturing that is percent
available for manufacturing activities
Asset turns Total asset turn rate turns
Turnover rate for manufacturing personnel Turnover rate for manufacturing personnel percent

Inventory obsolescence as a percentage of total Value of inventory obsolescence as a percentage of percent
inventory total inventory value
Percentage of defective parts per million Percentage of defective parts per million percent
Percentage of total labor used in manufacturing Percentage of total labor used in manufacturing percent
classified as direct labor classified as direct labor
Costs of production material handling damage as a Costs of production material handling damage as a percent
percentage of total material costs percentage of total material costs
Warranty costs (repair and replacement) as a Warranty costs as a percentage of sales percent
percentage of sales
Unplanned machine downtime as a percentage of Unplanned machine downtime as a percentage of percent
scheduled run time scheduled run time
Average defective number of parts per million Percentage of defective parts per million parts per million
Value of plant shipments per manufacturing Total annual cost of plant shipments per dollars
employee manufacturing employee
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
Percentage of total revenue from outsourced Percentage of total revenue produced by third percent
manufacturing parties
Conversion costs as a percentage of cost of goods Labor cost as a percentage of cost of goods sold + percent
sold Overhead cost as a percentage of cost of goods
sold
Labor costs as a percentage of cost of goods sold Labor cost as a percentage of cost of goods sold percent
Material costs as a percentage of cost of goods Material cost as a percentage of cost of goods sold percent
sold
Cost to deliver per $1,000 total revenue Total cost to deliver / (Total business entity revenue dollars
* 0.0010)

Total cost to perform the process group "deliver (Total cost to perform the supply chain function * dollars
service to customer" per $1,000 revenue Percentage of total cost to perform the supply
chain function "deliver products and services"
allocated to process group "deliver service to
customer" * .01) / (Total business entity revenue * .
001)
Total cost to perform the process group "deliver (Total cost to perform the supply chain function * dollars
service to customer" per $1 billion revenue Percentage of total cost to perform the supply
allocated to process group "deliver service to
customer" * .01) / (Total business entity revenue * .
000000001)
function allocated to the process group "Deliver chain function "deliver products and services"
service to customer" allocated to process group "deliver service to
customer"
Downside Supply Chain Adaptability Maximum percentage reduction in quantities percent
ordered sustainable at 30 days prior to deliver with
no inventory or cost penalties (downside supply
chain adaptability)
Upside Supply Chain Adaptability Maximum sustainable percentage increase in percent
quantity delivered that can be achieved in 30 days
(upside supply chain adaptability)
Upside Supply Chain Flexibility Number of days required to achieve an unplanned days
sustainable 20 percentage increase in quantities
delivered (upside supply chain flexibility)
function allocated to the process group "Manage chain function "deliver products and services"
logistics and warehousing" allocated to process group "manage logistics and
warehousing"

Total cost to perform the process group "manage (Total cost to perform the process "define logistics dollars
logistics and warehousing" per $1 billion revenue strategy" + Total cost to perform the process "plan
and manage inbound material flow" + Total cost to
perform the process "operate warehousing" + Total
cost to perform the process "operate outbound
transportation") / (Total business entity revenue * .
000000001)
Total cost to perform the process group "manage (Total cost to perform the supply chain function * dollars
logistics and warehousing" per sales order placed Percentage of total cost to perform the supply
allocated to process group "manage logistics and
warehousing" * .01) / Number of sales orders
placed
Total transportation cost per $1,000 revenue Transportation cost / (Total business entity revenue dollars
* .001)
Percentage of the total cost of the supply chain (Transportation cost / Total cost to perform the percent
function allocated to transportation supply chain function) * 100
Total cost to perform the process group "manage ((Total cost to perform the process "define logistics percent
logistics and warehousing" as a percentage of the strategy" + Total cost to perform the process "plan
cost of continuing operations and manage inbound material flow" + Total cost to
transportation") / Total costs of continuing
operations) * 100

logistics and warehousing" per process group FTE strategy" + Total cost to perform the process "plan
transportation") / (Number of FTEs who perform
the process "define logistics strategy" + Number of
FTEs who perform the process "plan and manage
inbound material flow" + Number of FTEs who
perform the process "operate warehousing" +
Number of FTEs who perform the process "operate
outbound transportation")
logistics and warehousing" as a percentage of strategy" + Total cost to perform the process "plan
costs of goods sold and manage inbound material flow" + Total cost to
transportation") / Cost of goods sold (COGS)) * 100
logistics and warehousing" per $1,000 revenue strategy" + Total cost to perform the process "plan
001)

Total cost to perform the process group "manage Total cost to perform the process group "manage dollars
logistics and warehousing" per FTE that performs logistics and warehousing" /(Number of FTEs who
the processes "define logistics strategy", "plan and perform the process "operate outbound
manage inbound material flow", "operate transportation" + Number of FTEs who perform the
warehousing", and "operate outbound process "operate warehousing" + Number of FTEs
transportation" who perform the process "plan and manage
inbound material flow" + Number of FTEs who
perform the process "define logistics strategy")
logistics and warehousing" per sales order fulfilled strategy" + Total cost to perform the process "plan
transportation") / Number of sales orders fulfilled
logistics and warehousing" as a percentage of strategy" + Total cost to perform the process "plan
revenue and manage inbound material flow" + Total cost to
transportation") / Total business entity revenue) *
100
Total transportation cost a percentage of revenue Total annual transportation cost as a percentage of percent
revenue
Average cycle time in calendar days from delivery Average cycle time in calendar days for successful days
order to successful completion of delivery and completion of delivery and disposal of back-hauled
disposal of back-hauled goods goods
Turnover rate for logistics personnel Turnover rate for logistics personnel percent
Expedited costs as a percentage of total cost of the Percentage of total logistics costs that are percent
logistics process group "manage logistics and expedited
warehousing"

Cost of damaged product as a percentage of sales Cost of damaged product as a percentage of sales percent
Gross value of on-hand balance for typical products (Gross value of on-hand balance for typical percent
that have sales or usage of 0 units as a percentage products that have zero sales or usage / Total gross
of total gross typical parts inventory value value of on-hand balance for all typical products) *
100.0
Gross value of on-hand balance for typical products Percentage of on-hand balance value for SKUs with percent
that have sales or usage between 101 and 1,000 sales between 101 and 1000
units as a percentage of total gross typical parts
inventory value
Gross value of on-hand balance for typical products (Gross value of on-hand balance for typical percent
that have sales or usage between 1 and 100 units products that have sales or usage between 1 and
as a percentage of total gross typical parts 100 units / Total gross value of on-hand balance for
inventory value all typical products) * 100.0
Gross value of on-hand balance for typical products Percentage of on-hand balance value for SKUs with percent
that have sales or usage of more than 1,000 units sales greater than 1000
as a percentage of total gross typical parts
inventory value
Percentage of online retail orders delivered Percentage of online orders delivered complete percent
complete and on time and on time
Direct labor availability for logistics Percentage of direct labor in logistics that is percent
available for logistics activities
Value of inventory shrinkage as a percentage of The business entity's inventory shrinkage as a percent
cost of goods sold (COGS) percentage of cost of goods sold
Number of FTEs that perform the process group (Number of FTEs who perform the process "define FTEs
"manage logistics and warehousing" per $1 billion logistics strategy" + Number of FTEs who perform
revenue the process "plan and manage inbound material
flow" + Number of FTEs who perform the process
"operate warehousing" + Number of FTEs who
perform the process "operate outbound
000000001)

Number of SKUs for service/repair parts that have (Number of SKUs for service/repair parts that have percent
zero sales as a percentage of the total number of zero sales / Total number of SKUs for service/repair
SKUs for service/repair parts parts) * 100.0
Number of SKUs for typical products that have zero Percentage of SKUs for typical products with zero percent
sales as a percentage of the total number of SKUs sales
for typical products
Number of SKUs for typical products that have (Number of SKUs for typical products that have percent
sales between 101 and 1,000 as a percentage of sales between 101 and 1,000 / Total number of
the total number of SKUs for typical products SKUs for typical products) * 100.0
Number of SKUs for typical products that have Percentage of SKUs for typical products with sales percent
sales between 1 and 100 as a percentage of the between 1 and 100
total number of SKUs for typical products
Number of SKUs for typical products that have (Number of SKUs for typical products that have percent
sales greater than 1,000 as a percentage of the sales greater than 1,000 / Total number of SKUs for
total number of SKUs for typical products typical products) * 100.0
Number of SKUs for service/repair parts that have Percentage of total parts with sales between 101 percent
sales between 101 and 1,000 as a percentage of and 1000
the total number of SKUs for service/repair parts
Number of SKUs for service/repair parts that have (Number of SKUs for service/repair parts that have percent
sales between 1 and 100 as a percentage of the sales between 1 and 100 / Total number of SKUs for
total number of SKUs for service/repair parts service/repair parts) * 100.0
Number of SKUs for service/repair parts that have Percentage of total parts with sales greater than percent
sales greater than 1,000 as a percentage of the 1000
total number of SKUs for service/repair parts
Percentage of ship from stock orders delivered in Percentage of ship from stock orders delivered in percent
full within 24 hours of order receipt full within 24 hours of order receipt
Percentage of orders expedited Percentage of sales orders considered expedited percent
Direct labor as a percentage of total labor used in Percentage of labor used in process group percent
the process group "manage logistics and "manage logistics and warehousing" that is direct
warehousing" labor
Perfect order performance Perfect order performance percent

Number of FTEs that perform the process group (Number of FTEs who perform the process "operate FTEs
"manage logistics and warehousing" excluding outbound transportation" + Number of FTEs who
"manage returns; manage reverse logistics" per $1 perform the process "operate warehousing" +
billion revenue Number of FTEs who perform the process "plan and
manage inbound material flow" + Number of FTEs
who perform the process "define logistics
strategy") / (Total business entity revenue * .
000000001)
Percentage of supplier on-time delivery Percentage of supplier on-time delivery percent

Percentage of business entity's total number of Percentage of expedited orders resulting from percent
expedited orders caused by: documentation errors documentation error
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from percent
from inaccurate demand forecasts inaccurate demand forecasts
from information technology/system failure information technology/system failure
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from late percent
from late delivery/loss in transit delivery/loss in transit
from manufacturing equipment failure manufacturing equipment failure
from network stock re-balances network stock re-balances
from other issues other issues
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from poor percent
from poor transportation planning transportation planning
from production schedule changes production schedule changes
Percentage of annual expedited orders resulting Percentage of expedited orders resulting from raw percent
from raw material shortages material shortages

from unavailable transport equipment unavailable transport equipment
from transportation equipment failure transportation equipment failure
Percentage of sales orders filled completely from Percentage of sales orders completely filled from percent
the primary sourcing location primary sourcing location
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
transportation") / Number of business entity
FTEs)*100
Gross value of on-hand balance for service/repair (Gross value of on-hand balance for service/repair percent
parts that have sales or usage of 0 units as a parts for products with zero sales or usage / Total
percentage of total gross service/repair parts gross value of on-hand balance for all products'
inventory value service/repair parts) * 100.0
Gross value of on-hand balance for service/repair Percentage of on-hand balance for parts with sales percent
parts that have sales or usage between 101 and between 101 and 1000
1,000 units as a percentage of total gross
service/repair parts inventory value
Gross value of on-hand balance for service/repair (Gross value of on-hand balance for service/repair percent
parts that have sales or usage between 1 and 100 parts for products with sales or usage between 1
units as a percentage of total gross service/repair and 100 units / Total gross value of on-hand
parts inventory value balance for all products' service/repair parts) *
100.0
Gross value of on-hand balance for service/repair Percentage of on-hand balance for parts with sales percent
parts that have sales or usage of more than 1,000 greater than 1000
units as a percentage of total gross service/repair
parts inventory value

Forecast accuracy one planning period prior to Forecast accuracy one planning period prior to percent
production run production run
Total cost to perform the process "develop sourcing Total cost to perform the process "develop sourcing dollars
strategies" per $1,000 purchases strategies" / (Value of all materials and services
purchased * .001)
strategies" per $1,000 revenue strategies" / (Total business entity revenue * .001)
Personnel cost to perform the process "develop Personnel cost to perform the process "develop dollars
sourcing strategies" per $1,000 revenue sourcing strategies" / (Total business entity
revenue * 0.0010)
Personnel cost to perform the process "develop Personnel cost to perform the process "develop dollars
sourcing strategies" per $1,000 purchases sourcing strategies" / (Value of all materials and
services purchased * 0.0010)
strategies" per process FTE strategies" / Number of FTEs who perform the
process "develop sourcing strategies"
Overhead cost to perform the process "develop Overhead cost to perform the process "develop dollars
sourcing strategies" per $1,000 revenue sourcing strategies"/(Total business entity
revenue*0.0010)
Other cost to perform the process "develop Costs other than personnel, systems, overhead, dollars
sourcing strategies" per $1,000 revenue and outsourced to perform the process "develop
sourcing strategies"/(Total business entity
revenue*0.0010)
Outsourced cost to perform the process "develop Outsourced cost to perform the process "develop dollars
sourcing strategies" per $1,000 revenue sourcing strategies"/(Total business entity
revenue*0.0010)
Systems cost to perform the process "develop Systems cost to perform the process "develop dollars
sourcing strategies" per $100,000 revenue sourcing strategies" / (Total business entity
revenue * 0.000010)

Systems cost to perform the process "develop Systems cost to perform the process "develop dollars
sourcing strategies" per $100,000 purchases sourcing strategies" / (Value of all materials and
Number of FTEs that perform the process "develop (Number of FTEs who perform the process group FTEs
sourcing strategies" per $1 billion purchases "procure materials and services" * Percentage of
FTEs performing procurement processes dedicated
to providing sourcing governance and performing
category management * .01) / (Value of all
materials and services purchased * .000000001)
Number of FTEs that perform the process "develop (Number of FTEs who perform the process group FTEs
sourcing strategies" per $1 billion revenue "procure materials and services" * Percentage of
to providing sourcing governance and performing
category management * .01) / (Total business
Number of FTEs that perform the process "develop Percentage of FTEs performing procurement percent
sourcing strategies" as a percentage of processes dedicated to providing sourcing
procurement process group FTEs governance and performing category management
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)
Total cost to perform the contracts management (Total cost of the contracts management function percent
function as a percentage of revenue /Total business entity revenue) * 100
Total cost to perform the process "select suppliers Total cost to perform the process "select suppliers dollars
and develop/maintain contracts" per $1,000 and develop/maintain contracts" / (Total business
and develop/maintain contracts" per $1,000 and develop/maintain contracts" / (Value of all
purchases materials and services purchased * .001)

Systems cost to perform the process "select Systems cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Value
$100,000 purchases of all materials and services purchased * 0.000010)
Systems cost to perform the process "select Systems cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Total
Overhead cost to perform the process "select Overhead cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts"/(Total
$1,000 revenue business entity revenue*0.0010)
Other cost to perform the process "select suppliers Costs other than personnel, systems, overhead, dollars
and develop/maintain contracts" per $1,000 and outsourced to perform the process "select
revenue suppliers and develop/maintain contracts"/(Total
business entity revenue*0.0010)
Outsourced cost to perform the process "select Outsourced cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts"/(Total
$1,000 revenue business entity revenue*0.0010)
and develop/maintain contracts" per process FTE and develop/maintain contracts" / Number of FTEs
who perform the process "select suppliers and
develop/maintain contracts"
Personnel cost to perform the process "select Personnel cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Value
$1,000 purchases of all materials and services purchased * 0.0010)
Personnel cost to perform the process "select Personnel cost to perform the process "select dollars
suppliers and develop/maintain contracts" per suppliers and develop/maintain contracts" / (Total
Number of supplier/service provider/subcontractor Total number of supplier/service contracts
contracts managed per contracts management FTE provider/subcontractor contracts managed /
Number of FTEs dedicated to the contracts
management function

Number of new projects managed per contracts Total number of new projects managed / Number of projects
management FTE FTEs dedicated to the contracts management
function
Number of FTEs that perform the process "select Percentage of FTEs performing procurement percent
suppliers and develop/maintain contracts" as a processes dedicated to selecting suppliers and
percentage of procurement process group FTEs developing/maintaining contracts
Number of FTEs that perform the process "select (Number of FTEs who perform the process group FTEs
suppliers and develop/maintain contracts" per $1 "procure materials and services" * Percentage of
billion revenue FTEs performing procurement processes dedicated
to selecting suppliers and developing/maintaining
contracts * .01)/ (Total business entity revenue * .
000000001)
Number of FTEs that perform the process "select (Number of FTEs who perform the process group FTEs
suppliers and develop/maintain contracts" per $1 "procure materials and services" * Percentage of
billion purchases FTEs performing procurement processes dedicated
to selecting suppliers and developing/maintaining
contracts * .01) / (Value of all materials and
Total number of contracts management FTEs per Number of FTEs dedicated to the contracts FTEs
$1 billion revenue management function / (Total business entity
revenue * 0.000000001)
Total cost to perform the process "develop sourcing (Total cost to perform the process "develop percent
strategies" as a percentage of total procurement sourcing strategies" / Total cost to perform the
process group cost process group "procure materials and services") *
100
perform the processes "draft, negotiate, and function FTEs dedicated to the process "draft,
execute contracts and perform project and project negotiate, and execute contracts and perform
team initiation" project and project team initiation"

perform the processes "manage and monitor function FTEs dedicated to the process "manage
contract administration” and monitor contract administration"
perform the processes "manage, monitor, and function FTEs dedicated to the process "manage,
report on contract compliance” monitor, and report on contract compliance"
perform the processes "develop, maintain, and function FTEs dedicated to the process "develop,
monitor the corporate contract management maintain, and monitor the corporate contract
system" management system"
perform the process "perform project closing function FTEs dedicated to the process "perform
activities" project closing activities"
Personnel cost to perform the process "order Personnel cost to perform the process "order dollars
revenue * 0.0010)
Total cost to perform the process "order materials Total cost to perform the process "order materials dollars
and services" per $1,000 revenue and services" / (Total business entity revenue *
0.0010)
and services" per $1,000 purchases and services" / (Value of all materials and services
purchased * .001)
and services" per purchase order and services" / Number of purchase orders placed
and services" per purchase order line item and services" / Number of purchase order line
items processed

and services" per process FTE and services" / Number of FTEs who perform the
process "order materials and services"
materials and services" per process FTE materials and services" / Number of FTEs who
perform the process "order materials and services"
Overhead cost to perform the process "order Overhead cost to perform the process "order dollars
Other cost to perform the process "order materials Costs other than personnel, systems, overhead, dollars
and services" per $1,000 purchases and outsourced to perform the process "order
materials and services" / (Value of all materials and
Outsourced cost to perform the process "order Outsourced cost to perform the process "order dollars
Overhead cost to perform the process "order Overhead cost to perform the process "order dollars
materials and services" per $1,000 revenue materials and services"/(Total business entity
revenue*0.0010)
Other cost to perform the process "order materials Costs other than personnel, systems, overhead, dollars
and services" per $1,000 revenue and outsourced to perform the process "order
materials and services" / (Total business entity
revenue * .001)
Outsourced cost to perform the process "order Outsourced cost to perform the process "order dollars
materials and services" per $1,000 revenue materials and services"/(Total business entity
revenue*0.0010)
Systems cost to perform the process "order Systems cost to perform the process "order dollars
revenue * 0.000010)

Systems cost to perform the process "order Systems cost to perform the process "order dollars
Cycle time in hours to place a purchase order Cycle time in hours from the receipt of a purchase hours
requisition line item to the purchase order's
transmission to the vendor/contractor
Average cycle time (in calendar days) from Cycle time from requisition creation to requisition Days
requisition creation to requisition approval approval
Average cycle time (in calendar days) from Cycle time from requisition approval to purchase Days
requisition approval date of purchase order order approval
approval date
Number of FTEs that perform the process "order (Number of FTEs who perform the process group FTEs
materials and services" per $1 billion purchases "procure materials and services" * Percentage of
to ordering materials and services * .01) / (Value of
all materials and services purchased * .000000001)
Number of FTEs that perform the process "order (Number of FTEs who perform the process group FTEs
materials and services" per $1 billion revenue "procure materials and services" * Percentage of
to ordering materials and services * .01) / (Total
Number of FTEs that perform the process "order Percentage of FTEs performing procurement percent
materials and services" as a percentage of processes dedicated to ordering materials and
procurement process group FTEs services
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 group items
services" "procure materials and services" * Percentage of
to ordering materials and services * .01)

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 group "procure
services" materials and services" * Percentage of FTEs
performing procurement processes dedicated to
ordering materials and services * .01)
Number of purchase requisition line items Number of purchase requisition line items purchase
processed per "order materials/services" FTE processed / (Number of FTEs who perform the requisition line
process group "procure materials and services" * items
Percentage of FTEs performing procurement
processes dedicated to ordering materials and
services * .01)
Total cost to perform the process "select suppliers (Total cost to perform the process "select suppliers percent
and develop/maintain contracts" as a percentage and develop/maintain contracts" / Total cost to
of total procurement process group cost perform the process group "procure materials and
services") * 100
Total cost to perform the process "order materials (Total cost to perform the process "order materials percent
and services" as a percentage of total procurement and services" / Total cost to perform the process
process group cost group "procure materials and services") * 100
Personnel cost to perform the process "order (Personnel cost to perform the process "order percent
materials and services" as a percentage of total materials and services" / Total cost to perform the
process cost process "order materials and services") * 100
Systems cost to perform the process "order (Systems cost to perform the process "order percent
Overhead cost to perform the process "order (Overhead cost to perform the process "order percent

Other cost to perform the process "order materials (Costs other than personnel, systems, overhead, percent
and services" as a percentage of total process cost and outsourced to perform the process "order
materials and services" / Total cost to perform the
process "order materials and services") * 100
Outsourced cost to perform the process "order (Outsourced cost to perform the process "order percent
Percentage of purchase orders that go through a Percentage of purchase orders that go through a Percent
formal notification/acceptance process with formal notification/acceptance process with
supplier supplier
Value of materials purchases as a percentage of Value of materials purchases as a percentage of Percent
total purchases total purchases
Value of services purchases as a percentage of Value of services purchases as a percentage of Percent
Value of EPC or EPCM purchases as a percentage of Value of EPC or EPCM purchases as a percentage of Percent
Value of other purchases as a percentage of total Value of other purchases as a percentage of total Percent
purchases purchases
Purchases made through P-card as a percentage of Purchases made through P-card as a percentage of Percent
total purchase value total purchase value
Purchases made through T&E card as a percentage Purchases made through T&E card as a percentage Percent
of total purchase value of total purchase value
Purchases made through invoice only (non- Purchases made through invoice only (non-PO) as a Percent
purchase order) as a percentage of total purchase percentage of total purchase value
value
Purchases made through purchase order - internal Purchases made through purchase order - internal Percent
catalog as a percentage of total purchase value catalog as a percentage of total purchase value
Purchases made through purchase order - external Purchases made through purchase order - Percent
catalog as a percentage of total purchase value external/punch-out catalog as a percentage of total
purchase value

Purchases made through purchase order - "hands Purchases made through purchase order - "Hands Percent
on" as a percentage of total purchase value On" as a percentage of total purchase value
Purchases made through other channels as a Purchases made through other channels as a Percent
percentage of total purchase value percentage of total purchase value
Purchases made through P-card as a percentage of Purchases made through P-card as a percentage of Percent
total invoice volume total invoice volume
Purchases made through T&E card as a percentage Purchases made through T&E card as a percentage Percent
of total invoice volume of total invoice volume
Purchases made through invoice only (non- Purchases made through invoice only (non-PO) as a Percent
purchase order) as a percentage of total invoice percentage of total invoice volume
volume
Purchases made through purchase order - internal Purchases made through purchase order - internal Percent
catalog as a percentage of total invoice volume catalog as a percentage of total invoice volume
Purchases made through purchase order - external Purchases made through purchase order - Percent
catalog as a percentage of total invoice volume external/punch-out catalog as a percentage of total
invoice volume
Purchases made through purchase order - "hands Purchases made through purchase order - "Hands Percent
on" as a percentage of total invoice volume On" as a percentage of total invoice volume
Purchases made through other channels as a Purchases made through other channels as a Percent
percentage of total invoice volume percentage of total invoice volume
Percentage of purchase orders that link directly to Percentage of purchase orders linked directly to Percent
a contracted price loaded in the company's system contracted price in company's system or external
or external catalog catalog
Percentage of purchase order line items that are Percentage of purchase order line items Percent
systematically created with no manual systematically created
involvement or intervention by a buyer
Systems cost to perform the process "manage Systems cost to perform the process "manage dollars
suppliers" per $100,000 purchases suppliers" / (Value of all materials and services
purchased * 0.000010)

suppliers" per $100,000 revenue suppliers" / (Total business entity revenue *
0.000010)
Overhead cost to perform the process "manage Systems cost to perform the process "manage dollars
suppliers" per $1,000 revenue suppliers"/(Total business entity revenue*0.0010)
Other cost to perform the process "manage Overhead cost to perform the process "manage dollars
suppliers" per $1,000 revenue suppliers"/(Total business entity revenue*0.0010)
Outsourced cost to perform the process "manage Costs other than personnel, systems, overhead, dollars
suppliers" per $1,000 revenue and outsourced to perform the process "manage
suppliers"/(Total business entity revenue*0.0010)
Total cost to perform the process "manage Total cost to perform the process "manage dollars
suppliers" per process FTE suppliers" / Number of FTEs who perform the
process "manage suppliers"
purchased * .001)
suppliers" per $1,000 revenue suppliers" / (Total business entity revenue * .001)
purchased * 0.0010)
suppliers" per $1,000 revenue suppliers" / (Total business entity revenue *
0.0010)
Cost to return to supplier per $1,000 total revenue Total cost to return to supplier / (Total business dollars
Average time in days to resolve retail supply Average time spent to resolve supply related days
related issues with quality quality issues
Number of FTEs that perform the process "manage Percentage of FTEs performing procurement percent
suppliers" as a percentage of procurement process processes dedicated to managing suppliers
group FTEs

Number of FTEs that perform the process "manage (Number of FTEs who perform the process group FTEs
suppliers" per $1 billion purchases "procure materials and services" * Percentage of
to managing suppliers * .01) / (Value of all
materials and services purchased * .000000001)
Number of FTEs that perform the process "manage (Number of FTEs who perform the process group FTEs
suppliers" per $1 billion revenue "procure materials and services" * Percentage of
to managing suppliers * .01) / (Total business entity
revenue * .000000001)
Supplier first-pass quality yield S25320472QN0001 percent

Total cost to perform the process "manage (Total cost to perform the process "manage percent
suppliers" as a percentage of total procurement suppliers" / Total cost to perform the process group
process group cost "procure materials and services") * 100
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
Total cost to perform the process "record receipt of Total cost to perform the process "record receipt of Dollars
goods" per thousand barrel of oil equivalent (BOE) goods" / (Average oil and gas net production
net production (BOE/day) * .001)
goods" per gross operated producing well goods" / Total operated producing well count
goods" per mile of pipe goods" / Total number of miles of pipeline in
service
goods" per thousand barrels throughput goods" / (Average refining throughput * .001)
Number of FTEs who perform the process "record Number of business entity FTEs who perform the FTEs
receipt of goods" per million barrel of oil equivalent process "record receipt of goods" / (Average oil and
(BOE) gas net production (BOE/day) * .000001)

receipt of goods" per thousand gross operated process "record receipt of goods" / (Total operated
producing wells producing well count * .001)
receipt of goods" per thousand miles of pipe process "record receipt of goods" / (Total number of
miles of pipeline in service * .001)
receipt of goods" per thousand barrels throughput process "record receipt of goods" / (Average
refining throughput * .001)
Percentage of purchase orders with receipt of Percentage of purchase orders with receipt of Percent
goods or services goods or services
Percentage of goods purchases with receipts Percentage of goods purchases with receipts Percent
performed after the invoice was received performed after the invoice was received
Percentage of services purchases with receipts Percentage of services purchases with receipts Percent
performed after the invoice was received performed after the invoice was received
Percentage of invoices blocked due to goods Percentage of invoices blocked due to goods Percent
receipt issues or price/quantity discrepancies receipt issues or price/quantity discrepancies
Primary product manufacturing cycle time in hours Primary product manufacturing cycle time in hours hours
Production schedule attainment during a primary Production schedule attainment during a primary percent
products planning period products planning period
Raw material inventory turns Raw material inventory turn rate turns
Actual production rate as a percentage of the Actual production rate as a percentage of the percent
maximum capable production rate maximum for primary products
Finished-product first-pass quality yield for primary Finished-product first-pass quality yield for primary percent
products products
Work-in-process (WIP) inventory days of supply 365 / WIP inventory turn rate in turns days
Work-in-process (WIP) inventory turns WIP inventory turn rate in turns turns
Raw material inventory days of supply 365 / Raw material inventory turn rate days
Number of units produced per year RESERVED BY QUESTION CREATOR units

Percentage of manual sales order interventions Percentage of manual sales order interventions percent
caused by contract issues caused by contract issues
caused by pricing issues caused by pricing issues
caused by invoicing issues caused by invoicing issues
caused by incorrect customer master data caused by incorrect customer master data
caused by other causes caused by other causes
Systems cost to perform the process "define Systems cost to perform the process "define dollars
logistics strategy" per $100,000 revenue logistics strategy" / (Total business entity revenue *
0.000010)
Outsourced cost to perform the process "define Outsourced cost to perform the process "define dollars
0.0010)
Overhead cost to perform the process "define Overhead cost to perform the process "define dollars
0.0010)
Personnel cost to perform the process "define Personnel cost to perform the process "define dollars
0.0010)
Other cost to perform the process "define logistics Costs other than personnel, systems, overhead, dollars
strategy" per $1,000 revenue and outsourced to perform the process "define
logistics strategy" / (Total business entity revenue *
0.0010)
Total cost to perform the process "define logistics Total cost to perform the process "define logistics dollars
strategy" per process FTE strategy" / Number of FTEs who perform the
process "define logistics strategy"
Total cost to perform the process "define logistics Total cost to perform the process "define logistics dollars
strategy" per $1,000 revenue strategy" / (Total business entity revenue * .001)

Number of FTEs that perform the process "define Number of FTEs who perform the process "define FTEs
logistics strategy" per $1 billion revenue logistics strategy"/(Total business entity
revenue*.000000001)
Number of FTEs that perform the process "define (Number of FTEs who perform the process "define percent
logistics strategy" as a percentage of FTEs that logistics strategy" / (Number of FTEs who perform
perform the process group "manage logistics and the process "define logistics strategy" + Number of
warehousing" (excluding "manage returns; manage FTEs who perform the process "plan and manage
reverse logistics) inbound material flow" + Number of FTEs who
outbound transportation")) *100
Total cost to perform the process "operate (Total cost to perform the process "operate percent
warehousing" as a percentage of cost of goods sold warehousing" / Cost of goods sold (COGS)) * 100
Total cost to perform the process "operate Total cost to perform the process "operate dollars
warehousing" per process FTE warehousing" / Number of FTEs who perform the
process "operate warehousing"
warehousing" per $1,000 revenue warehousing" / (Total business entity revenue * .
001)
warehousing" per sales order fulfilled warehousing" / Number of sales orders fulfilled
Overhead cost to perform the process "operate Overhead cost to perform the process "operate dollars
001)
Other cost to perform the process "operate Costs other than personnel, systems, overhead, dollars
warehousing" per $1,000 revenue and outsourced to perform the process "operate
warehousing" / (Total business entity revenue * .
001)

Personnel cost to perform the process "operate Personnel cost to perform the process "operate dollars
001)
Outsourced cost to perform the process "operate Outsourced cost to perform the process "operate dollars
001)
Systems cost to perform the process "operate Systems cost to perform the process "operate dollars
00001)
warehousing" per process FTE warehousing" / Number of FTEs who perform the
process "operate warehousing"
Pick-to-ship cycle time in hours for customer orders Pick-to-ship cycle time in hours for customer orders hours
Dock-to-stock cycle time in hours for supplier Dock-to-stock cycle time for supplier deliveries in hours
deliveries hours
Field finished goods inventory days of supply Field finished goods inventory days of supply days
Inventory accuracy Inventory accuracy percent
Warehouse slot utilization Warehouse slot utilization percent
Number of FTEs that perform the process "operate Number of FTEs who perform the process "operate FTEs
warehousing" per $1 billion revenue warehousing"/(Total business entity
revenue*.000000001)
Inventory value per $1,000 total revenue Gross value of inventory / (Total business entity dollars
revenue * .001)
Order fill rate Order fill rate percent
Order line fill rate Order line fill rate percent
Percentage of SKUs tracked by radio frequency Percentage of SKUs tracked by radio frequency percent
Unit fill rate Unit fill rate percent
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 that perform the process "operate (Number of FTEs who perform the process "operate percent
warehousing" as a percentage of FTEs that perform warehousing" / (Number of FTEs who perform the
the process group "manage logistics and process "define logistics strategy" + Number of
warehousing" (excluding "manage returns; manage FTEs who perform the process "plan and manage
reverse logistics) inbound material flow" + Number of FTEs who
Percentage of finished goods inventory requiring Percentage of finished goods inventory requiring percent
special handling or storage special handling or storage
outbound transportation" per process FTE outbound transportation" / Number of FTEs who
transportation"
Transportation cost per mile Transportation cost per mile dollars
Personnel cost to perform the process "plan and Personnel cost to perform the process "plan and dollars
manage inbound material flow" per process FTE manage inbound material flow" / Number of FTEs
who perform the process "plan and manage
inbound material flow"
outbound transportation" per $100,000 revenue outbound transportation" / (Total business entity
revenue * .00001)
Outsourced cost to perform the process "operate Outsourced cost (excluding freight) to perform the dollars
outbound transportation" per $1,000 revenue process "operate outbound transportation" / (Total

Freight cost to perform the process "operate (Freight cost to perform the process "operate percent
outbound transportation" as a percentage of the outbound transportation" / (Total cost to perform
total logistics process group "manage logistics and the process "define logistics strategy" + Total cost
warehousing" excluding "manage returns; manage to perform the process "plan and manage inbound
reverse logistics" cost material flow" + Total cost to perform the process
"operate warehousing" + Total cost to perform the
process "operate outbound transportation")) *
100.0
Freight cost to perform the process "operate Freight cost to perform the process "operate dollars
revenue * .001)
revenue * .001)
Other cost to perform the process "operate Costs other than personnel, systems, overhead, dollars
outbound transportation" per $1,000 revenue outsourced and freight to perform the process
"operate outbound transportation" / (Total business
Overhead cost to perform the process "operate Overhead cost to perform the process "operate dollars
revenue * .001)
Total cost to perform the process "operate (Total cost to perform the process "operate percent
outbound transportation" as a percentage of cost outbound transportation" / Cost of goods sold
of goods sold (COGS)) * 100
outbound transportation" per process FTE outbound transportation" / Number of FTEs who
transportation"
revenue * .001)

outbound transportation" per sales order fulfilled outbound transportation" / Number of sales orders
fulfilled
Customer shipment to delivery cycle time in days Customer shipment to delivery cycle time in days
hours / 24
Sales order accurate documentation rate Accurate documentation rate percent
Percentage of outbound transport containers with Percentage of outbound transport containers with percent
multiple-customer orders multiple-customer orders
Percentage of orders shipped complete and on Percentage of sales orders shipped complete and percent
time on time
Percentage of orders delivered complete and on Percentage of sales orders delivered complete and percent
time on time
Perfect condition rate Perfect condition rate percent
Full trailer-load or full container-load capacity Full trailer load or full container load capacity percent
utilization utilization
outbound transportation" per $1 billion revenue outbound transportation" / (Total business entity
revenue * .000000001)
Percentage of sales orders shipped as part of full- Percentage of sales orders shipped in full-load percent
load shipments shipments
Percentage of sales orders shipped on core carriers Percentage of sales orders shipped on core carriers percent
Percentage of sales orders delivered on time Percentage of sales orders delivered on time percent
Percentage of large/bulky deliveries completed Percentage of large/bulky deliveries completed percent
within the window provided to the consumer within the window provided to the consumer
Average number of delivery attempts required to Average number of delivery attempts required to attempts
complete large/bulky deliveries complete large/bulky deliveries
Percentage of large/bulky deliveries considered Percentage of large/bulky deliveries considered percent
exception deliveries exception deliveries
Percentage of large/bulky deliveries including Percentage of large/bulky deliveries including percent
products that are damaged or dead on arrival products that are damaged or dead-on-arrival

