OVERVIEW
Cross Industry Process Classification Framework ® (PCF) is a taxonomy of cross-functional business process intended to allow the objective comparison of
organizational performance within and among organizations. The PCF was developed by APQC and its member companies as an open standard to facilitate improvement through process management and benchmarking, regardless of industry, size, or location. The PCF organizes operating and management process into 13 enterpri-level categories, including process groups and more than 1,000 process and associated activities. The PCF, its associated measures, and definitions are available for download at no charge at www.apqc/pcf.
THE FRAMEWORK FOR PROCESS IMPROVEMENT
Experience shows that the potential of benchmarking to drive dramatic improvement lies squarely in making out-of-the-box
comparisons and arching for insights not typically found within intra-industry paradigms. To enable this beneficial benchmarking, the APQC Process Classification Framework (PCF)® rves as a high-le
vel, industry-neutral enterpri process model that allows organizations to e their business process from a cross-industry viewpoint. The cross-industry framework has experienced more than 20 years of creative u by thousands of organizations worldwide. The PCF provides the foundation for APQC’s Open Standards Benchmarking ® (OSB) databa and the work of its advisory council of global industry leaders. Each version of the PCF will continue to be enhanced as the OSB databa further develops definitions, process, and measures. The PCF and associated measures and benchmarking surveys are available for download from the Open Standards Benchmarking web site at www.apqc/osb .HISTORY
The cross-industry Process Classification Framework ® was originally envisioned as a taxonomy of business process and a common language through which APQC member organizations could benchmark their process. The initial design involved APQC and more than 80 organizations with a strong interest in advancing the u of benchmarking in the United States and worldwide. Since its inception in 1992, the PCF has en updates to most of its content. The updates keep the framework current with the ways that organizations do business around the world. In 2014, APQC worked to enhance the cross-industry PCF and updated a number of industry-specific process classification frameworks.CROSS INDUSTRY PROCESS CL ASSIFICATION FRAMEWORK ®
Version 7.0.5
The PCF is written in United States English language format.
信誓旦旦的意思
MANAGEMENT AND SUPPORT SERVICES 7.0 Develop and Manage Human Capital 8.0 Manage Information T echnology 9.0 Manage Financial Resources
10.0 Acquire, Construct, and Manage Asts
11.0 Manage Enterpri Risk, Compliance, Remediation, and Resiliency 12.0 Manage External Relationships
干干干干
13.0 Develop and Manage Business Capabilities
COPYRIGHT AND ATTRIBUTION
©2016 APQC. ALL RIGHTS RESERVED. This Process Classification Framework® (“PCF”) is the copyrighted intellectual property of APQC. APQC encourages the wide distribution, discussion, and u of the PCF for classifying and defining organizational process. Accordingly, APQC hereby grants you a perpetual, worldwide, royalty-free licen to u, copy, publish, modify, and create derivative works of the PCF, provided that all copies of the PCF and any derivative works contain the following attribution:
This APQC Process Classification Framework® (“PCF”) is an open standard developed by APQC, a nonprofit that promotes benchmarking and best practices
worldwide. The PCF is intended to facilitate organizational improvement through process management and benchmarking, regardless of industry, size, or geography.
To download the full PCF or industry-specific versions of the PCF, as well as associated measures and benchmarking, plea visit www.apqc/pcf.
LOOKING FORWARD
The cross-industry and industry Process Classification
Frameworks are evolving models, which APQC will continue to enhance and improve regularly. Thus, APQC encourages comments, suggestions, and more importantly, the sharing of insights from having applied the PCF within your organization. Share your suggestions and experiences with the PCF by e-mailing pcf_feedback@apqc .
ABOUT APQC
An internationally recognized resource for process and
performance improvement, APQC helps organizations adapt to rapidly changing environments, build new and better ways to
work, and succeed in a competitive marketplace. With a focus on productivity, knowledge management, benchmarking, and quality improvement initiatives, APQC works with its member organizations to identify best practices; discover effective methods of improvement; broadly disminate findings; and connect individuals with one another and the knowledge,
training, and tools they need to succeed. Founded in 1977, APQC is a member-bad non profit rving organizations around the world in all ctors of business, education, and government. APQC is also a proud winner of the 2003, 2004, 2008, 2012, and 2013 North American Most Admired Knowledge Enterpris (MAKE) awards. This award is bad on a study by Teleos, a
European-bad rearch firm, and the KNOW network.
The PCF identifies each process element using a unique 5-digit reference number following the name of the process element.[i.e., (16437), (17060), (17061) (16458), (18129), shown in the above graphic]. This number will always refer to the conceptual definition of the process element. The actual process elements and actual definition may change, but conceptually the decomposition will remain consistent
considering the entire scope of the PCF. A new 5-digit number will be assigned to a process element if its definition substantially changes.
PCF LEVELS EXPLAINED
PROCESS ELEMENT NUMBERING SCHEME
1.2.8.1.1 Identify and review customer
touchpoints (19961)
1.2.8.1.2 Asss customer experience across
touchpoints (19962)
1.2.8.1.3 Perform root cau analysis of
problematic customer experiences
(19963)
1.2.8.2 Design customer experience (19964)
1.2.8.2.1 Define and manage personas (16612)
1.2.8.2.2 Create customer journey maps (19965)
1.2.8.2.3 Define single view of the customer
for the organisation (19966)
1.2.8.2.4 Define a vision for the customer
experience (19967)
1.2.8.2.5 Validate with customers (19968)
跪式俯卧撑
1.2.8.2.6 Align experience with brand values
猪血的做法大全家常菜
and business strategies (19969)
1.2.8.2.7 Develop content strategy (19970) 1.2.8.3 Design customer experience support structure
(19971)
1.2.8.3.1 Identify required capabilities (19972)
1.2.8.3.2 Identify impact on functional
process (19973)
1.2.8.4 Develop customer experience roadmap to develop
and implement defined capabilities (19974)
1.2.9 Communicate strategies internally and
分景externally (18916)
1.3 Execute and measure strategic initiatives (10016)
1.3.1 Develop strategic initiatives (10057)
1.3.1.1 Identify strategic priorities (19975)
1.3.1.2 Develop strategic initiatives bad on business/
蒲公英的图片customer value (19976)
甜甜的睡前小故事
1.3.1.3 Review with stakeholders (19977)
1.3.2 Evaluate strategic initiatives (10058)
1.3.
2.1 Determine business value for each strategic
priority (19978)
1.3.
2.2 Determine the customer value for each
7音strategic priority (19979)
1.3.3 Select strategic initiatives (10059)
1.3.3.1 Prioritize strategic initiatives (19980)
1.3.3.2 Communicate strategic initiatives to business
units and stakeholders (19981)
1.3.4 Establish high-level measures (10060)
1.3.4.1 Identify business value drivers (19982)
1.3.4.2 Establish balines for business value drivers
(19983)
1.3.4.3 Monitor performance against balines (19984)
1.3.5 Execute strategic initiatives (19507)
