The processes selected for analysis should bealigned with the strategic goalsof the organization. Prioritizing those withsignificant impactensures that the effort yields measurable results and supports transformation objectives.
"The selection of processes for analysis should be based on alignment with business strategy and their potential to deliver measurable performance improvement."
- ABPMP CBOK, Chapter 4 - Process Analysis
Criteria for selecting high-impact processes include:
* Frequency
* Cost impact
* Customer interaction
* Regulatory requirements
Reference: ABPMP CBOK, Chapter 4 - Process Analysis

Aprocess management dashboardis a tool used formonitoring process KPIs and performance data. To be effective, it must providenear real-time information, enabling managers to maketimely decisionsand take corrective actions as needed.
"Dashboards provide visual representations of performance metrics in near real-time, allowing process owners and decision-makers to monitor trends and identify issues quickly."
- ABPMP CBOK, Chapter 6 - Process Performance Management
Benefits of near real-time dashboards:
* Proactive decision-making
* Faster problem detection
* Operational visibility
Reference: ABPMP CBOK, Chapter 6 - Process Performance Management

Thefundamental metricsused in process performance management include:
* Time: Total time or cycle time
* Cost: Resource and financial consumption
* Capacity: Throughput, workload capability
* Quality: Output accuracy and conformance
These are thebuilding blocksfor other performance measures, forming the foundation for evaluating efficiency and effectivenessin any process.
"Core process performance metrics focus on time, cost, quality, and capacity. All performance indicators stem from these primary categories."
- ABPMP CBOK, Chapter 6 - Process Performance Management
Reference: ABPMP CBOK, Chapter 6 - Process Performance Management

TheSIPOCdiagram stands forSupplier, Input, Process, Output, and Customer. It is used at a high level to identify all relevant elements of a business process improvement projectbefore detailed mapping begins. It helps define process boundaries and the relationship between inputs and outputs.
"The SIPOC model is a high-level process map that shows the Suppliers, Inputs, Process, Outputs, and Customers for a process. It is commonly used in Six Sigma and Lean methodologies."
- ABPMP CBOK, Chapter 2 - Process Modeling
Reference: ABPMP CBOK, Chapter 2 - Process Modeling

BPM Centers of Excellence (CoEs)are typically structured as either:
* Centralized: One core team managing process standards and support across the enterprise.
* Decentralized: Localized teams within departments with process support tailored to specific needs.
"CoEs can be organized in centralized or decentralized models depending on governance preferences, organizational culture, and the scale of operations."
- ABPMP CBOK, Chapter 8 - Enterprise Process Management
Reference: ABPMP CBOK, Chapter 8 - Enterprise Process Management