Number of large/bulky deliveries completed per Number of large/bulky deliveries completed in the deliveries
delivery/service area square mile past 12 months / Consumer delivery/service area
in square miles
Number of FTEs that perform the process "operate (Number of FTEs who perform the process "operate percent
outbound transportation" as a percentage of FTEs outbound transportation" / (Number of FTEs who
that perform the process group "manage logistics perform the process "define logistics strategy" +
and warehousing" (excluding "manage returns; Number of FTEs who perform the process "plan and
manage reverse logistics) manage inbound material flow" + Number of FTEs
who perform the process "operate warehousing" +
Percentage of sales orders scheduled to customer Percentage of sales orders scheduled according to percent
request customer request
Approved preferred/core carriers for primary (Number of approved preferred/core carriers for percent
transportation as a percentage of total carriers primary transportation mode / Number of carriers
used for primary transportation used for primary transportation mode in the last
twelve months) * 100.0
Premium freight charges as a percentage of total Premium freight charges as a percentage of total percent
freight charges freight
Average weight, in pounds, of large/bulky Average weight of large/bulky deliveries completed pounds
deliveries completed
Average volume, in cubic feet, of large/bulky Average volume of large/bulky deliveries cubic feet
deliveries completed completed
Average number of items included in a large/bulky Average number of items included in a large/bulky items
delivery delivery
Total annual value of large/bulky products delivered Total annual value of large/bulky products delivered dollars
by the organization per delivery/service area by the organization / Consumer delivery/service
square mile area in square miles

Annual value of damaged or expired retails Product wastage (Damage and expiry) rate percent
products as percentage of average annual retail
inventory value
Total cost to perform the process "order materials Total cost to perform the process "order materials Dollars
and services" per mile of pipe and services" / Total number of miles of pipeline in
service
and services" per thousand barrel of oil equivalent and services" / (Average oil and gas net production
(BOE) (BOE/day) * .001)
and services" per gross operated producing well and services" / Total operated producing well count
and services" per thousand barrels throughput and services" / (Average refining throughput * .
001)
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)
Systems cost to perform the process group Systems cost to perform the process group dollars
"develop customer care/customer service strategy" "develop customer care/customer service strategy"
per $100,000 revenue / (Total business entity revenue * 0.000010)

Total cost to perform the process group "develop Total cost to perform the process group "develop dollars
customer care/customer service strategy" per customer care/customer service strategy" /
process FTE Number of FTEs who perform the process group
customer care/customer service strategy" per customer care/customer service strategy" / (Total
customer care/customer service strategy" per sales customer care/customer service strategy" /
order Number of sales orders fulfilled
customer care/customer service strategy" per sales customer care/customer service strategy" /
order line item Number of sales order line items
Overhead cost to perform the process group Overhead cost to perform the process group dollars
Other cost to perform the process group "develop Costs other than personnel, systems, overhead, dollars
customer care/customer service strategy" per and outsourced to perform the process group
$1,000 revenue "develop customer care/customer service strategy"
Personnel cost to perform the process group Personnel cost to perform the process group dollars
Outsourced cost to perform the process group Outsourced cost to perform the process group dollars

per $1 billion revenue / (Total business entity revenue * 0.000000001)
Number of languages supported at the business Number of languages supported languages

entity
Centrally managed systems cost to perform the (Centrally managed systems cost to perform the dollars
processes "manage sales orders", "manage process "manage sales orders" + Centrally
customer service requests/inquiries", and "manage managed systems cost to perform the processes
customer complaints" per $1,000 revenue "manage customer service requests/inquiries" and
"manage customer complaints") / (Total business
customer complaints" per active customer "manage customer service requests/inquiries" and
"manage customer complaints") / Number of active
Contact center systems cost to perform the (Contact center systems cost to perform the dollars
processes "manage sales orders", "manage process "manage sales orders" + Contact center
customer service requests/inquiries", and "manage systems cost to perform the processes "manage
customer complaints" per inbound contact customer service requests/inquiries" and "manage
customer complaints") / Total number of inbound
contacts
customer complaints" per $1,000 revenue customer service requests/inquiries" and "manage
customer complaints") / (Total business entity
revenue * 0.0010)

customer complaints" per active customer customer service requests/inquiries" and "manage
customer complaints") / Number of active
customer complaints" per inbound contact "manage customer service requests/inquiries" and
"manage customer complaints") / Total number of
inbound contacts
Business to business inbound contacts as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts considered "business to business"
Business to consumer inbound contacts as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts considered "business to consumer"
Personnel cost to perform the processes "manage Personnel cost to perform the processes "manage dollars
customer requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" per customer service FTE customer complaints" / Number of FTEs who
perform the customer service function
Outsourced cost to perform the processes "manage Outsourced cost to perform the processes "manage dollars
customer complaints" per $1,000 revenue customer complaints" / (Total business entity
revenue * 0.0010)
Outsourced cost to perform the processes "manage (Outsourced cost to perform the process "manage dollars
sales orders", "manage customer service sales orders" + Outsourced cost to perform the
complaints" per $1,000 revenue requests/inquiries" and "manage customer
complaints") / (Total business entity revenue *
0.0010)

complaints" per active customer requests/inquiries" and "manage customer
complaints") / Number of active customers in
customer master file
Outsourced cost to perform the processes "manage (Outsourced cost to perform the processes percent
customer requests/inquiries" and "manage "manage customer service requests/inquiries" and
customer complaints" as a percentage of the total "manage customer complaints" / Total cost to
cost of the processes perform the processes "manage customer service
requests/inquiries" and "manage customer
complaints") * 100.0
Overhead cost to perform the processes "manage (Overhead cost to perform the processes "manage percent
customer complaints" as a percentage of the total customer complaints" / Total cost to perform the
cost to perform the processes processes "manage customer service
Overhead cost to perform the processes "manage Overhead cost to perform the processes "manage dollars
revenue * 0.0010)

Other cost to perform the processes "manage sales (Costs other than personnel, systems, overhead, dollars
orders", "manage customer service and outsourced to perform the process "manage
requests/inquiries", and "manage customer sales orders" + Costs other than personnel,
complaints" per inbound contact systems, overhead, and outsourced to perform the
processes "manage customer service
Other cost to perform the processes "manage (Costs other than personnel, systems, overhead, percent
customer requests/inquiries" and "manage and outsourced to perform the processes "manage
customer complaints" as a percentage of the total customer service requests/inquiries" and "manage
cost to perform the processes customer complaints" / Total cost to perform the
processes "manage customer service
Other cost to perform the processes "manage Costs other than personnel, systems, overhead, dollars
customer requests/inquiries" and "manage and outsourced to perform the processes "manage
customer complaints" per $1,000 revenue customer service requests/inquiries" and "manage
customer complaints" / (Total business entity
revenue * 0.0010)
customer service requests/inquiries" and "manage customer service requests/inquiries" and "manage
customer complaints" per inbound call received customer complaints" / Number of inbound calls
through IVR DTMF received through IVR DTMF
customer complaints" per call received through IVR customer complaints" / Number of inbound calls
speech received through IVR speech
customer complaints" per web transactions contact customer complaints" / Number of inbound
contacts through web transactions

Personnel cost to perform the processes "manage (Personnel cost to perform the process "manage dollars
sales orders", "manage customer service sales orders" + Personnel cost to perform the
complaints" per $1,000 revenue requests/inquiries" and "manage customer
complaints") / (Total business entity revenue *
0.0010)
complaints" per active customer requests/inquiries" and "manage customer
complaints") / Number of active customers in
Personnel cost to perform the processes "manage (Personnel cost to perform the processes "manage percent
customer complaints" as a percentage of the total customer complaints" / Total cost to perform the
cost to perform the processes processes "manage customer service
Personnel cost to perform the processes "manage Personnel cost to perform the processes "manage dollars
revenue * 0.0010)
Total cost to perform the processes "manage Total cost to perform the processes "manage dollars
customer complaints" per customer service FTE customer complaints" / Number of FTEs who
perform the customer service function

Total cost to perform the processes "manage Total cost to perform the processes "manage dollars
revenue * 0.0010)
Total revenue per inbound contact Total business entity revenue / Total number of dollars
inbound contacts
customer complaints" per web self-service contact customer complaints" / Inbound contacts received
through web self-service
Average contact handling time in seconds Average contact handling time in seconds, seconds
including after-contact work
Average time in seconds to inbound calls Average time in seconds to inbound calls seconds
abandoned abandoned
Average call handling time in seconds (Average after-call work time in seconds + Average seconds
talk time in seconds)
Average speed of answer in seconds for agent Average speed of answer in seconds for agent seconds
queue calls queue calls
Agent schedule adherence Average agent schedule adherence percent
Average seat utilization Average seat utilization percent
First call resolution rate First call resolution rate percent
Bridge rate Bridge rate percent
Call agent availability rate Call agent availability rate percent
Call agent occupancy rate Call agent occupancy rate percent
Call agent utilization rate Call agent utilization rate percent
IVR speech recognition rate IVR speech recognition rate percent

Percentage of web chat or instant messaging (Inbound contacts received through web chat or percent
contacts outsourced to a third-party provider instant messaging, including virtual agents, from
all outsourced providers / 100 percent sum of
inbound contacts outsourced to a third-party for
live agent calls, IVR speech, IVR DTMF, fax, postal
mail, web transactions, online chats, and other
receipts) * 100.0
Percentage of inbound calls monitored by QAM and Percentage of inbound calls monitored by QAM and percent
scored by supervisors scored by supervisors
Average number of contact center seats per Number of seats / Number of contact centers seats
contact center included
DTMF IVR self-service resolution rate DTMF IVR self-service resolution rate percent
IVR speech self-service resolution rate IVR speech self-service resolution rate percent
Web transactions self-service resolution rate Web transactions self-service resolution rate percent
Calls routed to a live agent as a percentage of total Calls routed to a live agent as a percentage of total percent
inbound calls inbound calls
Calls abandoned in the agent queue as a Calls abandoned in the agent queue as a percent
percentage of total inbound calls percentage of total inbound calls
Caller authentication rate for IVR Caller authentication rate for IVR percent
Percentage of contacts with CTI that have Percentage of contacts with CTI that have percent
information pop up on the agent's desktop information pop up on the agent’s desktop
Percentage of active customers with service level Percentage of active customers with service level percent
based on customer segmentation based on customer segmentation
Percentage of inbound email contacts outsourced (Number of total inbound contacts outsourced to a percent
to a third-party provider third-party for contacts received through email /
100 percent sum of inbound contacts outsourced
to a third-party for live agent calls, IVR speech,
IVR DTMF, fax, postal mail, web transactions,
online chats, and other receipts) * 100.0

Percentage of inbound postal mail contacts (Percentage of inbound contacts outsourced to percent
outsourced to a third-party provider third-party for postal mail / 100 percent sum of
inbound contacts outsourced to a third-party for
live agent calls, IVR speech, IVR DTMF, fax, postal
mail, web transactions, online chats, and other
receipts) * 100.0
Percentage of inbound web transaction contacts (Inbound contacts received through web self- percent
outsourced to a third-party provider service from all outsourced providers / 100 percent
sum of inbound contacts outsourced to a third-
party for live agent calls, IVR speech, IVR DTMF,
fax, postal mail, web transactions, online chats,
and other receipts) * 100.0
Number of agent FTEs per direct supervisor FTE Number of agent FTEs / (Number of general service agent FTEs
FTEs employed to manage agents + Number of
vital service FTEs employed to manage agents)
Agent FTEs evaluated using sliding/interdependent Agent FTEs evaluated using sliding/interdependent percent
agent targets as a percentage of all agent FTEs agent targets as a percentage of all agent FTEs
Direct supervisors per agent FTE (Number of general service FTEs employed to direct supervisors
manage agents + Number of vital service FTEs
employed to manage agents) / Number of agent
FTEs
Percentage of transferred calls that are misdirected Percentage of transferred calls that are misdirected percent
Percentage of active customers with active web Percentage of active customers with active web percent
accounts accounts
Transferred calls as a percentage of total inbound Transferred calls as a percentage of total inbound percent
calls calls

Percentage of inbound phone contacts outsourced (Inbound contacts received through telephone percent
to a third-party provider channels from all outsourced providers / 100
percent sum of inbound contacts outsourced to a
third-party for live agent calls, IVR speech, IVR
DTMF, fax, postal mail, web transactions, online
chats, and other receipts) * 100.0
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
Percentage of inbound contacts through "other" (Inbound contacts received through channels other percent
channels outsourced to a third-party provider than phone, email, web self-service, web chat or
instant messaging (including virtual agents), a
dedicated mobile application, SMS, social media, or
postal mail, from all outsourced providers / 100
percent sum of inbound contacts outsourced to a
third-party for live agent calls, IVR speech, IVR
DTMF, fax, postal mail, web transactions, online
chats, and other receipts) * 100.0
Number of inbound calls received through a live (Number of inbound calls received through a live percent
agent as a percentage of total inbound calls agent / Number of inbound calls) * 100.0
Number of inbound calls received through IVR (Number of inbound calls received through IVR percent
speech as a percentage of total inbound calls speech / Number of inbound calls) * 100.0
Number of inbound calls received through IVR (Number of inbound calls received through IVR percent
DTMF as a percentage of total inbound calls DTMF / Number of inbound calls) * 100.0
Inbound calls related to billing as a percentage of (Number of inbound calls for billing / Number of percent
total inbound calls inbound calls) * 100.0
Inbound calls related to complaints as a (Number of inbound calls for complaints / Number percent
percentage of total inbound calls of inbound calls) * 100.0
Inbound calls related to new orders as a (Number of inbound calls for new orders / Number percent
percentage of total inbound calls of inbound calls) * 100.0

Inbound calls related to order modification or (Number of inbound calls for order modification or percent
inquiry as a percentage of total inbound calls inquiry / Number of inbound calls) * 100.0
Number of inbound calls for requirements other Percentage of inbound contacts from all channels percent
than new orders, order modifications or inquiry, related to matters other than new orders, order
billing, complaints, or technical support as a modification or inquiry, billing, complaints, or
percentage of total inbound calls technical support
Inbound contacts related to technical support as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts related to technical support
Number of inbound calls for the customer service (Number of inbound calls for the customer service percent
function as a percentage of total inbound calls function / Number of inbound calls) * 100.0
South Asia contact center employees as a ( Number of contact center employees in South percent
percentage of total contact center employees Asia/Number of contact center employees )*100
Southeast Asia contact center employees as a ( Number of contact center employees in percent
percentage of total contact center employees Southeast Asia/Number of contact center
employees )*100
Southern Europe contact center employees as a ( Number of contact center employees in Southern percent
percentage of total contact center employees Europe/Number of contact center employees )*100
US and Canadian contact center employees as a ( Number of contact center employees in the percent
percentage of total contact center employees United States or Canada/Number of contact center
employees )*100
Western Europe contact center employees as a ( Number of contact center employees in Western percent
Inbound contacts related to billing as a percentage Percentage of inbound contacts from all channels percent
of total inbound contacts related to billing
Inbound contacts related to complaints as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts related to complaints
Inbound contacts related to new orders as a Percentage of inbound contacts from all channels percent
percentage of total inbound contacts related to new orders

Inbound contacts related to order modification or Percentage of inbound contacts from all channels percent
inquiry as a percentage of total inbound contacts related to order modification or inquiry
Middle East contact center employees as a ( Number of contact center employees in the percent
percentage of total contact center employees Middle East/Number of contact center employees )
*100
Nordic countries contact center employees as a ( Number of contact center employees in Nordic percent
percentage of total contact center employees countries/Number of contact center employees )
*100
Africa contact center employees as a percentage of ( Number of contact center employees in percent
total contact center employees Africa/Number of contact center employees )*100
Australia and New Zealand contact center ( Number of contact center employees in Australia percent
employees as a percentage of total contact center or New Zealand/Number of contact center
employees employees )*100
Central Europe contact center employees as a ( Number of contact center employees in Central percent
Central/South America contact center employees ( Number of contact center employees in Central percent
as a percentage of total contact center employees or South America/Number of contact center
employees )*100
China, Russia, and Central Asia contact center ( Number of contact center employees in China, percent
employees as a percentage of total contact center Russia, or Central Asia/Number of contact center
employees employees )*100
East Asia contact center employees as a ( Number of contact center employees in East percent
percentage of total contact center employees Asia/Number of contact center employees )*100
Eastern Europe contact center employees as a ( Number of contact center employees in Eastern percent
Inbound contacts received via phone as a (Number of inbound contacts through calls / Total percent
percentage of total inbound contacts number of inbound contacts) * 100.0
Inbound contacts received via email as a (Number of inbound contacts through email / Total percent
percentage of total inbound contacts number of inbound contacts) * 100.0

Inbound contacts received via fax as a percentage (Number of inbound contacts through fax / Total percent
of total inbound contacts number of inbound contacts) * 100.0
Inbound contacts received via web chat or instant (Number of inbound contacts through online chat / percent
messaging as a percentage of total inbound Total number of inbound contacts) * 100.0
contacts
Number of inbound contacts through channels (Inbound contacts received through channels other percent
other than phone, email, web self-service, web than phone, email, web self-service, web chat or
chat or instant messaging, dedicated mobile apps, instant messaging (including virtual agents), a
SMS, social media, or postal mail as a percentage dedicated mobile application, SMS, social media, or
of total inbound contacts postal mail / Total number of inbound contacts) *
100.0
Inbound contacts received via postal mail as a (Number of inbound contacts through postal mail / percent
percentage of total inbound contacts Total number of inbound contacts) * 100.0
Inbound contacts received via web self-service as a (Inbound contacts received through web self- percent
percentage of total inbound contacts service / Total number of inbound contacts) * 100.0
Percentage of inbound fax contacts outsourced to a Percentage of inbound contacts outsourced to percent
third-party provider third-party for fax
Percentage of inbound IVR DTMF contacts Percentage of inbound contacts outsourced to percent
outsourced to a third-party provider third-party for IVR DTMF
Percentage of inbound IVR speech contacts Percentage of inbound contacts outsourced to percent
outsourced to a third-party provider third-party for IVR speech
Percentage of inbound live agent call contacts Percentage of inbound contacts outsourced to percent
outsourced to third-party provider third-party for live agent calls
Business to business inbound calls as a percentage (Number of inbound calls that are business to percent
of total inbound calls business / Number of inbound calls) * 100.0
Business to consumer inbound calls as a (Number of inbound calls that are business to percent
percentage of total inbound calls consumer / Number of inbound calls) * 100.0
Call service level Service level seconds
Forecast accuracy for long-term planning Long-term forecast accuracy percent

Forecast accuracy for short-term planning Short-term forecast accuracy percent
Response time in minutes for inbound requests Response time in minutes for contacts received minutes
coming from call backs through call backs
coming from SMS through SMS
coming from social media through social media
coming from web chat or instant messaging through web chat or instant messaging
including virtual agents
Average talk time in seconds, including agent hold Average talk time in seconds seconds
time
coming from e-mail through email
coming from fax through fax
coming from postal mail through postal mail
First contact resolution rate for contacts received First contact resolution rate for contacts from percent
through "other" channels channels other than phone, email, web self-service,
web chat or instant messaging, dedicated mobile
apps, SMS social media, or postal mail
First contact resolution rate for dedicated mobile First contact resolution rate for a dedicated mobile percent
applications ("apps") application ("app")
First contact resolution rate for email contacts First contact resolution rate for email contacts percent
First contact resolution rate for phone contacts First contact resolution rate for phone contacts percent
First contact resolution rate for postal mail First contact resolution rate for postal mail percent

First contact resolution rate for SMS First contact resolution rate for SMS (mobile phone percent
short message service) contacts
First contact resolution rate for social media First contact resolution rate for social media percent
channels such as Twitter, Facebook, or discussion
forums
First contact resolution rate for web chat or instant First contact resolution rate for web chat or instant percent
messaging including virtual agents messaging including virtual agents
First contact resolution rate for web self-service First contact resolution rate for web self-service percent
contacts contacts
Average customer satisfaction with technical Customer satisfaction with technical support. percent
support for telecommunications
Inbound contacts received via SMS as a percentage (Total number of inbound contacts received percent
of total inbound contacts through SMS / Total number of inbound contacts) *
100.0
Inbound contacts received via social media as a (Total number of inbound contacts received percent
percentage of total inbound contacts through social media / Total number of inbound
contacts) * 100.0
Percentage of employee time spent servicing Percentage of employee time spent working in the percent
customers via social media channels social media channel servicing customers
customers via website channel website channel servicing customers
customers via social media channel social media channel servicing customers
customers via traditional face-to-face channel face-to-face channel servicing customers
customers via contact center channel contact center channel servicing customers
Percentage of employee time spent servicing Percentage of employee time spent working in B2B percent
customers via business-to-business channel channels other than website, mobile applications,
social media, face-to-face contact, or contact
centers channel servicing customers

Inbound contacts for the process "manage Percentage of inbound contacts from all channels percent
customer service" as a percentage of total inbound related to the process "manage customer service"
contacts
Inbound contacts received via dedicated mobile (Inbound contacts received through a dedicated percent
app as a percentage of total inbound contacts mobile application / Total number of inbound
contacts) * 100.0
Percentage of inbound dedicated mobile app (Inbound contacts received through a dedicated percent
contacts outsourced to a third-party provider mobile application from all outsourced providers /
100 percent sum of inbound contacts outsourced
to a third-party for live agent calls, IVR speech,
IVR DTMF, fax, postal mail, web transactions,
online chats, and other receipts) * 100.0
Percentage of inbound SMS contacts outsourced to (Inbound contacts received through SMS (exclude percent
a third-party provider mobile messaging other than SMS) from all
outsourced providers / 100 percent sum of inbound
contacts outsourced to a third-party for live agent
calls, IVR speech, IVR DTMF, fax, postal mail, web
transactions, online chats, and other receipts) *
100.0
Percentage of inbound social media contacts (Inbound contacts received through social media percent
outsourced to a third-party provider (including discussion forums, Facebook, Twitter,
etc.) from all outsourced providers / 100 percent
sum of inbound contacts outsourced to a third-
party for live agent calls, IVR speech, IVR DTMF,
fax, postal mail, web transactions, online chats,
and other receipts) * 100.0
Annual percentage change in number of retail Annual percentage change in number of percent
customer complaints complaints
Average customer satisfaction with billing and Customer satisfaction with billing and payment. percent
payment for telecommunications

Average customer satisfaction with the selection Customer satisfaction with the selection and percent
and purchasing process for telecommunications purchasing process.
Telecommunications organization's brand/relational Brand/relational NPS score percent
Net Promoter Score
Net Promoter Score for telecommunications NPS for clients in awareness, selection, an buying percent
customers in the awareness, selection and buying stage
stage of the customer lifecycle
Net Promoter Score for telecommunications NPS for clients who are using the service, receiving percent
customers in the using stage of the customer support, or paying
lifecycle
Net Promoter Score for telecommunications NPS for clients in renewal stage percent
customers in the renewal stage of the customer
lifecycle
Percentage of customers claiming to be satisfied Percentage of customers claiming to be satisfied percent
Total cost to perform the process group "recruit, Total cost to perform the process group "recruit, percent
source, and select employees" as a percentage of source, and select employees" / Total SG&A costs *
selling, general, and administrative (SGA) costs 100
"recruit, source, and select" per $1,000 revenue "recruit, source, and select" / (Total business entity
revenue * 0.001)
Total cost to perform the process group "recruit, Total cost to perform the process group "recruit, dollars
source, and select employees" per senior source, and select employees" / (Total number of
management/executive new hire new hires * Senior management/executive new
hires percentage * 0.01)
source, and select employees" per middle source, and select employees" / (Total number of
management/specialist new hire new hires * Middle management/specialist new

source, and select employees" per operational source, and select employees" / (Total number of
workers/office staff new hire new hires * Operational workers/office workers new
Systems cost to perform the process group Systems cost to perform process group "recruit, dollars
"recruit, source, and select employees" per $1,000 source, and select employees" / (Total business
source, and select employees" per business entity source, and select employees" / Number of
employee business entity employees
source, and select employees" per new hire source, and select employees" / Total number of
new hires
Personnel cost to perform the process group Personnel cost to perform process group "recruit, dollars
"recruit, source, and select employees" per $1,000 source, and select employees" / (Total business
"recruit, source, and select employees" per new source, and select employees" / Total number of
hire new hires
"recruit, source, and select employees" per source, and select employees" / Number of
business entity employee business entity employees
source, and select employees" per $1,000 revenue source, and select employees" / (Total business
Total cost to perform the HR function per FTE that Total cost to perform the function "develop and dollars
performs the process group "recruit, source, and manage human capital" / Number of FTEs who
select employees" perform the process group "recruit, source, and
select employees"
Cycle time in days from approval of job requisition Cycle time in days from approval of job requisition days
to acceptance of job offer to acceptance of job offer

Cycle time in days from identifying the need to hire Cycle time in days from identifying the need to hire days
a new employee to approval of the job requisition a new employee to approval of job requisition
Response time in hours for non-routine "recruit, Response time in hours for a non-routine inquiry hours
source, and select employees" inquiries for the process group "recruit, source, and select
employees"
Response time in hours for routine "recruit, source, Response time in hours for a routine inquiry for the hours
and select employees" inquiries process group "recruit, source, and select
employees"
"recruit, source, and select employees" per $1 "recruit, source, and select employees" / (Total
Number of interviews conducted for each senior Number of interviews conducted for each senior interviews
management/executive filled vacancy per FTE that management/executive vacancy filled / Number of
performs the process group "recruit, source, and FTEs who perform the process group "recruit,
select employees" source, and select employees"
Number of interviews conducted for each middle Number of interviews conducted for each middle interviews
management/specialist filled vacancy per FTE that management/specialist vacancy filled / Number of
Number of interviews conducted for each Number of interviews conducted for each interviews
operational worker/office staff filled vacancy per operational worker/office staff vacancy filled /
FTE that performs the process group "recruit, Number of FTEs who perform the process group
source, and select employees" "recruit, source, and select employees"
Percentage of senior management/executive Percentage of management positions filled by percent
positions filled by internal promotion for the past 3 internal promotion versus external recruitment for
years senior management/executive employees for the
past three years
New hire satisfaction rate for the recruiting process Latest captured satisfaction rate of new hires with percent
the recruiting experience

Job offer acceptance rate for middle Job offer acceptance rate for middle percent
management/specialists management/specialist employees
Job offer acceptance rate for operational Job offer acceptance rate for operational percent
workers/office staff worker/office staff employees
Job offer acceptance rate for senior Job offer acceptance rate for senior percent
management/executives management/executive employees
Percentage of new hire retention after 12 months (Percentage of middle management/specialist percent
employees who joined in the past 12 months that
are still within your business entity + Percentage of
operational worker/office staff employees who
joined in the past 12 months who are still within
your business entity + Percentage of senior
management/executive employees who joined in
the past 12 months that are still within your
business entity) / 3
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 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 business entity employees per FTE that Number of business entity employees / Number of 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 monthly routine "recruit, source, and Number of routine inquiries received monthly for inquiries
select employees" inquiries per business entity the process group "recruit, source, and select
employee employees" / Number of business entity employees
Middle management/specialists new hires as a Middle management/specialist new hires percent

percentage of total new hires percentage
Operational workers/office staff new hires as a Operational workers/office workers new hires percent
Senior management/executives new hires as a Senior management/executive new hires percent
Number of monthly non-routine "recruit, source, Number of non-routine inquiries received monthly inquiries
and select employees" inquiries per business entity for the process group "recruit, source, and select
Outsourced cost of the process group "recruit, Outsourced cost to perform the process group percent
source, and select employees" as a percentage of "recruit, source, and select" / Total cost to perform
the total cost to perform the process group the process group "recruit, source, and select
employees" * 100
Permanent full-time new hires as a percentage of Permanent full-time positions as a percentage of percent
total new hires total new hires
Permanent part-time new hires as a percentage of Permanent part-time positions as a percentage of percent
total new hires total new hires
Contingent new hires as a percentage of total new Contingent positions as a percentage of total new percent
hires hires
Overhead and other costs of the process group (Overhead and other cost for the process group percent
"Recruit, source, and select employees" as a "recruit, source, and select employees" / Total cost
percentage of the total cost to perform the process to perform the process group "recruit, source, and
group select employees") * 100

Percentage of middle management/specialist Percentage of management positions filled by percent
years middle management/specialist employees for the
past three years
Percentage of new hires that originated from Percentage of new hires from internal employee percent
employee referrals referrals
Percentage of "recruit, source, and select (Number of non-routine inquiries received monthly percent
employees" inquiries received that are non-routine for the process group "recruit, source, and select
employees" / (Number of routine inquiries received
monthly for the process group "recruit, source, and
select employees" + Number of non-routine
inquiries received monthly for the process group
"recruit, source, and select employees")) * 100.0
Percentage of "recruit, source, and select Number of routine inquiries received monthly for percent
employees" inquiries received that are routine the process group "recruit, source, and select
employees"/(Number of routine inquiries received
monthly for the process group "recruit, source, and
select employees"+Number of non-routine
inquiries received monthly for the process group
"recruit, source, and select employees")*100
Percentage of "recruit, source, and select Percentage of inquiries received for the process percent
employees" inquiries received via digital group "recruit, source and select employees"
communication channels through digital communication channels
Percentage of "recruit, source, and select Percentage of the total inquiries received monthly percent
employees" inquiries received via e-mail for the process group "recruit, source, and select
employees" via e-mail
Percentage of "recruit, source, and select Percentage of inquiries received monthly for the percent
employees" inquiries received via channels other process group "recruit, source, and select
than e-mail, phone, and face-to-face employees" via channels other than e-mail, phone,
and face-to-face interaction

employees" inquiries received via face-to-face process group "recruit, source, and select
employees" via face-to-face interaction
Percentage of "recruit, source, and select Percentage of inquiries received for the process percent
employees" inquiries received via non-digital group "recruit, source and select employees"
communication channels through non-digital communication channels
employees" inquiries received via phone process group "recruit, source, and select
employees" via phone
Systems cost to perform the process group (Systems cost to perform process group "recruit, percent
"recruit, source, and select employees" as a source, and select employees" / Total cost to
percentage of the total cost to perform the process perform the process group "recruit, source, and
Percentage of "reward and retain employees" Percentage of inquiries received for the process percent
inquiries received via digital communication group "reward and retain employees" through
channels digital communication channels
Percentage of "reward and retain employees" Percentage of inquiries received for the process percent
inquiries received via non-digital communication group "reward and retain employees" through non-
channels digital communication channels
Personnel cost to perform the process group (Personnel cost to perform process group "recruit, percent
Overhead cost to perform the process group (Overhead cost to perform process group "recruit, percent
group select employees") * 100.0

Other cost to perform the process group "recruit, (Costs other than personnel, systems, overhead, percent
source, and select employees" as a percentage of and outsourced to perform process group "recruit,
total cost to perform the process source, and select employees" / Total cost to
perform the process group "recruit, source, and
select employees") * 100.0
Number of job applications per approved job Number of job applications received / Annual applications
requisition number of job requisitions
Number of FTEs that perform the process group Number of FTEs who perform the process group percent
"recruit, source, and select employees" as a "recruit, source, and select employees" / Number
percentage of business entity FTEs of business entity FTEs * 100
Total cost to perform the process group "reward (Total cost to perform the process group "reward percent
and retain employees" as a percentage of selling, and retain employees" / Total SG&A costs) * 100
general, and administrative (SGA) costs
Total personnel cost per business entity FTE Personnel cost of business entity FTEs / Number of dollars
business entity FTEs
Total cost to perform the process group "reward Total cost to perform the process group "reward dollars
and retain employees" per process group FTE and retain employees" / Number of FTEs who
perform the process group "reward and retain
employees"
"reward and retain employees" per process group "reward and retain employees" / Number of FTEs
FTE who perform the process group "reward and retain
employees"
Average salary including base, overtime, and (Total base pay for middle management/specialist dollars
variable pay for middle management or specialists employees + Total overtime pay for middle
management/specialist employees + Total variable
pay for middle management/specialist
employees) / Number of middle
management/specialist employees

Average salary including base, overtime, and (Total base pay for operational worker/office staff dollars
variable pay for operational workers or office staff employees + Total overtime pay for operational
worker/office staff employees + Total variable pay
for operational worker/office staff employees) /
Number of operational worker/office staff
employees
Average salary including base, overtime, and (Total base pay for senior management/executive dollars
variable pay for senior management or executives employees + Total overtime pay for senior
management/executive employees + Total variable
pay for senior management/executive
employees) / Number of senior
management/executive employees
"reward and retain employees" per business entity "reward and retain employees" / Number of
employee business entity employees
performs the process group "reward and retain manage human capital" / Number of FTEs who
employees" perform the process group "reward and retain
employees"
and retain employees" per $1,000 revenue and retain employees" / (Total business entity
revenue * .001)
and retain employees" per business entity and retain employees" / Number of business entity
employee employees
"reward and retain employees" per $1,000 revenue "reward and retain employees" / (Total business
Response time in hours for non-routine "reward Response time in hours for a non-routine inquiry hours
and retain employees" inquiries for the process group "reward and retain
employees"

Response time in hours for routine "reward and Response time in hours for a routine inquiry for the hours
retain employees" inquiries process group "reward and retain employees"
Average tenure in months for business entity Average tenure in months for business entity months
agents agents
"reward and retain employees" per $1 billion "reward and retain employees" / (Total business
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" /
"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 days absent per employee excluding Number of days absent due to sickness excluding days
maternity and paternity leave maternity and paternity leave per employee
Number of days absent per employee including Number of days absent due to sickness, maternity, days
maternity and paternity leave and paternity leave per employee
Outsourced cost of the process group "reward and Outsourced cost to perform the process group percent
retain employees" as a percentage of the total cost "reward and retain employees"/Total cost to
to perform the process group perform the process group "reward and retain
employees"*100
Number of monthly non-routine "reward and retain Number of non-routine inquiries received monthly inquiries
employees" inquiries per business entity employee for the process group "reward and retain
employees" / Number of business entity employees
Number of monthly routine "reward and retain Number of routine inquiries received monthly for inquiries
employees" inquiries per business entity employee the process group "reward and retain employees" /
Number of business entity employees
Other cost to perform the process group "reward (Percentage of internal cost to perform the process percent
and retain employees" as a percentage of total group "reward and retain employees" allocated to
cost to perform the process costs other than personnel, systems, and
overhead*Internal cost to perform the process
group "reward and retain employees")/Total cost to
employees"
Overhead cost to perform the process group (Percentage of internal cost to perform the process percent
"reward and retain employees" as a percentage of group "reward and retain employees" allocated to
the total cost to perform the process group overhead*Internal cost to perform the process
group "reward and retain employees")/Total cost to
employees"
Base pay per middle management or specialist Total base pay for middle management/specialist dollars
employee employees / Number of middle
management/specialist employees

Base pay per operational worker or office staff Total base pay for operational worker/office staff dollars
employee employees / Number of operational worker/office
staff employees
Base pay per senior management or executive Total base pay for senior management/executive dollars
employee employees / Number of senior
management/executive employees
Number of vacation days per year per employee Number of vacation days per year per employee days
Personnel cost to perform the process group (Personnel cost to perform the process group percent
"reward and retain employees" as a percentage of "reward and retain employees" / Total cost to
the total cost to perform the process group perform the process group "reward and retain
employees") * 100
Percentage of "reward and retain employees" Percentage of inquiries received monthly for the percent
inquiries received via phone process group "reward and retain employees" via
phone
inquiries received via e-mail process group "reward and retain employees" via
e-mail
Systems cost to perform the process group "reward (Percentage of internal cost to perform the process percent
and retain employees" as a percentage of the total group "reward and retain employees" allocated to
cost to perform the process group systems*Internal cost to perform the process group
"reward and retain employees")/Total cost to
employees"
inquiries received via face-to-face process group "reward and retain employees" via
face-to-face interaction

Percentage of "reward and retain employees" Number of non-routine inquiries received monthly percent
inquiries received that are non-routine for the process group "reward and retain
employees"+Number of non-routine inquiries
received monthly for the process group "reward
and retain employees")*100
Percentage of "reward and retain employees" Number of routine inquiries received monthly for percent
inquiries received that are routine the process group "reward and retain employees" /
(Number of routine inquiries received monthly for
the process group "reward and retain employees"
employees") * 100
inquiries received via channels other than e-mail, process group "reward and retain employees" via
phone, and face-to-face channels other than e-mail, phone, and face-to-
face interaction
Overhead and other costs of the process group (Internal overhead and other cost to perform the percent
"reward and retain employees" as a percentage of process group "reward and retain employees" /
the total cost to perform the process group Total cost to perform the process group "reward
and retain employees") * 100
Senior management or executive overtime pay as (Total overtime pay for senior percent
a percentage of total pay (including cost of management/executive employees/Total pay for
benefits) senior management/executive employees)*100
Middle management or specialist overtime pay as (Total overtime pay for middle percent
a percentage of total pay (including cost of management/specialist employees/Total pay for
benefits) middle management/specialist employees)*100
Operational workers or office staff overtime pay as (Total overtime pay for operational worker/office percent
a percentage of total pay (including cost of staff employees/Total pay for operational
benefits) worker/office staff employees)*100

Number of total monthly "reward and retain (Number of routine inquiries received monthly for inquiries
employees" inquiries per business entity employee the process group "reward and retain employees"
employees") / Number of business entity
employees
Percentage of FTEs that perform the process group (Number of senior management/executive FTEs percent
"reward and retain employees" that are senior who perform the process group "reward and retain
management / executive level employees" / Number of FTEs who perform the
process group "reward and retain employees") *
100
Percentage of FTEs that perform the process group (Number of middle management/specialist FTEs percent
"reward and retain employees" that are middle who perform the process group "reward and retain
management/specialists employees" / Number of FTEs who perform the
100
Percentage of FTEs that perform the process group (Number of operational worker/office staff FTEs percent
"reward and retain employees" that are operational who perform the process group "reward and retain
workers/office staff employees" / Number of FTEs who perform the
100
Total cost to perform the process group "redeploy Total cost to perform the process group "redeploy dollars
and retire employees" per business entity and retire employees" / Number of business entity
employee employees
"redeploy and retire employees" per business "redeploy and retire employees" / Number of
entity employee business entity employees
"redeploy and retire employees" per $1,000 "redeploy and retire employees" / (Total business

performs the process group "redeploy and retire manage human capital" / Number of FTEs who
employees" perform the process group "redeploy and retire
employees"
Total cost to perform the process group "redeploy Total cost to perform the process group "redeploy dollars
and retire employees" per $1,000 revenue and retire employees" / (Total business entity
revenue * 0.001)
"redeploy and retire employees" per $1,000 "redeploy and retire employees" / (Total business
Total cost to perform mobility management (Total cost to perform the process "relocate dollars
processes per $1,000 revenue employees and manage assignments" + Total cost
to perform the process "manage expatriates") /
Total cost to perform mobility management (Total cost to perform the process "relocate dollars
processes per process FTE employees and manage assignments" + Total cost
to perform the process "manage expatriates") /
(Number of FTEs that perform the process "relocate
employees and manage assignments" + Number
of FTEs that perform the process "manage
expatriates")
Response time in hours for routine "redeploy and Response time in hours for a routine inquiry for the hours
retire employees" inquiries process group "redeploy and retire employees"
Response time in hours for non-routine "redeploy Response time in hours for a non-routine inquiry hours
and retire employees" inquiries for the process group "redeploy and retire
employees"
"redeploy and retire employees" per $1 billion "redeploy and retire employees" / (Total business

Number of FTEs that perform mobility (Number of FTEs that perform the process "relocate FTEs
management processes per $1 billion revenue employees and manage assignments" + Number
of FTEs that perform the process "manage
expatriates") / (Total business entity revenue * .
000000001)
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"
performs the process group "redeploy and retire FTEs who perform the process group "redeploy and
employees" retire employees"
Number of internal hires per "redeploy and retire Number of vacancies filled by internal candidates / internal hires
employees" FTE Number of FTEs who perform the process group
"redeploy and retire employees"
Number of monthly routine "redeploy and retire Number of routine inquiries received monthly for inquiries
employees" inquiries per business entity employee the process group "redeploy and retire
employees" / Number of business entity employees
Number of monthly non-routine "redeploy and Number of non-routine inquiries received monthly inquiries
retire employees" inquiries per business entity for the process group "redeploy and retire
Outsourced cost of the process group "redeploy Outsourced cost to perform the process group percent
and retire employees" as a percentage of the total "redeploy and retire employees"/Total cost to
cost to perform the process group perform the process group "redeploy and retire
employees"*100

Overhead and other cost to perform the process (Percentage of total cost to perform the process percent
group "Redeploy and retire employees" as a group "redeploy and retire employees" allocated to
percentage of the total cost to perform the process internal costs * Percentage of internal cost to
group perform the process group "redeploy and retire
employees" allocated to overhead and other costs)
/ 100
Systems cost to perform the process group (Percentage of internal cost to perform the process percent
"redeploy and retire employees" as a percentage group "redeploy and retire employees" allocated to
of the total cost to perform the process group systems*Internal cost to perform the process group
"redeploy and retire employees")/Total cost to
perform the process group "redeploy and retire
employees"
Percentage of "redeploy and retire employees" Percentage of inquiries received for the process percent
inquiries received via digital communication group "redeploy and retire employees" employees"
channels through digital communication channels
Percentage of "redeploy and retire employees" Percentage of inquiries received for the process percent
inquiries received via non-digital communication group "redeploy and retire employees" employees"
channels through non-digital communication channels
Percentage of "redeploy and retire employees" Number of non-routine inquiries received monthly percent
inquiries received that are non-routine for the process group "redeploy and retire
monthly for the process group "redeploy and retire
received monthly for the process group "redeploy
and retire employees")*100

Percentage of "redeploy and retire employees" Number of routine inquiries received monthly for percent
inquiries received that are routine the process group "redeploy and retire
monthly for the process group "redeploy and retire
received monthly for the process group "redeploy
and retire employees")*100
Percentage of "redeploy and retire employees" Percentage of inquiries received monthly for the percent
inquiries received via face-to-face process group "redeploy and retire" via face-to-
face interaction
process inquiries received via channels other than process group "redeploy and retire" via channels
e-mail, phone, and face-to-face other than e-mail, phone, and face-to-face
interaction
process inquiries received via e-mail process group "redeploy and retire" via e-mail
process inquiries received via phone process group "redeploy and retire" via phone
Personnel cost to perform the process group (Percentage of internal cost to perform the process percent
of the total cost to perform the process group personnel*Internal cost to perform the process
group "redeploy and retire employees")/Total cost
to perform the process group "redeploy and retire
employees"
Overhead cost to perform the process group (Percentage of internal cost to perform the process percent
of the total cost to perform the process group overhead*Internal cost to perform the process
employees"

Other cost to perform the process group "redeploy (Percentage of internal cost to perform the process percent
and retire employees" as a percentage of the total group "redeploy and retire employees" allocated to
cost to perform the process group costs other than personnel, systems, and
overhead*Internal cost to perform the process
employees"
Overhead and other costs of the process group (Internal overhead and other cost (direct and/or percent
"redeploy and retire employees" as a percentage allocated to the business entity) to perform the
of total process group cost process group "redeploy and retire employees" /
Total cost to perform the process group "redeploy
and retire employees") * 100
Total cost to perform the process "monitor and Total cost to perform the process "monitor and dollars
update plans" per $1,000 revenue update plans" / (Total business entity revenue * .
001)
Total cost to perform the process "monitor and Total cost to perform the process "monitor and dollars
update plans" per process FTE update plans" / Number of FTEs that perform the
process "monitor and update plans"
Number of FTEs that perform the process "monitor (Number of FTEs who perform the process group FTEs
and update plans" per $1 billion revenue "develop and manage human resources (HR)
planning, policies, and strategies" * Percentage of
FTEs who perform the process group "develop and
manage human resources (HR) planning, policies,
and strategies" who perform the process "monitor
and update plans" * 0.01) / (Total business entity
revenue * 0.000000001)
Percentage of FTEs who perform the process group Percentage of FTEs who perform the process group percent
"develop and manage human resources (HR) "develop and manage human resources (HR)
planning, policies, and strategies" who perform the planning, policies, and strategies" who perform the
process "monitor and update plans" process "monitor and update plans"

Total cost to perform the activity "develop Total cost to perform the activity "develop dollars
succession plan" per $1,000 revenue succession plan" / (Total business entity revenue * .
001)
Number of formally planned successors around key Number of formally planned successors around key successors
positions positions
Number of FTEs that perform the activity "develop Number of FTEs that perform the activity "develop FTEs
succession plan" per $1 billion revenue succession plan" / (Total business entity revenue * .
000000001)
Cycle time in days from job acceptance until new Cycle time in days from job offer acceptance until days
hire begins in the agreed position new hire begins in the agreed position, including
time for orientation and initial set-up
Cycle time in days from identifying the need to hire Cycle time in days from identifying the need to hire days
a new employee until new hire begins in the a new employee to approval of job requisition +
agreed position Cycle time in days from approval of job requisition
to acceptance of job offer + Cycle time in days
from job offer acceptance until new hire begins in
the agreed position, including time for orientation
and initial set-up
Number of approved job requisitions per FTE that Annual number of job requisitions / Number of FTEs job requisitions
performs the process group "recruit, source, and who perform the process group "recruit, source,
select employees" and select employees"
Number of new hires as a percentage of approved (Total number of new hires / Annual number of job percent
job requisitions requisitions) * 100
Percentage of operational worker/office staff new Percentage of operational worker/office staff percent
hire retention after 12 months employees who joined in the past 12 months who
are still within your business entity
Percentage of senior management/executive new Percentage of senior management/executive percent
hire retention after 12 months employees who joined in the past 12 months that

Percentage of middle management/specialist new Percentage of middle management/specialist percent
hire retention after 12 months employees who joined in the past 12 months that
New employees as a percentage of total business (Total number of new hires / Number of business percent
entity employees entity employees) * 100
Percentage of operational workers/office staff Percentage of management positions filled by percent
years operational worker/office staff employees for the
past three years
employee orientation and deployment" per $1,000 employee orientation and deployment" / (Total
employee orientation and deployment" per employee orientation and deployment" / Number
business entity employee of business entity employees
Cost to perform the process "manage employee Percentage of total cost to perform the process percent
orientation and deployment" as a percentage of group "develop and counsel employees" allocated
the total cost to perform the process group to the process "manage employee orientation and
"develop and counsel employees" deployment"
Percentage of total cost to perform the process (Total cost to perform the process "manage percent
group "manage employee on-boarding, employee orientation and deployment" / Total cost
development, and training" allocated to the to perform the process group "manage employee
process "manage employee orientation and on-boarding, development, and training") * 100
deployment"
Total cost to perform the process "manage Total annual cost to perform the process "manage dollars
employee performance" per business entity employee performance" / Number of business
Total cost to perform the process "manage Total annual cost to perform the process "manage dollars
employee performance" per $1,000 revenue employee performance" / (Total business entity
revenue * 0.001)

Cycle time in days for the formal performance Cycle time in days from start to finish for a formal days
review process from start to finish for middle performance review for a middle
management/specialists management/specialist employee
review process from start to finish for Operational performance review for an operational
workers/office staff worker/office staff employee
review process from start to finish for senior performance review for a senior
management/executives management/executive employee
Percentage of middle management/specialists that Percentage of middle management/specialist percent
receive a formal performance review employees who receive a formal performance
review
Percentage of operational workers/office staff that Percentage of operational worker/office staff percent
review
Percentage of senior management/executives that Percentage of senior management/executive percent
review
Number of FTEs that perform the process "manage Number of FTEs that perform the process "manage FTEs
employee performance" per $1 billion revenue employee performance" / (Total business entity
revenue * .000000001)
Percentage of total cost to perform the process (Total annual cost to perform the process "manage percent
group "manage employee on-boarding, employee performance" / Total cost to perform the
development, and training" allocated to the process group "manage employee on-boarding,
process "manage employee performance" development, and training") * 100
performance" as a percentage of the total cost to group "develop and counsel employees" allocated
perform the process group "develop and counsel to the process "manage employee performance"
employees"

employee development" per $1,000 revenue employee development" / (Total business entity
revenue * 0.001)
employee development" per business entity employee development" / Number of business
employee development" per $1 billion revenue employee development" / (Total business entity
revenue * .000000001)
development" as a percentage of the total cost to group "develop and counsel employees" allocated
perform the process group "develop and counsel to the process "manage employee development"
employees"
Percentage of total cost to perform the process (Total cost to perform the process "manage percent
group "manage employee on-boarding, employee development" / Total cost to perform the
process "manage employee development" development, and training") * 100
Personnel cost to perform the process "develop Internal personnel cost to perform the process dollars
and train employees" per process FTE "develop and train employees" / Number of FTEs
that perform the process "develop and train
employees"
Total cost to perform the process "develop and Total cost to perform the process "Develop and dollars
train employees" per process FTE train employees" / Number of FTEs that perform
the process "develop and train employees"
train employees" per business entity employee train employees" / Number of business entity
employees
and train employees" per $1,000 revenue "develop and train employees" / (Total business

and train employees" per business entity employee "develop and train employees" / Number of
business entity employees
train employees" per $1,000 revenue train employees" / (Total business entity revenue *
0.001)
Internal cost to perform learning administration Internal cost for learning administration / (Total dollars
activities per $1,000 revenue business entity revenue *.001)
Internal cost to perform learning administration Internal cost for learning administration / Number dollars
activities per business entity employee of business entity employees
Learning budget per business entity employee Budget for learning/Number of business entity dollars
employees
Average time in days to close an identified skill or Number of calendar days per employee to close an days
capability gap through training for an employee identified skill or capability gap through training
Average time in days to close an identified skill or Cycle time in days to close an identified skill or days
capability gap through training for an operational capability gap through training for an operational
workers/office staff employee worker/office staff employee
capability gap through training for a middle capability gap through training for a middle
management/specialists employee management/specialist employee
capability gap through training for a senior capability gap through training for a senior
management/executives employee management/executive
Number of FTEs that perform learning Number of FTEs who perform learning FTEs
administration activities per $1 billion revenue administrative activities (exclude the activities for
processing and distributing payments) / (Total
Percentage of senior management/executives who Percentage of senior management/executives who percent
attend management development programs attend management development programs
Percentage of operational staff/office staff who Percentage of operational worker/office staff who percent
attended management development programs attend management development programs

Hours spent developing new classroom training Number of hours for developing classroom hours
content per trainee training / Number of employees who attend
classroom training
Hours spent developing new e-learning training Number of hours for developing e-learning hours
content per trainee training / Number of employees who attend e-
learning training
Number of FTEs that perform the process "develop Number of FTEs that perform the process "develop FTEs
and train employees" per $1 billion revenue and train employees" / (Total business entity
revenue * 0.000000001)
Percentage of middle management/specialists who Percentage of middle management/specialists who percent
attended management development programs attend management development programs
Percentage of CEO and senior leadership time Percentage of CEO and senior leadership time put percent
spent on leadership development toward leadership development
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"
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 the process "develop and train FTEs that perform the process "develop and train
employees" employees"
Percentage of total cost to perform the process (Total cost to perform the process "Develop and percent
group "manage employee on-boarding, train employees" / Total cost to perform the
process "develop and train employees" development, and training") * 100

Cost to perform the process "develop and train Percentage of total cost to perform the process percent
employees" as a percentage of the total cost to group "develop and counsel employees" allocated
perform the process group "develop and counsel to the process "develop and train employees"
employees"
Personnel cost to perform the process "Develop (Internal personnel cost to perform the process percent
and train employees" as a percentage of the total "develop and train employees" / Total cost to
cost to perform the process perform the process "Develop and train
employees" ) * 100
Systems cost to perform the process "Develop and (Internal systems cost to perform the process percent
train employees" as a percentage of the total cost "develop and train employees" / Total cost to
to perform the process perform the process "Develop and train
employees" ) * 100
Overhead and other costs to perform the process (Internal overhead and other cost to perform the percent
"Develop and train employees" as a percentage of process "develop and train employees" / Total cost
the total cost to perform the process to perform the process "Develop and train
employees" ) * 100
Outsourced cost of the process "Develop and train (Outsourced (i.e. external) cost to perform the percent
employees" as a percentage of the total cost to process "develop and train employees" / Total cost
perform the process to perform the process "Develop and train
employees" ) * 100
Percentage of learning days delivered using Percentage of learning days delivered through percent
classroom instruction provided by your classroom instruction provided by your
organization organization
external classroom instruction external classroom instruction
Percentage of learning days delivered using on-the- Percentage of learning days delivered through on- percent
job training the-job training

Percentage of learning days delivered using other Percentage of learning days delivered through percent
methods training methods other than computer based
training, correspondence courses, virtual instructor
led courses, internal and external classroom
instruction, and on-the-job training
Number of learning days per employee Number of days dedicated to formal learning per days
employee
Number of learning days per middle Number of days dedicated to formal learning per days
management/specialists employee middle management/specialist employee
Number of learning days per operational Number of days dedicated to formal learning per days
workers/office staff employee operational worker/office staff employee
Number of learning days per senior Number of days dedicated to formal learning per days
management/executive employee senior management/executive employee
Percentage of time spent by FTEs performing the Percentage of time spent by FTEs performing the percent
process "develop and train employees" to process "develop and train employees" to
developing learning content developing learning content
Percentage of time spent by FTEs performing the Percentage of time spent by FTEs performing the percent
process "develop and train employees" to process "develop and train employees" to
deploying/delivering learning content deploying/delivering learning content
Total cost to perform the activity "manage labor Total cost to perform the activity "manage labor dollars
relations" per $1,000 revenue relations" / (Total business entity revenue * .001)
Number of FTEs that perform the activity "manage Number of FTEs that perform the activity "manage FTEs
labor relations" per $1 billion revenue labor relations" / (Total business entity revenue * .
000000001)
streaming video streaming video
Percentage of learning days delivered using virtual, Percentage of learning days delivered through a percent
classroom-based training delivered online virtual or classroom-based training online
computer-based training (self-instruction) installed computer-based training (self-instruction) installed
from CD-ROM from CD-ROM

Percentage of learning days delivered using Percentage of learning days delivered through a percent
computer-based training (self-instruction) delivered computer-based training (self-instruction) over the
over the Web (either directly or downloaded) web (either directly or downloaded)
correspondence courses correspondence courses
Percentage of learning days delivered using e- Percentage of learning days delivered through e- percent
learning (interactive) learning (interactive)
Percentage of training programs developed Percentage of training programs developed percent
externally externally
internally internally
through other channels through other channels
through partnerships with external specialists through partnerships with external specialists
Percentage of learning days delivered using Percentage of per-employee learning days percent
computer based training delivered using computer based training
Percentage of learning days delivered using Percentage of per-employee learning days percent
correspondence courses and virtual, instructor-led delivered using correspondence courses and or
classroom-based training delivered online virtual, instructor-led classroom-based training
delivered online
Percentage of learning days delivered through the Percentage of per-employee learning days for the percent
use of external partners such as vendors and business entity delivered by external partners (e.g.
universities vendors, universities etc.)
Percentage of computer based training content Percentage of computer based training (training percent
developed via mobile devices primarily conducted by the employee on a
computer with no live in-person component)
content developed via mobile devices

Percentage of computer based training content Percentage of computer based training (training percent
delivered via mobile devices primarily conducted by the employee on a
computer with no live in-person component)
content delivered via mobile devices
Percentage of virtual, instructor-led classroom- Percentage of virtual, instructor-led classroom- percent
based training content developed via mobile based training content developed via mobile
devices devices
Percentage of virtual, instructor-led classroom- Percentage of virtual, instructor-led classroom- percent
based training content delivered via mobile based training content is delivered via mobile
devices devices
Average agent salary Average agent salary dollars
Percentage of middle management/specialist Percentage of salaries for all middle percent

salary that is performance-related pay management/specialist employees that is
performance-related pay
Percentage of senior management/executive salary Percentage of salaries for all senior percent
that is performance-related pay management/executive employees that is
performance-related pay
Percentage of operational workers/office staff Percentage of salaries for all operational percent
salary that is performance-related pay worker/office staff employees that is performance-
related pay
Total cost to perform the process "administer Total cost to perform the process "administer dollars
payroll" per $1,000 revenue payroll" / (Total business entity revenue * .001)
Internal cost to perform payroll administration Internal cost for payroll administration / (Total dollars
activities per $1,000 revenue business entity revenue * .001)
Internal cost to perform payroll administration Internal cost for payroll administration / Number of dollars
activities per business entity employee business entity employees
Number of FTEs that perform the process Number of FTEs that perform the process FTEs
"administer payroll" per $1 billion revenue "administer payroll" / (Total business entity
revenue * .000000001)

Number of FTEs that perform payroll administration Number of FTEs who perform payroll administrative FTEs
activities per $1 billion revenue activities (exclude the activities for processing and
distributing payments) / (Total business entity
revenue * 0.000000001)
performs payroll administration activities FTEs who perform payroll administrative activities
Personnel cost (for store, inventory transportation, Total personnel cost for employees in retail stores, dollars
and inventory warehousing retail employees) to retail inventory transportation, and retail inventory
net sales revenue ratio warehousing / Total business entity revenue
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
Total expatriation cost as a percentage of total cost (Total expenditure for expatriation / Total costs of percent
of continuing operations continuing operations)*100
Total relocation expenses as a percentage of total (Total cost of relocation expenses paid to percent
cost of continuing operations employees / Total costs of continuing
operations)*100
Total expenditure for repatriation as a percentage (Total expenditure for repatriation / Total costs of percent
of total cost of continuing operations continuing operations)*100
Cycle time in days from receipt of leave of absence Cycle time in days from request for leave of days
request to confirmation of approval/non-approval absence to confirmation of absence to employee
issued to employee
Cycle time in days from request for internal Cycle time in days for the internal transfer process days
transfer to completion of transfer
Cycle time in days for processing an employee's Cycle time in days to process an employee's days
retirement retirement
Cycle time in days from identification of need for Cycle time in days to process an expatriation from days
expatriation to date of transfer identification of need for expatriation to date of
transfer

Cycle time in days from identification of need for Cycle time in days to process a repatriation from days
repatriation to date of transfer identification of need for repatriation to date of
transfer
Agent voluntary attrition rate Agent voluntary attrition rate percent
Agent involuntary attrition rate Agent involuntary attrition rate percent
Employee turnover rate ((Number of voluntary employee percent
terminations+Number of involuntary employee
terminations)/Number of business entity
employees)*100
Involuntary terminations as a percentage of total (Number of involuntary employee terminations / percent
business entity employees Number of business entity employees) * 100
Voluntary terminations as a percentage of total (Number of voluntary employee percent
business entity employees terminations/Number of business entity
employees)*100
Percentage of business entity employees that were Percentage of employees redeployed for reasons percent
redeployed for reasons other than filling a vacancy other than filling a vacancy
Employees relocated within a country as a (Number of employees relocated within your percent
percentage of total business entity employees country / Number of business entity
employees)*100
Percentage of vacancies filled by internal (Number of middle management/specialist percent
candidates for middle management/specialists employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100
Percentage of vacancies filled by internal (Number of operational worker/office staff percent
candidates for operational workers/office staff employee vacancies filled by internal candidates /
Number of vacancies filled by internal
candidates)*100
Percentage of vacancies filled by internal Percentage of senior management/executive percent
candidates for senior management/executives vacancies at your business entity that are filled by
internal candidates

Percentage of total involuntary terminations that (Number of involuntary employee terminations for percent
are middle management/specialists middle management/specialist employees /
Number of involuntary employee
terminations)*100
Percentage of total involuntary terminations that (Number of involuntary employee terminations for percent
are operational workers/office staff operational worker/office staff employees / Number
of involuntary employee terminations)*100
Percentage of total involuntary terminations that (Number of involuntary senior percent

are senior management/executives management/executive employee terminations /
Number of involuntary employee
terminations)*100
Percentage of total voluntary terminations that are (Number of voluntary employee terminations for percent
operational workers/office staff operational worker/office staff employees / Number
of voluntary employee terminations)*100
Percentage of the work force that are expatriates Percentage of business entity's work force that are percent
expatriates
Percentage of total voluntary terminations that are (Number of voluntary employee terminations for percent
middle management/specialists middle management/specialist employees /
Number of voluntary employee terminations)*100
Percentage of total voluntary terminations that are (Number of voluntary senior percent
senior management/executives management/executive employee terminations /
Number of voluntary employee terminations)*100
Percentage of total vacancies filled by internal Percentage of vacancies at your business entity percent
candidates that are filled by internal candidates
Voluntary terminations as a percentage of total (Number of voluntary employee terminations / percent
business entity employee turnover (Number of voluntary employee terminations +
Number of involuntary employee terminations)) *
100

Involuntary terminations as a percentage of total (Number of involuntary employee terminations / percent
business entity employee turnover (Number of voluntary employee terminations +
Number of involuntary employee terminations)) *
100
expatriates" per $1,000 revenue expatriates" / (Total business entity revenue * .001)
expatriates" per process FTE expatriates" / Number of FTEs that perform the
process "manage expatriates"
expatriates" per $1 billion revenue expatriates" / (Total business entity revenue * .
000000001)
Number of FTEs that perform the process "manage (Percentage of process group "manage employee FTEs
reporting processes" per $1 billion revenue information" FTEs who perform the process
"manage reporting processes" * Number of FTEs
who perform the process group "manage employee
information" * 0.01) / (Total business entity
revenue * 0.000000001)
Response time in hours for non-routine "manage Response time in hours for a non-routine inquiry hours
employee information" inquiries for the process group "manage employee
information"
Average time in days to fulfill an ad hoc Cycle time in days for the function "develop and days
information request manage human capital" to fulfill an ad hoc
information request
Response time in hours for routine "manage Response time in hours for a routine inquiry for the hours
employee information" inquiries process group "manage employee information"

employee inquiry process" per $1 billion revenue information" FTEs who perform the process
"manage employee inquiry process" * Number of
FTEs who perform the process group "manage
employee information" * 0.01) / (Total business
Number of monthly routine "manage employee Number of routine inquiries received monthly for inquiries
information" inquiries per business entity the process group "manage employee information"
employee / Number of business entity employees
Number of monthly non-routine "manage Number of non-routine inquiries received monthly inquiries
employee information" inquiries per business for the process group "manage employee
entity employee information" / Number of business entity
employees
Percentage of "manage employee information" Number of non-routine inquiries received monthly percent
inquiries received that are non-routine for the process group "manage employee
information"/(Number of routine inquiries received
monthly for the process group "manage employee
information"+Number of non-routine inquiries
received monthly for the process group "manage
employee information")*100
Percentage of "manage employee information" Number of routine inquiries received monthly for percent
inquiries received that are routine the process group "manage employee
information"/(Number of routine inquiries received
monthly for the process group "manage employee
information"+Number of non-routine inquiries
received monthly for the process group "manage
employee information")*100
Percentage of "manage employee information" Percentage of inquiries received monthly for the percent
inquiries received via channels other than e-mail, process group "manage employee information" via
phone, and face-to-face channels other than e-mail, phone, and face-to-
face interaction

Percentage of "manage employee information" Percentage of inquiries received for the process percent
inquiries received via digital communication group "manage employee information" employees"
channels through digital communication channels
inquiries received via e-mail process group "manage employee information" via
e-mail
inquiries received via face-to-face process group "manage employee information" via
face-to-face interaction
Percentage of "manage employee information" Percentage of inquiries received for the process percent
inquiries received via non-digital communication group "manage employee information" employees"
channels through non-digital communication channels
inquiries received via phone process group "manage employee information" via
phone
and maintain employee data" per $1 billion information" FTEs who perform the process
revenue "manage and maintain employee data" * Number
of FTEs who perform the process group "manage
employee information" * 0.01) / (Total business
human resource information systems (HRIS)" per information" FTEs who perform the process
$1 billion revenue "manage human resource information systems
(HRIS)" * Number of FTEs who perform the process
group "manage employee information" * 0.01) /

Number of FTEs that perform the process "develop (Percentage of process group "manage employee FTEs
and manage employee metrics" per $1 billion information" FTEs who perform the process
revenue "develop and manage employee metrics" *
"manage employee information" * 0.01) / (Total
Number of FTEs that perform the process "develop (Percentage of process group "manage employee FTEs
and manage time and attendance" per $1 billion information" FTEs who perform the process
revenue "develop and manage time and attendance" *
"manage employee information" * 0.01) / (Total
Cycle time in days required to resolve an employee Cycle time in days to resolve an employee days
grievance grievance
Systems cost to perform the processes "perform (Percentage of internal cost of the processes dollars
cost accounting and control" and "perform cost "perform cost accounting and control" and
management" per $100,000 revenue "perform cost management" allocated to systems
costs * Percentage of total cost of the process
"perform cost accounting and control" and
"perform cost management" allocated to internal
costs * 0.0001 * Total cost to perform the
processes "perform cost accounting and control"
and "perform cost management") / (Total business
Total cost to perform the processes "perform cost Total cost to perform the processes "perform cost dollars
accounting and control" and "perform cost accounting and control" and "perform cost
management" per process FTE management" / Number of FTEs who perform the
and "perform cost management"

Outsourced cost to perform the process group ((Percentage of total cost of the process "planning, dollars
"perform planning and management accounting" budgeting, and forecasting" allocated to external
per $1,000 revenue costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") +
(Percentage of total cost of the process "perform
cost accounting and control" and "perform cost
management" allocated to external costs * .01 *
Total cost to perform the processes "perform cost
accounting and control" and "perform cost
management") + (Percentage of total cost of the
process "evaluate and manage financial
performance" allocated to external costs * .01 *
Total cost to perform the process "evaluate and
manage financial performance")) / (Total business

Overhead and other costs to perform the process ((Percentage of internal costs of the process dollars
group "perform planning and management "planning, budgeting, and forecasting" allocated to
accounting" per $100,000 revenue overhead and other costs * Percentage of total cost
of the process "planning, budgeting, and
forecasting" allocated to internal costs * .0001 *
Total cost to perform the process "perform
planning/budgeting/forecasting") + (Percentage of
internal costs of the processes "perform cost
management" allocated to overhead and other
costs * .0001 * Total cost to perform the processes
"perform cost management") + (Percentage of
internal costs of the process "evaluate and manage
financial performance" allocated to overhead and
other costs * Percentage of total cost of the
performance" allocated to internal costs * .0001 *
manage financial performance")) / (Total business

Total internal cost to perform the process "perform (Percentage of total cost of the process "perform dollars
cost accounting and control" and "perform cost cost accounting and control" and "perform cost
management" per process FTE management" allocated to internal costs * .01 *
management") / Number of FTEs who perform the
and "perform cost management"
Total cost to perform the process group "perform (Total cost to perform the process "perform dollars
planning and management accounting" per $1,000 planning/budgeting/forecasting" + Total cost to
revenue perform the processes "perform cost accounting
and control" and "perform cost management" +
manage financial performance") / (Total business
Total cost to perform the process group "perform (Total cost to perform the process "perform dollars
planning and management accounting" per planning/budgeting/forecasting" + Total cost to
process group FTE perform the processes "perform cost accounting
and control" and "perform cost management" +
manage financial performance") / (Number of FTEs
who perform the process "perform
planning/budgeting/forecasting" + Number of FTEs
who perform the processes "perform cost
management" + Number of FTEs who perform the
performance")

Overhead and other costs to perform the process (Percentage of internal costs of the processes dollars
"perform cost accounting and control" and "perform cost accounting and control" and
"perform cost management" per $100,000 revenue "perform cost management" allocated to overhead
and other costs * Percentage of total cost of the
process "perform cost accounting and control" and

Personnel cost to perform the process group ((Percentage of internal costs of the process dollars
"perform planning and management accounting" "planning, budgeting, and forecasting" allocated to
per $1,000 revenue personnel costs * Percentage of total cost of the
process "planning, budgeting, and forecasting"
allocated to internal costs * .0001 * Total cost to
perform the process "perform
management" allocated to personnel costs *
Percentage of total cost of the process "perform
management" allocated to internal costs * .0001 *
management") + (Percentage of internal costs of
the process "evaluate and manage financial
performance" allocated to personnel cost *
Percentage of total cost of the process "evaluate
and manage financial performance" allocated to
internal costs * .0001 * Total cost to perform the
performance")) / (Total business entity revenue * .
001)

per process group FTE personnel costs * Percentage of total cost of the
management" allocated to personnel costs *
performance" allocated to personnel cost *
performance")) / (Number of FTEs who perform the
process "perform planning/budgeting/forecasting"
+ Number of FTEs who perform the processes
"perform cost management" + Number of FTEs
who perform the process "evaluate and manage
financial performance")

Systems cost to perform the process group ((Percentage of internal costs of the process dollars
per $100,000 revenue systems costs * Percentage of total cost of the
internal cost of the processes "perform cost
management" allocated to systems costs *
performance" allocated to systems costs *
performance")) / (Total business entity revenue * .
00001)

Total internal cost to perform the process group ((Percentage of total cost of the process "planning, dollars
"perform planning and management accounting" budgeting, and forecasting" allocated to internal
per process group FTE costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") +
(Percentage of total cost of the process "perform
management") + (Percentage of total cost of the
performance" allocated to internal costs * .01 *
manage financial performance")) / (Number of FTEs
planning/budgeting/forecasting" + Number of FTEs
performance")
Outsourced cost to perform the processes "perform (Percentage of total cost of the process "perform dollars
cost accounting and control" and "perform cost cost accounting and control" and "perform cost
management" per $1,000 revenue management" allocated to external costs * 0.01 *
management") / (Total business entity revenue *
0.001)

Total cost to perform the processes "perform cost Total cost to perform the processes "perform cost dollars
accounting and control" and "perform cost accounting and control" and "perform cost
management" per $1,000 revenue management" / (Total business entity revenue *
0.001)
Personnel cost to perform the processes "perform (Percentage of internal costs of the processes dollars
management" per process FTE "perform cost management" allocated to personnel
and "perform cost management") / Number of FTEs
management"
Personnel cost to perform the processes "perform (Percentage of internal costs of the processes dollars
management" per $1,000 revenue "perform cost management" allocated to personnel
Number of contracts managed per contracts Total number of contracts managed / Number of contracts
function

Number of FTEs that perform the processes Number of FTEs who perform the processes FTEs
"perform cost accounting and control" and "perform cost accounting and control" and
"perform cost management" per $1 billion revenue "perform cost management" / (Total business entity
revenue * .000000001)
Number of FTEs that perform the process group (Number of FTEs who perform the process "perform FTEs
"perform planning and management accounting" planning/budgeting/forecasting" + Number of FTEs
per $1 billion revenue who perform the processes "perform cost
performance") / (Total business entity revenue * .
000000001)
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process percent
to the process group "perform planning and "perform planning/budgeting/forecasting" +
management accounting" Number of FTEs who perform the processes
"perform cost management" + Number of FTEs
financial performance") / Number of FTEs who
* 100
perform the process "negotiate supplier/service function FTEs dedicated to the process "negotiate
provider/subcontractor contracts" supplier/service provider/subcontractor contracts"
perform the process "capture project employee function FTEs dedicated to the process "capture
timesheets" project employee timesheets"

Systems cost to perform the process group (Systems cost to perform the process "process dollars
"perform revenue accounting" per $100,000 customer credit" + Systems cost to perform the
revenue process "invoice customer" + Systems cost to
perform the process "process accounts receivable
(AR)" + Systems cost to perform the process
"manage and process collections" + Systems cost
to perform the process "manage and process
adjustments/deductions") / (Total business entity
revenue * 0.00001)
Overhead cost to perform the process group (Overhead cost to perform the process "process dollars
"perform revenue accounting" per $100,000 customer credit" + Overhead cost to perform the
revenue process "invoice customer" + Overhead cost to
(AR)" + Overhead cost to perform the process
"manage and process collections" + Overhead cost
revenue * 0.00001)

Overhead and other costs to perform the process (Overhead cost to perform the process "process dollars
group "perform revenue accounting" per $100,000 customer credit" + Overhead cost to perform the
revenue process "invoice customer" + Overhead cost to
"manage and process collections" + Overhead cost
adjustments/deductions" + Costs other than
perform the process "process customer credit" +
Costs other than personnel, systems, overhead,
and outsourced to perform the process "invoice
customer" + Costs other than personnel, systems,
overhead, and outsourced to perform the process
"process accounts receivable (AR)" + Costs other
than personnel, systems, overhead, and
outsourced to perform the process "manage and
process collections" + Costs other than personnel,
process "manage and process
revenue * 0.00001)

Other cost to perform the process group "perform (Costs other than personnel, systems, overhead, dollars
revenue accounting" per $100,000 revenue and outsourced to perform the process "process
customer credit" + Costs other than personnel,
process "invoice customer" + Costs other than
(AR)" + Costs other than personnel, systems,
"manage and process collections" + Costs other
process adjustments/deductions") / (Total business
Outsourced cost to perform the process group (Outsourced cost to perform the process "process dollars
"perform revenue accounting" per $1,000 revenue customer credit" + Outsourced cost to perform the
process "invoice customer" + Outsourced cost to
(AR)" + Outsourced cost to perform the process
"manage and process collections" + Outsourced
revenue * 0.001)
Total cost to perform the order to invoice processes (Total cost to perform the process "manage sales dollars
per sales order placed orders" + Total cost to perform the process
"process customer credit" + Total cost to perform
the process "invoice customer") / Number of sales
orders placed

Overhead and other costs to perform the processes (Overhead cost to perform the process "process dollars
"process accounts receivable (AR)", "manage and accounts receivable (AR)" + Costs other than
process collections", and "manage and process personnel, systems, overhead, and outsourced to
adjustments/deductions" per $100,000 revenue perform the process "process accounts receivable
"manage and process collections" + Costs other
process collections" + Overhead cost to perform
the process "manage and process
adjustments/deductions" + Costs other than
perform the process "manage and process
revenue * .00001)
Overhead cost to perform the order to invoice (Overhead cost to perform the process "manage dollars
processes per $100,000 revenue sales orders" + Overhead cost to perform the
process "process customer credit" + Overhead cost
to perform the process "invoice customer") / (Total
Overhead cost to perform the processes "process (Overhead cost to perform the process "process dollars
accounts receivable (AR)", "manage and process accounts receivable (AR)" + Overhead cost to
collections", and "manage and process perform the process "manage and process
adjustments/deductions" per $100,000 revenue collections" + Overhead cost to perform the
revenue * .00001)

Personnel cost to perform the order to invoice (Personnel cost to perform the process "manage dollars
processes per $1,000 revenue sales orders" + Personnel cost to perform the
process "process customer credit" + Personnel cost
Personnel cost to perform the order to invoice (Personnel cost to perform the process "manage dollars
processes per process FTE sales orders" + Personnel cost to perform the
process "process customer credit" + Personnel cost
to perform the process "invoice customer") /
(Number of FTEs who perform the process
Number of FTEs who perform the process "invoice
customer")
Personnel cost to perform the processes "process (Personnel cost to perform the process "process dollars
accounts receivable (AR)", "manage and process accounts receivable (AR)" + Personnel cost to
adjustments/deductions" per $1,000 revenue collections" + Personnel cost to perform the
revenue * .001)

Personnel cost to perform the processes "process (Personnel cost to perform the process "process dollars
accounts receivable (AR)", "manage and process accounts receivable (AR)" + Personnel cost to
adjustments/deductions" per process FTE collections" + Personnel cost to perform the
adjustments/deductions") / (Number of FTEs who
(AR)" + Number of FTEs who perform the process
"manage and process collections" + Number of
FTEs who perform the process "manage and
process adjustments/deductions")
Systems cost to perform the order to invoice (Systems cost to perform the process "manage dollars
processes per $100,000 revenue sales orders" + Systems cost to perform the
process "process customer credit" + Systems cost
Systems cost to perform the processes "process (Systems cost to perform the process "process dollars
accounts receivable (AR)", "manage and process accounts receivable (AR)" + Systems cost to
adjustments/deductions" per $100,000 revenue collections" + Systems cost to perform the process
"manage and process adjustments/deductions") /
per invoice line item processed orders" + Total cost to perform the process
the process "invoice customer") / Number of
billed/invoiced line items paid to your business
entity

per invoice processed orders" + Total cost to perform the process
the process "invoice customer") / Number of
invoices billed to customer
per process FTE orders" + Total cost to perform the process
the process "invoice customer") / (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")
per sales order line item orders" + Total cost to perform the process
the process "invoice customer") / Number of sales
order line items
Total cost to perform the processes "process (Total cost to perform the process "process dollars
accounts receivable (AR)", "manage and process accounts receivable (AR)" + Total cost to perform
collections", and "manage and process the process "manage and process collections" +
adjustments/deductions" per adjustment/deduction Total cost to perform the process "manage and
process adjustments/deductions") / Number of
adjustments/deductions
adjustments/deductions" per customer receipt Total cost to perform the process "manage and
process adjustments/deductions") / Number of
receipts processed

adjustments/deductions" per process FTE Total cost to perform the process "manage and
process adjustments/deductions") / (Number of
FTEs who perform the process "process accounts
receivable (AR)" + Number of FTEs who perform
the process "manage and process collections" +
and process adjustments/deductions")
adjustments/deductions" per $1,000 revenue Total cost to perform the process "manage and
Other cost to perform the order to invoice (Costs other than personnel, systems, overhead, dollars
processes per $100,000 revenue and outsourced to perform the process "manage
sales orders" + Costs other than personnel,
process "process customer credit" + Costs other
outsourced to perform the process "invoice
customer") / (Total business entity revenue *
0.00001)

Other cost to perform the processes "process (Costs other than personnel, systems, overhead, dollars
accounts receivable (AR)", "manage and process and outsourced to perform the process "process
collections", and "manage and process accounts receivable (AR)" + Costs other than
adjustments/deductions" per $100,000 revenue personnel, systems, overhead, and outsourced to
collections" + Costs other than personnel, systems,
Outsourced cost to perform the order to invoice (Outsourced cost to perform the process "manage dollars
processes per $1,000 revenue sales orders" + Outsourced cost to perform the
process "process customer credit" + Outsourced
cost to perform the process "invoice customer") /
Outsourced cost to perform the processes "process (Outsourced cost to perform the process "process dollars
accounts receivable (AR)", "manage and process accounts receivable (AR)" + Outsourced cost to
adjustments/deductions" per $1,000 revenue collections" + Outsourced cost to perform the
revenue * .001)

Overhead and other costs to perform the order to (Overhead cost to perform the process "manage dollars
invoice processes per $100,000 revenue sales orders" + Costs other than personnel,
process "manage sales orders" + Overhead cost to
Costs other than personnel, systems, overhead,
and outsourced to perform the process "process
customer credit" + Overhead cost to perform the
process "invoice customer" + Costs other than
perform the process "invoice customer") / (Total
Personnel cost to perform the process group (Personnel cost to perform the process "process dollars
"perform revenue accounting" per $1,000 revenue customer credit" + Personnel cost to perform the
process "invoice customer" + Personnel cost to
(AR)" + Personnel cost to perform the process
"manage and process collections" + Personnel cost
adjustments/deductions" ) / (Total business entity
revenue * 0.001)

"perform revenue accounting" per process group customer credit" + Personnel cost to perform the
FTE process "invoice customer" + Personnel cost to
(AR)" + Personnel cost to perform the process
"manage and process collections" + Personnel cost
customer" + Number of FTEs who perform the
process "process accounts receivable (AR)" +
and process collections" + Number of FTEs who
adjustments/deductions")

Total cost to perform the process group "perform (Total cost to perform the process "process dollars
revenue accounting" per process group FTE customer credit" + Total cost to perform the
process "invoice customer" + Total cost to perform
the process "process accounts receivable (AR)" +
Total cost to perform the process "manage and
process collections" + Total cost to perform the
customer" + Number of FTEs who perform the
process "process accounts receivable (AR)" +
and process collections" + Number of FTEs who
adjustments/deductions")
per $1,000 revenue orders" + Total cost to perform the process
the process "invoice customer") / (Total business
Total cost to perform the process group "perform (Total cost to perform the process "process dollars
revenue accounting" per $1,000 revenue customer credit" + Total cost to perform the
process "invoice customer" + Total cost to perform
the process "process accounts receivable (AR)" +
Total cost to perform the process "manage and
process collections" + Total cost to perform the
revenue * .001)

Days sales outstanding in intercompany accounts Days sales outstanding in intercompany accounts days
receivable (AR) receivable (AR)
Percentage of invoices paid in full the first time Percentage of invoices paid in full the first time percent
Number of FTEs that perform the process group (Number of FTEs who perform the process "process FTEs
"perform revenue accounting" per $1 billion customer credit" + Number of FTEs who perform
revenue the process "invoice customer" + Number of FTEs
who perform the process "process accounts
and process adjustments/deductions") / (Total
Number of FTEs that perform the order to invoice (Number of FTEs who perform the process FTEs
processes per $1 billion revenue "manage sales orders" + Number of FTEs who
customer") / (Total business entity revenue * .
000000001)
Number of FTEs that perform the processes (Number of FTEs who perform the process "process FTEs
"process accounts receivable (AR)", "manage and accounts receivable (AR)" + Number of FTEs who
process collections", and "manage and process perform the process "manage and process
adjustments/deductions" per $1 billion revenue collections" + Number of FTEs who perform the
revenue * .000000001)

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
receivable (AR)", "manage and process receivable (AR)" + Number of FTEs who perform
adjustments/deductions" Number of FTEs who perform the process "manage
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
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"
"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 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" +
to the processes "manage sales orders", "process "manage sales orders" + Number of FTEs who
customer credit", and "invoice customer" perform the process "process customer credit" +
customer") / Number of FTEs who perform the
function "manage financial resources") * 100
Percentage of customer accounts that are active (Number of active customers in customer master percent
customers file / Number of customers in the customer master
file) * 100.0

to the process group "perform revenue accounting" "process customer credit" + Number of FTEs who
perform the process "invoice customer" + Number
of FTEs who perform the process "process accounts
and process adjustments/deductions") / Number of
FTEs who perform the function "manage financial
resources") * 100.0
Percentage of the total annual value of invoices Percentage of total annual value of invoices paid in percent
paid in full the first time full the first time
Percentage of invoices processed first time error Percentage of invoices processed first time error percent
free free
Average monthly intercompany payables accrual Average monthly intercompany payables accrual percent
as a percentage of monthly revenue as a percentage of monthly revenue
Total cost to perform the process group "perform ((Total cost to perform the process "manage percent
general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform
assets) as a percentage of total selling, general, the process "perform general accounting" + Total
and administration (SG&A) costs cost to perform the process "perform financial
reporting") / Total SG&A costs) * 100
Total cost to perform the process group "perform (Total cost to perform the process "manage policies Dollars
general accounting and reporting" per $1,000 and procedures" + Total cost to perform the
revenue process "perform general accounting" + Total cost
to perform the process "perform financial
reporting" + Total cost to perform the process
"perform fixed-asset accounting") / (Total business

Total cost to perform the process group "perform (Total cost to perform the process "manage policies Dollars
general accounting and reporting" per process and procedures" + Total cost to perform the
group FTE process "perform general accounting" + Total cost
"perform fixed-asset accounting") / (Number of
FTEs who perform the process "manage policies
and procedures" + Number of FTEs who perform
the process "perform general accounting" +
Number of FTEs who perform the process "perform
financial reporting" + Number of FTEs who perform
the process "perform fixed-asset accounting")
general accounting and reporting" as a percentage policies and procedures" + Total cost to perform
of total selling, general, and administration (SG&A) the process "perform general accounting" + Total
costs cost to perform the process "perform financial
"perform fixed-asset accounting") / Total SG&A
costs) * 100

Personnel cost to perform the process group (Personnel cost to perform the process "manage dollars
"perform general accounting and reporting" per policies and procedures" + Personnel cost to
process FTE perform the process "perform financial reporting"
+ Personnel cost to perform the process "perform
fixed-asset accounting" + Personnel cost to
perform the process "perform general accounting")
/ (Number of FTEs who perform the process
"manage policies and procedures" + Number of
FTEs who perform the process "perform financial
reporting" + Number of FTEs who perform the
process "perform fixed-asset accounting" +
general accounting")
Personnel cost to perform the process group (Personnel cost to perform the process "manage dollars
"perform general accounting and reporting" per policies and procedures" + Personnel cost to
$1,000 revenue perform the process "perform general accounting"
+ Personnel cost to perform the process "perform
fixed-asset accounting" + Personnel cost to
perform the process "perform financial
reporting" ) / (Total business entity revenue *
0.001)
Total cost to perform the process group "perform (Total cost to perform the process "manage policies dollars
general accounting and reporting" (excluding fixed and procedures" + Total cost to perform the
assets) per $1,000 revenue process "perform general accounting" + Total cost
reporting") / (Total business entity revenue * 0.001)

general accounting and reporting" (excluding fixed policies and procedures" + Total cost to perform
assets) as a percentage of revenue the process "perform general accounting" + Total
cost to perform the process "perform financial
reporting") / Total business entity revenue) * 100
Total cost to perform the process group "Perform (Total cost to perform the process "manage policies dollars
assets) per $1 billion revenue process "perform general accounting" + Total cost
reporting") / (Total business entity revenue * .
000000001)
Total cost to perform the process group "Perform (Total cost to perform the process "manage policies dollars
assets) per process group FTE process "perform general accounting" + Total cost
reporting") / (Number of FTEs who perform the
process "manage policies and procedures" +
general accounting" + Number of FTEs who
perform the process "perform financial reporting")
Cycle time in days to perform annual close at the Cycle time in calendar days between running trial days
site level balance to completing the consolidated financial
statements
Percentage of entities' intercompany balances Percentage of entities' intercompany balances percent
reconciling to zero after the first round of reconciling to zero after the first round of
consolidations and eliminations consolidations and eliminations

Number of FTEs that perform the process group (Number of FTEs who perform the process FTEs
"perform general accounting and reporting" "manage policies and procedures" + Number of
(excluding fixed assets) per $1 billion revenue FTEs who perform the process "perform general
accounting" + Number of FTEs who perform the
process "perform financial reporting") / (Total
"perform general accounting and reporting" per $1 "manage policies and procedures" + Number of
billion revenue FTEs who perform the process "perform general
financial reporting") / (Total business entity
revenue * 0.000000001)
to the process group "perform general accounting "manage policies and procedures" + Number of
and reporting" (excluding fixed asset accounting) FTEs who perform the process "perform general
process "perform financial reporting") / Number of
resources") * 100
Total cost to perform the process group "manage Total cost for the process group "manage fixed dollars
fixed asset project accounting" per $1 billion asset project accounting" / (Total business entity
revenue revenue * .000000001)
Personnel cost to perform the process group (Personnel cost to perform the process "perform dollars
"manage fixed-asset project accounting" per capital planning and project approval" + Personnel
process group FTE cost to perform the process "perform capital
project accounting") / (Number of FTEs who
perform the process "perform capital planning and
project approval" + Number of FTEs who perform
the process "perform capital project accounting")

Total cost to perform the process group "manage (Total cost to perform the process "perform capital dollars
fixed-asset project accounting" per process group planning and project approval" + Total cost to
FTE perform the process "perform capital project
accounting") / (Number of FTEs who perform the
process "perform capital planning and project
approval" + Number of FTEs who perform the
process "perform capital project accounting")
Total cost to perform the process group "manage (Total cost to perform the process "perform capital dollars
fixed-asset project accounting" per $1,000 revenue planning and project approval" + Total cost to
perform the process "perform capital project
accounting") / (Total business entity revenue *
0.001)
Personnel cost to perform the process group (Personnel cost to perform the process "perform dollars
"manage fixed-asset project accounting" per capital planning and project approval" + Personnel
$1,000 revenue cost to perform the process "perform capital
project accounting") / (Total business entity
revenue * 0.001)
Outsourced cost to perform the process group (Outsourced cost to perform the process "perform dollars
"manage fixed-asset project accounting" per capital planning and project approval" +
$1,000 revenue Outsourced cost to perform the process "perform
capital project accounting") / (Total business entity
revenue * 0.001)
Systems cost to perform the process group (Systems cost to perform the process "perform dollars
"manage fixed-asset project accounting" per capital planning and project approval" + Systems
revenue * 0.00001)

Overhead cost to perform the process group (Overhead cost to perform the process "perform dollars
"manage fixed-asset project accounting" per capital planning and project approval" + Overhead
revenue * 0.00001)
Other cost to perform the process group "manage (Costs other than personnel, systems, overhead, dollars
fixed-asset project accounting" per $100,000 and outsourced to perform the process "perform
revenue capital planning and project approval" + Costs
other than personnel, systems, overhead, and
outsourced to perform the process "perform capital
revenue * 0.00001)
Number of FTEs that perform the process group (Number of FTEs who perform the process "perform FTEs
"manage fixed-asset project accounting" per $1 capital planning and project approval" + Number of
billion revenue FTEs who perform the process "perform capital
revenue * .000000001)
to the process group "manage fixed asset project "perform capital planning and project approval"+
accounting" Number of FTEs who perform the process "perform
capital project accounting") / Number of FTEs who
* 100

"process payroll" per employee paid "report time" allocated to personnel costs *
Percentage of total cost to perform the process
"report time" allocated to internal costs * 0.0001 *
Total cost to perform the process "report time") +
(Percentage of internal costs of the process
"manage pay" allocated to personnel costs *
Percentage of total cost of the process "manage
pay" allocated to internal costs * 0.0001 * Total
cost to perform the process "manage pay") +
(Percentage of internal costs of the process "report
payroll taxes" allocated to personnel costs *
"process payroll taxes" allocated to internal costs *
0.0001 * Total cost to perform the process "process
payroll taxes")) / Total number of employees paid

Overhead and other costs to perform the process ((Total cost to perform the process "report time" * dollars
group "process payroll" per employee paid Percentage of total cost to perform the process
"report time" allocated to internal costs *
Percentage of internal costs of the process "report
time" allocated to overhead and other costs * .
0001) + (Total cost to perform the process
"manage pay" * Percentage of total cost of the
process "manage pay" allocated to internal costs *
Percentage of internal costs of the process
"manage pay" allocated to overhead and other
costs * .0001) + (Total cost to perform the process
"process payroll taxes" * Percentage of total cost to
perform the process "process payroll taxes"
allocated to internal costs * Percentage of internal
costs of the process "report payroll taxes" allocated
to overhead and other costs * .0001)) / Total
number of employees paid
Outsourced cost to perform the process group ((Total cost to perform the process "report time" * dollars
"process payroll" per employee paid Percentage of total cost to perform the process
"report time" allocated to external costs * .01) +
(Total cost to perform the process "manage pay" *
"manage pay" allocated to external costs * .01) +
(Total cost to perform the process "process payroll
taxes" * Percentage of total cost to perform the
process "process payroll taxes" allocated to
external costs * .01)) / Total number of employees
paid

Systems cost to perform the process group ((Percentage of internal cost to perform the dollars
"process payroll" per $100,000 revenue process "report time" allocated to systems costs *
(Percentage of internal cost to perform the process
"manage pay" allocated to systems costs *
"process payroll taxes" allocated to systems costs *
payroll taxes")) / (Total business entity revenue *
0.00001)

Overhead and other costs to perform the process ((Total cost to perform the process "report time" * dollars
group "process payroll" per $100,000 revenue Percentage of total cost to perform the process
0001) + (Total cost to perform the process
"manage pay" * Percentage of total cost of the
process "manage pay" allocated to internal costs *
"manage pay" allocated to overhead and other
costs * .0001) + (Total cost to perform the process
"process payroll taxes" * Percentage of total cost to
perform the process "process payroll taxes"
allocated to internal costs * Percentage of internal
costs of the process "report payroll taxes" allocated
to overhead and other costs * .0001)) / (Total
Outsourced cost to perform the process group ((Total cost to perform the process "report time" * dollars
"process payroll" per $1,000 revenue Percentage of total cost to perform the process
"report time" allocated to external costs * .01) +
"manage pay" allocated to external costs * .01) +
(Total cost to perform the process "process payroll
taxes" * Percentage of total cost to perform the
external costs * .01)) / (Total business entity
revenue * 0.001)

Systems cost to perform the process group ((Total cost to perform the process "report time" * dollars
"process payroll" per employee paid Percentage of total cost to perform the process
Percentage of internal cost to perform the process
"report time" allocated to systems costs * 0.0001)
+ (Total cost to perform the process "manage pay"
* Percentage of total cost of the process "manage
pay" allocated to internal costs * Percentage of
internal cost to perform the process "manage pay"
allocated to systems costs * 0.0001) + (Total cost
to perform the process "process payroll taxes" *
0.0001)) / Total number of employees paid
Total cost to perform the process group "process (Total cost to perform the process "report time" + dollars
payroll" per $1,000 revenue Total cost to perform the process "manage pay" +
Total cost to perform the process "process payroll
taxes") / (Total business entity revenue * 0.001)
Total cost to perform the process group "process (Total cost to perform the process "report dollars
payroll" per disbursement time"+Total cost to perform the process "manage
pay"+Total cost to perform the process "process
payroll taxes")/Number of payroll disbursements
payroll" per employee paid Total cost to perform the process "manage pay" +
taxes") / Total number of employees paid

payroll" per manual check/payment Total cost to perform the process "manage pay" +
taxes") / (Number of payroll disbursements *
Percentage of payroll disbursements that were
manual cheques * .01)
payroll" per process group FTE Total cost to perform the process "manage pay" +
taxes") / (Number of FTEs who perform the process
"report time" + Number of FTEs who perform the
process "manage pay" + Number of FTEs who
perform the process "process payroll taxes")
payroll" per payroll inquiry Total cost to perform the process "manage pay" +
taxes") / Number of payroll inquiries received
Total cost the process group "process payroll" as a ((Total cost to perform the process "report time" + percent
percentage of cost of continuing operations Total cost to perform the process "manage pay" +
taxes") / Total costs of continuing operations) * 100

Personnel cost to perform the process group ((Total cost to perform the process "report time" * dollars
"process payroll" per $1,000 revenue Percentage of total cost to perform the process
time" allocated to personnel costs * 0.0001) +
internal costs of the process "manage pay"
allocated to personnel costs * 0.0001) + (Total cost
0.0001)) / (Total business entity revenue * 0.001)
Total cost to perform the process group "process ((Total cost to perform the process "report time" + percent
payroll" as a percentage of revenue Total cost to perform the process "manage pay" +
taxes") / Total business entity revenue) * 100

Personnel cost to perform the process group ((Total cost to perform the process "report time" * dollars
"process payroll" per process group FTE Percentage of total cost to perform the process
time" allocated to personnel costs * 0.0001) +
allocated to personnel costs * 0.0001) + (Total cost
0.0001)) / (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")
Cycle time in business days to process the payroll Cycle time in business days to process payroll from days
HR/benefits system cut-off to payroll transmit date
Number of FTEs that perform the process group (Number of FTEs who perform the process "report FTEs
"process payroll" per 1,000 employees paid time" + Number of FTEs who perform the process
"manage pay" + Number of FTEs who perform the
process "process payroll taxes") / (Total number of
employees paid * 0.001)

Number of FTEs that perform the process group (Number of FTEs who perform the process "report FTEs
"process payroll" per $1 billion revenue time" + Number of FTEs who perform the process
process "process payroll taxes") / (Total business
First contact resolution rate for payroll inquiries Percentage of payroll inquiries resolved during the percent
initial contact
Number of employees paid per FTE that performs Total number of employees paid / (Number of FTEs employees
the process 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" +
pay" + Number of FTEs who perform the process
"process payroll taxes")
Percentage of total finance function FTEs allocated ((Number of FTEs who perform the process "report percent
to the process group "process payroll" time" + Number of FTEs who perform the process
process "process payroll taxes") / Number of FTEs
who perform the function "manage financial
resources") * 100

Personnel cost to perform the process group (((Percentage of internal costs of the process percent
"process payroll" as a percentage of the total "report time" allocated to personnel costs *
process group cost Percentage of total cost to perform the process
(Percentage of internal costs of the process
"manage pay" allocated to personnel costs *
(Percentage of internal costs of the process "report
payroll taxes")) / (Total cost to perform the process
"report time" + Total cost to perform the process
"manage pay" + Total cost to perform the process
"process payroll taxes")) * 100

Systems cost to perform the process group (((Percentage of internal cost to perform the percent
"process payroll" as a percentage of the total process "report time" allocated to systems costs *
process group cost Percentage of total cost to perform the process
"manage pay" allocated to systems costs *
payroll taxes")) / (Total cost to perform the process
"report time" + Total cost to perform the process
"manage pay" + Total cost to perform the process
"process payroll taxes")) * 100
Percentage of paid employees that are exempt (Number of employees paid that are salaried percent
employees (exempt) employees / Total number of employees
paid) * 100
Percentage of paid employees that are non-exempt (Number of employees paid that are hourly (non- percent
employees exempt) employees / Total number of employees
paid) * 100
Percentage of paid employees that are retired (Number of employees paid that are retired percent
employees employees receiving payments from payroll / Total
number of employees paid) * 100
Percentage of paid employees that are paid weekly (Number of employees paid weekly / Total number percent
of employees paid) * 100

Percentage of paid employees that are paid bi- (Number of employees paid every two weeks / percent
weekly Total number of employees paid) * 100
Percentage of paid employees that are paid semi- (Number of employees paid twice per month / Total percent
monthly number of employees paid) * 100
Percentage of paid employees that are paid (Number of employees paid monthly / Total number percent
monthly of employees paid) * 100
Percentage of paid employees that are paid other (Number of employees paid other than weekly, percent
than monthly, semi-monthly, bi-weekly, or weekly every two weeks, twice per month, or monthly /
Total number of employees paid) * 100
Percentage of payroll disbursements that include Percentage of payroll disbursements which percent
garnished wages included garnished wages
Total cost to perform the process group "process ((Total cost to perform the process "process percent
accounts payable and expense reimbursements" accounts payable (AP)" + Total cost to perform the
as a percentage of selling, general, and process "process expense reimbursements") / Total
administrative (SGA) costs SG&A costs ) * 100
Total cost to perform the process group "process (Total cost to perform the process "process dollars
per $1,000 revenue process "process expense reimbursements") /
"process accounts payable and expense accounts payable" + Personnel cost to perform the
reimbursements" per $1,000 revenue process "process expense reimbursements") /
reimbursements" per process group FTE process "process expense reimbursements") /
(Number of FTEs who perform the process "process
accounts payable (AP)" + Number of FTEs who
perform the process "process expense
reimbursements")

Systems cost to perform the process group (Systems cost to perform the process "process dollars
"process accounts payable and expense accounts payable" + Systems cost to perform the
reimbursements" per $100,000 revenue process "process expense reimbursements") /
Total cost to perform the process group "process ((Total cost to perform the process "process percent
as a percentage of revenue process "process expense reimbursements") / Total
business entity revenue ) * 100
per $1 billion revenue process "process expense reimbursements") /
per process FTE process "process expense reimbursements") /
(Number of FTEs who perform the process "process
accounts payable (AP)" + Number of FTEs who
reimbursements")
Outsourced cost to perform the process group (Outsourced cost to perform the process "process dollars
"process accounts payable and expense expense reimbursements" + Outsourced cost to
reimbursements" per $1,000 revenue perform the process "process accounts payable") /
Number of FTEs that perform the process group (Number of FTEs who perform the process "process FTEs
"process accounts payable and expense accounts payable (AP)" + Number of FTEs who
reimbursements" per $1 billion revenue perform the process "process expense
reimbursements") / (Total business entity revenue *
.000000001)

to the process group "perform accounts payable "process accounts payable (AP)" + Number of FTEs
and expense reimbursements" who perform the process "process expense
reimbursements") / Number of FTEs who perform
the function "manage financial resources") * 100
Systems cost to perform the process group ((Systems cost to perform the process "process percent
"process accounts payable and expense accounts payable" + Systems cost to perform the
reimbursements" as a percentage of the total cost process "process expense reimbursements") /
of the process group (Total cost to perform the process "process
accounts payable (AP)" + Total cost to perform the
process "process expense reimbursements")) * 100
Overhead and other cost to perform the process ((Overhead cost to perform the process "process percent
group "process accounts payable and expense accounts payable" + Costs other than personnel,
reimbursements" as a percentage of the total cost systems, overhead, and outsourced to perform the
of the process group process "process accounts payable" + Overhead
cost to perform the process "process expense
reimbursements" + Costs other than personnel,
process "process expense reimbursements") /
(Total cost to perform the process "process

Personnel cost to perform the process group ((Personnel cost to perform the process "process percent
reimbursements" as a percentage of the total cost process "process expense reimbursements") /
of the process group (Total cost to perform the process "process
Outsourced cost to perform the process group [(Outsourced cost to perform the process "process percent
"process accounts payable and expense expense reimbursements" + Outsourced cost to
reimbursements" as a percentage of total process perform the process "process accounts payable") /
group cost (Total cost to perform the process "process
process "process expense reimbursements")] * 100
treasury operations" per $1,000 revenue treasury operations" / (Total business entity
revenue * .001)
Total cost of the process group "Manage treasury Total cost to perform the process group "manage dollars
operations" per global legal entity supported treasury operations" / Number of global legal
entities supported by treasury management
operation
treasury operations" per $1 billion revenue treasury operations" / (Total business entity
revenue * .000000001)
Return on invested capital Return on invested capital percent
"manage treasury operations" per $1 billion "manage treasury operations" / (Total business
Number of 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 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
Number of global legal entities supported per FTE Number of global legal entities supported by entities
that performs the process group "Manage treasury treasury management operation / Number of FTEs
operations" who perform the process group "manage treasury
operations"
Return on working capital Return on working capital percent
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group percent
to the process group "manage treasury operations" "manage treasury operations" / Number of FTEs
resources") * 100
Outsourced cost to perform the process group (Outsourced cost to perform the process "establish dollars
"manage internal controls" per $1,000 revenue internal controls, policies, and procedures" +
Outsourced cost to perform the process "operate
controls and monitor compliance with internal
controls policies and procedures" + Outsourced
cost to perform the process "report on internal
controls compliance") / (Total business entity
revenue * 0.001)
Overhead cost to perform the process group (Overhead cost to perform the process "establish dollars
Overhead cost to perform the process "operate
controls policies and procedures" + Overhead cost
to perform the process "report on internal controls
compliance") / (Total business entity revenue *
0.00001)

Other cost to perform the process group "manage (Costs other than personnel, systems, overhead, dollars
internal controls" per $100,000 revenue and outsourced to perform the process "establish
internal controls, policies, and procedures" + Costs
other than personnel, systems, overhead, and
outsourced to perform the process "operate
controls policies and procedures" + Costs other
outsourced to perform the process "report on
internal controls compliance") / (Total business
Personnel cost to perform the process group (Personnel cost to perform the process "establish dollars
"manage internal controls" per process group FTE internal controls, policies, and procedures" +
Personnel cost to perform the process "operate
controls policies and procedures" + Personnel cost
compliance") / (Number of FTEs who perform the
process "establish internal controls, policies, and
procedures" + Number of FTEs who perform the
process "operate controls and monitor compliance
with internal controls policies and procedures" +
Number of FTEs who perform the process "report
on internal controls compliance")

Total cost to perform the process group "manage ((Total cost to perform the process "establish percent
internal controls" as a percentage of revenue internal controls, policies, and procedures" + Total
cost to perform the process "operate controls and
monitor compliance with internal controls policies
and procedures" + Total cost to perform the
process "report on internal controls compliance") /
Total business entity revenue) * 100.0
Total cost to perform the process group "manage (Total cost to perform the process "establish dollars
internal controls" per $1 billion revenue internal controls, policies, and procedures" + Total
internal controls" per $1,000 revenue internal controls, policies, and procedures" + Total

internal controls" per process FTE internal controls, policies, and procedures" + Total
(Number of FTEs who perform the process
"establish internal controls, policies, and
on internal controls compliance")
Systems cost to perform the process group (Systems cost to perform the process "establish dollars
Systems cost to perform the process "operate
controls policies and procedures" + Systems cost
0.000010)
Personnel cost to perform the process group (Personnel cost to perform the process "establish dollars
Personnel cost to perform the process "operate
controls policies and procedures" + Personnel cost
0.0010)

"manage internal controls" per $1 billion revenue "establish internal controls, policies, and
on internal controls compliance") / (Total business
to the process group "manage internal controls" "establish internal controls, policies, and
on internal controls compliance") / Number of FTEs
resources") * 100
Percentage of internal controls staff that is Centralized internal controls staff percentage Percent
centralized at the finance shared services center
taxes" per $1 billion revenue taxes" / (Total business entity revenue * .
000000001)
taxes" per $1,000 revenue taxes" / (Total business entity revenue * .001)
"manage taxes" per $1 billion revenue "manage taxes" / (Total business entity revenue * .
000000001)
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process group percent
to the process group "manage taxes" "manage taxes" / Number of FTEs who perform the

Overhead and other costs to perform the process (Percentage of internal costs of the process dollars
"perform planning/budgeting/forecasting" per "planning, budgeting, and forecasting" allocated to
$100,000 revenue overhead and other costs * Percentage of total cost
of the process "planning, budgeting, and
forecasting" allocated to internal costs * 0.0001 *
planning/budgeting/forecasting") / (Total business
Total internal cost to perform the process "perform (Percentage of total cost of the process "planning, dollars
planning/budgeting/forecasting" per process FTE budgeting, and forecasting" allocated to internal
costs * .01 * Total cost to perform the process
"perform planning/budgeting/forecasting") /
planning/budgeting/forecasting"
Systems cost to perform the process "perform (Percentage of internal costs of the process dollars
planning/budgeting/forecasting" per $100,000 "planning, budgeting, and forecasting" allocated to
revenue systems costs * Percentage of total cost of the
allocated to internal costs * 0.0001 * Total cost to
Personnel cost to perform the process "perform (Percentage of internal costs of the process dollars
planning/budgeting/forecasting" per process FTE "planning, budgeting, and forecasting" allocated to
personnel costs * Percentage of total cost of the
planning/budgeting/forecasting") / Number of FTEs

Personnel cost to perform the process "perform (Percentage of internal costs of the process dollars
planning/budgeting/forecasting" per $1,000 "planning, budgeting, and forecasting" allocated to
revenue personnel costs * Percentage of total cost of the
Total cost to perform the process "perform (Total cost to perform the process "perform percent
planning/budgeting/forecasting" as a percentage of planning/budgeting/forecasting" / Total business
revenue entity revenue) * 100
Total cost to perform the process "perform Total cost to perform the process "perform dollars
planning/budgeting/forecasting" per process FTE planning/budgeting/forecasting" / Number of FTEs
Total cost to perform the process "perform Total cost to perform the process "perform dollars
planning/budgeting/forecasting" per $1,000 planning/budgeting/forecasting" / (Total business
Outsourced cost to perform the process "perform (Percentage of total cost of the process "planning, dollars
planning/budgeting/forecasting" per $1,000 budgeting, and forecasting" allocated to external
revenue costs * Total cost to perform the process "perform
planning/budgeting/forecasting" * 0.01) / (Total
Cycle time in days to complete the annual budget Cycle time in days to complete the budget days
Cycle time in days to prepare the financial forecast Cycle time in days to prepare the financial forecast days
Cycle time in days to update/revise the rolling Cycle time in days to update/revise the rolling days
forecast forecast
Number of FTEs that perform the process "perform Number of FTEs who perform the process "perform FTEs
planning/budgeting/forecasting" per $1 billion planning/budgeting/forecasting" / (Total business

Number of budget versions produced before final Number of budget versions produced before final budget versions
approval approval
Percentage error for the inventory cost forecast Percentage error for the inventory cost forecast percent
Percentage error for the personnel cost forecast Percentage error for the personnel cost forecast percent
Percentage error for the total sales forecast Percentage error for the total sales forecast percent
Number of budget line items per FTE that performs Number of line items budgeted for the complete line items
the process "perform budget / Number of FTEs who perform the process
planning/budgeting/forecasting" "perform planning/budgeting/forecasting"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "perform percent
to the process "perform planning/ budgeting/ planning/budgeting/forecasting" / Number of FTEs
forecasting" who perform the function "manage financial
resources") * 100
Percentage of total finance function FTEs allocated (Number of FTEs who perform the processes percent
to the processes "perform cost accounting and "perform cost accounting and control" and
control" and "perform cost management" "perform cost management" / Number of FTEs who
* 100
Percentage of cost base accounted for by activity- Percentage of costs base from activity-based percent
based costing costing
Average cost per click for an online retail ad Average cost per click for a business entity's online dollars
advertisement
Outsourced cost to perform the process "evaluate (Percentage of total cost of the process "evaluate dollars
and manage financial performance" per $1,000 and manage financial performance" allocated to
revenue external costs * 0.01 * Total cost to perform the
performance") / (Total business entity revenue *
0.001)

Personnel cost to perform the process "evaluate (Percentage of internal costs of the process dollars
and manage financial performance" per process "evaluate and manage financial performance"
FTE allocated to personnel cost * Percentage of total
cost of the process "evaluate and manage financial
performance" allocated to internal costs * 0.0001 *
manage financial performance") / Number of FTEs
financial performance"
Personnel cost to perform the process "evaluate (Percentage of internal costs of the process dollars
and manage financial performance" per $1,000 "evaluate and manage financial performance"
revenue allocated to personnel cost * Percentage of total
Total cost to perform the process "evaluate and Total cost to perform the process "evaluate and dollars
manage financial performance" per process FTE manage financial performance" / Number of FTEs
financial performance"
Total cost to perform the process "evaluate and Total cost to perform the process "evaluate and dollars
manage financial performance" per $1,000 manage financial performance" / (Total business

Systems cost to perform the process "evaluate and (Percentage of internal costs of the process dollars
manage financial performance" per $100,000 "evaluate and manage financial performance"
revenue allocated to systems costs * Percentage of total
Total revenue per active customer Total business entity revenue / Number of active dollars
Total internal cost to perform the process "evaluate (Percentage of total cost of the process "evaluate dollars
and manage financial performance" per process and manage financial performance" allocated to
FTE internal costs * .01 * Total cost to perform the
performance") / Number of FTEs who perform the
performance"
Overhead and other costs to perform the process (Percentage of internal costs of the process dollars
"evaluate and manage financial performance" per "evaluate and manage financial performance"
$100,000 revenue allocated to overhead and other costs * Percentage
of total cost of the process "evaluate and manage
financial performance" allocated to internal costs *
0.0001 * Total cost to perform the process
"evaluate and manage financial performance") /
Cycle time in days to perform financial evaluation Cycle time in days to perform financial evaluation days
of new customers of new customers
of new markets of new markets

of new products of new products
Number of FTEs that perform the process "evaluate Number of FTEs who perform the process "evaluate FTEs
and manage financial performance" per $1 billion and manage financial performance" / (Total
revenue business entity revenue * .000000001)
Gross margin return on investment (GMROI) Gross Margin Return on Investment (GMROI) for the percent
business entity
Average gross profitability for brick-and-mortar Store profitability for the physical retail store percent
retail stores
Like for Like (LFL) brick-and-mortar retail sales Like For Like (LFL) sales growth for retail stores percent
growth
Average annual in-store sales per square foot of Average in-store sales per square foot of selling dollars
brick-and-mortar retail selling space space
Business entity revenue per business entity FTE Total business entity revenue / Number of business dollars
entity FTEs
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process percent
to the process "evaluate and manage financial "evaluate and manage financial performance" /
performance" Number of FTEs who perform the function "manage
financial resources") * 100
Percentage of employees with compensations (Number of employees with compensation affected percent
affected by profit by profit / Number of business entity employees) *
100.0
Percentage of employees with compensations (Number of employees with compensation affected percent
affected by budget versus actual variances by budget versus actual variances / Number of
business entity employees) * 100.0
Compounded annual growth rate of revenue over (((Total business entity revenue / Total revenue percent
the past three reporting periods (three reporting periods prior)) ^ 0.3333) - 1) * 100

Percentage growth in EBITDA from three reporting ((Earnings before interest, taxes, depreciation and percent
periods prior amortization (EBITDA) for the current 12-month
period - Earnings before interest, taxes,
depreciation and amortization (EBITDA) (three
reporting periods prior)) / Earnings before interest,
taxes, depreciation and amortization (EBITDA)
(three reporting periods prior)) * 100
Compounded annual growth rate in earnings (((Earnings before interest, taxes, depreciation and percent
before interest, tax, depreciation and amortization amortization (EBITDA) for the current 12-month
over the past three reporting periods period / Earnings before interest, taxes,
depreciation and amortization (EBITDA) (three
reporting periods prior)) ^ 0.3333) - 1) * 100
EBITDA margin (current reporting period) (Earnings before interest, taxes, depreciation and percent
amortization (EBITDA) for the current 12-month
period / Total business entity revenue) * 100
Revenue growth from three reporting periods prior ((Total business entity revenue - Total revenue percent
(three reporting periods prior)) / Total revenue
(three reporting periods prior)) * 100
Overhead cost to perform the process "process Overhead cost to perform the process "process dollars
customer credit" per $100,000 revenue customer credit" / (Total business entity revenue * .
00001)
Other cost to perform the process "process Costs other than personnel, systems, overhead, dollars
customer credit" per $100,000 revenue and outsourced to perform the process "process
customer credit" / (Total business entity revenue * .
00001)

Overhead and other costs to perform the process (Total cost to perform the process "process dollars
"process customer credit" per $100,000 revenue customer credit" * Percentage of total cost of the
process "process customer credit" allocated to
internal costs * Percentage of internal costs of the
process "process customer credit" allocated to
overhead and other costs * 0.0001) / (Total
Personnel cost to perform the process "process (Percentage of total cost of the process "process dollars
customer credit" per process FTE customer credit" allocated to internal costs *
"process customer credit" allocated to personnel
cost * 0.0001 * Total cost to perform the process
"process customer credit") / Number of FTEs who
perform the process "process customer credit"
Total cost to perform the process "process Total cost to perform the process "process dollars
customer credit" per active customer customer credit" / Number of active customers in
customer credit" per customer account customer credit" / Number of customers in the
Systems cost to perform the process "process (Percentage of total cost of the process "process dollars
customer credit" per $100,000 revenue customer credit" allocated to internal costs *
Percentage of internal cost of the process "Process
customer credit" allocated to systems costs *
customer credit") / (Total business entity revenue *
0.00001)

customer credit" per $1,000 revenue customer credit" allocated to internal costs *
"process customer credit" allocated to personnel
cost * 0.0001 * Total cost to perform the process
"process customer credit") / (Total business entity
revenue * 0.001)
Total cost to perform the process "process (Total cost to perform the process "process percent
customer credit" as a percentage of revenue customer credit" / Total business entity revenue) *
100
customer credit" per process FTE customer credit" / Number of FTEs who perform the
process "process customer credit"
customer credit" per $1 billion revenue customer credit" / (Total business entity revenue * .
000000001)
customer credit" per $1,000 revenue customer credit" / (Total business entity revenue * .
001)
Outsourced cost to perform the process "process (Total cost to perform the process "process dollars
customer credit" per $1,000 revenue customer credit" * Percentage of total cost to
perform the process "process customer credit"
allocated to external costs * 0.01) / (Total business
Cycle time in days for credit approval Cycle time in days for credit approval days
Number of FTEs that perform the process "process Number of FTEs who perform the process "process FTEs
customer credit" per $1 billion revenue customer credit" / (Total business entity revenue * .
000000001)
Number of active customers per 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"

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 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"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "process percent
to the process "process customer credit" customer credit" / Number of FTEs who perform the
Percentage of FTEs who perform the process (Number of FTEs who perform the process "process percent
"process customer credit" who perform customer credit" who perform management
management activities activities / Number of FTEs who perform the
process "process customer credit") * 100.0
Total cost to perform the process "process (Total cost to perform the process "process percent
customer credit" as a percentage of total order-to- customer credit" / (Total cost to perform the
cash process cost process "manage sales orders" + Total cost to
Total cost to perform the process "invoice
customer" + Total cost to perform the process
"process accounts receivable (AR)" + Total cost to
collections" + Total cost to perform the process
"manage and process adjustments/deductions")) *
100

Overhead and other cost to perform the process ((Overhead cost to perform the process "process percent
"process customer credit" as a percentage of total customer credit" + Costs other than personnel,
process cost systems, overhead, and outsourced to perform the
process "process customer credit") / Total cost to
perform the process "process customer credit") *
100.0
Systems cost to perform the process "process (Systems cost to perform the process "process percent
customer credit" as a percentage of total process customer credit" / Total cost to perform the process
cost "process customer credit") * 100.0
Personnel cost to perform the process "process (Personnel cost to perform the process "process percent
Overhead cost to perform the process "process (Overhead cost to perform the process "process percent
Other cost to perform the process "process (Costs other than personnel, systems, overhead, percent
customer credit" as a percentage of total process and outsourced to perform the process "process
cost customer credit" / Total cost to perform the process
"process customer credit") * 100.0
Outsourced cost to perform the process "process (Outsourced cost to perform the process "process percent
Outsourced cost to perform the process "invoice (Total cost to perform the process "invoice dollars
customer" per $1,000 revenue customer" * Percentage of total cost to perform the
process "invoice customer" allocated to external
costs * 0.01) / (Total business entity revenue *
0.001)

Personnel cost to perform the process "invoice (Total cost to perform the process "invoice dollars
customer" per $1,000 revenue customer" * Percentage of total cost of the process
"invoice customer" allocated to internal costs *
Percentage of internal costs of the process "invoice
customer" allocated to personnel cost * 0.0001) /
Total cost to perform the process "invoice (Total cost to perform the process "invoice percent
customer" as a percentage of revenue customer" / Total business entity revenue) * 100.0
Total cost to perform the process "invoice Total cost to perform the process "invoice dollars
customer" per process FTE customer" / Number of FTEs who perform the
process "invoice customer"
customer" per $1 billion revenue customer" / (Total business entity revenue *
0.000000001)
customer" per $1,000 revenue customer" / (Total business entity revenue * .001)
customer" per invoice line item processed customer" / Number of billed/invoiced line items
paid to your business entity
customer" per invoice processed customer" / Number of invoices billed to customer
Systems cost to perform the process "invoice (Total cost to perform the process "invoice dollars
customer" per $100,000 revenue customer" * Percentage of total cost of the process
Percentage of internal cost of the process "Invoice
customer" allocated to systems costs * 0.0001) /

customer" per active customer customer" / Number of active customers in
customer" per customer account customer" / Number of customers in the customer
master file
Personnel cost to perform the process "invoice (Percentage of total cost of the process "invoice dollars
customer" per process FTE customer" allocated to internal costs * Percentage
of internal costs of the process "invoice customer"
allocated to personnel cost * 0.0001 * Total cost to
perform the process "invoice customer") / Number
of FTEs who perform the process "invoice
customer"
Overhead and other costs to perform the process (Total cost to perform the process "invoice dollars
"invoice customers" per $100,000 revenue customer" * Percentage of total cost of the process
"invoice customer" allocated to overhead and
other costs * 0.0001) / (Total business entity
revenue * 0.00001)
Overhead cost to perform the process "invoice Overhead cost to perform the process "invoice dollars
customer" per $100,000 revenue customer" / (Total business entity revenue * .
00001)
Other cost to perform the process "invoice Costs other than personnel, systems, overhead, dollars
customer" per $100,000 revenue and outsourced to perform the process "invoice
customer" / (Total business entity revenue * .
00001)
Cycle time in days to generate complete and Cycle time in days to generate complete and days
correct billing data correct billing data

Cycle time in days between transmission of invoice Cycle time in calendar days from the transmission days
and shipment of goods or delivery of services of an invoice/bill to shipping/providing the
good/service
Number of FTEs that perform the process "invoice Number of FTEs who perform the process "invoice FTEs
customer" per $1 billion revenue customer" / (Total business entity revenue * .
000000001)
Percentage of invoice line items invoiced using Percentage of invoice line items invoiced using percent
electronic or automatic methods electronic or automatic methods
Percentage of invoice line items processed error Percentage of invoice line items processed error percent
free the first time free the first time
Percentage of invoices automatically generated Percentage of invoices automatically generated percent
based on event triggers based on event triggers
performs the process "invoice customer" Number of FTEs who perform the process "invoice
customer"
the process "invoice customer" file / 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 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 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"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "invoice percent
to the process "invoice customer" customer" / Number of FTEs who perform the

Overhead and other cost to perform the process ((Overhead cost to perform the process "invoice percent
"invoice customer" as a percentage of total process customer" + Costs other than personnel, systems,
cost overhead, and outsourced to perform the process
"invoice customer") / Total cost to perform the
process "invoice customer") * 100.0
Other cost to perform the process "invoice (Costs other than personnel, systems, overhead, percent
customer" as a percentage of total process cost and outsourced to perform the process "invoice
customer" / Total cost to perform the process
"invoice customer") * 100.0
Personnel cost to perform the process "invoice (Personnel cost to perform the process "invoice percent
customer" as a percentage of total process cost customer" / Total cost to perform the process
"invoice customer") * 100
Value per invoice line item that is paid in full the Value of billed/invoiced line items paid in full the dollars
first time first time / (Number of billed/invoiced line items
paid to your business entity * Percentage of
billed/invoiced line items paid in full the first time *
0.01)
Systems cost to perform the process "invoice (Systems cost to perform the process "invoice percent
"invoice customer") * 100
Outsourced cost to perform the process "invoice (Outsourced cost to perform the process "invoice percent
Overhead cost to perform the process "invoice (Overhead cost to perform the process "invoice percent

Total cost to perform the process "invoice (Total cost to perform the process "invoice percent
customers" as a percentage of total order-to-cash customer" / (Total cost to perform the process
process cost "manage sales orders" + Total cost to perform the
process "process customer credit" + Total cost to
perform the process "invoice customer" + Total
receivable (AR)" + Total cost to perform the
process "manage and process collections" + Total
adjustments/deductions")) * 100
Percentage of billed/invoiced line items offering a Percentage of line items billed/invoiced offering a percent
discount for which the discount is taken discount for which the discount is taken
Percentage of FTEs who perform the process (Number of FTEs who perform the process "invoice percent
"invoice customer" who perform management customer" who perform management activities /
activities Number of FTEs who perform the process "invoice
customer") * 100.0
Average value per line item billed Total value of line items billed/invoiced / Number of dollars
billed/invoiced line items paid to your business
entity
Average number of line items per invoice Number of billed/invoiced line items paid to your invoice line items
business entity / Number of invoices billed to
customer
Percentage of billed/invoiced line items offering a Percentage of invoice line items received that offer percent
discount a discount
Percentage of invoice line items that are Percentage of invoice line items denominated in a percent
denominated in a foreign currency foreign currency
accounts receivable (AR)" per $100,000 revenue and outsourced to perform the process "process
accounts receivable (AR)" / (Total business entity
revenue * .00001)

accounts receivable (AR)" per $100,000 revenue accounts receivable (AR)" / (Total business entity
revenue * .00001)
Total cost to perform the process "process accounts Total cost to perform the process "process accounts dollars
receivable (AR)" per active customer receivable (AR)" / Number of active customers in
Overhead and other costs to perform the process (Overhead cost to perform the process "process dollars
"process accounts receivable (AR)" per $100,000 accounts receivable (AR)" + Costs other than
revenue personnel, systems, overhead, and outsourced to
(AR)") / (Total business entity revenue * .00001)
Systems cost to perform the process "process (Percentage of internal cost of the process "process dollars
accounts receivable (AR)" per $100,000 revenue accounts receivable (AR)" allocated to systems
costs * Percentage of total cost to perform the
process "process accounts receivable (AR)"
(AR)") / (Total business entity revenue * .00001)
Total cost to perform the process "process accounts (Total cost to perform the process "process percent
receivable (AR)" as a percentage of revenue accounts receivable (AR)" / Total business entity
revenue) * 100
receivable (AR)" per process FTE receivable (AR)" / Number of FTEs who perform the
receivable (AR)" per $1 billion revenue receivable (AR)" / (Total business entity revenue * .
000000001)

receivable (AR)" per $1,000 revenue receivable (AR)" / (Total business entity revenue * .
001)
receivable (AR)" per customer receipt receivable (AR)" / Number of receipts processed
Personnel cost to perform the process "process (Percentage of internal costs to perform the dollars
accounts receivable (AR)" per process FTE process "process accounts receivable (AR)"
allocated to personnel costs * Percentage of total
receivable (AR)" allocated to internal costs *
0.0001 * Total cost to perform the process
"process accounts receivable (AR)") / Number of
FTEs who perform the process "process accounts
receivable (AR)"
Personnel cost to perform the process "process (Percentage of internal costs to perform the dollars
accounts receivable (AR)" per $1,000 revenue process "process accounts receivable (AR)"
allocated to personnel costs * Percentage of total
receivable (AR)" allocated to internal costs *
accounts receivable (AR)") / (Total business entity
revenue * .001)
Outsourced cost to perform the process "process (Total cost to perform the process "process dollars
accounts receivable (AR)" per $1,000 revenue accounts receivable (AR)" * Percentage of total
receivable (AR)" allocated to external costs * .01) /
Days sales outstanding Days sales outstanding in accounts receivable days

Cycle time in days from transmission of invoice to Cycle time in calendar days from invoicing a days
receipt of payment customer to the receipt of payment

accounts receivable (AR)" per $1 billion revenue accounts receivable (AR)" / (Total business entity
revenue * .000000001)
Average annual sales order value for a brick-and- Average sales order value for orders placed athe dollars
mortar retail store the retail store
Percentage of billed/invoiced line items paid on Percentage of billed/invoiced line items that are percent
time to the business entity paid on time to your business entity
Percentage of receipts received manually (Number of receipts processed that are received percent
manually / Number of receipts processed) * 100
Percentage of invoice line items paid in full the first Percentage of billed/invoiced line items paid in full percent
time the first time
Percentage of receipts automatically matched to Percentage of receipts that are automatically percent
open items in the accounts receivable sub ledger matched to open items in the accounts receivable
sub ledger
Percentage of total receipts that are processed (Number of receipts processed error-free first time / percent
error free the first time Number of receipts processed) * 100
Outstanding payment days as a proportion of Days sales outstanding in accounts receivable / days
standard payment days Standard payment terms in calendar days for
accounts receivable
Percentage of receipts received electronically or Percentage of receipts received electronically or percent
automatically automatically
Accounts receivable per $1,000 revenue Value of accounts receivable outstanding / (Total dollars
Percentage of line items billed/invoiced that is Percentage of line items billed/invoiced into the percent
entered into the general ledger through an system through an automated method
automated method
performs the process "process accounts receivable Number of FTEs who perform the process "process
(AR)" 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)"
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)"
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)"
to the processes "process accounts receivable "process accounts receivable (AR)" + Number of
(AR)," "manage and process collections," and FTEs who perform the process "manage and
"manage and process adjustments/deductions" process collections" + Number of FTEs who
adjustments/deductions") / Number of FTEs who
* 100
Number of invoice line items per receipt Number of billed/invoiced line items paid to your invoice line items
business entity / Number of receipts processed
Personnel cost to perform the process "process Percentage of internal costs to perform the process percent
accounts receivable (AR)" as a percentage of the "process accounts receivable (AR)" allocated to
total process cost personnel costs * Percentage of total cost to
(AR)" allocated to internal costs * 0.01
Systems cost to perform the process "process Percentage of internal cost of the process "process percent
accounts receivable (AR)" as a percentage of total accounts receivable (AR)" allocated to systems
process cost costs * Percentage of total cost to perform the
allocated to internal costs * 0.01

to the process "process accounts receivable (AR)" accounts receivable (AR)" / Number of FTEs who
* 100
Number of receipts processed per $1,000 of Number of receipts processed / (Total business receipts
Percentage of FTEs that perform the process (Number of FTEs who perform the process "process percent
"process accounts receivable (AR)" that perform accounts receivable (AR)" who perform
management activities management activities / Number of FTEs who
(AR)") * 100.0
"process accounts receivable (AR)" that perform accounts receivable (AR)" who apply cash
the activity "apply cash remittances" remittances / Number of FTEs who perform the
process "process accounts receivable (AR)") *
100.0
"process accounts receivable (AR)" that perform accounts receivable (AR)" who establish accounts
the activity "establish accounts receivable policies" receivable policies / Number of FTEs who perform
the process "process accounts receivable (AR)") *
100.0
"process accounts receivable (AR)" that perform accounts receivable (AR)" who post accounts
the activity "post accounts receivable activity to receivable activity to the general ledger / Number
the general ledger" of FTEs who perform the process "process accounts
receivable (AR)") * 100.0
"process accounts receivable (AR)" that perform accounts receivable (AR)" who prepare accounts
the activity "prepare accounts receivable reports" receivable reports / Number of FTEs who perform
100.0

"process accounts receivable (AR)" that perform accounts receivable (AR)" who receive/deposit
the activity "receive/deposit customer payments" customer payments / Number of FTEs who perform
100.0
Overhead and other costs to perform the process ((Overhead cost to perform the process "process percent
"process accounts receivable (AR)" as a percentage accounts receivable (AR)" + Costs other than
of total process cost personnel, systems, overhead, and outsourced to
(AR)") / Total cost to perform the process "process
accounts receivable (AR)") * 100.0
Outsourced cost to perform the process "process (Outsourced cost to perform the process "process percent
accounts receivable (AR)" as a percentage of total accounts receivable (AR)" / Total cost to perform
process cost the process "process accounts receivable (AR)") *
100.0
receivable (AR)" as a percentage of total order-to- accounts receivable (AR)" / (Total cost to perform
cash process cost the process "manage sales orders" + Total cost to
100
Overhead cost to perform the process "process (Overhead cost to perform the process "process percent
accounts receivable (AR)" as a percentage of total accounts receivable (AR)" / Total cost to perform
process cost the process "process accounts receivable (AR)") *
100.0

Other cost to perform the process "process (Costs other than personnel, systems, overhead, percent
accounts receivable (AR)" as a percentage of total and outsourced to perform the process "process
process cost accounts receivable (AR)" / Total cost to perform
100.0
Average value of a retail e-commerce order Average value of e-commerce orders dollars
and process collections" per $100,000 revenue and process collections" / (Total business entity
revenue * .00001)
Other cost to perform the process "manage and Costs other than personnel, systems, overhead, dollars
process collections" per $100,000 revenue and outsourced to perform the process "manage
and process collections" / (Total business entity
revenue * .00001)
Overhead and other costs to perform the process (Overhead cost to perform the process "manage dollars
"manage and process collections" per $1,000 and process collections" + Costs other than
revenue personnel, systems, overhead, and outsourced to
collections") / (Total business entity revenue * .
001)
Personnel cost to perform the process "manage (Percentage of internal costs of the process dollars
and process collections" per $1,000 revenue "manage and process collections" allocated to
personnel cost * Percentage of total cost of the
process "manage and process collections"
001)

Outsourced cost to perform the process "manage (Total cost to perform the process "manage and dollars
and process collections" per $1,000 revenue process collections" * Percentage of total cost to
collections" allocated to external costs * 0.01) /
Total cost to perform the process "manage and (Total cost to perform the process "manage and percent
process collections" as a percentage of revenue process collections" / Total business entity
revenue) * 100
Total cost to perform the process "manage and Total cost to perform the process "manage and dollars
process collections" per $1 billion revenue process collections" / (Total business entity
revenue * .000000001)
process collections" per $1,000 revenue process collections" / (Total business entity
revenue * .001)
process collections" per active customer process collections" / Number of active customers
in customer master file
process collections" per process FTE process collections" / Number of FTEs who perform
the process "manage and process collections"
Systems cost to perform the process "manage and (Percentage of internal cost of the process dollars
process collections" per $100,000 revenue "Manage and process collections" allocated to
systems costs * Percentage of total cost of the
process "manage and process collections"
00001)
process collections" per customer receipt process collections" / Number of receipts processed

and process collections" per process FTE and process collections" / Number of FTEs who
collections"
Percentage of invoices that is adjusted by the Percentage of invoices adjusted by the customer percent
customer prior to payment prior to payment
Percentage of active customers that are delinquent Percentage of active customers that are delinquent percent
at any time during the year
Percentage of invoices billed to customers that Percentage of invoices billed with credit terms percent
have credit terms
Total uncollectable balances as a percentage of (Total value of uncollectable balances / Total percent
revenue business entity revenue) * 100
Percentage of invoice line items that is adjusted by Percentage of billed/invoiced line items that are percent
the customer prior to payment adjusted prior to paying
and process collections" per $1 billion revenue and process collections" / (Total business entity
revenue * .000000001)
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"
to the process "manage and process collections" "manage and process collections" / Number of FTEs
resources") * 100

Other cost to perform the process "manage and (Costs other than personnel, systems, overhead, percent
process collections" as a percentage of total and outsourced to perform the process "manage
process cost and process collections" / Total cost to perform the
process "manage and process collections") * 100.0
and process collections" as a percentage of total and process collections" / Total cost to perform the
process cost process "manage and process collections") * 100.0
Total cost to perform the process "manage and (Total cost to perform the process "manage and percent
process collections" as a percentage of total order- process collections" / (Total cost to perform the
to-cash process cost process "manage sales orders" + Total cost to
100
Overhead and other costs to perform the process ((Overhead cost to perform the process "manage percent
"manage and process collections" as a percentage and process collections" + Costs other than
of total process cost personnel, systems, overhead, and outsourced to
collections") / Total cost to perform the process
"manage and process collections") * 100.0
Personnel cost to perform the process "manage (Personnel cost to perform the process "manage percent

Percentage of FTEs that perform the process (Number of FTEs who perform the process percent
"manage and process collections" that perform "manage and process collections" who perform
collections") * 100.0
"manage and process collections" that perform the "manage and process collections" who analyze
activity "analyze delinquent account balances" delinquent account balances / Number of FTEs who
collections") * 100.0
"manage and process collections" that perform the "manage and process collections" who
activity "correspond/negotiate with delinquent correspond/negotiate with delinquent accounts /
accounts" Number of FTEs who perform the process "manage
and process collections") * 100.0
"manage and process collections" that perform the "manage and process collections" who discuss
activity "discuss account resolution with internal account resolution with internal parties / Number of
parties" FTEs who perform the process "manage and
process collections") * 100.0
"manage and process collections" that perform the "manage and process collections" who establish
activity "establish policies/procedures for policies/procedures for delinquent accounts /
delinquent accounts" Number of FTEs who perform the process "manage

"manage and process collections" that perform the "manage and process collections" who process
activity "process adjustments/write off adjustments/write off uncollectable balances /
uncollectible balances" Number of FTEs who perform the process "manage
Systems cost to perform the process "manage and (Systems cost to perform the process "manage and percent
process collections" as a percentage of total process collections" / Total cost to perform the
and process adjustments/deductions" per process and process adjustments/deductions" / Number of
FTE FTEs who perform the process "manage and
process adjustments/deductions"
Overhead and other costs to perform the process (Overhead cost to perform the process "manage dollars
"manage and process adjustments/deductions" per and process adjustments/deductions" + Costs
$1,000 revenue other than personnel, systems, overhead, and
Other cost to perform the process "manage and Costs other than personnel, systems, overhead, dollars
process adjustments/deductions" per $100,000 and outsourced to perform the process "manage
revenue and process adjustments/deductions" / (Total
and process adjustments/deductions" per and process adjustments/deductions" / (Total
$100,000 revenue business entity revenue * .00001)
process adjustments/deductions" per active process adjustments/deductions" / Number of
customer active customers in customer master file

process adjustments/deductions" per process adjustments/deductions" / Number of
adjustment/deduction adjustments/deductions
process adjustments/deductions" per process FTE process adjustments/deductions" / Number of FTEs
who perform the process "manage and process
adjustments/deductions"
Systems cost to perform the process "manage and (Percentage of internal cost of the process dollars
process adjustments/deductions" per $100,000 "Manage and process adjustments/deductions"
revenue allocated to systems costs * Percentage of total
cost of the process "manage and process
adjustments/deductions" allocated to internal costs
* 0.0001 * Total cost to perform the process
process adjustments/deductions" per $1,000 process adjustments/deductions" / (Total business
Outsourced cost to perform the process "manage (Total cost to perform the process "manage and dollars
and process adjustments/deductions" per $1,000 process adjustments/deductions" * Percentage of
revenue total cost to perform the process "manage and
process adjustments/deductions" allocated to
external costs * 0.01) / (Total business entity
revenue * .001)

and process adjustments/deductions" per $1,000 "manage and process adjustments/deductions"
revenue allocated to personnel cost * Percentage of total
cost of the process "manage and process
adjustments/deductions" allocated to internal costs
* 0.0001 * Total cost to perform the process
Cycle time in days to resolve adjustments Cycle time in calendar days from identifying an days
adjustment to fully resolving and reflecting it in the
accounting records
and process adjustments/deductions" per $1 billion and process adjustments/deductions" / (Total
revenue business entity revenue * .000000001)
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 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"
to the process "manage and process "manage and process adjustments/deductions" /
adjustments/deductions" Number of FTEs who perform the function "manage
financial resources") * 100
Personnel cost to perform the process "manage Percentage of total cost of the process "manage percent
and process adjustments/deductions" as a and process adjustments/deductions" allocated to
percentage of total process cost internal costs * Percentage of internal costs of the
adjustments/deductions" allocated to personnel
cost * 0.01

"manage and process adjustments/deductions" "manage and process adjustments/deductions"
that perform management activities who perform management activities / Number of
FTEs who perform the process "manage and
process adjustments/deductions") * 100.0
that perform the activity "analyze adjustments" who analyze adjustments / Number of FTEs who
adjustments/deductions") * 100.0
that perform the activity "correspond/negotiate who correspond/negotiate with customers /
with customer" Number of FTEs who perform the process "manage
and process adjustments/deductions") * 100.0
that perform the activity "discuss resolution with who discuss resolution with internal parties /
internal parties" Number of FTEs who perform the process "manage
that perform the activity "establish who establish policies/procedures for adjustments /
policies/procedures for adjustments" Number of FTEs who perform the process "manage

that perform the activity "prepare chargeback who prepare chargeback invoices / Number of FTEs
invoices" who perform the process "manage and process
that perform the activity "process related entries" who process related entries / Number of FTEs who
and process adjustments/deductions" as a and process adjustments/deductions" / Total cost to
percentage of total process cost perform the process "manage and process
Overhead and other costs to perform the process ((Overhead cost to perform the process "manage percent
"manage and process adjustments/deductions" as and process adjustments/deductions" + Costs
a percentage of total process cost other than personnel, systems, overhead, and
process adjustments/deductions") / Total cost to

Total cost to perform the process "manage and the (Total cost to perform the process "manage and percent
process adjustments/deductions" as a percentage process adjustments/deductions" / (Total cost to
of total order-to-cash process cost perform the process "manage sales orders" + Total
cost to perform the process "process customer
credit" + Total cost to perform the process "invoice
100
and process adjustments/deductions" as a and process adjustments/deductions" / Total cost to
percentage of total process cost perform the process "manage and process
Systems cost to perform the process "manage and (Systems cost to perform the process "manage and percent
process adjustments/deductions" as a percentage process adjustments/deductions" / Total cost to
of total process cost perform the process "manage and process
Value per adjustment/deduction processed Total value of adjustments/deductions / Number of dollars
adjustments/deductions
Maximum value of customer adjustment/deduction Highest value of customer adjustment/deduction dollars
that can be made without approval that can be made without approval
Other cost to perform the process "manage and (Costs other than personnel, systems, overhead, percent
process adjustments/deductions" as a percentage and outsourced to perform the process "manage
of total process cost and process adjustments/deductions" / Total cost to

Outsourced cost to perform the process "manage Outsourced cost to perform the process "manage dollars
policies and procedures" per $1,000 revenue policies and procedures" / (Total business entity
revenue *.0010)
financial policies and procedures" per $1,000 policies and procedures" / (Total business entity
revenue revenue * 0.001)
Total cost to perform the process "manage financial Total cost to perform the process "manage policies dollars
policies and procedures" per $1,000 revenue and procedures" / (Total business entity revenue *
0.001)
Total cost to perform the process "Manage policies Total cost to perform the process "manage policies dollars
and procedures" per process FTE and procedures" / Number of FTEs who perform the
process "manage policies and procedures"
Personnel cost to perform the process "Manage Personnel cost to perform the process "manage dollars
policies and procedures" per process FTE policies and procedures" / Number of FTEs who
perform the process "manage policies and
procedures"
Overhead cost to perform the process "manage Overhead cost to perform the process "manage Dollars
financial policies and procedures" per $1 billion policies and procedures" / (Total business entity
revenue revenue * .000000001)
to the process "manage policies and procedures" "manage policies and procedures" / Number of
resources") * 100

Percentage of FTEs who perform the process group (Number of FTEs who perform the process percent
"Perform general accounting and reporting" "manage policies and procedures" * 100) /
allocated to the process "Manage policies and (Number of FTEs who perform the process
procedures" "manage policies and procedures" + Number of
FTEs who perform the process "perform general
financial reporting")
"manage financial policies and procedures" that "manage policies and procedures" who perform
perform management activities management activities / Number of FTEs who
perform the process "manage policies and
procedures") * 100
Overhead cost to perform the process "perform Overhead cost to perform the process "perform Dollars
general accounting" per $1,000 revenue general accounting" / (Total business entity
revenue * 0.001)
Other cost to perform the process "perform general Costs other than personnel, systems, overhead, dollars
accounting" per $1,000 revenue and outsourced to perform the process "perform
general accounting" / (Total business entity
revenue * 0.001)
Systems cost to perform the process "perform Systems cost to perform the process "perform dollars
revenue * 0.00001)
Total cost to perform the process "perform general Total cost to perform the process "perform general dollars
accounting" per $1,000 revenue accounting" / (Total business entity revenue *
0.001)
accounting" per journal entry line item accounting" / Number of journal entry line items
processed

accounting" per process FTE accounting" / Number of FTEs who perform the
process "perform general accounting"
Personnel cost to perform the process "perform Personnel cost to perform the process "perform dollars
revenue * 0.001)
general accounting" per process FTE general accounting" / Number of FTEs who perform
the process "perform general accounting"
Outsourced cost to perform the process "perform Outsourced cost to perform the process "perform dollars
revenue *.0010)
Cycle time in days to produce period-end Cycle time in calendar days from running the initial days
management reports trial balance to completing the period-end
management report
Cycle time in days for finance shared services Cycle time in days to complete monthly financial days
center to complete the monthly financial close close
general accounting" per $1 billion revenue general accounting" / (Total business entity
revenue * .000000001)
Percentage of journal entry line items processed Percentage of journal entry line items processed percent
error free the first time error free the first time
Percentage change in business entity's gross Percentage change in business entity's gross percent
margin over the past three years margin over the past three years
Manual journal entry line item percentage Percentage of journal entry line items from a percent
manual recurring source + Percentage of journal
entry line items from a manual non-recurring
source
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 accounts in the chart of accounts Number of accounts in the chart of accounts accounts
Percentage of FTEs who perform the process group (Number of FTEs who perform the process "perform percent
"Perform general accounting and reporting" general accounting" * 100) / (Number of FTEs who
allocated to the process "Perform general perform the process "manage policies and
accounting" procedures" + Number of FTEs who perform the
process "perform general accounting" + Number of
FTEs who perform the process "perform fixed-asset
process "perform financial reporting")
Percentage of journal entry line items directly Percentage of journal entry line items directly percent
linked from an internal/external system linked from an internal/external system
Percentage of journal entry line items that are Percentage of journal entry line items from an percent
automated and recurring automated recurring source
Percentage of journal entry line items sourced Percentage of journal entry line items from other percent
through methods other than manual, direct link, or sources
automated entry
to the process "perform general accounting" general accounting" / Number of FTEs who perform
Percentage of accounts that are standard with the (Number of standard accounts in chart of percent
business units reporting to your site accounts / Number of accounts in the chart of
accounts) * 100.0

Percentage of FTEs that perform the process (Number of FTEs who perform the process "perform percent
"perform general accounting" that perform general accounting" who perform management
process "perform general accounting") * 100
Total cost to perform the process "perform fixed- Total cost to perform the process "perform fixed- dollars
asset accounting" per process FTE asset accounting" / Number of FTEs who perform
the process "perform fixed-asset accounting"
Overhead and other costs to perform the process Overhead and other cost to perform the process dollars
"perform fixed-asset accounting" per $1,000 "perform fixed-asset accounting" / (Total business
fixed-asset accounting" per $1,000 revenue fixed-asset accounting" / (Total business entity
revenue *.0010)
Total cost to perform the fixed assets cycle per (Total cost to perform the process "perform capital dollars
$1,000 revenue planning and project approval" + Total cost to
accounting" + Total cost to perform the process
revenue * 0.0010)
fixed-asset accounting" per fixed asset transaction fixed-asset accounting" / Number of fixed asset
transactions

Total cost to perform the fixed assets cycle per (Total cost to perform the process "perform capital dollars
fixed assets cycle FTE planning and project approval" + Total cost to
"perform fixed-asset accounting") / (Number of
FTEs who perform the process "perform capital
planning and project approval" + Number of FTEs
who perform the process "perform capital project
process "perform fixed-asset accounting")
Total cost of repair and maintenance per $1,000 Cost to repair and maintain fixed assets / (Gross dollars
gross value of fixed assets value of fixed assets * 0.0010)
Total cost of the depreciation expense per $1,000 Depreciation expense for fixed assets / (Total dollars
Total cost to perform the fixed assets cycle as ((Total cost to perform the process "perform capital percent
percentage of revenue planning and project approval" + Total cost to
"perform fixed-asset accounting") / Total business
entity revenue) * 100.0
Total cost to perform the fixed assets cycle per $1 (Total cost to perform the process "perform capital dollars
billion revenue planning and project approval" + Total cost to
asset accounting" per $1,000 revenue asset accounting" / (Total business entity revenue *
0.001)

asset accounting" per fixed asset transaction asset accounting" / Number of fixed asset
transactions
Systems cost to perform the fixed assets cycle per (Systems cost to perform the process "perform dollars
$100,000 revenue capital planning and project approval" + Systems
cost to perform the process "perform capital
project accounting" + Systems cost to perform the
process "perform fixed-asset accounting") / (Total
revenue * 0.000010)
Personnel cost to perform the process "Perform Personnel cost to perform the process "perform dollars
fixed-asset accounting" per process FTE fixed-asset accounting" / Number of FTEs who
perform the process "perform fixed-asset
accounting"
Cycle time in days to capitalize a fixed asset Cycle time in calendar days to capitalize a fixed days
purchase asset purchase
Cycle time in days to close a capital project Cycle time in days to close a capital project days
Cycle time in days to complete an approved capital Cycle time in days to complete an approved capital days
expenditure plan expenditure plan
fixed-asset accounting" per $1 billion revenue fixed-asset accounting" / (Total business entity
revenue * .000000001)
Number of FTEs that perform the fixed assets cycle (Number of FTEs who perform the process "perform FTEs
per $1 billion revenue fixed-asset accounting" + Number of FTEs who
perform the process "perform capital planning and
project approval" + Number of FTEs who perform
the process "perform capital project accounting") /

Return on fixed assets Return on fixed assets percent
Fixed asset turnover Total business entity revenue / Net book value of percent
fixed assets
Percentage of approved capital projects considered Percentage of approved capital projects considered percent
within or on budget for spending within or on budget for spending
Percentage of capital projects budgeted and ((Number of capital projects approved in the past percent
approved in the capital expenditure plan 12 months - Approved and non-budgeted capital
projects) / Number of capital projects approved in
the past 12 months) * 100.0
Percentage of capital projects completed on time Percentage of capital projects completed on time percent
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"
to the process "perform fixed asset accounting" fixed-asset accounting" / Number of FTEs who
* 100
to the fixed assets cycle "perform fixed-asset accounting" + Number of
FTEs who perform the process "perform capital
planning and project approval" + Number of FTEs
who perform the process "perform capital project
accounting") / Number of FTEs who perform the

Net value of fixed assets as a percentage of gross (Net book value of fixed assets / Gross value of percent
value of fixed assets fixed assets) * 100.0
Fixed asset transactions resulting from physical (Number of fixed asset transactions from physical percent
inventories as a percentage of total fixed asset inventories / Number of fixed asset transactions) *
transactions 100.0
"Perform general accounting and reporting" fixed-asset accounting" * 100) / (Number of FTEs
allocated to the process "Perform fixed-asset who perform the process "manage policies and
accounting" procedures" + Number of FTEs who perform the
Total value of Assets Under Management per Total value of Assets Under Management for the dollars
$1,000 revenue overall organization / (Total annual revenue for
retail banking operation * .001)
Overhead and other costs to perform the process (Overhead and other cost to perform the process percent
"perform fixed-asset accounting" as apercentage of "perform fixed-asset accounting" / Total cost to
total process cost perform the process "perform fixed-asset
accounting") * 100
Personnel cost to perform the process "Perform Personnel cost to perform the process "perform dollars
financial reporting" per process FTE financial reporting" / Number of FTEs who perform
the process "perform financial reporting"
financial reporting" per $100,000 revenue financial reporting" / (Total business entity revenue
* 0.00001)
Total cost to perform the process "perform financial Total cost to perform the process "perform financial dollars
reporting" per $1,000 revenue reporting" / (Total business entity revenue * 0.001)

Total cost to perform the process "perform financial Total cost to perform the process "perform financial dollars
reporting" per process FTE reporting" / Number of FTEs who perform the
process "perform financial reporting"
* 0.001)
*.0010)
Cycle time in days to complete the monthly Cycle time in days to complete the monthly days
consolidated financial statements consolidated financial statements
Cycle time in days from producing annual flash Cycle time in calendar days from producing flash days
reports to completing consolidated annual financial reports and completing the consolidated financial
statements statements
Cycle time in calendar days from producing Cycle time in calendar days from producing days
monthly flash reports to completing the monthly monthly flash reports and completing the monthly
consolidated financial statements consolidated financial statements
Cycle time in days between completion of annual Cycle time in days between completion of days
consolidated financial statements and the release consolidated financial statements and the release
of earnings of earnings
Cycle time in days between completion of Cycle time in days between completion of days
quarterly consolidated financial statements and quarterly consolidated financial statements and
the release of earnings the release of earnings
financial reporting" per $1 billion revenue financial reporting" / (Total business entity revenue
* 0.000000001)
to the process "perform financial reporting" financial reporting" / Number of FTEs who perform

"Perform general accounting and reporting" financial reporting" * 100) / (Number of FTEs who
allocated to the process "Perform financial perform the process "manage policies and
reporting" procedures" + Number of FTEs who perform the
"perform financial reporting" that perform financial reporting" who perform management
process "perform financial reporting") * 100
Actual capital expenditure as a percentage of (Actual capital spending one year prior / Capital percent
budgeted capital expenditures for one year prior expenditure budget one year prior) * 100.0
Actual capital expenditure as a percentage of (Actual capital spending two years prior / Capital percent
budgeted capital expenditures for two years prior expenditure budget two years prior) * 100.0
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
revenue business entity revenue *.0010)
capital planning and project approval" per $1,000 capital planning and project approval" / (Total
Total cost to perform the process "perform capital Total cost to perform the process "perform capital dollars
planning and project approval" per $1,000 revenue planning and project approval" / (Total business
capital planning and project approval" per capital planning and project approval" / (Total

capital planning and project approval" per process capital planning and project approval" / Number of
FTE FTEs who perform the process "perform capital
planning and project approval"
Cycle time in days to approve a capital project Cycle time in days to approve a capital project days
capital planning and project approval" per $1 capital planning and project approval" / (Total
billion revenue business entity revenue * .000000001)
Actual capital expenditure as a percentage of (Actual capital spending for most recent year / percent
budgeted capital expenditures for the most recent Capital expenditure budget for most recent year) *
year 100.0
Number of approved capital projects per FTE that Number of capital projects approved in the past 12 approved projects
performs the process "perform capital planning months / Number of FTEs who perform the process
and project approval" "perform capital planning and project approval"
to the process "perform capital planning and capital planning and project approval" / Number of
project approval" FTEs who perform the function "manage financial
resources") * 100
capital project accounting" per process FTE capital project accounting" / Number of FTEs who
accounting"
capital project accounting" per $100,000 revenue capital project accounting" / (Total business entity
revenue * 0.000010)
Total cost to perform the process "perform capital (Total cost to perform the process "perform capital dollars
project accounting" per process FTE project accounting"/Number of FTEs who perform
the process "perform capital project accounting")

Total cost to perform the process "perform capital Total cost to perform the process "perform capital dollars
project accounting" per $1,000 revenue project accounting" / (Total business entity revenue
* 0.0010)
Total cost of the process "perform capital project Total cost to perform the process "perform capital dollars
accounting" per approved capital project project accounting" / Number of capital projects
approved in the past 12 months
revenue * 0.001)
revenue *.0010)
Number of capital projects not budgeted as a (Approved and non-budgeted capital projects / percent
percentage of approved projects Number of capital projects approved in the past 12
months) * 100.0
capital project accounting" per $1 billion revenue capital project accounting" / (Total business entity
revenue * .000000001)
to the process "perform capital project accounting" capital project accounting" / Number of FTEs who
* 100
Systems cost to perform the process "report time" (Percentage of internal cost to perform the process dollars
per $100,000 revenue "report time" allocated to systems costs *
Total cost to perform the process "report time") /

Outsourced cost to perform the process "report (Total cost to perform the process "report time" * dollars
time" per $1,000 revenue Percentage of total cost to perform the process
"report time" allocated to external costs * .01)/
Personnel cost to perform the process "report time" (Total cost to perform the process "report time" * dollars
per $1,000 revenue Percentage of total cost to perform the process
time" allocated to personnel costs * 0.0001) / (Total
Personnel cost to perform the process "report time" (Percentage of internal costs of the process "report dollars
per employee paid time" allocated to personnel costs * Percentage of
total cost to perform the process "report time"
perform the process "report time") / Total number
of employees paid
Total cost to perform the process "report time" per Total cost to perform the process "report time" / dollars
$1,000 revenue (Total business entity revenue * 0.001)
employee paid Total number of employees paid
time record processed Number of time records processed
Systems cost to perform the process "report time" (Percentage of internal cost to perform the process dollars
per employee paid "report time" allocated to systems costs *
Total cost to perform the process "report time") /
Total number of employees paid

Outsourced cost to perform the process "report (Total cost to perform the process "report time" * dollars
time" per employee paid Percentage of total cost to perform the process
"report time" allocated to external costs * .01) /
Total number of employees paid
Overhead and other costs to perform the process (Total cost to perform the process "report time" * dollars
"report time" per employee paid Percentage of total cost to perform the process
0001)/Total number of employees paid
Overhead and other costs to perform the process (Total cost to perform the process "report time" * dollars
"report time" per $1,000 revenue Percentage of total cost to perform the process
0001)/(Total business entity revenue * 0.001)
Cycle time in business days to process time record Cycle time in business days from receiving the days
data and enter into payroll system time record from the employee and entering the
data into the payroll system
Number of FTEs that perform the process "report Number of FTEs who perform the process "report FTEs
time" per $1 billion revenue time" / (Total business entity revenue *
0.000000001)
time" per 1,000 employees paid time" / (Total number of employees paid * 0.001)
Percentage of time records that are submitted Percentage of time records submitted electronically percent
electronically
Percentage of time records that are entered Percentage of time records entered manually percent
manually into the payroll system
Percentage of time records that are processed first Percentage of time records processed error-free the percent
time error free first time

Percentage of time records that are returned to the Percentage of time records returned to the the field percent
employee/field for validation and/or correction for validation and/or correction
Number of time records processed per FTE that Number of time records processed / Number of time records
performs the process "report time" FTEs who perform the process "report time"
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "report percent
to the process "report time" time" / Number of FTEs who perform the function
"manage financial resources") * 100
Percentage of total FTEs that perform the process (Number of FTEs who perform the process "report percent
group "process payroll" that perform the process time" /(Number of FTEs who perform the process
"report time" "report time"+Number of FTEs who perform the
process "manage pay"+Number of FTEs who
perform the process "process payroll taxes") ) *
100
Systems cost to perform the process "manage pay" (Percentage of internal cost to perform the process dollars
per $100,000 revenue "manage pay" allocated to systems costs *
cost to perform the process "manage pay" ) / (Total
Overhead and other costs to perform the process (Total cost to perform the process "manage pay" * dollars
"manage pay" per employee paid Percentage of total cost of the process "manage
allocated to overhead and other costs * .
Overhead and other costs to perform the process (Total cost to perform the process "manage pay" * dollars
"manage pay" per $1,000 revenue Percentage of total cost of the process "manage
allocated to overhead and other costs * .0001)/

Outsourced cost to perform the process "manage (Total cost to perform the process "manage pay" * dollars
pay" per employee paid Percentage of total cost to perform the process
"manage pay" allocated to external costs * .
Systems cost to perform the process "manage pay" (Percentage of internal cost to perform the process dollars
per employee paid "manage pay" allocated to systems costs *
cost to perform the process "manage pay" ) / Total
Total cost to perform the process "manage pay" per Total cost to perform the process "manage pay" / dollars
$1,000 revenue (Total business entity revenue * 0.001)
employee paid Total number of employees paid
payroll disbursement Number of payroll disbursements
Personnel cost to perform the process "manage (Total cost to perform the process "manage pay" * dollars
pay" per $1,000 revenue Percentage of total cost of the process "manage
allocated to personnel costs * 0.0001) / (Total
pay" per employee paid "manage pay" allocated to personnel costs *
cost to perform the process "manage pay" ) / Total

Outsourced cost to perform the process "manage (Total cost to perform the process "manage pay" * dollars
pay" per $1,000 revenue Percentage of total cost to perform the process
"manage pay" allocated to external costs * .01)/
Cycle time in business days to reflect a new Cycle time in business days from the effective date days
employee in the payroll system of hire for a new employee until they are included
in the payroll system
Cycle time in business days to remove a Cycle time in business days from the effective date days
terminated employee from the payroll system that an employee is terminated until they are
removed from the payroll system
Cycle time in business days to resolve a payroll Cycle time in business days from when an error is days
error identified/reported to when it is fully resolved and
reflected in the accounting records
Cycle time in business days between the time Cycle time in business days between the time days
period cut-off for employees and the payroll period cut-off for employees and the payroll
transmit date transmit date
Cycle time in business days from HR/benefits Cycle time in business days from HR/benefits days
system cut-off until payroll system cut-off date system cut-off until payroll system cut-off date
Cycle time in business days from the payroll Cycle time in business days from the payroll days
system cut-off date until payroll transmit date system cut-off date until payroll transmit date
pay" per $1 billion revenue pay" / (Total business entity revenue * .000000001)
pay" per 1,000 employees paid pay" / (Total number of employees paid * 0.001)
Percentage of payroll disbursements that are Percentage of payroll disbursements that were percent
manual checks/payments manual cheques
Percentage of payroll disbursements that include Percentage of payroll disbursements that were or percent
retroactive pay adjustments included retroactive pay adjustments

Payment errors as a percentage of total payroll Percentage of payroll disbursements with errors percent
disbursements identified after distribution
Number of voided checks/payments as a (Number of checks/payments voided during the percent
percentage of payroll disbursements year / Number of payroll disbursements) * 100
Percentage of employees receiving payroll Percentage of employees receiving payroll percent
disbursements via direct deposit disbursements via direct deposit
Number of payroll-related inquiries as a percentage (Number of payroll inquiries received / Number of percent
of payroll disbursements payroll disbursements) * 100
Number of 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 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"
to the process "manage pay" "manage pay" / Number of FTEs who perform the
Percentage of total FTEs that perform the process (Number of FTEs who perform the process percent
group "process payroll" that perform the process "manage pay" / (Number of FTEs who perform the
"manage pay" process "report time"+Number of FTEs who
perform the process "manage pay"+Number of
taxes")) * 100
Business days the HR/Benefits system is open for Number of business days HR/Benefit system is days
employee data changes, new hires and termination open for employee data changes, new hires, and
during payroll period terminations during payroll period

Systems cost to perform the process "process (Percentage of internal cost to perform the process dollars
payroll taxes" per $100,000 revenue "process payroll taxes" allocated to systems costs *
payroll taxes") / (Total business entity revenue * .
00001)
Outsourced cost to perform the process "process (Total cost to perform the process "process payroll dollars
payroll taxes" per $1,000 revenue taxes" * Percentage of total cost to perform the
external costs * .01)/(Total business entity revenue
* 0.001)
Total cost to perform the process "process payroll Total cost to perform the process "process payroll dollars
taxes" per $1,000 revenue taxes" / (Total business entity revenue * 0.001)
Total cost to perform the process "process payroll Total cost to perform the process "process payroll dollars
taxes" per employee paid taxes" / Total number of employees paid
Personnel cost to perform the process "process (Total cost to perform the process "process payroll dollars
payroll taxes" per $1,000 revenue taxes" * Percentage of total cost to perform the
process "report payroll taxes" allocated to
personnel costs * 0.0001) / (Total business entity
revenue * 0.001)
Personnel cost to perform the process "process (Percentage of internal costs of the process "report dollars
payroll taxes" per employee paid payroll taxes" allocated to personnel costs *
payroll taxes") / Total number of employees paid

Systems cost to perform the process "process (Percentage of internal cost to perform the process dollars
payroll taxes" per employee paid "process payroll taxes" allocated to systems costs *
payroll taxes") / Total number of employees paid
Outsourced cost to perform the process "process (Total cost to perform the process "process payroll dollars
payroll taxes" per employee paid taxes" * Percentage of total cost to perform the
external costs * .01)/Total number of employees
paid
Overhead and other costs to perform the process (Total cost to perform the process "process payroll dollars
"process payroll taxes" per employee paid taxes" * Percentage of total cost to perform the
overhead and other costs * .0001)/Total number of
employees paid
Overhead and other costs to perform the process (Total cost to perform the process "process payroll dollars
"process payroll taxes" per $1,000 revenue taxes" * Percentage of total cost to perform the
overhead and other costs * .0001)/(Total business
Cycle time in business days from notification of Cycle time in business days from notification of days
required garnishment to the time the garnishment required garnishment to the time the garnishment
is processed in the payroll system and scheduled is processed in the payroll system and scheduled
for withholding for withholding

payroll taxes" per $1 billion revenue payroll taxes" / (Total business entity revenue * .
000000001)
payroll taxes" per 1,000 employees paid payroll taxes" / (Total number of employees paid *
0.001)
to the process "process payroll taxes" payroll taxes" / Number of FTEs who perform the
Percentage of total FTEs that perform the process (Number of FTEs who perform the process "process percent
group "process payroll" that perform the process payroll taxes" / (Number of FTEs who perform the
"process payroll taxes" process "report time"+Number of FTEs who
perform the process "manage pay"+Number of
taxes")) * 100
Systems cost to perform the process "process Systems cost to perform the process "process dollars
accounts payable (AP)" per invoice processed accounts payable" / Number of invoices processed
Total value of purchases per net barrel of oil Value of all materials and services purchased / Dollars
equivalent (BOE) Average oil and gas net production (BOE/day)
Total value (in millions) of purchases per gross (Value of all materials and services purchased * . Dollars
operated producing well 000001) / Total operated producing well count
Total value (in millions) of purchases per mile of (Value of all materials and services purchased * . Dollars
pipe 000001) / Total number of miles of pipeline in
service
Total value of purchases per barrel throughput Value of all materials and services purchased / Dollars
Average refining throughput
Total cost to perform the process "process accounts Total cost to perform the process "process accounts Dollars
payable" per thousand barrel of oil equivalent payable (AP)" / (Average oil and gas net production
(BOE) (BOE/day) * .001)

payable" per gross operated producing well payable (AP)" / Total operated producing well count
payable" per mile of pipe payable (AP)" / Total number of miles of pipeline in
service
payable" per thousand barrels throughput payable (AP)" / (Average refining throughput * .
001)
Value of purchases (in millions) per FTE that Value of all materials and services purchased / dollars
performs the process "process accounts payable (Number of FTEs who perform the process "process
(AP)" accounts payable (AP)" * 1000000)
accounts payable (AP)" per $100,000 purchases accounts payable" / (Value of all materials and
accounts payable (AP)" per $100,000 revenue accounts payable" / (Total business entity revenue
* 0.00001)
Personnel cost to perform the process "process Personnel cost to perform the process "process dollars
accounts payable (AP)" per process FTE accounts payable" / Number of FTEs who perform
the process "process accounts payable (AP)"
accounts payable (AP)" per $1,000 purchases accounts payable" / (Value of all materials and
* 0.001)
payable (AP)" as a percentage of revenue accounts payable (AP)" / Total business entity
revenue) * 100

payable (AP)" per process FTE payable (AP)" / Number of FTEs who perform the
process "process accounts payable (AP)"
payable (AP)" per $1 billion revenue payable (AP)" / (Total business entity revenue * .
000000001)
payable" per $1,000 purchases payable (AP)" / (Value of all materials and services
purchased * 0.001)
payable (AP)" per $1,000 revenue payable (AP)" / (Total business entity revenue *
0.001)
payable (AP)" per disbursement/payment payable (AP)" / Total number of disbursements
excluding T&E disbursements
payable (AP)" per invoice line item processed payable (AP)" / Number of invoice line items
processed
Outsourced cost to perform the process "process Outsourced cost to perform the process "process dollars
*0.001)
payable (AP)" per invoice processed payable (AP)" / Number of invoices processed
Overhead and other cost to perform the process (Overhead cost to perform the process "process dollars
"process accounts payable (AP)" per invoice accounts payable" + Costs other than personnel,
processed systems, overhead, and outsourced to perform the
process "process accounts payable") / Number of
invoices processed

accounts payable (AP)" per invoice processed and outsourced to perform the process "process
accounts payable" / Number of invoices processed
payable (AP)" as percentage of selling, general, accounts payable (AP)" / Total SG&A costs ) * 100
and administrative (SGA) costs
Cycle time in days from receipt of invoice until Cycle time in calendar days from the receipt of an days
approved and scheduled for payment invoice to when it is approved and scheduled
Cycle time in days from receipt of invoice until Cycle time in calendar days from receipt of an days
payment is transmitted invoice until payment is transmitted
Cycle time in days to resolve an invoice error Cycle time in calendar days from discovering an days
invoice error to its resolution
Cycle time in hours to enter invoice data into the Cycle time in hours from the receipt of an invoice hours
system to its entry into the accounts payable/invoicing
system
Average cycle time (in calendar days) from the first Average cycle time from the first time an invoice is Days
time an invoice is blocked/parked to the final time blocked/parked until it is unblocked/unparked
the invoice in unblocked/unparked
accounts payable (AP)" per $1 billion revenue accounts payable (AP)" / (Total business entity
revenue * .000000001)
Days payables outstanding in intercompany Days payables outstanding in intercompany days
accounts payable (AP) accounts payable (AP)
Payables outstanding per $1,000 revenue Value of accounts payable / (Total business entity dollars
revenue * 0.0010)

Percentage of disbursements that are first time Percentage of disbursements that is processed percent
error free error-free the first time
Percentage of discounts available that are taken (Number of invoice line items that are paid within percent
the discount period / Number of invoice line items
received that offer a discount) * 100
Percentage of invoice line items received Percentage of invoice line items received percent
electronically electronically
Percentage of invoice line items that are matched Percentage of invoice line items that is matched percent
the first time the first time
Percentage of invoices paid within the discount (Number of invoices paid within discount period / percent
period Number of invoices processed) * 100
Percentage of invoice line items which are Percentage of invoice line items that is entered percent
manually keyed into the financial system into the financial system by manual keying
Percentage of invoice line items matched with a Percentage of invoice line items that is matched percent
purchase order with a purchase order
Percentage of invoice line items paid on time by Percentage of invoice line items your business percent
the business entity entity pays on time
accounts payable (AP)" per $1 billion purchases accounts payable (AP)" / (Value of all materials and
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 invoices processed per FTE that Number of invoices processed / Number of FTEs invoices
performs the process "process accounts payable who perform the process "process accounts
(AP)" payable (AP)"

Number of invoice line items processed per FTE Number of invoice line items processed / Number invoice line items
that performs the process "process accounts of FTEs who perform the process "process 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 invoiced line items per $1,000 Number of invoice line items processed / (Value of invoice line items
purchases all materials and services purchased * 0.001)
Personnel cost to perform the process "Process (Personnel cost to perform the process "process percent
accounts payable" as a percentage of total process accounts payable" / Total cost to perform the
cost process "process accounts payable (AP)") * 100
Systems cost to perform the process "process (Systems cost to perform the process "process percent
accounts payable" as a percentage of the total cost accounts payable" / Total cost to perform the
of the process process "process accounts payable (AP)") * 100
to the process "process accounts payable" accounts payable (AP)" / Number of FTEs who
* 100

Overhead and other cost to perform the process [(Overhead cost to perform the process "process percent
"Process accounts payable" as a percentage of the accounts payable" + Costs other than personnel,
total cost of the process systems, overhead, and outsourced to perform the
process "process accounts payable") / Total cost to
perform the process "process accounts payable
(AP)"] * 100
Percentage of invoices processed through self- Percentage of invoices processed through self- Percent
invoicing invoicing
Payments sent to vendors through electronic funds Number of payments sent through electronic funds Percent
transfer (EFT) as a percentage of the total number transfer (EFT) as a percentage of total payments
of payments sent sent
Payments sent to vendors through automated Number of payments sent through automated Percent
clearing house (ACH) as a percentage of the total clearing house (ACH) as a percentage of total
number of payments sent payments sent
Payments sent to vendors through paper check as Number of payments sent through paper check as Percent
a percentage of the total number of payments sent a percentage of total payments sent
Payments sent to vendors through e-Payable as a Number of payments sent through ePayable as a Percent
percentage of the total number of payments sent percentage of total payments sent
Payments sent to vendors through other methods Number of payments sent through electronic funds Percent
as a percentage of the total number of payments transfer (EFT) as a percentage of total payments
sent sent
Outsourced cost to perform the process "Process (Outsourced cost to perform the process "process percent
accounts payable" as a percentage of the total cost accounts payable" / Total cost to perform the
of the process process "process accounts payable (AP)") * 100
Percentage of invoices paid on time Percentage of invoices paid on time Percent
Number of invoices processed per $1,000 of Number of invoices processed / (Value of all invoices
purchases materials and services purchased * 0.001)

"process accounts payable" that perform accounts payable" who perform management
process "process accounts payable (AP)") * 100
Number of payables invoices processed per $1 Number of invoices processed/(Total business invoices processed
million revenue entity revenue*0.000001)
Total cost to perform the process "process expense (Total cost to perform the process "process percent
reimbursements" as percentage of selling, general, expense reimbursements" / Total SG&A costs ) *
and administrative (SGA) costs 100
Personnel cost of the process "process expense Personnel cost to perform the process "process dollars
reimbursements" per T&E disbursement expense reimbursements" / Number of T&E
disbursements
Systems cost of the process "process expense Systems cost to perform the process "process dollars
disbursements
Overhead cost of the process "process expense Overhead cost to perform the process "process dollars
disbursements
Outsourced cost of the process "process expense Outsourced cost to perform the process "process dollars
disbursements
Other cost of the process "process expense Costs other than personnel, systems, overhead, dollars
reimbursements" per T&E disbursement and outsourced to perform the process "process
expense reimbursements" / Number of T&E
disbursements

Overhead and other cost to perform the process (Overhead cost to perform the process "process dollars
"process expense reimbursements" per T&E expense reimbursements" + Costs other than
disbursement personnel, systems, overhead, and outsourced to
reimbursements") / Number of T&E disbursements
expense reimbursements" per $1,000 revenue expense reimbursements" / (Total business entity
revenue *0.001)
expense reimbursements" per process FTE expense reimbursements" / Number of FTEs who
reimbursements"
Total cost to perform the process "process expense (Total cost to perform the process "process percent
reimbursements" as a percentage of revenue expense reimbursements" / Total business entity
revenue ) * 100
Total cost to perform the process "process expense Total cost to perform the process "process expense dollars
reimbursements" per process FTE reimbursements" / Number of FTEs who perform
the process "process expense reimbursements"
reimbursements" per $1 billion revenue reimbursements" / (Total business entity revenue *
0.000000001)
Total cost to perform the process "Process expense Total cost to perform the process "process expense dollars
reimbursements" per $1,000 of T&E expenditures reimbursements" / (Total value of T&E expenditures
* 0.001)
reimbursements" per $1,000 revenue reimbursements" / (Total business entity revenue *
0.001)

reimbursements" per T&E disbursement reimbursements" / Number of T&E disbursements
revenue * 0.001)
Personnel cost of the process "process expense Personnel cost to perform the process "process dollars
reimbursements" per $100,000 of T&E expense reimbursements" / (Total value of T&E
expenditures expenditures * 0.00001)
Systems cost of the process "process expense Systems cost to perform the process "process dollars
reimbursements" per $100,000 of T&E expense reimbursements" / (Total value of T&E
revenue * 0.00001)
Cycle time in days to approve and schedule T&E Cycle time in calendar days from the receipt of an days
reimbursements expense report to its approval and scheduling for
payment
expense reimbursements" per $1 billion revenue expense reimbursements" / (Total business entity
revenue * .000000001)
Percentage of total T&E expenditures made using (Total value of cash advances / Total value of T&E percent
cash advances expenditures) * 100.0
Percentage of expense report exception line items (Number of expense report line items with percent
exceptions / Expense report line items) * 100
expense reimbursements" per $1 million T&E expense reimbursements" / (Total value of T&E
Number of expense report line items per FTE that Expense report line items / Number of FTEs who expense report line
performs the process "process expense perform the process "process expense items
reimbursements" reimbursements"

Number of T&E disbursements per "process Number of T&E disbursements / Number of FTEs disbursements
expense reimbursements" FTE who perform the process "process expense
reimbursements"
Number of expense report line items per $1,000 Expense report line items / (Total value of T&E expense report line
T&E expenditure expenditures * 0.001) items
"process expense reimbursements" that perform expense reimbursements" who perform
reimbursements") * 100
to the process "process expense reimbursements" expense reimbursements" / Number of FTEs who
* 100
Personnel cost of the process "Process expense (Personnel cost to perform the process "process percent
reimbursements" as a percentage of total cost for expense reimbursements" / Total cost to perform
the process the process "process expense reimbursements") *
100
Systems cost to perform the process "Process (Systems cost to perform the process "process percent
expense reimbursements" as a percentage of the expense reimbursements" / Total cost to perform
total cost of the process the process "process expense reimbursements") *
100
Overhead and other cost to perform the process [(Overhead cost to perform the process "process percent
"Process expense reimbursements" as a expense reimbursements" + Costs other than
percentage of the total cost of the process personnel, systems, overhead, and outsourced to
reimbursements") / Total cost to perform the
process "process expense reimbursements"] * 100

Outsourced cost to perform the process "Process (Outsourced cost to perform the process "process percent
expense reimbursements" as a percentage of the expense reimbursements" / Total cost to perform
total cost of the process the process "process expense reimbursements") *
100
Days cash on hand Days cash on hand days
Total cost of the process group "manage treasury Total cost to perform the process group "manage dollars
operations" per bank used in cash collection treasury operations" / Number of banks used in
network organization's cash collection network
operations" per bank used in cash disbursement treasury operations" / Number of banks used in
network organization's cash disbursement network
Cycle time in hours to initiate, approve, and Cycle time in hours to initiate, approve, and hours
dispatch a wire transfer dispatch a wire transfer
Cycle time in hours to reconcile a single bank Cycle time in hours to reconcile a single bank hours
account account from bank account statement receipt
through ending book balance reconciliation
Average cycle time in hours to develop a short- Cycle time in hours to develop a short-term cash hours
term cash flow forecast flow forecast
Average cycle time in hours for the organization to Cycle time in hours to concentrate/physically pool hours
concentrate/physically pool cash and establish a cash and establish a daily cash position
daily cash position
Cycle time in days to refresh the cash flow forecast Cycle time in calendar days to refresh cash flow days
forecast
Average cycle time in minutes for the organization Cycle time in hours to concentrate/physically pool minutes
to concentrate/physically pool cash and establish a cash and establish a daily cash position * 60
daily cash position
Number of banks used in cash collection network Number of banks used in organization's cash banks
per $1 billion revenue collection network / (Total business entity revenue
* .000000001)

Number of banks used in cash disbursement Number of banks used in organization's cash banks
network per $1 billion revenue disbursement network / (Total business entity
revenue * .000000001)
Number of banks used in cash collection network Number of banks used in organization's cash banks
per FTE that performs the process group "manage collection network / Number of FTEs who perform
treasury operations" the process group "manage treasury operations"
Number of banks used in cash disbursement Number of banks used in organization's cash banks
network per FTE that performs the process group disbursement network / Number of FTEs who
"Manage treasury operations" perform the process group "manage treasury
operations"
Systems cost to perform the process "establish Systems cost to perform the process "establish dollars
internal controls, policies, and procedures" per internal controls, policies, and procedures" / (Total
Risk assessment cost as a percentage of total cost Percentage of cost to perform the process percent
to perform the process "establish internal controls, "establish internal controls, policies, and
policies, and procedures" procedures" allocated to risk assessment
Total cost to perform the process "establish internal Total cost to perform the process "establish internal dollars
controls, policies, and procedures" per $1,000 controls, policies, and procedures" / (Total business
Personnel cost to perform the process "establish Personnel cost to perform the process "establish dollars
Outsourced cost to perform the process "establish Outsourced cost to perform the process "establish dollars
$1,000 revenue business entity revenue *.0010)
Number of FTEs that perform the process Number of FTEs who perform the process FTEs
"establish internal controls, policies, and "establish internal controls, policies, and
procedures" per $1 billion revenue procedures" / (Total business entity revenue *
0.000000001)

to the process "establish internal controls, policies, "establish internal controls, policies, and
and procedures" procedures" / Number of FTEs who perform the
Percentage of independent members on the audit (Number of audit committee independent percent
committee members / (Number of audit committee
officers/employees + Number of other non-
independent members on the audit committee +
Number of audit committee independent
members)) * 100.0
Percentage of independent members on the (Number of compensation committee independent percent

compensation committee members / (Number of compensation committee
independent members on the compensation
committee + Number of compensation committee
independent members)) * 100.0
Percentage of independent members on the (Number of governance committee independent percent

governance committee members / (Number of governance committee
independent members on the governance
committee + Number of governance committee
Percentage of independent, outside directors on (Number of independent or outside directors on percent

the board the board / Number of directors on the board) *
100.0
Percentage of officers/employees on the audit (Number of audit committee officers/employees / percent
committee (Number of audit committee officers/employees +
Number of other non-independent members on the
audit committee + Number of audit committee

Percentage of officers/employees on the (Number of compensation committee percent
compensation committee officers/employees / (Number of compensation
committee officers/employees + Number of other
non-independent members on the compensation
committee + Number of compensation committee
Percentage of officers/employees on the (Number of governance committee percent

governance committee officers/employees / (Number of governance
committee officers/employees + Number of other
non-independent members on the governance
committee + Number of governance committee
Percentage of other non-independent members on (Number of other non-independent members on percent

the audit committee the audit committee / (Number of audit committee
independent members on the audit committee +
Number of audit committee independent
members)) * 100.0

the compensation committee the compensation committee / (Number of
compensation committee officers/employees +
compensation committee + Number of
compensation committee independent members))
* 100.0

the governance committee the governance committee / (Number of
governance committee officers/employees +
governance committee + Number of governance
committee independent members)) * 100.0
Outsourced cost to perform the process "operate Outsourced cost to perform the process "operate dollars
controls and monitor compliance with internal controls and monitor compliance with internal
controls policies and procedures" per $1,000 controls policies and procedures" / (Total business
revenue entity revenue *.0010)
Total cost to perform the process "operate controls Total cost to perform the process "operate controls dollars
and monitor compliance with internal controls and monitor compliance with internal controls
policies and procedures" per $1,000 revenue policies and procedures" / (Total business entity
revenue * 0.0010)
Cycle time in calendar days (including weekends) Cycle time in calendar days (including weekends) days
from identification of change in risk until changes from identification of change in risk until changes
to risk management policies and procedures are to risk management policies and procedures are
completed and ready for completed and ready for
deployment/communication/implementation by the deployment/communication/implementation by the
business entity business entity

Cycle time in calendar days (including weekends) Cycle time in calendar days (including weekends) days
from the identification of a control violation until from the identification of a control violation until
the violation is reported/communicated to the the violation is reported/communicated to the
control or process owner control or process owner
Cycle time in days from reporting of a control Cycle time in days from reporting of a control days
violation until investigation is completed and violation until investigation is completed and
remediation steps/control changes are developed remediation steps/control changes are developed
Cycle time in days to deploy change in enabling Cycle time in days to deploy change in enabling days
technology technology
controls policies and procedures" per $1 billion controls policies and procedures" / (Total business
Number of primary controls per 1,000 employees Number of identified primary controls / (Number of controls
business entity employees * 0.0010)
Number of times last year employees used existing Number of times employees used existing times
communication channels to report suspected communication channels to report suspected
improprieties per 1,000 employees improprieties in past 12 months / (Number of
Number of control violations per 1,000 business Number of control violations in last twelve months control violations
entity employees pertaining to financial reporting/accounting and/or
security/access to financial records / (Number of
Percentage of primary controls that are automated (Number of automated primary controls / Number percent
of identified primary controls) * 100.0
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "operate percent
to the process "operate controls and monitor controls and monitor compliance with internal
compliance with internal controls policies and controls policies and procedures" / Number of FTEs
procedures" who perform the function "manage financial
resources") * 100

Percentage of total control violations that are new (Number of new control violations in last twelve percent
months / Number of control violations in last twelve
months pertaining to financial reporting/accounting
and/or security/access to financial records) * 100.0
Percentage of primary controls that are detective (Number of detective primary controls / Number of percent
in nature identified primary controls) * 100.0
Percentage of primary controls that are preventive (Number of preventative primary controls / Number percent
in nature of identified primary controls) * 100.0
Self assessments as a percentage of risk Percentage of conducting risk assessment cost percent
assessment cost toward self assessments
Systems cost to perform the process "report on Systems cost to perform the process "report on dollars
internal controls compliance" per $100,000 internal controls compliance" / (Total business
Total cost to perform the process "report on Total cost to perform the process "report on dollars
internal controls compliance" per $1,000 revenue internal controls compliance" / (Total business
Personnel cost to perform the process "report on Personnel cost to perform the process "report on dollars
Outsourced cost to perform the process "report on Outsourced cost to perform the process "report on dollars
entity revenue *.0010)
Previously identified control violations as a (Number of previously identified control violations percent
percentage of total control violations in last twelve months / Number of control violations
in last twelve months) * 100.0
on internal controls compliance" per $1 billion on internal controls compliance" / (Total business

Other as a percentage of risk assessment cost Percentage of the total cost of conducting risk percent
assessments for costs other than self assessments,
independent internal resources, and outside
consultants
Outside consultants as a percentage of risk Percentage of conducting risk assessment cost percent
assessment cost toward outside consultants
Percentage of total finance function FTEs allocated (Number of FTEs who perform the process "report percent
to the process "report on internal controls on internal controls compliance" / Number of FTEs
compliance" who perform the function "manage financial
resources") * 100
Independent internal resources as a percentage of Percentage of conducting risk assessment cost percent
risk assessment cost toward independent internal resources
Ratio of tax strategy to tax filing staff at the Ratio of tax strategy to tax filing staff at business Percent
finance shared services center entity
Percentage of daily cash balances versus forecast Percentage of daily cash balances versus forecast percent
Maximum value of credit that can be extended to Maximum credit that can be extended to new dollars
new customers without approval customers without approval
Maximum value of credit that can be extended to Maximum credit that can be extended to existing dollars
existing customers without approval customers without approval
"process customer credit" who establish credit customer credit" who establish credit policies /
policies Number of FTEs who perform the process "process
customer credit") * 100.0
"process customer credit" who analyze/approve customer credit" who analyze/approve new
new account applications account applications / Number of FTEs who perform
the process "process customer credit") * 100.0

"process customer credit" who review existing customer credit" who review existing accounts /
accounts Number of FTEs who perform the process "process
customer credit") * 100.0
"process customer credit" who produce customer credit" who produce credit/collection
credit/collection reports reports / Number of FTEs who perform the process
"process customer credit") * 100.0
Number of updates to the customer master file per Number of updates to customer master file / updates
FTE that performs the process "invoice customer" Number of FTEs who perform the process "invoice
and maintains customer/product master files customer" who maintain customer/product master
files
the process "invoice customer" and maintains file / Number of FTEs who perform the process
customer/product master files "invoice customer" who maintain customer/product
master files
"invoice customer" who maintain customer/product customer" who maintain customer/product master
master files files / Number of FTEs who perform the process
"invoice customer" who generate customer billing customer" who generate customer billing data /
data Number of FTEs who perform the process "invoice
customer") * 100.0
"invoice customer" who transmit billing data to customer" who transmit billing data to customer /
customers Number of FTEs who perform the process "invoice
customer") * 100.0

"invoice customer" who post accounts receivable customer" who post accounts receivable entries /
entries Number of FTEs who perform the process "invoice
customer") * 100.0
"invoice customer" who resolve customer billing customer" who resolve customer billing inquiries /
inquiries Number of FTEs who perform the process "invoice
customer") * 100.0
Maximum value of uncollectable balance that can Highest value of uncollectable balance that can be dollars
be written off without approval written off without approval
"manage financial policies and procedures" that "manage policies and procedures" who negotiate
perform the activity "negotiate service-level service level agreements / Number of FTEs who
agreements" perform the process "manage policies and
procedures") * 100
"manage financial policies and procedures" that "manage policies and procedures" who establish
perform the activity "establish accounting policies" accounting policies / Number of FTEs who perform
the process "manage policies and procedures") *
100
"manage financial policies and procedures" that "manage policies and procedures" who set up and
perform the activity "set and enforce approval enforce approval limits / Number of FTEs who
limits" perform the process "manage policies and
procedures") * 100
"manage financial policies and procedures" that "manage policies and procedures" who establish
perform the activity "establish common financial common financial systems / Number of FTEs who
systems" perform the process "manage policies and
procedures") * 100

"perform general accounting" that perform the general accounting" who maintain a chart of
activity "maintain chart of accounts" accounts / Number of FTEs who perform the
"perform general accounting" that perform the general accounting" who process journal entries /
activity "process journal entries" Number of FTEs who perform the process "perform
general accounting") * 100
Percentage of journal entry line items that are Percentage of journal entry line items that are percent
intercompany intercompany
Percentage of journal entry line items that are Percentage of journal entry line items that are percent
corrective/adjusting corrective/adjusting
Percentage of journal entry line items that are first Percentage of journal entry line items that are first percent
time/originating time/originating
Percentage of journal entry line items of types Percentage of journal entry line items of other percent
other than intercompany, corrective/adjusting, or types
first time/originating
"perform general accounting" that perform the general accounting" who process allocations /
activity "process allocations" Number of FTEs who perform the process "perform
"perform general accounting" that perform the general accounting" who process period end
activity "process period end adjustments" adjustments / Number of FTEs who perform the
Percentage of total accruals generated using a fully Percentage of total accruals generated by percent
automated method automated methods
Percentage of total accruals generated using a fully Percentage of total accruals generated manually percent
manual method
Percentage of total accruals generated using both Percentage of total accruals generated by hybrid percent
automation and manual methods methods

"perform general accounting" that perform the general accounting" who post and reconcile
activity "post and reconcile intercompany intercompany transactions / Number of FTEs who
transactions" perform the process "perform general accounting")
* 100
Number of intercompany transactions per business (Number of journal entry line items processed * transactions
unit supported Percentage of journal entry line items that are
intercompany * 0.01) / Number of business entities
for which your business entity processes
intercompany transactions
Percentage of intercompany transactions Percentage of intercompany transactions percent

processed using a fully automated method processed by automated methods
processed using a fully manual method processed manually
processed using both automation and manual processed by hybrid methods
methods
"perform general accounting" that perform the general accounting" who reconcile general ledger
activity "reconcile general ledger accounts" accounts / Number of FTEs who perform the
"perform general accounting" that perform the general accounting" who perform consolidations /
activity "perform consolidations and process Number of FTEs who perform the process "perform
eliminations" general accounting") * 100
"perform general accounting" that perform the general accounting" who prepare trial balance /
activity "prepare trial balance" Number of FTEs who perform the process "perform

"perform general accounting" that perform the general accounting" who prepare and post
activity "prepare and post management management adjustments / Number of FTEs who
adjustments" perform the process "perform general accounting")
* 100
Percentage of fixed asset transactions handled Percentage of fixed asset transactions that are percent
automatically without human intervention handled automatically without human intervention
"perform financial reporting" that perform the financial reporting" who prepare business unit
activity "prepare business unit financial financial statements / Number of FTEs who perform
statements" the process "perform financial reporting") * 100
"perform financial reporting" that perform the financial reporting" who prepare consolidated
activity "prepare consolidated financial financial statements / Number of FTEs who perform
statements" the process "perform financial reporting") * 100
"perform financial reporting" that perform the financial reporting" who perform business unit
activity "perform business unit reporting/review management reporting / Number of FTEs who
management reports" perform the process "perform financial reporting")
* 100
"perform financial reporting" that perform the financial reporting" who perform consolidated
activity "perform consolidated reporting/review of management reporting / Number of FTEs who
cost management reports" perform the process "perform financial reporting")
* 100

"perform financial reporting" that perform the financial reporting" who prepare statements for
activity "prepare statements for board review" board / Number of FTEs who perform the process
"perform financial reporting") * 100
"perform financial reporting" that perform the financial reporting" who produce quarterly/annual
activity "produce quarterly/annual filings and shareholder financial report / Number of FTEs who
shareholder reports" perform the process "perform financial reporting")
* 100
"perform financial reporting" that perform the financial reporting" who produce regulatory reports
activity "produce regulatory reports" / Number of FTEs who perform the process
"perform financial reporting") * 100
"process accounts payable" that perform the accounts payable" who maintain AP/PO vendor
activity "verify AP pay file with purchase order master file / Number of FTEs who perform the
vendor master file" process "process accounts payable (AP)") * 100
"process accounts payable" that perform the accounts payable" who maintain/manage
activity "maintain/manage electronic commerce" electronic commerce / Number of FTEs who
perform the process "process accounts payable
(AP)") * 100
"process accounts payable" that perform the accounts payable" who audit invoices/key data into
activity "audit invoices/key data into AP system" AP system / Number of FTEs who perform the

Percentage of invoice line items which are entered Percentage of invoice line items that is entered percent
into the financial system via Electronic Data into the financial system by EDI
Interchange (EDI)
Percentage of invoice line items which are scanned Percentage of invoice line items that is entered percent
into the financial system into the financial system by scanning
Percentage of invoice line items which are entered Percentage of invoice line items that is entered percent
into the financial system via some other method into the financial system by other methods
than manual entry, scanning, or EDI
Percentage of invoice line items approved by two- Percentage of invoice line items that is approved percent
way matching by two-way matching
Percentage of invoice line items approved by three- Percentage of invoice line items that is approved percent
way matching by three-way matching
Percentage of invoice line items approved by pre- Percentage of invoice line items that is approved percent
approved procurement card by pre-approved procurement cards
Percentage of invoice line items approved by pre- Percentage of invoice line items that is approved percent
approved blanket codes by pre-approved blanket codes
Percentage of invoice line items approved by Percentage of invoice line items that is approved percent
evaluated (automatic) receipt settlement by evaluated (automatic) receipt settlement
Percentage of invoice line items approved by Percentage of invoice line items that is approved percent
replenishment/vendor managed inventory by replenishment/vendor managed inventory
Percentage of invoice line items approved by a Percentage of invoice line items that is approved percent
method other than matching, procurement card, by other methods
blanket codes, auto receipt settlement, or VMI
"process accounts payable" that perform the accounts payable" who approve payments /
activity "approve payments" Number of FTEs who perform the process "process
accounts payable (AP)") * 100

"process accounts payable" that perform the accounts payable" who process financial accruals
activity "process financial accruals and reversals" and reversals / Number of FTEs who perform the
"process accounts payable" that perform the accounts payable" who process taxes / Number of
activity "process payroll taxes" FTEs who perform the process "process accounts
payable (AP)") * 100
Average elapsed time in calendar days (including Cycle time in days from identifying a disbursement days
weekends) from the time when a disbursement error to its resolution
error is identified to the time it is fully resolved
"process accounts payable" that perform the accounts payable" who research/resolve
activity "research/resolve payroll exceptions" exceptions / Number of FTEs who perform the
Percentage of total annual number of Percentage of disbursements processed that are percent
disbursements processed which are duplicate or duplicate/erroneous payments
erroneous payments
Percentage of disbursements submitted Percentage of disbursements processed that are percent
electronically submitted electronically
"process accounts payable" that perform the accounts payable" who process payments /
activity "process payments" Number of FTEs who perform the process "process
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"

"process accounts payable" that perform the accounts payable" who respond to inquiries /
activity "respond to AP inquiries" Number of FTEs who perform the process "process
"process accounts payable" that perform the accounts payable" who retain records / Number of
activity "retain records" FTEs who perform the process "process accounts
payable (AP)") * 100
"process accounts payable" that perform the accounts payable" who adjust accounting records /
activity "adjust accounting records" Number of FTEs who perform the process "process
"process expense reimbursements" that perform expense reimbursements" who establish expense
the activity "establish and communicate expense reimbursement and approval limits / Number of
reimbursement policies and approval limits" FTEs who perform the process "process expense
"process expense reimbursements" that perform expense reimbursements" who capture and report
the activity "capture and report relevant tax data" relevant tax data / Number of FTEs who perform
the process "process expense reimbursements") *
100
"process expense reimbursements" that perform expense reimbursements" who approve
the activity "approve reimbursements and reimbursements and advances / Number of FTEs
advances" who perform the process "process expense

"process expense reimbursements" that perform expense reimbursements" who process
the activity "process reimbursements and reimbursements and advances / Number of FTEs
advances" who perform the process "process expense
"process expense reimbursements" that perform expense reimbursements" who manage personnel
the activity "manage personnel accounts" accounts / Number of FTEs who perform the
process "process expense reimbursements") * 100
Total square feet of all retail store space disposed (Square feet of stores disposed in the last year / percent
as a percentage of retail store space available Total square feet of all retail space available at the
beginning of the present financial year or end of
the previous financial year) * 100
Average annual build cost per square feet for new Cost per square foot for new buildings (store and dollars
retail stores and warehouses warehouse)
Total annual retail real estate cost as a percentage Real estate cost as a percentage of direct sales percent
of direct retail sales revenue, excluding franchisee (excluding franchisee commission)
commission
Total number of compliance and ethics services Number of FTEs dedicated to the compliance and FTEs
FTEs per $1 billion revenue ethics services function / (Total business entity
revenue * 0.000000001)
Total cost to perform the compliance and ethics (Total cost of the compliance and ethics services percent
services function as a percentage of selling, function /Total SG&A costs) * 100
general, and administrative cost (SG&A)
Total cost to perform the compliance and ethics (Total cost of the compliance and ethics services percent
services function as a percentage of revenue function /Total business entity revenue) * 100
process "manage corporate compliance and ethics FTEs dedicated to the process "manage corporate
program” compliance and ethics program"

Total cost, excluding overhead cost, for the Total cost, excluding overhead cost, for knowledge dollars
business entity's knowledge management program management program, initiative, or service /
per business entity employee Number of business entity employees
business entity's knowledge management program management program, initiative, or service /
per FTE that directly supports it Number of FTEs that directly support the
knowledge management program, initiative, or
service
Personnel (staff) costs directly associated with Personnel (staff) costs directly associated with KM dollars
leading, managing, and supporting the KM program / (Total business entity revenue * 0.001)
program, initiative, or service per $1,000 revenue
Personnel (contractor) costs directly associated Personnel (contractor) costs directly associated dollars
with leading, managing, and supporting the KM with KM program / (Total business entity revenue *
program, initiative, or service per $1,000 revenue 0.001)
External/outsourcing costs directly associated with External/outsourcing costs directly associated with dollars
leading, managing, and supporting the KM KM program / (Total business entity revenue *
program, initiative, or service per $1,000 revenue 0.001)
Systems costs for KM applications, platforms, and Systems costs for KM program applications, dollars
related technology per $1,000 revenue platforms, and related technology / (Total business
Costs for KM meetings, events, marketing, and Costs for KM program meetings, events, marketing, dollars
training per $1,000 revenue and training / (Total business entity revenue *
0.001)
KM costs other than personnel for staff and KM program costs other than personnel for staff dollars
contractor personnel, outsourcing, systems, and contractor, outsourcing, systems, meetings,
meetings, events, marketing, and training per events, marketing, and training / (Total business
$1,000 revenue entity revenue * 0.001)

Funding for KM program, initiative, or service from (Percentage of total funding for KM program, dollars
central/enterprise funding source per $1,000 initiative, or service from central/enterprise
revenue funding source * Total cost, excluding overhead
cost, for knowledge management program,
initiative, or service * .01) / (Total business entity
revenue * 0.001)
allocations from business units, functions, or initiative, or service from allocations from business
groups leveraging KM services per $1,000 revenue units, functions, or groups leveraging KM services *
Total cost, excluding overhead cost, for knowledge
management program, initiative, or service * .01) /
sources other than central/enterprise funding initiative, or service from sources other than
source or allocations from business units, central/enterprise funding source or allocations
functions, or groups leveraging KM services per from business units, functions, or groups
$1,000 revenue leveraging KM services * Total cost, excluding
overhead cost, for knowledge management
program, initiative, or service * .01) / (Total
business entity's knowledge management program management program, initiative, or service / (Total
per $1,000 revenue business entity revenue * 0.001)
Number of FTEs that directly support business Number of FTEs that directly support the FTEs
entity's knowledge management program per $1 knowledge management program, initiative, or
billion revenue service / (Total business entity revenue *
0.000000001)
Percentage of KM applications, platforms, or Percentage of KM applications, platforms, or percent
technologies hosted in the cloud technologies hosted in the cloud

Percentage of KM applications, platforms, or Percentage of KM applications, platforms, or percent
technologies hosted on-premises technologies hosted on-premises
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
Percentage of total funding for KM program, Percentage of total funding for KM program, percent
initiative, or service from sources other than initiative, or service from sources other than
central/enterprise funding source or allocations central/enterprise funding source or allocations
from business units, functions, or groups from business units, functions, or groups
leveraging KM services leveraging KM services
Percentage of total cost for knowledge (Personnel (staff) costs directly associated with KM percent
management program, initiative, or service program / Total cost, excluding overhead cost, for
allocated to personnel (staff) costs directly knowledge management program, initiative, or
associated with KM service) * 100
Percentage of total cost for knowledge (Personnel (contractor) costs directly associated percent
management program, initiative, or service with KM program / Total cost, excluding overhead
allocated to personnel (contractor) costs directly cost, for knowledge management program,
associated with KM initiative, or service) * 100
Percentage of total cost for knowledge (External/outsourcing costs directly associated with percent
management program, initiative, or service KM program / Total cost, excluding overhead cost,
allocated to external/outsourcing costs directly for knowledge management program, initiative, or
associated with KM service) * 100
Percentage of total cost for knowledge (Systems costs for KM program applications, percent
management program, initiative, or service platforms, and related technology / Total cost,
allocated to systems costs for KM applications, excluding overhead cost, for knowledge
platforms, and related technology management program, initiative, or service) * 100
Percentage of total cost for knowledge (Costs for KM program meetings, events, percent
management program, initiative, or service marketing, and training / Total cost, excluding
allocated to KM meetings, events, marketing, and overhead cost, for knowledge management
training program, initiative, or service) * 100

Percentage of total cost for knowledge (KM program costs other than personnel for staff percent
management program, initiative, or service and contractor, outsourcing, systems, meetings,
allocated to other KM costs events, marketing, and training / Total cost,
excluding overhead cost, for knowledge
management program, initiative, or service) * 100
Percentage of funding for KM applications, Percentage of funding for KM applications, percent

platforms, or technologies from the KM program, platforms, or technologies from the KM program,
initiative, or service initiative, or service
platforms, or technologies from the IT platforms, or technologies from the IT
group/function group/function
platforms, or technologies from one or more platforms, or technologies from one or more
business units/functions whose employees are end- business units/functions whose employees are end-
users of the application/platform users of the application/platform
platforms, or technologies from another source or platforms, or technologies from another source or
group group
initiative, or service from central/enterprise initiative, or service from central/enterprise
funding source funding source
initiative, or service from allocations from business initiative, or service from allocations from business
units, functions, or groups leveraging KM services units, functions, or groups leveraging KM services
Percentage of business entity employees that (Number of employees that participate in percent
participate in approaches and activities included in approaches and activities included in KM program,
KM program, initiative, or service initiative, or service / Number of business entity
employees) * 100

Ratio of estimated business value generated by KM (Estimated business value generated by KM percent
program, initiative, or service to cost for program, initiative, or service / Total cost,
knowledge management program, initiative, or excluding overhead cost, for knowledge
service management program, initiative, or service) * 100
Number of business entity employees that Number of employees that participate in employees
participate in approaches and activities included in approaches and activities included in KM program,
KM program, initiative, or service per $1 billion initiative, or service / (Total business entity
Estimated business value generated by KM Estimated business value generated by KM dollars
program, initiative, or service per $1,000 revenue program, initiative, or service / (Total business
Estimated business value generated by KM Estimated business value generated by KM dollars
program, initiative, or service per FTE that directly program, initiative, or service / Number of FTEs
supports the business entity's knowledge that directly support the knowledge management
management program program, initiative, or service
directly supports the business entity's knowledge FTEs that directly support the knowledge
management program management program, initiative, or service
Percentage of digital sales of core Percentage of digital sales of core products percent
telecommunications products which include one or including one or more attachments, where
more attachments attachment bought in same digital transaction as
core product
operations" per foreign currency involved in foreign treasury operations" / Number of foreign
exchange hedging program currencies involved in foreign exchange hedging
program
Number of foreign currencies involved in foreign Number of foreign currencies involved in foreign foreign currencies
exchange hedging program per FTE that performs exchange hedging program / Number of FTEs who
the process group "Manage treasury operations" perform the process group "manage treasury
operations"

Number of foreign currencies involved in foreign Number of foreign currencies involved in foreign foreign currencies
exchange hedging program per $1 billion revenue exchange hedging program / (Total business entity
revenue * .000000001)
Systems cost to perform the process group Systems cost to perform the process group dollars
"manage business resiliency and risk", including "manage business resiliency and risk" / (Total
depreciation/amortization, per $100,000 revenue business entity revenue * 0.000010)
Overhead cost to perform the process group Overhead cost to perform the process group dollars
Other cost to perform the process group "manage Costs other than personnel, systems, overhead, dollars
business resiliency and risk", including and outsourced to perform the process group
depreciation/amortization, per $100,000 revenue "manage business resiliency and risk" / (Total
Total cost to perform the process "manage Total cost to perform the process group "manage dollars
business resiliency and risk", including business resiliency and risk" / (Total business entity
depreciation/amortization, per $1,000 revenue revenue * 0.0010)
Total cost to perform the process group "manage ((Percentage of IT cost allocated to the process dollars
business resiliency and risk", including group "manage business resiliency and risk" / 100)
depreciation/amortization, per process FTE * Total annual IT cost (including
depreciation/amortization)) / ((Percentage of FTEs
who perform the function "manage information
technology" perform the process group "manage
business resiliency and risk" / 100) * Number of
FTEs who perform the function "manage
information technology")

Time in weeks to complete projects that address an Time in weeks to complete projects that address an weeks
identified business exposure or opportunity (less identified business exposure or opportunity (less
than 20 percent of total annual revenue) than 20 percent of total revenue)
identified business exposure or opportunity identified business exposure or opportunity
(between 20 and 40 percent of total annual (between 20 and 40 percent of total revenue)
revenue)
revenue)
revenue)
(greater than 80 percent of total annual revenue) (greater than 80 percent of total revenue)
Level of FTE experience in years for the process Average level of experience in years for FTEs who years
group "manage business resiliency and risk" perform the process group "manage business
resiliency and risk"
Number of IT FTEs that perform the process group Number of FTEs who perform the process group FTEs
"manage business resiliency and risk" per $1 "manage business resiliency and risk" / (Total
Percentage of IT budget, including (IT budget allocated to the process group "manage percent
depreciation/amortization, allocated to the process business resiliency and risk" / IT budget, including
group "manage business resiliency and risk" depreciation/amortization, for the past year) *
100.0

Percentage of total IT cost, including (Total cost to perform the process group "manage percent
depreciation/amortization, allocated to process business resiliency and risk" / (Total cost to perform
group "manage business resiliency and risk" the process group "manage the business of IT" +
Total cost to perform the process group "develop
and manage IT customer relationships" + Total cost
to perform the process group "manage business
resiliency and risk" + Total cost to perform the
process group "manage IT knowledge" + Total cost
to perform the process "develop information and
content management strategies" + Total cost to
perform the process "define the enterprise
information architecture" + Total cost to perform
the process "manage information resources" +
enterprise data and content management" + Total
cost to perform the process "develop and maintain
information technology solutions" + Total cost to
perform the process group "deploy IT solutions" +
Total cost to perform the process group "deliver
and support IT service")) * 100
Percentage of business entity IT FTEs who perform (Number of FTEs who perform the process group percent
the process group "manage business resiliency" "manage business resiliency and risk"/Number of
FTEs who perform the function "manage
information technology") * 100.0
Percentage of primary products that are made from Percentage of primary products made from percent
recycled materials (by weight) recycled materials
Percentage of primary products that are potentially Percentage of primary products potentially able to percent
able to be recovered and recycled (by weight) be recovered and recycled

Number of proposals managed per contracts Total number of proposals developed / Number of proposals
function
Percentage of new proposals resulting in a new Percentage of new proposals resulting in a proposals
contract successful offer and a new contract
perform the process "manage proposals, bids, and function FTEs dedicated to the process "manage
quotes" proposals, bids, and quotes"
Average cycle time in days from detection-to- Cycle time in calendar days to complete the Days
correction of warranty issues detection to correction cycle
Supplier recovery rate Supplier recovery rate Percent
Warranty accrual rate Warranty accrual rate Percent
Warranty claims rate Warranty claims rate Percent
Warranty cost forecast accuracy Warranty cost forecast accuracy Percent
Average annual product return rate Average product return rate Percent
Average annual recall rate per product family Average recall rate per product family Percent
Goodwill cost per approved goodwill claim Total cost of goodwill warranty claims / [(The dollars
percentage of annual approved warranty claims
that are goodwill claims * Percentage of warranty
claims approved * Total number of warranty claims
processed) / 10000]
Total cost to perform the process "process warranty Annual cost of the process "process warranty dollars
claims" per process FTE claims" / Number of FTEs who to perform the
process "process warranty claims"
warranty claims" per process FTE warranty claims" allocated to internal costs *
"process warranty claims" allocated to personnel
cost * Annual cost of the process "process warranty
claims" / 10000) / Number of FTEs who to perform
the process "process warranty claims"

Total cost to perform the process "process warranty Annual cost of the process "process warranty Dollars
claims" per $1,000 revenue claims" / (Total business entity revenue * 0.001)
Personnel cost to perform the process "process ((Percentage of total cost of the process "process Dollars
warranty claims" per $1,000 revenue warranty claims" allocated to internal costs *
"process warranty claims" allocated to personnel
claims") * .0001) / (Total business entity revenue *
0.001)
Systems cost to perform the process "process ((Percentage of total cost of the process "process Dollars
warranty claims" per $1,000 revenue warranty claims" allocated to internal costs *
"process warranty claims" allocated to systems
claims") * .0001) / (Total business entity revenue *
0.001)
Total cost to perform the process "process warranty Annual cost of the process "process warranty Dollars
claims" per warranty claim processed claims" / Total number of warranty claims
processed
Goodwill cost as a percentage of revenue (Total cost of goodwill warranty claims / Total Percent
business entity revenue) * 100
Internal cost to perform the process "process Percentage of total cost of the process "process Percent
warranty claims" as a percentage of total process warranty claims" allocated to internal costs
cost
Outsourced cost to perform the process "process Percentage of total cost of the process "process Percent
warranty claims" as a percentage of total process warranty claims" allocated to external costs
cost

Overhead and other costs to perform the process (Percentage of total cost of the process "process dollars
"process warranty claims" per $1,000 revenue warranty claims" allocated to internal costs *
"process warranty claims" allocated to overhead
and other costs * Annual cost of the process
"process warranty claims" / 10000) / (Total
Average cycle time in days to process a warranty Cycle time in days to process a warranty claim Days
claim
Total number of warranty claims processed per Total number of warranty claims processed / (Total claims
Number of FTEs that perform the process "process Number of FTEs who to perform the process FTEs
warranty claims" per $1 billion revenue "process warranty claims" / (Total business entity
revenue * 0.000000001)
Number of claims processed per FTE that performs Total number of warranty claims processed claims
the process "process warranty claims" /Number of FTEs who to perform the process
"process warranty claims"
Percentage of total rejected claims rejected for Percentage of rejected warranty claims rejected for Percent
being fraudulent reasons of fraud
Percentage of total rejected claims rejected for Percentage of rejected warranty claims rejected for Percent
policy reasons reasons of policy
Percentage of total claims approved that is invalid Percentage of warranty claims approved that were percent
or fraudulent invalid or fraudulent
Percentage of total claims processed from 100 * [(The percentage of annual approved Percent
approved goodwill claims warranty claims that are goodwill claims *
Percentage of warranty claims approved * Total
number of warranty claims processed) / 10000] /
Total number of warranty claims processed

Percentage of total claims processed that is from 100 * [(The percentage of annual approved Percent
approved recall claims warranty claims that are recall claims * Percentage
of warranty claims approved * Total number of
warranty claims processed) / 10000] / Total number
of warranty claims processed
Percentage of total claims processed that is from 100 * [(Percentage of approved warranty claims Percent
approved repeat repair claims that are repeat repair claims * Percentage of
warranty claims approved * Total number of
warranty claims processed) / 10000] / Total number
of warranty claims processed
Percentage of total claims processed that is Percentage of warranty claims approved Percent
approved
Percentage of total claims processed that is Percentage of warranty claims rejected Percent
rejected
Percentage of total warranty claims processed that Percentage of warranty claims that are Percent
is processed automatically automatically processed claims
Percentage of total claims processed that is from Percentage of warranty claims that are Suspense Percent
suspense routed claims Routed claims
Percentage of total claims processed that required Percentage of warranty claims that are Help Percent
human intervention Routed claims
Total number of other claims processed as a Percentage of warranty claims allocated to other Percent
percentage of total claims processed claims
Number of claims rejected for other reason as a Percentage of warranty claims rejected allocated to Percent
percentage of total rejected claims other
Number of first time repair/replace claims ((The percentage of annual approved warranty Percent
approved as a percentage of total claims processed claims that are first time repair / replace claims *
number of warranty claims processed * .0001) /
Total number of warranty claims processed) * 100

Number of repeat repair/replace claims approved ((The percentage of annual approved warranty Percent
as a percentage of total claims processed claims that are repeat repair / replace claims *
number of warranty claims processed * .0001) /
Total number of warranty claims processed) * 100
Number of recall claims approved as a percentage ((The percentage of annual approved warranty Percent
of total claims processed claims that are recall claims * Percentage of
warranty claims approved * Total number of
warranty claims processed * .0001) / Total number
of warranty claims processed) * 100
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)
Percentage of customers satisfied with warranty Percentage of customers satisfied with warranty Percent
process / experience process
Total annual cost to serve banking customers (Percentage of total cost to serve banking dollars
through online banking per $1,000 revenue customers allocated to online/internet banking *
Total annual cost to serve retail banking customers
* 0.01) / (Total annual revenue for retail banking
operation * .001)

through mobile banking per $1,000 revenue customers allocated to mobile banking * Total
annual cost to serve retail banking customers *
0.01) / (Total annual revenue for retail banking
operation * .001)
through teller services at branches per $1,000 customers allocated to teller services at branches *
revenue Total annual cost to serve retail banking customers
* 0.01) / (Total annual revenue for retail banking
operation * .001)
through contact centers per $1,000 revenue customers allocated to contact centers * Total
operation * .001)
through automated teller machines (ATM) per customers allocated to ATMs * Total annual cost to
$1,000 revenue serve retail banking customers * 0.01) / (Total
annual revenue for retail banking operation * .001)
through other channels per $1,000 revenue customers allocated to other channels * Total
operation * .001)
Total cost to serve banking customers per $1,000 Total annual cost to serve retail banking dollars
revenue customers / (Total annual revenue for retail
banking operation * .001)

Cost to serve banking customers via (Percentage of total cost to serve banking dollars
Internet/Online Banking channel per retail banking customers allocated to online/internet banking *
customer Total annual cost to serve retail banking customers
* .01) / Number of unique retail banking customers
Cost to serve banking customers via Mobile (Percentage of total cost to serve banking dollars
Banking channel (including web-based and mobile customers allocated to mobile banking * Total
applications) per retail banking customer annual cost to serve retail banking customers *
0.01) / Number of unique retail banking customers
Cost to serve banking customers via Teller Services (Percentage of total cost to serve banking dollars
at Branches (including staffed kiosks) channel per customers allocated to teller services at branches *
retail banking customer Total annual cost to serve retail banking customers
* 0.01) / Number of unique retail banking
customers
Cost to serve banking customers via Contact (Percentage of total cost to serve banking dollars
Centers channel per retail banking customer customers allocated to contact centers * Total
0.01) / Number of unique retail banking customers
Cost to serve banking customers via Automated (Percentage of total cost to serve banking dollars
Teller Machines (ATM) channel per retail banking customers allocated to ATMs * Total annual cost to
customer serve retail banking customers * 0.01) / Number of
unique retail banking customers
Number of FTEs who perform the process "service Number of FTEs who perform the process "service FTEs
bank customers" per $1 billion retail bank revenue banking customers" / (Total annual revenue for
(interest income plus fee income) retail banking operation * .000000001)
Percentage of business entity FTEs who perform (Number of FTEs who perform the process "service percent
the process "Service banking customers" banking customers" / Number of business entity
employees) * 100

Percentage of FTEs who perform the process Percentage of FTEs who perform the process "open percent
"Service banking customers" allocated to branch accounts" allocated to Branch Banking staff
banking activities
Percentage of FTEs who perform the process Percentage of FTEs who perform the process percent
"Service banking customers" allocated to non- "service banking customers" allocated to Branch
branch banking activities Banking staff
"perform financial reporting" that perform the financial reporting" who perform legal and
activity "perform legal and management management consolidation / Number of FTEs who
consolidation" perform the process "perform financial reporting")
* 100
Average annual retail sales revenue per customer- Average retail sales revenue per customer-facing dollars
facing sales associate associate
Percentage of perfect scores on Percentage of customers offering a perfect percent
telecommunications call center customer customer satisfaction score for service received
satisfaction from the call center
Revenue per employee (entire organization) Total organization revenue / Number of Dollar
organization employees
Strategic workforce planning FTEs per revenue FTEs
Strategic workforce planning FTEs per employee FTEs
performs the process group "manage employee manage human capital" / Number of FTEs that
relations" perform the process group "manage employee
relations"
employee relations" per $1,000 revenue employee relations" / (Total business entity
revenue * 0.001)

employee relations" per business entity employee employee relations" / Number of business entity
employees
"manage employee relations" per $1,000 revenue "manage employee relations" / (Total business
"manage employee relations" per business entity "manage employee relations" / Number of business
Employee engagement score Employee engagement score
Number of FTEs that perform the process groups Total number of FTEs that perform the process FTEs
"manage employee communications" and "deliver groups "manage employee communications" and
employee communications" per $1 billion revenue "deliver employee communications" / (Total
Number of FTEs that perform the process group Number of FTEs that perform the process group FTEs
"manage employee relations" per $1 billion "manage employee relations" / (Total business
performs the process group "manage employee FTEs that perform the process group "manage
relations" employee relations"
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"
"manage employee relations" as a percentage of "manage employee relations" / Total cost to
total process group cost perform the process group "manage employee
relations") * 100
Systems cost to perform the process group (Systems cost to perform process group "manage percent
"manage employee relations" as a percentage of employee relations" / Total cost to perform the
total process group cost process group "manage employee relations") * 100

Overhead and other cost to perform the process (Overhead and other cost to perform the process percent
group "manage employee relations" as a group "manage employee relations" / Total cost to
percentage of total process group cost perform the process group "manage employee
relations") * 100
Outsourced cost to perform the process group (Outsourced cost to perform the process group percent
"manage employee relations" as a percentage of "manage employee relations" / Total cost to
total process group cost perform the process group "manage employee
relations") * 100
FTE that performs the process group "manage employees * Number of business entity employees
employee information and analytics" * 0.01) / Number of FTEs who perform the process
group "manage employee information and
analytics"
Overhead and other costs of the process group (Internal overhead and other cost (direct and/or percent
"manage employee information and analytics" as a allocated to the business entity) to perform the
percentage of the total cost to perform the process process group "manage employee information and
group analytics" / Total cost to perform the process group
"manage employee information and analytics") *
100
performs the process groups "manage employee manage human capital" / Total number of FTEs that
communications" and "deliver employee perform the process groups "manage employee
communications" communications" and "deliver employee
communications"
Non-interest expense as a percentage of total Annual non-interest expense per total assets for percent
assets the overall bank
Net income plus interest as a percentage of total Annual net income plus interest expense per total percent
assets assets for the overall bank
New transaction account income as a percentage Percentage of annual fee income for banking percent
of fee income operation attributed to new transaction accounts
opened in the last year

Total annual non-interest expense per $1,000 Total non-interest expense for retail banking dollars
revenue operation / (Total annual revenue for retail banking
operation * .001)
Total annual fee income per $1,000 revenue Total annual fee income for retail banking dollars
operation / (Total annual revenue for retail banking
operation * .001)
Total annual operating expense per $1,000 Total operating expense for retail banking dollars
revenue operation / (Total annual revenue for retail banking
operation * .001)
Employee turnover rate for FTEs dedicated to Employee turnover rate for FTEs dedicated to percent
planning, budgeting and management and capital planning, budgeting and management and capital
project accounting processes project accounting processes
Average tenure, in years, of FTEs currently Average tenure, in years, of FTEs currently FTEs
dedicated to planning, budgeting and management dedicated to planning, budgeting and management
and capital project accounting processes and capital project accounting processes
process "manage the corporate liability insurance FTEs dedicated to the process "manage the
program" corporate liability insurance program"
Average time in months that telecommunications Average number of months that customers months
customers persuaded to convert from pre-paid to converted from pre-paid to post-paid remain as
post-paid remain as post-paid post-paid customers
Telecommunications inbound contact center cross- Inbound contact center cross-sell / up-sell rate percent
sell/up-sell rate
Percentage of total sales initiated on the website Percentage of sales initiated on the website where percent
that presented the telecommunications customer the customer was presented with a cross-sell or up-
with a cross-sell or up-sell offer sell offer
Success rate of attempts to convert qualified pre- Percentage of qualified pre-paid customers that percent
paid telecommunications customers to post-paid your entity attempts to convert to post-paid that is
successfully converted
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
Registered online banking users as a percentage of (Number of retail banking customers that are percent
total customers registered internet users / Number of unique retail
banking customers) * 100
Number of FTEs who perform the process group Number of FTEs who perform the process "deliver FTEs
"deliver banking services to customers" per $1 banking services to customers" / (Total annual
billion retail bank revenue (interest income plus fee revenue for retail banking operation * .000000001)
income)
Percentage of business entity FTEs allocated to the (Number of FTEs who perform the process "deliver percent
process "Deliver banking services to customers" banking services to customers" / Number of
business entity employees) * 100
"Deliver banking services to customers" allocated "deliver banking services to customers" allocated
to branch banking activities to Branch Banking staff
"Deliver banking services to customers" allocated "deliver banking services to customers" allocated
to non-branch banking activities to Non-Branch Banking staff
Number of deposit accounts (all types) per FTE that Total number of retail deposit accounts held / deposit accounts
performs the process "deliver banking services to Number of FTEs who perform the process "deliver
customers" banking services to customers"
Total annual cost of account opening activities Total cost of account opening activities / Number of dollars
(including personnel, systems, overhead, and any retail deposit accounts opened in the last 12
outsourced costs (direct or allocated)) per new months
retail deposit account opened
Total annual cost of account opening activities per Total cost of account opening activities / (Total dollars
$1 billion retail bank revenue (interest income plus annual revenue for retail banking operation
fee income) *.000000001)
Total cost to perform "Open accounts" process per Total cost of account opening activities / Number of dollars
"Open accounts" FTE FTEs who perform the process "open accounts"

Total cost of account opening activities per $1,000 Total cost of account opening activities / (Total dollars
revenue annual revenue for retail banking operation *.001)
Cycle time (in business days) to process a new Cycle time (in business days) to process a new days
retail deposit account application retail deposit account applications
Number of new retail deposit account applications (Number of new retail deposit account applications percent
initiated through internet/online banking as a initiated through internet/online banking / Total
percentage of total new applications initiated number of new retail deposit account applications
initiated) * 100
initiated through mobile banking as a percentage initiated through mobile banking / Total number of
of total new applications initiated new retail deposit account applications initiated) *
100
initiated through teller services at branches as a initiated through teller services at branches / Total
percentage of total new applications initiated number of new retail deposit account applications
initiated) * 100
initiated through contact centers as a percentage initiated through contact centers / Total number of
of total new applications initiated new retail deposit account applications initiated) *
100
initiated through other channels as a percentage of initiated through other channels / Total number of
total new applications initiated new retail deposit account applications initiated) *
100
Number of FTEs who perform the process "open Number of FTEs who perform the process "open FTEs
accounts" per $1 billion retail bank revenue accounts" / (Total annual revenue for retail banking
(interest income plus fee income) operation * .000000001)
Retail deposit accounts opened as a percentage of (Number of retail deposit accounts opened in the percent
applications initiated (all types and channels) last 12 months / Total number of new retail deposit
account applications initiated) * 100

Annual rate of growth in number of deposit (Number of retail deposit accounts opened in the percent
accounts (all types) last 12 months - Number of retail deposit accounts
discontinued in the last 12 months) / Total number
of retail deposit accounts held
Percentage of business entity FTEs who perform (Number of FTEs who perform the process "open percent
the process "Open accounts" accounts" / Number of business entity employees)
* 100
Percentage of FTEs who perform the process "Open Percentage of FTEs who perform the process "open percent
accounts" allocated to branch banking activities accounts" allocated to Branch Banking staff
Percentage of FTEs who perform the process "Open Percentage of FTEs who perform the process "open percent
accounts" allocated to non-branch banking accounts" allocated to Non-Branch Banking staff
activities
Deposit accounts opened as a percentage of (Number of retail deposit accounts opened in the percent
deposit accounts currently held last 12 months / Total number of retail deposit
accounts held) * 100
Percentage of all retail transactions completed Percentage of all retail transactions completed via percent
through self-service channels self-service channels
Percentage of branch network with onsite Percentage of branch network equipped with onsite percent
technologies to capture customer documents in technologies to capture customer documents in
electronic format at the first point of touch electronic format at the first point of touch during
the account opening process
Total number of deposit accounts serviced each Number of deposit accounts serviced per month / deposit accounts
month per banking FTE Number of business entity employees
Percentage of unique retail banking customers with Percentage of unique retail banking customers with percent
bank relationship less than 1 year a bank relationship of less than 1 year
bank relationship 1-3 years a bank relationship of 1-3 years
bank relationship 3-5 years a bank relationship of 3-5 years

bank relationship more than 5 years a bank relationship of more than 5 years
Deposit accounts discontinued as a percentage of (Number of retail deposit accounts discontinued in percent
deposit accounts currently held the last 12 months / Total number of retail deposit
accounts held) * 100
Most-recent year-over-year change in Most-recent year-on-year change in market share percent
telecommunications market share
Total cost to perform the process group "govern (Total annual cost for new product/service dollars
and manage product/service development development * Percentage of total annual cost for
program" per $1,000 revenue new product/service development allocated to
overall governance and program management *
0.01) / (Total business entity revenue * 0.0010)
Total cost to perform the process group "govern (Total annual cost for new product/service dollars
and manage product/service development development * Percentage of total annual cost for
program" per FTE (including external) new product/service development allocated to
overall governance and program management *
0.01) / (Number of FTEs who develop and manage
products and services * Percentage of FTEs
allocated to overall governance and program
management * 0.01)
the process group "govern and manage products and services * Percentage of FTEs
product/service development program" per $1 performing product/service development are
billion revenue allocated to overall governance and program
management * 0.01) / (Total business entity
revenue * 0.000000001)
Total cost to perform the process group "govern Percentage of total annual cost for new percent
and manage product/service development product/service development allocated to overall
program" as a percentage of total function cost governance and program management

Number of FTEs (including external) that perform Percentage of FTEs performing product/service percent
the process group "govern and manage development are allocated to overall governance
product/service development program" as a and program management
percentage of total function FTEs
Total cost to perform the process group "generate (Total annual cost for new product/service dollars
and define new product/service ideas" per FTE development * Percentage of total annual cost for
(including external) new product/service development allocated to
generating and defining product/service ideas *
allocated to generating and defining
product/service ideas * 0.01)
and define new product/service ideas" per $1,000 development * Percentage of total annual cost for
revenue new product/service development allocated to
and define new product/service ideas" per concept development * Percentage of total annual cost for
(pre-design phase) new product/service development allocated to
0.01) / Total number of product/service concepts in
the pre-design phase
the process group "generate and define new products and services * Percentage of FTEs
product/service ideas" per $1 billion revenue performing product/service development are
product/service ideas * 0.01) / (Total business

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
product/service ideas * 0.01)
the process group "generate and define new development are allocated to generating and
product/service ideas" as a percentage of total defining product/service ideas
function FTEs
Total cost to perform the process group "generate Percentage of total annual cost for new percent
and define new product/service ideas" as a product/service development allocated to
percentage of total function cost generating and defining product/service ideas
Total cost to perform the process "design and (Total annual cost for new product/service dollars
prototype products and services" per $1,000 development * Percentage of total annual cost for
revenue new product/service development allocated to
designing, building, and testing products/services *
Total cost to perform the process "design and (Total annual cost for new product/service dollars
prototype products and services" per FTE development * Percentage of total annual cost for
(including external) new product/service development allocated to
designing, building, and testing products/services *
products/services * 0.01)

the process "design and prototype products and products and services * Percentage of FTEs
services" per $1 billion revenue performing product/service development are
products/services * 0.01) / (Total business entity
revenue * 0.000000001)
Total cost to perform the process "design and Percentage of total annual cost for new percent
prototype products and services" as a percentage product/service development allocated to
of total function cost designing, building, and testing products/services
the process "design and prototype products and development are allocated to designing, building,
services" as a percentage of total function FTEs and testing products/services
Total cost to perform the process "test market for (Total annual cost for new product/service dollars
new or revised products and services" per FTE development * Percentage of total annual cost for
(including external) new product/service development allocated to test
marketing products/services * 0.01) / (Number of
services * Percentage of FTEs performing
marketing products/services * 0.01)
Total cost to perform the process "test market for (Total annual cost for new product/service dollars
new or revised products and services" per $1,000 development * Percentage of total annual cost for
revenue new product/service development allocated to test
marketing products/services * 0.01) / (Total

the process "test market for new or revised products and services * Percentage of FTEs
products and services" per $1 billion revenue performing product/service development are
allocated to test marketing products/services *
0.01) / (Total business entity revenue *
0.000000001)
the process "test market for new or revised development are allocated to test marketing
products and services" as a percentage of total products/services
function FTEs
Total cost to perform the process "test market for Percentage of total annual cost for new percent
new or revised products and services" as a product/service development allocated to test
percentage of total function cost marketing products/services
Total cost to perform the process "prepare for (Total annual cost for new product/service dollars
production/service delivery" per FTE (including development * Percentage of total annual cost for
external) new product/service development allocated to
preparing for production or service delivery *
delivery * 0.01)
Total cost to perform the process "prepare for (Total annual cost for new product/service dollars
production/service delivery" per $1,000 revenue development * Percentage of total annual cost for
preparing for production or service delivery *

the process "prepare for production/service products and services * Percentage of FTEs
delivery" per $1 billion revenue performing product/service development are
delivery * 0.01) / (Total business entity revenue *
0.000000001)
Total cost to perform the process "prepare for Percentage of total annual cost for new percent
production/service delivery" as a percentage of product/service development allocated to
total function cost preparing for production or service delivery
the process "prepare for production/service development are allocated to preparing for
delivery" as a percentage of total function FTEs production or service delivery
Percentage of products designed with a 'design for Percentage of products are designed with a 'design percent
supply chain' philosophy for supply chain' philosophy
Percentage of total sales of core Percentage of total sales of core products made via percent
telecommunications products made via digital digital channels
channels
Percentage of total renewals of Percentage of total renewals sold via digital percent
telecommunications core products sold via digital channels
channels
Percentage of telecommunication product bundles Percentage of bundles sold via digital channels percent
are sold via digital channels for triple- and (telecommunications triple- and quadruple-play
quadruple-play operators. operators only)
Percentage of telecommunications sales orders Proportion of sales orders going through only 1 percent
that were touched on 1 channel only channel
Percentage of telecommunications sales orders Proportion of sales orders going through 2-3 percent
that were touched on 2-3 channels channels
Percentage of telecommunications sales orders Proportion of sales orders going through 4 or more percent
that were touched on 4 or more channels channels
Average cost per telecommunications transaction Average transaction cost per website transaction dollars
conducted by website

Average cost per telecommunications transaction Average transaction cost per mobile app dollars
conducted by mobile app transaction
Average cost per telecommunications transaction Average transaction cost per telephonic dollars
conducted by telephone transaction
Average cost per telecommunications transaction Average cost per transaction (all types) for chat dollars
conducted by chat transactions
Average cost per telecommunications transaction Average cost per transaction (all types) for retail dollars
conducted at a retail store store transactions
Average call handle time in minutes for Call center average handle time in minutes minutes
telecommunications call center
Average first-contact resolution rate for Average first-contact resolution rate for contact percent
telecommunications contact centers centers
Percentage of telecommunications mobile app Percentage of mobile app users reporting being percent
users that report satisfaction with the app satisfied with the mobile app (telecommunications
provider)
Average sales conversion rate for direct mail Organization's conversion rate for direct mail percent
Average sales conversion rate for face to face Organization's conversion rate for face to face percent
contact contact
Average sales conversion rate for mobile Organization's conversion rate for mobile percent
applications applications
Average sales conversion rate for telemarketing Organization's conversion rate for telemarketing percent
Average sales conversion rate for website (your Organization's conversion rate for website (your percent
company name.com) company name.com)
Order self-service completion rate across all Order self-service completion rate across all percent
channels for telecommunications channels
Percentage of telecommunications customers able Percentage of customers able to complete entire percent
to complete the entire enrollment to activation enrollment to activation process through self
process through self service service
Overall average revenue per telecommunications Overall ARPU dollars
user

Average revenue per telecommunications user for ARPU for online-purchased mobile users dollars
the online-purchased user group (telecommunications provider)
Average revenue per telecommunications user for ARPU for offline-purchased mobile users dollars
the offline-purchased user group (telecommunications provider)
Digital content sales revenue as a percentage of Percentage of overall revenue that is digital percent
overall revenue content sales revenue
Percentage of sales of telecommunications core Percentage of total sales of core products percent
products influenced by social media influenced by Social Media
Percentage of telecommunications customers that Percentage of customers having downloaded the percent
have downloaded and registered on the mobile app mobile app and registered (telecommunications
provider)
Percentage of telecommunications mobile app Percentage of mobile app users who are active percent
users that are active (telecommunications provider)
Average time in weeks to develop and launch a Average time in weeks to develop and launch a weeks
new marketing campaign (from ideation to the new marketing campaign (from ideation to the
delivery of an offer/message to a delivery of an offer/message to a
customer/prospect) customer/prospect)
Percentage of telecommunications customers that Percentage of customers having called the call percent
have called the call center in the past 12 months center in the past 12 months
Percentage of telecommunications customers that Percentage of customers having called the call percent
have called the call center more than 10 times in center more than 10 times in the past 12 months
the past 12 months
Percentage of telecommunications customers that Percentage of customers having never called the percent
have never called the call center call center
Sales order shipped complete rate Business entity's sales order shipped completed percent
rate
Average number of orders picked per hour Average number of orders picked per hour orders
Average value of bulky units delivered Total annual value of large/bulky products delivered dollars
by the organization / Number of large/bulky
deliveries completed in the past 12 months

Percentage distribution of large/bulky products that Percentage distribution of large/bulky products that percent
are delivery-only are delivery-only
are delivery and installation/assembly are delivery and installation/assembly
are delivery, installation/assembly, and haul-away are delivery, installation/assembly, and haul-away
or disposal or disposal
Total cost of the order to delivery and installation Total cost of the order to delivery and installation dollars
process per $1 billion revenue process / (Total business entity revenue *
0.000000001)
Number of FTEs who perform retail banking (Number of FTEs who perform Branch Banking FTEs
activities per $1 billion operating expense activities + Number of FTEs who perform Non-
Branch Banking activities) / (Total operating
expense for retail banking operation *.000000001)
Annual operating expense per retail banking Total operating expense for retail banking dollars
customer operation / Number of unique retail banking
customers
Annual retail bank revenue (interest income plus Total annual revenue for retail banking operation / dollars
fee income) per retail banking customer Number of unique retail banking customers
Percentage of consumers claiming to be satisfied Percentage of consumers claiming to be satisfied percent
with quality of delivery and installation/assembly with quality of delivery and installation/assembly
activities per $1 billion non-interest expense activities + Number of FTEs who perform Non-
Branch Banking activities) / (Total non-interest
expense for retail banking operation * .000000001)
Average effort in man-hours required to complete Average effort in man-hours required to complete man-hours
delivery, installation, and back-haul of large/bulky delivery, installation, and back-haul of large/bulky
products products

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)
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
Annual operating expense as a percentage of retail customers
(Total operating expense for retail banking percent
bank revenue (interest income plus fee income) operation / Total annual revenue for retail banking
operation) * 100
Annual fee income as a percentage of retail bank (Total annual fee income for retail banking percent
revenue (interest income plus fee income) operation / Total annual revenue for retail banking
operation) * 100
Annual non-interest expense as a percentage of (Total non-interest expense for retail banking percent
retail bank revenue (interest income plus fee operation / Total annual revenue for retail banking
income) operation) * 100
Annual non-interest expense as a percentage of (Total non-interest expense for retail banking percent
operating expense operation / Total operating expense for retail
banking operation) * 100
Number of retail banking customers per branch Number of unique retail banking customers / Total customers
(including staffed kiosks) number of branches forming the branch network

Number of customers with retail banking customer (Percentage of total branch banking staff time customers
relationship of less than one year per $1 million allocated to deposit account servicing * Number of
retail bank revenue unique retail banking customers * 0.01) / (Total
annual revenue for retail banking operation
*.000001)
relationship of one to three years per $1 million allocated to teller transaction processing * Number
retail bank revenue of unique retail banking customers * 0.01) / (Total
*.000001)
relationship of three to five years per $1 million allocated to internal marketing or sales * Number
retail bank revenue of unique retail banking customers * 0.01) / (Total
*.000001)
relationship of more than five years per $1 million allocated to loan/origination * Number of unique
retail bank revenue retail banking customers * 0.01) / (Total annual
revenue for retail banking operation *.000001)
Average price paid by the consumer for delivery, Average price paid for delivery, installation, and dollars
installation, and haul-away for large/bulky haul-away for large/bulky deliveries
deliveries
Average width, in hours, of the large/bulky delivery Average width of the large/bulky delivery window hours
window provided to the consumer provided to the consumer
Consumer delivery/service area in square miles Consumer delivery/service area in square miles square miles
Average lead-time in days between consumer Average lead-time in days between consumer days
order and the first accepted delivery window order and the first accepted delivery window
Percentage of delivery orders rescheduled or Percentage of delivery orders rescheduled or percent
modified prior to delivery modified prior to delivery
Percentage of large/bulky deliveries refused Percentage of large/bulky deliveries refused percent

Percentage of consumers who paid a fee for an Percentage of consumers who paid a fee for an percent
expedited or priority delivery service level expedited or priority delivery service level
Percentage of deliveries requiring post-delivery Percentage of deliveries requiring post-delivery percent
follow-up or issue resolution follow-up or issue resolution
Average cost per inbound contact RESERVED BY QUESTION CREATOR dollars
Average cost per contact measured 12 months ago RESERVED BY QUESTION CREATOR dollars
Percentage change in average cost per contact RESERVED BY QUESTION CREATOR dollars
over the past 12 months attributable to AI
Organization's current learning budget per RESERVED BY QUESTION CREATOR dollars
customer service employee
Organization's learning budget per customer RESERVED BY QUESTION CREATOR dollars
service employee 12 months ago
Average number of days per customer service RESERVED BY QUESTION CREATOR days
employee currently dedicated to learning
Average number of days per customer service RESERVED BY QUESTION CREATOR days
employee dedicated to learning 12 months ago
Percentage of customers claiming to be satisfied RESERVED BY QUESTION CREATOR percent
measured 12 months ago
Percentage of the change in customers claiming to RESERVED BY QUESTION CREATOR percent
be satisfied over the past 12 months attributable
to AI
Organization's customer retention rate for the past RESERVED BY QUESTION CREATOR percent
3 years' external customers
Organization's customer retention rate for the past RESERVED BY QUESTION CREATOR percent
3 years' external customers measured 12 months
ago
Percentage of inbound contacts with additional RESERVED BY QUESTION CREATOR percent
cross-sell or up-sell sales
Percentage of cross-sell and up-sell transactions RESERVED BY QUESTION CREATOR percent
attributable to AI

Percentage of the change in your average number RESERVED BY QUESTION CREATOR percent
of learning days per customer service FTE
attributable to AI
Percentage of customer service FTEs added/hired RESERVED BY QUESTION CREATOR percent
in the past 12 months attributed to AI
Percentage of customer service FTEs RESERVED BY QUESTION CREATOR percent
eliminated/redeployed in the past 12 months
attributed to AI
Percentage of customer service FTEs with skill RESERVED BY QUESTION CREATOR percent
requirement changes in the past 12 months driven
by the adoption of AI
Customer retention rate for all customers over the Customer retention rate over the past three years percent
past three reporting periods
Inbound contacts per customer service FTE RESERVED BY QUESTION CREATOR / RESERVED BY contacts
QUESTION CREATOR
Percentage of customer service FTEs with skill RESERVED BY QUESTION CREATOR percent
requirement changes in the past 12 months
Percent change in customer service FTEs ((RESERVED BY QUESTION CREATOR - RESERVED percent
BY QUESTION CREATOR) / (RESERVED BY
QUESTION CREATOR - RESERVED BY QUESTION
CREATOR + RESERVED BY QUESTION CREATOR)) *
100
Percentage of customer interactions leveraging AI RESERVED BY QUESTION CREATOR percent
Average cost to dispose of back-hauled products Average cost to dispose of back-hauled products dollars
performs the process group "manage employee on- manage human capital" / Number of FTEs that
boarding, development, and training" perform the process group "manage employee on-
boarding, development, and training"

employee on-boarding, development, and training" employee on-boarding, development, and training"
per business entity employee / Number of business entity employees
per process group FTE / Number of FTEs that perform the process group
"manage employee on-boarding, development,
and training"
Total cost to perform the process group "manage (Total cost to perform the process group "manage percent
as a percentage of selling, general, and / Total SG&A costs) * 100
administrative (SGA) costs
"manage employee on-boarding, development, "manage employee on-boarding, development,
and training" per process group FTE and training" / Number of FTEs that perform the
process group "manage employee on-boarding,
development, and training"
and training" per $1,000 revenue and training" / (Total business entity revenue *
0.001)
and training" per business entity employee and training" / Number of business entity
employees
Number of FTEs that perform the process group Number of FTEs that perform the process group FTEs
and training" per $1 billion revenue and training" / (Total business entity revenue *
0.000000001)

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"
and training" as a percentage of the total cost to and training" / Total cost to perform the process
perform the process group group "manage employee on-boarding,
development, and training") * 100
"manage employee on-boarding, development, employee on-boarding, development, and training"
and training" as a percentage of the total cost to / Total cost to perform the process group "manage
perform the process group employee on-boarding, development, and
training") * 100
group "manage employee on-boarding, group "manage employee on-boarding,
development, and training" as a percentage of the development, and training" / Total cost to perform
total cost to perform the process group the process group "manage employee on-boarding,
Outsourced cost of the process group "manage (Outsourced cost to perform the process group percent
employee on-boarding, development, and training" "manage employee on-boarding, development,
as a percentage of the total cost to perform the and training" / Total cost to perform the process
process group group "manage employee on-boarding,

Percentage of FTEs that perform the process group (Allocation of FTEs for the process group "manage percent
and training" that are senior management / from the senior management/executive level /
executive level Number of FTEs that perform the process group
and training") * 100
and training" that are middle from the middle management/specialist level /
management/specialists Number of FTEs that perform the process group
and training" that are Operational workers/office from the operational workers/office staff level /
staff Number of FTEs that perform the process group
and training" as a percentage of total process and training" / Total cost to perform the process
group cost group "manage employee on-boarding,
development, and training") * 100.0
and training" as a percentage of total process / Total cost to perform the process group "manage
group cost employee on-boarding, development, and
training") * 100.0

group "manage employee on-boarding, group "manage employee on-boarding,
development, and training" as a percentage of development, and training" / Total cost to perform
total process group cost the process group "manage employee on-boarding,
Outsourced cost of the process group "manage (Outsourced cost to perform the process group percent
employee on-boarding, development, and training" "manage employee on-boarding, development,
as a percentage of total process group cost and training" / Total cost to perform the process
group "manage employee on-boarding,
"manage financial policies and procedures" that "manage policies and procedures" who publish
perform the activity "publish accounting policies" accounting policies / Number of FTEs who perform
the process "manage policies and procedures") *
100
Percentage of IT operating costs dedicated to IT Percentage allocation of IT operating costs to IT percent

project management project management
knowledge management knowledge management
Percentage of IT costs allocated to cognitive Percentage allocation of total IT costs to cognitive percent
solutions or technologies solutions or technologies
Percentage of IT costs allocated to cloud Percentage allocation of total IT costs to cloud percent
Percentage of IT costs allocated to mobility Percentage allocation of total IT costs to mobility percent
Percentage of IT capital cost allocated to hardware Percentage allocation of IT capital costs to percent
hardware
Percentage of IT capital cost allocated to software Percentage allocation of IT capital costs to software percent
Percentage of IT capital cost allocated to costs Percentage allocation of IT capital costs to percent
other than hardware or software categories other than hardware and software

Percentage of total annual IT operating costs Percentage of IT operating cost (excluding percent
allocated to outsourced costs depreciation/amortization) that is outsourced
business administration business administration
Percentage of IT operating costs dedicated to Percentage allocation of IT operating costs to percent
develop and manage IT customer relationships developing and managing IT customer
Percentage of IT operating costs dedicated to relationships
Percentage allocation of IT operating costs to percent
develop and manage IT business strategy developing and managing IT business strategy
manage IT resilience and risk managing IT resilience and risk
manage enterprise information managing enterprise information
develop and integrate services/solutions developing and integrating services/solutions
deploy services/solutions deploying services/solutions
support services/solutions supporting services/solutions
Percentage of large/bulky deliveries including Percentage of large/bulky deliveries including percent
backhaul of products due to scrap, disposal, or backhaul of products due to scrap, disposal, or
returned goods returned goods
Percentage of delivery orders that include a return Percentage of large/bulky delivery orders that percent
merchandise authorization (RMA) include a return merchandise authorization (RMA)

ABOUT APQC
An internationally recognized resource for process
and performance improvement, APQC helps
organizations adapt to rapidly changing
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THE APQC PROCESS CLASSIFICATION FRAMEWORKSM (PCF)
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improvement through process management and benchmarking, regardless of
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Copyright 2019 APQC

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BANKING PROCESS CLASSIFICATION

COMPARED TO BANKING PROCESS CLASSIFICATION FRAMEWORK VERSION 6.1.0

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17058 9.0 Manage Financial Resources 66

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19946 1.1.2.2 Capture customer needs and wants 1

10030 1.1.3.1 Analyze organizational characteristics 0

10020 1.1.4 Establish strategic vision 1

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10047 1.2.2.1 Define strategic options 1

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10057 1.3.1 Develop strategic initiatives 3

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10075 2.1.1.5 Specify development timing targets 0

19941 2.1.3.1 Conduct mandatory and elective reviews 1

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11741 2.1.4.1 Manage materials master lists 1

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19991 2.2.3.1.1 Define basic functional requirements 1

10062 2.3 Develop products and services 29

19993 2.3.1 Design and prototype products and services 17

10083 2.3.1.1 Assign resources to product/service project 1

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19995 2.3.1.8 Design products/services 7

16819 2.3.1.8.1 Design for manufacturing 1

10092 2.3.1.14 Collaborate on design with suppliers and external partners 1

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11417 2.3.3.4.1 Monitor initial production runs 1

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RENAME, WAS:Collaborate design with N

RENAME, WAS:Request process change N

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10106 3.1.1 Perform customer and market intelligence analysis 4

11168 3.2.1 Define offering and customer value proposition 1

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13169 3.2.2.1 Conduct pricing analysis 1

20001 3.2.3.1 Determine channels to be supported 1

10128 3.2.3.4 Select channels for target segments 1